Town of Gilbert 2013—2014 Annual Budget Adopted June 6, 2013 Table of Contents The photo on the cover was taken during the Arizona Balloon Classic on the grounds of Town Hall. Photo provided by Don Lawrence Photography. 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 FINANCIAL OVERVIEW Budget Message...................................... i Revenue and Expenditure Summary ...41 Guide to the Budget Document ............. 1 Fund Balances ......................................42 Distinguished Budget Award ................ 4 Budget Summary ..................................46 Key Officials and Staff ........................... 5 Five Year Forecasts ..............................48 Organization Charts ............................... 7 Revenue Summary by Fund.................49 Vision, Mission, Values.......................... 9 Revenue Summary by Fund by Type ..50 Strategic Initiatives .............................. 10 Revenue Detail ......................................52 General Plan Vision ............................. 12 Expense Summary................................58 Continuous Quality Improvement ....... 14 Expense Detail ......................................59 Community with Character .................. 15 Revenue Sources .................................68 Gilbert Facts ......................................... 16 Property Tax Rates ...............................73 Fund Structure ..................................... 20 Personnel Summary .............................74 Budget Process .................................... 22 Budget Calendar .................................. 24 Financial Policies ................................. 25 Accounting, Auditing, Financial ..... 26 Budget Administration .................... 26 Long Range Planning ...................... 26 Repair and Replacement Funding .. 27 Contingency..................................... 30 Revenue Diversification .................. 30 Use of Revenue................................ 31 Fees and Charges............................ 31 Debt Management............................ 32 Post Issuance Compliance ............. 34 Purchasing ....................................... 38 Capital Improvement Plan ............... 38 Fund Balance Classifications ......... 39 Minimum Unrestricted Fund Balance .......................................... 39 Economic Development Reserve ... 40 GENERAL FUND General Fund Summary .......................75 Management and Policy .........................77 Mayor and Council................................79 Town Manager ......................................81 Communications ..................................83 Intergovernmental Relations ...............85 Economic Development .......................87 Human Resources ................................89 Information Technology .......................91 Management and Budget .....................93 Town Clerk ............................................95 General Counsel ...................................97 Management Services ............................99 Accounting ..........................................101 Purchasing ..........................................103 Tax Compliance ..................................105 Facilities Maintenance........................107 Table of Contents Legal and Court ................................... 109 Utility Customer Service ....................173 Prosecutor .......................................... 111 Public Works Administration .............175 Municipal Court .................................. 113 Utility Locates .....................................177 Development Services ......................... 115 Water Resources ................................179 Permits and Licensing ....................... 117 Non-Departmental ..............................181 Plan Review and Inspection .............. 119 Wastewater ...........................................183 Planning Services .............................. 121 Collection ............................................185 Engineering Services ......................... 123 Plant Operations .................................187 Police Department ............................... 125 Reclaimed ...........................................189 Professional Standards ..................... 127 Quality .................................................191 Patrol Services ................................... 129 Riparian Programs..............................193 Support Services................................ 131 Non-Departmental ..............................195 Counseling Services .......................... 133 Environmental Services-Residential ...197 Investigations ..................................... 135 Residential Collections ......................199 SWAT .................................................. 137 Non-Departmental ..............................201 Contracted Services .......................... 139 Environmental Services-Commercial .203 Fire Department ................................... 141 Commercial Collections .....................205 Fire Operations................................... 143 Non-Departmental ..............................207 Fire Prevention ................................... 145 Parks and Recreation .......................... 147 Parks and Open Space ...................... 149 Aquatics .............................................. 151 Recreation Centers ............................ 153 Recreation Programs ......................... 155 Non Departmental ................................ 157 ENTERPRISE FUNDS Enterprise Funds Summary............... 159 Water..................................................... 161 Conservation ...................................... 163 Production .......................................... 165 Quality................................................. 167 Distribution ......................................... 169 Metering .............................................. 171 STREETS FUND Streets Fund Summary ......................209 Streets Maintenance ...........................211 Traffic Control .....................................213 Right of Way Maintenance .................215 Hazard Response ...............................217 Non-Departmental ..............................219 INTERNAL SERVICE FUNDS Internal Service Funds Summary ......221 Fleet Maintenance ..............................223 Copy Services .....................................225 Health Self Insurance .........................227 Dental Self Insurance .........................229 Table of Contents REPLACEMENT FUNDS APPENDIX Replacement Funds Summary .......... 231 Personnel Detail .................................271 Replacement Funds Detail................. 233 Capital Outlay .....................................292 SPECIAL REVENUE Special Revenue Funds Summary .... 235 CDBG/HOME....................................... 237 System Development Fees ................ 239 Grants ................................................. 241 Police Impound .................................. 243 Special Districts ................................. 245 Other Special Revenue ...................... 247 CAPITAL IMPROVEMENTS Capital Projects Administration ........ 249 Capital Improvements Overview ....... 251 Capital Improvement Maintenance Costs ................................................. 252 Capital Improvement Detail ............... 253 CIP Contingency ............................ 253 Streets ............................................ 253 Traffic Control ................................ 256 Municipal Facilities........................ 258 Redevelopment .............................. 259 Public Safety .................................. 259 Storm Water ................................... 260 Water .............................................. 260 Wastewater .................................... 262 Parks and Recreation .................... 263 DEBT SERVICE Debt Service Summary ...................... 265 Debt Service Detail............................. 266 Debt Service Financial ....................... 270 Transfer Schedules ............................296 Schedules A-G ....................................300 Glossary/Acronyms ............................311 Acknowledgements ............................322 Table of Contents Table of Contents Introductory Section __________________________________________ Budget Message Guide to the Budget Document Distinguished Budget Award Key Officials and Staff Organizational Charts Vision, Mission, Values Strategic Initiatives General Plan Vision Continuous Quality Improvement Community with Character Gilbert Facts Fund Structure Budget Process Budget Calendar Financial Policies Table of Contents Budget Message June 6, 2013 Honorable Mayor, Council Members, and the Gilbert Community: This is an inspiring time for Gilbert. Residential and business communities alike are not only recovering from the recession, but in many cases are thriving. The Town continues to lead the Phoenix metropolitan area in residential permit activity, and is enthusiastic by the tremendous economic development partners that have engaged the community in recent years. Gilbert’s first class neighborhoods and exceptional citizen satisfaction have clearly established Gilbert as an iconic location to live, work, and play. Our business partners too are accomplishing many amazing things by establishing Gilbert’s presence at the regional, national, and even the global level. Orbital Sciences is working with NASA to build a satellite to monitor global climate change; Chicago based St. Xavier University, a Catholic based institution founded in 1846, plans to open its first satellite campus in downtown Gilbert; Banner MD Andersen Cancer Center has begun stem cell transplants to treat cancer patients, and has initiated a second expansion of its facility; American Furniture Warehouse is the largest retail project in the state, poised to open a nearly 600,000 square foot retail facility; Heliae, a remarkable success story from ASU Polytechnic, is recognized nationally as the leader in algae technology, and is undertaking an ambitious expansion of its Gilbert facility; and Nationwide Reality Investment is establishing a first class mixed use complex to include over 3,100,000 square feet of new office and retail space at Gilbert’s western entrance along the 202 freeway corridor. Gilbert is committed to doing its part to ensure the continued success of the community. The Gilbert Town Council made solid responsible decisions during the recession, positioning the Town to succeed during recovery. As the economy began to improve, Gilbert’s staff and Council approached recovery just as seriously as it did recession, aligning both short-term goals and resources toward the long-term realization of Gilbert’s established strategic initiatives: Community Livability; Technology Leader; Long and Short Term Financial Plans; Infrastructure; Economic Development; and High Performing Government. Town staff continue to employ new and innovative ways to bring strategic focus to our goals and accomplish them with excellence utilizing tools and techniques such as FranklinCovey’s Four Disciplines of Execution (4DX). There are many elements to each of our strategic initiatives, and each tie back, in some way, to the long and short term financial plans. Government is a service industry and the compensation strategy for its workforce is a primary driver of costs and a critical element to accurate forecasts. Similarly, having the right classification structure in place is a significant element of developing a High Performing Organization. After completing a staffing vulnerability analysis and establishing a compensation philosophy, the Town partnered with a consultant, Fox Lawson and Associates, to conduct a comprehensive classification and compensation study in FY 201213. This was a tremendous undertaking for all involved. Periodically conducting such an analysis will ensure that Gilbert maintains the correct structure and that our employees are competitively compensated based on the value of the service provided to the community. The fiscal year 2013-14 budget reflects the implementation of the findings from the classification and compensation study. It also demonstrates the Town’s commitment to its strategic initiatives and to becoming best in class in all lines of service. Our executive leadership team worked hard to develop a collaborative budget recommendation; one that accomplishes the policy direction laid out by the Town Council and reflects the best interests of the Town as a whole. The resulting budget -i- Table of Contents Budget Message emphasizes economic development, technology solutions and disaster recovery, restoring maintenance where it had previous been deferred, and positioning the community and the organization for long term success. FINANCIAL IMPACT The total adopted budget for FY 2013-14 is $466,461,200, and includes $279,835,323 in operating fund expenditures, $24,137,249 in special revenue and trust accounts, $97,116,790 in capital improvement funds, and $65,372,461 in debt service. Tax Rates: The recommended budget reflects no increases to tax rates. Balanced Financial Plan: The FY 2013-14 adopted budget is balanced, based upon identified revenues and expenditures. Constitutional Expenditure Limit: The FY 2013-14 adopted budget reflects expenses that will be under the constitutional expenditure limitation. Staff regularly monitors conformity with the constitutional expenditure requirements and will recommend, if necessary, continuing adjustments and modifications necessary to comply with expenditure limitation requirements. State Shared Revenues: The FY 2013-14 adopted budget reflects State Shared Revenues based upon statutory distribution formulas, taking into account currently projected State sales and income tax collections (provided by the Arizona League of Cities and Towns), which reflect the state’s budgeted HURF distributions. Much credit goes to the Town’s Intergovernmental Relations staff and to our state legislators. We understand that there are difficult decisions that our legislators must address. We greatly appreciate the consideration that was given to protecting cities’ and towns’ abilities to provide necessary public service, and are encouraged by the leadership that our representatives display. Secondary Property Tax Rate: Total revenues included in the adopted budget reflect maintenance of the current secondary property tax rate of $1.15 per $100 of secondary assessed valuation. Utility Rate Modifications: The FY 2013-14 adopted budget reflects revenues projected from Gilbert’s current water, wastewater, and reclaimed water rates. No rate increases are recommended for this fiscal year. Capital Project Financing – System Development Fees: The FY 2013-14 adopted budget reflects revenues projected from the continued collection of System Development Fees as allowed under current State Law. Staff has undertaken a comprehensive system development fee study to ensure our continued compliance. FUNDING CHALLENGES The challenge continues to responsibly apply one-time revenues generated by growth to the ongoing service demands created by growth. Retail sales tax supports a significant portion of the budget, making diversification and expansion of this revenue source a critical component of Gilbert’s future. Construction sales tax is viewed and applied as primarily one-time revenue. Sales tax overall, however, continues to be a highly volatile revenue source to pay for ongoing expenditures as has been demonstrated in this most recent economic downturn. This will improve - ii - Table of Contents Budget Message over time, but it demonstrates the risk of reliance on local and state-shared sales tax to fund ongoing operating and maintenance requirements. The Council has proactively established System Development Fees to pay for infrastructure related to growth of the community. These fees only pay for capital construction, not for ongoing operation, maintenance, or replacement costs, and have been less than consistent following the same trend lines as sales tax revenues. The passage by the State Legislature of Senate Bill 1525 three years ago further limits the Town’s ability to address infrastructure needs driven by growth. The Town is currently participating with a third party consultant to establish new system development fees that comply with the long-term requirements of the bill, and continues to review the Capital Improvement Program, reducing, deferring, or removing projects that no longer qualify for the use of system development fees. QUALITY GOVERNANCE In the midst of so much change, the Town remains consistent in its relentless pursuit of quality service. Declining revenues and increasing population have been met with innovation and commitment. While Gilbert boasts the lowest staffing ratio of any of our peer communities, it is the caliber of those staff members that makes the difference that we see here every day. I am thankful and honored to serve by their side. Respectfully, Patrick S. Banger Town Manager - iii - 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 strategic initiatives, 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 a 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 initiatives, 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 each 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 scheduled current year capital projects and the projected operating costs for the projects currently under construction. 6. The Debt section provides an overview of the types of debt issued, debt capacity, and debt outstanding for the Town of Gilbert. 7. The Appendix includes a detailed listing of authorized positions (FTE basis), the approved capital outlay list, Arizona Auditor General Schedules A-G, 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 charts displaying the Town’s available revenues (sources) and the expenditures (intended uses). The fund balance pages provide a look at the level of starting balances, budgeted 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. The Budget Summary provides an overview of the Revenue and expenditure 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 of 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. A brief description includes an explanation of the fund’s purpose and a summary financial outlook for each of the funds.. 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: Highlight 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: Depict 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 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, 2012. 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 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 construction begins. 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 short and long-term balanced financial plans. . Debt The Town of 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-G: This section includes summaries of estimated revenues and expenditures (A), tax levy and tax rate information (B), revenues other than property tax (C), fund types of other financing resources and interfund transfers (D), departments of expenditures within each fund (E) departments of expenditures (F), and full-time employees and personnel compensation by Fund (G). 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 the current fiscal year. Glossary/Acronyms: Many of the terms used in government are unique. 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 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 twenty one executive staff and approximately 1,216 additional employees. MAYOR AND COUNCIL Mayor John W. Lewis Vice Mayor Ben Cooper Councilmember Eddie Cook Councilmember Jenn Daniels Councilmember Victor Petersen Councilmember Jordan Ray Councilmember Jared Taylor -5- Table of Contents Key Officials and Staff EXECUTIVE TEAM Town Manager --------------------------------------------------- Patrick Banger Deputy Town Manager ---------------------------------------- Marc Skocypec Finance Director ---------------------------------------------- Cindi Mattheisen Interim Parks and Recreation Director ------------------- Melanie Dykstra Town Prosecutor ---------------------------------------------------- Lynn Arouh Police Chief -------------------------------------------------------------- Tim Dorn Interim Fire Chief --------------------------------------------------- Jim Jobusch Interim Public Works Director ---------------------------------- Nicole Lance Development Services Director ---------------------------------- Kyle Mieras Presiding Judge --------------------------------------------------- John Hudson Town Clerk ------------------------------------------------Catherine Templeton Town Attorney-------------------------------------------------- Susan Goodwin Human Resources Director ------------------------------------ Carrie Bosley Economic Development Director -------------------------- Dan Henderson Information Technology Director------------------------------- Mark Kramer Management and Budget Manager -----------------------------Dawn Irvine Chief Digital Officer ------------------------------------------- Dana Berchman Intergovernmental Relations Manager --------------------- Leah Hubbard Assistant to Town Manager --------------------------------------- Andi Welsh Assistant to Town Manager ------------------------------- Gabriel Engeland Assistant to Town Manager --------------------------------------------- Vacant -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 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 Arts, Culture, and Tourism Board -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 Gilbert will be the best in class in all lines of service. OUR ORGANIZATIONAL MISSION We are a service organization committed to enhancing quality of life and serving with integrity, trust, and respect. OUR ORGANIZATIONAL VALUES As a team, the Town of Gilbert values: Integrity by being ethical, professional and trustworthy Respect by being fair, courteous and valuing others Accountability by being responsible for our actions and following through on our commitments Innovation by continuously improving services through progressive and creative outcomes Learning by developing our knowledge and skills Communication through transparency, collaboration and accessible information -9- Table of Contents Strategic Initiatives In FY 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 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 FY 2014 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." 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 expenses while expanding service to a 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. - 10 - Table of Contents Strategic Initiatives Long and Short Term Balanced Financial Plans Gilbert is committed to providing a comprehensive financial perspective that enables proactive management of government finances. Long term financial planning ensures that financial perspective is strategically incorporated into organizational planning, demonstrates good management to all stakeholders including bond rating agencies, and clarifies the organization's strategic direction by identifying and prioritizing the most important issues it faces. Short term financial planning is more tactical in nature, identifying the specific near term objectives that will ultimately help to achieve the long term goals. Gilbert will provide transparency, clarity, and timely visibility and insight into impending issues, allowing for flexibility in decision making and incremental corrections. 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, business 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. Economic Development with Primary Emphasis on Advancing Science and Technology Gilbert is committed to attracting, growing and retaining business and industry within the community. The Town Council will be well prepared for the recovering economy and encourage collaboration and innovation that contributes to the community vision. As such, it is important to identify and execute a sound economic development plan that supports an advanced economy conducive to attracting the talent and investment of science and technology-based organizations with an emphasis on the biomedical and life science industry. The appropriate policies and procedures to be business-friendly in support of the Vision and Strategic Initiatives are paramount. High Performing Government Gilbert is committed to highly efficient operations while delivering superior results. Excellent performance requires aligning efforts that drive internal effectiveness with those that create external impact. Gilbert will achieve optimal performance by aligning strategy with operational goals supported by best management practices and effective internal and external collaboration. Committed to the initiative of becoming a high performing organization, Gilbert will deliver unparalleled quality of service at the highest value for all of its stakeholders. - 11 - 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 ensure 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. 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. - 12 - 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. - 13 - Table of Contents Continuous Quality Improvement Continuous Quality Improvement ……the foundation to being a High Performing Organization Dedicated to being a High Performing Organization, we are committed to delivering unparalleled quality of service at the highest value for all of its stakeholders. Through Continuous Quality Improvement (CQI) we strive to continuously improve our operations while delivering superior results. Our approach to 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 enable individuals or stakeholder teams to manage improvements using data (see graphic below). Our commitment to continuous improvement ensures we are continuously striving to be a high performing government organization. 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 - 14 - 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. 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. 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. 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! - 15 - Table of Contents Gilbert Facts Gilbert History History In 1902, the Arizona Eastern Railway asked for donations of right of way in order to establish a rail line between Phoenix and Florence. A rail siding was established on property owned by William "Bobby" Gilbert. The siding, and the town that sprung up around it, eventually became known as Gilbert. Gilbert was a prime farming community, fueled by the construction of the Roosevelt Dam and the Eastern and Consolidated Canals in 1911. It remained an agriculture town for many years, and was known as the "Hay Capital of the World" until the late 1920s. Gilbert began to take its current shape during the 1970s, when the Town Council approved a strip annexation that encompassed 53 square miles of county land. Although the population was only 1,971 in 1970, the Council realized that Gilbert would eventually grow and develop much like the neighboring communities of Tempe, Mesa, and Chandler. This proved to be a farsighted decision as Gilbert positioned itself for growth in the 1980s and beyond. Today, the town’s population is 226,626, with 76 square miles within its planning area. Gilbert Today Located in the southeast Valley of the Phoenix metropolitan area, Gilbert is actively growing and diversifying its economic base, citing global-minded innovation and entrepreneurship as keys to productivity. Endowed with supportive infrastructure, ample land and recognition as the center of a new megaregion called the “Sun Corridor,” Gilbert is committed to realizing sustainable, worldclass business environments that are unique to the community. The community’s dense volume of educated residents boasts one of the highest concentrations of graduate and professional degrees among competing western U.S. cities. According to 2011 American Community Survey data, 38 percent of Gilbert residents hold a bachelor’s degree or higher, compared to the national rate of 27 percent. In addition, the median income of Gilbert’s residents is one of the highest in Arizona at $80,090. Gilbert’s current estimated population of 226,626 continues to grow, having experienced 58 percent growth between 2000 and 2005; and 21 percent between 2005 and 2010. With attractive demographics, award-winning amenities, strategically identified business incentives and high-profile developments, Gilbert offers an attractive place to locate for residents and businesses alike. - 16 - Table of Contents Gilbert Facts Gilbert at a Glance: Year Founded: Year Incorporated: 1891 1920 Planning Area: Elevation: 72.6 square miles 1,273 feet Annual average rainfall: Annual sunshine days: 6.46" 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 Cost-of-Living Index (2011): 94.0 Median age: 31.9 Number of Households (2012): 77,992 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 - 17 - Table of Contents Gilbert Facts Demographics: Gilbert Greater Phoenix $ 80,090 $ 93,618 3.03 3.46 $ 51,125 $ 69,789 2.66 3.28 High School Graduate: Some College, no degree: Associate Degree: Bachelor's Degree: Graduate/Professional Degree: 17.3% 28.3% 11.7% 26.4% 11.6% 24.6% 24.4% 7.7% 17.3% 9.6% High School Graduate or Greater: Bachelor's Degree or Higher: 95.3% 38.0% 83.6% 27.0% Median Household Income: Average Household Income: Average Household Size: Average Family Size:  33rd Best Place to Live in U.S. – CNN/Money Magazine, 2012  5th Safest City in U.S. – BusinessInsider.com  Tree City USA – Arbor Day Foundation  Bicycle Friendly Community – League of American Bicyclists  Playful City USA (Seven-time honoree) – KaBOOM!  Median age of Gilbert residents is 31.9 years, while the median age for Greater Phoenix is 33.7  33% of residents are under the age of 18; 5% age 65 and above Source: U.S. Census estimates 2011; U.S. Census Bureau 2010; American Community Survey  Population in 1970 was 1,971  Anticipated population at build out is in excess of 330,000  Population increased 91% from 2000 to 2010 and continues to climb  In 2009, Gilbert was named the 2nd fastest growing community in the country by the U.S. Census Bureau based on growth between 2000-2008  According to U.S. Census estimates released in 2013, Gilbert experienced the largest population gains in the East Valley Source: U.S. Census Bureau; MAG 2012 Population Estimates Gilbert Ethnic Make-up Age Distribution White American Indian/Alaska Native 0.80% Other Native Hawaiian/Pacific Islander 0.20% African American 3.40% Two or More Races 3.50% Asian Gilbert: Under 18 19-24 25-44 45-64 65 and over 33% 7% 33% 22% 5% Two or More Races White 81.80% African American American Indian/Alaska Native Asian 5.80% Native Hawaiian/Pacific Islander Other 4.50% Source: U.S. Census Bureau 2010; American Community Survey - 18 - Greater Phoenix: Under 18 26% 19-24 9% 25-44 28% 45-64 23% 65 and over 13% Table of Contents Gilbert Facts Economic Information:  The median household income is $80,090 – the highest among Phoenix cities with a population above 100,000, and 52% above the national median household income of $52,762  The Maricopa Association of Governments (MAG) estimates there are more than 74,000 jobs in Gilbert  Gilbert’s three hospitals have all opened within the past decade: Gilbert Emergency Hospital, Catholic HealthCare West (Mercy Gilbert), and Banner Health  MD Anderson Banner Cancer Center opened in 2011 Housing Starts 6,000 Major Employers Gilbert Unified School District Town of Gilbert Banner Health Care Fry's Food Store Mercy Gilbert Medical Center GoDaddy Software, Inc. Wal-Mart, Inc. Higley Unified School District Chandler Unified School District State of Arizona The median value of owner occupied housing units is $266,100  An average of 119, 94, 194 and 207 building permits were issued per month in FY2010, 2011, 2012 and 2013, respectively.  Of total housing units, 92% are occupied and 8% are vacant 4,000 2,000 4,173 1,238 1,448 944 762 850 704 701 568 504  5,000 3,000 Employees 1,000 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  Gilbert has an existing portfolio of:  7 million SF industrial  4.5 million SF office space  200 acres light industrial  663 acres business park  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  In 2013, Gilbert became the 1st Arizona economic development organization to be accredited by the International Economic Development Council, and the 2nd in the country Source: Arizona Department of Administration, Employment and Population Statistics. Special Unemployment Report – 2013. For more on population figures and community resources, visit www.gilbertaz.gov. - 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  Grants The Town accounts for grant revenue and the related expenditures in a separate fund. The entire expense is typically included in this fund and any amount not supported by grant revenue is transferred from another fund. 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. Governmental accounting requires the General Fund be used for all financial resources except those required to be accounted for in another fund. Departments included: • Management and Policy • Management Services • Legal and Courts • Development Services • Police • Fire • Parks and Recreation  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.  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. The Streets Department is a division of the Public Works Department. 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 - 20 - Table of Contents Fund Structure 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. property owners to cover those costs. There are presently three districts. PROPRIETARY FUNDS 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. Departments included: • Water • Wastewater • Environmental Services – Commercial • Environmental Services - Residential The account structure hierarchy is:  Fund  Cost Center  Object Code Expense object codes are segregated by the following categories:      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. 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. This segregation provides the ability to summarize expenditure and revenue information by major category. FIDUCIARY FUNDS Trust and Agency Funds – This fund type is for assets held by the Town in a trustee capacity or as an agent for individuals, private organizations, other governmental units or other funds. Use of these funds facilitates discharge of responsibilities placed upon the governmental unit by virtue of law or other similar authority. The chart of accounts structure provides distinguishing characteristics for each portion of the account. For example, the salary of an employee working in the Street Fund performing Street Cleaning would be paid from account: 120100.41060202.5001 Streets 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. Full Time Salary Street Maintenance, Street Cleaning - 21 - Table of Contents Budget Process BUDGET DEVELOPMENT purchase of land, buildings, or improvements if the voters approved. 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. BUDGET AMENDMENTS Under Arizona Revised Statutes, the budget cannot increase once the Council adopts the preliminary budget. 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)  Implementation of the Classification and Compensation Study  Maintain minimum fund balance policies Transfers between budget line items are submitted throughout the year to align the budget with actual expenses 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 2013 revenue and expense projections and five-year projections for operating funds  Council input on initiatives, boundaries, and priorities  Perform base budget analysis  Justify new requests or changes to existing requests for funding 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 Town budgets for contingencies in the following funds:           General Streets Water Wastewater Environmental Services - Residential Environmental Services – Commercial Replacement Funds CIP Grants Special Revenues The contingency account is used for emergency or unanticipated needs or opportunities. BUDGET CARRYFORWARD The Budget Calendar page depicts the timing in more detail. 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. 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 2014 is $345,968,823. 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 - 22 - Table of Contents Budget Process BUDGET BASIS The budget is prepared on an annual 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 that they are accrued. 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, 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  Encumbrances are treated as expenses in the year the purchase is made for budget purposes Table of Contents Budget Calendar Date Action September 20, 2012 Budget Kick-off Meeting with Town Leadership January 17, 2013 First Capital Improvement Plan stakeholder meeting December 1, 2012 Meet and Confer process with labor groups began January 30, 2013 Completion of mid-year projections January 2, 2013 Executive Team began twice weekly review sessions for FY 2014 budget requests April 2, 2013 Council study session presentation: Overview of budget process April 11, 2013 Second Capital Improvement Plan stakeholder meeting April 16, 2013 Council study session presentation: Overview of budget requests March 4, 2012 Executive Team presentation of budget recommendations to Town Manager and Assistant Town Manager April 2, 2013 Council Study Session Presentation – Update on FY 2014 Approach and Framework April 16, 2013 Council Study Session Presentation – Update on FY 2014 Budget Development April 30, 2013 Council study session presentation: FY 2014 Budget Recommendations May 23, 2013 Third Capital Improvement Plan stakeholder meeting May 16, 2013 Council adoption of Memorandums of Understanding with labor groups May 16, 2013 Public hearing and adoption of FY 2014 Preliminary Budget June 6, 2013 Adoption of final FY 2014 Budget June 6, 2013 Adoption of Capital Improvement Plan and Infrastructure Improvement Plan June 27, 2013 Public hearing and adoption of Secondary Property Tax levy - 24 - Table of Contents Financial Policies Introduction First adopted on November 5, 2011, by the Town Council, the Policies of Responsible Financial Management. Policies were adopted in May 2013 by Council and 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. PURPOSE The Town’s financial policies establish the framework for overall fiscal planning and management. The policies set forth guidelines for both current activities and long range planning. The purposes of the financial policies are: • • • • • Balanced Budget – The Town is required, by Arizona Revised Statute, to adopt a balanced budget each fiscal year. A balanced budget is one in which the sum of estimated revenues and appropriated fund balances is equal to appropriations. Fiscal Conservatism – To ensure that the Town is at all times in solid financial condition, defined as:  Maximized efficiency – best possible service at the lowest possible cost  Cash solvency – the ability to pay bills  Budgetary solvency – the ability to balance the budget  Long-term solvency – the ability to pay future costs  Service level solvency – the ability to provide needed and desired services Flexibility – To ensure the Town is in a position to respond to changes in the economy or new service challenges without an undue amount of financial stress. Transparency and Communication – To utilize best practices in communicating financial information to facilitate sound decision-making, to promote openness and transparency, and to inspire public confidence and trust. Adherence to the Highest Accounting and Management Practices – As set by the Governmental Accounting Standards Board and the Government Finance Officers Association standards for financial reporting and budgeting. SCOPE The Town has an important responsibility to its citizens to carefully account for public funds, to manage its finances wisely, and to plan for the adequate funding of services desired by the public, including the provision and maintenance of public facilities and infrastructure. In times of tight budgets, of major changes in federal and state policies toward local government, and of limited growth in the Town's tax base, Gilbert needs to ensure that it is capable of adequately funding and providing those government services desired by the community. Ultimately, the Town’s reputation and success will depend on the public’s awareness and acceptable of the management and delivery of these services. These adopted Policies of Responsible Financial Management establish guidelines for the Town’s overall fiscal planning and management. These principles are intended to foster and support the continued financial strength and stability of the Town of Gilbert as reflected in its financial goals. Gilbert’s financial goals are broad, fairly timeless statements of the financial position the Town seeks to attain: - 25 - Table of Contents Financial Policies • • • • To deliver quality services in an affordable, efficient and cost-effective basis providing full value for each tax dollar To maintain an adequate financial base to sustain a sufficient level of municipal services, thereby preserving the quality of life in the Town of Gilbert To have the ability to withstand local and regional economic fluctuations, to adjust to changes in the service requirements of our community, and to respond to changes in Federal and State priorities and funding as they affect the Town's residents To maintain a high bond credit rating to ensure the Town’s access to the bond markets and to provide assurance to the Town's taxpayers that the Town government is well managed and financially sound Following these policies will enhance the Town's financial health as well as its credibility with its citizens; the public in general, bond rating agencies and investors. To achieve these purposes as the Town of Gilbert continues to grow and develop, it is important to regularly engage in the process of financial planning including reaffirming and updating these financial guidelines. Policy changes will be needed as the Town continues to grow and become more diverse and complex in the services it provides, as well as the organization under which it operates to provide these services to its citizens. POLICY STATEMENTS 1) Accounting, Auditing and Financial Procedures Gilbert produces a Comprehensive Annual Financial Report in accordance with Generally Accepted Accounting Principles as established by the Governmental 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. 2) Budget Administration The Town Council sets policy and adopts the annual budget at the fund level as a total amount of expenditures. Financial control is set by Council at the fund level, with budgetary control for operating performance administered at the departmental level by the Town Manager. Budget adjustments for special revenue funds, excluding Highway User Revenue Funds, will be administered by the Office of Management and Budget, and will not exceed the available revenues. Grants and restricted appropriations are administered 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 Manager or his/her designee is authorized to approve any adjustments between funds, projects, or contingency transactions up to $25,000. The Town Manager or his/her designee is authorized to approve any adjustments between funds, projects, or contingency transactions up to $50,000. Council action is required to approve adjustments between funds, projects, or contingency transactions over $50,000. All annual appropriations lapse at year-end and are considered for inclusion in the subsequent year’s budget on a case-by-case basis. 3) Long-Range Planning The Town needs to have the ability to anticipate future challenges in revenue and expense imbalances so that corrective action can be taken before a crisis develops. In order to provide Town officials with pertinent data to make decisions for multi-year policy direction, the Budget Manager shall annually develop, with the assistance of Town departments, five-year revenue and expenditure forecasts for General Fund, Enterprise, and Streets funds. These forecasts will identify changes in revenue and expenditures due to projected new development in the Town, economic indicators, legislative or 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, - 26 - Table of Contents Financial Policies anticipated operational needs, capital projects scheduled in the Capital Improvement Program (CIP), and required rate increases to maintain appropriate service levels. Departments are required to assess and report annually on needed capital improvement projects for the subsequent five years. Projects will only be included in the five-year CIP if a legitimate source is identified to fund the project. Project needs identified without an available funding source will remain outside of the five-year program. The first year of the CIP is adopted as Budget and is constrained by the same legal requirements. During the budgeting process, all capital improvement projects are analyzed to determine if they reduce, maintain, or increase operating and maintenance costs. The Office of Management and Budget (OMB) reviews ordinance requests, IGAs and DAs to determine the financial impact of requests. The OMB reviews grant applications to determine whether matching funds are available and whether the Town will be responsible for funding a program after grant funding ceases. 4) 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. A) Infrastructure 1. Purpose – To provide for fiscally responsible infrastructure repair and replacement program that will enable the Town of Gilbert to maintain service delivery to citizens. 2. Objective(s) – A consistent, comprehensive framework to • Support the stewardship of public assets • Meet established standards and ensure regulatory compliance • Accurately forecast future financial requirements 3. The Infrastructure Replacement fund is funded through an Infrastructure Replacement Fund Cost Allocation. The replacement fund cost allocation is determined using the five year plan generated by the Public Works Department. The five year plan will be evaluated annually to determine the replacement fund allocation for the upcoming fiscal year. The replacement fund allocation ensures sufficient fund balance to fund the facilities replacement program. The Infrastructure Replacement Fund fund balance will be reviewed annually to determine if it is over/under funded. B) Fleet and Rolling Stock 1. Purpose – To provide for fiscally responsible vehicle and equipment replacement that will enable the Town of Gilbert to maximize vehicle utilization, ensure public/employee safety and maintain a positive public image. 2. Objective(s) – Vehicles and equipment are kept in service as long as economically feasible and are retired at the optimum point of useful life. This policy is applicable to all departments. 3. All town vehicles and equipment maintained by Fleet Services are governed by this policy and the Fleet Replacement Procedure. 4. Fleet Services will evaluate the fleet annually, through maintenance records review and physical evaluations. Vehicles will also be evaluated based on years of service, miles or hours as outlined in the Fleet Replacement Procedure. A determination will be made to - 27 - Table of Contents Financial Policies 5. 6. 7. 8. replace or retain the vehicle. A listing of vehicles recommended for replacement will be sent to the Office of Management and Budget for inclusion in the budget process. Vehicles that are replaced will be declared as surplus and sold at auction or another disposal method as chosen by the Purchasing Agent. Vehicles will be replaced on a ‘like for like’ basis unless a business need is demonstrated and approved. All replacement vehicles are funded using the Replacement Fund. The Replacement Fund is funded using the five year plan as determined by the Fleet Department. This ensures sufficient fund balance to fund the vehicle/equipment replacement program. The Replacement Fund fund balance will be reviewed annually to determine if the fund is over/under funded. The Town Council is responsible for final approval of all vehicle/equipment replacement as part of the formal budget adoption. C) Information Technology (IT) Equipment 1. Purpose – To provide for fiscally responsible IT equipment repair and replacement to protect the Town of Gilbert’s investment in information technology as a tool for conducting the Town’s business and providing service to our citizens. 2. Objective(s) – IT equipment will be repaired or replaced in accordance with the appropriate replacement cycles to ensure that the Town of Gilbert is positioned to be a technology leader, providing the most efficient and cost effective technology solutions to citizens and staff. 3. IT Equipment Useful Life and Recommended Replacement Cycle a. All equipment is on a schedule for replacement based on useful life. IT Equipment Useful Life will vary based on the type of use, location etc. The recommended cycle is a guideline. Discretion is given to the Information Technology Director in making the final determination. i. Includes routers, switches, firewalls, etc. ii. Disk storage is implemented in pairs. Each pair has a primary and secondary component. The primary component will be replaced every three years. The unit being replaced will be used to replace the secondary component. The result is six years of useful life for each investment, three years as primary and three years as secondary. iii. Microwave equipment will be replaced by: 1. Fiber optic when near the Town’s fiber optic network. 2. Commercial provider (Century Link, Cox, etc.) when fiber optic is not available. 3. New microwave equipment when the fiber optic network and commercial provider options are not available. iv. Software applications have varied life depending on the development and support by the vendor. Therefore, software application replacements will be evaluated by IT and the business unit utilizing the software. v. Radio equipment is typically replaced due to changes in infrastructure, regulatory changes, or device durability. The proposed schedule is based on device durability. Replacement due to infrastructure changes and / or regulatory changes should be reviewed annually to determine if they will have an impact on the replacement schedule of the equipment. - 28 - Table of Contents Financial Policies Description Personal Computers Police Dispatch Police Dispatch Radio Knowledge Workers Shared Use Public Safety Mobile Data Computers Public Safety Tablet Computers Tablets (iPad, Droid, etc.) Copy and Print Devices Copy Machines / Multifunction Printers / Plotters Printers End User Devices Mobile Phones Desktop Phones Data Center Equipment Server 1 Network Equipment 2 Disk Storage Telephone Hardware Software Applications Wide Area Network Equipment 3 Microwave Equipment Radio Communication Devices 5 Radio Consoles (used in PD Dispatch) 5 Mobile Radios (mounted in vehicles) 5 Portable Radios (carried by individuals) 4 Useful Life (Years) Recommended Replacement Cycle 2 3 3 4 5 2-3 3-4 3-4 4-5 5-6 3 3-4 When broken 2-3 No longer economical to support and / or repair No longer economical to support and / or repair Typically 6+ N/A 10 Managed by each department. 10-11 5 End Of Support as determined by the manufacturer 6 End of Support as determined by the manufacturer 5-6 Typically 5+ Typically 6+ 6-7 Typically 5+ Business Need 10 10 10-11 8 8-10 5 5-7 - 29 - Table of Contents Financial Policies 4. The Replacement Fund Allocation is determined using the 5-Year Plan generated by the IT Department Director. The five year plan will be evaluated annually to determine the replacement fund allocation for the upcoming fiscal year. 5. All IT replacement equipment is funded using the IT Replacement fund. The IT Replacement Fund is funded through a Replacement Fund Cost Allocation. The replacement fund cost allocation is determined using the five year plan generated by the IT Department. The five year plan will be evaluated annually to determine the replacement fund allocation for the upcoming fiscal year. The replacement fund allocation ensures sufficient fund balance to fund the IT Equipment replacement program. The IT replacement fund balance will be reviewed annually to determine if it is over/under funded. D) Facilities 1. Purpose – To provide for fiscally responsible facilities repair and replacement to protect the Town’s investment in buildings/facilities, and to ensure that the physical buildings are fit for their intended purpose. 2. Objective(s) – Facilities are repaired as long as economically feasible to ensure the safety of the citizens and staff. Facilities will be retired from service when it is in the best interest of the Town. 3. All Town facilities are governed by this policy. 4. Repairs to facilities/buildings will be done with the intention of: a. Re-instating the physical condition of the facility to a specified standard; b. Preventing further deterioration or failure; c. Replacing components at the end of their useful life; and d. Making temporary repairs for immediate health, safety, and security reasons. 5. The Facilities Replacement fund is funded through a Replacement Fund Cost Allocation. The replacement fund cost allocation is determined using the five year plan generated by the Facilities Department. The five year plan will be evaluated annually to determine the replacement fund allocation for the upcoming fiscal year. The replacement fund allocation ensures sufficient fund balance to fund the facilities replacement program. The facilities replacement fund balance will be reviewed annually to determine if it is over/under funded. 5) Contingency Gilbert appropriates dollars in the major operating funds—General, Water, Wastewater, Streets, and Solid Waste 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. 6) 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 business cycles and inflation, it is important to make every effort to improve the diversity of the Town’s revenue sources. - 30 - Table of Contents Financial Policies 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 7) Use of Revenue Gilbert avoids dependence on temporary revenue sources to fund recurring government services. One-time revenues should be used only for one-time expenditures and not for ongoing expenditures. By definition, one-time revenues cannot be relied on in future budget years. Examples of one-time revenues are unexpected audit collections for sales tax, sales of Town assets, or one-time payments to the Town. 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. 8) 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. - 31 - Table of Contents Financial Policies 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 most 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 fringe 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, etc. • Departmental indirect costs. • Town-wide indirect costs. 9) Debt Management Purpose - The Town utilizes long term debt to finance capital projects with long useful lives. Financing capital projects with debt provides opportunities for: intergenerational equity, inter-jurisdictional equity, cash flow requirements, and strategic opportunities or leveraging of funding sources. Objective(s) - The objective of this debt management policy is to provide guidelines for the: • Issuance of bonds to finance necessary long-term capital projects; • Preservation of the Town’s bond ratings; • Maintenance of adequate debt reserves; • Compliance with debt instrument covenants and provisions, and required disclosures to investors, underwriters and rating agencies; These policy guidelines will also be used when evaluating the purpose, necessity and condition under which debt will be issued. These policies are meant to supplement the legal framework of public debt laws provided by the Arizona Constitution, State statutes, Federal tax laws and the Town’s current bond resolutions and covenants. The Finance and Management Services Director is charged with carrying out this policy. Finance and the OMB departments work collaboratively in implementing the policy. Conditions and Process of Debt Issuance: While the issuance of bonds is frequently an appropriate method of financing long-term capital projects, such issuance must be carefully monitored to preserve the Town’s credit strength and to provide the necessary flexibility to fund future capital needs. • The Finance and Budget Departments will work together with the Engineering Services Department to identify and prioritize potential capital investments, the related costs and benefits. • Finance, OMB and Town Managers Office will identify potential funding sources for each improvement as outlined in the Capital Improvement Plan. • Finance and OMB will utilize other professionals as necessary to ensure compliance with the requirements of the issuance of bonds. Approval from Town Council must also be obtained. • The Finance Department will utilize other professionals as necessary to determine whether the bonds will be sold competitively, or as a negotiated sale, or as a direct placement with a financial institution. The determination will be based on the financing needs and prevailing market conditions. • Other conditions that need to be considered include: market conditions, financial limits (see below under “Restrictions on Debt Issuance”), long-term forecasts and specific funding sources. Finance and OMB will be responsible for reviewing the funding sources and financial forecasts to ensure - 32 - Table of Contents Financial Policies • compliance with existing bond covenants, debt limits and the potential impact on existing bond ratings prior to the issuance of any new bonds. Finance and OMB will ensure that pledged resources of the Town are adequate, in any general economic situation, so as to not hinder the Town’s ability to pay its debt when due. Types of Debt Instruments Utilized by the Town: • General Obligation (G.O.) Bonds GO bonds are backed by the full-faith and credit of the Town and are secured by secondary property taxes. The term of any bond will not exceed the useful life of the capital project/facility for which the borrowing is intended. The general target for maturity of G.O. bonds will be between 15 and 30 years, with consideration given to statutory restrictions to the system development fee planning period. Reserve funds, when required, will be provided to adequately meet debt service requirements in subsequent years. Interest earnings on bond fund balances will primarily be used to pay for other uses or purposes of the project; secondarily, it will be used for payment of debt service on the bonds. Secondary property tax levy and corresponding tax rates will be determined each year as part of the budgetary process (pursuant to state law) to pay the necessary debt service payments of the G.O. bonds currently outstanding or expected to be issued within the fiscal year. • Revenue Bonds Revenue bonds are defined as bonds on which the debt service is payable from the revenue generated from the operation of the project being financed or a category of facilities, from other non-tax sources of the Town, or from other designated taxes such as highway user revenues, excise tax, or special fees or taxes. Revenue bonds will be analyzed carefully by the Finance and Budget Departments for fiscal soundness. Part of this analysis may include a feasibility report prepared by an independent consultant prior to the issuance of “utility” supported revenue bonds to ensure the generation of sufficient revenues to meet debt service requirements, compliance with existing bond covenants and to protect the bondholders. Debt Service Reserve Funds should be utilized if required by existing bond covenants when necessary or as prevailing market conditions dictate. Interest earnings on the reserve fund balances will primarily be used for other uses or purposes of the project; secondarily, it will be used for payment of debt service on the bonds. The target for maturity of Revenue bonds may be between 15 and 30 years in length but will not exceed the useful life of the capital project or facility for which the borrowing is intended. • Municipal Property Corporation (MPC) Bonds An MPC is a non-profit corporation created by the Town as a financing mechanism for the purpose of financing the construction or acquisition of Town capital improvement projects. The MPC is governed by a board of directors consisting of citizens from the community appointed by the Town Council. MPC bonds are secured by excise taxes and/or other undesignated general fund revenues. • Improvement District Bonds Improvement District bonds shall be issued only when the formation of the district demonstrates a clear and significant purpose for the Town. It is intended that Improvement District bonds will be primarily issued for neighborhoods desiring improvements to their property such as roads, water lines, sewer lines, streetlights, and drainage. The District must provide a specific benefit to the property owners and the creation of an Improvement District must be approved by Town Council. The Town will review each project through active involvement of Town staff and/or selected consultants to prepare projections, review pro-forma information and business plans, perform engineering studies, analyze minimum debt coverage and value to debt ratios, and conduct other analyses necessary to consider the proposal against specified criteria. Principal and interest owed on the bonds are paid from assessments on the property benefiting from the particular bond-funded project. Restrictions on Debt Issuance: • Where appropriate, the Town will consider “pay as you go” capital financing and/or the use of impact fees. • The Town will not issue bonds to fund current operations. - 33 - Table of Contents Financial Policies • • The Town will comply with applicable debt service coverage limitations in the bond covenants for Revenue bonds. Under the provisions of the Arizona Constitution, outstanding general obligation bonded debt for combined water, wastewater, electric, parks and open space, streets and public safety purposes may not exceed 20% of Gilbert’s net secondary assessed valuation, nor may outstanding general obligation bonded debt for all other purposes exceed 6% of Gilbert’s net secondary assessed valuation. Debt Management Process: • The Town will monitor the debt portfolio for restructuring or refunding opportunities. Refunding bonds will be measured against a standard of the net present value debt service savings exceeding 3% of the principal amount of the bonds being refunded, or if the net present value savings exceed $500,000, or for the purposes of modifying restrictive covenants or to modify the existing debt structure to the benefit of the Town. • The Town will maintain regular contact with rating agencies through telephonic conferences, meetings, or visits on and off-site. The Town will secure ratings on all bonds issued when economically feasible. • The Finance Department shall maintain a debt book for all bonds issued and update the book on an annual basis. This debt book shall include specific information regarding the size and type of debt issued, projects financed by the bonds, debt service schedules and other pertinent information related to each specific bond issue. • This policy shall be reviewed and updated each year by the Finance and Budget Departments. 10) Post-Issuance Compliance for Tax-Exempt Governmental Bonds Purpose - Tax-exempt bonds are bonds that receive preferential tax treatment. These bonds, issued by or on behalf of state and local governments, are subject to applicable federal tax requirements both at the time of issuance and for so long as the bonds remain outstanding. The on-going nature of postissuance compliance requirements applicable to tax-exempt governmental bonds requires Gilbert to actively monitor compliance throughout the entire period the bonds remain outstanding. This due diligence significantly improves Gilbert's ability to identify noncompliance and prevent violations from occurring, or correct identified violations in a timely manner (when prevention is not possible), to ensure the continued tax-advantaged status of the bonds. Post-issuance tax compliance begins with the debt issuance process itself and provides for continuing focus on investment of bond proceeds and use of bond-financed property. Objective(s) – The objective of this policy is compliance with: • The terms of Sections 103 and 141 through 150 of the Internal Revenue Code of 1986, as amended (the "Code"), and the U.S. Treasury Regulations promulgated thereunder (the "Treasury Regulations"), to take certain actions subsequent to the issuance of such bonds to ensure the continuing tax-exempt status of such bonds; • Section 6001 of the Code and Section 1.6001-1(a) of the Treasury Regulations impose record retention requirements on Gilbert with respect to its tax-exempt governmental bonds. Responsible Parties The Finance Director shall be the Compliance Coordinator (the "Coordinator") and shall be the party primarily responsible for ensuring that the Issuer successfully carries out its post-issuance compliance requirements under applicable provisions of the Code and Treasury Regulations with regard to all taxexempt governmental obligations of the Issuer. The Coordinator shall identify any additional Town employees who will be responsible for each section of the Policy, notify the current holder of that position of the responsibilities, and provide that person a copy of the Policy. The Coordinator will also be assisted in carrying out post-issuance compliance requirements by other professionals such as bond counsel, financial advisor, paying agent, trustee and rebate analyst. The Coordinator shall utilize any - 34 - Table of Contents Financial Policies other professionals as are necessary to ensure compliance with the post-issuance compliance requirements of the Issuer. In addition, • The Issuer will maintain a copy of the transcript of proceedings in connection with the issuance of any tax-exempt obligations. The Coordinator will obtain such records as are necessary to meet the requirements of this policy. • The Coordinator shall examine IRS publications and such other resources as are necessary to understand and meet the requirements of this policy. • The Coordinator shall periodically review this Policy for any necessary changes due to revisions made to the Code. • Training and education of Coordinator will be sought and implemented upon the occurrence of new developments and upon the hiring of new personnel to implement this policy. Financing Transcripts The Coordinator shall confirm the proper filing of an IRS Form 8038 and maintain a transcript of proceedings for all tax-exempt obligations of the Issuer. The transcript of proceedings shall include, at a minimum: • IRS Form 8038 • Minutes, resolutions, affidavits, agreements and certificates • Certifications of issue price from the underwriter • Formal documents from the elections required by the IRS • Correspondence relating to bond financings • Official Statement • Debt retirement schedule • Continuing disclosure undertaking • Rating letters Proper Use of Proceeds The Coordinator shall review the resolution authorizing the issuance for each tax-exempt obligation. The Coordinator shall perform or oversee the following: • Create separate projects into which the proceeds of the bond issue shall be deposited. • Determine whether the Issuer needs to reimburse itself for pre-issuance expenditures; if within 60 days of the original expenditure, the Issuer must adopt an "official intent" that the reimbursement should occur. • Review all requisitions, draw schedules, draw requests, invoices and bills requesting payment from the project. • Determine whether payment from the project is appropriate, and if so, make payment from the project. • Maintain records of the payment requests and corresponding records showing payment • Obtain a computation of the bond yield on the bond issue from the Town's financial advisor. • Maintain records showing the earnings on and investment of the bond proceeds. • Ensure that all investments acquired with proceeds are purchased at fair market value. • Identify bond proceeds or applicable debt service allocations that must be invested with a yieldrestriction and monitor the investments of any yield-restricted funds to ensure that the yield on such investments does not exceed the yield to which such investments are restricted. • Maintain records related to any investment contracts, credit enhancement transactions, and the bidding of financial products related to the proceeds, if applicable. Timely Expenditure and Arbitrage/Rebate Compliance The Coordinator shall review the Tax-Exemption Certificate (or equivalent) for each tax-exempt obligation issued and the records provided in Section 2 of this policy, above, and shall: - 35 - Table of Contents Financial Policies • • • • • • • Monitor and ensure that proceeds of each such issue are spent within the temporary period set forth in such certificate. Monitor and ensure that the proceeds are spent in accordance with one or more of the applicable exceptions to rebate as set forth in such certificate. During the temporary period, compare investment earnings to bond yield. Not less than 60 days prior to a required expenditure date, confer with Finance staff if it will fail to meet the applicable temporary period or rebate exception expenditure requirements of the TaxExemption Certificate. If bond proceeds held longer than temporary period, then would need to restrict yield. Contact the rebate analyst, if necessary (and, if appropriate, bond counsel) prior to the fifth anniversary of the date of issuance of each issue of tax-exempt governmental bonds of the Issuer and each fifth anniversary thereafter to arrange for calculations of the rebate requirements with respect to such tax-exempt governmental bonds. In the event the Issuer fails to meet a temporary period or rebate exception:  Procure a timely computation of any rebate liability and, if rebate is due, file an IRS Form 8038T and arrange for payment of such rebate liability.  Arrange for timely computation and payment of "yield reduction payments" (as such term is defined in the Code and Treasury Regulations), if applicable. Proper Use of Bond Financed Assets The Coordinator shall: • Maintain appropriate records and a list of all bond financed assets. Such records shall include the actual amount of proceeds (including investment earnings) spent on each of the bond finance assets. • With respect to each bond financed asset, the Coordinator will monitor and confer with bond counsel (including legal counsel review) with respect to all proposed:  Management contracts  Service agreements  Research contracts  Naming rights contracts  Leases or sub-leases  Joint venture, limited liability or partnership arrangements  Sale of property  Any other change in use of such asset • Maintain a copy of the proposed agreement, contract, lease or arrangement, together with the response by bond counsel with respect to said proposal for at least three (3) years after retirement of all tax-exempt obligations issued to fund all or any portion of bond financed assets. • Monitor the use of all bond financed assets. Ensure training and educational resources to any staff that have the primary responsibility for the operation, maintenance or inspection of bond financed assets with regard to the limitations on the private business use and on the private security or payments with respect to bond financed assets. • In the event the Issuer takes an action with respect to a bond financed asset, which causes the private business tests or private loan financing test to be met, the Coordinator shall contact bond counsel and ensure timely remedial action under IRS Regulation Section 1.141-12. • Monitor any changes in the tax law compliance with regards to bond financed assets throughout the term of tax-exempt bonds. Record Retention Requirements The Coordinator shall collect and retain the following records with respect to each issue of tax- exempt governmental bonds of the Issuer and with respect to the assets financed with the proceeds of such bonds: - 36 - Table of Contents Financial Policies • • • • • • • • • • • • Audited financial statements of the Issuer Appraisals, demand surveys or feasibility studies, if any, with respect to the facilities to be financed with the proceeds of such bonds Trustee or paying agent statements Records of all investments and the gains (or losses) from such investments Applications, approvals and other documentation of grants Allocations of proceeds to expenditures (including costs of issuance) and the dates and amounts of such expenditures (including any changes to the allocations) Contracts entered into for the construction, renovation, or purchase of bond financed assets An asset list or schedule of all bond-financed depreciable property and any depreciation schedules with respect to such assets Arbitrage rebate reports and records of rebate and yield reduction payments, if any Copies of all Form 8038 returns filed with the IRS Transcript prepared with respect to such tax-exempt governmental bonds These records collected by the Issuer shall be stored in any format deemed appropriate by the Coordinator and shall be retained for a period equal to the life of the tax-exempt governmental bonds with respect to which the records are collected (which shall include the life of any bonds issued to refund any portion of such tax-exempt governmental bonds or to refund any refunding bonds) plus three (3) years. Continuing Disclosure The Coordinator shall ensure compliance with each continuing disclosure certificate and annually, per continuing disclosure agreements, file audited annual financial statements and other information required by each continuing disclosure agreement. The Coordinator will monitor material events as described in each continuing disclosure agreement and ensure compliance with material event disclosure. Events to be reported shall be reported promptly, but in no event not later than ten (10) business days after the day of the occurrence of the event. Currently, such notice shall be given in the event of: • Principal and interest payment delinquencies • Non-payment related defaults, if material • Unscheduled draws on debt service reserves reflecting financial difficulties • Unscheduled draws on credit enhancements relating to the bonds reflecting financial difficulties • Substitution of credit or liquidity providers, or their failure to perform • Adverse tax opinions, the issuance by the Internal Revenue Service of proposed or final determinations of taxability, Notices of Proposed Issue (IRS Form 5701-TEB) or other material notices or determinations with respect to the tax-exempt status of the bonds, or material events affecting the tax-exempt status of the bonds • Modifications to rights of holders of the bonds, if material • Bond calls (excluding sinking fund mandatory redemptions), if material, and tender offers • Defeasances of the bonds • Release, substitution, or sale of property securing repayment of the bonds, if material • Rating changes on the bonds • Bankruptcy, insolvency, receivership or similar event of the Issuer • The consummation of a merger, consolidation, or acquisition involving the Issuer or the sale of all or substantially all of the assets of the Issuer, other than in the ordinary course of business, the entry into a definitive agreement to undertake such an action or the termination of a definitive agreement relating to any such actions, other than pursuant to its terms, if material • Appointment of a successor or additional trustee or the change of name of a trustee, if material • Notices of failures to provide annual financial information on or before the date specified in the written agreement - 37 - Table of Contents Financial Policies 11) 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. 12) 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 and is incorporated into the five-year financial forecasts. 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. • 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 - 38 - Table of Contents Financial Policies budgets for condition assessment, preventative and major maintenance, and repair and replacement of critical infrastructure assets. 13) 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 that 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. 14) 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. 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. - 39 - Table of Contents Financial Policies A minimum unrestricted fund balance policy ensures 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. The 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. 15) 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. - 40 - Table of Contents Financial Overview _____________________________________ Revenue and Expenditure Summary Fund Balances Budget Summary Five Year Forecast Revenue Summary by Fund Revenue Summary by Fund by Type Revenue Detail Expense Summary Expense Detail Revenue Sources Property Tax Rates Personnel Summary Table of Contents Revenue and Expenditure Summary Capital Improvements 19.9% General Fund 27.2% Debt Service 8.6% Streets Fund 4.3% Replacement Funds 12.0% Enterprise Funds 17.9% Special Revenue 10.1% The total revenues for FY 2014 are approximately $757,539,000. 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. Capital Improvements 21.9% General Fund 31.4% Debt Service 14.8% Replacement Funds 4.2% Streets Fund 4.9% Enterprise Funds 17.3% Special Revenue 5.5% The total expenditures for FY 2014 are approximately $466,461,000. 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. - 41 - Table of Contents Fund Balances Starting Balance GENERAL FUND $ Transfer Revenue Revenue 79,303,405 $ 119,032,710 $ Total Sources 4,171,247 $ 202,507,362 ENTERPRISE OPERATIONS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 23,694,172 15,542,661 12,980,981 1,452,809 37,036,000 23,037,500 14,878,000 2,432,000 180,000 920,000 155,000 - $ $ $ $ 60,910,172 39,500,161 28,013,981 3,884,809 STREETS 12,672,105 18,650,000 50,000 $ 31,372,105 223,999 83,584 3,632,330 196,562 7,710,000 588,000 13,345,000 1,121,000 - $ $ $ $ 7,933,999 671,584 16,977,330 1,317,562 6,471,091 4,607,077 35,863,495 34,889,933 5,028,917 660,811 239,049 30,000 50,000 100,000 40,000 3,000 - 5,286,920 5,701,870 1,246,160 186,210 - $ $ $ $ $ $ $ 6,501,091 4,607,077 41,200,415 40,691,803 6,315,077 850,021 239,049 17,897,407 $ 493,493,597 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 Parks, Recreation & Open Space Redevelopment Water Wastewater $ 237,542,980 $ 238,053,210 $ 79,772 15,188 5,110,294 (2,042,433) (15,808,694) (6,175,042) 16,082,214 19,107,846 10,448,762 (11,316,265) 741,946 214,115 250,212 38,537 1,880,573 854,764 165,000 2,500,000 1,400,000 2,000,000 1,000,000 8,815,000 11,100,000 3,050,000 12,000,000 7,607,000 310,000 1,427,060 935,190 2,065,024 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 934,536 180,188 7,610,294 (642,433) (13,808,694) (5,175,042) 24,897,214 30,207,846 13,498,762 683,735 8,348,946 524,115 1,677,272 973,727 3,945,597 1,649 59,384,894 587,591 289,279 790,393 4,413,857 9,942,873 836,774 862,774 68,320,016 - - $ $ $ $ $ $ $ $ $ 864,423 68,320,016 59,384,894 587,591 289,279 790,393 4,413,857 9,942,873 836,774 - 42 - Table of Contents Fund Balances Transfer Expense Expense GENERAL FUND $ 138,899,248 $ Total Uses Ending Balance 5,844,772 $ 144,744,020 $ 57,763,342 ENTERPRISE OPERATIONS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 39,162,388 19,198,411 16,291,101 2,080,359 7,813,305 6,554,818 1,912,703 310,390 $ $ $ $ 46,975,693 25,753,229 18,203,804 2,390,749 $ $ $ $ 13,934,478 13,746,932 9,810,177 1,494,060 STREETS 21,902,170 3,283,721 $ 25,185,891 $ 6,186,213 INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance Dental Self-Insurance 7,740,556 670,000 14,067,920 1,057,100 - $ $ $ $ 7,740,556 670,000 14,067,920 1,057,100 $ $ $ $ 193,443 1,584 2,909,410 260,462 3,673,700 1,071,500 6,743,000 3,685,000 2,762,340 830,530 - - $ $ $ $ $ $ $ 3,673,700 1,071,500 6,743,000 3,685,000 2,762,340 830,530 - $ $ $ $ $ $ $ 2,827,391 3,535,577 34,457,415 37,006,803 3,552,737 19,491 239,049 25,719,709 $ 305,555,032 $ 187,938,565 854,764 944,000 148,000 50,000 8,488,000 91,000 8,139,430 308,403 1,674,830 970,950 2,464,749 155,000 2,664,834 763,308 2,329,093 5,331,702 12,430,388 100,000 55,920 130,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 854,764 155,000 944,000 2,664,834 911,308 2,329,093 5,381,702 12,430,388 8,488,000 191,000 8,139,430 364,323 1,674,830 970,950 2,594,749 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 79,772 25,188 6,666,294 (3,307,267) (14,720,002) (7,504,135) 19,515,512 17,777,458 5,010,762 492,735 209,516 159,792 2,442 2,777 1,350,848 862,774 68,320,016 27,934,000 - - $ $ $ $ $ $ $ $ $ 862,774 68,320,016 27,934,000 - $ $ $ $ $ $ $ $ $ 1,649 31,450,894 587,591 289,279 790,393 4,413,857 9,942,873 836,774 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 Parks, Recreation & Open Space Redevelopment Water Wastewater $ 279,835,323 $ - 43 - Table of Contents Fund Balances Starting Balance DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater TRUST ACCOUNTS TOTAL ALL FUNDS $ Transfer Revenue Revenue Total Sources 6,788,099 170,757 10,027,039 20,048,167 - 18,440,000 7,085,577 - 2,723,450 16,833,709 12,430,388 - $ $ $ $ $ 27,951,549 7,256,334 26,860,748 32,478,555 - 97,125 - - $ 97,125 49,884,954 $ 807,424,071 369,548,502 $ 387,990,615 $ 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, and General Government 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 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. - 44 - Table of Contents Fund Balances Transfer Expense Expense DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater TRUST ACCOUNTS TOTAL ALL FUNDS $ Total Uses Ending Balance 21,816,270 7,005,415 24,120,388 12,430,388 - 205,000 - $ $ $ $ $ 21,816,270 7,210,415 24,120,388 12,430,388 - $ $ $ $ $ 6,135,279 45,919 2,740,360 20,048,167 - 2,500 - $ 2,500 $ 94,625 49,884,954 $ 516,346,154 $ 291,077,917 466,461,200 $ - 45 – Table of Contents Budget Summary Actual FY 2011 Actual FY 2012 Budget FY 2013 General Fund Enterprise Funds Streets Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 856.71 237.93 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 0.00 869.02 238.88 51.00 26.00 0.00 9.55 8.15 0.00 0.00 890.54 246.38 57.00 26.00 0.00 10.30 7.40 0.00 0.00 1,184.79 1,187.60 1,200.90 1,202.60 1,237.62 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 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 2013 Budget FY 2014 PERSONNEL BY ACTIVITY 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 96,736,604 16,329 49,094,389 11,142,523 21,735,489 471,865 6,954,432 39,849,392 111,560,279 2,500 117,993,187 59,909,586 12,524,577 22,685,210 13,454,280 11,516,670 158,775,422 50,964,680 2,500 107,158,141 59,735,466 12,961,674 22,696,772 12,130,050 6,427,265 46,249,512 50,964,680 2,500 138,899,248 76,732,260 21,902,171 23,535,576 18,766,070 24,134,126 97,116,788 65,372,461 2,500 $ 302,442,663 $ 337,563,802 $ 447,826,113 $ 318,326,061 $ 466,461,200 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 88,370,548 156,392,245 57,679,870 93,107,589 201,761,684 42,694,529 97,088,615 177,857,838 172,879,660 96,903,665 161,119,956 60,302,440 113,579,579 186,125,135 166,756,486 $ 302,442,663 $ 337,563,802 $ 447,826,113 $ 318,326,061 $ 466,461,200 - 46 - 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 Special Assessments Other Non-Operating Total Revenue OPERATING RESULTS Total Revenues Transfers In Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 96,634,626 77,226,856 18,034,912 18,662,996 667,939 31,422,021 4,389,523 26,486,731 114 107,533,007 79,319,777 17,433,005 20,275,309 783,448 59,844,532 8,704,801 64,515,090 74 110,089,700 78,643,000 18,430,000 22,906,000 113,400 47,692,830 77,427,400 20,558,750 - 118,540,005 77,816,200 19,094,825 21,972,000 403,000 52,560,000 27,512,400 20,714,000 - 119,032,710 77,383,500 18,650,000 22,764,000 223,000 55,229,038 69,182,790 25,525,577 - $ 273,525,718 $ 358,409,043 $ 375,861,080 $ 338,612,430 $ 387,990,615 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 104,466,385 2,422,994 55,176,946 99,276,307 4,350,537 3,754,467 4,078,082 131,631,417 4,049,249 63,839,385 103,367,267 4,443,840 5,746,613 45,331,272 116,180,530 3,183,500 89,725,360 106,966,060 4,136,390 54,951,750 717,490 130,583,000 4,925,000 86,329,950 105,136,050 4,097,445 5,042,000 2,498,985 125,187,250 4,163,000 91,655,054 105,130,748 3,965,000 56,076,593 1,812,970 $ 273,525,718 $ 358,409,043 $ 375,861,080 $ 338,612,430 $ 387,990,615 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 273,525,718 92,657,132 358,409,043 90,799,689 375,861,080 91,807,010 338,612,430 69,501,010 387,990,615 49,884,954 $ 366,182,850 $ 449,208,732 $ 467,668,090 $ 408,113,440 $ 437,875,569 302,442,663 92,657,132 337,563,802 90,799,689 447,826,113 91,807,010 318,326,061 69,501,010 466,461,200 49,884,954 Total Uses $ 395,099,795 $ 428,363,491 $ 539,633,123 $ 387,827,071 $ 516,346,154 Net Operating Result $ (28,916,945) $ 20,845,241 Total Sources Total Expenses Transfers Out - 47 - $ (71,965,033) $ 20,286,369 $ (78,470,585) Table of Contents Five Year Forecast Long-range planning is the heart of financial resiliency. The Town of Gilbert not only budgets for anticipated revenues and expenses for the upcoming year, but also looks out five years and even beyond. This ensures that decisions today are made with the long term implications in mind. The five-year financial forecasts include the same elements and most of the assumptions related to expenditure changes are applied consistently throughout. The projected revenue drives the expenditures in the General Fund and the Streets Fund; whereas the revenue in the Water, Wastewater and Solid Waste Funds is determined based on the necessary expenditures to operate these enterprise operations. The forecast assumes:      Compensation structure is maintained as implemented Moderate increases to the cost of health insurance Average inflationary factor of 3% Continued steady increase of revenues (spikes of revenue will be considered one-time) Higher than normal one-time expenditures in the current and next fiscal year to restore areas of maintenance previously differed While five and ten-year forecasts are updated annually for all operating and capital funds, the General Fund has the greatest impact on the Town’s day-to-day operations. General Fund is also most impacted by cyclical trends and changes in economic climate, as it is so heavily dependent on both state and local sales tax. General Fund Forecast Adopted FY 2014 Beginning Balance Revenues Transfers In Total Sources $ 79,303,405 119,032,710 4,171,247 Projected FY 2015 $ 70,807,342 122,008,528 4,275,528 Projected FY 2016 $ 66,134,202 125,058,741 4,382,416 Projected FY 2017 $ 49,478,384 128,185,209 4,491,977 Projected FY 2018 $ 55,157,471 131,389,840 4,604,276 $ 202,507,362 $ 197,091,398 $ 195,575,360 $ 182,155,571 $ 191,151,587 105,522,248 12,000,000 108,160,304 7,000,000 110,864,312 3,500,000 113,635,920 3,500,000 116,476,818 3,500,000 8,333,000 4,903,000 12,796,000 1,784,000 508,000 Expenditures 125,855,248 120,063,304 127,160,312 118,919,920 120,484,818 Contingency Transfers Out 13,044,000 5,844,772 5,990,891 6,140,664 6,294,180 6,451,535 Total Uses $ 131,700,020 $ 130,957,196 $ 146,096,975 $ 126,998,100 $ 127,444,352 Ending Fund Balance $ $ $ $ $ Ongoing Operating Expenditures One Time Operating Expenditures Capital Project Expenditures 70,807,342 66,134,202 - 48 - 49,478,384 55,157,471 63,707,234 Table of Contents Revenue Summary By Fund Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 $ 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 91,870,450 15,822 1,114,680 230,140 5,352,757 4,442,847 1,198,636 2,967,164 340,511 $ 107,533,007 96,271,690 12,200 1,128,000 136,750 4,186,300 3,805,500 1,203,150 3,346,110 $ 110,089,700 103,034,800 45,660 864,825 211,400 6,358,200 3,524,620 1,200,350 3,285,150 15,000 $ 118,540,005 105,040,000 12,200 728,000 177,500 5,173,200 3,389,000 1,227,290 3,285,520 $ 119,032,710 ENTERPRISE OPERATIONS: Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Irrigation TOTAL ENTERPRISE $ 38,267,349 21,704,150 14,754,956 2,488,108 12,293 77,226,856 $ 38,576,239 22,822,962 15,488,570 2,432,006 79,319,777 $ 37,907,000 22,935,000 15,362,000 2,439,000 78,643,000 $ 37,239,000 23,611,700 14,553,500 2,412,000 77,816,200 $ 37,036,000 23,037,500 14,878,000 2,432,000 77,383,500 STREETS $ 18,034,912 $ 17,433,005 $ 18,430,000 $ 19,094,825 $ 18,650,000 INTERNAL SERVICES $ 18,662,996 $ 20,275,309 $ 22,906,000 $ 21,972,000 $ 22,764,000 $ 81,268 33,745 280,568 62,578 204,203 3,706 1,871 667,939 $ 137,148 190,542 282,349 97,095 71,743 2,881 1,690 783,448 $ 30,000 10,400 50,000 20,000 3,000 113,400 $ 56,000 17,000 130,000 150,000 45,000 4,000 1,000 403,000 $ 30,000 50,000 100,000 40,000 3,000 223,000 Actual FY 2011 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 SUB TOTAL OPERATING FUNDS $ 211,227,329 SPECIAL REVENUE FUNDS: CDBG/HOME Development Fees Grants Riparian Programs Police Impound Special Districts Other Special Revenue TOTAL SPECIAL REVENUE $ 225,344,546 $ 230,182,100 $ 237,826,030 $ 238,053,210 $ 1,784,530 36,836,200 5,000,000 275,000 2,356,320 1,440,780 47,692,830 $ 1,070,000 45,995,000 985,000 276,000 2,365,000 1,869,000 52,560,000 $ 854,764 42,030,000 7,607,000 310,000 2,362,250 2,065,024 55,229,038 $ 1,081,925 24,526,763 1,181,084 220,783 2,935,709 1,475,757 31,422,021 $ 1,515,822 51,151,868 2,606,506 220,296 2,543,006 1,807,034 59,844,532 CAPITAL IMPROVEMENTS $ 4,389,523 $ 8,704,801 $ 77,427,400 $ 27,512,400 $ 69,182,790 DEBT SERVICE $ 26,486,731 $ 64,515,090 $ 20,558,750 $ 20,714,000 $ 25,525,577 TRUST ACCOUNTS $ 114 $ 74 $ - $ - $ - GRAND TOTAL REVENUE $ 273,525,718 $ 358,409,043 $ 375,861,080 $ 338,612,430 $ 387,990,615 CARRY OVER FUNDS $ TOTAL RESOURCES $ 466,461,200 - 49 - 78,470,585 Table of Contents Revenue Summary By Fund By Type Actual FY 2011 GENERAL FUND Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Special Assessments Other Non-Operating TOTAL GENERAL FUND ENTERPRISE OPERATIONS License and Permit Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL ENTERPRISE STREETS FUND Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL STREETS FUND INTERNAL SERVICES Intergovernmental Charges for Service Other Non-Operating TOTAL INTERNAL SERVICES REPLACEMENT FUNDS Charges for Service Fines and Forfeits Special Assessments Other Non-Operating TOTAL REPLACEMENT FUNDS SPECIAL REVENUE FUNDS Taxes and Fees Intergovernmental Charges for Service Fines and Forfeits Special Assessments Other Non-Operating TOTAL SPECIAL REVENUE Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 $ 51,716,226 2,366,170 34,173,724 4,083,326 3,895,382 399,798 96,634,626 56,965,354 3,995,369 36,784,415 4,550,086 3,985,652 4,297 1,247,834 $ 107,533,007 57,844,210 3,131,500 40,509,830 4,603,660 3,740,500 260,000 $ 110,089,700 63,335,000 4,855,000 41,137,950 5,038,700 3,533,770 639,585 $ 118,540,005 62,835,000 4,103,000 43,694,290 4,557,100 3,414,000 429,320 $ 119,032,710 $ 56,824 875,025 75,770,936 130 523,941 77,226,856 $ 53,880 1,049,345 77,713,987 1,967 500,598 79,319,777 $ 52,000 900,000 77,609,000 82,000 78,643,000 $ 70,000 990,000 76,179,200 1,000 576,000 77,816,200 $ 60,000 900,000 76,033,500 390,000 77,383,500 $ 16,213,956 50,028 569 1,770,359 18,034,912 $ 17,132,260 56,728 5,601 238,416 17,433,005 $ 18,380,000 50,000 18,430,000 $ 18,816,000 7,750 2,675 268,400 19,094,825 $ 18,600,000 50,000 18,650,000 $ 504,488 18,051,410 107,098 18,662,996 $ 797,891 19,408,426 68,992 20,275,309 $ 575,000 22,270,000 61,000 22,906,000 $ 670,000 21,235,000 67,000 21,972,000 $ 670,000 22,014,000 80,000 22,764,000 $ 172,673 1,033 494,233 667,939 $ 38,279 1,465 156,755 586,949 783,448 $ 113,400 113,400 $ 403,000 403,000 $ 223,000 223,000 $ 26,954,160 2,219,064 1,147,614 453,423 3,433 644,327 31,422,021 $ 53,163,741 4,007,023 1,599,761 449,155 79,181 545,671 59,844,532 $ 39,036,320 6,784,530 1,375,000 395,890 101,090 47,692,830 $ 47,948,000 2,055,000 1,567,000 560,000 1,000 429,000 52,560,000 $ 44,012,250 8,461,764 1,663,374 551,000 540,650 55,229,038 - 50 - Table of Contents Revenue Summary By Fund By Type Actual FY 2011 CAPITAL IMPROVEMENTS Intergovernmental Charges for Service Special Assessments Other Non-Operating TOTAL CAPITAL IMPROVEMENT $ 1,190,689 320 3,191,005 7,509 4,389,523 DEBT SERVICE Taxes and Fees Special Assessments Other Non-Operating TOTAL DEBT SERVICE $ 25,795,999 560,029 130,703 26,486,731 TRUST ACCOUNTS Other Non-Operating TOTAL TRUST ACCOUNTS $ 114 114 GRAND TOTAL REVENUE $ 273,525,718 Actual FY 2012 Budget FY 2013 $ 4,068,451 4,627,387 8,963 8,704,801 Projected FY 2013 $ 22,576,000 1,108,400 53,743,000 77,427,400 $ 21,502,322 878,993 42,133,775 64,515,090 $ 74 74 $ 358,409,043 - 51 - Budget FY 2014 $ 22,661,000 1,108,400 3,743,000 27,512,400 $ 19,300,000 1,208,750 50,000 20,558,750 $ - $ 375,861,080 $ 19,329,000 862,774 48,991,016 69,182,790 $ 19,300,000 1,298,000 116,000 20,714,000 $ 18,340,000 7,085,577 100,000 25,525,577 $ - $ - $ 338,612,430 $ 387,990,615 Table of Contents Revenue Detail Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 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 53,693,725 1,569,973 367,344 525,410 16,288,580 17,593,587 1,331,051 247,469 253,311 91,870,450 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 60,500,000 1,500,000 370,000 465,000 16,800,000 21,291,000 1,375,000 375,000 358,800 $ 103,034,800 60,000,000 1,500,000 370,000 465,000 17,400,000 23,250,000 1,375,000 400,000 280,000 $ 105,040,000 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 $ $ 11,347 14,517 10,000 29,500 10,000 166 - - - - Human Resources: Administration Total Human Resources 160 160 160 160 200 200 12,660 12,660 200 200 Economic Development 8 - - - - 251 600 851 - - - - Total Manager 12,532 14,677 10,200 42,160 10,200 Town Clerk 2,813 1,145 2,000 3,500 2,000 Manager: Town Manager InformationTechnology: Application Operations GIS Application and Support Total InformationTechnology TOTAL MANAGEMENT AND POLICY $ MANAGEMENT SERVICES Finance: Accounting Purchasing Tax Compliance Utility Customer Service Total Finance Facilities Maintenance: Facilities Maintenance Public Safety Center Heritage Annex Total Facilities Maintenance TOTAL MANAGEMENT SERVICES $ 15,345 $ 15,822 $ 12,200 $ 45,660 $ 12,200 10,953 8,154 872,224 891,331 12,646 55,951 808,902 877,499 8,000 900,000 908,000 37,825 85,000 500,000 622,825 8,000 500,000 508,000 120 201,348 19,284 220,752 201,348 35,833 237,181 200,000 20,000 220,000 207,000 35,000 242,000 200,000 20,000 220,000 1,112,083 $ 1,114,680 - 52 - $ 1,128,000 $ 864,825 $ 728,000 Table of Contents Revenue Detail LEGAL AND COURT Prosecutor Municipal Court TOTAL LEGAL AND COURT DEVELOPMENT SERVICES Administration Permits and Licensing Plan Review and Inspection - Bldg Plan Review and Inspection - Fire Plan Review and Inspection - Eng Plan Review and Inspection - Code Planning Services Engineering TOTAL DEVELOPMENT SERVICES $ 3,182,680 $ 3,966,179 $ 1,378,320 $ 5,352,757 $ 4,442,847 $ 1,198,636 - 53 - $ 4,186,300 $ 3,805,500 $ 1,203,150 $ 6,358,200 $ 3,524,620 $ 1,200,350 5,173,200 800,000 424,000 1,400,000 305,000 25,000 110,000 325,000 $ 10,000 13,500 1,116,150 54,300 2,600 3,800 $ 177,500 324,500 2,700,000 225,000 1,518,200 405,500 - 120 800,000 450,050 1,480,000 315,000 150 25,000 11,000 110,000 325,000 8,300 - 10,000 12,000 1,151,150 30,000 $ 211,400 4,500 173,000 343,000 3,200,000 327,000 2,018,000 470,200 - 1,250,000 440,500 1,350,000 230,000 35,000 120,000 380,000 - 12,241 14,877 1,113,574 57,874 70 $ 136,750 Budget FY 2014 8,000 203,400 292,000 2,700,000 176,500 615,200 402,600 - 418 (13) 1,739,262 499,778 1,376,636 301,952 32,208 6,043 96,420 386,416 3,711 15 12,596 16,180 1,318,870 30,299 375 $ 230,140 324,278 3,311,262 221,150 1,022,444 1,497 462,126 10,000 600 189 1,328,420 495,344 1,404,375 202,551 36,459 758 117,596 379,687 200 FIRE DEPARTMENT Administration Training Operations Prevention Public Education Investigation Emergency Operations Center TOTAL FIRE DEPARTMENT $ 277,347 1,941,807 171,236 468,593 1,802 321,895 - POLICE DEPARTMENT Internal Affairs Animal Control Incarceration Uniform Patrol Traffic Unit Court Support School Programs Records Property Alarm Management Counseling Property Crimes Persons Crimes VCU TOTAL POLICE DEPARTMENT 140,142 Projected FY 2013 4,500 132,250 7,717 222,423 6,424 133,718 $ Budget FY 2013 Actual FY 2012 Actual FY 2011 3,389,000 10,000 13,500 1,158,790 45,000 $ 1,227,290 Table of Contents Revenue Detail 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 Youth Sports Adult Sports Special Events Special Needs Outdoor Programs TOTAL PARKS AND RECREATION 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 $ NON DEPARTMENTAL Transportation Budget FY 2013 Actual FY 2012 Actual FY 2011 2,953,294 78 23,961 47,937 111,737 74,831 10,694 59,367 638 105,022 380 195 78,629 114,202 100,341 105,721 94,875 165,379 16,908 807,514 345,795 196,005 54,669 278,591 148,974 12,993 11,728 $ 2,967,164 42,699 Projected FY 2013 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 $ 340,511 3,346,110 Budget FY 2014 18,150 55,300 100,200 69,750 13,000 58,000 1,000 257,000 104,050 131,000 103,500 127,500 118,500 186,000 25,200 720,000 493,000 147,000 55,000 275,000 215,000 12,000 $ - 3,285,150 18,100 55,300 118,320 69,500 13,000 58,000 240,000 105,000 130,000 103,500 128,000 118,000 193,000 25,000 720,000 473,000 112,000 55,000 275,000 263,800 12,000 $ 15,000 3,285,520 - TOTAL NON DEPARTMENTAL $ 42,699 TOTAL GENERAL FUND $ 96,634,626 $ 107,533,007 $ 110,089,700 $ 118,540,005 $ 119,032,710 34,011,714 166,742 218,413 291,662 1,116,500 193,939 164,645 36,163,615 34,482,431 312,164 174,801 309,857 1,121,107 236,980 345,511 36,982,851 34,900,000 275,000 200,000 310,000 1,160,000 12,000 36,857,000 33,900,000 265,000 190,000 315,000 1,085,000 111,000 156,000 36,022,000 34,200,000 275,000 200,000 310,000 1,045,000 100,000 6,000 36,136,000 57 350 - - - 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 Administration 340,511 $ - 54 - $ - $ 15,000 $ - Table of Contents Revenue Detail Production: North Water Plant Production Santan Vista Water Treatment Plant Well Production Total Production Quality 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 Budget FY 2013 Actual FY 2012 Actual FY 2011 Projected FY 2013 Budget FY 2014 1,024,295 875,025 3,067 1,902,387 433,843 1,007,978 1,441,821 150,000 900,000 1,050,000 2,000 990,000 992,000 900,000 900,000 190,244 11,015 31 50 8,611 36,376 106,180 - 173,000 52,000 - - 38,267,349 $ 38,576,239 $ 37,907,000 $ 37,239,000 $ 37,036,000 766,624 1,991,282 18,842,633 12,957 21,613,496 824,308 1,960,579 19,909,070 69,808 1,389 22,765,154 800,000 2,000,000 20,100,000 22,900,000 735,000 1,965,000 20,135,000 305,000 23,140,000 800,000 2,000,000 20,000,000 200,000 23,000,000 856 23,545 12,053 - 436,000 - Reclaimed: Effluent Re-Use Effluent Recharge Total Reclaimed 700 700 1,400 385 385 - - - Quality Riparian Programs 14,824 42,987 8,880 34,097 10,000 25,000 10,000 25,700 10,000 27,500 Administration Collection TOTAL WASTEWATER $ 21,704,150 $ ENVIRONMENTAL SERVICES - RESIDENTIAL Non-Allocated: Solid Waste Collection 13,880,868 Investment Income 65,829 Other Non-Allocated 2,921 Total Non-Allocated 13,949,618 Administration Collections Uncontained Recycling Environmental Programs TOTAL ENVIRO SVCS RESIDENTIAL 22,822,962 14,754,956 $ 22,935,000 $ 23,611,700 $ 23,037,500 14,463,877 85,834 5,451 14,555,162 14,500,000 50,000 14,550,000 13,600,000 94,000 2,500 13,696,500 14,000,000 90,000 14,090,000 21,025 36,365 868,141 7,877 30,000 782,000 - 4,000 38,000 808,000 7,000 38,000 750,000 - 557 36,328 762,639 5,814 $ $ 15,488,570 $ 15,362,000 $ 14,553,500 $ 14,878,000 ENVIRONMENTAL SERVICES - COMMERCIAL Non-Allocated: Solid Waste Collection Investment Income 34,569 - (3,540) 8,196 - 55 - - 5,000 - Table of Contents Revenue Detail Other Non-Allocated Total Non-Allocated Administration Collections Rolloffs Budget FY 2013 Actual FY 2012 Actual FY 2011 Projected FY 2013 Budget FY 2014 2,789 37,358 2,900 7,556 - 2,000 7,000 - 42,000 1,820,072 588,678 45,000 1,845,842 533,608 42,000 1,885,000 512,000 60,000 1,810,000 535,000 50,000 1,847,000 535,000 TOTAL ENVIRO SVCS COMMERCIAL $ 2,488,108 $ 2,432,006 $ 2,439,000 $ 2,412,000 $ 2,432,000 IRRIGATION $ 12,293 $ - $ - $ - $ - TOTAL ENTERPRISE $ 77,226,856 $ 79,319,777 $ 78,643,000 $ 77,816,200 $ 77,383,500 STREETS Non-Allocated: Highway User Tax Local Transportation Assistance Auto Lieu Tax Investment Income Other Non-Allocated Total Non-Allocated 10,356,131 5,857,163 50,826 1,671,192 17,935,312 10,437,844 6,691,110 71,961 10,524 17,211,439 11,730,000 6,650,000 5,000 18,385,000 11,600,000 7,216,000 100,000 14,000 18,930,000 11,700,000 6,900,000 50,000 18,650,000 - 15,493 - - - 662 662 - - - - Traffic Control: Street Signs Street Lighting Traffic Signal Maintenance Total Traffic Control 2,981 29,032 54,671 86,684 6,102 63,972 131,029 201,103 45,000 45,000 3,000 104,125 55,200 162,325 - Right of Way Maintenance: Landscape Maintenance Concrete Repair Total Right of Way Maintenance 1,981 10,273 12,254 2,850 2,120 4,970 - 1,000 1,500 2,500 - Administration Street Maintenance: Street Cleaning Total Street Maintenance TOTAL STREETS $ INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance Dental Self-Insurance TOTAL INTERNAL SERVICES REPLACEMENT FUNDS General Water Wastewater Environmental Svc - Residential 18,034,912 $ 6,291,955 321,749 10,935,661 1,113,631 $ 18,662,996 17,433,005 $ 6,963,645 357,857 11,842,500 1,111,307 $ 20,275,309 81,268 280,568 62,578 204,203 137,148 282,349 97,095 71,743 - 56 - 18,430,000 $ 8,075,000 568,000 13,157,000 1,106,000 $ 22,906,000 30,000 50,000 20,000 19,094,825 $ 7,029,000 568,000 13,252,000 1,123,000 $ 21,972,000 56,000 130,000 150,000 45,000 18,650,000 7,710,000 588,000 13,345,000 1,121,000 $ 22,764,000 30,000 50,000 100,000 40,000 Table of Contents Revenue Detail Environmental Svc - Commercial Streets Fleet 3,706 33,745 1,871 2,881 190,542 1,690 $ 783,448 Projected FY 2013 3,000 10,400 $ 113,400 Budget FY 2014 4,000 17,000 1,000 $ 403,000 3,000 $ 223,000 TOTAL REPLACEMENT FUNDS $ SUB TOTAL OPERATING FUNDS $ 211,227,329 $ 225,344,546 $ 230,182,100 $ 237,826,030 $ 238,053,210 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 1,688,211 1,247,498 1,475,757 1,515,822 207,649 1,282,982 1,760,288 2,568,415 1,349,124 11,103,587 13,726,737 3,998,932 15,154,154 2,606,506 220,296 1,434,740 1,108,266 1,807,034 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 1,070,000 170,000 3,022,000 1,708,000 2,300,000 1,000,000 8,750,000 11,955,000 3,575,000 13,515,000 985,000 276,000 1,514,000 851,000 1,869,000 854,764 165,000 2,500,000 1,400,000 2,000,000 1,000,000 8,815,000 11,100,000 3,050,000 12,000,000 7,607,000 310,000 1,427,060 935,190 2,065,024 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 TOTAL SPECIAL REVENUE FUNDS $ CAPITAL IMPROVEMENTS Capital Projects Administration Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Storm Water Parks, Recreation and Open Space TOTAL CAPITAL IMPROVEMENTS 667,939 Budget FY 2013 Actual FY 2012 Actual FY 2011 31,422,021 $ 320 7,509 3,700,743 361,633 96,746 130,571 85,267 2,031 4,703 $ DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water MPC - Wastewater Miscellaneous 4,389,523 59,844,532 $ 532,601 3,693,132 54,323 30,136 2,870,862 446 1,523,301 $ 25,910,715 560,428 970 6,534 4,039 4,045 8,704,801 47,692,830 $ 1,108,400 51,065,000 19,690,000 624,000 349,000 3,784,000 807,000 $ 63,623,989 880,276 688 5,389 554 4,194 77,427,400 52,560,000 $ 1,108,400 1,150,000 19,690,000 624,000 349,000 3,784,000 807,000 $ 19,350,000 1,208,750 - 27,512,400 55,229,038 862,774 68,320,016 $ 19,410,000 1,300,000 4,000 69,182,790 18,440,000 7,085,577 - TOTAL DEBT SERVICE $ 26,486,731 $ 64,515,090 $ 20,558,750 $ 20,714,000 $ 25,525,577 TRUST ACCOUNTS $ 114 $ 74 $ - $ - $ - GRAND TOTAL REVENUE $ 273,525,718 $ 358,409,043 - 57 - $ 375,861,080 $ 338,612,430 $ 387,990,615 Table of Contents Expense Summary GENERAL FUND: Management and Policy Support Services Management Services Legal and Court Development Services Police Fire Parks and Recreation Non-Departmental Contingency/Reserves Actual FY 2012 Budget FY 2013 10,940,282 170,639 3,670,214 4,164,372 5,510,009 33,126,991 19,862,996 10,813,179 3,514,529 - 11,269,416 129,592 3,757,288 4,285,635 5,951,799 34,460,210 21,184,960 11,264,990 4,432,714 - 12,770,073 4,196,285 4,298,935 6,097,537 36,219,921 21,567,256 11,713,710 4,329,470 16,800,000 13,343,905 4,261,779 4,210,204 6,119,966 35,949,493 21,586,897 11,893,364 4,392,533 5,400,000 18,246,904 4,558,104 4,930,256 5,788,607 41,171,783 25,069,735 13,602,499 12,487,360 13,044,000 $ 117,993,187 $ 107,158,141 $ 138,899,248 $ $ $ TOTAL GENERAL FUND $ 91,773,211 $ 96,736,604 UTILITY ADMINISTRATION $ - $ 16,329 ENTERPRISE OPERATIONS: Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Irrigation Budget FY 2014 Actual FY 2011 21,945,675 13,219,758 10,088,919 1,784,858 10,739 23,245,413 13,321,625 10,742,108 1,785,243 - Projected FY 2013 - 28,883,628 16,425,735 12,685,724 1,914,500 - - 28,781,537 16,290,952 12,754,776 1,908,202 - - 39,162,388 19,198,412 16,291,101 2,080,359 - TOTAL ENTERPRISE $ 47,049,949 $ 49,094,389 $ 59,909,586 $ 59,735,466 $ 76,732,260 STREETS $ 10,841,308 $ 11,142,523 $ 12,524,577 $ 12,961,674 $ 21,902,171 INTERNAL SERVICES $ 18,620,195 $ 21,735,489 $ 22,685,210 $ 22,696,772 $ 23,535,576 REPLACEMENT FUNDS: General Streets Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 423,769 22,224 1,945,056 257,819 $ 471,865 3,500,530 1,086,170 3,023,780 3,080,800 2,363,000 400,000 SUBTOTAL OPERATING FUNDS $ 170,933,531 $ 179,197,199 $ 226,566,841 $ 214,682,104 $ 279,835,325 1,049,588 994,427 231,327 2,858,645 1,163,499 835,134 1,891,370 278,210 2,486,545 1,463,173 1,798,007 5,000,000 269,593 2,707,010 1,742,060 917,632 985,000 269,593 2,512,980 1,742,060 854,764 9,721,000 8,139,430 308,403 2,645,780 2,464,749 $ 6,297,486 $ 6,954,432 CAPITAL IMPROVEMENTS $ 53,110,719 $ 39,849,392 DEBT SERVICE $ 72,098,427 TRUST ACCOUNTS $ 2,500 GRAND TOTAL EXPENSES $ 302,442,663 $ 12,130,050 $ 18,766,070 11,516,670 $ 6,427,265 $ 24,134,126 $ 158,775,422 $ 46,249,512 $ 97,116,788 $ 111,560,279 $ 50,964,680 $ 50,964,680 $ 65,372,461 $ $ 2,500 $ 2,500 $ 2,500 2,500 $ 337,563,802 - 58 - $ 13,454,280 3,673,700 1,071,500 6,743,000 3,685,000 2,762,340 830,530 $ TOTAL SPECIAL REVENUE $ 3,500,530 161,940 3,023,780 3,080,800 2,363,000 - TOTAL REPLACEMENT FUNDS SPECIAL REVENUE FUNDS: CDBG/HOME Development Fees Grants Police Impound Special Districts Other Special Revenue 2,648,868 322,707 131,560 17,598 $ 447,826,113 $ 318,326,061 $ 466,461,200 Table of Contents Expense Detail Actual FY 2011 Projected FY 2013 Budget FY 2013 Actual FY 2012 Budget FY 2014 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Boards and Commissions 501,188 42,689 633,662 20,472 637,160 21,250 600,388 23,657 718,257 23,890 Town Manager Communications Intergovernmental Relations 859,987 388,847 251,821 883,040 458,327 238,967 1,084,280 528,955 234,375 1,046,896 569,830 234,370 1,199,347 721,743 294,379 851,102 231,504 274,642 228,075 1,585,323 877,826 301,089 289,830 174,932 1,643,677 977,464 345,888 324,287 325,633 1,973,272 946,776 367,771 293,555 311,002 1,919,104 1,337,669 423,988 403,169 250,976 2,415,802 523,297 7,734 531,031 606,713 6,616 613,329 1,005,422 2,000 1,007,422 994,917 2,000 996,917 1,312,820 10,000 1,322,820 276,641 1,432,810 2,292,385 622,982 239,121 4,863,939 282,845 1,727,863 2,232,872 649,172 173,902 5,066,654 220,690 2,018,720 2,533,358 675,100 211,310 5,659,178 222,575 2,180,975 2,734,330 657,480 206,860 6,002,220 361,827 5,245,743 3,132,757 648,043 9,388,370 293,238 390,786 402,560 401,477 653,660 1,097,749 524,470 573,177 747,325 706,621 515,000 691,846 857,200 527,660 980,976 Human Resources: Administration Learning and Development Risk Management Payroll Total Human Resources Economic Development: Administration Shop Gilbert Total Economic Development Information Technology: Administration Communication Services Application Operations GIS Application and Support Imaging Support Total InformationTechnology Management and Budget Town Clerk General Counsel TOTAL MANAGEMENT AND POLICY $ SUPPORT SERVICES Administration TOTAL SUPPORT SERVICES MANAGEMENT SERVICES Finance: Administration Accounting Purchasing Tax Compliance Total Finance Facilities Maintenance: Facilities Maintenance Municipal Office I 10,940,282 $ 11,269,416 129,592 170,639 $ 170,639 $ $ 129,592 12,770,073 $ - $ $ - 18,246,904 - - $ 13,343,905 $ - 100,758 719,788 75,206 213,235 1,108,987 152,511 749,114 104,467 312,727 1,318,819 154,765 782,560 256,185 409,980 1,603,490 169,495 778,702 256,719 409,854 1,614,770 185,384 899,916 389,874 419,154 1,894,328 721,186 566,187 758,421 357,794 813,770 415,750 863,313 381,215 980,465 375,000 - 59 - Table of Contents Expense Detail Actual FY 2011 Public Works Facility Municipal Office II Public Safety Center South Area Service Center Heritage Annex Traffic Center/Radio Facility Total Facilities Maintenance TOTAL MANAGEMENT SERVICES 123,806 140,564 778,407 181,794 30,924 18,359 2,561,227 $ LEGAL AND COURT Prosecutor Municipal Court TOTAL LEGAL AND COURT 3,670,214 150,135 147,109 751,687 202,481 52,360 18,482 2,438,469 $ 1,491,729 2,672,643 $ DEVELOPMENT SERVICES Administration Permits and Licensing 4,164,372 Budget FY 2013 Actual FY 2012 3,757,288 147,400 145,830 824,955 181,630 40,580 22,880 2,592,795 $ 1,617,595 2,668,040 $ 4,285,635 Projected FY 2013 4,196,285 165,900 177,814 806,279 195,560 36,886 20,042 2,647,009 $ 1,602,000 2,696,935 $ 4,298,935 Budget FY 2014 4,261,779 156,916 139,060 777,685 175,480 35,660 23,510 2,663,776 $ 1,586,805 2,623,399 $ 4,210,204 4,558,104 1,776,485 3,153,771 $ 4,930,256 626,030 - 773,713 - 824,550 - 898,093 - 286,152 187,217 Plan Review and Inspection: Administration Building Fire Engineering Planning Code Total Plan Review and Inspection 1,170,420 242,730 1,133,304 307,778 556,118 3,410,350 1,305,619 258,761 1,130,707 322,829 582,055 3,599,971 1,456,061 260,982 1,005,997 320,840 575,137 3,619,017 8,879 1,440,914 263,786 1,054,394 321,092 573,628 3,662,693 223,652 1,417,273 215,830 849,930 263,532 573,153 3,543,370 Planning Services 1,111,376 1,079,506 1,103,755 1,054,595 1,101,709 92,722 58,522 211,009 362,253 135,936 122,296 240,377 498,609 138,380 120,145 291,690 550,215 110,570 111,805 282,210 504,585 278,932 165,809 225,418 670,159 Engineering Services: Administration Development Traffic Total Engineering Services TOTAL DEVELOPMENT SERVICES POLICE DEPARTMENT Administration Animal Control Incarceration Professional Standards: Internal Affairs Hiring/Accreditation Total Professional Standards Patrol Services: Uniform Patrol Crime Suppression Traffic Unit $ 5,510,009 $ 5,951,799 $ 6,097,537 $ 6,119,966 $ 5,788,607 766,876 139,773 2,063,890 804,999 143,966 1,383,478 638,880 148,325 1,750,000 635,958 143,966 1,420,000 971,263 148,325 1,650,000 428,759 286,442 715,201 467,531 290,300 757,831 480,320 293,255 773,575 475,106 286,341 761,447 497,289 325,386 822,675 15,595,099 368,202 1,625,259 16,365,095 376,609 1,859,319 15,783,057 538,840 2,037,615 15,965,987 527,440 2,028,485 16,081,605 1,489,803 2,593,470 - 60 - Table of Contents Expense Detail Crime Apprehension Court Support School Programs Enforcement Support 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 $ FIRE DEPARTMENT Administration Actual FY 2011 Actual FY 2012 Budget FY 2013 677,694 332,815 968,225 19,567,294 773,827 377,187 1,083,773 20,835,810 825,105 402,545 1,116,240 20,703,402 810,942 402,720 1,109,596 20,845,170 904,815 478,273 1,267,223 789,485 23,604,674 122,641 856,434 2,391,773 505,645 71,764 129,462 151,230 229,736 4,458,685 164,745 875,683 2,410,159 538,209 71,300 113,535 140,040 242,271 4,555,942 598,004 903,020 2,893,660 526,770 66,410 162,040 153,705 240,070 5,543,679 588,511 901,020 2,893,670 531,340 66,410 162,040 153,655 238,880 5,535,526 650,975 991,468 3,260,567 592,532 69,533 370,720 166,501 241,330 6,343,626 658,172 763,678 714,205 722,284 938,234 432,250 603,551 991,973 931,293 1,033,148 630,958 4,623,173 613,100 701,014 1,000,786 959,415 1,113,281 686,102 5,073,698 1,145,385 669,965 1,033,905 888,770 1,200,840 813,465 5,752,330 1,096,599 664,855 1,030,405 884,045 1,199,407 814,516 5,689,827 1,215,153 822,693 1,150,230 1,064,502 1,375,555 911,314 6,539,447 133,927 140,808 195,525 195,315 153,539 33,126,991 $ 34,460,210 $ 36,219,921 Projected FY 2013 $ 35,949,493 Budget FY 2014 $ 41,171,783 599,481 665,823 665,495 683,188 716,134 685,743 17,690,187 18,375,930 764,738 18,834,864 19,599,602 786,660 19,177,781 19,964,441 776,662 19,204,790 19,981,452 850,699 22,431,769 23,282,468 Fire Prevention: Prevention Public Education Investigations Total Fire Prevention 489,134 102,678 12,932 604,744 514,736 104,052 16,310 635,098 545,565 104,320 19,070 668,955 539,912 103,011 21,092 664,015 596,602 123,405 30,925 750,932 Emergency Operations Center 282,841 284,437 268,365 258,242 320,201 Operations: Training Operations Total Operations TOTAL FIRE DEPARTMENT $ 19,862,996 $ 21,184,960 - 61 - $ 21,567,256 $ 21,586,897 $ 25,069,735 Table of Contents Expense Detail Actual FY 2011 PARKS AND RECREATION Administration Neighborhood Services Parks and Open Space: Administration Freestone Park Crossroads Park McQueen Park Hetchler Park Nichols Park Elliot District Park Rittenhouse Basin John Allen Park Veterans Park Page Park Circle G Basin Oak Tree Park Village II Park Old West Park Sunview Park Villa Madeira Park Vista Allegre Park Discovery Park Cosmo Park Water Tower Park Western Canal Amenities Vaughn Avenue Basin Zanjero Park Sonoqui Wash Trail System Other Parks Heritage District Total Parks and Open Space 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 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 626,220 101,875 705,448 107,317 668,165 106,659 703,329 106,659 1,039,622 105,793 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 44,878 565 55,545 16,637 80,880 3,599,477 1,944,802 316,357 215,477 214,690 87,621 42,630 88,040 9,308 5,136 40,460 21,957 23,585 31,423 6,698 28,411 8,972 15,850 205,149 97,447 49,250 48,687 23,560 30,313 3,674 139,613 7,150 60,894 3,767,154 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 15,555 8,225 58,700 19,100 80,890 3,777,865 1,998,518 363,356 245,507 221,050 114,966 47,088 79,419 225 7,626 6,056 45,899 23,210 22,162 12,795 9,901 23,021 10,932 16,730 182,051 105,410 70,591 82,996 24,383 15,945 8,225 84,867 16,048 84,960 3,923,937 2,159,818 426,309 300,270 222,125 189,746 49,060 25,455 225 10,440 7,355 47,100 30,820 36,210 16,770 8,380 29,490 11,280 21,500 200,279 101,075 82,060 56,435 30,070 24,955 10,225 77,130 16,600 84,160 4,275,342 14,888 204,869 177,025 146,424 160,187 703,393 24,297 190,891 190,945 161,958 184,060 752,151 15,175 263,699 201,948 186,523 213,748 881,093 26,815 276,958 203,285 185,566 212,034 904,658 78,657 298,082 235,812 218,047 228,943 1,059,541 335,364 506,660 17,187 1,052,747 2,259,097 896,281 5,067,336 330,628 412,792 23,564 1,061,703 2,402,266 946,143 5,177,096 308,404 456,126 29,781 1,040,642 2,614,700 989,210 5,438,863 316,392 462,361 30,413 1,026,011 2,621,423 989,210 5,445,810 391,787 553,114 13,021 1,261,700 2,904,811 1,017,209 6,141,642 - 62 - Table of Contents Expense Detail Actual FY 2011 Recreation Programs: Youth Sports Adult Sports Special Events Administration Special Events Special Needs Outdoor Programs Total Recreation Programs TOTAL PARKS AND RECREATION 92,600 233,397 316,405 32,920 39,556 714,878 $ Budget FY 2013 Actual FY 2012 10,813,179 91,139 235,920 353,923 20,048 39,519 15,275 755,824 $ 11,264,990 Projected FY 2013 67,780 233,867 264,610 225,660 49,148 841,065 $ 11,713,710 Budget FY 2014 68,689 235,957 264,610 190,860 48,855 808,971 $ 11,893,364 86,612 267,697 301,061 269,410 55,779 980,559 $ 13,602,499 NON-DEPARTMENTAL Transportation: Transit Phoenix Mesa Gateway Airport Total Transportation 629,860 350,000 979,860 912,740 350,000 1,262,740 197,700 350,000 547,700 279,215 350,000 629,215 350,000 350,000 Outside Agencies: Social Services Museum Support Culture and Arts Total Outside Agencies 330,961 51,459 8,000 390,420 172,156 51,459 393,786 330,000 51,500 8,000 389,500 330,000 51,500 8,000 413,222 305,000 51,500 356,500 2,144,249 2,776,188 5,000,000 11,800,000 3,392,270 5,400,000 3,350,096 5,000,000 8,333,000 8,044,000 3,447,860 ED Reserve Capital Projects Contingency Other TOTAL NON-DEPARTMENTAL $ 3,514,529 $ 4,432,714 TOTAL GENERAL FUND $ 91,773,211 $ 96,736,604 $ 117,993,187 $ 107,158,141 $ 138,899,248 8,017 8,312 - - - UTILITY ADMINISTRATION Utility Customer Service Public Works Administration TOTAL UTILITY ADMINISTRATION ENTERPRISE OPERATIONS WATER Administration Conservation Production: North Water Treatment Plant Santan Vista Water Treatment Plant Water Well Production Backflow Prevention Total Production $ - $ 16,329 $ $ 21,129,470 - $ $ 9,792,533 - $ $ 25,531,360 - 485,763 278,961 730,793 269,288 346,167 267,627 385,706 265,225 446,365 381,799 4,321,426 4,668,928 2,384,372 198,898 11,573,624 5,586,340 4,063,167 2,819,383 205,076 12,673,966 4,883,854 2,102,420 3,371,343 202,383 10,560,000 5,492,460 2,128,221 2,978,745 202,679 10,802,105 4,319,655 2,287,287 3,334,927 197,685 10,139,554 - 63 - Table of Contents Expense Detail Actual FY 2011 Budget FY 2013 Actual FY 2012 Projected FY 2013 Budget FY 2014 Quality Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources 506,475 1,572,689 2,680,726 569,528 407,141 238,879 - 516,502 1,172,083 3,156,265 596,049 320,796 210,340 - 603,139 1,671,986 3,796,397 624,130 237,845 202,045 5,181,322 539,112 1,725,361 3,555,998 624,130 237,845 202,045 5,051,040 824,108 1,849,834 3,954,074 693,020 260,280 234,110 5,190,990 Non-Departmental: Debt Service Contingency Capital Projects Other Total Non-Departmental 3,432,859 199,030 3,631,889 3,426,931 172,400 3,599,331 3,424,670 1,765,000 203,300 5,392,970 3,424,670 1,765,000 203,300 5,392,970 3,427,889 1,765,000 9,785,000 210,365 15,188,254 TOTAL WATER FUND $ WASTEWATER Administration: Administration Utility Customer Service Public Works Administration Utility Locates Total Administration 21,945,675 $ 23,245,413 $ 28,883,628 $ 28,781,537 $ 39,162,388 149,623 520,783 167,219 193,816 1,031,441 401,580 545,009 139,933 171,896 1,258,418 151,872 577,210 121,390 202,160 1,052,632 152,674 577,210 121,390 202,160 1,053,434 283,847 640,207 138,252 233,840 1,296,146 Collection 2,838,788 3,101,020 3,112,613 2,967,734 3,542,210 Plant Operations: Neely Treatment Facility Greenfield Treatment Facility Total Plant Operations 3,776,105 2,541,814 6,317,919 3,943,278 2,039,957 5,983,235 4,213,705 3,324,409 7,538,114 4,213,705 3,327,733 7,541,438 4,235,705 3,803,569 8,039,274 Reclaimed: Effluent Reuse Effluent Recharge Total Reclaimed 877,407 520,693 1,398,100 897,504 467,241 1,364,745 946,252 548,783 1,495,035 957,463 530,748 1,488,211 951,290 633,567 1,584,857 Quality Riparian Programs 506,738 407,046 495,567 407,481 505,701 396,180 504,991 409,684 539,116 471,081 Non-Departmental: Debt Contingency Capital Projects Other Total Non-Departmental 655,518 64,208 719,726 659,257 51,902 711,159 664,970 1,600,000 60,490 2,325,460 664,970 1,600,000 60,490 2,325,460 668,598 1,600,000 1,396,000 61,130 3,725,728 TOTAL WASTEWATER $ 13,219,758 $ 13,321,625 - 64 - $ 16,425,735 $ 16,290,952 $ 19,198,412 Table of Contents Expense Detail Actual FY 2011 ENVIRONMENTAL SERVICES - RESIDENTIAL Administration: Residential Administration 307,338 Utility Customer Service 520,783 Public Works Administration 130,867 Total Administration 958,988 Residential Collections Uncontained Collections Recycling Environmental Programs Recycling Outreach Non-Departmental: Contingency Capital Projects Other Total Non-Departmental TOTAL ENVIRO SCVS - RESIDENT $ Budget FY 2013 Actual FY 2012 Projected FY 2013 Budget FY 2014 353,464 545,009 104,950 1,003,423 670,045 573,610 87,200 1,330,855 347,363 573,610 87,200 1,008,173 1,109,859 636,218 106,912 1,852,989 5,105,080 1,959,321 1,664,883 334,117 - 5,385,814 2,078,937 1,845,403 360,973 - 5,262,582 2,004,430 1,857,707 448,180 - 5,354,193 2,138,238 1,948,782 428,311 95,109 5,939,433 2,298,299 2,018,681 461,435 464,185 66,530 66,530 67,558 67,558 1,700,000 81,970 1,781,970 1,700,000 81,970 1,781,970 1,700,000 1,472,000 84,079 3,256,079 10,088,919 $ 10,742,108 ENVIRONMENTAL SERVICES - COMMERCIAL Administration: Commercial Administration 24,561 Utility Customer Service 16,275 Public Works Administration 21,811 Total Administration 62,647 $ 12,685,724 $ 12,754,776 $ 16,291,101 25,045 17,032 17,492 59,569 35,190 6,180 15,230 56,600 35,290 6,180 15,230 56,700 38,918 6,854 16,049 61,821 Commercial Collections Commercial Rolloffs 1,321,477 391,014 1,288,884 427,279 1,278,132 418,568 1,321,004 369,298 1,318,606 412,544 Non-Departmental: Contingency Capital Projects Other Total Non-Departmental 9,720 9,720 9,511 9,511 150,000 11,200 161,200 150,000 11,200 161,200 150,000 128,000 9,388 287,388 TOTAL ENVIRO SCVS - COMM $ 1,784,858 $ 1,785,243 $ 1,914,500 $ 1,908,202 $ 2,080,359 IRRIGATION $ 10,739 $ - $ - $ - $ - TOTAL ENTERPRISE OPERATIONS $ 47,049,949 $ 49,094,389 $ 59,909,586 $ 59,735,466 $ 76,732,260 STREETS Administration: Streets Administration Public Works Administration Utility Locates Total Administration Streets Maintenance: Asphalt Patching Street Cleaning Preventive Maintenance 134,399 134,399 158,243 158,243 165,821 75,840 44,920 286,581 163,019 75,840 44,920 283,779 328,447 99,878 51,965 480,290 373,453 928,289 2,903,992 250,499 869,495 3,097,759 313,967 871,823 2,941,587 303,006 860,612 2,944,455 307,017 876,627 3,401,569 - 65 - Table of Contents Expense Detail Crack Sealing Fog Sealing Total Streets Maintenance Actual FY 2011 333,597 496,853 5,036,184 Actual FY 2012 348,938 543,608 5,110,299 Budget FY 2013 338,629 601,575 5,067,581 Projected FY 2013 338,180 601,252 5,047,505 Budget FY 2014 724,471 633,210 5,942,894 Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Traffic Control 556,293 409,009 1,262,254 964,533 483,922 3,676,011 591,536 418,488 1,369,247 1,056,825 440,394 3,876,490 582,110 446,320 1,413,559 1,070,518 490,430 4,002,937 581,221 446,015 1,439,135 1,070,564 485,516 4,022,451 617,214 623,530 1,480,767 1,216,237 414,326 4,352,074 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 872,073 230,052 659,119 1,761,244 826,770 227,779 693,442 1,747,991 987,585 249,020 684,450 1,921,055 1,390,147 289,420 685,132 2,364,699 1,875,974 316,181 686,045 2,878,200 143,034 162,123 148,513 145,330 166,247 90,436 90,436 87,377 87,377 1,000,000 97,910 1,097,910 1,000,000 97,910 1,097,910 1,000,000 6,983,000 99,466 8,082,466 Hazard Response Non-Departmental: Contingency Capital Projects Other Total Non-Departmental TOTAL STREETS FUND $ INTERNAL SERVICE Fleet Maintenance Copy Services Health Self Insurance Dental Self Insurance TOTAL INTERNAL SERVICE 10,841,308 $ REPLACEMENT FUNDS General Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Streets Fleet 18,620,195 $ 21,735,489 $ 471,865 12,524,577 $ $ 22,685,210 $ 13,454,280 $ 22,696,772 $ 12,130,050 21,902,171 7,740,556 670,000 14,067,920 1,057,100 $ 23,535,576 3,673,700 6,743,000 3,685,000 2,762,340 830,530 1,071,500 - 3,500,530 3,023,780 3,080,800 2,363,000 161,940 - 3,500,530 3,023,780 3,080,800 2,363,000 400,000 1,086,170 $ 12,961,674 7,578,922 670,000 13,341,700 1,106,150 7,567,360 670,000 13,341,700 1,106,150 322,707 131,560 17,598 - 423,769 22,224 1,945,056 257,819 - $ 18,766,070 TOTAL REPLACEMENT FUNDS $ SUB-TOTAL OPERATING FUNDS $ 170,933,531 $ 179,197,199 $ 226,566,841 $ 214,682,104 $ 279,835,325 72,915 976,673 1,049,588 86,275 748,859 835,134 85,506 1,712,501 1,798,007 85,506 832,126 917,632 149,752 705,012 854,764 SPECIAL REVENUE FUNDS CDBG/HOME: Administration Projects Total CDBG/HOME 2,648,868 $ 6,894,939 542,914 13,203,488 1,094,148 6,203,448 277,150 11,188,520 951,077 $ 11,142,523 - 66 - Table of Contents Expense Detail Actual FY 2011 Development Fees: Traffic Signal SDF Fire SDF Parks and Recreation SDF Water Resource Fee Wastewater SDF Total Development Fees Budget FY 2013 Actual FY 2012 Projected FY 2013 Budget FY 2014 - - - - 944,000 148,000 50,000 8,488,000 91,000 9,721,000 994,427 231,327 1,891,370 278,210 5,000,000 269,593 985,000 269,593 7,607,000 308,403 Special Districts: Street Light Improvement Parkway Improvement Total Special Districts 1,458,036 1,400,609 2,858,645 1,480,383 1,006,162 2,486,545 1,694,330 1,012,680 2,707,010 1,544,300 968,680 2,512,980 1,674,830 970,950 2,645,780 Other Special Revenue 1,163,499 1,463,173 1,742,060 1,742,060 2,997,179 Grants Police Impound TOTAL SPECIAL REVENUE FUNDS $ CAPITAL IMPROVEMENTS Capital Projects Administration CIP Contingency Improvement Districts Outside Sources GO Bond Proceeds Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks, Recreation & Open Space TOTAL CAPITAL IMPROVEMENT $ 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 $ DEBT SERVICE General Obligation Debt Improvement Districts Public Facilities MPC Water System MPC Wastewater System MPC TOTAL DEBT SERVICE 6,297,486 $ TRUST ACCOUNTS Fire Pension 6,954,432 $ 11,516,670 916,151 5,334 25,200,483 219,262 31,656 4,980,195 7,991,577 141,853 362,881 1,105,512 50,000,000 1,165,000 65,653,000 1,201,000 7,745,000 2,071,910 25,379,000 143,000 373,000 3,939,000 39,849,392 $ 158,775,422 29,580,189 677,595 17,428,594 14,989,384 9,422,665 64,396,121 975,728 15,713,047 14,664,086 15,811,297 25,292,780 988,260 13,683,640 11,000,000 - 72,098,427 $ 111,560,279 2,500 2,500 53,110,719 TOTAL TRUST ACCOUNTS $ 2,500 GRAND TOTAL EXPENSES $ 302,442,663 $ $ 2,500 $ 337,563,802 - 67 - $ 50,964,680 $ 2,500 $ 447,826,113 $ 1,105,512 29,662,000 566,000 50,000 955,000 11,634,000 143,000 2,134,000 $ 46,249,512 $ 50,964,680 $ 2,500 $ 318,326,061 97,116,788 21,816,270 7,005,415 24,120,388 12,430,388 $ 2,500 $ 24,134,126 862,772 48,991,016 19,329,000 27,934,000 - 25,292,780 988,260 13,683,640 11,000,000 - 2,500 $ 6,427,265 65,372,461 2,500 $ 2,500 $ 466,461,200 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 2014 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 2014 is $437,875,569. Of this amount, $387,990,615 is anticipated in new revenue collections, and $49,884,954 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. 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 2014 Revenue Sources All Funds by Type (Excludes Transfers) Actual FY 2011 Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Special Assessments Other Non-Operating Total Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 104,466,385 2,422,994 55,176,946 99,276,307 4,350,537 3,754,467 4,078,082 131,631,417 4,049,249 63,839,385 103,367,267 4,443,840 5,746,613 45,331,272 116,180,530 3,183,500 89,725,360 106,966,060 4,136,390 54,951,750 717,490 130,583,000 4,925,000 86,329,950 105,136,050 4,097,445 5,042,000 2,498,985 125,187,250 4,163,000 91,655,054 105,130,748 3,965,000 56,076,593 1,812,970 $ 273,525,718 $ 358,409,043 $ 375,861,080 $ 338,612,430 $ 387,990,615 Charges for Service 27.1% Special Assessments 14.5% Fines and Forfeits 1.0% Other NonOperating 0.5% Intergovernmental 23.6% Taxes and Fees 32.3% License and Permits 1.1% - 68 - 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, but has continued to see steady increases over the last couple of years. Staff is cautiously monitoring the amounts attributable to construction, both as the town approaches build out, and as the state considers alternate ways of legislating construction sales tax. The projections are based on the following assumptions, which remain consistent from last year:    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 2014 - 69 - 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 $48,991,016 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 nearly completed a full SDF study in partnership with a third party consultant 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. - 70 - Table of Contents Revenue Sources 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: 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 2012 is distributed to the Cities in FY 2014. 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, but have been reinstated. LTAF funds are applied only to transit-related expenses. 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 62% planned for in FY 2014. 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 2014. - 71 - Table of Contents Revenue Sources 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. There was no rate increase necessary for FY 2014. Environmental Services Solid Waste includes collection of residential barrels, uncontained, and recycling. The operation also includes commercial and roll-off customers, and the household hazardous waste facility. Annual rate reviews ensure that revenue covers all the cost of operations. The costs impacting rates the most in these funds are personnel, landfill tipping fees, equipment maintenance, and replacement. The residential rates for environmental services were reduced by 7.5% in FY 2013. There are no projected rates increases in the estimates. 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 2014. There is a reserve for capital improvements in the amount of $48,991,016 to provide the ability for unforeseen development. More information on debt and bond proceeds is found in the Debt section. - 72 - 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 - 73 - Table of Contents Personnel Summary Actual Actual Budget Projected Budget FY 2011 FY 2012 FY 2013 FY 2013 FY 2014 GENERAL FUND Management and Policy Support Services Management Services Legal and Court Development Services Police Fire Parks and Recreation 79.41 1.00 25.00 50.42 61.75 342.00 197.00 100.13 80.41 0.00 27.00 49.92 62.75 342.00 197.00 100.44 87.49 0.00 28.00 48.92 63.75 342.00 197.00 102.16 88.49 0.00 29.00 47.92 61.40 342.00 197.00 103.21 95.75 0.00 30.00 49.92 61.40 345.00 201.00 107.47 TOTAL GENERAL FUND 856.71 859.52 869.32 869.02 890.54 ENTERPRISE FUNDS Water Wastewater Environmental Svcs - Residential Environmental Svcs - Commercial 118.25 40.68 72.22 6.78 119.25 41.68 71.22 7.28 118.25 41.68 71.72 7.28 118.20 41.68 71.72 7.28 118.20 44.68 76.22 7.28 ENTERPRISE FUNDS 237.93 239.43 238.93 238.88 246.38 STREETS FUND 49.30 49.30 51.30 51.00 57.00 INTERNAL SERVICE FUNDS 26.00 26.00 26.00 26.00 26.00 4.75 3.75 5.75 8.15 7.40 10.10 9.60 9.60 9.55 10.30 1,184.79 1,187.60 1,200.90 1,202.60 1,237.62 CAPITAL IMPROVEMENTS SPECIAL REVENUE TOTAL TOWN POSITIONS FY 2014 Personnel By Fund General Fund 72.0% Special Revenue Funds 0.8% Enterprise Funds 19.9% Capital Improvements 0.6% Internal Service Funds 2.1% Streets Fund 4.6% - 74 - 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 percentage of tax support provided for each major area: FY 2014 Fee Supported FY 2014 Expenses* Program FY 2014 Transfer Supported FY 2014 Tax Supported FY 2014 % Tax Supported Management and Policy Management Services Legal and Court Development Services Police Fire Parks and Recreation Non-Departmental $ 18,246,904 4,558,104 4,930,256 5,788,607 41,171,783 25,069,735 13,602,499 31,376,132 $ 12,200 728,000 177,500 5,173,200 3,389,000 1,227,290 3,285,520 - $ 3,118,417 501,910 100,000 85,920 35,000 25,000 305,000 $ 15,116,287 3,328,194 4,652,756 615,407 37,696,863 23,807,445 10,291,979 31,071,132 83% 73% 94% 11% 92% 95% 76% 99% Total General Fund $ 144,744,020 $ 13,992,710 $ 4,171,247 $ 126,580,063 87% * Expenses include transfers. The total General Fund Revenue budget including fees and taxes is $119,032,710. Fees charged to recover the cost of service total $13,992,710. The tax supported (non-allocated) revenue of $105,040,000 is detailed in the Financial Overview 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 $4,171,247. More detail on revenue and expenditures is included in the Financial Overview section and in the individual sections 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 over the last couple of years.. 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. - 75 - Table of Contents General Fund Actual FY 2011 Actual FY 2012 Budget FY 2013 79.41 1.00 25.00 50.42 61.75 342.00 197.00 100.13 0.00 80.41 0.00 27.00 49.92 62.75 342.00 197.00 100.44 0.00 87.49 0.00 28.00 48.92 63.75 342.00 197.00 102.16 0.00 88.49 0.00 29.00 47.92 61.40 342.00 197.00 103.21 0.00 95.75 0.00 30.00 49.92 61.40 345.00 201.00 107.47 0.00 856.71 859.52 869.32 869.02 890.54 Actual FY 2011 Actual FY 2012 Budget FY 2013 10,940,282 170,639 3,670,214 4,164,372 5,510,009 33,126,991 19,862,996 10,813,179 3,514,529 11,269,416 129,592 3,757,288 4,285,635 5,951,799 34,460,210 21,184,960 11,264,990 4,432,714 12,770,073 4,196,285 4,298,935 6,097,537 36,219,921 21,567,256 11,713,710 21,129,470 13,343,905 4,261,779 4,210,204 6,119,966 35,949,493 21,586,897 11,893,364 9,792,533 18,246,904 4,558,104 4,930,256 5,788,607 41,171,783 25,069,735 13,602,499 25,531,360 $ 91,773,211 $ 96,736,604 $ 117,993,187 $ 107,158,141 $ 138,899,248 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 66,793,184 24,980,027 - 71,156,875 25,334,771 244,958 74,059,895 43,607,182 326,110 74,059,895 32,782,799 315,447 86,835,850 43,934,898 8,128,500 $ 91,773,211 $ 96,736,604 $ 117,993,187 $ 107,158,141 $ 138,899,248 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY Management and Policy Support Services Management Services Legal and Court Development Services Police Fire Parks and Recreation Non-Departmental Total Personnel EXPENSES BY ACTIVITY Management and Policy Support Services Management Services Legal and Court Development Services Police Fire Parks and Recreation Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Projected FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 96,634,626 4,315,727 107,533,007 6,553,063 110,089,700 6,677,000 118,540,005 6,677,000 119,032,710 4,171,247 $ 100,950,353 $ 114,086,070 $ 116,766,700 $ 125,217,005 $ 123,203,957 91,773,211 6,980,314 96,736,604 4,898,018 117,993,187 8,909,220 107,158,141 6,984,220 138,899,248 5,844,772 Total Uses $ 98,753,525 $ 101,634,622 $ 126,902,407 $ 114,142,361 $ 144,744,020 Net Operating Result $ $ 12,451,448 $ (10,135,707) $ 11,074,644 Total Sources Total Expenses Transfers Out 2,196,828 - 76 - $ (21,540,063) Table of Contents Management and Policy _________________________________ Management and Policy Summary Mayor and Council Town Manager Communication Intergovernmental Human Resources Economic Development Information Technology 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. Legal services are provided by an in house attorney hired in FY 2013 and contracted services. GOALS FY 2014 ♦ ♦ ♦ ♦ 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 Communications Boards and Commissions Intergovernmental Relations Human Resources Town Clerk Information Technology Management and Budget Economic Development Water Resources - 77 - Table of Contents Management and Policy PERSONNEL BY DIVISION Mayor and Council Boards and Commissions Town Manager Communications Intergovernmental Relations Economic Development Human Resources Information Technology Management and Budget Town Clerk General Counsel Total Personnel EXPENSES BY DIVISION Mayor and Council Boards and Commissions Town Manager Communications Intergovernmental Relations Economic Development Human Resources Information Technology Management 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 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 1.00 0.00 5.00 5.00 2.00 5.00 17.00 33.00 4.25 7.16 0.00 1.00 0.00 7.00 6.00 2.00 4.00 17.00 32.00 4.25 7.16 0.00 2.00 0.00 7.00 6.00 2.00 6.00 18.75 34.00 4.25 7.49 0.00 2.00 0.00 6.00 5.00 2.00 7.00 18.75 34.00 4.25 6.49 3.00 2.00 0.00 7.00 5.00 2.00 8.00 20.75 36.00 6.00 6.00 3.00 79.41 80.41 87.49 88.49 95.75 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 501,188 42,689 859,987 388,847 251,821 531,031 1,585,323 4,863,939 293,238 1,097,749 524,470 633,662 20,472 883,040 458,327 238,967 613,329 1,643,677 5,066,654 390,786 573,177 747,325 637,160 21,250 1,084,280 528,955 234,375 1,007,422 1,973,272 5,659,178 402,560 706,621 515,000 600,388 23,657 1,046,896 569,830 234,370 996,917 1,919,104 6,002,220 401,477 691,846 857,200 718,257 23,890 1,199,347 721,743 294,379 1,322,820 2,415,802 9,388,370 653,660 527,660 980,976 $ 10,940,282 $ 11,269,416 $ 12,770,073 $ 13,343,905 $ 18,246,904 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 6,863,282 4,077,000 - 6,949,107 4,158,617 161,692 8,225,890 4,544,183 - 8,225,890 5,118,015 - 10,660,080 7,586,824 - $ 10,940,282 $ 11,269,416 $ 12,770,073 $ 13,343,905 $ 18,246,904 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 15,345 10,940,282 15,822 11,269,416 12,200 12,770,073 45,660 13,343,905 12,200 18,246,904 $ (10,924,937) $ (11,253,594) $ (12,757,873) $ (13,298,245) $ (18,234,704) - 78 - Table of Contents Mayor and Council PURPOSE STATEMENT ACCOMPLISHMENTS FY 2013 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. ♦ Held the first annual Digital State of the Town ♦ Established new town legal department ♦ Approved implementation of a Classification and Compensation study to support the recruitment and retention of employees ♦ Collaborated with town staff on a digital road map, becoming the first Arizona Accredited Economic Development Organization, and implementing an Independent Regulatory Advocate program The Town Council is comprised of a Mayor and six Councilmembers. The Council establishes policy through the enactment of laws (ordinances) and the adoption of resolutions. The Mayor and Councilmembers are elected “at large”; that is, they represent the entire community. Members are elected for four-year terms at general municipal elections that are held every two years, resulting in an overlap in the terms of office. OBJECTIVES FY 2014 ♦ Continue to implement strategic initiatives ♦ Continue review of town operating practices for efficiency ♦ Complete Transportation and Parks and Recreation master plans BUDGET NOTES There is a slight increase in the supplies and contractual budget as a result of additional needs for the special assistant to the mayor position that was added to the FY 2013 budget. Personnel costs increased due to the implementation of the Classification and Compensation study and other increases in personnel related costs. PERFORMANCE MEASURES % of citizens satisfied or very satisfied with policy decisions Overall direction Gilbert is taking (good or excellent) % of citizens who are very satisfied living in Gilbert % of citizens rating Gilbert as a place to live (good or excellent) % of citizens who believe Gilbert officials encourage citizen participation Citizen ranking for job Gilbert government does at welcoming citizen involvement (good or excellent) G.O. Bond Rating – Moody’s G.O. Bond Rating – Standard and Poor’s Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 78% N/A* N/A* N/A* ** ** 81% 83% 73% N/A* N/A* N/A* ** ** 99% 99% 53% N/A* N/A* N/A* ** ** 72% 74% Aa1 AA Aa1 AA Aa1 AA Aa1 AA *Based on head-of-household survey data. Survey not completed in FY 2012; data not available. **New survey instrument introduced in FY 2013; data not available for prior years - 79 - Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Actual FY 2011 Actual FY 2012 Budget FY 2013 1.00 1.00 2.00 2.00 2.00 1.00 1.00 2.00 2.00 2.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 501,188 Total Expenses $ 501,188 633,662 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 501,188 $ Total Revenues Total Expenses 11,347 501,188 Net Operating Result $ (489,841) $ 633,662 $ 600,388 Actual FY 2012 637,160 (619,145) $ $ 600,388 10,000 637,160 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2013 - 80 - $ (570,888) $ $5.00 FY 2012 503,397 214,860 - 29,500 600,388 (627,160) $ FY 2014 718,257 Budget FY 2014 Projected FY 2013 ANNUAL COST PER CAPITA FY 2011 $ 434,120 166,268 - Budget FY 2013 14,517 633,662 718,257 Projected FY 2013 434,120 203,040 $ Budget FY 2014 600,388 Budget FY 2013 368,095 265,567 - Actual FY 2011 OPERATING RESULTS 637,160 $ Budget FY 2014 Projected FY 2013 637,160 Actual FY 2012 314,199 186,989 - Total Expenses 633,662 Projected FY 2013 718,257 Budget FY 2014 10,000 718,257 (708,257) Table of Contents Town Manager ♦ Implemented new Town Manager "On-theJob" video updates ♦ Implemented the 4 Disciplines of Execution throughout town departments PURPOSE STATEMENT The Town Manager implements the policies developed by the Town Council by providing leadership to departments while working with outside agencies, and by ensuring responsive, cost effective local government services to Gilbert residents. OBJECTIVES FY 2014 ♦ 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 ♦ Continue implementation of the Town Council's Strategic Plan and the six initiatives ♦ Foster regional partnerships with Native American tribes, municipalities and other regional government agencies, in addition to local, state and federal elected officials ♦ Finalize and implement a new personnel performance management system 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 2013 ♦ Developed the town's first long-range infrastructure plan and long-range revenue forecast to assist with financial planning for Gilbert's future and ensure the town's financial sustainability ♦ Worked with the Office of Economic Development to identify existing and new business development opportunities within the town ♦ Successfully hired and appointed new department directors in Information Technology, and Development Services ♦ Hired three assistants to the town manager to further the organization and assist with special projects ♦ Updated the town's mission, vision and values ♦ Developed the town's first departmental benchmark report to evaluate the town’s progress towards achieving ‘best in class’ status PERFORMANCE MEASURES BUDGET NOTES Budget includes increased personnel costs as a result of the Classification and Compensation study that was conducted in FY 2013. One time expenditures budgeted for FY 2014 include a one year agreement with Arizona State University for a Marvin Andrews Fellowship intern and an allocation for a diversity needs assessment. Ongoing increases to the Supplies and Contractual budget include training opportunities for employees, local mileage reimbursement, and cell phone expenses. Funds budgeted to promote tourism were moved to the Economic Development budget. Actual FY 2011 Actual FY 2012 Projected FY 2013 % of survey respondents satisfied with 89% N/A* N/A* treatment when calling Gilbert % of overall impression with contact with ** ** 88% Gilbert employees (good or excellent) % of population satisfied with value 86% N/A* N/A* received from tax dollar Value of services for the taxes paid to ** ** 77% Gilbert (good or excellent) *Based on head-of-household survey data. Survey not completed in FY 2012; data not available. **New survey instrument introduced in FY 2013; data not available for prior years - 81 - Anticipated FY 2014 N/A* 89% N/A* 79% Table of Contents Town Manager Actual FY 2011 Actual FY 2012 Budget FY 2013 Town Manager 5.00 7.00 7.00 6.00 7.00 Total Personnel 5.00 7.00 7.00 6.00 7.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Town Manager 859,987 Total Expenses $ 859,987 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ 859,987 $ Actual FY 2011 OPERATING RESULTS Total Revenues Total Expenses 166 859,987 Net Operating Result $ (859,821) $ Projected FY 2013 Budget FY 2014 1,084,280 1,046,896 1,199,347 883,040 $ 1,084,280 $ 1,046,896 $ 1,199,347 Budget FY 2013 Projected FY 2013 Budget FY 2014 750,888 132,152 - 916,740 167,540 - 916,740 130,156 - 1,071,277 128,070 - 883,040 $ 1,084,280 $ 1,046,896 $ 1,199,347 Budget FY 2013 Projected FY 2013 Budget FY 2014 Actual FY 2012 883,040 1,084,280 1,046,896 1,199,347 (883,040) $ (1,084,280) $ (1,046,896) $ (1,199,347) ANNUAL COST PER CAPITA $12.00 $9.00 $6.00 $3.00 $0.00 FY 2011 Budget FY 2014 883,040 Actual FY 2012 693,140 166,847 - Projected FY 2013 FY 2012 FY 2013 - 82 - FY 2014 Table of Contents Communications ♦ PURPOSE STATEMENT The Communications Department is responsible for all internal, external, and digital communications, video production, broadcast, public relations, media relations and marketing efforts for the Town of Gilbert. The formation of a digital communications team is helping Gilbert to position itself to be a leader in digital government. ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ Creation of Gilbert’s first-ever Digital Roadmap laid the foundation for coordination of all digital town initiatives that support the efficient and effective exchange of information and services between residents and town employee Debuted first-ever Digital State of the Town, a 22-minute video production produced entirely in-house, and shared on YouTube to be viewed on a phone, tablet or computer Digital team partnered with ASU Polytechnic campus and Intel to create the SPARK App League, designed to engage high school and college students in contests to create useful mobile applications for the town Created and implemented a digital newsroom to make the experience of viewing and sharing video faster and more accessible by allowing video-on-demand, live video streaming options, and HD video downloads PERFORMANCE MEASURES Launched Mobile Apps Hub, to highlight the development of smartphone applications to help residents, businesses and visitors by providing them with real-time information and services Created SMART, the Social Media Advisory Research Taskforce, bringing together local social media leaders from across various industries in Gilbert to share tips, tricks and best practices when using social media Successfully completed WIG of increasing the town’s social media following by 15% by March 2013 OBJECTIVES FY 2014 ♦ ♦ Unveil town-wide social media strategy and guidebook, and implement use of social media in various departments with appropriate training Complete process of a town website redesign; plan to unveil the new website in the fall BUDGET NOTES A staffing needs assessment was completed that resulted in a reduction of one position from the FY 2013 adopted budget. The functions of this position are now contracted out to a firm that specializes in broadcasting meetings. Personnel cost increases are a result of the completion of the Classification and Compensation study in FY 2013, as well as other increases to personnel related expenses. Actual FY 2011 Actual FY 2012 Projected FY 2013 *New department. Performance measures will be recorded in future years. - 83 - Anticipated FY 2014 Table of Contents Communications Actual FY 2011 Actual FY 2012 Budget FY 2013 Communications 5.00 6.00 6.00 5.00 5.00 Total Personnel 5.00 6.00 6.00 5.00 5.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Communications Total Expenses 388,847 $ Personnel Supplies & Contractual Capital Outlay $ 388,847 $ 388,847 $ $ (388,847) $ 458,327 $ $ 458,327 (458,327) $ 528,955 569,830 721,743 $ Projected FY 2013 487,540 41,415 - Actual FY 2012 - 84 - 528,955 Budget FY 2014 569,830 Budget FY 2013 403,167 55,160 - Actual FY 2011 Total Revenues Total Expenses 458,327 Budget FY 2014 Projected FY 2013 528,955 Actual FY 2012 361,288 27,559 - OPERATING RESULTS Net Operating Result $ Actual FY 2011 EXPENSES BY CATEGORY Total Expenses 388,847 458,327 Projected FY 2013 Budget FY 2014 487,540 82,290 $ Budget FY 2013 528,955 (528,955) $ 569,830 721,743 642,228 79,515 $ Projected FY 2013 569,830 (569,830) $ 721,743 Budget FY 2014 721,743 (721,743) Table of Contents Intergovernmental Relations PURPOSE STATEMENT OBJECTIVES FY 2014 The purpose of the Gilbert Office of Intergovernmental Relations is to represent and advocate the interests of the Town of Gilbert to the benefit of its citizens and business community. ♦ Our mission is to build, foster, maintain and facilitate meaningful and strategic relationships on behalf of the town both internally and with local, regional, state and federal organizations, agencies, groups, and individuals. The Office of Intergovernmental Relations houses the town’s policy and legislative team and staff for the Mayor and Council. It is a part of the Town Manager’s Office and serves all town departments as well as the Mayor and Council. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Represented the town in contacts with Governor’s Office, Arizona Legislature, other municipalities, regional and statewide agencies and organizations, tribal communities, Maricopa County, and local and regional business and community organizations Developed, fostered, maintained and facilitated meaningful relationships and partnerships between the town and numerous local, regional, tribal, statewide and federal individuals, organizations and agencies Actively reviewed, researched and tracked all state legislation potentially impacting Gilbert Created and executed all legislative activities on behalf of the town Protected the town’s interests in various legislative and stakeholder processes and worked to resolve town issues with key partners Provided research and analysis and completed numerous special projects and events as assigned Staffed Mayor and Council and town management on various state and regional policy committees, including the Maricopa Association of Governments (MAG), the Regional Public Transit Authority (RPTA), the Arizona Municipal Water Users Association (AMWUA), the League of Arizona Cities and Towns, and others ♦ ♦ ♦ ♦ ♦ Strengthen our ability to anticipate, recognize and better position the town for major trends or opportunities Streamline newly-developed constituent inquiry system Increase the timeliness and efficiency of responsiveness of the Mayor & Council Office and Office of Intergovernmental Relations to constituent inquiries and issues Enhance the effectiveness of the Mayor and Council and town management in external relationships and on internal and external issues Create internship and mentorship opportunities for students pursuing educational and career prospects in local government and public policy Develop efficient management system for Mayor and Council contacts Represent the town in contacts with the Governor’s Office, the Arizona Legislature, other municipalities, regional and statewide agencies and organizations, tribal communities, Maricopa County, and local and regional business and community organizations Develop, foster, maintain and facilitate meaningful relationships and partnerships between the town and numerous local, regional, tribal, statewide and federal individuals, organizations and agencies Identify key legislative and policy issues and protect the town’s interests in various legislative and stakeholder processes Provide research and analysis, and successfully execute special projects and events as assigned by town management and/or Mayor and Council Staff Mayor and Council and town management on various state and regional policy committees BUDGET NOTES Increases in the personnel budget is as a result of the Classification and Compensation study completed in FY 2013. Contractual increases include additional training opportunities and related travel. Actual Actual Projected Anticipated FY 2011 FY 2012 FY 2013 FY 2014 * Due to the qualitative nature of intergovernmental work, appropriate performance measures are being researched and evaluated for future years. PERFORMANCE MEASURES - 85 - Table of Contents Intergovernmental Relations PERSONNEL BY ACTIVITY Intergovernmental Relations Total Personnel EXPENSES BY ACTIVITY Intergovernmental Relations Total Expenses $ Budget FY 2013 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 251,821 238,967 $ Actual FY 2011 Personnel Supplies & Contractual Capital Outlay $ 251,821 $ 251,821 $ $ (251,821) $ 238,967 $ 238,967 (238,967) $ 234,375 Budget FY 2014 234,370 $ 234,370 294,379 $ Projected FY 2013 215,850 18,525 - Actual FY 2012 - 86 - 234,375 Budget FY 2014 Projected FY 2013 Budget FY 2013 202,089 36,878 - Actual FY 2011 Total Revenues Total Expenses 238,967 Projected FY 2013 234,375 Actual FY 2012 202,495 49,326 - OPERATING RESULTS Net Operating Result Actual FY 2012 251,821 EXPENSES BY CATEGORY Total Expenses Actual FY 2011 Budget FY 2014 215,850 18,520 $ Budget FY 2013 234,375 (234,375) $ 234,370 294,379 268,584 25,795 $ Projected FY 2013 234,370 (234,370) $ 294,379 Budget FY 2014 294,379 (294,379) 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 works with other divisions and departments to ensure Gilbert’s business climate remains competitive and open to business. ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed year one of a five-year strategic plan ahead of forecasted goals Obtained Accredited Economic Development Organization status from the International Economic Development Council (IEDC) – Gilbert is the second municipality in the nation to obtain this “best in class” accreditation Benchmarked the community with nine highperforming metros that Gilbert competes against nationally for projects, jobs and capital investment Utilized a Web-based customer relationship management (CRM) system for business intelligence activities, tracking business development pipeline and conducting digitalmarketing Exceeded job creation and high wage job creation by 15% compared to FY 2012 Generated more than $190 million in capital investment representing a 23% increase compared to FY 2012 Launched a new economic development website, www.gilbertedi.com, to provide national site selectors and decision makers with information about the Gilbert community ♦ ♦ ♦ ♦ BUDGET NOTES Economic development was identified as one of the key priority areas for FY 2014 by the executive team. Significant funding increases support implementation of a framework for attracting, retaining and growing businesses and high-wage, high-growth science, technology, engineering, and math (STEM) industries over the next five years. Strategic communications tools and geographic intelligence marketing databases were also a priority. One new economic development administrator position overseeing redevelopment and tourism was also funded. In addition, an administrative assistant position was transferred from the Town Manager’s office to Economic Development. OBJECTIVES FY 2014 ♦ 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, IL, TX and UT PERFORMANCE MEASURES # of leads generated by staff # of staff-assisted projects Capital investment Targeted jobs created # of retention calls Refine 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 Develop an information communication and technology (ICT) campaign designed to evaluate market trends and enhance Gilbert’s BR&E effort Leverage and develop Gilbert Ambassador Network to broaden site selection networks and create 1:1 lead connections in CA, CO, IL, TX and UT Invest in datasets and resources that build geographic market intelligence in IL and increase lead generation and enhance prospect activity Engage decision makers utilizing digital push and pull marketing techniques designed to measure and track campaign responses for lead and prospect generation Outpace Greater Phoenix Economic Council (GPEC) and Arizona Commerce Authority (ACA) in national prospect generation Expand the Office of Economic Development service offering to include redevelopment and tourism Actual FY 2011 145 25 $133,182,920 1,115 35 - 87 - Actual FY 2012 171 26 $150,251,267 1,446 30 Projected FY 2013 172 30 $194,004,709 1,695 50 Anticipated FY 2014 200 35 $185,000,000 1,500 50 Table of Contents Economic Development PERSONNEL BY ACTIVITY Economic Development Total Personnel EXPENSES BY ACTIVITY Economic Development Shop Gilbert Total Expenses $ Budget FY 2013 5.00 4.00 6.00 7.00 8.00 5.00 4.00 6.00 7.00 8.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 531,031 $ 389,467 141,564 $ 531,031 $ $ 613,329 $ 1,007,422 (531,023) $ Projected FY 2013 Projected FY 2013 $ 588,020 419,402 - 613,329 $ 1,007,422 $ Budget FY 2013 1,007,422 (613,329) $ (1,007,422) $ - 88 - Budget FY 2014 Budget FY 2014 994,917 2,000 1,312,820 10,000 996,917 $ 1,322,820 Projected FY 2013 Budget FY 2013 382,394 230,935 - 613,329 8 531,031 Total Revenues Total Expenses 1,005,422 2,000 Actual FY 2012 Actual FY 2011 OPERATING RESULTS 606,713 6,616 Actual FY 2012 Actual FY 2011 Personnel Supplies & Contractual Capital Outlay Net Operating Result Actual FY 2012 523,297 7,734 EXPENSES BY CATEGORY Total Expenses Actual FY 2011 Budget FY 2014 588,020 408,897 - 879,861 442,959 - 996,917 $ 1,322,820 Projected FY 2013 996,917 Budget FY 2014 1,322,820 (996,917) $ (1,322,820) Table of Contents Human Resources PURPOSE STATEMENT ♦ 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Implemented classification and compensation program, as defined by the compensation philosophy Implemented foundational components of the talent management strategy including the redevelopment and recommitment mission, vision and values and development of core competencies and functional competencies Launched Track III Four Disciplines of Execution (4Dx) manager certification program Outsourced flexible spending administration Implemented a formalized hearing conservation program Investigated 327 property casualty claims Managed litigation for 25 lawsuits ♦ ♦ BUDGET NOTES Funding includes the addition of a full-time human resource analyst and human resource specialist position. Costs associated with the implementation of the Classification and Compensation study are also included. There are two one-time carry-forward funding requests from FY 2013 for implementation of final Track of Four Disciplines of Execution manager certification program, as well as the purchase of eCourt software for Risk Management. There is one time funding for the development and implementation of the Gilbert Leadership Education and Development Series, a component of the talent management strategy. OBJECTIVES FY 2014 ♦ ♦ Execution (4Dx) manager certification Develop and begin implementation of Gilbert’s Leadership and Education Development Series that aligns with the leadership development component of talent management strategy Develop and implement a safety leadership program that aligns with the leadership development component of talent management strategy Implement claims management system that will enhance reporting capabilities, increase administrative efficiencies and integrate with the town’s records management system Begin implementation of a Human Resources Information System (HRIS) replacement Research and implement a staffing analysis Research and begin the development of a town-wide performance management dashboard Utilize Lean methodologies to streamline the recruitment and selection process and leave management process Outsource COBRA Implement a competency based performance review system that aligns with talent management strategy Launch final track of Four Disciplines of Actual FY 2011 6.60% Actual FY 2012 6.84% Projected FY 2013 8.01% Anticipated FY 2014 9.00% Percentage of successful placements 80% 80% 82% 81% Direct learning expenditure per employee Benefits as a % of total compensation (not including overtime) Experience modification rate Workers’ Compensation premium cost per employee Average value of public entity insurance claims Human Resources staff to employee ratio $20 $283 $375 $375 37% 40% 40% 40% 0.87 0.95 0.94 0.97 $824 $897 $889 $1,351 $2,377 $2,110 $2,300 $2,300 1:69.69 1:69.92 1:64.14 1:59.64 PERFORMANCE MEASURES Turnover rate for regular employees - 89 - Table of Contents Human Resources PERSONNEL BY ACTIVITY HR Administration Learning and Development Risk Management Payroll Total Personnel EXPENSES BY ACTIVITY 9.00 2.00 3.00 3.00 9.00 2.00 3.00 3.00 9.00 3.00 3.00 3.75 10.00 3.00 3.00 2.75 12.00 3.00 3.00 2.75 17.00 17.00 18.75 18.75 20.75 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 977,464 345,888 324,287 325,633 946,776 367,771 293,555 311,002 1,337,669 423,988 403,169 250,976 $ 1,585,323 $ 1,643,677 $ 1,973,272 $ 1,919,104 $ 2,415,802 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,397,504 187,819 - 1,347,098 296,579 - 1,529,640 443,632 - 1,529,640 389,464 - 2,010,470 405,332 - $ 1,585,323 $ 1,643,677 $ 1,973,272 $ 1,919,104 $ 2,415,802 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Personnel Supplies & Contractual Capital Outlay OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Budget FY 2013 877,826 301,089 289,830 174,932 EXPENSES BY CATEGORY Total Expenses Budget FY 2014 Actual FY 2012 851,102 231,504 274,642 228,075 HR Administration Learning and Development Risk Management Payroll Total Expenses Projected FY 2013 Actual FY 2011 160 1,643,677 160 1,585,323 200 1,973,272 12,660 1,919,104 200 2,415,802 $ (1,585,163) $ (1,643,517) $ (1,973,072) $ (1,906,444) $ (2,415,602) COST PER FTE $2,000.00 $1,600.00 $1,200.00 $800.00 $400.00 $0.00 FY 2011 FY 2012 - 90 - FY 2013 FY 2014 Table of Contents Information Technology PURPOSE STATEMENT ♦ Protect the town's information, ensure technology infrastructure is sustainable, invest in strategic technologies that empower town departments to provide exceptional service to the community while keeping staff levels lean, and build adequate infrastructure to prepare for localized disasters that may cause IT service interruptions. OBJECTIVES FY 2014 ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed upgrade of telephone system in Municipal Building 1, Public Safety Building, and South Area Service Center Fire department mobile data computer (MDC) communications from radio network to Verizon network Completed Request for Proposal (RFP), vendor selection, and implementation of disk storage for Municipal Building 1 data center Completed implementation of document imaging for Development Services WIG Completed installation of wireless access points in all fire stations Prepared the town's infrastructure for upgrading the town's personal computers from Windows XP to Windows 7; 200 complete Completed implementation of Lucity work order system for the North Water Treatment Plant Completed automation of budget entry for FY 2014 budget preparation process, and automation for year-end projections Completed business process documentation, technology gap analysis for permitting, business licensing, code compliance, and backflow prevention ♦ ♦ ♦ ♦ Completed data collection of all public storm water assets from As-Built drawings and committed them to geographic information system (GIS) Implement secondary Internet Service Provider (ISP) as part of disaster recovery initiative Implement high availability for phone system as part of disaster recovery initiative Implement virtual server infrastructure at South Area Service Center as part of disaster recovery initiative Upgrade personal computers to Windows 7 Complete selection of software vendor for permitting system replacement in Development Services; begin implementation. Implementation expected to extend well into FY 2015 Complete business process review and software request for proposal for Human Resources records system, and learning management system Implement an agenda management system for Council agenda preparation BUDGET NOTES The focus for the IT department in FY 2014 centers on disaster recovery projects. Personnel cost adjustments include funding for one systems analyst and one infrastructure administrator. Costs associated with the implementation of the Classification and Compensation study are also included. Contractual costs increase as a result of various IT projects being moved from the CIP to the operating budget. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 % of high priority work-orders resolved by Information Technology in 24 hours 90% 70% 68% 80% % of critical work-orders resolved in 2 hours 80% 71% 66% 80% Unplanned down time for phone system 0.10% 0.05% 0.10% 0.10% Unplanned down time for web systems 2% 1% 1.59% 2% 0.10% 0.05% 0.10% 0.10% N/A N/A 99.71% >99.00% N/A N/A 99.71% >99.00% N/A N/A 98.93% 99.00% 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 - 91 - 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 Budget FY 2013 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 2.00 8.00 16.00 7.00 1.00 2.00 9.00 18.00 7.00 0.00 33.00 32.00 34.00 34.00 36.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 220,690 2,018,720 2,533,358 675,100 211,310 222,575 2,180,975 2,734,330 657,480 206,860 361,827 5,245,743 3,132,757 648,043 - $ 4,863,939 $ 5,066,654 $ 5,659,178 $ 6,002,220 $ 9,388,370 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Personnel Supplies & Contractual Capital Outlay 2,721,906 2,142,033 - 2,588,517 2,316,445 161,692 3,123,460 2,535,718 - 3,123,460 2,878,760 - 3,785,461 5,602,909 - $ 4,863,939 $ 5,066,654 $ 5,659,178 $ 6,002,220 $ 9,388,370 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 OPERATING RESULTS Total Revenues Total Expenses 851 4,863,939 Net Operating Result Projected FY 2013 282,845 1,727,863 2,232,872 649,172 173,902 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 276,641 1,432,810 2,292,385 622,982 239,121 Information Technology Admin Communication Services Application Operations GIS Application and Support Imaging Support Total Expenses Actual FY 2011 5,066,654 5,659,178 6,002,220 9,388,370 $ (4,863,088) $ (5,066,654) $ (5,659,178) $ (6,002,220) $ (9,388,370) COST PER FTE $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2011 FY 2012 - 92 - FY 2013 FY 2014 Table of Contents Management and Budget ♦ PURPOSE STATEMENT The Office of Management and Budget (OMB) is responsible for budget, strategic planning and performance accountability management. The department assists in the oversight 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. OMB is responsible for developing, enacting, and implementing the town’s budget. OMB is committed to improving the effectiveness and efficiency of government programs and rules. ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ OBJECTIVES FY 2014 ♦ Received the Distinguished Budget th Presentation Award for the 14 consecutive year from the Government Finance Officers Association (GFOA) Assisted Human Resources with implementation of Classification and Compensation study recommendations through position budgeting and personnel financial projections Implemented system controls at department levels to monitor expenditures Integrated a new collaborative process to combine capital and operating budgets Improved bond ratings on four separate bond issues PERFORMANCE MEASURES Maintain high quality bond rating (Moody’s G.O. Bond Rating) Internal and external satisfaction with the budget process (Score from 0-10) Constructed budget based on foundation of key initiatives in accordance with Council priorities Completed analysis of revenues and expenditures for long-term financial plan Completed initial performance benchmark audit Collaborated with town staff to balance an accurate and prioritized budget Receive the GFOA Distinguished Budget th Presentation Award for the 15 consecutive year Integrate results of long - range infrastructure plan into long - range financial plan Streamline performance measures and local area benchmark data by fiscal year end Improve satisfaction with the budget process for both internal and external customers BUDGET NOTES Personnel budget includes the addition of a budget coordinator position and a reallocation of hours for the administrative assistant position from CIP Administration. Also included are the costs associated with the implementation of the Classification and Compensation study and other related personnel cost increases. Contractual increases include one-time funding of approximately $2,500 for start-up costs for the budget coordinator and ongoing expenditures including cell phone, travel and training. . Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Aa1 Aa1 Aa1 Aa1 N/A* 4.65 7.56 8.00 *New survey instrument, data not available prior to FY 2012. - 93 - Table of Contents Management and Budget PERSONNEL BY ACTIVITY Actual FY 2011 Actual FY 2012 Budget FY 2013 Management and Budget 4.25 4.25 4.25 4.25 6.00 4.25 4.25 4.25 4.25 6.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Total Personnel EXPENSES BY ACTIVITY Management and Budget Total Expenses 293,238 $ Personnel Supplies & Contractual Capital Outlay $ 293,238 $ 293,238 $ $ (293,238) $ 390,786 $ $ 390,786 (390,786) $ 402,560 401,477 653,660 $ Projected FY 2013 390,930 11,630 - Actual FY 2012 - 94 - 402,560 Budget FY 2014 401,477 Budget FY 2013 376,460 14,326 - Actual FY 2011 Total Revenues Total Expenses 390,786 Budget FY 2014 Projected FY 2013 402,560 Actual FY 2012 279,156 14,082 - OPERATING RESULTS Net Operating Result $ Actual FY 2011 EXPENSES BY CATEGORY Total Expenses 293,238 390,786 Projected FY 2013 Budget FY 2014 390,930 10,547 $ Budget FY 2013 402,560 (402,560) $ 401,477 653,660 631,910 21,750 $ Projected FY 2013 401,477 (401,477) $ 653,660 Budget FY 2014 653,660 (653,660) 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 2013 ♦ ♦ ♦ ♦ ♦ Administered fall 2012 election cycle in conformance with federal, state, and local laws 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 No major changes in funding or level of service. Reduction in personnel budget is the result of transferring an administrative assistant responsible for processing contract documents to Finance-Purchasing. Contractual budget decreases in FY 2014 since no election is scheduled. OBJECTIVES FY 2014 ♦ 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, boards and commissions to the Gilbert website within three working days of a meeting Post approved minutes of Council, boards and commissions to the website within two 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 Prepare for fall 2014 election cycle 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 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 75% 64% 65% 65% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% N/A 100% N/A - 95 - Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Actual FY 2011 Actual FY 2012 Budget FY 2013 7.16 7.16 7.49 6.49 6.00 7.16 7.16 7.49 6.49 6.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 1,097,749 Total Expenses $ 1,097,749 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 573,177 $ Actual FY 2011 $ Total Revenues Total Expenses 2,813 1,097,749 Net Operating Result $ (1,094,936) $ 573,177 706,621 $ 691,846 Actual FY 2012 1,145 573,177 (572,032) $ 706,621 $ Budget FY 2013 691,846 2,000 706,621 (704,621) $ $4.00 $2.00 $0.00 FY 2013 - 96 - FY 2014 527,660 Budget FY 2014 488,486 39,174 - $ Projected FY 2013 $6.00 FY 2012 $ 539,590 152,256 - ANNUAL COST PER CAPITA FY 2011 527,660 Projected FY 2013 539,590 167,031 $ Budget FY 2014 691,846 Budget FY 2013 530,399 42,778 - Actual FY 2011 OPERATING RESULTS $ Budget FY 2014 Projected FY 2013 706,621 Actual FY 2012 504,127 593,622 $ 1,097,749 573,177 Projected FY 2013 3,500 691,846 (688,346) $ 527,660 Budget FY 2014 2,000 527,660 (525,660) Table of Contents General Counsel ♦ PURPOSE STATEMENT The mission of town attorney 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Assisted with several complex water matters to increase town water supply Completed Council Code of Ethics Prepared updates to several chapters of the municipal code per request of Council and worked with staff to complete several LDC amendments Completed negotiations and implemented development agreements with Nationwide, Veterans Administration, and American Furniture Warehouse Completed policies regarding social media, media relations, advertising inserts and confidentiality procedures Assisted CIP staff with resolving project problems and processed rights-of-way and well-site acquisitions Completed numerous property acquisitions and a major amendment to the Heritage Marketplace agreement Prepared standard planning division forms Advised staff regarding numerous trustee sales and bankruptcies affecting the town Administered public defender procurement for court Represented the town in several contested personnel hearings Worked with Code Compliance regarding numerous compliance issues PERFORMANCE MEASURES ♦ Addressed water law issues, including White Mountain Apache Tribe lease and general adjudication Prepared numerous legal opinions for Council and staff Conducted Open Meeting Law and conflict of interest training for boards and commissions Assisted purchasing division in implementing changes to procurement code and contracts training Assisted staff to prepare amendment to Personnel Rules, implement Class and Compensation study recommendations, address MOU issues Worked with staff to implement SB1598 (Municipal Regulation) OBJECTIVES FY 2014 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Curtis, Goodwin, Sullivan, Udall & Schwab will work with the town attorney on a successful transition to in-house counsel Complete update to municipal code Assist with training regarding contract and procurement procedures Negotiate cable license agreements with Cox Cable and CenturyLink Work with staff on new system development fees 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 An in-house town attorney was hired. Curtis, Goodwin, Sullivan, Udall & Schwab, P.L.C. will continue to assist the town as special counsel. Actual FY 2011 Actual FY 2012 No Performance Measures - 97 - Projected FY 2013 Anticipated FY 2014 Table of Contents General Counsel Actual FY 2011 Actual FY 2012 Budget FY 2013 General Counsel 0.00 0.00 0.00 3.00 3.00 Total Personnel 0.00 0.00 0.00 3.00 3.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel 524,470 Total Expenses $ 524,470 747,325 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 524,470 $ Total Revenues Total Expenses 524,470 Net Operating Result $ (524,470) $ 747,325 $ 515,000 Actual FY 2012 (747,325) $ $ 857,200 515,000 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2013 - 98 - $ (857,200) $ $5.00 FY 2012 378,406 602,570 - 857,200 (515,000) $ FY 2014 980,976 Budget FY 2014 Projected FY 2013 ANNUAL COST PER CAPITA FY 2011 $ 857,200 - Budget FY 2013 747,325 857,200 980,976 Projected FY 2013 515,000 $ Budget FY 2014 857,200 Budget FY 2013 747,325 - Actual FY 2011 OPERATING RESULTS 515,000 $ Budget FY 2014 Projected FY 2013 515,000 Actual FY 2012 524,470 - Total Expenses 747,325 Projected FY 2013 980,976 Budget FY 2014 980,976 (980,976) Table of Contents Management Services _________________________________ Management Services Summary Accounting Purchasing Tax Compliance Facilities Maintenance Table of Contents Management Services BUSINESS UNIT DESCRIPTION This unit represents the financial and management services functions of the Town, including: Accounting, Purchasing, Tax Compliance, Facilities Maintenance, Fleet Maintenance, and Utility Customer Service. Management Services operations include the maintenance of accurate and complete financial records; the provision of meaningful and timely financial reports and information; payment of all vendors; management of Town-wide purchasing activities; responsibility for local sales tax education and compliance; management of billing and customer service operations for utilities; management of Town-wide facility maintenance and management of Town-wide fleet maintenance. GOALS FY 2014 ♦ ♦ ♦ ♦ ♦ ♦ Provide oversight of financial operations 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 Continue to develop the new purchasing division ORGANIZATIONAL CHART MANAGEMENT SERVICES Accounting Purchasing Tax Compliance Facilities Maintenance Utility Customer Service Fleet - 99 - Table of Contents Management Services PERSONNEL BY DIVISION Administration Accounting Purchasing Tax Compliance Facilities Maintenance Total Personnel EXPENSES BY DIVISION Administration Accounting Purchasing Tax Compliance Facilities Maintenance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2013 Budget FY 2014 Actual FY 2011 Actual FY 2012 Budget FY 2013 1.00 9.00 1.00 3.00 11.00 1.00 9.00 3.00 3.00 11.00 1.00 9.00 3.00 4.00 11.00 1.00 9.00 4.00 4.00 11.00 1.00 9.00 5.00 4.00 11.00 25.00 27.00 28.00 29.00 30.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 100,758 719,788 75,206 213,235 2,561,227 152,511 749,114 104,467 312,727 2,438,469 154,765 782,560 256,185 409,980 2,592,795 169,495 778,702 256,719 409,854 2,647,009 185,384 899,916 389,874 419,154 2,663,776 $ 3,670,214 $ 3,757,288 $ 4,196,285 $ 4,261,779 $ 4,558,104 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,576,814 2,093,400 - 1,829,437 1,927,851 - 2,134,980 2,061,305 - 2,134,980 2,126,799 - 2,542,453 2,015,651 - $ 3,670,214 $ 3,757,288 $ 4,196,285 $ 4,261,779 $ 4,558,104 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,112,083 3,670,214 1,114,680 3,757,288 1,128,000 4,196,285 864,825 4,261,779 728,000 4,558,104 $ (2,558,131) $ (2,642,608) $ (3,068,285) $ (3,396,954) $ (3,830,104) - 100 - Table of Contents Accounting PURPOSE STATEMENT OBJECTIVES FY 2014 The Accounting Division ensures accurate financial reporting on the results of operations and processes financial transactions in a timely manner. The Accounting Division’s responsibilities include the general ledger, accounts payable, accounts receivable, special assessments, fixed assets, cash and debt management, and grant accounting. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received Certificate of Achievement for Excellence in Financial Reporting for the 22nd consecutive year from the Government Finance Officers Association (GFOA) Received an unqualified opinion on the Comprehensive Annual Financial Report (CAFR) with no weaknesses noted Met all required processing and reporting deadlines for responsible areas Continued the process of scanning accounts payable documents into OnBase resulting in approximately 92% of departments now operating more efficiently without paper processing Assisted in the adoption of various Policy Statements of Responsible Financial Management including Post-Issuance Compliance for Tax-Exempt Governmental Bonds Developed a Debt Management Policy that will be included within the Policy Statements of Responsible Financial Management adopted by Council ♦ ♦ ♦ Prepare the CAFR in conformance with Generally Accepted Accounting Principles and GFOA financial reporting excellence criteria Maintain a system of internal controls with no material weaknesses Meet all processing and reporting deadlines for responsible areas Complete the accounts payable paperless process with all remaining departments Scan all journal entries, accounts receivable and supporting documents into OnBase to continue the process of going paperless Implement a fuel card program for all Police Motor Officers Create an Accounts Payable Manual Update the Town's Travel Policy BUDGET NOTES There are no changes to the FTE count for FY 2014. Increases in the budget are attributed to implementation of the Classification and Compensation study. Other minor increases for additional audit requirements were also included. Additional audit requirements are related to the implementation of the Governmental Accounting Standards Board Statement 65. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 # 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 - 101 - Table of Contents Accounting PERSONNEL BY ACTIVITY Accounting Total Personnel EXPENSES BY ACTIVITY $ Personnel Supplies & Contractual Capital Outlay 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 719,788 749,114 $ $ 719,788 $ 10,953 719,788 $ $ (708,835) $ 749,114 $ 12,646 749,114 (736,468) $ 782,560 Budget FY 2014 778,702 $ 778,702 899,916 $ Projected FY 2013 $ Budget FY 2013 8,000 782,560 (774,560) $ 778,702 899,916 Budget FY 2014 642,160 136,542 - 642,160 140,400 - Actual FY 2012 - 102 - 782,560 Budget FY 2014 Projected FY 2013 Budget FY 2013 621,558 127,556 - Actual FY 2011 Total Revenues Total Expenses 749,114 Projected FY 2013 782,560 Actual FY 2012 578,287 141,501 - OPERATING RESULTS Net Operating Result Budget FY 2013 Actual FY 2011 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 719,788 Accounting Total Expenses Actual FY 2011 756,631 143,285 $ Projected FY 2013 37,825 778,702 (740,877) $ 899,916 Budget FY 2014 8,000 899,916 (891,916) Table of Contents Purchasing PURPOSE STATEMENT OBJECTIVES FY 2014 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 2013 ♦ ♦ ♦ ♦ ♦ Created, recruited for, and hired a Public Works contract specialist The current Purchasing Code was reviewed and revisions were implemented Formal training of the Eden Contract Module was completed for all administrative staff, as part of the Purchasing Division WIG The position of Administrative Assistant was transferred from the Town Clerk’s Office to the Purchasing Division Contract-related functions formerly performed by the Town Clerk’s office were transferred to the Purchasing Division ♦ ♦ ♦ Recruit for the new Contract Specialist position that is included in the FY 2014 budget Complete review of Purchasing Manual and implement revisions as identified 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 divisions who are tasked with the primary purchasing function Establish a small business program and vendor outreach program as a means to enhance participation by local businesses Solicit and establish a contract for Job Order Contracting (JOC) repair and construction services that can be utilized primarily by Facilities and Parks and Recreation staff but also by all town departments BUDGET NOTES The FY 2014 budget includes the addition of one Contract Specialist. Other increases for the implementation of the Classification and Compensation study were also included. PERFORMANCE MEASURES Internal satisfaction rating of purchasing process on scale of 1 to 10* Percentage of town departments trained through formal purchasing training program** Number of audit findings related to purchasing in annual financial audit Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 N/A N/A N/A 8 N/A N/A N/A 100% 2 1 0 0 *New survey created in FY 2014; data will be available in future years **Training to be developed and implemented in FY14 - 103 - Table of Contents Purchasing PERSONNEL BY ACTIVITY Purchasing Total Personnel EXPENSES BY ACTIVITY Purchasing Total Expenses $ Budget FY 2013 1.00 3.00 3.00 4.00 5.00 1.00 3.00 3.00 4.00 5.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 75,206 104,467 $ Actual FY 2011 Personnel Supplies & Contractual Capital Outlay $ 75,206 $ 8,154 75,206 $ $ (67,052) $ 104,467 $ 55,951 104,467 (48,516) $ 256,185 Budget FY 2014 256,719 $ 256,719 389,874 $ Projected FY 2013 252,420 3,765 - Actual FY 2012 - 104 - 256,185 Budget FY 2014 Projected FY 2013 Budget FY 2013 97,816 6,651 - Actual FY 2011 Total Revenues Total Expenses 104,467 Projected FY 2013 256,185 Actual FY 2012 73,847 1,359 - OPERATING RESULTS Net Operating Result Actual FY 2012 75,206 EXPENSES BY CATEGORY Total Expenses Actual FY 2011 Budget FY 2014 252,420 4,299 $ Budget FY 2013 256,185 (256,185) $ 256,719 389,874 385,314 4,560 $ Projected FY 2013 85,000 256,719 (171,719) $ 389,874 Budget FY 2014 389,874 (389,874) Table of Contents Tax Compliance PURPOSE STATEMENT OBJECTIVES FY 2014 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 2013 ♦ ♦ ♦ ♦ ♦ Continue to simplify the local tax compliance process and enhance taxpayer education Achieve reviewed taxpayer compliance rate of 90% Simplify customer input/feedback mechanisms Continue to enhance Town's Tax Compliance website BUDGET NOTES Achieved 91% compliance rate from reviewed taxpayers Increased residential rental tax compliance rate more than 150% over FY 2012 Designed new, specific tax compliance education program Developed electronic tax revenue tracking system Served on Governor's TPT Simplification Task Force, representing Gilbert and 72 other cities PERFORMANCE MEASURES % of reviewed taxpayers brought into compliance % of customer satisfaction Personnel costs increase as a result of the implementation of the Classification and Compensation study. Additional ongoing expenses for software support and maintenance were also funded. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 80% 86% 91% 90% * * 85% 87% * New Measure; data not available - 105 - Table of Contents Tax Compliance Actual FY 2011 Actual FY 2012 Budget FY 2013 Tax Compliance 3.00 3.00 4.00 4.00 4.00 Total Personnel 3.00 3.00 4.00 4.00 4.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Tax Compliance Total Expenses 213,235 $ Personnel Supplies & Contractual Capital Outlay $ 213,235 $ 658,989 312,727 496,175 - 106 - $ $ 409,980 $ 409,854 395,074 24,080 $ 90,146 419,154 Budget FY 2014 500,000 409,854 $ 419,154 Budget FY 2014 Projected FY 2013 900,000 409,980 490,020 $ 330,580 79,274 - Budget FY 2013 $ 409,854 419,154 Projected FY 2013 330,580 79,400 - 808,902 312,727 $ 409,980 Budget FY 2014 409,854 Budget FY 2013 Actual FY 2012 872,224 213,235 $ $ 246,389 66,338 - Actual FY 2011 Total Revenues Total Expenses 312,727 Budget FY 2014 Projected FY 2013 409,980 Actual FY 2012 149,237 63,998 - OPERATING RESULTS Net Operating Result $ Actual FY 2011 EXPENSES BY CATEGORY Total Expenses 213,235 312,727 Projected FY 2013 500,000 419,154 $ 80,846 Table of Contents Facilities Maintenance PURPOSE STATEMENT OBJECTIVES FY 2014 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 2013 ♦ ♦ ♦ ♦ Coordinated with the Fire Department and Parks and Recreation Department on their facilities, and installed systems and equipment Replaced all 32 watt fluorescent light bulbs with 25 watt bulbs as our first WIG, saving the Town over $15,000 a year Slurry seal the Public Safety and the Annex parking lots Ensure appropriate and sufficient types and amounts of equipment, furnishings, and supplies are available to support the Facilities Maintenance section so we can cost effectively support our customers without costly or timely delays 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 BUDGET NOTES There are no changes in the FTE count for FY 2014. The overall budget increased by 2.7%. Personnel costs increase as a result of the implementation of the Classification and Compensation study. PERFORMANCE MEASURES Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Number of emergency call outs 35 38 42 38 1.91 hours 2.00 hours 2.00 hours 2.00 hours $11.09 $7.01 $7.47 $7.35 $3.75 $4.22 $5.03 $4.76 $2.73 $2.86 $3.45 $2.70 $4.37 $4.22 $4.53 $4.37 $2.11 $2.35 $2.27 $2.04 $2.42 $2.44 $2.64 $3.10 Average time spent per emergency Cost per square foot – Municipal Center (51,500 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) - 107 - Table of Contents Facilities Maintenance PERSONNEL BY ACTIVITY Facilities Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center South Area Service Center Heritage Annex Radio Maintenance Facility Total Personnel EXPENSES BY ACTIVITY Facilities Maintenance Municipal Center Public Works Facility Municipal Office II Public Safety Center South Area Service Center Heritage Annex Traffic Center/Radio Facility Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2011 Actual FY 2012 Budget FY 2013 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 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 721,186 566,187 123,806 140,564 778,407 181,794 30,924 18,359 758,421 357,794 150,135 147,109 751,687 202,481 52,360 18,482 813,770 415,750 147,400 145,830 824,955 181,630 40,580 22,880 863,313 381,215 165,900 177,814 806,279 195,560 36,886 20,042 980,465 375,000 156,916 139,060 777,685 175,480 35,660 23,510 $ 2,561,227 $ 2,438,469 $ 2,592,795 $ 2,647,009 $ 2,663,776 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 678,729 1,882,498 - 716,145 1,722,324 - 758,120 1,834,675 - 758,120 1,888,889 - 823,115 1,840,661 - $ 2,561,227 $ 2,438,469 $ 2,592,795 $ 2,647,009 $ 2,663,776 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 220,752 2,561,227 Net Operating Result Projected FY 2013 237,181 2,438,469 220,000 2,592,795 242,000 2,647,009 220,000 2,663,776 $ (2,340,475) $ (2,201,288) $ (2,372,795) $ (2,405,009) $ (2,443,776) COST PER SQUARE FOOT OF FACILITIES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2011 FY 2012 FY 2013 - 108 - FY 2014 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 or external customers. The Prosecutor’s Office handles misdemeanor cases, protecting the rights of the victims, the accused, and the citizens of Gilbert. The Municipal Court provides resolution to cases as mandated under the Arizona and United States constitutions. GOALS FY 2014 ♦ 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 Prosecutor Municipal Court - 109 - Table of Contents Legal and Court Actual FY 2012 Budget FY 2013 Prosecutor Municipal Court 19.00 31.42 19.00 30.92 18.00 30.92 18.00 29.92 19.00 30.92 Total Personnel 50.42 49.92 48.92 47.92 49.92 Actual FY 2011 Actual FY 2012 Budget FY 2013 EXPENSES BY DIVISION Prosecutor Municipal Court Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2013 Budget FY 2014 Actual FY 2011 PERSONNEL BY DIVISION Projected FY 2013 Budget FY 2014 1,491,729 2,672,643 1,617,595 2,668,040 1,602,000 2,696,935 1,586,805 2,623,399 1,776,485 3,153,771 $ 4,164,372 $ 4,285,635 $ 4,298,935 $ 4,210,204 $ 4,930,256 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 3,588,415 575,957 - 3,742,046 543,589 - 3,755,280 543,655 - 3,755,280 454,924 - 4,412,056 518,200 - $ 4,164,372 $ 4,285,635 $ 4,298,935 $ 4,210,204 $ 4,930,256 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 140,142 4,164,372 230,140 4,285,635 136,750 4,298,935 211,400 4,210,204 177,500 4,930,256 $ (4,024,230) $ (4,055,495) $ (4,162,185) $ (3,998,804) $ (4,752,756) - 110 - Table of Contents Prosecutor PURPOSE STATEMENT OBJECTIVES FY 2014 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ Eliminated backlog of cases submitted for long form review and met goal of reviewing all cases submitted to the office within 30 days of receipt. By doing so, our departmental WIG (Wildly Important Goal) was met Continued to use the case management system to pursue criminal cases in an efficient and timely manner, allowing staff to focus attention on other responsibilities needing attention such as the elimination of backlogged cases that were awaiting review Continued using volunteers in office for victim advocacy and file destruction Utilized a legal intern from Phoenix School of Law to assist with attorney duties including drafting motion responses Hired a former legal intern as an Assistant Prosecutor ♦ ♦ Develop an external portal so that defense attorneys can view their cases and obtain electronic discovery materials directly from our case management system Meet file destruction criteria established by the state's records retention laws 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 The FY 2014 budget includes the addition of a victim advocate and increases associated with the implementation of the Classification and Compensation study. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Percentage of cases charged after review 64% 72% 72% 70% Number of criminal cases tracked 5,370 4,975 5,300 5,400 % of domestic violence offenders referred to counseling programs 100% 100% 100% 100% Volunteer hours served 369.25 578.00 870.00 640.00 PERFORMANCE MEASURES - 111 - 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 2011 Actual FY 2012 Budget FY 2013 19.00 19.00 18.00 18.00 19.00 19.00 19.00 18.00 18.00 19.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 1,491,729 1,617,595 1,602,000 1,586,805 1,776,485 $ 1,491,729 $ 1,617,595 $ 1,602,000 $ 1,586,805 $ 1,776,485 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,404,451 87,278 - 1,512,116 105,479 - 1,503,480 98,520 - 1,503,480 83,325 - 1,701,715 74,770 - $ 1,491,729 $ 1,617,595 $ 1,602,000 $ 1,586,805 $ 1,776,485 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 6,424 1,491,729 Net Operating Result Projected FY 2013 7,717 1,617,595 4,500 1,602,000 8,000 1,586,805 4,500 1,776,485 $ (1,485,305) $ (1,609,878) $ (1,597,500) $ (1,578,805) $ (1,771,985) COST PER CASE $375.00 $300.00 $225.00 $150.00 $75.00 $0.00 FY 2011 FY 2012 FY 2013 - 112 - FY 2014 Table of Contents Municipal Court ♦ PURPOSE STATEMENT The purpose of the Gilbert Municipal Court is to provide a just resolution to cases filed in the court by local law enforcement agencies and citizens in a timely fashion as mandated under the Arizona and United States constitutions, the laws of the state of Arizona and local ordinances. ♦ Developed and implemented judicial case processing statistical reports to assist presiding judge in assessment of judicial officer efficiency Hosted three regional court education conferences providing relevant court and public safety related training to court employees within the metropolitan area OBJECTIVES FY 2014 ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ Vertical Case Assignment - Majority of cases remain with initial judge assignment; increasing accountability, reducing processing time and reducing inconsistencies Designed and installed case docket displays in court lobby to assist patrons in determining which courtroom their hearings will occur. This project was completed in-house eliminating the programming costs associated with outside vendors Reported all backlogged criminal dispositions to the Department of Public Safety. 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 Joined the Maricopa County Regional Homeless Court; improving case processing by consolidating cases with other jurisdictions to resolve multiple cases with limited travel on the defendant's part PERFORMANCE MEASURES 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 Maintain case disposition rate of 1.0 or greater Maintain lower cost per case disposed rate than benchmarked courts Maintain higher revenue per case disposed rate than benchmarked courts ♦ ♦ ♦ Implement an integrated electronic document management system to further enhance case processing by limiting the need to review the physical case file and the handling of physical documents Implement a digital signature capturing and integration into court documents to improve case processing efficiency and accuracy Implement an integrated workflow process for information exchange between the court, prosecutor and police Assist Information Technology, Police, and Prosecutor with design and implementation of electronic citations BUDGET NOTES The FY 2014 budget increased by approximately 17% due to the addition of new lead senior courts service clerk position and the implementation of the Classification and Compensation study. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 17.00% 15.00% 11.00% 10.00% 25.84% -34.77% 11.42% -8.33% 1.18 1.08 1.00 1.00 $107.21 $106.30 $107.00 $108.00 $261.95 $254.36 $260.00 $265.00 - 113 - Table of Contents Municipal Court Actual FY 2011 Actual FY 2012 Budget FY 2013 Municipal Court 31.42 30.92 30.92 29.92 30.92 Total Personnel 31.42 30.92 30.92 29.92 30.92 Actual FY 2011 Actual FY 2012 Budget FY 2013 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 2013 Budget FY 2014 Budget FY 2014 2,672,643 2,668,040 2,696,935 2,623,399 3,153,771 $ 2,672,643 $ 2,668,040 $ 2,696,935 $ 2,623,399 $ 3,153,771 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 2,183,964 488,679 - 2,229,930 438,110 - 2,251,800 445,135 - 2,251,800 371,599 - 2,710,341 443,430 - $ 2,672,643 $ 2,668,040 $ 2,696,935 $ 2,623,399 $ 3,153,771 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 133,718 2,672,643 Net Operating Result Projected FY 2013 222,423 2,668,040 132,250 2,696,935 203,400 2,623,399 173,000 3,153,771 $ (2,538,925) $ (2,445,617) $ (2,564,685) $ (2,419,999) $ (2,980,771) COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2011 FY 2012 FY 2013 - 114 - FY 2014 Table of Contents Development Services _________________________________ Development Services Summary Permits and Licensing Plan Review and Inspection Planning Services Engineering Services Table of Contents Development Services BUSINESS UNIT DESCRIPTION The Development Services Department is committed to developing and sustaining a community of excellence through exceptional customer service. The divisions in the Development Services Department guide land development to maintain community aesthetics as well as protect the health, safety and welfare of citizens. The individual divisions are: Administration, Permits and Licensing, Engineering Services, Plan Review and Inspection, and Planning Services. Permits and Licensing processes permit applications and licenses. Engineering Services oversees traffic operations, traffic engineering and manages the Capital Improvement Program. Planning guides development through the General Plan and Town Ordinances. Plan Review and Inspection ensures compliance with codes and guidelines during review of construction documents. They also ensure 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 2014 ♦ 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 ♦ Select new software system for land development, business licensing, code compliance, and backflow testing ORGANIZATIONAL CHART DEVELOPMENT SERVICES Administration Plan Review and Inspection Engineering Services Building Capital Projects Fire Traffic Engineering Engineering Traffic Operations Planning Development Code Backflow - 115 - Permits and Licensing Planning Services Table of Contents Development Services PERSONNEL BY DIVISION Administration Permits and Licensing Plan Review and Inspection Planning Services Engineering Services Total Personnel EXPENSES BY DIVISION Administration Permits and Licensing Plan Review and Inspection Planning Services 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 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 8.00 0.00 38.75 10.00 5.00 9.00 0.00 38.75 10.00 5.00 9.00 0.00 39.75 10.00 5.00 4.00 0.00 40.80 11.00 5.60 2.00 2.00 40.80 11.00 5.60 61.75 62.75 63.75 61.40 61.40 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 626,030 3,410,350 1,111,376 362,253 773,713 3,599,971 1,079,506 498,609 824,550 3,619,017 1,103,755 550,215 898,093 3,662,693 1,054,595 504,585 286,152 187,217 3,543,370 1,101,709 670,159 $ 5,510,009 $ 5,951,799 $ 6,097,537 $ 6,119,966 $ 5,788,607 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 5,057,613 452,396 - 5,303,113 633,889 14,797 5,408,350 661,077 28,110 5,408,350 694,169 17,447 5,413,507 375,100 - $ 5,510,009 $ 5,951,799 $ 6,097,537 $ 6,119,966 $ 5,788,607 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 5,352,757 5,951,799 3,182,680 5,510,009 $ (2,327,329) $ 4,186,300 6,097,537 (599,042) $ (1,911,237) $ - 116 - 6,358,200 6,119,966 238,234 5,173,200 5,788,607 $ (615,407) Table of Contents Permits and Licensing PURPOSE STATEMENT OBJECTIVES FY 2014 ♦ The mission of the permits and licensing division is to provide accurate and timely service for business license and permitting functions with quality service. ♦ Expand credit card payment options for permit customers to online availability Continue cross training staff to allow for increased efficiency within the division ACCOMPLISHMENTS FY 2013 BUDGET NOTES ♦ As a result of a re-organization that took effect in FY 2013, a new cost center was formed for the business activities associated with the front counter services. ♦ ♦ Implemented credit card payment options for permit customers Implemented a new cashiering system to allow for customers to pay for several services with one customer service professional Cross trained staff to allow for increased customer service for a variety of town services at one counter Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Percentage of business license applications processed same day as received 90% 90% 80% 90% Percentage of business licenses issued within seven working days 80% 80% 80% 80% Customer satisfaction rating 95% 98% 98% 100% Percentage of counter customers served within five minutes of arrival 90% 90% 80% 90% PERFORMANCE MEASURES - 117 - Table of Contents Permits and Licensing PERSONNEL BY ACTIVITY Permits and Licensing Total Personnel EXPENSES BY ACTIVITY Permits and Licensing Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ Actual FY 2011 Actual FY 2012 Budget FY 2013 0.00 0.00 0.00 0.00 2.00 0.00 0.00 0.00 0.00 2.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 - - - - $ - $ - Actual FY 2011 Actual FY 2012 Budget FY 2013 - - - - $ - $ - Actual FY 2011 Actual FY 2012 Budget FY 2013 - - - - $ - - 118 - $ - Projected FY 2013 Budget FY 2014 Projected FY 2013 Budget FY 2014 $ - 187,217 $ Projected FY 2013 Budget FY 2014 $ - 127,278 59,939 $ Projected FY 2013 - 187,217 Budget FY 2014 $ 187,217 324,500 187,217 $ 137,283 Table of Contents Plan Review and Inspection PURPOSE STATEMENT OBJECTIVES FY 2014 The Plan Review and Inspection division ensures the safe and aesthetically desired environment within Gilbert by providing plan review and inspection services in the administration of Gilbert’s adopted codes, ordinance, standards, regulations and guidelines relating to construction, backflow prevention, signage, zoning and other Gilbert requirements. ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Project plan review times were reduced for tenant improvement projects Processed 6,456 applications Processed 280 commercial permits valuing $102,447,825 of which 67 were large commercial projects Processed 2,023 single family permits, 54 were custom homes Processed 220 standard homes Inspections performed by all work groups were completed within established timelines Processed and reviewed 100% of business license requests within established guidelines Responded to 99% of all complaints within two days of receipt Resolved 99% of code compliance cases without the need for legal action via citation or long form complaint PERFORMANCE MEASURES Percentage of P.E.R.T. (Partners Experiencing Results Together) reviews that met the agreed upon schedule st Avg. # of working days to complete 1 review of large commercial projects – goal is 13 % of building safety inspection requests completed within scheduled times % of complaints responded to within two working days % of fire inspections requests completed within 48 hours % of business registration reviews completed within established guidelines % of cases resolved without issuance of citation or filing of long form complaints st Avg. # of working days to complete 1 review of custom and standard homes – goal is 12 ♦ ♦ Adhere to the published plan review goal timelines Refine and market electronic plan review process Implement expedited plan review process Implement new annual facilities permit Implement the use of tablet computers in the field for engineering inspectors Complete all requested inspections within established guidelines Respond to 98% of code compliance complaints within two days of receipt Review all business license requests within applicable established guidelines Resolve 98% of total code compliance cases without having to issue citations or file long form complaints BUDGET NOTES The FY 2014 budget increases are in part associated with the re-organization of the department. In addition, a limited term employee was approved to assist with oversight of certain projects. Other increases in personnel costs are the result of the Classification and Compensation study. Investments in technology were also included to allow field staff to be more efficient when out of the office. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 100% 100% 100% 100% 11.75 9.70 8.00 13.00 100% 100% 100% 100% 99.00% 98.47% 98.50% 98.00% 100% 100% 100% 100% 100% 100% 100% 100% 98.80% 98.90% 98.00% 97.00% 15.5 16.0 16.0 12.0 - 119 - Table of Contents Plan Review and Inspection Actual FY 2011 Actual FY 2012 Budget FY 2013 Administration Building Fire Engineering Planning Code 0.00 13.05 2.90 11.25 3.70 7.85 0.00 13.05 2.90 11.25 3.70 7.85 0.00 14.05 2.90 11.25 3.70 7.85 2.00 16.55 2.45 8.95 3.05 7.80 2.00 16.55 2.45 8.95 3.05 7.80 Total Personnel 38.75 38.75 39.75 40.80 40.80 Actual FY 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Budget FY 2014 1,456,061 260,982 1,005,997 320,840 575,137 8,879 1,440,914 263,786 1,054,394 321,092 573,628 223,652 1,417,273 215,830 849,930 263,532 573,153 $ 3,410,350 $ 3,599,971 $ 3,619,017 $ 3,662,693 $ 3,543,370 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 3,243,862 166,488 - 3,219,983 379,988 - 3,335,690 255,217 28,110 3,335,690 309,556 17,447 3,395,373 147,997 - $ 3,410,350 $ 3,599,971 $ 3,619,017 $ 3,662,693 $ 3,543,370 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Personnel Supplies & Contractual Capital Outlay OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2013 1,305,619 258,761 1,130,707 322,829 582,055 EXPENSES BY CATEGORY Total Expenses Budget FY 2014 1,170,420 242,730 1,133,304 307,778 556,118 Administration Building Fire Engineering Planning Code Total Expenses Projected FY 2013 2,583,438 3,410,350 $ (826,912) $ 4,556,353 3,599,971 956,382 - 120 - 3,491,700 3,619,017 $ 5,545,000 3,662,693 (127,317) $ 1,882,307 4,443,200 3,543,370 $ 899,830 Table of Contents Planning Services ♦ PURPOSE STATEMENT The mission of the Planning Services Division is to enhance the quality of life for our community by guiding development with proficiency and commitment. ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed Development Services Department's Wildly Important Goal (WIG) Completed yearly update of the General Plan Completed rezoning for 13 sites that were annexed Substantial progress made toward the completion of the Pedestrian Safety and Comfort project Implemented paperless process for Design Review Board and Planning Commission High customer satisfaction survey results Continued use of electronic review software (Bluebeam) for project reviews Implemented new quality control process with database "dashboard" to meet new state law requirements for project review timelines Completed staffing for planning staff at the new “one stop shop” in Development Services Facilitated large development projects including The Bridges, Veterans Clinic, Heritage Marketplace, Double Tree expansion, Earnhardt-Dodge Santan Motorplex, American Furniture Warehouse, and the Ironwood Cancer Research Center Completed Land Development Code (LDC) text amendments for: Heritage Village Center Drive-throughs, park definition, appeals timeframes, schools definitions, procedures for appeals, LDC Graphics, and additional lot coverage for open air structures Completed regular updates to the Planning Division home website OBJECTIVES FY 2014 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Complete a Wildly Important Goal (WIG) for the Planning Division Complete annual General Plan update Complete rezoning of annexed properties Complete Pedestrian Safety and Comfort project Continue to receive high customer satisfaction survey results Amend Gateway Area right-of-way standards and streetscape design guidelines 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 Initiate and complete the implementation of an entertainment district for the redevelopment area BUDGET NOTES Personnel costs increase slightly as a result of the implementation of the Classification and Compensation study. No other significant changes were made to the FY 2014 budget. 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 Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 1% 1% 1% 1% 100% 100% 100% 100% 100% 100% 100% 100% 98% 98% 98% 98% 98% 98% 98% 98% - 121 - Table of Contents Planning Services PERSONNEL BY ACTIVITY Planning Services Total Personnel EXPENSES BY ACTIVITY Planning Services Total Expenses Budget FY 2013 10.00 10.00 10.00 11.00 11.00 10.00 10.00 10.00 11.00 11.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Projected FY 2013 Budget FY 2014 1,079,506 1,103,755 1,054,595 1,101,709 $ 1,111,376 $ 1,079,506 $ 1,103,755 $ 1,054,595 $ 1,101,709 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Personnel Supplies & Contractual Capital Outlay 909,881 201,495 - 946,460 133,046 - 937,240 166,515 - 937,240 117,355 - 1,066,040 35,669 - $ 1,111,376 $ 1,079,506 $ 1,103,755 $ 1,054,595 $ 1,101,709 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2012 1,111,376 EXPENSES BY CATEGORY Total Expenses Actual FY 2011 321,895 1,111,376 $ (789,481) $ 462,126 1,079,506 (617,380) $ - 122 - 402,600 1,103,755 (701,155) $ 470,200 1,054,595 (584,395) $ 405,500 1,101,709 (696,209) Table of Contents Engineering Services PURPOSE STATEMENT OBJECTIVES FY 2014 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed engineering review of the following residential and commercial projects: 60 preapplication cases, 20 rezoning cases, 38 design reviews, 9 preliminary plats, and 25 final plat reports Hired an assistant town traffic engineer Retimed 50 traffic signals around San Tan Village mall in south Gilbert Developed an annual crash report for top crash intersections Started the integrated transportation master plan Upgraded video server and video equipment for Traffic Operations Center Continued on-time review plans/traffic studies for new development and CIP projects ♦ ♦ ♦ Complete a major update to the Town's Engineering and Construction Standards Manual Complete engineering review of private subdivision residential and commercial developments Complete the Integrated Transportation Master Plan Upgrade and install a new traffic signal central system for the Traffic Operations Center Develop a Traffic Engineering Procedures and Policies document to guide traffic engineering decisions Retime traffic signals in northeast section of Gilbert Develop a neighborhood traffic management plan BUDGET NOTES Personnel costs increase as a result of the implementation of the Classification and Compensation study. Supplies and contractual Increases in the FY 2014 budget are associated with various programs designed around traffic management. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Percentage of citizen contacts responded to within 24 hours * 90% 95% 95% Percentage of engineering review comments returned on schedule 60% 90% 95% 95% 36% 36% 45% 45% 21% 34% 50% 60% 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 - 123 - Table of Contents Engineering Services Actual FY 2011 Actual FY 2012 Budget FY 2013 Administration Development Traffic 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 3.00 1.60 1.00 3.00 1.60 1.00 3.00 Total Personnel 5.00 5.00 5.00 5.60 5.60 Actual FY 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Development Traffic Total Expenses 92,722 58,522 211,009 $ Personnel Supplies & Contractual Capital Outlay $ 362,253 $ 362,253 $ $ (362,253) $ 498,609 $ $ 10,000 498,609 (488,609) $ 550,215 504,585 278,932 165,809 225,418 $ Projected FY 2013 442,780 107,435 - Actual FY 2012 - 124 - 550,215 Budget FY 2014 110,570 111,805 282,210 Budget FY 2013 429,622 68,987 - Actual FY 2011 Total Revenues Total Expenses 498,609 Budget FY 2014 Projected FY 2013 138,380 120,145 291,690 Actual FY 2012 312,520 49,733 - OPERATING RESULTS Net Operating Result $ Actual FY 2011 EXPENSES BY CATEGORY Total Expenses 362,253 135,936 122,296 240,377 Projected FY 2013 Budget FY 2014 442,780 61,805 $ Budget FY 2013 550,215 (550,215) $ 504,585 670,159 563,455 106,704 $ Projected FY 2013 504,585 (504,585) $ 670,159 Budget FY 2014 670,159 (670,159) 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 2014 ♦ 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 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 Communication Property Alarm Management Training Coordination Planning and Research Crime Prevention - 125 - Table of Contents Police Department PERSONNEL BY DIVISION Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Administration Professional Standards Patrol Services Support Services Counseling Services Investigations SWAT Contracted Services Total Sworn Total Civilian 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 4.50 8.00 203.50 71.50 9.50 45.00 0.00 0.00 226.00 116.00 4.50 8.00 206.50 71.50 9.50 45.00 0.00 0.00 227.00 118.00 342.00 342.00 342.00 342.00 345.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 766,876 715,201 19,567,294 4,458,685 658,172 4,623,173 133,927 2,203,663 804,999 757,831 20,835,810 4,555,942 763,678 5,073,698 140,808 1,527,444 638,880 773,575 20,703,402 5,543,679 714,205 5,752,330 195,525 1,898,325 635,958 761,447 20,845,170 5,535,526 722,284 5,689,827 195,315 1,563,966 971,263 822,675 23,604,674 6,343,626 938,234 6,539,447 153,539 1,798,325 $ 33,126,991 $ 34,460,210 $ 36,219,921 $ 35,949,493 $ 41,171,783 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 27,844,749 5,282,242 - 29,558,171 4,864,539 37,500 30,547,045 5,374,876 298,000 30,547,045 5,104,448 298,000 35,488,778 5,465,505 217,500 $ 33,126,991 $ 34,460,210 $ 36,219,921 $ 35,949,493 $ 41,171,783 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 3,966,179 33,126,991 4,442,847 34,460,210 3,805,500 36,219,921 3,524,620 35,949,493 3,389,000 41,171,783 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 $(29,160,812) $(30,017,363) $(32,414,421) $(32,424,873) $(37,782,783) - 126 - 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. ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ Organized and maintained participation in fundraising events such as the 5k walk/run, to benefit the Special Olympics Organized and participated in events providing document shredding, VIN etching (more than 80 vehicles), and drug take back opportunities for Gilbert citizens Implemented a web-based information distribution network to Gilbert block watch captains and crime free multi housing participants OBJECTIVES FY 2014 Property and evidence inspections were carried out to examine and verify accounts and records Quarterly property room inspection of accounts and records of all monies, drugs, and firearms were conducted to verify their correctness. Quarterly inspections reported 100% compliance Monthly claims audits were performed to ensure that collisions, property damage, property losses and police actions that give rise to a claim have been properly reported and documented Provided more than 60 police department tours for citizens and children Completed more than 200 child ID kits that include CD of child, digital fingerprints, photographs, videos and audio file of child as well as a laminated ID card In partnership with the Gilbert Fire Department and Gilbert Public Schools, provided Christmas through “Blue Line of Love” police toy drive to more than 145 Gilbert families in need ♦ ♦ ♦ ♦ ♦ Maintain all allotted officer and civilian positions approved by Town Council by June 30, 2014 Complete 40% of total internal investigations within 30 days Complete and route 60% 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 The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. Supplies and contractual is significantly reduced. The net budget increase is approximately 6%. PERFORMANCE MEASURES Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 % of total investigations completed within 30 days 40.20% 40.00% 40.00% 40.00% % of total internal investigations completed and routed within 60 days (including those completed within 30 days) 60.80% 66.67% 60.00% 60.00% Actual number of officers and civilians hired including over-hires 16 21 8 8 95% 96% 95% 95% % of authorized positions filled - 127 - Table of Contents Professional Standards PERSONNEL BY ACTIVITY Internal Affairs Hiring/Accreditation Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY Internal Affairs Hiring/Accreditation $ Budget FY 2013 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 2011 Actual FY 2012 Budget FY 2013 715,201 467,531 290,300 $ 757,831 Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 715,201 $ 773,575 (714,601) $ $ (757,413) $ 761,447 $ 761,447 773,575 $1,500.00 $1,000.00 $500.00 $0.00 - 128 - $ (761,447) $ $2,000.00 FY 2013 768,670 54,005 - 761,447 (773,575) $ FY 2014 822,675 Budget FY 2014 Projected FY 2013 $2,500.00 FY 2012 $ 711,500 49,947 - COST PER POLICE FTE FY 2011 497,289 325,386 Projected FY 2013 Budget FY 2013 418 757,831 Budget FY 2014 475,106 286,341 711,500 62,075 - Actual FY 2012 600 715,201 $ 773,575 Budget FY 2014 Projected FY 2013 Budget FY 2013 757,831 Actual FY 2011 Total Revenues Total Expenses $ 711,917 45,914 $ Projected FY 2013 480,320 293,255 Actual FY 2012 672,541 42,660 - OPERATING RESULTS Net Operating Result Actual FY 2012 428,759 286,442 Total Expenses Total Expenses Actual FY 2011 822,675 Budget FY 2014 822,675 (822,675) Table of Contents Patrol Services PURPOSE STATEMENT ♦ The Patrol Services Division provides the first response to both emergency and nonemergency calls for service including inprogress 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 2013 ♦ ♦ ♦ ♦ ♦ Met graveyard shift patrol officer time allocation standards: patrol time 28.3%; paperwork/admin 26.7% Met day/swing shift patrol officer time allocation standards: patrol time 25.3%; paperwork/admin 30.1% 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 ♦ ♦ ♦ BUDGET NOTES OBJECTIVES FY 2014 ♦ ♦ Maintain day/swing shift patrol officer time allocation standards:  Patrol time 16%  Officer initiated enforcement >17%  Dispatched CFS < 33%  Paperwork/admin <33% Maintain school resource officer (SRO) staffing for all TOG junior high and high schools Maintain or reduce traffic collision rates based upon collisions per thousand Maintain or reduce alcohol/drug related traffic collision rates based upon alcohol/drug related collisions per thousand population Maintain or increase the total number of DUI related arrests Maintain or increase the total number of officer-initiated traffic contacts Increasing the number of patrol lieutenants from four to five; will ensure 24-hour coverage for the shift commander position (effective July 2013) Addition of two civilian patrol technicians will improve the department’s capacity to efficiently investigate collisions and effectively process crime scenes The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. Two civilian patrol assistants and one lieutenant have been added to increase efficiencies within the department. Capital Outlay includes vehicles for the additional positions and will be a one-time expense. The net increase to the FY 2014 budget is approximately 14%. Maintain patrol zone staffing:  Central District : two zones/ six beats  San Tan District: two zones/ five beats Maintain graveyard shift patrol officer time allocation standards:  Patrol time 25%  Office initiated enforcement > 22%  Dispatched CFS <20%  Paperwork/admin <33% Actual FY 2011 19.3 Actual FY 2012 18.3 Projected FY 2013 16.5 Anticipated FY 2014 16.0 Number of felony arrests 2,016 2,362 2,260 2,311 Number of misdemeanor arrests 6,314 8,256 7,990 8,123 Number of DUI Arrests Alcohol related collisions per thousand residents Traffic contacts 1,910 1,803 2,050 1,927 0.45 0.65 0.72 0.80 48,915 48,673 54,149 51,411 11.0 11.1 12.0 13.0 Dispatched calls for service 61,474 60,424 61,647 61,035 Officer initiated calls for Service 113,969 116,322 130,044 134,050 PERFORMANCE MEASURES Crimes committed per 1,000 population Collisions per thousand residents - 129 - Table of Contents Patrol Services PERSONNEL BY ACTIVITY Uniform Patrol Crime Apprehension Traffic Unit Special Assignment Unit Court Support School Programs Enforcement Support Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY Uniform Patrol Crime Apprehension Traffic Unit Special Assignment Unit Court Support School Programs Enforcement Support Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 159.00 3.00 18.00 7.00 5.00 12.00 0.00 183.00 21.00 158.00 3.00 18.00 7.00 6.00 12.00 0.00 183.00 21.00 158.00 3.00 18.00 7.00 6.00 12.00 0.00 183.00 21.00 148.50 12.00 18.00 7.00 6.00 12.00 0.00 182.00 21.50 139.50 12.00 18.00 7.00 6.00 12.00 12.00 183.00 23.50 204.00 204.00 204.00 203.50 206.50 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 15,595,099 368,202 1,625,259 677,694 332,815 968,225 - 16,365,095 376,609 1,859,319 773,827 377,187 1,083,773 - 15,783,057 538,840 2,037,615 825,105 402,545 1,116,240 - 15,965,987 527,440 2,028,485 810,942 402,720 1,109,596 - 16,081,605 1,489,803 2,593,470 904,815 478,273 1,267,223 789,485 $ 19,567,294 $ 20,835,810 $ 20,703,402 $ 20,845,170 $ 23,604,674 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 17,722,844 1,844,450 - 18,850,902 1,984,908 - 19,117,120 1,586,282 - 19,117,120 1,728,050 - 21,949,180 1,587,994 67,500 $ 19,567,294 $ 20,835,810 $ 20,703,402 $ 20,845,170 $ 23,604,674 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 2,102,270 19,567,294 2,178,367 20,835,810 2,020,500 20,703,402 2,245,200 20,845,170 2,129,000 23,604,674 $(17,465,024) $(18,657,443) $(18,682,902) $(18,599,970) $(21,475,674) PATROL SERVICES SWORN PER 1,000 POPULATION 1.00 0.80 0.60 0.40 0.20 0.00 FY 2011 FY 2012 FY 2013 - 130 - FY 2014 Table of Contents Support Services PURPOSE STATEMENT OBJECTIVES 2014 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Handled 198,753 calls, including 38,224 91-1 calls for first three quarters of the year Introduced “auto-recommend” to assist with dispatching the closest available unit on emergency calls Dispatched all emergency and urgent calls within 90 seconds of receipt of call Completed second phase of ruggedized laptop conversion project Updated staffing study to reflect changing conditions Processed 22,951 information requests, 21,222 police incident reports, and 22,121 citations Impounded 27,443 items for secure storage Assigned final disposition (disposal) of 10,830 items from secure storage Transported 5,850 items to and from labs Copied more than 5,000 items for internal and public requests Finished full inventory of all items not in records management system Began using OnBase electronic document storage system in order to eliminate need for paper files and filing cabinets. All 2012 and newer files are now stored electronically 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 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Fill all vacant Communications Center positions and complete entry-level training for same Dispatch 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 Coordinate a major upgrade to the Intergraph CAD/RMS system in early FY 2014 Start the research on wearable camera project and proceed with pilot group when ready Monitor and apply for grant funding opportunities for the department Fill vacant records clerk positions and complete training Purge imaged police reports (paper) upon the final quality assurance inspection Assign personnel fulltime to OnBase daily function Continue to streamline intake and disposal processes for efficiency Begin full audit of all items in records management system Continue scanning and converting paper files into electronic filing system BUDGET NOTES The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. Additionally, supplies and contractual increased to address equipment replacement, employee training and new technology efficiencies. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 32 seconds 30 seconds 25 seconds 25 seconds 88.90% 92.39% 92.50% 92.50% 99.80% 99.72% 99.75% 99.80% 4,378,692 2,620,243 3,000,000 3,005,000 - 131 - Table of Contents Support Services PERSONNEL BY ACTIVITY Actual FY 2011 Actual FY 2012 Budget FY 2013 Administration Records Communication Property Alarm Management Training Coordination Planning and Research Crime Prevention Total Sworn Total Civilian 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 2.00 16.00 37.50 7.00 1.00 3.00 2.00 3.00 0.00 71.50 2.00 16.00 37.50 7.00 1.00 3.00 2.00 3.00 0.00 71.50 73.00 72.00 72.00 71.50 71.50 Actual FY 2011 Actual FY 2012 Budget FY 2013 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 2014 164,745 875,683 2,410,159 538,209 71,300 113,535 140,040 242,271 598,004 903,020 2,893,660 526,770 66,410 162,040 153,705 240,070 588,511 901,020 2,893,670 531,340 66,410 162,040 153,655 238,880 650,975 991,468 3,260,567 592,532 69,533 370,720 166,501 241,330 $ 4,458,685 $ 4,555,942 $ 5,543,679 $ 5,535,526 $ 6,343,626 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 4,001,355 457,330 - 4,066,977 451,465 37,500 4,537,800 707,879 298,000 4,537,800 699,726 298,000 5,341,525 852,101 150,000 $ 4,458,685 $ 4,555,942 $ 5,543,679 $ 5,535,526 $ 6,343,626 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Total Revenues Total Expenses 154,813 4,458,685 Net Operating Result Projected FY 2013 Budget FY 2014 122,641 856,434 2,391,773 505,645 71,764 129,462 151,230 229,736 Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2013 134,671 4,555,942 155,000 5,543,679 146,000 5,535,526 135,000 6,343,626 $ (4,303,872) $ (4,421,271) $ (5,388,679) $ (5,389,526) $ (6,208,626) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2011 FY 2012 - 132 - FY 2013 FY 2014 Table of Contents Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2014 Gilbert Youth and Adult Resources provides a comprehensive counseling program to Gilbert residents referred by the Gilbert Police Department, Gilbert Municipal Court, or Gilbert Fire Department in order to improve quality of life, assist victims of crime, and reduce offender recidivism. Services provided include crisis intervention, victim assistance, domestic violence counseling, substance abuse assessment and referral, and youth and adult diversion programming. ♦ ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ More than 4,200 clients were provided with services 100 crisis calls were handled by staff More than 1,200 victims were offered services Provided 14 community youth diversion classes, 11 adolescent life fundamentals classes, and 11 adolescent drug and alcohol classes ♦ ♦ Provide a minimum of 20,000 units of individual, family, and group counseling (one unit is 30 minutes of counseling) Provide an adolescent life fundamentals program Provide services to at least 4,500 citizens Offer services to a minimum of 1,200 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 Personnel costs increase as a result of the implementation of the Classification and Compensation study. Contractual and supply budgeted expenses were reduced due to historical analysis of expenses. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Counseling units of service – individual and group 20,967 21,336 18,832 19,000 Cost per counseling unit $31.39 $35.79 $38.35 $49.38 Victims offered services 1,395 1,392 1,166 1,200 Number of crisis calls handled 99 86 104 100 Average callout response time 21.00 min. 25.12 min. 24.00 min. 25.00 min. % of youth violence referrals completing the program successfully 95% 95% 95% 95% Total clients served 4,775 4,761 4,311 4,500 PERFORMANCE MEASURES - 133 - Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Services Total Personnel EXPENSES BY ACTIVITY Counseling Services Actual FY 2011 Actual FY 2012 Budget FY 2013 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 9.50 Actual FY 2011 Actual FY 2012 Budget FY 2013 658,172 Total Expenses $ 658,172 763,678 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 658,172 Total Revenues Total Expenses $ 379,687 658,172 Net Operating Result $ 714,205 (278,485) $ 763,678 722,284 $ 714,205 Actual FY 2012 (377,262) $ $ 722,284 380,000 714,205 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2013 - 134 - $ (397,284) $ $5.00 FY 2012 912,129 26,105 - 325,000 722,284 (334,205) $ FY 2014 938,234 Budget FY 2014 Projected FY 2013 COST PER CAPITA FY 2011 $ 691,600 30,684 - Budget FY 2013 386,416 763,678 938,234 Projected FY 2013 691,600 22,605 $ Budget FY 2014 722,284 Budget FY 2013 703,376 60,302 - Actual FY 2011 OPERATING RESULTS $ Budget FY 2014 Projected FY 2013 714,205 Actual FY 2012 620,944 37,228 - Total Expenses 763,678 Projected FY 2013 938,234 Budget FY 2014 325,000 938,234 (613,234) 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 2014 ♦ ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Exceeded national average for clearance rates for property crimes ♦ Solved numerous armed robberies, aggravated assaults, sexual assaults, and homicide cases Worked jointly with other agencies and specialty units to apprehend violent offenders involved in shootings, stabbings, and kidnap cases Staffed an intelligence detective at the mutliagency East Valley Gang and Criminal Information Fusion Center Proactively worked to investigate Internet based crimes against children via the Internet Crimes Against Children (ICAC) program Served several ICAC search warrants and apprehended suspects downloading child pornography Provided information and data to other units within the police department, via Compstat, to enhance proactive enforcement and crime prevention Exceeded national average for clearance rates for violent crimes ♦ Maintain or exceed a clearance rate that is higher than the national average for crimes of violence Maintain or exceed a clearance rate that is higher than the national average for property crimes Maintain or exceed a clearance rates on crimes of violence compared to previous year Maintain or exceed a clearance rates on property offenses compared to previous year Verify address information on all registered sex offenders registered in Gilbert within time limits established by policy and law based on classification BUDGET NOTES Personnel costs increase as a result of the implementation of the Classification and Compensation study. Also included are increases in contractual expenses for general investigation as a result of an intergovernmental agreement (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 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Clearance rate – violent crimes 70.2% 89.7% 28.0% 35.0% Clearance rate – property crimes 45.3% 51.7% 46.0% 50.0% Total number of cases 698 874 980 1,127 Total number of arrests/complaints 419 573 450 527 Total number of cases inactivated 252 330 300 338 Percentage of cases inactivated 36.1% 37.8% 29.2% 30.0% Total number of search warrants 122 64 66 70 Total Special Investigations Team cases 198 186 190 195 - 135 - 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 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 4.00 6.00 9.00 10.00 9.00 7.00 37.00 8.00 4.00 6.00 9.00 10.00 9.00 7.00 37.00 8.00 43.00 44.00 44.00 45.00 45.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,145,385 669,965 1,033,905 1,200,840 813,465 888,770 1,096,599 664,855 1,030,405 1,199,407 814,516 884,045 1,215,153 822,693 1,150,230 1,375,555 911,314 1,064,502 $ 4,623,173 $ 5,073,698 $ 5,752,330 $ 5,689,827 $ 6,539,447 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 4,262,335 360,838 - 4,613,441 460,257 - 4,802,275 950,055 - 4,802,275 887,552 - 5,557,757 981,690 - $ 4,623,173 $ 5,073,698 $ 5,752,330 $ 5,689,827 $ 6,539,447 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Personnel Supplies & Contractual Capital Outlay OPERATING RESULTS 3,726 5,073,698 200 4,623,173 Total Revenues Total Expenses Net Operating Result Budget FY 2013 613,100 701,014 1,000,786 1,113,281 686,102 959,415 EXPENSES BY CATEGORY Total Expenses Budget FY 2014 Actual FY 2012 432,250 603,551 991,973 1,033,148 630,958 931,293 General Investigations Special Investigations Persons Crimes - CSCU Property Crimes Intel and Analysis Unit Persons Crimes - VCU Total Expenses Projected FY 2013 Actual FY 2011 5,752,330 8,300 5,689,827 6,539,447 $ (4,622,973) $ (5,069,972) $ (5,752,330) $ (5,681,527) $ (6,539,447) COST PER CASE $7,500.00 $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2011 FY 2012 - 136 - FY 2013 FY 2014 Table of Contents SWAT PURPOSE STATEMENT OBJECTIVES FY 2014 The Gilbert Police Department Special Weapons and Tactics (SWAT) is a part-time unit that provides tactical support to other Police Department units and assists with executing high-risk search warrants, barricaded suspects, hostage situations, or any incident in which there is increased danger to the public. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ Using federal funds through a UASI grant, tactical training equipment was obtained for SWAT operators to increase their proficiencies when dealing with high risk incidents. Two small tactical robots and CBRN (Chemical, Biological, Radiological, Nuclear) suits were acquired 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 Fully - trained all entry and precision rifle team members in hostage rescue through the Mesa Police Department SWAT Unit’s Hostage Rescue School ♦ Provide one unit training day per month for Entry Team, Precision Rifle Operators, Tactical Negotiations Team, and tactical entry officers Provide one four-hour block of firearms training/month for entry and precision rifle operators Provide one additional four-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 interface directly with cellular telephone providers to increase our effectiveness at locating missing or kidnapped persons, in addition increasing our anti-terrorism capability BUDGET NOTES The personnel costs associated with SWAT are strictly callout pay. No police officers are assigned to this cost center. A grant proposal was submitted for the Urban Areas Security Initiative (UASI) grant funds to purchase of chemical, biological, radiological, nuclear (CBRN) suits designed to allow SWAT operators the ability to enter Chemical, Biological, Radiological, or Nuclear environments. The proposal also requested funds for two small tactical robots that can be used to scout high risk environments, ahead of the SWAT operators. Based on this, personnel expenses have been reduced for FY 2014. The net impact on the FY 2014 budget is a reduction of approximately 21%. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 100% 100% 100% 100% Number of special operations members completing the course of instruction 32 28 30 30 Number of tactical operations 14 7 11 12 Training hours 260 260 260 260 PERFORMANCE MEASURES % of special operations members trained in knowledge, skills, and abilities - 137 - Table of Contents SWAT PERSONNEL BY ACTIVITY SWAT Total Personnel EXPENSES BY ACTIVITY SWAT Actual FY 2011 Actual FY 2012 Budget FY 2013 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 133,927 Total Expenses $ Personnel Supplies & Contractual Capital Outlay 140,808 $ 133,927 Actual FY 2012 195,525 (140,808) $ 195,315 $ 195,315 195,525 $15,000.00 $10,000.00 $5,000.00 $0.00 - 138 - $ (195,315) $ $20,000.00 FY 2013 58,604 94,935 - 195,315 (195,525) $ FY 2014 153,539 Budget FY 2014 Projected FY 2013 $25,000.00 FY 2012 $ 101,370 93,945 - COST PER TACTICAL OPERATION FY 2011 153,539 Projected FY 2013 Budget FY 2013 140,808 (133,927) $ $ 101,370 94,155 $ Budget FY 2014 195,315 Budget FY 2013 140,808 $ 133,927 $ 195,525 54,585 86,223 - Actual FY 2011 Total Revenues Total Expenses $ Budget FY 2014 Projected FY 2013 195,525 Actual FY 2012 45,256 88,671 - OPERATING RESULTS Net Operating Result $ Actual FY 2011 EXPENSES BY CATEGORY Total Expenses 133,927 140,808 Projected FY 2013 153,539 Budget FY 2014 153,539 (153,539) Table of Contents Contracted Services PURPOSE STATEMENT OBJECTIVES FY 2014 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. ♦ ♦ ♦ Continue terms of IGA with Maricopa County for FY 2014 incarceration and animal control services until contract expiration Monitor and research cost effectiveness of Animal Control contractual services versus implementing in-house program Continue working with Chandler Police Department on local holding facility feasibility project ACCOMPLISHMENTS FY 2013 ♦ ♦ BUDGET NOTES Initiated research into a local in-house holding facility project to achieve better service efficiency and possible cost savings Continued to see lowered incarceration costs compared to prior years with the continuation of programs implemented by the Gilbert courts Incarceration booking fees and housing rates have been adjusted lower by the county for FY 2014 after a significant increase in FY 2013. The net impact to the FY 2014 budget is a reduction of approximately 5%. PERFORMANCE MEASURES Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Calls for Animal Control service 1,833 407 400 400 Cost per call – Animal Control $76.25 $353.72 $359.92 $370.81 Cost per capita – Animal Control $0.65 $0.66 $0.64 $0.64 Daily inmate housing rates $71.66 $73.54 $85.91 $78.94 $9.67 $6.30 $6.27 $7.07 Cost per capita - Incarceration - 139 - Table of Contents Contracted Services Budget FY 2014 Actual FY 2011 Actual FY 2012 Budget FY 2013 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 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY 148,325 1,750,000 143,966 1,420,000 148,325 1,650,000 $ 2,203,663 $ 1,527,444 $ 1,898,325 $ 1,563,966 $ 1,798,325 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 2,203,663 - 1,527,444 - 1,898,325 - 1,563,966 - 1,798,325 - $ 2,203,663 $ 1,527,444 $ 1,898,325 $ 1,563,966 $ 1,798,325 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Personnel Supplies & Contractual Capital Outlay OPERATING RESULTS 1,328,609 2,203,663 Total Revenues Total Expenses Net Operating Result $ (875,054) $ 211,805 800,120 1,563,966 1,250,000 1,898,325 1,739,249 1,527,444 $ (648,325) $ (763,846) $ COST PER CAPITA - CONTRACTED SERVICES $12.00 $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2011 Budget FY 2014 143,966 1,383,478 EXPENSES BY CATEGORY Total Expenses Projected FY 2013 139,773 2,063,890 Animal Control Incarceration Total Expenses Projected FY 2013 FY 2012 FY 2013 - 140 - FY 2014 800,000 1,798,325 (998,325) 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 2014 ♦ 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;  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 the strategic initiative of Long and Short Term Balanced Financial Plans by optimizing the use of department resources ORGANIZATIONAL CHART FIRE DEPARTMENT Operations EOC Fire Prevention Operations Prevention Training Public Education Investigations - 141 - Table of Contents Fire Department PERSONNEL BY DIVISION Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 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 6.00 186.00 6.50 2.50 197.00 197.00 197.00 197.00 201.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 599,481 18,375,930 604,744 282,841 665,823 19,599,602 635,098 284,437 665,495 19,964,441 668,955 268,365 683,188 19,981,452 664,015 258,242 716,134 23,282,468 750,932 320,201 $ 19,862,996 $ 21,184,960 $ 21,567,256 $ 21,586,897 $ 25,069,735 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 17,374,294 2,488,702 - 18,719,164 2,450,476 15,320 19,134,080 2,433,176 - 19,134,080 2,452,817 - 22,553,125 2,516,610 - $ 19,862,996 $ 21,184,960 $ 21,567,256 $ 21,586,897 $ 25,069,735 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,378,320 19,862,996 1,198,636 21,184,960 1,203,150 21,567,256 1,200,350 21,586,897 1,227,290 25,069,735 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 $(18,484,676) $(19,986,324) $(20,364,106) $(20,386,547) $(23,842,445) - 142 - Table of Contents Operations ♦ PURPOSE STATEMENT ♦ Delivered Emergency Operations Center training to designated town employees Completed all construction - related work on Fire Station #10 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 2014 ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained a sub four-minute response time average to emergency incidents Implemented an electronic process for collecting, storing and querying patient care and other field generated data (FIREDOX) Completed a number of communications upgrades in fire stations and apparatus Planned and executed a point of dispensing exercise in support of the town's emergency preparedness activities Delivered required training sessions that meet or exceed local, state and national standards for firefighters and emergency medical providers Expanded utilization of volunteers in support of field operations and other department services Successfully completed department-wide initiative of reducing fire unit out of service time by 10% - realized 13% Inspected all fire hydrants in the town of Gilbert Launched a department-wide initiative to complete a self-assessment process in order to apply for accreditation through the Commission on Fire Accreditation International ♦ ♦ ♦ ♦ ♦ ♦ Maintain a sub four-minute response time average to emergency incidents Provide training to all operations personnel in order to maintain the minimum requirements of 60 hours per quarter Plan and execute a functional Emergency Operations Center (EOC) exercise Complete self-assessment process in order to apply for accreditation through the Commission on Fire Accreditation International Continue to look for opportunities to implement processes that improve effectiveness and efficiency Begin engineering for Fire Station #7 capital project Identify and employ metrics related to fiscal and operational effectiveness Staff and deploy an additional 40-hour fire company BUDGET NOTES Personnel costs increase as a result of the implementation of the Classification and Compensation study. In addition, four full-time personnel (one captain, one engineer, two firefighters) positions were approved to staff a fire company that will assist in emergency service delivery 40 hours per week. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Average response time from apparatus en route to on scene (travel time) 3 minutes 37 seconds 3 minutes 49 seconds 3 minutes 47 seconds 3 minutes 50 seconds Average time from dispatch to fire unit en route (turnout time) 1 minute 2 seconds 1 minute 1 second 1 minute 7 seconds 1 minute 7 seconds 86% 80% 77% 80% PERFORMANCE MEASURES % of time second due fire unit arrives within 6 minutes (travel time) Training hours per operations employee 275 319 230 300 Structure fires per 1,000 population 0.63 0.55 0.38 0.35 Total volunteer participation hours 20,434 20,873 21,027 21,391 $445,916 $454,823 $465,542 $475,736 Value, in dollars, of volunteer support - 143 - Table of Contents 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 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 6.00 176.00 6.00 176.00 6.00 176.00 6.00 176.00 6.00 180.00 182.00 182.00 182.00 182.00 186.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 685,743 17,690,187 764,738 18,834,864 786,660 19,177,781 776,662 19,204,790 850,699 22,431,769 $ 18,375,930 $ 19,599,602 $ 19,964,441 $ 19,981,452 $ 23,282,468 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 16,056,629 2,319,301 - 17,293,691 2,290,591 15,320 17,720,220 2,244,221 - 17,720,220 2,261,232 - 20,933,772 2,348,696 - $ 18,375,930 $ 19,599,602 $ 19,964,441 $ 19,981,452 $ 23,282,468 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,335,050 18,375,930 1,128,451 19,599,602 1,163,150 19,964,441 1,129,650 19,981,452 1,172,290 23,282,468 $(17,040,880) $(18,471,151) $(18,801,291) $(18,851,802) $(22,110,178) COST PER CAPITA $120.00 $100.00 $80.00 $60.00 $40.00 $20.00 $0.00 FY 2011 FY 2012 FY 2013 - 144 - FY 2014 Table of Contents Prevention PURPOSE STATEMENT OBJECTIVES FY 2014 To make our community a safe place to visit 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 businesses and development, schools, and residents. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Ensured permit compliance of fire protection systems (sprinkler, alarm, hood) by plotting addresses on a GIS map as a quick reference guide for fire prevention Plotted all low and high hazard occupancies in GIS with PDF information and aerial reference to indicate the status of the occupancy Created a quarterly fire inspection report for the State Fire Marshal's Office per MOU (memorandum of understanding) requirements Conducted a six-month inspection on all hood systems to ensure proper cleaning and certification Created an electronic safety survey form for FIREDOX to be used by fire crews when performing low hazard occupancy surveys Upgraded all mobile computers within fire prevention Added an accelerant K-9 through an IGA with the Bureau of Alcohol, Tobacco, Firearms and Explosives (ATF) to assist fire investigations in determining cause of suspicious fires Provided various life safety programs addressing smoke detectors, drowning prevention, car seat safety, bicycle helmet safety and school talks reaching more than 14,500 citizens ♦ Conduct annual fire inspection of all high hazard occupancies within the Town of Gilbert. Fire operations will conduct annual safety surveys on all low hazard occupancies Create a fire safety cooking campaign to educate citizens and reduce the hazards associated with cooking related fires Establish an online payment plan for fire permits Import all Tier 2 data into Firehouse system and plot on GIS maps Create a system to identify permits in need of renewal for follow up by fire inspectors Coordinate with Gilbert Police Department to create job specific standard operating procedures for fire investigators BUDGET NOTES During FY 2013, Council authorized the addition of an accelerant canine dog to aid in the fire investigation process. Costs related to the new canine, Spring, were added to the FY 2014 budget. Personnel costs increase due to the implementation of the Classification and Compensation study. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 % of total commercial occupancies inspected 30% 42% 40% 80% Arson fires per 1,000 population 0.050 0.045 0.035 0.040 71 85 64 70 PERFORMANCE MEASURES Public education contacts per 1,000 population - 145 - Table of Contents Prevention Actual FY 2011 Actual FY 2012 Budget FY 2013 Prevention Public Education Investigations 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 Total Personnel 6.50 6.50 6.50 6.50 6.50 Actual FY 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Prevention Public Education Investigations 489,134 102,678 12,932 Total Expenses $ 604,744 514,736 104,052 16,310 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 604,744 Total Revenues Total Expenses $ 30,674 604,744 Net Operating Result $ 668,955 (574,070) $ 635,098 $ 664,015 Actual FY 2012 668,955 (577,154) $ $ 664,015 30,000 668,955 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2013 - 146 - $ (607,115) $ $5.00 FY 2012 665,742 85,190 - 56,900 664,015 (638,955) $ FY 2014 750,932 Budget FY 2014 Projected FY 2013 ANNUAL FIRE PREVENTION COST PER CAPITA FY 2011 $ 569,540 94,475 - Budget FY 2013 57,944 635,098 596,602 123,405 30,925 Projected FY 2013 569,540 99,415 $ Budget FY 2014 539,912 103,011 21,092 Budget FY 2013 567,648 67,450 - Actual FY 2011 OPERATING RESULTS $ Budget FY 2014 Projected FY 2013 545,565 104,320 19,070 Actual FY 2012 547,527 57,217 - Total Expenses 635,098 Projected FY 2013 750,932 Budget FY 2014 45,000 750,932 (705,932) 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, Riparian 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 Commission, and the Arts, Cultural and Tourism Board. 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 (CDBG) program, and oversees library contracts. GOALS FY 2014 ♦ ♦ ♦ ♦ 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 and Higley Public Schools to create a marketing partnership for recreation 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 CDBG/HOME PKID Maintenance Neighborhood Services Aquatics Recreation Programs Recreation Centers Gilbert Pool Special Events Freestone Recreation Center Mesquite Pool Youth Sports McQueen Activity Center Greenfield Pool Adult Sports Community Center Perry Pool Special Needs Page Park Center Williams Field Pool Southeast Regional Library Perry Branch Library - 147 - Table of Contents Parks and Recreation PERSONNEL BY DIVISION Administration Neighborhood Services Parks and Open Space Aquatics Recreation Centers Recreation Programs Total Personnel EXPENSES BY DIVISION Administration Neighborhood Services 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 2013 Budget FY 2014 Actual FY 2011 Actual FY 2012 Budget FY 2013 7.55 1.00 29.36 20.38 35.27 6.57 7.55 1.00 29.86 20.42 35.54 6.07 7.55 1.00 30.83 20.42 35.54 6.82 8.60 1.00 30.83 20.42 35.54 6.82 9.85 1.00 31.88 20.42 37.50 6.82 100.13 100.44 102.16 103.21 107.47 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 626,220 101,875 3,599,477 703,393 5,067,336 714,878 705,448 107,317 3,767,154 752,151 5,177,096 755,824 668,165 106,659 3,777,865 881,093 5,438,863 841,065 703,329 106,659 3,923,937 904,658 5,445,810 808,971 1,039,622 105,793 4,275,342 1,059,541 6,141,642 980,559 $ 10,813,179 $ 11,264,990 $ 11,713,710 $ 11,893,364 $ 13,602,499 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 4,319,792 6,493,387 - 4,619,676 6,645,314 - 4,854,270 6,859,440 - 4,854,270 7,039,094 - 5,765,851 7,836,648 - $ 10,813,179 $ 11,264,990 $ 11,713,710 $ 11,893,364 $ 13,602,499 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 2,953,294 10,813,179 2,967,164 11,264,990 3,346,110 11,713,710 3,285,150 11,893,364 3,285,520 13,602,499 $ (7,859,885) $ (8,297,826) $ (8,367,600) $ (8,608,214) $(10,316,979) - 148 - Table of Contents Parks and Open Space PURPOSE STATEMENT OBJECTIVES FY 2014 To provide clean, safe, and well-maintained parks, and open space areas for the residents of Gilbert and visiting patrons. Major services include baseball and softball fields, multipurpose play areas, playgrounds, sport courts (volleyball, tennis, basketball), skate park, dog parks, lakes, trails, and picnic areas. Park facilities and services add to community livability and enhance the quality of life in Gilbert. ♦ Update the Gilbert "Parks Handbook," which includes standards, task frequencies, inspection schedules, and maintenance schedules ♦ Complete the major renovation projects currently underway at Freestone Park ♦ Replace aging mower equipment with new units ♦ Begin trail improvements to the Heritage Trail (Consolidated Canal) from the Western Canal to Warner Road ♦ Begin trail improvements to the Western Canal west of McQueen Road ♦ Add additional trail crossing signals ♦ Begin design and construction for a section of trail adjacent to the 202 Santan Freeway from 1/4 mile east of Lindsay to Discovery Park ♦ Create a formal Adopt-A-Park program ♦ Enhance training for park rangers ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Major infrastructure projects initiated at Freestone Park include replacement ball field lights, replacement of four outdoor basketball courts, and replacement of the large play structure Grant obtained to pay for construction of a shade structure at the Crossroads Dog Park Renewed the Cosmo Memorial Brick Program and relocated the site to an enhanced location within the park Completed improvements to Crossroads Park concession building Successfully worked with various volunteer groups to assist with park and trail maintenance projects Completed a project to resolve excessive slope erosion at Nichols Park Initiated a new park inspection program PERFORMANCE MEASURES Increase Ramada rentals BUDGET NOTES Personnel costs increased due to the implementation of the Classification and Compensation study along with an increase in seasonal hours approved for the grounds maintenance worker classification. Approximately $200,000 in one-time funding was allocated to address various maintenance concerns in the parks. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 746 771 800 950 - 149 - Table of Contents Parks and Open Space PERSONNEL BY ACTIVITY Parks and Open Space Total Personnel EXPENSES BY ACTIVITY Parks and Open Space Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2011 Actual FY 2012 Budget FY 2013 29.36 29.86 30.83 30.83 31.88 29.36 29.86 30.83 30.83 31.88 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 3,599,477 3,767,154 3,777,865 3,923,937 4,275,342 $ 3,599,477 $ 3,767,154 $ 3,777,865 $ 3,923,937 $ 4,275,342 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,516,410 2,083,067 - 1,632,220 2,134,934 - 1,702,160 2,075,705 - 1,702,160 2,221,777 - 1,851,728 2,423,614 - $ 3,599,477 $ 3,767,154 $ 3,777,865 $ 3,923,937 $ 4,275,342 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 328,338 3,599,477 Net Operating Result Projected FY 2013 434,762 3,767,154 541,150 3,777,865 572,400 3,923,937 572,220 4,275,342 $ (3,271,139) $ (3,332,392) $ (3,236,715) $ (3,351,537) $ (3,703,122) COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2011 FY 2012 FY 2013 - 150 - FY 2014 Table of Contents Aquatics PURPOSE STATEMENT OBJECTIVES FY 2014 To provide a variety of aquatics programs for the community to include swimming lessons, swim team, dive team, public swimming, and pool rentals. The aquatics programs contribute to community livability by providing important summer activities for both youth and adults of Gilbert. ♦ Complete extensive upgrades and repairs to Mesquite Aquatic Center to include decking and plaster ♦ Expand pool rentals by offering Sunday rentals all summer ♦ Introduce special events to increase public swim attendance ♦ Increase public swimming participation by 10% from calendar year 2012 ♦ Increase swim lesson participation by 10% from calendar year 2012 ♦ Increase dive team participation by 10% from calendar year 2012 ACCOMPLISHMENTS FY 2013 ♦ Slide steps at Mesquite Aquatic Center renovated ♦ Added a pre-season swim team at Greenfield Pool in April ♦ Added an early swim lesson session at Greenfield Pool in May ♦ Achieved record participation in swim team (1,430 swimmers) in 2012 ♦ Increased staff training for parent/tot, swim lessons, swim team, and dive team programs ♦ All diving boards refurbished by the manufacturer PERFORMANCE MEASURES Increase attendance at recreational swim BUDGET NOTES Staffing levels remain at the same level as FY 2013. Implementation of the Classification and Compensation study along with other personnel related cost increases resulted in a rise in the Personnel costs for FY 2014. A one-time budget of $75,000 is included for the demolition of Gilbert pool due to the age and condition of the pool. Staff is coordinating with Gilbert Public Schools to coordinate this project. 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 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 35,901 36,297 40,000 42,000 - 151 - 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 Total Expenses $ Budget FY 2013 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 0.05 5.96 4.93 4.61 4.87 0.05 5.96 4.93 4.61 4.87 20.38 20.42 20.42 20.42 20.42 Actual FY 2011 Actual FY 2012 Budget FY 2013 703,393 24,297 190,891 190,945 161,958 184,060 $ Actual FY 2011 Personnel Supplies & Contractual Capital Outlay $ 703,393 $ 383,236 703,393 $ $ (320,157) $ 752,151 $ $ 398,893 752,151 (353,258) $ 881,093 Budget FY 2014 26,815 276,958 203,285 185,566 212,034 78,657 298,082 235,812 218,047 228,943 904,658 $ 1,059,541 Projected FY 2013 669,810 211,283 - Actual FY 2012 - 152 - 881,093 Budget FY 2014 Projected FY 2013 Budget FY 2013 511,956 240,195 - Actual FY 2011 Total Revenues Total Expenses 752,151 Projected FY 2013 15,175 263,699 201,948 186,523 213,748 Actual FY 2012 482,216 221,177 - OPERATING RESULTS Net Operating Result Actual FY 2012 14,888 204,869 177,025 146,424 160,187 EXPENSES BY CATEGORY Total Expenses Actual FY 2011 $ Budget FY 2013 467,750 881,093 (413,343) $ Budget FY 2014 669,810 234,848 - 759,373 300,168 - 904,658 $ 1,059,541 Projected FY 2013 466,050 904,658 (438,608) $ Budget FY 2014 466,500 1,059,541 (593,041) Table of Contents Recreation Centers PURPOSE STATEMENT OBJECTIVES FY 2014 Recreation centers provide clean, safe, and well-maintained indoor recreational facilities for a wide variety of activities and events. Services include an extensive class program for all ages, fitness and wellness activities, gymnasiums, sports opportunities, community events, rentals, public meetings, and forums. Centers also provide space for senior programs and meals, social service office space, and various other community uses. The amenities and programs offered at the centers add to the livability of Gilbert and enhance the quality of life. ♦ Complete flooring and foundation repairs at the McQueen Park Activity Center ♦ Complete roofing repairs at the Freestone Recreation Center ♦ Increase participation at Freestone Recreation Center by 10% ♦ Review and update the fee structure for centers ♦ Obtain new lift to enhance facility maintenance ♦ Install a permanent digital sign on Guadalupe Road for Freestone Recreation Center ♦ Complete the comprehensive review of center policies and procedures ACCOMPLISHMENTS FY 2013 BUDGET NOTES ♦ Enhanced marketing by introducing a new center-based newsletter for residents ♦ Resurfaced and restriped the parking lot at Freestone Recreation Center ♦ Initiated renovation project to repair the McQueen Park Activity Center floors ♦ Initiated a comprehensive review of center policies and procedures ♦ Special needs cheerleading team was awarded the Gold medal at the state competition for Special Olympics ♦ Conducted a 10-year anniversary celebration for Freestone Recreation Center ♦ Center security enhanced by adding additional surveillance cameras One-time funding for FY 2014 includes $200,000 for additional library resource material, $100,000 for replacement computers at the libraries, and $47,900 for library repair and maintenance including carpet and painting. Southeast Regional and Perry Branch Library are staffed by Maricopa County according to an IGA with the county. Additional staffing includes a custodian and additional recreation leader hours at Freestone Recreation Center. Personnel costs increase as a result of the additional hours as well as the implementation of the Classification and Compensation study. PERFORMANCE MEASURES Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Increase annual participation at Freestone Recreational Center 212,030 236,141 238,000 240,000 - 153 - 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 Actual FY 2012 Budget FY 2013 5.30 9.02 1.38 18.04 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 5.57 8.87 0.00 17.31 3.79 0.00 5.57 8.87 0.00 19.27 3.79 0.00 35.27 35.54 35.54 35.54 37.50 Actual FY 2011 Actual FY 2012 Budget FY 2013 Net Operating Result Projected FY 2013 Budget FY 2014 335,364 506,660 17,187 1,052,747 2,259,097 896,281 330,628 412,792 23,564 1,061,703 2,402,266 946,143 308,404 456,126 29,781 1,040,642 2,614,700 989,210 316,392 462,361 30,413 1,026,011 2,621,423 989,210 391,787 553,114 13,021 1,261,700 2,904,811 1,017,209 $ 5,067,336 $ 5,177,096 $ 5,438,863 $ 5,445,810 $ 6,141,642 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,318,015 3,749,321 - 1,385,945 3,791,151 - 1,402,250 4,036,613 - 1,402,250 4,043,560 - 1,689,966 4,451,676 - $ 5,067,336 $ 5,177,096 $ 5,438,863 $ 5,445,810 $ 6,141,642 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,736,023 5,067,336 Total Revenues Total Expenses Projected FY 2013 Budget FY 2014 Actual FY 2011 1,626,476 5,177,096 1,759,050 5,438,863 1,689,700 5,445,810 1,641,000 6,141,642 $ (3,331,313) $ (3,550,620) $ (3,679,813) $ (3,756,110) $ (4,500,642) COST PER PARTICIPANT - FREESTONE RECREATION CENTER $6.00 $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2011 FY 2012 FY 2013 - 154 - FY 2014 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2014 Recreation programs include sports, special events and leisure activities for residents and visitors of Gilbert. Recreation programs contribute to community livability, promote physical fitness, increase learning, teach leadership skills, increase community involvement, and provide numerous social and community benefits. ♦ Continue to enhance and streamline the permit process for special events ♦ Special events staff will contribute to tourism in Gilbert through the coordination and facilitation of additional private promoter special events in the community ♦ Achieve record participation for the Gilbert Days Softball Tournament ♦ Increase partnerships with school districts, charter schools, businesses, and local organizations ACCOMPLISHMENTS FY 2013 ♦ Department events staff took the lead role in coordinating the 2012 Gilbert Days Parade ♦ The Spring Ball Program registered 790 participants for 2012, a 5% increase compared to 2011 ♦ Took over full responsibility from the Development Services Department for all special events permitting for Gilbert ♦ Department staff initiated 500 contacts with local businesses to survey their satisfaction with Gilbert's services and to find ways to enhance their events, programs and business ventures ♦ Achieved record participation in adult basketball leagues from 53 to 56 teams ♦ Added adult basketball league for participants aged 35 and above ♦ Gilbert Days Softball Tournament was successful in retaining participation of 107 teams ♦ Increased both teams and participation in all of the softball tournaments from 152 teams in FY 2012 to 167 in FY 2013 PERFORMANCE MEASURES Increase the number of community event sponsors supporting Town of Gilbert special events by 10% each year BUDGET NOTES Personnel costs increase as a result of the implementation of the Classification and Compensation study along with other adjustments to benefit rates. No additional staff was added for FY 2014. Supplies and contractual budget appropriations increase due to an increase in the number of special events conducted. A corresponding revenue has also been budgeted to offset this increase in expenditures. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 37 42 48 58 - 155 - Table of Contents Recreation Programs PERSONNEL BY ACTIVITY Youth Sports Adult Sports Special Events Admin Special Events Special Needs Outdoor Programs Total Personnel EXPENSES BY ACTIVITY Youth Sports Adult Sports Special Events Admin Special Events Special Needs Outdoor Programs Total Expenses $ Budget FY 2013 1.38 1.71 2.59 0.00 0.70 0.19 0.86 1.71 2.82 0.00 0.68 0.00 0.86 1.71 3.57 0.00 0.68 0.00 0.86 1.71 3.57 0.00 0.68 0.00 0.86 1.71 3.57 0.00 0.68 0.00 6.57 6.07 6.82 6.82 6.82 Actual FY 2011 Actual FY 2012 Budget FY 2013 714,878 91,139 235,920 353,923 20,048 39,519 15,275 $ Actual FY 2011 Personnel Supplies & Contractual Capital Outlay $ 714,878 $ 505,697 714,878 $ $ (209,181) $ 755,824 $ 506,955 755,824 (248,869) $ 841,065 Budget FY 2014 68,689 235,957 264,610 190,860 48,855 $ 808,971 86,612 267,697 301,061 269,410 55,779 $ Projected FY 2013 425,140 415,925 - Actual FY 2012 - 156 - 841,065 Budget FY 2014 Projected FY 2013 Budget FY 2013 377,195 378,629 - Actual FY 2011 Total Revenues Total Expenses 755,824 Projected FY 2013 67,780 233,867 264,610 225,660 49,148 - Actual FY 2012 378,537 336,341 - OPERATING RESULTS Net Operating Result Actual FY 2012 92,600 233,397 316,405 32,920 39,556 EXPENSES BY CATEGORY Total Expenses Actual FY 2011 Budget FY 2014 425,140 383,831 $ Budget FY 2013 578,160 841,065 (262,905) $ 808,971 980,559 505,234 475,325 $ Projected FY 2013 557,000 808,971 (251,971) $ 980,559 Budget FY 2014 605,800 980,559 (374,759) Table of Contents Non-Departmental _________________________________ Non-Departmental Summary Table of Contents Non-Departmental The General Fund non-departmental section of the budget captures all expenditures that are not directly contributed to a business unit. Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. Contingency for FY 2014 was calculated to equal the unassigned fund balance after all reserves were identified. Contingency transactions up to $25,000 can be authorized by the Office of Management and Budget Directorand 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. Transportation Transportation consists of the contract with Phoenix-Mesa Gateway Airport. The mission of Phoenix-Mesa Gateway Airport is to develop a safe, efficient, economical and environmentally acceptable air transportation facility. Outside Agencies The purpose of Outside Agencies is to augment funding for various social service agencies that provide service in Gilbert. The funding allocations for FY 2014 are as follows: Boys/Girls Club Gilbert Branch Gilbert CAP Program Gilbert Senior Center Salvation Army Central AZ Shelter Services Save The Family East Valley Men's Center La Mesita Family Shelter A New Leaf, EMPOWER Program United Food Bank Mayfield Alternative Youth Center Economic Development Reserve 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. $ 123,000 121,000 21,000 9,000 5,000 5,000 5,000 5,000 5,000 3,000 3,000 Capital Projects In addition, Council authorized funding to the Gilbert Historical Museum in the amount of $51,500. The budget for Capital Projects is determined by the 2013-2018 Capital Improvement Program that was adopted by Council on June 6, 2013. The following projects require General Fund funding for FY 2014: Miscellaneous Insurance Permitting System Heritage Trail Middle Section Western Canal Trail Commerce Avenue Drainage Freestone Ball Field Lighting Pool Repairs Police App and Network Support Human Resources System Fire Station 7 Powerline Trail Drainage Fire Station Connectivity Intersection & Circulation Plan This is the General Fund portion of the Public Entity Insurance package. Policies include Police Liability, Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Tuition Reimbursement Based on historical usage, $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 2014, all appropriations related to Copy Services are located in Non-Departmental. New software was installed in late FY 2013 to determine usage by employee. Once fully implemented, the most efficient way to allocate costs will be determined. $ 2,000,000 1,616,000 1,173,000 1,157,000 543,000 422,000 404,000 355,000 325,000 212,000 116,000 10,000 In FY 2014, new accounting practices were implemented that charged the CIP expenditures directly to the funding source. Prior to FY 2014, CIP funding was handled through inter-fund transfers. More detail on these CIP projects can be found in the Capital Improvements section of this document. - 157 - Table of Contents Non-Departmental PERSONNEL No Personnel Allocations Total Personnel EXPENSES Transportation Outside Agencies Capital Projects Other 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 2011 Actual FY 2012 Budget FY 2013 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 979,860 390,420 2,144,249 - 1,262,740 393,786 2,776,188 - 547,700 389,500 3,392,270 5,000,000 11,800,000 629,215 413,222 3,350,096 5,400,000 350,000 356,500 8,333,000 3,447,860 5,000,000 8,044,000 $ 3,514,529 $ 4,432,714 $ 21,129,470 $ 9,792,533 $ 25,531,360 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 3,514,529 - 308,091 4,108,974 15,649 21,129,470 - 9,792,533 - 17,620,360 7,911,000 $ 3,514,529 $ 4,432,714 $ 21,129,470 $ 9,792,533 $ 25,531,360 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 42,699 3,514,529 340,511 4,432,714 21,129,470 15,000 9,792,533 25,531,360 $ (3,471,830) $ (4,092,203) $(21,129,470) $ (9,777,533) $(25,531,360) - 158 - 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/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 2014. Total Operating Revenues Total Operating Expenses Water Wastewater $ 37,036,000 $ 23,037,500 (39,162,388) Operating Income (Loss) $ (2,126,388) Non-Operating Revenues (Expenses) Income (Loss) Before Transfers (19,198,412) $ 3,839,088 $ (2,126,388) Operating Transfers In Net Income $ 14,878,000 $ 3,839,088 $ (1,413,101) (2,080,359) $ $ (1,413,101) 920,000 (6,554,818) (1,912,703) $ (9,759,693) $ (1,795,730) $ (3,170,804) ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Water Environmental Services - Residential Wastewater Environmental Services - Commercial 351,641 - $ 155,000 (7,813,305) - 159 - $ 2,432,000 (16,291,101) - 180,000 Operating Transfers Out Environmental Services Residential Commercial 351,641 (310,390) $ 41,251 Table of Contents Enterprise Funds Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial Irrigation 118.25 40.68 72.22 6.78 0.00 119.25 41.68 71.22 7.28 0.00 118.25 41.68 71.72 7.28 0.00 118.20 41.68 71.72 7.28 0.00 118.20 44.68 76.22 7.28 0.00 Total Personnel 237.93 239.43 238.93 238.88 246.38 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 21,945,675 13,219,758 10,088,919 1,784,858 10,739 23,245,413 13,321,625 10,742,108 1,785,243 - 28,883,628 16,425,735 12,685,724 1,914,500 - 28,781,537 16,290,952 12,754,776 1,908,202 - 39,162,388 19,198,412 16,291,101 2,080,359 - $ 47,049,949 $ 49,094,389 $ 59,909,586 $ 59,735,466 $ 76,732,260 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 15,372,080 31,643,405 34,464 15,561,884 33,429,631 102,874 15,908,093 43,425,493 576,000 15,908,093 43,529,790 297,583 18,239,539 44,045,261 14,447,460 $ 47,049,949 $ 49,094,389 $ 59,909,586 $ 59,735,466 $ 76,732,260 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 77,226,856 1,181,695 79,319,777 1,928,334 78,643,000 1,165,000 77,816,200 1,165,000 77,383,500 1,255,000 $ 78,408,551 $ 81,248,111 $ 79,808,000 $ 78,981,200 $ 78,638,500 47,049,949 17,574,846 49,094,389 16,665,311 59,909,586 21,020,630 59,735,466 20,487,630 76,732,260 16,591,216 Total Uses $ 64,624,795 $ 65,759,700 $ 80,930,216 $ 80,223,096 $ 93,323,476 Net Operating Result $ 13,783,756 $ 15,488,411 $ (1,122,216) $ (1,241,896) $(14,684,976) PERSONNEL BY DIVISION 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 - 160 - Table of Contents Water _________________________________ Water Summary Conservation Production Quality Distribution 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 ensures 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 2014 ♦ 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 Water Production Wastewater Distribution Quality Plant Production Well Production Water Resources Backflow - 161 - Conservation Metering Table of Contents Water Actual FY 2011 Actual FY 2012 Budget FY 2013 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 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 1.00 3.00 38.20 6.00 12.00 26.00 18.00 7.00 6.00 1.00 1.00 3.00 40.20 6.00 13.00 26.00 18.00 4.00 6.00 1.00 118.25 119.25 118.25 118.20 118.20 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 485,763 278,961 11,573,624 506,475 1,572,689 2,680,726 569,528 407,141 238,879 3,631,889 730,793 269,288 12,673,966 516,502 1,172,083 3,156,265 596,049 320,796 210,340 3,599,331 346,167 267,627 10,560,000 603,139 1,671,986 3,796,397 624,130 237,845 202,045 5,181,322 5,392,970 385,706 265,225 10,802,105 539,112 1,725,361 3,555,998 624,130 237,845 202,045 5,051,040 5,392,970 446,365 381,799 10,139,554 824,108 1,849,834 3,954,074 693,020 260,280 234,110 5,190,990 15,188,254 $ 21,945,675 $ 23,245,413 $ 28,883,628 $ 28,781,537 $ 39,162,388 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 6,514,501 15,431,174 - 6,676,923 16,543,628 24,862 6,746,247 21,907,381 230,000 6,746,247 21,765,331 269,959 7,640,134 21,551,794 9,970,460 $ 21,945,675 $ 23,245,413 $ 28,883,628 $ 28,781,537 $ 39,162,388 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 38,267,349 159,396 38,576,239 234,183 37,907,000 90,000 37,239,000 90,000 37,036,000 180,000 $ 38,426,745 $ 38,810,422 $ 37,997,000 $ 37,329,000 $ 37,216,000 21,945,675 8,691,161 23,245,413 7,957,664 28,883,628 11,547,910 28,781,537 9,463,910 39,162,388 7,813,305 Total Uses $ 30,636,836 $ 31,203,077 $ 40,431,538 $ 38,245,447 $ 46,975,693 Net Operating Result $ 7,789,909 $ 7,607,345 $ (2,434,538) $ PERSONNEL BY DIVISION Administration Conservation Production Quality Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources Total Personnel EXPENSES BY DIVISION Administration Conservation Production Quality 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 - 162 - Projected FY 2013 Budget FY 2014 (916,447) $ (9,759,693) Table of Contents Conservation PURPOSE STATEMENT OBJECTIVES FY 2014 To ensure Gilbert’s water supply is used in the most efficient manner, and that Gilbert complies with state regulations regarding water conservation, which includes meeting the target gallons per person per day water use of 205 gallons. ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Hosted the town’s second 4th grade water education festival for Gilbert Public Schools students Continued partnership with the Alliance for Water Efficiency to recommend water efficiency standards for new plumbing and irrigation products Held 2nd “Fix A Leak Week” race in partnership with Arizona Municipal Water Users Association Continued partnership with the town Parks and Recreation Department to reduce water usage in the Parkway Maintenance Improvement Districts (PKID) neighborhoods Continued the partnership with the Town Streets and Parks and Recreation departments on conservation measures through area-based water use budgets Reinstate and increase HOA water budget program Increase youth education programs and outreach 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 The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. Supplies and contractual includes increases for one-time expenses related to regional studies and conservation programs. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 2,598 2,910 1,780 3,000 Residential audits 323 343 123 200 Commercial audits 16 11 5 15 PERFORMANCE MEASURES # of students participating in educational programs - 163 - Table of Contents Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Actual FY 2011 Actual FY 2012 Budget FY 2013 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 278,961 Total Expenses $ 278,961 269,288 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 278,961 $ 267,627 $ 269,288 $ 265,225 267,627 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2012 FY 2013 - 164 - $ FY 2014 265,225 381,799 Budget FY 2014 225,470 39,755 - COST PER CAPITA FY 2011 381,799 Projected FY 2013 225,470 42,157 $ Budget FY 2014 265,225 Budget FY 2013 232,502 36,786 - Budget FY 2014 Projected FY 2013 267,627 Actual FY 2012 244,924 34,037 - Total Expenses 269,288 Projected FY 2013 323,442 58,357 $ 381,799 Table of Contents Production PURPOSE STATEMENT OBJECTIVES FY 2014 To facilitate the production of a safe and dependable water supply to meet all seasonal and 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Met the water demands of the community as well as maintained the water pressure in the four pressure zones without a significant or reportable water outage Maximized the use of surface water, only using groundwater to supplement total production or in time of emergency need Scheduled and monitored all sampling to meet designated EPA parameters and contaminants for quarterly and annual reports Arsenic Treatment sites used efficiently to maximize the water production from sites #14, #15, #21 and #25 Scan monitors installed at the North Water Treatment Plant to better monitor water quality using new technology New Booster station reservoir at Ray/Recker Rds online in May, providing two million gallons more water storage/booster capacity SCADA system upgrades performed inhouse saving the town money and strengthening our control systems Performed detailed repair and maintenance at north water plant to ensure use and extend life to equipment Upgraded north water plant fluoride feed system New belt filter press at Santan Plant PERFORMANCE MEASURES Peak day demand (million gallons) Daily average water production (million gallons) # of exceeded Maximum Contaminant Levels for water quality parameters Average % of ground water production Average % of surface water production # of incidents/down-time considered a water outage ♦ ♦ ♦ ♦ ♦ Develop standard operating procedures and emergency response plan Actively emphasize methods and means for facilitating total water production, storage, and boosting capacity to meet customer daily demands Treat both surface/groundwater to meet all water quality regulations Maximize the use of surface water, only using groundwater to supplement total production or in time of emergency need Participate in design of water production facilities to ensure they meet 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 the possibility of system contamination Work instrumentally with other departments and divisions to maximize the use of resources and solve problems as quickly and efficient as possible Strong focus on cross training and safety training with personnel BUDGET NOTES The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. Two new positions were added: electrician and an instrumentation technician. Supplies and contractual has been reduced as one-time projects/funds were utilized in FY 2013 and are no longer included in the FY 2014 budget. Capital outlay increases are related to equipment/vehicles. No rate increase for Water services was required for FY 2014. Actual FY 2011 64 Actual FY 2012 65 Projected FY 2013 68 Anticipated FY 2014 70 42 43 43 44 0 0 0 0 24% 24% 31% 26% 76% 76% 69% 74% 0 0 0 0 - 165 - Table of Contents 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 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 2.20 17.33 11.33 9.34 2.20 37.25 38.25 38.25 38.20 40.20 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 4,321,426 4,668,928 2,384,372 198,898 5,586,340 4,063,167 2,819,383 205,076 4,883,854 2,102,420 3,371,343 202,383 5,492,460 2,128,221 2,978,745 202,679 4,319,655 2,287,287 3,334,927 197,685 $ 11,573,624 $ 12,673,966 $ 10,560,000 $ 10,802,105 $ 10,139,554 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 2,492,629 9,080,995 - 2,730,048 9,943,918 - 2,812,290 7,622,710 125,000 2,812,290 7,838,356 151,459 3,229,536 6,724,558 185,460 $ 11,573,624 $ 12,673,966 $ 10,560,000 $ 10,802,105 $ 10,139,554 - 166 - Table of Contents Quality PURPOSE STATEMENT OBJECTIVES FY 2014 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. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 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 17 wells meeting all sampling requirements Timely and accurate reporting of data to the appropriate agencies Publication of Consumer Confidence Report (CCR) in electronic format (first time for this format) Completed Operational Evaluation Report to address concern with elevated trihalomethane (THM) levels Maintained analytical lab compliance and certification with high productivity and accountability Record keeping and data entry into Laboratory Information Management System (LIMS) and Excel Provided increased levels of training to staff on technical and non-technical areas ♦ ♦ ♦ 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 Fill Senior Chemist position, to be focused on optimization of chemical usage and plant performance Conduct study on THM reduction and install recommended procedural changes Cross train staff so all chemists are qualified and able to operate analytical instruments at the North Plant Provide increased testing for arsenic BUDGET NOTES The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. A chemist position was reclassified as a Lead Chemist. Supplies and contractual increases relate to analytical testing to address a potential issue with THMs and for instrument repairs, maintenance, and replacement. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Number of violations per year 0 0 0 0 Number of missed deadlines for compliance reports 0 0 0 0 22,451 18,661 18,630 18,994 123 137 140 150 100% 100% 100% 100% 4.49% 1.80% 1.80% 2.00% 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 - 167 - Table of Contents Quality Actual FY 2011 PERSONNEL BY ACTIVITY Quality Total Personnel Quality Personnel Supplies & Contractual Capital Outlay Total Expenses 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2012 506,475 506,475 Budget FY 2013 516,502 $ 516,502 $ 516,502 - 168 - 603,139 Budget FY 2013 370,571 145,931 $ Projected FY 2013 603,139 Actual FY 2012 345,975 160,500 $ Budget FY 2014 6.00 Actual FY 2011 EXPENSES BY CATEGORY Projected FY 2013 6.00 506,475 $ Budget FY 2013 6.00 Actual FY 2011 EXPENSES BY ACTIVITY Total Expenses Actual FY 2012 539,112 $ 603,139 539,112 824,108 $ Projected FY 2013 391,120 212,019 $ Budget FY 2014 Budget FY 2014 391,120 147,992 $ 539,112 824,108 480,349 343,759 $ 824,108 Table of Contents Distribution PURPOSE STATEMENT OBJECTIVES FY 2014 Water Distribution ensures the integrity of the town’s water infrastructure by maintaining the water distribution system infrastructure and associated assets. ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Continued cooperative fire hydrant exercising with the Gilbert Fire Department. Currently there are 11,630 hydrants in the system Maintained approximately $200,000 worth of repair inventory- counting each piece on a quarterly basis and reporting out gains/losses to the Finance Division Successfully trained new field supervisor for distribution repair crew Obtained laptops for supervisor and lead workers for real time work orders to be seen remotely using wireless technology Successfully implemented a job order contract and worked successfully with contractor to replace more than 25 fire hydrants Successfully completed Wildly Important Goal (WIG) - painting nearly 300 fire hydrants in the Distribution system Successfully completed a long-range infrastructure replacement plan for Water Operations 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 ♦ ♦ ♦ ♦ ♦ Work with contractor on fire hydrant replacement and new valve installation; funds are available for parts in order to be more aggressive with valve and hydrant replacement Obtain $150,000 worth of hydrant and valve replacement parts and include in existing inventory for proper disbursement on Lucity work orders Obtain hydrant breakaway tool and utility body for truck, and change business practice of replacing hydrants to repairing/rebuilding hydrants Continue cooperative fire hydrant exercising with the Gilbert Fire Department Continue to maintain a parts inventory and accurate accounting of inventory; implement WIGS for additional inventory counts Consider implementation of automated flushing devices into system; review costs/maintenance associated Consider changes to existing stand by process BUDGET NOTES The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. Supplies and contractual increases are associated with the implementation of maintenance programs and the replacement of failing equipment and/or outdated technology. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 2,183 3,005 4,002 4,500 100 100 100 100 2,264 1,262 2,055 2,100 - 169 - Table of Contents Distribution PERSONNEL BY ACTIVITY Distribution Total Personnel EXPENSES BY ACTIVITY Distribution Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 Actual FY 2012 Budget FY 2013 13.00 13.00 13.00 12.00 13.00 13.00 13.00 13.00 12.00 13.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 1,572,689 1,172,083 1,671,986 1,725,361 1,849,834 $ 1,572,689 $ 1,172,083 $ 1,671,986 $ 1,725,361 $ 1,849,834 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 813,449 759,240 - 793,616 353,605 24,862 806,610 760,376 105,000 806,610 800,251 118,500 896,208 953,626 - $ 1,572,689 $ 1,172,083 $ 1,671,986 $ 1,725,361 $ 1,849,834 - 170 - Table of Contents Metering PURPOSE STATEMENT OBJECTIVES FY 2014 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Continued the meter maintenance program with a target of 10% of the systems meters being changed out. This program ensures collection of appropriate 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 on a weekly basis Acquired field laptops for a cost savings by going paperless ♦ ♦ Continue the small meter life cycle maintenance program based on consumption 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 Bench test 10% of new meter shipments to ensure quality control BUDGET NOTES The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. Supplies and contractual did not change significantly. No rate increase for Water Services was required for FY 2014. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 # of lock-offs for delinquent payment 6,604 8,925 5,628 4,276 # of work orders per year 23,795 32,508 29,245 30,881 349 353 364 365 862,923 881,633 908,617 910,897 # of new meters installed 1,154 2,233 1,953 2,280 # of meters changed out 6,748 5,283 5,068 5,450 PERFORMANCE MEASURES Average meters read per cycle per reader # of meter reads for the year - 171 - Table of Contents 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 2011 Actual FY 2012 Budget FY 2013 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Projected FY 2013 Budget FY 2014 2,680,726 3,156,265 3,796,397 3,555,998 3,954,074 $ 2,680,726 $ 3,156,265 $ 3,796,397 $ 3,555,998 $ 3,954,074 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,539,000 1,141,726 - 1,516,593 1,639,672 - 1,522,110 2,274,287 - 1,522,110 2,033,888 - 1,660,287 2,293,787 - $ 2,680,726 $ 3,156,265 $ 3,796,397 $ 3,555,998 $ 3,954,074 ANNUAL COST PER METER READ $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2011 Budget FY 2014 FY 2012 FY 2013 - 172 - FY 2014 Table of Contents Utility Customer Service PURPOSE STATEMENT OBJECTIVES FY 2014 The mission of the Utility Customer Service Division is to ensure accurate and timely billing of utility customers and to provide quality customer service to residents and the general public that contact the customer service center. ♦ ♦ Implement an automated system to proactively contact delinquent customers to maintain our reduced level of disconnects for nonpayment Expand cross-training of staff to increase efficiencies and customer service ACCOMPLISHMENTS FY 2013 BUDGET NOTES ♦ ♦ ♦ ♦ ♦ ♦ Increased the number of auto-pay customers by focusing on offering this service to new customers Decreased the number of customers disconnected for nonpayment by proactively contacting them via phone or email Relocated utility customer service functions to 90 E. Civic Center Drive to provide for a variety of services at one location for customers and the general public Implemented advertising in utility bills to promote local businesses and raise revenue for non-profits to benefit the community Implemented a new cashiering system to allow customers to pay for several services with one Customer Service Professional Increased communication with Meter Services to allow for identification and back billing of accounts when a non-functioning meter is replaced The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. Supplies and contractual decreased by approximately 3%. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 % of utility customers participating in autopay 12% 17% 24% 26% % of utility customers signed up to view their utility billing statements online 13% 17% 17% 17% 1:25 2:11 2:23 2:00 11% 15% 12% 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% - 173 - Table of Contents Utility Customer Service PERSONNEL BY ACTIVITY Utility Customer Service Total Personnel EXPENSES BY ACTIVITY Utility Customer Service Total Expenses Budget FY 2013 13.50 18.00 18.00 18.00 18.00 13.50 18.00 18.00 18.00 18.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 569,528 $ $ 569,528 $ Actual FY 2012 246,740 322,788 - Personnel Supplies & Contractual Capital Outlay 596,049 596,049 - 174 - $ 624,130 624,130 $ 421,968 271,052 - 344,365 279,765 $ 624,130 693,020 Budget FY 2014 Projected FY 2013 344,365 279,765 $ 693,020 624,130 Budget FY 2013 306,744 289,305 $ 624,130 Budget FY 2014 Projected FY 2013 624,130 596,049 Actual FY 2011 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 569,528 $ Budget FY 2014 Projected FY 2013 Actual FY 2011 $ 693,020 Table of Contents Public Works Administration PURPOSE STATEMENT OBJECTIVES FY 2014 The mission of Public Works Administration is to provide direction and oversight on all areas of Public Works operations and planning including: Water, Wastewater, Environmental Services, and Street Maintenance. Public Works Administration is committed to optimizing services to the community and providing prompt, courteous, and informed service to our external and internal customers. ♦ ACCOMPLISHMENTS FY 2013 BUDGET NOTES ♦ The FY 2014 budget shows a reduction in the number of FTEs. This reduction is a change in reporting/accounting procedure. These administrative positions are now being shown in the areas they serve: Wastewater, Environmental Services, and Streets. Supplies and contractual increased due to a one-time allocation for the water portion for a utility rate study. ♦ ♦ ♦ ♦ ♦ Completed Water/Wastewater/Reclaimed Water Master Plan update Completed installation of the belt filter press at Santan Vista Water Treatment Plant Completed initial long-range infrastructure plans for each operational area Successfully transitioned contract management duties over to purchasing office PERFORMANCE MEASURES Ratio of administration staff to total department Finalize long range infrastructure plans for each operational area including financial management analysis and funding plans Successfully transition Public Works management to permanent director Complete operational reviews, cost comparison modeling, and organizational analyses for each operational area to identify areas of optimization Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 1:20.9 1:36.1 1:41.4 1:75.8 - 175 - Table of Contents Public Works Administration PERSONNEL BY ACTIVITY Public Works Admin Total Personnel EXPENSES BY ACTIVITY Total Expenses $ Personnel Supplies & Contractual Capital Outlay Total Expenses Budget FY 2013 12.50 8.00 7.00 7.00 4.00 12.50 8.00 7.00 7.00 4.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 407,141 $ 407,141 $ Actual FY 2012 $ 320,796 - 176 - 237,845 $ 237,845 237,845 $ Projected FY 2013 $ 237,845 260,280 Budget FY 2014 229,282 8,563 - 229,282 8,563 $ 260,280 237,845 Budget FY 2013 308,639 12,157 - 389,336 17,805 $ 320,796 Budget FY 2014 Projected FY 2013 237,845 320,796 Actual FY 2011 EXPENSES BY CATEGORY Budget FY 2014 Actual FY 2012 407,141 Public Works Admin Projected FY 2013 Actual FY 2011 152,014 108,266 $ 260,280 Table of Contents Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2014 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received no fines from Arizona Corporation Commission (ACC) for inaccurate marks Accurately marked town-owned utilities with in parameters set forth by Arizona Revised Statutes (ARS), and successfully responded to all emergencies and unknowns within specific timelines as required Obtained approval for fifth locator by reclassing Utility Worker position Worked with Geographic Information System (GIS) staff to update inconsistencies in the field Obtained two new pick-up trucks for locators Successfully completed Wildly Important Goals (WIGS) by deadline-completely paperless operation Locators participated in all Capital Improvement Projects (CIP) final walk throughs Successfully responded to more than 20,000 Utility Locate requests consisting of 100,000 utility requests received from Arizona Blue Stake, Inc. in parameters defined by state law PERFORMANCE MEASURES # of utility locates/dig requests from Arizona Blue Stake, Inc. % of field tickets located by Gilbert staff % of emergency tickets requiring one hour response ♦ ♦ Accurately mark town-owned utilities with in parameters set forth by ARS, responding to all emergencies and unknowns within specific timelines as required Receive no fines from ACC for inaccurate marks Communicate on a daily basis with contractors and document unknowns and inaccuracies found in field Successfully train fifth locator Obtain new equipment needed for locates section (line tracers) BUDGET NOTES The FY 2014 budget reflects the reclassification of a utility worker position to utility locator that was done during FY 2013. This reclassification was based on increased demand of utility locates services and call volume. Increases to supplies and contractual are attributed to the replacement of equipment for field personnel. 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 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 10,576 15,190 23,663 21,600 90% 89% 90% 91% 3.00% 2.75% 3.30% 3.25% - 177 - Table of Contents Utility Locates Actual FY 2011 Actual FY 2012 Budget FY 2013 Utility Locates 5.00 5.00 5.00 6.00 6.00 Total Personnel 5.00 5.00 5.00 6.00 6.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates Total Expenses 238,879 $ $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 238,879 210,340 238,879 $ 210,340 - 178 - $ 202,045 202,045 234,110 $ Projected FY 2013 169,970 32,075 $ Budget FY 2014 202,045 Budget FY 2013 172,236 38,104 $ 202,045 Budget FY 2014 Projected FY 2013 202,045 Actual FY 2012 201,514 37,365 $ 210,340 Projected FY 2013 Budget FY 2014 169,970 32,075 $ 202,045 234,110 198,724 35,386 $ 234,110 Table of Contents Water Resources PURPOSE STATEMENT OBJECTIVES FY 2014 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Applied for Non-Indian Agricultural Water through process laid out by the Arizona Department of Water Resources Completed Queen Creek Ground water Storage Facility (GSF) Agreement Completed New Magma Irrigation District GSF Agreement Completed GSF Agreement with Salt River Project Renewed one year lease with Fort McDowell Yavapai Nation for 13,000 acre feet (af) of Central Arizona Project (CAP) water Renewed one year lease with San Carlos Apache Nation/Tribe for 20,000 af of CAP water Completed the Integrated Water Resources Master Plan update Complete the purchase of the Roosevelt Water Conservation District (RWCD) well located at Recker/Ray PERFORMANCE MEASURES Gallons per capita per day water consumption (goal 220) Increase in ground water supply (mgd) % increase in surface water supply (additional supply acquisition) ♦ ♦ ♦ ♦ Begin implementing recommendations of Water Resources Master Plan Update Gain Bureau of Reclamation approval of the San Carlos 100-year lease that contributes 5,925 af of CAP water to Gilbert’s assured water supply portfolio Gain federal enforcement of the White Mountain Apache Tribe settlement that contributes 4,000 af of water to Gilbert’s assured water supply portfolio (a net increase of 1,110 af) 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 pursue options regarding purchase of additional long - term storage credits and renewable supplies BUDGET NOTES The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. There were no significant changes to supplies and contractual budgeted expenses. In previous years Water Resources has been contained within the Water Administration budget. In FY 2012, the 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 2014. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 221 196 206 205 0 0 0 0 0.00% 0.00% 0.00% 1.67% - 179 - 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 2011 Actual FY 2012 Budget FY 2013 0.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 1.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 - - 5,181,322 5,051,040 5,190,990 - $ 5,181,322 $ 5,051,040 $ 5,190,990 Budget FY 2013 Projected FY 2013 Budget FY 2014 - $ Projected FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 Actual FY 2011 Actual FY 2012 - - 117,410 5,063,912 - 117,410 4,933,630 - 126,598 5,064,392 - - $ 5,181,322 $ 5,051,040 $ 5,190,990 - $ - 180 - 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. Capital Projects The budget for Capital Projects is determined by the 2013-2018 Capital Improvement Program that was adopted by Council on June 6, 2013. The following projects require Water Fund funding for FY 2014: 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. Reservoir #3 Tank Replacement Cooper and Guadalupe Improve Guadalupe and Gilbert Improve Arsenic Treatment Facility Relocate Well Blending Pipeline Higley and Williams Field Improve North WTP Filter Media Replace Water System Loss Assessment Reservoir #7 Tank Replacement North WTP Corrosion Rehabilitation 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 2014, $1,765,000 is budgeted for contingency. In FY 2014, new accounting practices were implemented that charged the CIP expenditures directly to the funding source. Prior to FY 2014, CIP funding was handled through inter-fund transfers Other Miscellaneous Insurance $189,835 More detail on these CIP projects can be found in the Capital Improvements section of this document. This is the Water Fund portion of the Public Entity Insurance package. Policies include Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Tuition Reimbursement $10,000 Based on historical usage, $5,000 is budgeted to reimburse employees of the Water Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Copy Services $3,725,000 1,250,000 1,250,000 1,000,000 747,000 600,000 351,000 300,000 286,000 276,000 $10,530 For FY 2014, all appropriations related to Copy Services are located in Non-Departmental. New software was installed in late FY 2013 to determine usage by employee. Once fully implemented, it will be used to determine the most efficient way to allocate costs. - 181 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Actual FY 2011 Actual FY 2012 Budget FY 2013 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 Debt Contingency Capital Projects Other 3,432,859 199,030 3,426,931 172,400 3,424,670 1,765,000 203,300 3,424,670 1,765,000 203,300 3,427,889 1,765,000 9,785,000 210,365 Total Expenses $ 3,631,889 $ 3,599,331 $ 5,392,970 $ 5,392,970 $ 15,188,254 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 3,631,889 - 3,599,331 - 5,392,970 - 5,392,970 - 5,403,254 9,785,000 $ 3,631,889 $ 3,599,331 $ 5,392,970 $ 5,392,970 $ 15,188,254 - 182 - Table of Contents Wastewater _________________________________ Wastewater Summary Collection Plant Operations Reclaimed 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 2014 ♦ 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 ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Water Plant Operations Neely Facility Environmental Services Wastewater Collection Quality Riparian Programs Greenfield Facility Reclaimed Effluent Re-Use Effluent Recharge - 183 - Table of Contents Wastewater PERSONNEL BY DIVISION Administration Collection Plant Operations Reclaimed Quality Riparian Programs Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Collection Plant Operations Reclaimed Quality Riparian Programs Non-Departmental Total Expenses EXPENSES BY CATEGORY Projected FY 2013 Budget FY 2014 Actual FY 2011 Actual FY 2012 Budget FY 2013 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 2.00 20.60 0.00 12.40 6.00 3.68 0.00 40.68 41.68 41.68 41.68 44.68 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,031,441 2,838,788 6,317,919 1,398,100 506,738 407,046 719,726 1,258,418 3,101,020 5,983,235 1,364,745 495,567 407,481 711,159 1,052,632 3,112,613 7,538,114 1,495,035 505,701 396,180 2,325,460 1,053,434 2,967,734 7,541,438 1,488,211 504,991 409,684 2,325,460 1,296,146 3,542,210 8,039,274 1,584,857 539,116 471,081 3,725,728 $ 13,219,758 $ 13,321,625 $ 16,425,735 $ 16,290,952 $ 19,198,412 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 3,484,048 9,735,710 - 3,528,576 9,715,037 78,012 3,632,144 12,793,591 - 3,632,144 12,658,808 - 4,134,113 13,417,299 1,647,000 $ 13,219,758 $ 13,321,625 $ 16,425,735 $ 16,290,952 $ 19,198,412 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 21,704,150 920,412 22,822,962 1,486,668 22,935,000 920,000 23,611,700 920,000 23,037,500 920,000 $ 22,624,562 $ 24,309,630 $ 23,855,000 $ 24,531,700 $ 23,957,500 13,219,758 6,982,915 13,321,625 6,690,624 16,425,735 7,371,850 16,290,952 8,922,850 19,198,412 6,554,818 Total Uses $ 20,202,673 $ 20,012,249 $ 23,797,585 $ 25,213,802 $ 25,753,230 Net Operating Result $ 2,421,889 $ 4,297,381 $ $ Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 184 - 57,415 (682,102) $ (1,795,730) Table of Contents Collection ♦ PURPOSE STATEMENT The Wastewater Collection section is dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater collection system that includes sewer pipelines, sewer manholes, lift stations, and sewer force mains. ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Responded to and made repairs to sanitary sewer service pipelines and manholes in need of maintenance Performed odor control monitoring activities throughout the sewer system and routinely added odor control chemicals to the system Performed routine sewer pipeline cleaning to prevent blockages, overflows, and odors Conducted routine inspections of the sewer system using televised inspection equipment (CCTV) in order to identify problem areas that can lead to system blockages, overflows, and deterioration of infrastructure Treated sanitary sewer manholes for roach control Performed daily inspections at all lift station sites Performed annual preventive maintenance on all lift station pumps and controls Provided safety training to all Wastewater Collection personnel ♦ ♦ BUDGET NOTES The FY 2014 budget includes two new positions: a utility worker and an electrician. Once hired, the electrician will do in-house repairs and reduce the need for contracted electricians. Wastewater anticipates reducing the contractual lines in FY 2015 once the electrician position has been filled and established. Capital outlay expenses associated with the purchase of a camera van and a truck have been included. The camera van will assist in proactively address infrastructure needs. OBJECTIVES FY 2014 ♦ Inspect 15% of the sanitary sewer system using television inspection (CCTV) equipment to identify problem areas that can lead to sewer pipeline 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 Continue to monitor and routinely add odor control chemicals to the sewer system to minimize system odors and customer complaints Inspect all lift station sites daily to verify proper operational performance and perform scheduled preventive maintenance on related pumping equipment and controls Conduct safety training for specific operational tasks for all appropriate staff to ensure that operations are performed correctly and safely Clean 20% of the sanitary sewer system to prevent sewer pipeline blockages, overflows, and odors Actual FY 2011 15% Actual FY 2012 19% Projected FY 2013 18% Anticipated FY 2014 20% Percent of sewer system inspected 10% 11% 12% 15% Number of sewer odor complaints 177 137 130 130 Number of sewer line blockage complaints 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 69 96 70 70 100% 100% 100% 100% 1,815 1,958 2,035 2,100 100% 100% 100% 100% PERFORMANCE MEASURES Percent of sewer system cleaned - 185 - Table of Contents 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 2013 Actual FY 2012 Budget FY 2013 17.60 18.60 18.60 18.60 20.60 17.60 18.60 18.60 18.60 20.60 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 2,838,788 3,101,020 3,112,613 2,967,734 3,542,210 $ 2,838,788 $ 3,101,020 $ 3,112,613 $ 2,967,734 $ 3,542,210 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,159,421 1,679,367 - 1,221,017 1,801,991 78,012 1,255,630 1,856,983 - 1,255,630 1,712,104 - 1,462,507 1,856,703 223,000 $ 2,838,788 $ 3,101,020 $ 3,112,613 $ 2,967,734 $ 3,542,210 COST PER MILLION GALLONS INFLUENT $800 $600 $400 $200 $0 FY 2011 Budget FY 2014 Actual FY 2011 FY 2012 FY 2013 - 186 - FY 2014 Table of Contents 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. The Neely WRP serves only the Town of Gilbert and is operated under contract by Severn Trent Services (a private operations firm). The Greenfield WRP is a regional treatment plant that serves the Town of Gilbert, City of Mesa, and Town of Queen Creek. The Greenfield WRP is operated under an intergovernmental agreement by the City of Mesa. ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ Preventative maintenance work was performed on wastewater treatment plant equipment at the Greenfield WRP Preventative maintenance work was performed on wastewater treatment plant equipment at the Neely WRP BUDGET NOTES An increase of approximately 6.5% for one-time repair and maintenance has been included in the FY 2014 budget for scheduled repair and replacement projects. Other increases are for anticipated contractual increases. No rate increase for wastewater services was required for FY 2014. OBJECTIVES FY 2014 ♦ Conduct routine meetings with the Greenfield WRP operations staff (City of Mesa) to evaluate plant operations and maintenance projects 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) 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 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 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 $1,287.37 $1,267.81 $1,328.80 $1,318.71 $1,504.87 $1,514.66 $2,164.24 $2,003.99 2,933.20 3,110.30 3,171.06 3,212.00 1,689.06 1,346.81 1,537.60 1,898.00 73% 77% 79% 80% 58% 46% 53% 65% 8.04 8.50 8.69 8.80 4.64 3.68 4.21 5.20 - 187 - Table of Contents 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 2011 Actual FY 2012 Budget FY 2013 0.00 0.00 0.00 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 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Projected FY 2013 Budget FY 2014 3,776,105 2,541,814 3,943,278 2,039,957 4,213,705 3,324,409 4,213,705 3,327,733 4,235,705 3,803,569 $ 6,317,919 $ 5,983,235 $ 7,538,114 $ 7,541,438 $ 8,039,274 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 6,317,919 - 5,983,235 - 7,538,114 - 7,541,438 - 8,039,274 - $ 6,317,919 $ 5,983,235 $ 7,538,114 $ 7,541,438 $ 8,039,274 COST PER MILLION GALLONS TREATED $2,000 $1,600 $1,200 $800 $400 $0 FY 2011 Budget FY 2014 FY 2012 FY 2013 - 188 - FY 2014 Table of Contents Reclaimed PURPOSE STATEMENT OBJECTIVES FY 2014 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 include: 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 and perform maintenance as needed ♦ Inspect all related well sites, reservoirs, and pump stations daily to verify proper operational performance ♦ Perform scheduled preventive maintenance on related pumping equipment and controls ♦ Monitor and distribute reclaimed water and recovered water to customer sites daily to meet irrigation demands, thus reducing the use of potable water ♦ Monitor and track reclaimed water delivered to groundwater recharge operations ♦ Distribute educational brochures and information to customers relating to Gilbert's effluent reuse and recharge operations ♦ Conduct annual safety training for specific operational tasks to ensure that operations are performed correctly and safely ACCOMPLISHMENTS FY 2013 ♦ 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 ♦ Conducted reclaimed water system pressure monitoring to track system performance ♦ Exercised reclaimed water system valves ♦ Inspected, maintained, and took monthly readings at all reclaimed and recovered water system meters ♦ Performed all permit required water quality sampling and monitoring and submitted regulatory reports on schedule ♦ Disked and ripped the top soil in all groundwater recharge basins as needed to maintain high water percolation rates ♦ Provided safety training to all Effluent Reuse and Recharge personnel 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 The FY 2014 budget includes an increase for the implementation of the Classification and Compensation study. Supplies and contractual increased by approximately 2% due to increases in repairs and maintenance of aging infrastructure. No rate increase for reclaimed water services was required for FY 2014. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 0 0 0 0 0 0 2 0 4,477 4,651 4,529 4,650 39% 40% 40% 40% 61% 60% 60% 60% 100% 100% 100% 100% - 189 - Table of Contents 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 2011 Actual FY 2012 Budget FY 2013 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 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Projected FY 2013 Budget FY 2014 877,407 520,693 897,504 467,241 946,252 548,783 957,463 530,748 951,290 633,567 $ 1,398,100 $ 1,364,745 $ 1,495,035 $ 1,488,211 $ 1,584,857 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 915,055 483,045 - 922,237 442,508 - 937,570 557,465 - 937,570 550,641 - 985,232 571,625 28,000 $ 1,398,100 $ 1,364,745 $ 1,495,035 $ 1,488,211 $ 1,584,857 COST PER MILLION GALLONS PRODUCED/REUSED $500 $400 $300 $200 $100 $0 FY 2011 Budget FY 2014 FY 2012 FY 2013 - 190 - FY 2014 Table of Contents Quality PURPOSE STATEMENT OBJECTIVES FY 2014 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 operations maintain pollutant levels in the wastewater stream below those levels mandated by regulations and oversight agency agreements. ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Inspected commercial businesses of concern for compliance with wastewater and storm water code requirements and to ensured that proper pretreatment device operation and maintenance was being performed Performed required regulatory inspections and sampling events at permitted industrial user sites Completed and submitted all required regulatory reports to oversight agencies on schedule Continued to participate in a multi-city coordination group to align commercial pretreatment program compliance strategies and education within Maricopa County Coordinated with Gilbert’s Development Services Department on the review of plans for new commercial and industrial development Provided the necessary safety training to all Wastewater Quality section personnel Processed all business licenses and wastewater questionnaires submitted to the Town of Gilbert 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 annually to verify compliance with wastewater and storm water code requirements and to ensure that proper pretreatment device operation and maintenance is being performed Review and process all new business licenses and wastewater questionnaires to obtain familiarity with business operations relating to code requirements Continue to monitor industrial wastewater discharge permitting activity and review and process permits when required Continue to perform sanitary sewer flow monitoring studies in specific areas to track pipeline capacities Distribute related educational brochures and information to customers during inspections, service calls, and public outreach events Conduct annual safety training for specific operational tasks to ensure that operations are performed correctly and safely BUDGET NOTES The FY 2014 budget includes minor increases the implementation of Classification and Compensation study. The increase in supplies and contractual is attributed to a one-time expense for the replacement of flow meters, as well as software support fees. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 1,176 1,171 1,304 1,350 92% 100% 100% 100% 19 20 21 23 100% 100% 100% 100% 23 69 98 100 32 54 25 32 863 988 1,065 1,100 - 191 - Table of Contents Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2011 Actual FY 2012 Budget FY 2013 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 506,738 Total Expenses $ $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 506,738 495,567 506,738 $ 495,567 $ 504,991 505,701 $ $150 $120 $90 $60 $30 $0 FY 2012 FY 2013 - 192 - $ FY 2014 504,991 539,116 Budget FY 2014 448,230 56,761 - COST PER MILLION GALLONS TREATED FY 2011 539,116 Projected FY 2013 448,230 57,471 $ Budget FY 2014 504,991 Budget FY 2013 445,875 49,692 $ 505,701 Budget FY 2014 Projected FY 2013 505,701 Actual FY 2012 463,577 43,161 $ 495,567 Projected FY 2013 459,045 80,071 $ 539,116 Table of Contents Riparian Programs PURPOSE STATEMENT OBJECTIVES FY 2014 The Riparian Institute provides education and recreation experiences at the three riparian preserve sites to enhance public appreciation for nature and attract tourism visits that assist us in attaining 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Tourism visits increased by an additional 15% Total visits increased by 7% Feral cat population at Water Ranch was reduced from more than 100 to two Volunteer program included approximately 2,455 hours worked 500 outreach students Zanjero burrowing owl population increased from five to 12 and interpretive signage installed Cost recovery for programs, $7,860 direct costs, $16,331 revenue. Net revenue from programs is $8,471 Develop a safe harbor agreement with Game and Fish for at least one species Continue feral cat control at or less than two cats for the year Design and develop new garden interpretive area behind the Southeast Regional Library Develop new sponsor program(s) utilizing adoption, naming and advertising benefits Develop an interpretation plan for Zanjero owl observatory Demonstrate and monitor cost recovery levels for all public programs Develop a small special event that will increase revenue production BUDGET NOTES The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. An approximate 4% increase to supplies and contractual is attributed to maintenance costs for the irrigation and aeration systems. These are considered onetime expenses. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Amount of operating donations received $75 $500 $3,000 $500 Number of outreach students participating yearly 300 425 550 600 31,576 39,449 41,000 45,000 Number of native reptiles on site end of first quarter 5 6 6 7 Number of research hours completed yearly 200 150 165 175 Number of programs developed with Queen Creek Parks 0 0 0 1 $42,987 $34,097 $24,685 $27,500 PERFORMANCE MEASURES Number of tourism visits Total revenue generated - 193 - Table of Contents Riparian Programs PERSONNEL BY ACTIVITY Riparian Programs Total Personnel EXPENSES BY ACTIVITY Riparian Programs Total Expenses Actual FY 2012 Budget FY 2013 3.68 3.68 3.68 3.68 3.68 3.68 3.68 3.68 3.68 3.68 Actual FY 2011 Actual FY 2012 Budget FY 2013 407,046 $ 407,046 407,481 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 407,046 $ 407,481 - 194 - $ 396,180 409,684 471,081 $ Projected FY 2013 271,580 124,600 $ Budget FY 2014 409,684 Budget FY 2013 254,385 153,096 $ 396,180 Budget FY 2014 Projected FY 2013 396,180 Actual FY 2012 268,396 138,650 $ 407,481 Projected FY 2013 Budget FY 2014 271,580 138,104 $ 409,684 471,081 341,411 129,670 $ 471,081 Table of Contents Non-Departmental Copy Services 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. 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. Capital Projects The budget for Capital Projects is determined by the 2013-2018 Capital Improvement Program that was adopted by Council on June 6, 2013.The following projects require Wastewater Fund funding for FY 2014: 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 2014, $1,600,000 is budgeted for contingency. Monitor Well Replacements Santan Lift Station Odor Control EMF 12" Reclaimed Water Line $55,660 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. Tuition Reimbursement $ 750,000 469,000 177,000 In FY 2014, new accounting practices were implemented that charged the CIP expenditures directly to the funding source. Prior to FY 2014, CIP funding was handled through inter-fund transfers. Other Miscellaneous Insurance $3,470 For FY 2014, all appropriations related to Copy Services are located in Non-Departmental. New software was installed in late FY 2013 to determine usage by employee. Once fully implemented, it will be used to determine the most efficient way to allocate costs. More detail on these CIP projects can be found in the Capital Improvements section of this document. $2,000 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. Additional amounts could be funded through contingency if needed. - 195 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Debt Contingency Capital Projects Other Total Expenses Actual FY 2012 Budget FY 2013 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 655,518 64,208 $ 719,726 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 $ 719,726 $ Projected FY 2013 Budget FY 2014 Budget FY 2014 659,257 51,902 664,970 1,600,000 60,490 664,970 1,600,000 60,490 668,598 1,600,000 1,396,000 61,130 711,159 $ 2,325,460 $ 2,325,460 $ 3,725,728 Budget FY 2013 Projected FY 2013 Budget FY 2014 Actual FY 2012 719,726 - Projected FY 2013 711,159 - 2,325,460 - 2,325,460 - 2,329,728 1,396,000 711,159 $ 2,325,460 $ 2,325,460 $ 3,725,728 - 196 - Table of Contents Environmental Services Residential _________________________________ Environmental Services - Residential Summary Residential Collections Non-Departmental Table of Contents Environmental Services - Residential FUND DESCRIPTION The mission of Environmental Services - Residential is to manage Gilbert’s integrated solid waste operations and to provide environmentally sound and cost effective services to meet the needs of the residents. Gilbert’s solid waste activities are financed and operated in a manner similar to private business enterprises, where costs of providing the services to the residential 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 2014 ♦ ♦ ♦ ♦ ♦ ♦ 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 Services Water Residential Commercial - 197 - 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 Personnel Supplies & Contractual Capital Outlay Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 3.52 68.70 0.00 3.52 67.70 0.00 3.52 68.20 0.00 3.52 68.20 0.00 5.52 70.70 0.00 72.22 71.22 71.72 71.72 76.22 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 958,988 9,063,401 66,530 1,003,423 9,671,127 67,558 1,330,855 9,572,899 1,781,970 1,008,173 9,964,633 1,781,970 1,852,989 11,182,033 3,256,079 $ 10,088,919 $ 10,742,108 $ 12,685,724 $ 12,754,776 $ 16,291,101 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 4,910,563 5,178,356 - 4,836,643 5,905,465 - 5,021,049 7,318,675 346,000 5,021,049 7,706,103 27,624 5,929,398 7,659,703 2,702,000 $ 10,088,919 $ 10,742,108 $ 12,685,724 $ 12,754,776 $ 16,291,101 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 14,754,956 101,887 15,488,570 207,483 15,362,000 155,000 14,553,500 155,000 14,878,000 155,000 $ 14,856,843 $ 15,696,053 $ 15,517,000 $ 14,708,500 $ 15,033,000 10,088,919 1,688,970 10,742,108 1,756,385 12,685,724 1,832,280 12,754,776 1,832,280 16,291,101 1,912,703 Total Uses $ 11,777,889 $ 12,498,493 $ 14,518,004 $ 14,587,056 $ 18,203,804 Net Operating Result $ 3,078,954 $ 3,197,560 $ $ $ (3,170,804) Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 198 - 998,996 121,444 Table of Contents Residential Collections ♦ PURPOSE STATEMENT ♦ The Residential Collections Division manages Gilbert's integrated solid waste operations and provide environmentally sound and economically cost effective services to meet the needs of the residents. The protection of human health and the environment is accomplished by providing Gilbert solid waste services in a safe and efficient manner. These services include the collection and disposal of contained and uncontained refuse, household hazardous waste (HHW), green waste, recycle materials and diversion of specific materials from the solid waste stream for the processing of those materials for use as new products or for other productive uses. The maintenance of 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. ♦ ♦ OBJECTIVES FY 2014 ♦ ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ Acquired first alternative fuel vehicle, fueled by domestic supply compressed natural gas State overall winner for competition at annual State Solid Waste Association of North America Road-eo, with three national driving champions Renegotiated disposal contract saving $100,000 annually Temporary staffing contract was awarded resulting in a savings of $60,000 annually ♦ 48 out of 49 heavy equipment operators remained accident - free while servicing Gilbert customers HHW facility diverted contaminated latex paint to further increase their overall diversion rate to 92% Completed the IGA with Queen Creek allowing QC customers to deliver HHW to our facility for a fee Finalized the regional IGA for recycle processing and waste disposal with three East Valley cities: Tempe, Mesa and Scottsdale Increased the residential recycle diversion rate to just over 22% ♦ Promote accident-free driving to 100% Maintain customer satisfaction by prompt and timely service, responding to 100% of constituent requests within 24 hours of first contact Continue to promote and educate Gilbert customers on the Reduce, Reuse and Recycle program and philosophy. Strive to increase total diversion from the landfills by 2% in each category, residential, bulk, commercial, and multifamily Pilot a green waste diversion strategy from our bulk trash program by the first quarter of FY 2014 Finalize a long term disposal contract for refuse, green waste and recycle processing with flexibility in disposal locations and optimizing cost savings at $150,000 annually BUDGET NOTES The FY 2014 budget includes increases for the implementation of the Classification and Compensation study. Two additional heavy equipment operators have been included with related equipment budgeted under capital outlay. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Total recycling tonnage 18,283 18,653 19,200 20,000 Total residential solid waste tonnage (not including recycling) 78,960 79,444 81,000 82,500 Number of residential customers 65,887 67,621 69,554 71,686 Households served by HHW Facility 5,134 5,611 6,225 6,976 Pounds of HHW collected 381,912 367,251 392,000 432,512 Percentage of household hazardous waste diverted 78.80% 92.80% 93.00% 93.00% 5,725 6,040 6,370 6,680 PERFORMANCE MEASURES Gallons of paint recycled - 199 - Table of Contents Residential Collections PERSONNEL BY ACTIVITY Residential Collections Uncontained Collections Recycling Environmental Programs Outreach Programs Total Personnel EXPENSES BY ACTIVITY Budget FY 2013 Projected FY 2013 32.00 20.00 13.70 3.00 0.00 29.00 20.00 14.70 4.00 0.00 29.00 20.00 14.70 4.50 0.00 28.00 21.00 8.70 4.50 6.00 30.00 21.00 9.20 4.50 6.00 68.70 67.70 68.20 68.20 70.70 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 5,385,814 2,078,937 1,845,403 360,973 - 5,262,582 2,004,430 1,857,707 448,180 - 5,354,193 2,138,238 1,948,782 428,311 95,109 5,939,433 2,298,299 2,018,681 461,435 464,185 $ 9,063,401 $ 9,671,127 $ 9,572,899 $ 9,964,633 $ 11,182,033 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 EXPENSES BY CATEGORY 4,317,636 4,745,765 - 4,198,078 5,473,049 - 4,344,210 5,207,689 21,000 4,344,210 5,592,799 27,624 5,041,559 5,510,474 630,000 $ 9,063,401 $ 9,671,127 $ 9,572,899 $ 9,964,633 $ 11,182,033 Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 5,105,080 1,959,321 1,664,883 334,117 - Residential Collections Uncontained Collections Recycling Environmental Programs Outreach Programs Total Expenses Actual FY 2011 ANNUAL COST PER RESIDENTIAL CUSTOMER $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2011 FY 2012 - 200 - FY 2013 FY 2014 Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly contributed to a business unit. An overview of each section is below. 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 2014, $1,700,000 is budgeted for contingency. Miscellaneous Insurance $72,269 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 Capital Projects The budget for Capital Projects is determined by the 2013-2018 Capital Improvement Program that was adopted by Council on June 6, 2013. The following projects require Environmental Services Residential Fund funding for FY 2014: $5,000 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. Additional funding may be provided through contingency if necessary. Copy Services CNG Fueling Station $ 1,472,000 In FY 2014, new accounting practices were implemented that charged the CIP expenditures directly to the funding source. Prior to FY 2014, CIP funding was handled through inter-fund transfers. $6,810 For FY 2014, all appropriations related to Copy Services are located in Non-Departmental. New software was installed in late FY 2013 to determine usage by employee. Once fully implemented, the most efficient way to allocate costs will be determined. More detail on these CIP projects can be found in the Capital Improvements section of this budget document. - 201 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Contingency Capital Projects Other Total Expenses Actual FY 2012 Budget FY 2013 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 66,530 $ 66,530 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 $ 66,530 $ Projected FY 2013 Budget FY 2014 Budget FY 2014 67,558 1,700,000 81,970 1,700,000 81,970 1,700,000 1,472,000 84,079 67,558 $ 1,781,970 $ 1,781,970 $ 3,256,079 Budget FY 2013 Projected FY 2013 Budget FY 2014 Actual FY 2012 66,530 - Projected FY 2013 67,558 - 1,781,970 - 1,781,970 - 1,784,079 1,472,000 67,558 $ 1,781,970 $ 1,781,970 $ 3,256,079 - 202 - 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 three, four, six and eight 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 are capable of responding to any emergency situation. GOALS FY 2014 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 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 - 203 - 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 Actual FY 2012 Budget FY 2013 0.48 6.30 0.00 0.48 6.80 0.00 0.48 6.80 0.00 0.48 6.80 0.00 0.48 6.80 0.00 6.78 7.28 7.28 7.28 7.28 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Projected FY 2013 Budget FY 2014 62,647 1,712,491 9,720 59,569 1,716,163 9,511 56,600 1,696,700 161,200 56,700 1,690,302 161,200 61,821 1,731,150 287,388 $ 1,784,858 $ 1,785,243 $ 1,914,500 $ 1,908,202 $ 2,080,359 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 462,968 1,287,426 34,464 519,742 1,265,501 - 508,654 1,405,846 - 508,654 1,399,548 - 535,894 1,416,465 128,000 $ 1,784,858 $ 1,785,243 $ 1,914,500 $ 1,908,202 $ 2,080,359 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 OPERATING RESULTS Total Revenues Transfers In 2,488,108 - 2,432,006 - 2,439,000 - 2,412,000 - 2,432,000 - $ 2,488,108 $ 2,432,006 $ 2,439,000 $ 2,412,000 $ 2,432,000 1,784,858 211,800 1,785,243 260,638 1,914,500 268,590 1,908,202 268,590 2,080,359 310,390 Total Uses $ 1,996,658 $ 2,045,881 $ 2,183,090 $ 2,176,792 $ 2,390,749 Net Operating Result $ $ $ $ $ Total Sources Total Expenses Transfers Out 491,450 386,125 - 204 - 255,910 235,208 41,251 Table of Contents Commercial Collections PURPOSE STATEMENT OBJECTIVES FY 2014 Commercial protects human health and environmental quality. The program ensures a fair competition exists amongst those that provide commercial collection. Service is provided if a private business hauler falters. The operations also ensure all town operated facilities receive first class recycle and refuse collection services, including parks, streets, water and waste water treatment plants. The division provides solid waste collection and disposal services for commercial/industrial, retail, multi-family and institutional establishments within Gilbert. ♦ ♦ ♦ Continue to expand commercial recycle participation Continue to promote accident free driving to 100% Maintain current rates BUDGET NOTES Personnel costs increase as a result of the implementation of the Classification and Compensation study. There were no significant changes to supplies and contractual. ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ Remained profitable and maintained customer base while increasing roll off revenue Commercial rates remained stable Increased roll-off recycle diversion rate by 4% PERFORMANCE MEASURES Number of commercial customers Total front end loader commercial tonnage (Not Cardboard) Total roll-off tonnage disposed Total front end loader cardboard tonnage Actual FY 2011 710 Actual FY 2012 758 Projected FY 2013 727 Anticipated FY 2014 720 21,122 21,160 21,420 22,000 8,839 8,430 7,950 8,200 369 438 535 600 - 205 - Table of Contents Commercial Collections PERSONNEL BY ACTIVITY Commercial Collections Commercial Rolloffs Total Personnel EXPENSES BY ACTIVITY Commercial Collections Commercial Rolloffs Total Expenses Actual FY 2012 Budget FY 2013 5.30 1.00 5.80 1.00 5.80 1.00 5.80 1.00 5.80 1.00 6.30 6.80 6.80 6.80 6.80 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 1,321,477 391,014 1,288,884 427,279 1,278,132 418,568 1,321,004 369,298 1,318,606 412,544 $ 1,712,491 $ 1,716,163 $ 1,696,700 $ 1,690,302 $ 1,731,150 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 410,681 1,267,346 34,464 469,220 1,246,943 - 455,880 1,240,820 - 455,880 1,234,422 - 483,530 1,247,620 - $ 1,712,491 $ 1,716,163 $ 1,696,700 $ 1,690,302 $ 1,731,150 COST PER COMMERCIAL CUSTOMER $3,000.00 $2,250.00 $1,500.00 $750.00 $0.00 FY 2011 FY 2012 - 206 - FY 2013 FY 2014 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 2014, $150,000 is budgeted for contingency. Miscellaneous Insurance $8,268 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 Capital Projects The budget for Capital Projects is determined by the 2013-2018 Capital Improvement Program that was adopted by Council on June 6, 2013. The following projects require Environment Services Commercial Fund funding for FY 2014: $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. Additional amounts could be funded through contingency if needed. Copy Services CNG Fueling Station $ 128,000 In FY 2014, new accounting practices were implemented that charged the CIP expenditures directly to the funding source. Prior to FY 2014, CIP funding was handled through inter-fund transfers. $120 For FY 2014, all appropriations related to Copy Services are located in Non-Departmental. New software was installed in late FY 2013 to determine usage by employee. Once fully implemented, the most efficient way to allocate costs will be determined. More detail on these CIP projects can be found in the Capital Improvements section of this budget document. - 207 - Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Contingency Capital Projects Other Total Expenses Actual FY 2012 Budget FY 2013 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 9,720 $ 9,720 9,511 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 9,720 $ 9,511 - 208 - $ 161,200 161,200 150,000 128,000 9,388 $ Projected FY 2013 161,200 $ Budget FY 2014 150,000 11,200 Budget FY 2013 9,511 $ 161,200 Budget FY 2014 Projected FY 2013 150,000 11,200 Actual FY 2012 9,720 $ 9,511 Projected FY 2013 Budget FY 2014 161,200 $ 161,200 287,388 159,388 128,000 $ 287,388 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 an 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 areas of responsibility. We recognize that in order to maintain proactive operation and maintenance programs we must emphasize planning and teamwork. 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 (HURF) and vehicle license tax (VLT) revenues fund Gilbert’s Street Division. GOALS FY 2014 ♦ 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 Traffic Operations Center Storm Drainage Hazard Response - 209 - Table of Contents Streets Fund PERSONNEL BY DIVISION Administration Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 1.00 22.42 19.00 4.63 2.25 0.00 1.00 22.42 19.00 4.63 2.25 0.00 1.00 22.42 20.00 5.63 2.25 0.00 1.00 22.42 20.00 5.33 2.25 0.00 2.00 27.42 20.00 5.33 2.25 0.00 49.30 49.30 51.30 51.00 57.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 134,399 5,036,184 3,676,011 1,761,244 143,034 90,436 158,243 5,110,299 3,876,490 1,747,991 162,123 87,377 286,581 5,067,581 4,002,937 1,921,055 148,513 1,097,910 283,779 5,047,505 4,022,451 2,364,699 145,330 1,097,910 480,290 5,942,894 4,352,074 2,878,200 166,247 8,082,466 $ 10,841,308 $ 11,142,523 $ 12,524,577 $ 12,961,674 $ 21,902,171 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 3,067,630 5,182,063 2,591,615 3,100,493 5,244,995 2,797,035 3,445,856 6,353,361 2,725,360 3,445,856 6,790,458 2,725,360 4,061,056 8,068,535 9,772,580 $ 10,841,308 $ 11,142,523 $ 12,524,577 $ 12,961,674 $ 21,902,171 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 18,034,912 65,430 17,433,005 50,000 18,430,000 50,000 19,094,825 50,000 18,650,000 50,000 $ 18,100,342 $ 17,483,005 $ 18,480,000 $ 19,144,825 $ 18,700,000 10,841,308 3,912,497 11,142,523 3,570,110 12,524,577 6,395,670 12,961,674 4,211,670 21,902,171 3,283,721 Total Uses $ 14,753,805 $ 14,712,633 $ 18,920,247 $ 17,173,344 $ 25,185,892 Net Operating Result $ 3,346,537 $ 2,770,372 $ Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 210 - (440,247) $ 1,971,481 $ (6,485,892) 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Continued conversion of CHEC pavement maintenance system to the Lucity pavement maintenance system All streets in Gilbert were put in classifications of major arterial, collector and local roads and an accurate number for Gilbert's centerline miles of roads was obtained All arterial roadways were swept no less that twice a month Residential sweeping routes were changed to follow the uncontained trash pickup so that streets are swept after to be more efficient and have cleaner streets Crack sealed 100% of the subdivisions that were scheduled for maintenance this fiscal year ♦ ♦ ♦ BUDGET NOTES The FY 2014 budget includes five additional staff to assist with preventative maintenance programs that will extend the life of the town’s infrastructure assets. Due to a change in CIP accounting procedures capital outlay expenditures vary from FY 2013. CIP expenses are being recorded directly in the funding source funds, eliminating the need for interfund transfers. OBJECTIVES FY 2014 ♦ ♦ Complete conversion of pavement management system from CHEC to Lucity Complete 100% visual ratings of all street classifications to determine a town-wide pavement condition index (PCI) 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) Sweep all arterial streets no less than twice per month Sweep all residential subdivisions no less than once a month Complete all utility adjustments with four days after street maintenance is complete Resolve all sidewalk trip hazards the same day as reported Patch 100% of potholes and sinkholes reported within three business hours of notification Mill and patch 100% of all subdivisions that are scheduled to be fog sealed or slurry sealed Repair 100% of water and wastewater patches within three days after the repair is made Crack seal 100% of subdivisions and arterial roads prior to scheduled maintenance Actual FY 2011 845 Actual FY 2012 979 Projected FY 2013 979 Anticipated FY 2014 979 100% 100% 100% 100% 100% 100% 100% 100% 91 91 80* 80* % of roadway visually rated 17% 0% 0% 0% % of pot holes and sink holes patched 100% 100% 100% 100% within three hours of notification Average days to complete utility 4 5 5 5 adjustments % of subdivisions crack sealed prior to 100% 100% 100% 100% scheduled maintenance *Pavement management system data recently converted to Lucity module; ratings anticipated to decrease in new module. - 211 - Table of Contents Streets Maintenance PERSONNEL BY ACTIVITY Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Personnel EXPENSES BY ACTIVITY Budget FY 2013 Projected FY 2013 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 3.33 8.25 5.25 22.42 22.42 22.42 22.42 27.42 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 250,499 869,495 3,097,759 348,938 543,608 313,967 871,823 2,941,587 338,629 601,575 303,006 860,612 2,944,455 338,180 601,252 307,017 876,627 3,401,569 724,471 633,210 $ 5,036,184 $ 5,110,299 $ 5,067,581 $ 5,047,505 $ 5,942,894 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 EXPENSES BY CATEGORY 1,213,561 1,231,008 2,591,615 1,227,563 1,085,701 2,797,035 1,309,040 1,099,181 2,659,360 1,309,040 1,079,105 2,659,360 1,662,260 1,491,054 2,789,580 $ 5,036,184 $ 5,110,299 $ 5,067,581 $ 5,047,505 $ 5,942,894 Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 373,453 928,289 2,903,992 333,597 496,853 Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Expenses Actual FY 2011 ANNUAL MAINTENANCE COST PER CENTER LANE MILE $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2011 FY 2012 - 212 - FY 2013 FY 2014 Table of Contents Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2014 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Decreased our replacement of knocked down streetlights from 15 days to less than 12 days Repaired signals in flash or dark in all directions(other than power outages) within 4.5 hours Repaired emergency vehicle pre-emption detection calls within 10 business days Completed 90% of reported streetlight outages within five business days Initiated the replacement of pedestrian countdown heads at signalized intersections Completed all arterial long line striping Completed all short line markings in zone #1 Completed all work orders requested for signs within three business days Completed FHWA mandated high reflectivity sign material replacement for street name signs in zone #3 ♦ ♦ ♦ ♦ ♦ Complete 100% of all street light work orders within five business days Prioritize knockdowns or damaged signal infrastructure with the damage matrix and make needed repairs within 48 hours Perform night inspections of all arterial streetlights once a month Perform night inspections of all subdivision streetlights twice a year Test all signal conflict monitors once per year Paint four signalized intersections Replace 36 fire safety preemption heads Stripe all arterial long line striping Complete all of the short line markings in zone #2 BUDGET NOTES Personnel costs increase as a result of the implementation of the Classification and Compensation study. CIP expenses are being recorded directly in the funding source funds, eliminating the need for interfund transfers. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Total malfunction monitoring unit testing 172 174 177 180 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 2,370 3,035 2,607 3,000 Total number of traffic signals energized 173 174 177 180 % of signs replaced this year 30% 30% 30% 30% % of street lighting work orders completed within ten business days 93% 93% 93% 95% % of traffic signal intersections painted 1% 1% 0% 3% PERFORMANCE MEASURES - 213 - 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 Budget FY 2013 Projected FY 2013 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 0.50 4.50 4.50 6.50 4.00 0.50 4.50 4.50 6.50 4.00 19.00 19.00 20.00 20.00 20.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 591,536 418,488 1,369,247 1,056,825 440,394 582,110 446,320 1,413,559 1,070,518 490,430 581,221 446,015 1,439,135 1,070,564 485,516 617,214 623,530 1,480,767 1,216,237 414,326 $ 3,676,011 $ 3,876,490 $ 4,002,937 $ 4,022,451 $ 4,352,074 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 EXPENSES BY CATEGORY 1,363,229 2,312,782 - 1,360,913 2,515,577 - 1,464,320 2,503,617 35,000 1,464,320 2,523,131 35,000 1,571,617 2,780,457 - $ 3,676,011 $ 3,876,490 $ 4,002,937 $ 4,022,451 $ 4,352,074 Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 556,293 409,009 1,262,254 964,533 483,922 Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Expenses Actual FY 2011 TRAFFIC CONTROL COST PER CENTER LANE MILE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2011 FY 2012 - 214 - FY 2013 FY 2014 Table of Contents Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2014 The mission of Right of Way (ROW) Maintenance is to maintain aesthetics and drainage within the right of way, control dust and prevent the spread of noxious weeds. ♦ ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ Maintained all shoulders and dirt roads for safety, storm water drainage, and dust abatement in compliance with all PM-10 dust regulations Increased the storm structures cleaned and maintained by 48% from previous year Completed 100% irrigation maps for zones B, C and D Inspected 100% of dry wells for streets, parks and Parkway Maintenance Improvement District (PKID) divisions ♦ ♦ ♦ ♦ Maintain all shoulders and dirt roads for safety, storm water drainage and dust abatement in compliance with all PM-10 dust regulations Inspect 100% of dry wells for streets, parks and Parkway Maintenance Improvement District (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 the streets division Implement a tree replacement program Identify a storm water program for future implementation BUDGET NOTES The increase in the FY 2014 budget is primarily due to contract increases related to landscaping. Existing contracts had expired and after completion of the competitive bidding process, the lowest responsible bidder was selected. Due to the economic recovery, the general trend in contract renewals indicates that contract pricing continues to increase over previous years contracts. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 ROW acres maintained by contractor 195.0 213.0 213.0 342.5 % of landscape firms’ irrigation control logs reviewed weekly 50% 50% 50% 50% Total storm drain inlets cleaned 2,510 2,500 2,980 2,980 100% 100% 100% 100% 100% 100% 100% 100% PERFORMANCE MEASURES % of shoulders inspected three times per year % of shoulder reconstructions completed within five working days - 215 - 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 2012 Budget FY 2013 1.80 2.50 0.33 1.80 2.50 0.33 2.80 2.50 0.33 2.50 2.50 0.33 2.50 2.50 0.33 4.63 4.63 5.63 5.33 5.33 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 872,073 230,052 659,119 826,770 227,779 693,442 987,585 249,020 684,450 1,390,147 289,420 685,132 1,875,974 316,181 686,045 $ 1,761,244 $ 1,747,991 $ 1,921,055 $ 2,364,699 $ 2,878,200 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 281,172 1,480,072 - 294,299 1,453,692 - 347,940 1,542,115 31,000 347,940 1,985,759 31,000 376,805 2,501,395 - $ 1,761,244 $ 1,747,991 $ 1,921,055 $ 2,364,699 $ 2,878,200 R.O.W. MAINTENANCE COST PER CENTER LANE MILE $3,000.00 $2,250.00 $1,500.00 $750.00 $0.00 FY 2011 FY 2012 - 216 - FY 2013 FY 2014 Table of Contents Hazard Response PURPOSE STATEMENT OBJECTIVES FY 2014 The mission of Hazard Response is to keep the town's rights of way clear of driving hazards and unsightly graffiti within expected times. ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ Removed 100% of dead animals reported with one hour of notification Removed 90% of graffiti reported by the Police Department within 48 working hours Delivered 100% of barricades for scheduled block parties Remove 100% of dead animals reported with one hour of notification Remove 100% of graffiti reported by the Police Department within 48 working hours Deliver 100% of barricades for scheduled block parties BUDGET NOTES There were no significant changes to personnel or supplies and contractual line items for the FY 2014 budget. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 % 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% 90% % of barricades delivered on scheduled date 100% 100% 100% 100% PERFORMANCE MEASURES - 217 - Table of Contents Hazard Response PERSONNEL BY ACTIVITY Hazard Response Total Personnel EXPENSES BY ACTIVITY Hazard Response Actual FY 2012 Budget FY 2013 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 2.25 Actual FY 2011 Actual FY 2012 Budget FY 2013 143,034 Total Expenses $ 143,034 162,123 $ 162,123 Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 $ $ 143,034 148,513 $ 162,123 $ 148,513 145,330 $ 145,330 $200.00 $150.00 $100.00 $50.00 FY 2012 - 218 - FY 2013 $ FY 2014 166,247 Budget FY 2014 115,170 30,160 - COST PER CENTER LANE MILE FY 2011 166,247 Projected FY 2013 115,170 33,343 $ Budget FY 2014 145,330 Budget FY 2013 116,841 45,282 - Budget FY 2014 Projected FY 2013 148,513 Actual FY 2012 110,704 32,330 - Projected FY 2013 131,254 34,993 $ 166,247 Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly contributed to a business unit. An overview of each section is below. Capital Projects The budget for Capital Projects is determined by the 2013-2018 Capital Improvement Program that was adopted by Council on June 6, 2013.The following projects require Street Fund funding for FY 2014: Miscellaneous Insurance $84,166 Higley Groves Pavement Reconstruct Neighborhood Streetlight Rehab PM10 Paving Traffic Ops Signal System Replace Adaptive Signal Control System Val Vista and Warner Signal Advanced Traffic Mgmt System Pecos Road Conduit Install Baseline Road Fiber Optic Left Turn Safety Enhancements Intersection/Circulation Master Plan Center to Center Communication 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. Tuition Reimbursement $12,000 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 2014, all appropriations related to Copy Services are located in Non-Departmental. New software was installed in late FY 2013 to determine usage by employee. Once fully implemented, it will be determined the most efficient way to allocate costs. $2,395,000 2,380,000 836,000 523,000 385,000 140,000 109,000 82,000 73,000 40,000 10,000 10,000 In FY 2014, new accounting practices were implemented that charged the CIP expenditures directly to the funding source. Prior to FY 2014, CIP funding was handled through inter-fund transfers. More detail on these CIP projects can be found in the Capital Improvements section of this document. 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 2014, $1,000,000 is budgeted for contingency. - 219 - Table of Contents Non-Departmental PERSONNEL No Personnel Allocation Total Personnel EXPENSES Contingency Capital Projects Miscellaneous Total Expenses Actual FY 2012 Budget FY 2013 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 90,436 $ 90,436 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 $ 90,436 $ Projected FY 2013 Budget FY 2014 Budget FY 2014 87,377 1,000,000 97,910 1,000,000 97,910 1,000,000 6,983,000 99,466 87,377 $ 1,097,910 $ 1,097,910 $ 8,082,466 Budget FY 2013 Projected FY 2013 Budget FY 2014 Actual FY 2012 90,436 - Projected FY 2013 87,377 - 1,097,910 - 1,097,910 - 1,099,466 6,983,000 87,377 $ 1,097,910 $ 1,097,910 $ 8,082,466 - 220 - 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 allocate 100% of the cost of the service to the appropriate internal users. 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 $79.00 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 19%. Fuel has a mark-up of $.06 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 - 221 - Table of Contents Internal Service Funds Budget FY 2014 Projected FY 2013 Actual FY 2011 Actual FY 2012 Budget FY 2013 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 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 6,203,448 277,150 11,188,520 951,077 6,894,939 542,914 13,203,488 1,094,148 7,567,360 670,000 13,341,700 1,106,150 7,578,922 670,000 13,341,700 1,106,150 7,740,556 670,000 14,067,920 1,057,100 $ 18,620,195 $ 21,735,489 $ 22,685,210 $ 22,696,772 $ 23,535,576 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1,316,623 17,303,572 - 1,370,131 20,206,022 159,336 1,685,730 20,749,480 250,000 1,500,780 20,945,992 250,000 1,811,854 21,443,722 280,000 $ 18,620,195 $ 21,735,489 $ 22,685,210 $ 22,696,772 $ 23,535,576 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 18,662,996 - 20,275,309 - 22,906,000 - 21,972,000 - 22,764,000 - $ 18,662,996 $ 20,275,309 $ 22,906,000 $ 21,972,000 $ 22,764,000 18,620,195 215,850 21,735,489 - 22,685,210 - 22,696,772 - 23,535,576 - Total Uses $ 18,836,045 $ 21,735,489 $ 22,685,210 $ 22,696,772 $ 23,535,576 Net Operating Result $ 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 (173,049) $ (1,460,180) $ - 222 - 220,790 $ (724,772) $ (771,576) Table of Contents Fleet Maintenance PURPOSE STATEMENT OBJECTIVES FY 2014 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 2013 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Successfully managed Intergovernmental Agreement (IGA) with the Town of Queen Creek for entire vehicle/equipment fleet Improved fleet parts inventory management and lowered parts variance to .03% Exceeded industry standard ratio of 75% scheduled/25% unscheduled repairs Achieved industry standard with PM schedules at 98% completed or better on monthly basis Conduct a utilization and optimization study of the Town of Gilbert fleet Attain Blue Seal Certified shop at South Area Service Center South Area Service Center technicians to become ASEQ Certified Emissions Inspectors Become a Certified Fleet Management Operation (CFMO) BUDGET NOTES Personnel costs increase as a result of the Classification and Compensation study implementation. No additional FTE were included in the FY 2014 adopted budget. Also included in the FY 2014 are two replacement lifts for the north facility. The existing roll-on vehicle lifts at the north facility are becoming a safety concern due to age and reliability. PERFORMANCE MEASURES Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Mechanic productivity ratio 73.55% 71.53% 72.00% 73.00% Number of outsourced work orders 1,206 1,393 1,400 1,300 Total number of work orders 9,067 9,390 8,560 8,700 Total preventive maintenance work orders 6,161 6,720 6,960 7,000 Total unscheduled work orders 2,906 2,670 1,600 1,700 Total number of vehicles/equipment in Gilbert fleet 724 745 731 731 Total number of vehicles/equipment in Queen Creek fleet *N/A 134 8** 8** *New measure beginning with implementation of IGA in FY 2012 **FY 2013 and 2014 agreements include fire apparatus repair and maintenance only - 223 - Table of Contents Fleet Maintenance PERSONNEL BY ACTIVITY Shop Parts Fuel Commercial Non-Departmental Total Personnel EXPENSES BY ACTIVITY Shop Parts Fuel Commercial Non-Departmental Total Expenses Actual FY 2012 Budget FY 2013 21.60 3.90 0.25 0.25 0.00 21.60 3.90 0.25 0.25 0.00 21.60 3.90 0.25 0.25 0.00 20.75 4.75 0.25 0.25 0.00 20.75 4.75 0.25 0.25 0.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Projected FY 2013 Budget FY 2014 1,446,441 1,460,396 2,662,474 634,137 - 1,428,608 1,540,579 3,134,266 791,486 - 1,596,300 1,906,300 3,370,110 689,440 5,210 1,427,391 1,669,276 3,393,605 1,083,440 5,210 1,709,935 1,780,704 3,374,216 870,491 5,210 $ 6,203,448 $ 6,894,939 $ 7,567,360 $ 7,578,922 $ 7,740,556 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2011 1,316,623 4,886,825 - 1,370,143 5,524,796 - 1,685,730 5,881,630 - 1,500,780 6,078,142 - 1,811,854 5,898,702 30,000 $ 6,203,448 $ 6,894,939 $ 7,567,360 $ 7,578,922 $ 7,740,556 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 OPERATING RESULTS Total Revenues Transfers In 6,291,955 - 6,963,645 - 8,075,000 - 7,029,000 - 7,710,000 - $ 6,291,955 $ 6,963,645 $ 8,075,000 $ 7,029,000 $ 7,710,000 6,203,448 15,850 6,894,939 - 7,567,360 - 7,578,922 - 7,740,556 - Total Uses $ 6,219,298 $ 6,894,939 $ 7,567,360 $ 7,578,922 $ 7,740,556 Net Operating Result $ $ $ $ Total Sources Total Expenses Transfers Out 72,657 68,706 - 224 - 507,640 (549,922) $ (30,556) Table of Contents Copy Services PURPOSE STATEMENT OBJECTIVES FY 2014 Copy Services provides support for mail services and reproduction, encompassing printing, copying, and scanning. ♦ ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ Implemented PaperCut to track the amount of printing and copying that is done and provide to management reports of consumption Gathered information to initiate an analysis of equipment to determine amount of fund balance needed in order to replace aged equipment based on useful life ♦ Publish monthly copy utilization reports to supervisors Complete five year budget projections for copy and printer replacement needs Implement multi-function devices at fire stations to reduce inter-office mail volume Evaluate staffing portion of the current contract for cost containment opportunities Build and maintain a floor plan for each municipal facility, including room numbers, and employee location to facilitate mail delivery BUDGET NOTES Copy services are provided by a contracted vendor. Included in the FY 2014 budget is a one-time appropriation of $250,000 for the replacement of printing devices. This appropriation uses the fund balance that has been accumulating specifically for the replacement of the aging equipment. PERFORMANCE MEASURES Average cost per impression* Number of impressions** Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 $0.099 $0.080 $0.040 $0.040 2,786,889 2,223,482 4,609,686 4,500,000 *Does not include personnel costs associated with the copy services contract. **For FY 2011, measures included copies only. Beginning FY 2012, measures included all impressions for copiers and printers. - 225 - Table of Contents Copy Services Actual FY 2011 Actual FY 2012 Budget FY 2013 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 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services Total Expenses 277,150 $ Personnel Supplies & Contractual Capital Outlay $ 277,150 $ Total Expenses Transfers Out 321,749 $ $ Net Operating Result $ 477,150 357,857 $ (155,401) $ 542,914 $ 568,000 $ 670,000 670,000 420,000 250,000 $ 568,000 588,000 $ 670,000 $ (102,000) $ 670,000 670,000 Budget FY 2014 568,000 $ 670,000 Budget FY 2014 Projected FY 2013 670,000 $ $ 420,000 250,000 568,000 - (185,057) $ - 226 - 670,000 670,000 670,000 Projected FY 2013 Budget FY 2013 542,914 $ $ 420,000 250,000 357,857 - 277,150 200,000 Total Uses 542,914 670,000 Budget FY 2014 670,000 Budget FY 2013 Actual FY 2012 321,749 $ $ 383,578 159,336 Actual FY 2011 Total Revenues Transfers In 542,914 Budget FY 2014 Projected FY 2013 670,000 Actual FY 2012 277,150 - OPERATING RESULTS Total Sources $ Actual FY 2011 EXPENSES BY CATEGORY Total Expenses 277,150 542,914 Projected FY 2013 588,000 670,000 - $ (102,000) $ 670,000 (82,000) Table of Contents Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2014 ♦ This fund provides financing for health benefits for employees, dependents, and eligible members under retiree and Consolidated Omnibus Budget Reconciliation Act (COBRA) continuation through an Exclusive Provider Organization (EPO) network. BUDGET NOTES ACCOMPLISHMENTS FY 2013 ♦ ♦ Along with the Dental Self Insurance Fund, maintain a reserve equivalent to a minimum of three months of medical and dental claims in excess of claims incurred but not reported Medical premiums are shared between Gilbert and its employees. The regular Gilbert contribution rate is 80% of the premium (both single and family coverage) for the base Plan option. Employees pay 20% of the premium. Retirees and COBRA participants are responsible for full premium costs. Plan is fully funded and the reserve at the end of plan year 2013 met targeted reserve goals set by the Board of Trustees Claims costs were better than expected in FY 2013, resulting in reserve growth. Adjustment for Incurred But Not Reported Claims (IBNR) has not yet been made, so the final impact to reserve is not known. The positive FY 2013 claims experience allowed for only a 2% premium increase recommendation. The slight increase follows five years at the same premium rate of which two years included premium holidays to the benefit of both the Town of Gilbert and participants. This was accomplished despite added financial burdens due to legislative requirements Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Average total plan cost (expense) per participating employee per month $914 $1,042 $999 $1,062 Average actual total premium per employee per month** *$899 *$951 $1,028 $1,049 Average actual town premium contribution per employee per month *$719 *$778 $823 $839 Health plan participants 3,060 3,171 3,194 3,200 $5,245,571 $3,901,741 $4,400,000 $4,100,000 PERFORMANCE MEASURES Reserve in excess of estimated Incurred But Not Reported (IBNR) claims*** *For FY 2011, the amount shown takes into consideration the $1,500,000 in reduced General Fund benefit trust contributions; FY 2012 includes a premium payment holiday totaling an estimated employer reduction of approximately $1,000,000 **Though base premiums did not change in FY2012 or FY2013, total premium per employee has increased because of increases in percentage of family coverage participants ***Reserve reflects total reserve for medical and dental funds - 227 - Table of Contents Health Self Insurance Actual FY 2011 Actual FY 2012 Budget FY 2013 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 11,188,520 13,203,488 13,341,700 13,341,700 14,067,920 $ 11,188,520 $ 13,203,488 $ 13,341,700 $ 13,341,700 $ 14,067,920 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 11,188,520 - (12) 13,203,500 - 13,341,700 - 13,341,700 - 14,067,920 - 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 Projected FY 2013 Budget FY 2014 $ 11,188,520 $ 13,203,488 $ 13,341,700 $ 13,341,700 $ 14,067,920 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 10,935,661 - 11,842,500 - 13,157,000 - 13,252,000 - 13,345,000 - $ 10,935,661 $ 11,842,500 $ 13,157,000 $ 13,252,000 $ 13,345,000 11,188,520 - 13,203,488 - 13,341,700 - 13,341,700 - 14,067,920 - Total Uses $ 11,188,520 $ 13,203,488 $ 13,341,700 $ 13,341,700 $ 14,067,920 Net Operating Result $ OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out (252,859) $ (1,360,988) $ - 228 - (184,700) $ (89,700) $ (722,920) Table of Contents Dental Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2014 This fund provides financing for dental benefits for employees, dependents, and eligible members under retiree and Consolidated Omnibus Budget Reconciliation Act (COBRA) continuation. ♦ ♦ ACCOMPLISHMENTS FY 2013 BUDGET NOTES ♦ ♦ The Dental Self Insurance Fund was implemented in FY 2011. Prior to this time, the dental plan was fully insured through a dental insurance company. 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. Sufficient premiums to pay plan expenses Better than expected claims costs and reserve growth allowed for a 2% premium decrease for FY 2014 and implementation of a benefit design improvement to sync the benefit year to the premium and contract year Sufficient premiums to pay plan expenses Offset claim trend through member education about maximizing value in use of the plan, with the goal of keeping premium costs neutral Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Average total plan cost (expense) per participating employee per month $82 $87 $85 $85 Average actual premium per employee per month $90 $88 $88 $87 Average actual town premium contribution per employee per month $72 $70 $71 $69 3,110 3,171 3,183 3,200 PERFORMANCE MEASURES Dental plan participants - 229 - Table of Contents Dental Self Insurance PERSONNEL BY ACTIVITY Dental Self Insurance Total Personnel EXPENSES BY ACTIVITY Dental Self Insurance Total Expenses $ Personnel Supplies & Contractual Capital Outlay $ Budget FY 2013 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Total Revenues Transfers In Projected FY 2013 Budget FY 2014 Projected FY 2013 Budget FY 2014 951,077 1,094,148 1,106,150 1,106,150 1,057,100 951,077 $ 1,094,148 $ 1,106,150 $ 1,106,150 $ 1,057,100 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 951,077 - 1,094,148 - 1,106,150 - 1,106,150 - 1,057,100 - 951,077 $ 1,094,148 $ 1,106,150 $ 1,106,150 $ 1,057,100 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Actual FY 2011 OPERATING RESULTS Total Sources Actual FY 2012 Actual FY 2011 EXPENSES BY CATEGORY Total Expenses Actual FY 2011 1,113,631 - 1,111,307 - 1,106,000 - 1,123,000 - 1,121,000 - $ 1,113,631 $ 1,111,307 $ 1,106,000 $ 1,123,000 $ 1,121,000 951,077 - 1,094,148 - 1,106,150 - 1,106,150 - 1,057,100 - $ 1,106,150 $ 1,057,100 Total Expenses Transfers Out Total Uses $ 951,077 $ 1,094,148 $ 1,106,150 Net Operating Result $ 162,554 $ $ 17,159 - 230 - (150) $ 16,850 $ 63,900 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 funds were not available for replacement, substantial fee increases might be necessary and/or debt issued unnecessarily 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 asset sold would be sufficient to purchase a replacement asset. 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. 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. 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 - 231 - Table of Contents Replacement Funds structure evens out the cash flow in the operating fund and provides better cost information upon which to base user fees. Fleet Maintenance 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, 2014 for each replacement fund is listed below. Fund Fund Balance General Streets Water Wastewater Environmental Services - Residential Environmental Services - Commercial Fleet Maintenance $ 2,827,391 3,535,577 34,457,415 37,006,803 3,552,737 19,491 239,049 Total Fund Balance $ 81,638,463 - 232 - Table of Contents Replacement Funds Actual FY 2011 GENERAL REPLACEMENT FUND Total Revenues Transfers In Total Sources 81,268 $ Total Expenses Transfers Out 81,268 $ Net Operating Result $ 423,769 $ Total Revenues Transfers In $ (342,501) $ Total Expenses Transfers Out 33,745 $ $ - $ Net Operating Result $ 33,745 $ Total Sources Actual FY 2011 Total Expenses Transfers Out 5,567,488 5,285,000 190,542 $ 190,542 $ 5,569,269 $ $ Net Operating Result $ 282,488 $ 282,349 $ Total Expenses Transfers Out 5,764,448 Actual FY 2012 5,798,965 1,086,170 $ 3,673,700 5,286,920 6,138,780 $ - 17,000 $ 161,940 $ $ Budget FY 2014 5,416,920 50,000 5,286,920 $ 6,138,780 $ 6,743,000 (721,860) $ (1,406,080) Budget FY 2014 150,000 5,701,870 3,080,800 - 5,336,920 6,743,000 - Projected FY 2013 $ 1,071,500 (144,940) $ (1,071,500) 3,023,780 3,115,000 $ 1,071,500 - 130,000 5,286,920 (851,860) $ 5,751,870 Budget FY 2014 Projected FY 2013 50,000 5,701,870 5,644,992 22,224 5,700,000 $ 161,940 - Budget FY 2013 97,095 5,701,870 $ $ 3,023,780 3,115,000 5,286,920 $ 10,400 5,286,920 $ Total Sources 3,616,530 30,000 3,673,700 - 17,000 - Budget FY 2013 5,285,000 62,578 5,701,870 $ Projected FY 2013 $ (1,075,770) $ $ Total Revenues Transfers In $ 1,086,170 - 5,286,920 Actual FY 2011 56,000 3,500,530 116,000 10,400 - Total Uses WASTEWATER REPLACEMENT FUND $ Budget FY 2013 282,349 5,286,920 $ 3,616,530 30,000 - (645,215) $ (3,586,530) $ (3,560,530) $ (3,643,700) Actual FY 2012 280,568 5,286,920 $ $ - Total Uses Total Revenues Transfers In 782,363 30,000 Budget FY 2014 56,000 - 3,500,530 116,000 190,542 - - WATER REPLACEMENT FUND $ Actual FY 2012 33,745 $ 137,148 Projected FY 2013 30,000 - 322,707 459,656 Actual FY 2011 STREETS REPLACEMENT FUND Budget FY 2013 137,148 - 423,769 - Total Uses Total Sources Actual FY 2012 5,851,870 100,000 5,701,870 $ 3,080,800 - 5,801,870 3,685,000 - Total Uses $ 5,722,224 $ 5,644,992 $ 3,080,800 $ 3,080,800 $ 3,685,000 Net Operating Result $ 42,224 $ 153,973 $ 2,671,070 $ 2,771,070 $ 2,116,870 - 233 - Table of Contents Replacement Funds Total Revenues Transfers In Total Sources $ Total Expenses Transfers Out $ Net Operating Result $ 1,945,056 Total Revenues Transfers In $ 131,560 (545,473) $ 1,186,343 Total Expenses Transfers Out 146,006 $ $ Net Operating Result $ Total Revenues Transfers In $ 2,363,000 1,286,160 2,762,340 - $ 2,762,340 189,210 $ 400,000 $ $ $ (210,790) $ - $ 190,210 $ 830,530 $ (641,320) Budget FY 2014 - 1,000 $ 1,000 189,210 830,530 - Projected FY 2013 - - 190,210 - - 1,690 - 3,000 186,210 4,000 186,210 Budget FY 2013 Actual FY 2012 Budget FY 2014 Projected FY 2013 400,000 - 171,493 - Total Expenses Transfers Out $ (111,813) $ 1,690 $ 3,000 186,210 $ $ 2,363,000 1,291,160 2,363,000 - Budget FY 2013 17,598 17,721 $ 40,000 1,246,160 $ (1,096,840) $ (1,071,840) $ (1,476,180) $ 257,819 1,871 15,850 $ $ 17,598 - Actual FY 2011 FLEET MAINTENANCE REPLACEMENT FUND 189,091 1,266,160 2,363,000 - 2,881 186,210 257,819 - Total Uses $ Actual FY 2012 3,706 142,300 $ 1,317,903 131,560 - Actual FY 2011 ENVIRO SVCS REPLACEMENT FUND Total Sources $ 1,945,056 - Total Uses Total Sources 1,399,583 45,000 1,246,160 20,000 1,246,160 71,743 1,246,160 204,203 1,195,380 Budget FY 2014 Projected FY 2013 Budget FY 2013 Actual FY 2012 Actual FY 2011 ENVIRO SVCS REPLACEMENT FUND $ - - Total Uses $ - $ - $ - $ - $ - Net Operating Result $ 17,721 $ 1,690 $ - $ 1,000 $ - - 234 - 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 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. 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 revenues is financed with transfers from other funds. 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. Expenditures associated with the Tow program operations and administration is recorded in this fund. Special Districts – These districts are established under Arizona Revised 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. - 235 - Table of Contents Special Revenue Funds PERSONNEL BY DIVISION CDBG/HOME System Development Fees Grants Police Impound Special Districts Other Special Revenue Total Personnel EXPENSES BY DIVISION Total Expenses $ Personnel Supplies & Contractual Capital Outlay Total Expenses Budget FY 2013 1.00 0.00 0.00 4.00 2.60 2.50 1.00 0.00 0.00 4.00 2.60 2.00 1.00 0.00 0.00 4.00 2.60 2.00 0.95 0.00 0.00 4.00 2.60 2.00 0.70 0.00 0.00 4.00 2.60 3.00 10.10 9.60 9.60 9.55 10.30 Actual FY 2011 Actual FY 2012 Budget FY 2013 6,297,486 $ Actual FY 2011 EXPENSES BY CATEGORY 6,297,486 835,134 1,891,370 278,210 2,486,545 1,463,173 1,798,007 5,000,000 269,593 2,707,010 1,742,060 6,954,432 $ 11,516,670 Actual FY 2012 1,430,935 4,208,350 658,201 $ Budget FY 2014 Actual FY 2012 1,049,588 994,427 231,327 2,858,645 1,163,499 CDBG/HOME System Development Fees Grants Police Impound Special Districts Other Special Revenue Projected FY 2013 Actual FY 2011 $ Projected FY 2013 $ 1,434,000 10,082,670 - 6,954,432 $ 11,516,670 917,632 985,000 269,593 2,512,980 1,742,060 854,764 9,721,000 7,607,000 308,403 2,645,780 2,997,179 6,427,265 $ 24,134,126 Projected FY 2013 Budget FY 2013 1,483,382 4,900,872 570,178 Budget FY 2014 $ Budget FY 2014 1,434,000 4,993,265 - 1,835,393 9,957,873 12,340,860 6,427,265 $ 24,134,126 Actual FY 2011 Actual FY 2012 Budget FY 2013 31,422,021 11,069,581 59,844,532 11,193,377 47,692,830 - 52,560,000 - 55,229,038 - $ 42,491,602 $ 71,037,909 $ 47,692,830 $ 52,560,000 $ 55,229,038 6,297,486 47,992,335 6,954,432 49,757,758 11,516,670 42,836,490 6,427,265 32,166,490 24,134,126 23,960,245 Total Uses $ 54,289,821 $ 56,712,190 $ 54,353,160 $ 38,593,755 $ 48,094,371 Net Operating Result $ (11,798,219) $ 14,325,719 OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 236 - Projected FY 2013 $ (6,660,330) $ 13,966,245 Budget FY 2014 $ 7,134,667 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 2013 ♦ ♦ ♦ ♦ ♦ 65 households received emergency and minor home repair assistance 897 elderly and disabled residents received congregate and home delivered meals Page Commons Senior Affordable housing complex installed new energy efficient water heaters in 100 units to reduce energy costs for low income seniors Over 350 homeless men residing in Central Arizona Shelter Services benefit from new flooring and bathroom partitions in shelter bathrooms Design work began to increase pedestrian safety and improve disability access in the Heritage District of downtown Gilbert ♦ ♦ 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 staff. Staff report to the Parks and Recreation Department. OBJECTIVES FY 2014 ♦ ♦ Provide funding for emergency home repair or housing rehab assistance for 75 Gilbert homeowners Support regional efforts for homelessness prevention by utilizing CDBG funds for facility improvements to two homeless shelter providers Increase facility use by adding amenities, completing repairs and adding enhanced disability access at Page Park 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 Provide tenant based rental assistance to low-income Gilbert renters Improve lives for lower income Gilbert residents through funding for social services Provide information and referral for social services, affordable housing, and foreclosure prevention Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 # of persons receiving social services 368 329 350 365 # of households receiving repair and rehab 40 55 65 75 # of households receiving homebuyer counseling or gap financing 0 0 0 0 # of new affordable rental housing units 0 3 2 0 18 0 0 0 0 4 2 2 0 578 750 800 PERFORMANCE MEASURES # of new low and moderate income jobs created # of facility improvement projects benefiting Gilbert vulnerable populations # of residents benefiting from revitalization and infrastructure improvements - 237 - Table of Contents CDBG/HOME Actual FY 2011 Actual FY 2012 Budget FY 2013 CDBG/HOME 1.00 1.00 1.00 0.95 0.70 Total Personnel 1.00 1.00 1.00 0.95 0.70 Actual FY 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses 1,049,588 $ 1,049,588 Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ $ 1,049,588 $ Actual FY 2011 Total Revenues Transfers In 1,798,007 835,134 $ 1,798,007 Actual FY 2012 71,251 978,337 - OPERATING RESULTS 835,134 Projected FY 2013 Projected FY 2013 82,010 1,715,997 - 835,134 $ 1,798,007 Actual FY 2012 $ 917,632 $ Budget FY 2013 917,632 1,070,000 - $ 1,081,925 $ 1,515,822 $ 1,784,530 $ 1,070,000 1,049,588 32,340 835,134 768,347 1,798,007 - 917,632 - Total Uses $ 1,081,928 $ 1,603,481 $ 1,798,007 Net Operating Result $ (87,659) $ - 238 - 854,764 Budget FY 2014 148,582 706,182 - $ Projected FY 2013 1,784,530 - (3) $ $ 82,010 835,622 - 1,515,822 - Total Expenses Transfers Out 854,764 Projected FY 2013 1,081,925 - Total Sources Budget FY 2014 917,632 Budget FY 2013 84,887 750,247 - Budget FY 2014 854,764 Budget FY 2014 854,764 - $ 854,764 854,764 - $ 917,632 $ (13,477) $ 152,368 $ 854,764 - Table of Contents System Development Fees Fire PURPOSE STATEMENT The primary purpose of a System Development Fee (SDF) is to ensure that the cost of providing infrastructure to new development is paid for by new development and not by the existing community. SDF fee structure design reflects only those costs associated with facility or infrastructure expansion related to new growth. Traffic Signals Following are descriptions and fees for a typical single-family residential permit: Parks and Recreation $5,042 General Government $1,355 BUDGET NOTES In the spring of 2011, the Arizona State Legislature adopted Senate Bill 1525, which changes many of the statutes governing the imposition and use of local development fees. In response to this new legislation, Gilbert will be updating the System Development Fee study in FY 2014. $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 208 gallons per day of wastewater. Police $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, Court, Prosecutor, Community Development, and libraries as required to serve new growth. The Water Resource SDF is a charge to new development to cover the costs of acquiring additional water resources necessary to serve new growth. The model includes an assumption that the equivalent residential unit demand annually will be 584 gallons per day. Wastewater System $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. 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 905 gallons per day. Water Resources $423 The Traffic Signal SDF is a charge to new development to cover the cost of expanding the traffic signal network. The fee design uses trip generation factors to calculate the number of signals required based on land use patterns. FEE DESCRIPTIONS Water System $821 The Fire SDF is a charge to new development to recover the cost of fire and emergency services facilities and equipment required to serve new growth. Beginning in FY 2014, the actual costs associated with capital projects will be expensed directly to the funding source. As a result, expenditures will now be recorded in the various SDF funds. Prior to FY 2014, CIP funding was handled through inter-fund transfers. $612 The Police 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. - 239 - 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 $ Budget FY 2014 Projected FY 2013 Actual FY 2011 Actual FY 2012 Budget FY 2013 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 - - - - $ - $ - Actual FY 2011 Actual FY 2012 Budget FY 2013 - - - - $ - $ - Budget FY 2014 Projected FY 2013 $ - 944,000 148,000 50,000 8,488,000 91,000 $ Projected FY 2013 Budget FY 2014 $ - 9,721,000 9,721,000 $ 9,721,000 Budget FY 2014 Actual FY 2011 Actual FY 2012 Budget FY 2013 24,526,763 10,985,000 51,151,868 11,188,740 36,836,200 - 45,995,000 - 42,030,000 - $ 35,511,763 $ 62,340,608 $ 36,836,200 $ 45,995,000 $ 42,030,000 47,481,576 46,075,706 39,703,570 29,033,570 9,721,000 23,774,325 Total Uses $ 47,481,576 $ 46,075,706 $ 39,703,570 $ 29,033,570 $ 33,495,325 Net Operating Result $(11,969,813) $ 16,264,902 OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 240 - Projected FY 2013 $ (2,867,370) $ 16,961,430 $ 8,534,675 Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2014 The Grant Fund is required to segregate the costs associated with grant awards from the federal or state government. Grant funds require meticulous reporting of actual costs for reimbursement requests. ♦ BUDGET NOTES The grant fund 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 2013 ♦ ♦ Completion of single audit report with no findings Received $1,227,089 in grant funds Completed single audit report for FY 2012 with no material weaknesses - 241 - Table of Contents Grants PERSONNEL BY ACTIVITY Grants Total Personnel EXPENSES BY ACTIVITY Grants Total Expenses $ Personnel Supplies & Contractual Capital Outlay $ Budget FY 2013 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 994,427 1,891,370 5,000,000 994,427 $ 1,891,370 $ 5,000,000 Actual FY 2012 Budget FY 2013 174,239 249,114 571,074 169,528 1,254,282 467,560 5,000,000 - 994,427 $ 1,891,370 $ 5,000,000 Actual FY 2012 Budget FY 2013 Actual FY 2011 OPERATING RESULTS Total Revenues Transfers In Total Sources Actual FY 2012 Actual FY 2011 EXPENSES BY CATEGORY Total Expenses Actual FY 2011 1,181,084 1,573 2,606,506 3,974 5,000,000 - $ 1,182,657 $ 2,610,480 $ 5,000,000 994,427 2,487 1,891,370 48 Total Expenses Transfers Out Projected FY 2013 $ Budget FY 2014 985,000 7,607,000 985,000 $ 7,607,000 Projected FY 2013 $ Budget FY 2014 985,000 - 5,000,000 2,607,000 985,000 $ 7,607,000 Projected FY 2013 Budget FY 2014 7,607,000 - 985,000 $ 7,607,000 5,000,000 250,000 985,000 250,000 7,607,000 - $ 1,235,000 $ 7,607,000 $ 996,914 $ 1,891,418 $ 5,250,000 Net Operating Result $ 185,743 $ $ - 242 - Budget FY 2014 985,000 - Total Uses 719,062 Projected FY 2013 $ (250,000) $ (250,000) $ - Table of Contents Police Impound PURPOSE STATEMENT ACCOMPLISHMENTS 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 with an interest in the vehicle may request a hearing for the release of it. ♦ ♦ ♦ 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. An administration fee of up to $150.00 can be collected upon every vehicle release and placed into the vehicle impound fund to cover employee and related equipment costs. Conducted 488 tow hearings Issued citations for violators of ARS-3512J, all of whom have been found guilty in court Created a new towing contract and reduced the number of tow companies to five in order to improve customer service. The new contract started April 1, 2013 and will expire in three years OBJECTIVES FY 2014 ♦ ♦ Conduct fair and proper hearings Assist in training departmental employees and provide updates on law changes BUDGET NOTES Town Council authorized the request for an impound fee increase from $100 up to the ARS authorized fee of $150 effective April 2013. Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 Number of tow hearings conducted 2,829 2,009 2,100 2,100 Number of proper tows 3,614 2,235 2,250 2,250 Number of vehicles eligible for early release 2,185 1,471 1,500 1,500 PERFORMANCE MEASURES - 243 - Table of Contents Police Impound Actual FY 2011 Actual FY 2012 Budget FY 2013 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 2011 Actual FY 2012 Budget FY 2013 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Police Impound 231,327 Total Expenses $ 231,327 278,210 $ Actual FY 2011 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 231,327 Total Revenues Transfers In $ $ Total Expenses Transfers Out 220,783 278,210 269,593 231,327 47,358 220,296 $ $ 278,685 Net Operating Result $ (57,902) $ $ 325,404 275,000 $ 269,593 (105,108) $ 325,513 $ (50,513) $ $200.00 $150.00 $100.00 $50.00 $0.00 FY 2012 FY 2013 - 244 - $ 276,000 FY 2014 325,513 308,403 Budget FY 2014 310,000 - $ 269,593 55,920 COST PER TOW HEARING FY 2011 270,484 37,919 - 276,000 $ 308,403 Budget FY 2014 Projected FY 2013 269,593 55,920 $ $ 232,860 36,733 - 275,000 - 278,210 47,194 Total Uses 269,593 308,403 Projected FY 2013 Budget FY 2013 220,296 $ $ 232,860 36,733 $ Budget FY 2014 269,593 Budget FY 2013 Actual FY 2012 220,783 - Total Sources 269,593 236,788 41,422 - Actual FY 2011 OPERATING RESULTS $ Budget FY 2014 Projected FY 2013 269,593 Actual FY 2012 206,500 24,827 - Total Expenses 278,210 Projected FY 2013 310,000 308,403 55,920 $ (49,513) $ 364,323 (54,323) Table of Contents Special Districts Parkway Improvement Districts PURPOSE STATEMENT Gilbert has eleven subdivisions which use a Parkway Maintenance Improvement District (PKID) for maintenance of their drainage, retention, and off-site improvements. All other subdivisions approved since 1983 meet this maintenance obligation through homeowner’s associations (HOA). 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 2014 is $935,190. The anticipated expenditures are $970,950. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted an FY 2014 budget of $1,674,830 and a levy of $1,427,060. The levy is assessed to property tax parcels within each district based upon the relative value of each parcel. - 245 - Table of Contents Special Districts PERSONNEL BY ACTIVITY Actual FY 2011 Actual FY 2012 Budget FY 2013 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 2011 Actual FY 2012 Budget FY 2013 Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Improvement Total Expenses Budget FY 2014 Projected FY 2013 Budget FY 2014 1,458,036 1,400,609 1,480,383 1,006,162 1,694,330 1,012,680 1,544,300 968,680 1,674,830 970,950 $ 2,858,645 $ 2,486,545 $ 2,707,010 $ 2,512,980 $ 2,645,780 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2013 153,768 2,704,877 - 156,792 2,329,753 - 161,820 2,545,190 - 161,820 2,351,160 - 183,481 2,462,299 - $ 2,858,645 $ 2,486,545 $ 2,707,010 $ 2,512,980 $ 2,645,780 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 OPERATING RESULTS Total Revenues Transfers In 2,935,709 83,000 2,543,006 - 2,356,320 - 2,365,000 - 2,362,250 - $ 3,018,709 $ 2,543,006 $ 2,356,320 $ 2,365,000 $ 2,362,250 2,858,645 - 2,486,545 - 2,707,010 - 2,512,980 - 2,645,780 - Total Uses $ 2,858,645 $ 2,486,545 $ 2,707,010 $ 2,512,980 $ 2,645,780 Net Operating Result $ $ $ Total Sources Total Expenses Transfers Out 160,064 56,461 - 246 - (350,690) $ (147,980) $ (283,530) Table of Contents Other Special Revenue Court Enhancement Fund PURPOSE STATEMENT 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. Transportation Coordination Established to account for transportation related projects and personnel. 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. - 247 - Table of Contents Other Special Revenue PERSONNEL BY ACTIVITY Court Enhancement Court JCEF Fill the Gap Transportation Coordination Total Personnel EXPENSES BY ACTIVITY Actual FY 2011 Actual FY 2012 Budget FY 2013 1.00 1.00 0.50 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 2.50 2.00 2.00 2.00 3.00 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 Special Revenue 1,163,499 1,463,173 1,742,060 1,742,060 2,997,179 Total Expenses $ 1,163,499 $ 1,463,173 $ 1,742,060 $ 1,742,060 $ 2,997,179 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 825,177 251,195 87,127 835,387 525,168 102,618 957,310 784,750 - 957,310 784,750 - 1,232,846 1,751,473 12,860 $ 1,163,499 $ 1,463,173 $ 1,742,060 $ 1,742,060 $ 2,997,179 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 OPERATING RESULTS Total Revenues Transfers In 1,475,757 8 1,807,034 663 1,440,780 - 1,869,000 - 2,065,024 - $ 1,475,765 $ 1,807,697 $ 1,440,780 $ 1,869,000 $ 2,065,024 1,163,499 428,574 1,463,173 2,866,463 1,742,060 2,827,000 1,742,060 2,827,000 2,997,179 130,000 Total Uses $ 1,592,073 $ 4,329,636 $ 4,569,060 $ 4,569,060 $ 3,127,179 Net Operating Result $ Total Sources Total Expenses Transfers Out (116,308) $ (2,521,939) $ (3,128,280) $ (2,700,060) $ (1,062,155) - 248 - 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 BUDGET NOTES Provide efficient and safe public infrastructure improvements for 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. 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. All expenditures in the administration cost center are 100% allocated to the various capital projects based on time spent managing the projects. ACCOMPLISHMENTS FY 2013 ♦ ♦ ♦ ♦ ♦ Completed design of 12 Capital Projects Completed construction of nine Capital Projects with total project costs of $57 million Started construction of four Capital Projects with an estimated total project costs of $43 million Completed the 2013-2018 Capital Improvement Plan update Oversaw construction projects in six Parkway Maintenance Improvement Districts (PKID) In FY 2013, Council authorized two additional FTE to expand the role of project management with Gilbert. In addition, a portion of the town engineer was allocated to CIP. In FY 2014, an administrative assistant that was allocated 75% to CIP funding was moved to the Office of Management and Budget in the General Fund. For FY 2014, new accounting practices were implemented that charged the costs associated with the specific capital projects directly to the funding source. The costs for these projects can be located in the Non-Departmental pages of the operating funds. OBJECTIVES FY 2014 ♦ ♦ ♦ ♦ Complete design of 32 Capital Projects Complete construction of five Capital Projects Start construction of 24 Capital Projects with an estimated total project costs of $66 million Oversee construction projects in six PKIDs PERFORMANCE MEASURES Total project costs of CIP projects with construction complete in fiscal year Actual FY 2011 Actual FY 2012 Projected FY 2013 Anticipated FY 2014 $143,798,000 $94,388,000 $53,953,000 $101,181,000 - 249 - Table of Contents Capital Projects Administration Actual FY 2011 Actual FY 2012 Budget FY 2013 Capital Projects Administration 4.75 3.75 5.75 8.15 7.40 Total Personnel 4.75 3.75 5.75 8.15 7.40 Actual FY 2011 Actual FY 2012 Budget FY 2013 1,062,582 723,184 34,666,827 675,704 265,447 655,107 11,602,299 2,202,443 9,870 1,247,256 916,151 5,334 25,200,483 219,262 31,656 4,980,195 7,991,577 141,853 362,881 1,105,512 50,000,000 1,165,000 65,653,000 1,201,000 7,745,000 2,071,910 25,379,000 143,000 373,000 3,939,000 1,105,512 29,662,000 566,000 50,000 955,000 11,634,000 143,000 2,134,000 862,772 48,991,016 19,329,000 27,934,000 - $ 53,110,719 $ 39,849,392 $158,775,422 $ 46,249,512 $ 97,116,788 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 390,096 973,901 51,746,722 418,495 1,082,614 38,348,283 555,040 2,672,472 155,547,910 555,040 1,110,472 44,584,000 795,887 875,885 95,445,016 $ 53,110,719 $ 39,849,392 $158,775,422 $ 46,249,512 $ 97,116,788 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 4,389,523 19,347,277 8,704,801 10,859,316 77,427,400 40,320,000 27,512,400 18,014,000 69,182,790 - $ 23,736,800 $ 19,564,117 $117,747,400 $ 45,526,400 $ 69,182,790 53,110,719 2,045,867 39,849,392 2,762,474 158,775,422 1,357,000 46,249,512 1,150,000 97,116,788 - Total Uses $ 55,156,586 $ 42,611,866 $160,132,422 $ 47,399,512 $ 97,116,788 Net Operating Result $ (31,419,786) $ (23,047,749) $ (42,385,022) $ (1,873,112) $ (27,933,998) PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Capital Projects Administration CIP Contingency Improvement Districts Outside Sources GO Bonds Proceeds Traffic Control Redevelopment Municipal Facilities Water Wastewater Storm Water Parks and Open Space Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 250 - Projected FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 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 6, 2013. The first year of the five-year program is included in the FY 2014 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 by category and amount for FY 2014. CIP Contingency Streets Traffic Control Municipal Facilities Redevelopment Public Safety Stormwater Water Wastewater Parks and Recreation $ 48,991,016 58,611,000 2,378,000 4,359,000 7,856,000 589,000 1,157,000 19,096,000 2,152,000 4,983,000 Total Capital Projects $ 150,172,016 The following table shows the project breakdown by funding of total capital improvements scheduled for FY 2014 excluding CIP Contingency. Expenses exceed revenue due to funding in prior year. 2001 GO Bonds 02-03 2003 GO Bonds 05A 2003 GO Bonds 05B 2006 GO Bonds 08 2007 GO Bonds 08 Chandler USD CIP Outside Sources Gilbert Public Schools Higley USD Env Svcs Comm Fund Env Svcs Res Fund Federal Grant State Grant Fire SDF General Fund MAG RTP Arterial Fund MAG RTP Transit Fund Park SDF PFMPC-2009 Bonds Signal SDF Streets Fund Wastewater Fund Wastewater Repl Fund Wastewater SDF Water Fund Water Repl Fund Water Resources SDF - 251 - $ 298,000 108,000 3,639,000 16,814,000 7,075,000 15,000 805,000 93,000 16,000 128,000 1,472,000 2,327,000 280,000 148,000 8,333,000 17,395,000 1,005,000 50,000 7,576,000 944,000 6,983,000 1,396,000 665,000 91,000 9,785,000 3,923,000 8,488,000 $ 99,852,000 Table of Contents Maintenance Costs FY 2014 operating costs for capital projects are already included in the operating department’s budget. Future operating costs 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 Streets Traffic Control Municipal Facilities Redevelopment Public Safety Stormwater Water Wastewater Parks and Recreation Total Operating Costs $ Cumulative 2014-15 2015-16 2016-17 336,000 15,000 58,000 50,000 1,000 1,000 24,000 336,000 41,000 70,000 50,000 17,000 1,000 1,000 58,000 336,000 70,000 72,000 50,000 17,000 1,000 70,000 58,000 336,000 90,000 129,000 50,000 1,280,000 1,000 70,000 58,000 $ 1,344,000 $ 216,000 $ 329,000 $ 200,000 $ 1,314,000 $ 4,000 $ 142,000 $ $ 198,000 674,000 $ 2,014,000 $ 3,747,000 485,000 $ 574,000 $ 2017-18 Total In FY 2015, it’s anticipated that there will be $485,000 in maintenance costs added to the budget for projects which will be under construction. These maintenance costs will be included in the operating budget for their respective departments. The following table details the make-up of these costs: Category Personnel Streets Traffic Control Municipal Facilities Redevelopment Public Safety Stormwater Water Wastewater Parks and Recreation Total Operating Costs Contractual - $ - Supplies 305,000 7,000 18,000 50,000 1,000 1,000 20,000 $ 402,000 Utilities 4,000 $ 4,000 Insurance 31,000 4,000 40,000 2,000 $ 77,000 $ Total 2,000 $ $ $ $ $ $ $ $ $ 336,000 15,000 58,000 50,000 1,000 1,000 24,000 2,000 $ 485,000 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 build-out, certain projects included in reconstruction would likely result in some decreases to maintenance costs. Maintenance projects will reflect those decreases at that time. - 252 - Table of Contents Capital Improvement Detail CIP Contingency CIP Contingency For FY 2014, the Town established an allowance of $48,991,016 for unforeseen expenditures for new and current CIP projects. Since Arizona Statutes do not permit increasing the budget once adopted, Gilbert adopts an amount for potential expenditures so the process is not slowed by budget constraints. Funding for any such expenditure would be determined project by project. 2013-14 Expenditures 2013-14 Funding To be determined Total Project Cost $48,991,016 Annual Maintenance No maintenance costs associated with this project. $48,991,016 Streets ST058 – Germann Road – Val Vista to Higley Completion of Germann Road in accordance with the MAG Regional Transportation Plan approved by voters as Proposition 400 in 2004. 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. 2013-14 Expenditures 2013-14 Funding Sources 2006 GO Bonds 08 MAG RTP Arterial Fund Total Project Cost $10,504,000 Annual Maintenance Maintenance costs to be budgeted in FY 2015. $156,000 $10,348,000 $10,504,000 ST062 - Higley and Williams Field Improvements Improvements on Higley Road from Williams Field Road north to the Union Pacific Railroad (UPRR) and south of Williams Field for 660 feet (west half). Also includes improvements on Williams Field from 1,300 feet west of Higley to the UPRR. Improvements will be to the major arterial standard and will include six lanes with a raised landscaped median, bike lanes, street lights and sidewalks. 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. 2013-14 Expenditures 2013-14 Funding Sources 2006 GO Bonds 08 Water Fund Total Project Cost $6,113,000 $5,513,000 $600,000 $6,113,000 Annual Maintenance Contractual Services Utilities First Year Streets Fund $45,000 $5,000 2014 ST094 - Cooper and Guadalupe Intersection Intersection improvements at Cooper and Guadalupe Roads in accordance with the MAG Regional Transportation Plan approved by the 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. 2013-14 Expenditures 2013-14 Funding Sources 2006 GO Bonds 08 2007 GO Bonds 08 MAG RTP Arterial Fund Water Fund Total Project Cost $8,265,000 Annual Maintenance No maintenance costs associated with this project. $1,573,000 $1,655,000 $3,787,000 $1,250,000 $8,265,000 - 253 - Table of Contents Capital Improvement Detail ST103 - Power Road – San Tan Freeway to Pecos Complete Power Road improvements from the Santan Freeway to Pecos Road to major arterial standards in accordance with the MAG Regional Transportation Plan approved by voters as Proposition 400 in 2004. 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. Total project cost is $31,695,000, and will be offset by our partner agencies. City of Mesa's cost share will be $12,314,000, and Maricopa County's cost share will be $10,632,000. 2013-14 Expenditures 2013-14 Funding Sources 2007 GO Bonds 08 Total Project Cost $7,465,000 $5,420,000 $7,465,000 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. 2013-14 Expenditures 2013-14 Funding Sources MAG RTP Transit Fund Total Project Cost $1,005,000 Annual Maintenance No maintenance costs associated with this project. $1,005,000 $1,005,000 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. 2013-14 Expenditures 2013-14 Funding Sources 2006 GO Bonds 08 Total Project Cost $3,311,000 $2,929,000 $3,311,000 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). 2013-14 Expenditures 2013-14 Funding Sources Federal Grant Streets Total Project Cost $1,476,000 $640,000 $836,000 $1,476,000 Annual Maintenance Streets Fund 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. 2013-14 Expenditures 2013-14 Funding Sources 2003 GO Bonds 05B Total Project Cost $332,000 Annual Maintenance No maintenance costs associated with this project. $332,000 $332,000 - 254 - Table of Contents Capital Improvement Detail 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. 2013-14 Expenditures 2013-14 Funding: 2006 GO Bonds 08 MAG RTP Arterial Fund Water Fund Total Project Cost $8,050,000 $3,540,000 $3,260,000 $1,250,000 $8,050,000 Annual Maintenance No maintenance costs associated with this phase of the project. 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. 2013-14 Expenditures 2013-14 Funding Sources CIP Outside Sources Total Project Cost $530,000 $530,000 $4,620,000 Annual Maintenance Utilities Contractual Services First Year Streets Fund $6,000 $60,000 2015 ST147 – Intersection & Circulation Improvement Master Plan The Intersection & Circulation Improvement Master Plan will evaluate the existing intersections and transportation system by identifying key assets and improvement needs. These findings will then be incorporated into a needs assessment and prioritization. This Master Plan will also provide guidance on how intersections and the transportation system should develop and function in the long-term future in the context of other elements of the Town’s General Plan, and how other transportation modes (transit, bicycle, pedestrian, etc.) are integrated into the system improvement. 2013-14 Expenditures 2013-14 Funding Sources CIP Outside Sources General Fund Streets Fund Total Project Cost $295,000 Annual Maintenance No maintenance costs associated with this project. $275,000 $10,000 $10,000 $295,000 ST148 – Neighborhood Streetlight Rehabilitation 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. 2013-14 Expenditures 2013-14 Funding Sources Streets Fund Total Project Cost $2,380,000 $2,380,000 $2,380,000 Annual Maintenance Streets Fund 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. 2013-14 Expenditures 2013-14 Funding Sources Streets Fund Total Project Cost $2,395,000 $2,395,000 $2,395,000 Annual Maintenance Streets Fund Maintenance costs are already included in the current operating budget. - 255 - Table of Contents Capital Improvement Detail 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. 2013-14 Expenditures 2013-14 Funding Sources 2003 GO Bonds 05A 2003 GO Bonds 05B 2006 GO Bonds 08 Total Project Cost $642,000 $172,000 $124,000 $346,000 $642,000 Annual Maintenance Streets Fund Maintenance costs are already included in the current operating budget. 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. 2013-14 Expenditures 2013-14 Funding Sources 2003 GO Bonds 05B 2006 GO Bonds 08 Total Project Cost $5,876,000 $3,299,000 $2,577,000 $5,876,000 Annual Maintenance Utilities Contractual Services Streets Fund $5,000 $25,000 First Year 2015 ST154 – Left-Turn Safety Enhancements Modify various intersections that were constructed with a negative offset causing no left-turn sight distance for turning traffic. Project will design and reconstruct medians to provide safer sight distance. 2013-14 Expenditures 2013-14 Funding Sources Streets Fund Total Project Cost $40,000 $40,000 $40,000 Annual Maintenance Streets Fund Maintenance costs are already included in the current operating budget. Traffic Control TS122 - Riggs and Adora Trails Design and installation of a major arterial traffic signal at the intersection of Higley Road and Warner Road, and connection to the signal system. 2013-14 Expenditures 2013-14 Funding Sources Signal SDF Total Project Cost $344,000 $344,000 $344,000 Annual Maintenance Supplies Utilities Streets Fund $2,000 $2,000 First Year 2016 TS129 – Val Vista and Warner Signal Improvements Convert left-turn lanes in all four directions of travel to dual left-turn lanes. Work includes modifications to pavement markings, new signal heads, new pole foundations and sidewalk ramps on the southeast and southwest corners, and new concrete pole aprons and detectable mats on all four corners. 2013-14 Expenditures 2013-14 Funding Sources Streets Fund Total Project Cost $140,000 $140,000 $140,000 Annual Maintenance Streets Fund Maintenance costs are already included in the current operating budget. - 256 - Table of Contents Capital Improvement Detail TS135 – Advanced Traffic Management System-Network CCTV Cameras Furnish, install and integrate 4 CCTV Cameras, 15 video cameras, 1 multi-channel video decoder, 50 broadband radios, traffic controllers, and a new core switch for the Traffic Operations Center. 2013-14 Expenditures 2013-14 Funding Sources Streets Fund Total Project Cost $109,000 $109,000 $109,000 Annual Maintenance Contractual Services First Year Streets Fund $5,000 2016 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. 2013-14 Expenditures 2013-14 Funding Sources Streets Fund Total Project Cost $10,000 $10,000 $10,000 Annual Maintenance Contractual Services First Year Streets Fund $3,000 2015 TS165 – Baseline Road Fiber Optic Infrastructure Design and construction of fiber optic communication infrastructure on Baseline Road from Greenfield to Driftwood, including fiber optic cable, PTZ cameras, vaults, pull boxes and related facilities. Also includes replacement of fiber optic cable on Greenfield Road between Baseline and Guadalupe. Adds 5 signals into Gilbert's fiber optic communications system. 2013-14 Expenditures 2013-14 Funding Sources Federal Grant Streets Fund Total Project Cost $185,000 Annual Maintenance Contractual Services $117,000 $73,000 $185,000 First Year Streets Fund $1,000 2016 TS167 – Traffic Operations Center Signal Subsystem Replacement Replacement of the traffic signal subsystem in the Traffic Operations Center (TOC) includes servers, switches and software. Also includes replacement/upgrade of TOC computer work stations. 2013-14 Expenditures 2013-14 Funding Sources Streets Fund Total Project Cost $523,000 $523,000 $523,000 Annual Maintenance Streets Fund Maintenance costs are already included in the current operating budget. 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. 2013-14 Expenditures 2013-14 Funding Sources Streets Fund Total Project Cost $82,000 Annual Maintenance No maintenance costs associated with this project. $82,000 $82,000 - 257 - Table of Contents Capital Improvement Detail TS170 – Adaptive Signal Control System-San Tan Village Mall Install an adaptive signal timing system and associated equipment at nine (9) intersections in the San Tan Village Mall area: Williams Field Road at San Tan Village Parkway, Market Street, Loop 202, and Parkcrest; and Santan Village Parkway at Coronado, Mall Entry, Market Street, Loop 202, and Discovery Park. 2013-14 Expenditures 2013-14 Funding Sources Streets Fund Total Project Cost $385,000 Annual Maintenance No maintenance costs associated with this project. $385,000 $385,000 TS171 – Gilbert and Vaughn Design and Installation of an arterial traffic signal at the intersection of Gilbert Road and Vaughn Avenue, and connection to the traffic signal system. 2013-14 Expenditures 2013-14 Funding Sources Signal SDF Total Project Cost $300,000 $300,000 $300,000 Annual Maintenance Supplies Utilities Streets Fund $2,000 $2,000 First Year 2015 TS172 – Val Vista and Frye Design and Installation of an arterial traffic signal at the intersection of Val Vista Road and Frye Road, and connection to the traffic signal system. 2013-14 Expenditures 2013-14 Funding Sources Signal SDF Total Project Cost $300,000 $300,000 $300,000 Annual Maintenance Supplies Utilities Streets Fund $2,000 $2,000 First Year 2015 Municipal Facilities MF056 – Human Resources Information System Replacement Replace the current Human Resources Information System (HRIS) with a comprehensive system incorporating the following features: HR Management, benefits administration, salary planning and budgeting, time and attendance, learning management system (LMS), talent management (recruitment, onboarding, performance management, and succession management), compliance and reporting, workforce analytics, and online services. 2013-14 Expenditures 2013-14 Funding Sources General Fund Total Project Cost $355,000 $355,000 $355,000 Annual Maintenance General Fund Maintenance costs are already included in the current operating budget. 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). 2013-14 Expenditures 2013-14 Funding Sources General Fund Total Project Cost $404,000 $404,000 $404,000 Annual Maintenance Contractual Services First Year - 258 - General Fund $12,000 2016 Table of Contents Capital Improvement Detail MF227 – Permitting System Replacement Replace the EDEN Permitting system with a new, modern software application that can better automate the planning, building, engineering, inspections, and code compliance process. 2013-14 Expenditures 2013-14 Funding Sources General Fund Total Project Cost $2,000,000 $2,000,000 $2,000,000 Annual Maintenance General Fund Maintenance costs are already included in the current operating budget. MF228 – CNG Fueling Station Construction of CNG fueling station at 4760 S Greenfield Rd. Project to include a fast fill, open to the public and for Town use, located outside the west gate, as well as a slow fill inside the yard to service the Town’s fleet. The estimated fuel price per Diesel Gallon Equivalent will be $1.47 compared to current diesel prices of $3.65. This represents annual savings of $19,838 per truck. Return on investment for the station will depend on the number of CNG vehicles in service. Environmental Services averages 5-7 vehicles per year. 2013-14 Expenditures 2013-14 Funding Sources Env Services Community Fund Env Services Residential Fund Total Project Cost $1,600,000 $128,000 $1,472,000 $1,600,000 Annual Maintenance Contractual Services Utilities First Year Env Svcs Com/Res Fund $18,000 $40,000 2015 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 360 spaces in a 4-story structure with restroom facilities and surrounding surface parking. Includes additional roadway improvements for circulation and access. 2013-14 Expenditures 2013-14 Funding Sources PFMPC-2009 Bonds Total Project Cost $7,576,000 $7,576,000 $7,576,000 Annual Maintenance Contractual Services General Fund $50,000 First Year 2015 RD114 – Downtown Transit Stops Upgrade/replace three transit stops in the downtown area with new artistic transit stops. Locations are Historical Society, Market Place, and Boys and Girls Club. 2013-14 Expenditures 2013-14 Funding Sources State Grant Total Project Cost $280,000 Annual Maintenance No maintenance costs associated with this project. $280,000 $280,000 Public Safety 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 primary facilities are now outdated and no longer supported with parts or service by the manufacturer. 2013-14 Expenditures 2013-14 Funding Sources General Fund Total Project Cost $116,000 $116,000 $116,000 Annual Maintenance General Fund Maintenance costs are already included in the current operating budget of the respective departments. - 259 - Table of Contents Capital Improvement Detail 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. 2013-14 Expenditures 2013-14 Funding Sources General Fund Fire SDF Total Project Cost $473,000 $325,000 $148,000 $473,000 Annual Maintenance Contractual Services Utilities Insurance First Year General Fund $1,000 $14,000 $2,000 2016 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. 2013-14 Expenditures 2013-14 Funding Sources General Fund Total Project Cost $1,157,000 $1,157,000 $1,157,000 Annual Maintenance Contractual Services First Year General Fund $1,000 2015 Water WA052 - Water Rights-Phase I Acquisition of water rights (lease) for 11,640 acre-feet of water. 2013-14 Expenditures 2013-14 Funding Sources Water Resource SDF Total Project Cost $8,488,000 Annual Maintenance No maintenance costs associated with this project. $8,488,000 $8,488,000 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 FY 2009 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. 2013-14 Expenditures 2013-14 Funding Sources Water Fund Water Replacement Fund Total Project Cost $4,209,000 $286,000 $3,923,000 $4,209,000 Annual Maintenance Water Fund Maintenance costs are already included in the current operating budget. - 260 - Table of Contents Capital Improvement Detail 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. 2013-14 Expenditures 2013-14 Funding Sources Water Fund Total Project Cost $747,000 $747,000 $747,000 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. 2013-14 Expenditures 2013-14 Funding Sources Water Fund Total Project Cost $3,725,000 $3,725,000 $3,725,000 Annual Maintenance Water Fund Maintenance costs are already included in the current 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. 2013-14 Expenditures 2013-14 Funding Sources Water Fund Total Project Cost $351,000 $351,000 $351,000 Annual Maintenance Water Fund Maintenance costs are already included in the current operating budget. WA091 - Water Distribution System, Infrastructure & Water Loss Assessment Completion of an in-depth comprehensive 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. 2013-14 Expenditures 2013-14 Funding Sources Water Fund Total Project Cost $300,000 $300,000 $300,000 Annual Maintenance Water Fund Maintenance costs are already included in the current 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. 2013-14 Expenditures 2013-14 Funding Sources Water Fund Total Project Cost $276,000 $276,000 $276,000 Annual Maintenance Water Fund Maintenance costs are already included in the current operating budget. - 261 - Table of Contents Capital Improvement Detail WA097 – Arsenic Treatment Facility-Relocation Move Arsenic Treatment Facility from Well Site 26 located at 5539 E. Baseline Rd to Well Site 28 located at 2820 E. Riggs Rd. 2013-14 Expenditures 2013-14 Funding Sources Water Fund Total Project Cost $1,000,000 Annual Maintenance No maintenance costs associated with this project. $1,000,000 $1,000,000 Wastewater WW070 – Candlewood Lift Station and Force Main Replacement of the Candlewood Lift Station to accommodate future flows per the Water Resources Master Plan. Also includes approximately 5,000 feet of 12-inch force main from the lift station east along the Hackamore alignment to meet the existing force main at Gilbert Road, to equalize flows between the Neely and Greenfield Water Reclamation Plants. 2013-14 Expenditures 2013-14 Funding Sources Wastewater SDF Total Project Cost $91,000 $91,000 $91,000 Annual Maintenance No maintenance costs associated with this phase of the project. 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. 2013-14 Expenditures 2013-14 Funding Sources Wastewater Fund Total Project Cost $469,000 $469,000 $469,000 Annual Maintenance Wastewater Fund Maintenance costs are already included in the current operating budget. WW091 - Lift Station Odor Scrubber Replacements Design and construct a Bohn Bio filtration system at Gilbert Commons and Crossroads Lift Stations for the elimination of gases created by microbial consumption and oxidation of the gas components. 2013-14 Expenditures 2013-14 Funding Sources Wastewater Replacement Fund Total Project Cost $665,000 $665,000 $665,000 Annual Maintenance Wastewater Fund Maintenance costs are already included in the current operating budget. WW092 – EMF 12” Reclaimed Water Line Install a 12” reclaimed water main along the east side of the East Maricopa Floodway to connect existing lines in Chandler Heights Road and Riggs Road to close a system loop. 2013-14 Expenditures 2013-14 Funding Sources Wastewater Fund Total Project Cost $177,000 $177,000 $177,000 Annual Maintenance No maintenance costs associated with this phase of the project. - 262 - Table of Contents Capital Improvement Detail WW093 – Monitor Well Replacements The design and installation of 9 replacement monitoring wells. The original wells should be capped in the approved ADEQ/ADWR method, with the "Capped Well" paper work filed with ADWR. The replacement wells should be wired to original controls. 2013-14 Expenditures 2013-14 Funding Sources Wastewater Fund Total Project Cost $750,000 $750,000 $750,000 Annual Maintenance No maintenance costs associated with this phase of the project. Parks and Recreation PR006 - Heritage Trail Middle Segment (Consolidated Canal) Multi-modal canal trail improvements from the Western Canal south to Warner. Improvements to include bridge crossing, landscape, concrete pathway, rest areas, lighting, and signage (1½ miles). 2013-14 Expenditures 2013-14 Funding Sources General Fund Total Project Cost $1,616,000 $1,616,000 $1,616,000 Annual Maintenance Contractual Services Utilities Insurance First Year General Fund $10,000 $1,000 $1,000 2015 PR011 – Western Canal Trail Improvements along the south side of the Western Canal, directly north of Crystal Point Estates. Amenities to include seating areas, shade structures, landscaping, bank stabilization, sidewalk and trail improvements (5/8 mile). 2013-14 Expenditures 2013-14 Funding Sources General Fund Total Project Cost $1,173,000 $1,173,000 $1,173,000 Annual Maintenance Contractual Services Utilities Insurance First Year General Fund $10,000 $1,000 $1,000 2015 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. 2013-14 Expenditures 2013-14 Funding Sources General Fund Total Project Cost $543,000 $543,000 $543,000 Annual Maintenance General Fund Maintenance costs are included in the current parks operating budget. PR078 – Powerline Trail Drainage at Holiday Farms Grading and drainage improvements along the Powerline Trail adjacent to the Holiday Farms subdivision to prevent damage to the landscaping, walls and retention basins after rainfall. 2013-14 Expenditures 2013-14 Funding Sources General Fund Total Project Cost $212,000 $212,000 $212,000 Annual Maintenance General Fund Maintenance costs are included in the current parks operating budget. - 263 - Table of Contents Capital Improvement Detail PR089 - Playground/Park Equipment Replacements/Upgrades Remove and replace play structures, and replace or upgrade miscelleneous park equipment at Freestone Park. 2013-14 Expenditures 2013-14 Funding Sources 2001 GO Bonds 02-03 Total Project Cost $150,000 $150,000 $150,000 Annual Maintenance General Fund 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. 2013-14 Expenditures 2013-14 Funding Sources 2001 GO Bonds 02-03 Total Project Cost $105,000 $105,000 $105,000 Annual Maintenance General Fund Maintenance costs are included in the current parks operating budget. PR095 – Trail Crossing Signals-Phase II Signalization of trail crossings at locations to be determined as needed. 2013-14 Expenditures 2013-14 Funding Sources Park SDF Federal Grant Total Project Cost $582,000 $50,000 $1,570,000 $582,000 Annual Maintenance Supplies Utilities First Year General Fund $10,000 $10,000 2016 PR098 - Pool Repairs – Various Locations Pool repairs at Mesquite Aquatic Center, Greenfield, Perry and Williams Field Pools. All four 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. 2013-14 Expenditures 2013-14 Funding Sources General Fund 2001 GO Bonds 02-03 Chandler USD Higley USD Gilbert Public Schools Total Project Cost $589,000 Annual Maintenance No maintenance costs associated with this project. $422,000 $43,000 $15,000 $16,000 $93,000 $589,000 - 264 - Table of Contents Debt Service __________________________________________ Debt Service Summary Debt Service Detail Debt Service Financial Table of Contents Debt Service Gilbert issues debt to finance capital project construction. This section of the budget document provides the reader with summary information regarding the type of debt issued, the amount of debt outstanding, the legal limit for general obligation debt, the purpose for that debt, and future debt payment requirements. The following table indicates what percentage each type of bond represents of the total outstanding debt for Gilbert as of July 1, 2013. 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 $ 149,675,000 16,945,000 13,980,000 132,295,000 111,120,000 10,430,000 Total Bonds Outstanding $ 434,445,000 Improvement District 2% Water Resources Municipal Property Corporation 26% General Obligation 35% Street and Highway User Revenue 4% Public Facility Municipal Property Corporation 30% Water and Wastewater Revenue 3% - 265 - Table of Contents Debt Service Description of Bond Types General Obligation (G.O.) Bonds are backed by the full faith and credit of the issuing municipality. The bonds are secured by the property tax of the Town and are limited in capacity based on the Town’s secondary assessed valuation as determined by the Maricopa County Assessor. The following table illustrates the changes in secondary assessed valuation over the past ten years and the amount of property tax received to repay debt. Secondary Assessed Valuation Year Percent Change Property Tax * Council decreases property tax rate from $1.20 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 2013/2014 1,594,806,737 -4.81% 18,340,277 The average annual valuation growth of 10.54% (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 4.81% decrease in FY 2014 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 2005 2007 - 266 - 2009 2011 2013 Table of Contents Debt Service The Arizona Constitution and State Statute limits Gilbert’s bonded debt capacity to certain percentages of Gilbert’s secondary assessed valuation by the type of project to be constructed. There is a limit of 20% of secondary assessed valuation for projects involving streets, water, sewer, artificial lighting, parks, open space, and recreational facility improvements. There is a limit of 6% of secondary assessed valuation for any other general-purpose project. Voter authorization is required before General Obligation Bonds can be issued. In 2001 a Citizens Bond Committee recommended the Council forward to the voters a bond authorization election in the amount of $57,481,000. The Council approved this action and the bond authorization election was successful. In May 2003, the voters approved general obligation bonds in the amount of $80 million to pay for street construction and in March 2006, voters approved $75 million for street improvements and $10 million for parks and recreation facilities. In November 2007, voters approved $174 million for street improvements. The following table outlines the remaining authorization for each voter approved election: Election Date November 2001 May 2003 March 2006 November 2007 Authorized $ $ $ $ Issued 57,481,000 80,000,000 85,000,000 174,000,000 $ $ $ $ 45,722,000 80,000,000 85,000,000 102,990,000 Remaining 20% $ $ $ $ 11,759,000 71,010,000 The information below shows the legal bonding limit for General Obligation bonds as of July 1, 2013. Debt Capacity with Bond Premiums Included 6% Limitation FY 2014 Secondary Assessed Valuation $1,594,806,737 Allowable 6% Debt 95,688,404 Less: 6% Debt Outstanding 0 Unused 6% Debt Capacity $95,688,404 20% Limitation FY 2014 Secondary Assessed Valuation $1,594,806,737 Allowable 20% Debt 318,961,347 Less: 20% Debt Outstanding (149,675,000) Unused 20% Debt Capacity $169,286,347 The following table provides the detail for the FY 2014 general obligation debt budget. Revenue is provided from the secondary property tax levy. Issue Name GO Refunding Series 2002 GO Refunding Series 2005 2008 Total General Obligation Debt Issued 20,960,000 14,115,000 187,990,000 $223,065,000 - 267 - Debt Outstanding 2,110,000 10,715,000 136,850,000 $149,675,000 Tax Supported Debt Payments 1,986,325 1,535,750 17,556,250 $21,078,325 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 2013 the state shared revenue is anticipated to increase as a result of the 2010 Census. Year FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 HURF Revenue 11,700,000 11,700,000 11,900,000 12,100,000 12,300,000 Debt Service 3,332,401 2,723,450 3,382,550 3,395,050 3,411,250 Coverage 3.5x 4.3x 3.5x 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 $10,430,000. - 268 - Table of Contents Debt Service The following table indicates the principal amount of debt paid annually by type of debt: YR 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 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 2,030,000 2,750,000 2,845,000 2,975,000 3,095,000 3,250,000 Water and Wastewater 1,500,000 1,585,000 1,660,000 1,745,000 1,380,000 1,435,000 1,500,000 1,550,000 1,625,000 MPC Public Facilities 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 MPC Water Improvement Resources District 3,875,000 470,000 4,075,000 475,000 4,275,000 500,000 4,500,000 540,000 4,750,000 570,000 4,975,000 585,000 5,225,000 615,000 5,500,000 645,000 5,775,000 680,000 6,075,000 715,000 6,350,000 750,000 6,650,000 785,000 7,000,000 845,000 42,095,000 2,255,000 $149,675,000 $16,945,000 $13,980,000 $132,295,000 $111,120,000 $10,430,000 The following table indicates the total interest payments per year by type of debt: YR 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 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 693,450 632,550 550,050 436,250 317,250 162,500 Water and Wastewater 610,160 535,160 455,910 372,910 307,480 252,280 194,880 133,000 69,060 MPC Public Facilities 6,458,290 6,028,790 5,700,140 5,330,090 4,905,890 4,405,360 3,834,640 3,211,610 2,679,580 2,429,580 2,287,080 2,033,330 1,582,080 1,836,450 $35,035,170 $2,792,050 $2,930,840 $52,722,910 Information obtained from Wedbush Securities - 269 - MPC Water Improvement Resources District 5,357,830 522,270 5,159,080 498,050 4,950,330 473,060 4,730,950 446,410 4,499,700 417,960 4,256,580 388,350 4,001,580 357,590 3,733,450 325,290 3,451,580 291,330 3,170,510 255,570 2,883,010 218,020 2,574,260 178,670 2,241,330 136,890 5,508,550 163,440 $56,518,740 $4,672,900 Table of Contents Debt Service Actual FY 2011 Actual FY 2012 Budget FY 2013 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 2011 Actual FY 2012 Budget FY 2013 29,580,189 677,595 17,428,594 14,989,384 9,422,665 64,396,121 975,728 15,713,047 14,664,086 15,811,297 25,292,780 988,260 13,683,640 11,000,000 - 25,292,780 988,260 13,683,640 11,000,000 - 21,816,270 7,005,415 24,120,388 12,430,388 - $ 72,098,427 $111,560,279 $ 50,964,680 $ 50,964,680 $ 65,372,461 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 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 Projected FY 2013 Projected FY 2013 Budget FY 2014 Budget FY 2014 72,098,427 - 111,560,279 - 50,964,680 - 50,964,680 - 57,796,461 7,576,000 $ 72,098,427 $111,560,279 $ 50,964,680 $ 50,964,680 $ 65,372,461 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 26,486,731 44,335,102 64,515,090 47,794,439 20,558,750 31,173,850 20,714,000 31,173,850 25,525,577 31,987,547 $ 70,821,833 $112,309,529 $ 51,732,600 $ 51,887,850 $ 57,513,124 72,098,427 2,950,423 111,560,279 1,754,452 50,964,680 8,057,000 50,964,680 1,270,000 65,372,461 205,000 Total Uses $ 75,048,850 $113,314,731 $ 59,021,680 $ 52,234,680 $ 65,577,461 Net Operating Result $ (4,227,017) $ (1,005,202) $ (7,289,080) $ Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out - 270 - (346,830) $ (8,064,337) Table of Contents Appendix __________________________________________ Personnel Detail Capital Outlay Transfer Schedule Schedules A-G Glossary/Acronyms Acknowledgements Table of Contents Personnel Detail Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Mayor and Council Assistant Special Assistant to the Mayor Total Mayor and Council 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Manager Town Manager Assistant Manager Deputy Town Manager Management Assistant Assistant to Town Manager Executive Assistant to Town Manager Administrative Assistant Total Manager 1.00 2.00 0.00 1.00 0.00 0.00 1.00 5.00 1.00 0.00 1.00 0.00 3.00 1.00 1.00 7.00 1.00 0.00 1.00 0.00 3.00 1.00 1.00 7.00 1.00 0.00 1.00 0.00 3.00 1.00 0.00 6.00 1.00 0.00 1.00 0.00 3.00 1.00 1.00 7.00 Communications Communications Manager Communications Director Public Information Officer Media and Community Relations Administrator AV Specialist Digital Journalist Multi-Media Specialist Web Specialist Total Communications 0.00 0.00 1.00 0.00 3.00 0.00 0.00 1.00 5.00 1.00 0.00 1.00 0.00 3.00 0.00 0.00 1.00 6.00 1.00 0.00 1.00 0.00 3.00 0.00 0.00 1.00 6.00 1.00 0.00 0.00 1.00 0.00 2.00 1.00 0.00 5.00 0.00 1.00 0.00 1.00 0.00 2.00 1.00 0.00 5.00 Intergovernmental Relations Intergovernmental Assistant Intergovernmental Relations Manager Intergovernmental Relations Director Intergovernmental Coordinator Management Assistant Total Intergovernmental Relations 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 0.00 2.00 1.00 0.00 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 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 1.00 1.00 3.00 1.00 0.00 0.00 1.00 0.00 7.00 1.00 1.00 4.00 1.00 0.00 0.00 1.00 0.00 8.00 - 271 - Table of Contents Personnel Detail Management and Budget Budget Administrator Office of Management and Budget Manager Office of Management and Budget Director Budget Planning Analyst Budget Coordinator Administrative Assistant Total Management and Budget Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1.00 0.00 0.00 3.00 0.00 0.25 4.25 0.00 1.00 0.00 3.00 0.00 0.25 4.25 0.00 1.00 0.00 3.00 0.00 0.25 4.25 0.00 1.00 0.00 3.00 0.00 0.25 4.25 0.00 0.00 1.00 3.00 1.00 1.00 6.00 Information Technology: Administration Chief Information Officer Information Technology Director Administrative Supervisor Administrative Assistant Total Administration 1.00 0.00 1.00 1.00 3.00 0.00 1.00 1.00 0.00 2.00 0.00 1.00 1.00 0.00 2.00 0.00 1.00 0.00 1.00 2.00 0.00 1.00 0.00 1.00 2.00 Communication Services Infrastructure Manager Infrastructure Administrator Telecom Technician Systems Analyst Radio Technician Audio/Visual Coordinator Total Communication Services 0.00 5.00 1.00 1.00 0.00 0.00 7.00 0.00 5.00 1.00 1.00 0.00 0.00 7.00 0.00 5.00 0.00 2.00 0.00 0.00 7.00 1.00 4.00 0.00 1.00 1.00 1.00 8.00 1.00 5.00 0.00 1.00 1.00 1.00 9.00 1.00 0.00 0.00 1.00 0.00 3.00 5.00 5.00 15.00 0.00 1.00 0.00 1.00 1.00 3.00 5.00 4.00 15.00 0.00 1.00 0.00 1.00 1.00 4.00 6.00 4.00 17.00 0.00 0.00 1.00 1.00 0.00 4.00 6.00 4.00 16.00 0.00 0.00 1.00 1.00 0.00 4.00 8.00 4.00 18.00 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 0.00 0.00 33.00 32.00 34.00 34.00 36.00 Application Operations Assistant Technology Services Manager Assistant Information Technology Manager IT Applications Manager Desktop Support Administrator Audio/Visual Coordinator Systems Administrator Systems Analyst PC Technician Total Application Operations Total Information Technology - 272 - Table of Contents Personnel Detail Human Resources: Administration Human Resources Manager Human Resources Director Human Resources Analyst Human Resources Coordinator Human Resources Supervisor Human Resources Specialist Employee Relations Administrator Administrative Assistant Total Administration Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1.00 0.00 3.00 1.00 0.00 1.00 1.00 2.00 9.00 0.00 1.00 3.00 1.00 0.00 1.00 1.00 2.00 9.00 0.00 1.00 3.00 1.00 0.00 1.00 1.00 2.00 9.00 0.00 1.00 4.00 0.00 1.00 1.00 1.00 2.00 10.00 0.00 1.00 5.00 0.00 1.00 2.00 1.00 2.00 12.00 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 1.00 1.00 3.00 1.00 1.00 1.00 3.00 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 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.75 3.75 0.00 1.00 1.75 2.75 0.00 1.00 1.75 2.75 Total Human Resources 17.00 17.00 18.75 18.75 20.75 Total Town Manager 71.25 72.25 78.00 77.00 84.75 Town Clerk Town Clerk Deputy Town Clerk Administrative Assistant Office Assistant Management Support Specialist Early Elections Voting Clerk Total Town Clerk 1.00 2.00 3.00 1.00 0.00 0.16 7.16 1.00 2.00 3.00 1.00 0.00 0.16 7.16 1.00 2.00 3.00 1.00 0.00 0.49 7.49 1.00 1.00 1.00 1.00 2.00 0.49 6.49 1.00 1.00 1.00 1.00 2.00 0.00 6.00 General Counsel Town Attorney Assistant Town Attorney Legal Secretary Total General Counsel 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 79.41 80.41 87.49 88.49 95.75 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL MANAGEMENT AND POLICY SUPPORT SERVICES Administration Support Services Director Total Administration - 273 - Table of Contents Personnel Detail Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 TOTAL SUPPORT SERVICES 1.00 0.00 0.00 0.00 0.00 MANAGEMENT SERVICES Administration Finance Director Finance & Management Services Director Total 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 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 Administrative Assistant Purchasing Specialist Contract Specialist Purchasing Administrator Total Purchasing 0.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 3.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 2.00 1.00 5.00 Tax Compliance Tax Specialist Tax Auditor Senior Tax Auditor Total Tax Compliance 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 2.00 1.00 4.00 1.00 2.00 1.00 4.00 1.00 2.00 1.00 4.00 Facilities Maintenance Facilities Maintenance Manager Security Systems Technician Senior Building Maintenance Worker Custodian Building Maintenance Worker Total Facilities Maintenance 1.00 1.00 3.00 2.00 4.00 11.00 1.00 1.00 3.00 2.00 4.00 11.00 1.00 1.00 3.00 2.00 4.00 11.00 1.00 1.00 3.00 2.00 4.00 11.00 1.00 1.00 3.00 2.00 4.00 11.00 TOTAL MANAGEMENT SERVICES 25.00 27.00 28.00 29.00 30.00 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 2.00 1.00 3.00 18.00 1.00 7.00 3.00 1.00 2.00 1.00 3.00 18.00 1.00 7.00 3.00 1.00 2.00 2.00 3.00 19.00 - 274 - Table of Contents Personnel Detail Municipal Court Presiding Judge Municipal Judge Civil Hearing Officer Court Administrator Lead Court Services Clerk Deputy Court Administrator Senior Court Services Clerk Court Services Clerk Sanctions Coordinator Security Officer Office Assistant Court Interpreter Pro Tem Judge Total Municipal Court Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1.00 3.00 1.00 1.00 0.00 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 0.00 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 0.00 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 0.00 1.00 5.00 10.00 1.00 4.00 2.00 0.75 0.17 29.92 1.00 3.00 1.00 1.00 1.00 1.00 5.00 10.00 1.00 4.00 2.00 0.75 0.17 30.92 50.42 49.92 48.92 47.92 49.92 DEVELOPMENT SERVICES Administration Development Services Director Administration and Customer Services Manager Development Services Representative Development Services Records Coordinator Administrative Assistant Total Administration 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 1.00 0.00 2.00 0.00 1.00 4.00 1.00 0.00 0.00 0.00 1.00 2.00 Permits and Licensing Development Services Representatives Total Permits and Licensing 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 Plan Review and Inspection Services: Administration Plan Review and Inspection Manager Administrative Assistant Total Administration 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 2.00 0.50 0.75 0.70 2.00 3.00 2.00 0.00 0.80 1.00 1.00 1.00 0.30 13.05 0.50 0.75 0.70 2.00 3.00 2.00 0.00 0.80 1.00 1.00 1.00 0.30 13.05 0.50 0.75 0.70 2.00 4.00 2.00 0.00 0.80 1.00 1.00 1.00 0.30 14.05 0.00 0.75 0.00 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 0.00 16.55 0.00 0.75 0.00 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 0.00 16.55 TOTAL LEGAL AND COURT Building Inspection and Compliance Services Manager Building Inspection Administrator Administrative Assistant Senior Inspector Inspector II Inspector I Plan Review and Inspection Specialist Plans Review Administrator Senior Plans Examiner Plans Examiner Permit Technician Permit and Plan Review Services Manager Total Building - 275 - Table of Contents Personnel Detail Fire Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 0.05 0.25 1.00 1.00 0.20 0.20 0.20 2.90 0.05 0.25 1.00 1.00 0.20 0.20 0.20 2.90 0.05 0.25 1.00 1.00 0.20 0.20 0.20 2.90 0.00 0.25 1.00 1.00 0.20 0.00 0.00 2.45 0.00 0.25 1.00 1.00 0.20 0.00 0.00 2.45 Engineering Inspection and Compliance Services Manager Inspector II Engineering & Planning Inspection Administrator Plans Examiner Plans Review Administrator Senior Plans Examiner Permit and Plan Review Services Manager Administrative Assistant Total Engineering 0.30 5.00 0.95 1.00 1.00 2.00 0.30 0.70 11.25 0.30 5.00 0.95 1.00 1.00 2.00 0.30 0.70 11.25 0.30 5.00 0.95 1.00 1.00 2.00 0.30 0.70 11.25 0.00 5.00 0.95 1.00 1.00 1.00 0.00 0.00 8.95 0.00 5.00 0.95 1.00 1.00 1.00 0.00 0.00 8.95 Planning Inspection and Compliance Services Manager Landscape Technician Plans Examiner Administrative Assistant Senior Plans Examiner Permit and Plan Review Services Manager Engineering & Planning Inspection Administrator Total Planning 0.05 1.00 1.00 0.40 1.00 0.20 0.05 3.70 0.05 1.00 1.00 0.40 1.00 0.20 0.05 3.70 0.05 1.00 1.00 0.40 1.00 0.20 0.05 3.70 0.00 1.00 1.00 0.00 1.00 0.00 0.05 3.05 0.00 1.00 1.00 0.00 1.00 0.00 0.05 3.05 Code Inspection and Compliance Services Manager Code Compliance Administrator Inspector II Inspector I Administrative Assistant Customer Service Representative Total 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 0.00 0.80 1.00 4.00 1.00 1.00 7.80 0.00 0.80 1.00 4.00 1.00 1.00 7.80 Total Plan Review and Inspection Services 38.75 38.75 39.75 40.80 40.80 Planning Services Planning Services Manager Principal Planner Senior Planner Planner II Plan Review and Inspection Specialist Planning Technician Administrative Assistant Total Planning Services 1.00 1.00 3.00 2.00 0.00 2.00 1.00 10.00 1.00 1.00 3.00 2.00 0.00 2.00 1.00 10.00 1.00 1.00 3.00 2.00 0.00 2.00 1.00 10.00 1.00 1.00 3.00 2.00 1.00 2.00 1.00 11.00 1.00 1.00 3.00 2.00 1.00 2.00 1.00 11.00 Inspection and Compliance Services Manager Building Inspection Administrator Inspector II Senior Plans Examiner Plans Review Administrator Administrative Assistant Permit and Plan Review Services Manager Total Fire - 276 - Table of Contents Personnel Detail Engineering Services: Administration Town Engineer Senior Plans Examiner Total Administration Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.60 1.00 1.60 0.60 1.00 1.60 Development Development Engineer Total Development 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Traffic Town Traffic Engineer Senior Traffic Engineering Technician Traffic Safety Assistant Total Traffic 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 Total Engineering Services 5.00 5.00 5.00 5.60 5.60 61.75 62.75 63.75 61.40 61.40 POLICE DEPARTMENT Administration Police Chief Police Lieutenant Legal Advisor Administrative Supervisor Office Assistant Total Administration 1.00 1.00 1.00 1.00 0.50 4.50 1.00 1.00 1.00 1.00 0.50 4.50 1.00 1.00 1.00 1.00 0.50 4.50 1.00 1.00 1.00 1.00 0.50 4.50 1.00 1.00 1.00 1.00 0.50 4.50 Office of Professional Standards: Internal Affairs Police Sergeant Police Officer Total 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 Hiring/Accreditation Policy and Procedure Specialist Polygraph Examiner Background Investigator Total 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 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 1.00 4.00 14.00 114.00 8.00 2.50 1.00 2.00 2.00 148.50 1.00 5.00 13.00 114.00 0.00 1.50 1.00 4.00 0.00 139.50 TOTAL DEVELOPMENT SERVICES 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 - 277 - Table of Contents Personnel Detail Actual FY 2011 Crime Suppression Police Sergeant Police Officer Total Crime Suppression Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 0.00 3.00 3.00 0.00 3.00 3.00 0.00 3.00 3.00 1.00 11.00 12.00 1.00 11.00 12.00 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 2.00 15.00 18.00 1.00 2.00 15.00 18.00 Crime Apprehension Police Sergeant Police Officer Total Crime Apprehension 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 Court Support Detention Transport Officer Total Court Support 5.00 5.00 6.00 6.00 6.00 6.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 8.00 1.00 2.00 12.00 204.00 204.00 204.00 203.50 206.50 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 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 18.00 13.50 37.50 1.00 5.00 18.00 13.50 37.50 Traffic Unit Police Lieutenant Police Sergeant Police Officer Total Traffic Unit School Programs Police Sergeant Police Officer Total School Programs Enforcement Support Police Sergeant Teleserve Operators Administrative Assistant Service Aide Total Enforcement Support Total Patrol Services Support Services: Administration Police Support Services Administrator Administrative Assistant Total Administration - 278 - Table of Contents Personnel Detail Property Police Property Supervisor Police Property & Evidence Technician Office Assistant Total Property FY 2011 FY 2012 FY 2013 FY 2013 FY 2014 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 Total Training and Program Coordination 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 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 Crime Prevention Crime Prevention Specialist Total Crime Prevention 4.00 4.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 73.00 72.00 72.00 71.50 71.50 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 Police Commander Administrative Assistant Total General Investigations 2.00 0.00 1.00 3.00 2.00 0.00 1.00 3.00 2.00 0.00 1.00 3.00 2.00 1.00 1.00 4.00 2.00 1.00 1.00 4.00 Special Investigations Police Sergeant Police Officer Total Special Investigations 1.00 5.00 6.00 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 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 5.00 3.00 9.00 1.00 5.00 3.00 9.00 Total Support Services - 279 - Table of Contents Personnel Detail Property Crimes Police Sergeant Police Officer Total Property Crimes Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 1.00 9.00 10.00 1.00 9.00 10.00 1.00 9.00 10.00 1.00 9.00 10.00 1.00 9.00 10.00 Intel and Analysis Unit Police Sergeant Police Officer Crime Analyst Crime Analysis Technician Audio/Visual Forensic Analyst Civilian Investigator Total Intel and Analysis Unit 1.00 2.00 2.00 0.00 0.00 1.00 6.00 1.00 2.00 2.00 1.00 0.00 1.00 7.00 1.00 3.00 2.00 1.00 0.00 1.00 8.00 1.00 4.00 2.00 1.00 1.00 0.00 9.00 1.00 4.00 2.00 1.00 1.00 0.00 9.00 Persons Crimes - VCU Police Sergeant Police Officer Total Persons Crimes - VCU 1.00 7.00 8.00 1.00 7.00 8.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 43.00 44.00 44.00 45.00 45.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 342.00 342.00 342.00 342.00 345.00 FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Battalion Chief Administrative Supervisor Administrative Assistant Office Assistant Total 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 Training Battalion Chief EMS Specialist Fire Captain Administrative Assistant Total 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 46.00 40.00 83.00 1.00 1.00 1.00 180.00 Total Investigations SWAT Police Officer (Overtime only) Total SWAT TOTAL POLICE DEPARTMENT Operations Assistant Fire Chief Battalion Chief Fire Captain Fire Engineer Firefighter Fire Equipment Technician Administrative Assistant Service Aide Total Operations - 280 - Table of Contents Personnel Detail Prevention and Education: Prevention Fire Marshal Fire Investigator Administrative Assistant Inspector II Total Prevention Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 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 Public Education Community Education Coordinator Total Public Education 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Prevention and Education 6.50 6.50 6.50 6.50 6.50 Emergency Operations Center Emergency Management Coordinator Volunteer Coordinator Administrative Assistant Total Emergency Operations Center 1.00 1.00 0.50 2.50 1.00 1.00 0.50 2.50 1.00 1.00 0.50 2.50 1.00 1.00 0.50 2.50 1.00 1.00 0.50 2.50 197.00 197.00 197.00 197.00 201.00 PARKS AND RECREATION Administration Parks and Recreation Director Recreation Manager Office Administrator Community Development Supervisor Administrative Assistant Customer Service Representative Management Support Analyst Total Administration 1.00 1.00 1.00 0.00 2.00 2.55 0.00 7.55 1.00 1.00 1.00 0.00 2.00 2.55 0.00 7.55 1.00 1.00 1.00 0.00 2.00 2.55 0.00 7.55 0.95 1.00 1.00 0.10 3.00 2.55 0.00 8.60 1.00 1.00 1.00 0.30 3.00 2.55 1.00 9.85 Neighborhood Services Neighborhood Services Specialist Total Neighborhood Services 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 2.40 1.00 5.00 1.00 1.00 2.00 10.96 1.00 2.00 2.00 0.00 29.36 1.00 2.40 1.00 5.00 1.00 1.00 2.00 10.96 1.00 2.00 2.00 0.50 29.86 1.00 2.40 1.00 5.00 1.00 1.00 2.00 11.93 1.00 2.00 2.00 0.50 30.83 1.00 2.40 1.00 5.00 1.00 1.00 2.00 11.93 1.00 2.00 2.00 0.50 30.83 1.00 2.40 1.00 5.00 1.00 1.00 2.00 12.98 1.00 2.00 2.00 0.50 31.88 TOTAL FIRE DEPARTMENT 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 Recreation Coordinator Total Parks and Open Space - 281 - Table of Contents Personnel Detail Aquatics: Gilbert Pool Aquatic Facility Technician Total Gilbert Pool Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 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 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 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 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 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 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 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 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 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 - 282 - Table of Contents Personnel Detail Actual FY 2011 Total Aquatics Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 20.38 20.42 20.42 20.42 20.42 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 0.24 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 0.25 0.20 1.00 0.70 1.40 0.50 1.52 5.57 0.25 0.20 1.00 0.70 1.40 0.50 1.52 5.57 McQueen Activity Center Recreation Supervisor Custodian Recreation Coordinator Custodial Supervisor Recreation Leader Recreation Instructor Senior Recreation Leader Total McQueen Activity Center 0.20 1.00 2.00 0.30 2.62 2.40 0.50 9.02 0.24 1.00 1.00 0.20 3.04 2.88 0.50 8.86 0.24 1.00 1.00 0.20 3.04 2.88 0.50 8.86 0.25 1.00 1.00 0.20 3.04 2.88 0.50 8.87 0.25 1.00 1.00 0.20 3.04 2.88 0.50 8.87 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 0.04 0.00 0.05 0.09 0.23 0.41 0.04 0.00 0.05 0.09 0.23 0.41 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.19 1.00 1.00 0.40 2.00 1.34 9.62 2.49 18.04 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 0.25 0.00 2.00 0.40 1.00 1.34 9.62 2.70 17.31 0.25 0.00 2.00 0.40 2.00 1.66 10.26 2.70 19.27 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 0.25 0.20 1.00 1.00 0.35 0.42 0.57 3.79 0.25 0.20 1.00 1.00 0.35 0.42 0.57 3.79 35.27 35.54 35.54 35.54 37.50 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 - 283 - Table of Contents Personnel Detail Recreation Programs: Youth Sports Recreation Coordinator Recreation Supervisor Senior Recreation Leader Total Youth Sports Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 0.50 0.30 0.58 1.38 0.30 0.16 0.40 0.86 0.30 0.16 0.40 0.86 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 0.50 1.00 1.00 0.00 0.32 2.82 0.50 1.00 1.00 0.75 0.32 3.57 0.50 1.00 1.00 0.75 0.32 3.57 0.50 1.00 1.00 0.75 0.32 3.57 Special Needs Recreation Coordinator Recreation Instructors Total Special Needs 0.20 0.50 0.70 0.30 0.38 0.68 0.30 0.38 0.68 0.30 0.38 0.68 0.30 0.38 0.68 Outdoor Programs Recreation Supervisor Total Outdoor Programs 0.19 0.19 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Recreation Programs 6.57 6.07 6.82 6.82 6.82 TOTAL PARKS AND RECREATION 100.13 100.44 102.16 103.21 107.47 TOTAL GENERAL FUND 856.71 859.52 869.32 869.02 890.54 Water Administration Water Manager Water Resources Administrator Total Administration 1.00 1.00 2.00 1.00 1.00 2.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 Conservation Water Conservation Coordinator Water Conservation Specialist Total 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 ENTERPRISE OPERATIONS - 284 - Table of Contents Personnel Detail 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 Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 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 1.00 1.33 2.00 2.00 10.00 1.00 17.33 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 1.33 1.00 1.00 6.00 1.00 1.00 11.33 Well Production Well Technician Instrumentation Technician Utility Field Supervisor Electrician Senior Utility Worker Total Well Production 4.00 1.00 1.00 0.00 1.00 7.00 4.00 1.00 1.34 0.00 1.00 7.34 4.00 1.00 1.34 0.00 1.00 7.34 4.00 1.00 1.34 0.00 1.00 7.34 4.00 2.00 1.34 1.00 1.00 9.34 Backflow Prevention Code Compliance Administrator Inspection and Compliance Services Manager Inspector II Total Backflow Prevention 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 0.00 2.00 2.20 0.20 0.00 2.00 2.20 37.25 38.25 38.25 38.20 40.20 3.00 1.00 0.00 2.00 6.00 3.00 1.00 0.00 2.00 6.00 3.00 1.00 0.00 2.00 6.00 3.00 1.00 0.00 2.00 6.00 3.00 1.00 1.00 1.00 6.00 1.00 0.00 4.00 8.00 13.00 1.00 0.00 4.00 8.00 13.00 1.00 0.00 4.00 8.00 13.00 1.00 0.00 4.00 7.00 12.00 1.00 1.00 4.00 7.00 13.00 South Water Plant Production Utility Field Supervisor Instrumentation Technician Water Treatment Plant Mechanic Water Treatment Plant Operator Chemist Administrative Assistant Total South Water Plant Production Total Water Production Quality Water Quality Technician Water Quality Supervisor Lead Chemist Chemist Total Quality Distribution Utility Field Supervisor Water Distribution Superintendent Senior Utility Worker Utility Worker Total Distribution - 285 - Table of Contents Personnel Detail Metering Water Service Specialist Field Supervisor Senior Utility Worker Computer Operations Technician Meter Technician Total Metering Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 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 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 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 0.25 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 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 1.00 5.00 1.00 1.00 0.00 4.50 12.50 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 1.00 4.00 0.00 1.00 1.00 0.00 7.00 1.00 1.00 0.00 1.00 1.00 0.00 4.00 4.00 1.00 5.00 4.00 1.00 5.00 4.00 1.00 5.00 5.00 1.00 6.00 5.00 1.00 6.00 118.25 119.25 118.25 118.20 118.20 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 2.00 6.00 0.60 3.00 0.00 6.00 17.60 2.00 6.00 0.60 4.00 0.00 6.00 18.60 2.00 6.00 0.60 4.00 0.00 6.00 18.60 2.00 6.00 0.60 4.00 0.00 6.00 18.60 2.00 6.00 0.60 4.00 1.00 7.00 20.60 Water Resources Water Resources Manager Total Water Resources Utility Locates Utility Locator Utility Field Supervisor Total Utility Locates Total Water Wastewater Administration Wastewater Manager Administrative Assistant Total Administration Collection Utility Field Supervisor Senior Utility Worker Instrumentation Technician Lift Station Technician Electrican Utility Worker Total Collection - 286 - Table of Contents Personnel Detail Wastewater Reclaimed: Effluent Re-use Utility Worker Senior Utility Worker Instrumentation Technician Effluent Well Technician Utility Field Supervisor Total Effluent Re-use Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 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 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 Quality Pretreatment Program Coordinator Industrial Pretreatment Inspector Wastewater Quality Inspector Total 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 Parks and Recreation Manager Recreation Instructor Community Education Coordinator Naturalist Total Riparian Programs 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 1.00 0.68 1.00 1.00 3.68 40.68 41.68 41.68 41.68 44.68 0.86 0.00 0.00 1.00 0.88 0.78 3.52 0.86 0.00 0.00 1.00 0.88 0.78 3.52 0.86 0.00 0.00 1.00 0.88 0.78 3.52 0.86 0.00 0.00 1.00 0.88 0.78 3.52 0.86 1.00 1.00 1.00 0.88 0.78 5.52 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 0.00 2.50 28.00 1.00 0.50 26.00 0.00 2.50 30.00 Effluent Recharge Utility Worker Senior Utility Worker Reclaimed Water Quality Technician Utility Field Supervisor Total Effluent Recharge Total Wastewater Reclaimed Total Wastewater Environmental Services - Residential Administration Solid Waste Manager Solid Waste Collections Administrator Administrative Assistant Solid Waste Specialist Service Specialist Customer Service Representative Total Administration Collections Field Supervisor Administrative Assistant Heavy Equipment Operator Solid Waste Crew Leader Solid Waste Maintenance Worker Total Collections - 287 - Table of Contents Personnel Detail Uncontained Collections Field Supervisor Solid Waste Crew Leader Solid Waste Inspector Heavy Equipment Operator Total Uncontained Collections Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 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 2.00 17.00 21.00 1.00 1.00 2.00 17.00 21.00 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 1.00 5.00 1.00 7.00 14.70 0.70 1.00 5.00 1.00 7.00 14.70 0.70 0.00 0.00 1.00 7.00 8.70 0.70 0.00 0.00 1.00 7.50 9.20 Environmental Programs HHW Supervisor HHW Technician Administrative Assistant Total Environmental Programs 1.00 1.50 0.50 3.00 1.00 2.50 0.50 4.00 1.00 3.00 0.50 4.50 1.00 3.00 0.50 4.50 1.00 3.00 0.50 4.50 Recycling Outreach Recycling Administrator Solid Waste Crew Leader Environmental Outreach Specialist Total Recycling Outreach 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 72.22 71.22 71.72 71.72 76.22 Environmental Services - Commercial Administration Solid Waste Manager Service Specialist Customer Service Representative Total Administration 0.14 0.12 0.22 0.48 0.14 0.12 0.22 0.48 0.14 0.12 0.22 0.48 0.14 0.12 0.22 0.48 0.14 0.12 0.22 0.48 Collections Field Supervisor Heavy Equipment Operator Total Collections 0.30 5.00 5.30 0.30 5.50 5.80 0.30 5.50 5.80 0.30 5.50 5.80 0.30 5.50 5.80 Roll Offs Heavy Equipment Operator Total 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 7.28 7.28 7.28 7.28 237.93 239.43 238.93 238.88 246.38 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 Total Environmental Services - Residential TOTAL ENTERPRISE OPERATIONS STREETS Administration Streets Manager Administrative Assistant Total Administration - 288 - Table of Contents Personnel Detail Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 Streets Maintenance: Asphalt Patching Field Supervisor Senior Streets Maintenance Worker Streets Maintenance Worker Total Asphalt Patching 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 0.25 1.00 2.00 3.25 Street Cleaning Field Supervisor Heavy Equipment Operator Total Street Cleaning 0.34 7.00 7.34 0.34 7.00 7.34 0.34 7.00 7.34 0.34 7.00 7.34 0.34 7.00 7.34 Preventive Maintenance Field Supervisor Pavement Maintenance Specialist Preventive Maintenance Technician Total Preventive Maintenance 0.33 1.00 1.00 2.33 0.33 1.00 1.00 2.33 0.33 1.00 1.00 2.33 0.33 1.00 1.00 2.33 0.33 1.00 2.00 3.33 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 2.00 6.00 8.25 Fog Sealing Field Supervisor Senior Streets Maintenance Worker Heavy Equipment Operator Streets Maintenance Worker Total Fog Sealing 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 0.25 1.00 1.00 3.00 5.25 22.42 22.42 22.42 22.42 27.42 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 4.00 4.50 0.50 4.00 4.50 0.50 4.00 4.50 Traffic Signal Maintenance Field Supervisor Traffic Signal Technician Total Traffic Signal Maintenance 0.50 6.00 6.50 0.50 6.00 6.50 0.50 6.00 6.50 0.50 6.00 6.50 0.50 6.00 6.50 Total Streets Maintenance - 289 - Table of Contents Personnel Detail Traffic Operations Center Traffic Operations Supervisor Assistant Town Traffic Engineer Senior Traffic Engineering Technician Traffic Engineering Technician Total Traffic Operations Center Actual FY 2011 Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 0.00 1.00 2.00 1.00 4.00 0.00 1.00 2.00 1.00 4.00 0.00 1.00 2.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 19.00 19.00 20.00 20.00 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 2.00 0.30 2.80 0.50 2.00 0.00 2.50 0.50 2.00 0.00 2.50 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 5.63 5.33 5.33 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 TOTAL STREETS 49.30 49.30 51.30 51.00 57.00 INTERNAL SERVICE FUND Fleet Maintenance: Shop Operations Fleet Asset Manager Administrative Assistant Fleet Services Supervisor Senior Fleet Technician Welder/Mechanic Fleet Technician Service Aide Total Shop Operations 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 0.00 0.75 2.00 2.00 1.00 14.00 1.00 20.75 0.00 0.75 2.00 2.00 1.00 14.00 1.00 20.75 0.15 0.75 3.00 3.90 0.15 1.75 2.00 3.90 0.15 1.75 2.00 3.90 1.00 1.75 2.00 4.75 1.00 1.75 2.00 4.75 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Street Traffic Control Parts Acquisition Fleet Asset Manager Administrative Assistant Parts Acquisition Technician Total Parts Acquisition Fuel Administrative Assistant Total Fuel - 290 - Table of Contents Personnel Detail Actual FY 2011 Commercial Operations Administrative Assistant Total Commercial Operations Actual FY 2012 Budget FY 2013 Projected FY 2013 Budget FY 2014 0.25 0.25 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 SPECIAL REVENUE CDBG/HOME Administration Community Development Supervisor Parks and Recreation Director Total CDBG Administration 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 0.90 0.05 0.95 0.70 0.00 0.70 Police Impound Towing/Hearing Specialist Tow Program Supervisor Office Assistant Total Police Impound 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 Transportation Assistance Transportation Coordinator Total Transportation Assistance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 Fill the Gap Office Assistant Total Fill the Gap 0.50 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 10.10 9.60 9.60 9.55 10.30 0.00 1.00 1.00 0.00 0.00 1.00 1.75 4.75 0.00 1.00 1.00 0.00 0.00 0.00 1.75 3.75 0.00 1.00 1.00 1.00 1.00 0.00 1.75 5.75 0.40 1.00 2.00 2.00 1.00 0.00 1.75 8.15 0.40 1.00 2.00 2.00 1.00 0.00 1.00 7.40 1,184.79 1,187.60 1,200.90 1,202.60 1,237.62 TOTAL INTERNAL SERVICE TOTAL SPECIAL REVENUE Capital Project Administration Town Engineer Assistant Town Engineer Project Manager Senior Project Manager Project Coordinator Management Assistant Administrative Assistant Total Capital Project Administration GRAND TOTAL POSITIONS - 291 - Table of Contents Capital Outlay Department Description Amount GENERAL FUND Capital Projects Police Patrol Police Traffic Police Traffic Information Technology Various Sedan Sedan Sedan IP Consoles - Carry Forward Total General Fund Capital $ 7,911,000 27,500 20,000 20,000 150,000 $ 8,128,500 $ 50,000 50,000 50,000 50,000 50,000 50,000 50,000 50,000 47,900 20,000 60,600 25,600 60,600 39,000 20,000 3,000,000 $ 3,673,700 $ 6,983,000 2,731,580 23,000 35,000 $ 9,772,580 $ 20,000 231,500 120,000 700,000 $ 1,071,500 GENERAL REPLACEMENT FUND 1306 1326 1329 1864 1865 1868 1336 1894 1892 0601 0166 0395 0518 0550 0604 Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Traffic Unit Police Traffic Unit Courts Inspection and Compliance - Bldg Parks and Open Space Parks and Open Space Parks and Open Space Parks and Open Space Parks and Open Space Non-Departmental Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Full Size Van (E350) 1/2 ton Truck Commercial Riding Mower 1 ton Truck Commercial Riding Mower 3/4-ton Truck 1/2 ton Truck Capital Allowance Total General Replacement Fund STREET FUND Capital Projects Preventive Maintenance Preventive Maintenance Crack Seal Various Maintenance Truck Truck Total Street Fund Capital STREET REPLACEMENT FUND 0510 0684 0574 Traffic Operations Center Street Cleaning Traffic Signal Maintenance Non-Departmental 1/2-ton Truck PM 10 Street Sweeper Ford F550 - Carry Forward Capital Allowance Total Street Replacement Fund - 292 - Table of Contents Capital Outlay Department Description Amount WATER FUND Capital Projects Well Production Well Production North Water Treatment Plant Various Truck Truck Crane Truck - Carry Fwd Total Water Fund Capital $ 9,785,000 28,000 31,000 126,460 $ 9,970,460 $ 20,000 3,923,000 2,800,000 $ 6,743,000 $ 1,396,000 195,000 28,000 28,000 $ 1,647,000 $ 20,000 665,000 3,000,000 $ 3,685,000 $ 1,472,000 315,000 315,000 275,000 325,000 $ 2,702,000 WATER REPLACEMENT FUND 0608 Water Distribution Capital Projects Non-Departmental 1/2-ton Truck Various Capital Allowance Total Water Replacement Fund Capital WASTEWATER FUND Capital Projects Wastewater Collections Wastewater Collections Effluent Recharge Various Camera Van Truck Utilitiy Tractor Total Wastewater Fund Capital WASTEWATER REPLACEMENT FUND 0711 Wastewater Collections Capital Projects Non-Departmental 1/2-ton Truck Various Capital Allowance Total Wastewater Replacement Fund Capital ENVIRONMENTAL SERVICES - RESIDENTIAL Capital Projects Residential Collections Recycling Residential Administration Residential Administration Various Side Loader Side Loader Scada Software Software - Carry Fwd Total Environmental Services - Residential Capital - 293 - Table of Contents Capital Outlay Department Description ENVIRONMENTAL SERVICES - RESIDENTIAL REPLACEMENT 0828 0832 0830 1875 0478 0662 0553 Residential Collections Residential Collections Recycling Recycling Uncontained Collections Residential Collections Uncontained Collections Non-Departmental Auto Side Loader 2 1/2-ton Truck Auto Side Loader Auto Side Loader 1 1/2-ton Truck - Carry Forward 1 1/2-ton Truck - Carry Forward Rear End Loader - Carry Forward Capital Allowance Total Environmental Services - Residential Replacement Capital Amount $ 340,000 140,000 340,000 340,000 30,000 30,000 542,340 1,000,000 $ 2,762,340 $ 128,000 $ 128,000 $ 220,000 310,530 300,000 $ 830,530 $ 30,000 $ 30,000 ENVIRONMENTAL SERVICES - COMMERCIAL Capital Projects Various Total Environmental Services - Commercial Capital ENVIRONMENTAL SERVICES - COMMERCIAL REPLACEMENT 0525 Commercial Rolloffs Commercial Collections Non-Departmental Loader Front End Loader - Carry Forward Capital Allowance Total Environmental Services - Commercial Replacement Capital FLEET FUND Fleet Maintenance Lifts Total Fleet Capital CIP OUTSIDE SOURCES Capital Projects Non- Departmental Various CIP Allowance Total CIP Outside Sources Capital $ 46,454,000 48,991,016 $ 95,445,016 DEVELOPMENT FUNDS Capital Projects Various Total Development Funds $ 9,721,000 $ 9,721,000 $ 7,576,000 $ 7,576,000 DEBT SERVICE Capital Projects Various Total Debt Service Capital - 294 - Table of Contents Capital Outlay Department Description Amount COPY SERVICES Non-Departmental Capital Allowance Total Copy Services $ 250,000 $ 250,000 $ 12,860 $ 12,860 $ 2,607,000 $ 2,607,000 SPECIAL REVENUE Court Automation Fund Servers - Carry Forward Total Grant Fund Capital GRANT FUND Capital Projects Various Total Grant Fund Capital $ 166,756,486 TOTAL CAPITAL OUTLAY - 295 - Table of Contents Transfer Detail Debt Interfund transfers are scheduled for FY 2014, but not appropriated. The following details the revenue transfers that are anticipated for FY 2014 by fund: General Fund Overhead Water $3,620,327 Wastewater Water Fund In FY 2014, a comprehensive rate study is being completed for the Enterprise Funds. The total cost of the rate study is allocated in the Water Fund with interfund revenue transfers scheduled from the following funds: $185,920 This transfer is from three sources: Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 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. $ 90,000 45,000 45,000 Wastewater Fund 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. Development Fees $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. $ 1,621,385 737,948 621,543 79,180 560,271 Special Revenue $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. Revenue from Water, Wastewater, Environmental Services, and Streets are transferred into the General Fund to 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 $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. $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. - 296 - Table of Contents Transfer Detail Environmental Services - Residential Debt Service Development Fees 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: $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. Streets Fund Water Fund $50,000 General Streets Police SDF Fire SDF General SDF Parks & Recreation SDF Water SDF 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. $ 5,844,772 2,723,450 2,664,834 663,308 2,329,093 5,331,702 12,430,388 Replacement Funds Additional detail on Debt Service is located in the Debt Service section of the budget document. 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 $ 5,286,920 5,701,870 1,246,160 186,210 Additional information regarding replacement funds is located in the Replacement Fund section of the budget document. - 297 - Table of Contents Transfer Summary Revenue Expenditure Transfers Out General Fund Water General Fund $ 5,844,772 Water $ 7,813,305 1,656,385 Wastewater $ 6,554,818 762,948 90,000 Enviro Svcs - Residential $ 1,912,703 621,543 45,000 Enviro Svcs - Commercial $ 310,390 79,180 45,000 Streets $ 3,283,721 560,271 Solid Waste Container $ Police SDF $ 2,664,834 Fire SDF $ General SDF $ 2,329,093 Park & Rec SDF $ 5,331,702 Water SDF $ 12,430,388 Wastewater SDF $ 100,000 Special Revenue $ 185,920 185,920 Debt Service $ 205,000 205,000 Transfer In Amount $ 49,884,954 Wastewater 820,000 155,000 763,308 100,000 100,000 $ - 298 - 4,171,247 $ 180,000 $ 920,000 Table of Contents Transfer Summary Transfers In Enviro Svcs Residential Streets Replacement Funds Debt 5,844,772 50,000 5,286,920 5,701,870 1,246,160 186,210 2,723,450 155,000 2,664,834 663,308 2,329,093 5,331,702 12,430,388 $ 155,000 $ 50,000 $ 12,421,160 $ - 299 - 31,987,547 Table of Contents Schedules A-G (Schedule A) TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2014 Page 1 ADOPTED FUND BUDGETED ACTUAL BALANCE/ EXPENDITURES/ EXPENDITURES/ NET EXPENSES* EXPENSES** POSITION*** FUND 2013 2013 PROPERTY TAX REVENUES ESTIMATED REVENUES OTHER THAN PROPERTY TAXES 2014 2014 July 1, 2013** Primary: 1. General Fund 2. Special Revenue Funds 25,129,917 19,553,379 36,003,332 3. Debt Service Funds Available 50,964,680 50,964,680 37,034,061 7,085,577 4. Less: Amounts for Future Debt Retirement 5. Total Debt Service Funds 50,964,680 50,964,680 37,034,061 7,085,577 6. Capital Projects Funds 158,775,422 46,249,512 76,247,310 69,182,790 7. Permanent Funds 8. Enterprise Funds Available 68,777,167 68,203,047 130,113,779 103,891,500 9. Less: Amounts for Future Debt Retirement 10. Total Enterprise Funds 68,777,167 68,203,047 130,113,779 103,891,500 11. Internal Service Funds 22,685,210 22,696,772 4,375,524 22,764,000 $ 121,493,717 $ 110,658,671 $ 85,774,496 $ $ 119,062,710 Secondary: 12. TOTAL ALL FUNDS $ 447,826,113 $ 18,440,000 47,564,038 318,326,061 $ 369,548,502 $ 18,440,000 $ 369,550,615 * 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 Position amounts except for amounts not in spendable form *** (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). - 300 - Table of Contents Schedules A-G (Schedule A Continued) TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2014 Page 2 OTHER FINANCING SOURCES $ $ 2014 INTERFUND TRANSFERS $ $ IN $ $ 2014 4,171,247 $ 5,844,772 $ TOTAL FINANCIAL RESOURCES AVAILABLE BUDGETED EXPENDITURES/ EXPENSES 2014 2014 203,163,681 $ 142,572,948 50,000 27,243,966 74,813,404 47,110,296 31,987,547 205,000 75,902,185 65,372,461 31,987,547 205,000 75,902,185 65,372,461 145,430,100 97,116,790 13,676,160 16,591,216 231,090,223 90,753,129 13,676,160 16,591,216 231,090,223 90,753,129 27,139,524 23,535,576 49,884,954 $ 49,884,954 $ EXPENDITURE LIMITATION COMPARISON 757,539,117 $ 2013 1. Budgeted expenditures/expenses $ 466,461,200 2014 447,826,113 $ 466,461,200 3. Budgeted expenditures/expenses adjusted for reconciling items 447,826,113 466,461,200 4. Less: estimated exclusions 117,129,393 120,492,377 2. Add/subtract: estimated net reconciling items 5. Amount subject to the expenditure limitation $ 330,696,720 $ 345,968,823 6. EEC or voter-approved alternative expenditure limitation $ 330,696,720 $ 345,968,823 - 301 - Table of Contents Schedules A-G (Schedule B) TOWN OF GILBERT Tax Levy and Tax Rate Information Fiscal Year 2014 2013 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 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 C. Total property tax levy amounts $ $ $ 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 2014 $ 19,300,000 19,300,000 $ 18,440,000 18,440,000 $ $ $ $ $ 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate 1.1500 (3) Total city/town tax rate 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. 1.1500 1.1500 * 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. - 302 - Table of Contents Schedules A-G (Schedule C) TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2014 Page 1 ESTIMATED 2013 SOURCE OF REVENUES GENERAL FUND Local taxes Local taxes, audit, & franchise fees $ 59,195,690 $ ACTUAL 2013 63,335,000 $ ESTIMATED 2014 62,835,000 Licenses and permits 4,186,300 4,855,000 4,103,000 37,541,000 41,137,950 43,694,290 4,789,460 5,038,700 4,557,100 3,942,250 3,533,770 3,414,000 250,000 639,585 56,000 429,320 30,000 Intergovernmental Charges for services Fines and forfeits Interest on investments General Fund General Fund - Replacement Fund In-lieu property taxes Contributions Miscellaneous Total General Fund $ 109,904,700 $ 118,596,005 $ 119,062,710 11,730,000 $ 6,650,000 50,000 10,400 18,440,400 $ 11,600,000 $ 7,216,000 278,825 17,000 19,111,825 $ 11,700,000 6,900,000 50,000 SPECIAL REVENUE FUNDS Streets Fund HURF Auto Lieu Other Streets Revenue Streets - Capital Replacement $ $ - 303 - 18,650,000 Table of Contents Schedules A-G (Schedule C continued) TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2014 Page 2 Grants ACTUAL 2013 ESTIMATED 2013 SOURCE OF REVENUES ESTIMATED 2014 $ 5,000,000 $ 985,000 $ 7,607,000 $ 5,000,000 $ 985,000 $ 7,607,000 $ 1,715,780 $ 13,680,000 1,869,000 $ 16,780,000 2,065,024 15,715,000 $ 15,395,780 $ 18,649,000 $ 17,780,024 $ 1,784,530 $ 1,070,000 $ 854,764 $ 1,784,530 $ 1,070,000 $ 854,764 $ 1,508,560 $ 847,760 1,514,000 $ 851,000 1,427,060 935,190 $ 2,356,320 $ 2,365,000 $ 2,362,250 $ $ 276,000 $ 310,000 $ $ 276,000 $ 310,000 Total Special Revenue Funds $ 42,977,030 $ 42,456,825 $ 47,564,038 $ $ $ $ $ $ $ 1,208,750 $ 1,300,000 $ 7,085,577 $ 1,208,750 $ 1,300,000 $ 7,085,577 $ $ $ $ $ $ Total Debt Service Funds $ 1,208,750 $ 1,300,000 $ 19,690,000 $ 19,690,000 $ 624,000 624,000 20,314,000 $ 20,314,000 $ Other Special Revenue System Development Fees CDBG/HOME SLID PKID Police Impound DEBT SERVICE FUNDS General Obligation Secondary Property Tax - Schedule B Special Assessments Municipal Property Corporation Operating Transfers - Schedule D CAPITAL PROJECTS FUNDS Streets - Intergovernmental Stormwater Traffic Controls - Intergovernmental $ $ - 304 - 7,085,577 Table of Contents Schedules A-G (Schedule C continued) TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2014 Page 3 ESTIMATED 2013 SOURCE OF REVENUES Municipal Facilities - Intergovernmental Redevelopment - Outside Source Parks and Open Space - Intergovernmental $ ACTUAL 2013 $ 349,000 807,000 ESTIMATED 2014 $ 807,000 $ 1,156,000 $ 807,000 $ $ 51,065,000 $ 1,150,000 $ 68,320,016 $ 51,065,000 $ 1,150,000 $ 68,320,016 $ 1,108,400 $ 1,108,400 $ 862,774 $ 1,108,400 $ 1,108,400 $ 862,774 Total Capital Projects Funds $ 73,643,400 $ 23,379,400 $ 69,182,790 $ $ $ $ $ $ Total Permanent Funds $ $ $ $ 37,907,000 $ 37,036,000 50,000 14,150,000 $ 14,000,000 3,784,000 55,691,000 $ 37,239,000 $ 130,000 15,530,000 52,899,000 $ 51,236,000 Improvement Districts CIP Administration - Charges for Service PERMANENT FUNDS ENTERPRISE FUNDS Water Operating Water Replacement Water and Water Resources SDF Water Capital Wastewater Operating Wastewater Replacement Wastewater SDF $ 22,935,000 $ 50,000 9,000,000 23,611,700 $ 150,000 13,515,000 23,037,500 100,000 12,000,000 $ 31,985,000 $ 37,276,700 $ 35,137,500 $ 15,362,000 $ 20,000 156,200 14,553,500 $ 45,000 14,878,000 40,000 165,000 $ 15,538,200 $ 14,598,500 $ 15,083,000 $ 2,439,000 $ 3,000 2,412,000 $ 4,000 2,432,000 3,000 $ 2,442,000 $ 2,416,000 $ 2,435,000 Total Enterprise Funds $ 105,656,200 $ 107,190,200 $ 103,891,500 Environmental Services/Residential Replacement Fund Solid Waste Container Fee Environmental Services/Commercial Replacement Fund - 305 - Table of Contents Schedules A-G (Schedule C continued) TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2014 Page 4 ESTIMATED 2013 SOURCE OF REVENUES ACTUAL 2013 ESTIMATED 2014 INTERNAL SERVICE FUNDS Fleet Maintenance Fleet Replacement $ 8,075,000 $ 7,029,000 $ 1,000 7,710,000 $ 8,075,000 $ 7,030,000 $ 7,710,000 $ 568,000 $ 568,000 $ 588,000 $ 568,000 $ 568,000 $ 588,000 $ 13,157,000 $ 13,252,000 $ 13,345,000 $ 13,157,000 $ 13,252,000 $ 13,345,000 $ 1,106,000 $ 1,123,000 $ 1,121,000 $ 1,106,000 $ 1,123,000 $ 1,121,000 Total Internal Service Funds $ 22,906,000 $ 21,973,000 $ 22,764,000 TOTAL ALL FUNDS $ 356,296,080 $ 314,895,430 $ 369,550,615 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. - 306 - Table of Contents Schedules A-G (Schedule D) TOWN OF GILBERT Other Financing Sources/ and Interfund Transfers Fiscal Year 2014 Page 1 OTHER FINANCING INTERFUND TRANSFERS 2014 FUND GENERAL FUND General Fund Operating SOURCES 2014 IN $ $ $ 4,171,247 $ 5,844,772 Total General Fund $ $ $ 4,171,247 $ 5,844,772 $ $ 50,000 $ 3,283,721 General Fund Repair & Replacement SPECIAL REVENUE FUNDS Streets $ Grants Other Special Revenues 185,920 System Development Fees 23,619,325 Solid Waste Container 155,000 Total Special Revenue Funds $ $ $ 50,000 $ 27,243,966 $ $ $ 31,987,547 $ 205,000 Total Debt Service Funds $ $ $ 31,987,547 $ 205,000 $ $ $ $ Total Capital Projects Funds $ $ $ $ $ $ $ $ Total Permanent Funds $ $ $ $ $ $ DEBT SERVICE FUNDS CAPITAL PROJECTS FUNDS PERMANENT FUNDS ENTERPRISE FUNDS Water $ 5,466,920 $ 7,813,305 Wastewater 6,621,870 6,554,818 Environmental Services 1,587,370 2,223,093 Total Enterprise Funds $ $ $ 13,676,160 $ $ $ $ $ Total Internal Service Funds $ $ $ $ TOTAL ALL FUNDS $ $ $ 16,591,216 INTERNAL SERVICE FUNDS - 307 - 49,884,954 $ 49,884,954 Table of Contents Schedules A-G (Schedule E) TOWN OF GILBERT Expenditures/Expenses by Fund Fiscal Year 2014 FUND/DEPARTMENT GENERAL FUND Management and Policy $ Management Services Legal and Court Development Services Police Fire Parks and Recreation GF Repair and Replacement Non-Departmental Contingency & ED Reserve Total General Fund $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 EXPENDITURES/ EXPENSE ADJUSTMENTS APPROVED 2013 ACTUAL EXPENDITURES/ EXPENSES* 2013 BUDGETED EXPENDITURES/ EXPENSES 2014 12,876,732 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 $ $ $ $ 13,610,747 5,000,000 1,798,007 269,593 2,707,010 2,500 $ $ 1,742,060 25,129,917 $ $ 1,742,060 19,553,379 $ 22,973,670 8,139,430 854,764 308,403 2,645,780 2,500 9,721,000 2,464,749 47,110,296 50,964,680 50,964,680 $ $ $ $ 50,964,680 50,964,680 $ $ 65,372,461 65,372,461 158,775,422 158,775,422 $ $ $ $ 46,249,512 46,249,512 $ $ 97,116,790 97,116,790 $ $ $ $ 31,907,408 19,506,535 17,363,224 68,777,167 $ $ $ $ Total Internal Service Funds $ 22,685,210 22,685,210 TOTAL ALL FUNDS $ 447,826,113 SPECIAL REVENUE FUNDS Streets $ Grants CDBG/HOME Police Impound Special Districts Trust Accounts Development Fees Other Special Revenue Total Special Revenue Funds $ 13,343,905 4,261,779 4,210,204 6,119,966 35,949,493 21,586,897 11,893,364 3,500,530 4,392,533 5,400,000 110,658,671 $ 13,123,614 985,000 917,632 269,593 2,512,980 2,500 $ $ 18,246,904 4,558,104 4,930,256 5,788,607 41,171,783 25,069,735 13,602,499 3,673,700 12,487,360 13,044,000 142,572,948 DEBT SERVICE FUNDS $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS $ Total Capital Projects Funds $ PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS Water $ Wastewater Environmental Services Total Enterprise Funds $ $ $ $ $ 31,805,317 19,371,752 17,025,978 68,203,047 $ 45,905,388 22,883,411 21,964,330 90,753,129 $ $ $ $ 22,696,772 22,696,772 $ $ 23,535,576 23,535,576 $ $ 318,326,061 $ 466,461,200 INTERNAL SERVICE FUNDS * 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. - 308 - Table of Contents Schedules A-G (Schedule F) TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2014 DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2013 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2013 ACTUAL EXPENDITURES/ EXPENSES* 2013 BUDGETED EXPENDITURES/ EXPENSES 2014 Management and Policy General Fund $ Department Total $ 12,876,732 12,876,732 $ $ $ $ 13,343,905 13,343,905 $ $ 18,246,904 18,246,904 Finance/Management Services General Fund $ Department Total $ 4,196,285 4,196,285 $ $ $ $ 4,261,779 4,261,779 $ $ 4,558,104 4,558,104 Legal and Court General Fund $ Department Total $ 4,298,935 4,298,935 $ $ $ $ 4,210,204 4,210,204 $ $ 4,930,256 4,930,256 Development Services General Fund $ Department Total $ 6,097,537 6,097,537 $ $ $ $ 6,119,966 6,119,966 $ $ 5,788,607 5,788,607 Public Works Streets Fund $ Water Fund Watewater Fund Enviro Scvs - Res - Fund Enviro Scvs - Comm - Fund Department Total $ 12,524,577 28,883,628 16,425,735 12,685,724 1,914,500 72,434,164 $ $ $ $ $ 12,961,674 28,781,537 16,290,952 12,754,776 1,908,202 72,697,141 21,902,170 39,162,388 19,198,411 16,291,101 2,080,359 98,634,429 Police General Fund $ Police Impound Department Total $ 36,219,921 269,593 36,489,514 $ $ $ Fire General Fund $ Department Total $ 21,567,256 21,567,256 Parks and Recreation General Fund $ Department Total $ 11,607,051 11,607,051 Special Revenue and Non-Operating General Fund $ 21,129,470 Internal Services 22,685,210 Repair and Replacement 13,454,280 Grant Funds 6,798,007 Special Districts 2,707,010 Other Special Revenue 1,742,060 Capital Improvements 158,775,422 Debt Service 50,964,680 Trust Fund 2,500 Development Fees Department Total $ 278,258,639 $ $ 35,949,493 269,593 36,219,086 $ $ 41,171,783 308,403 41,480,186 $ $ $ $ 21,586,897 21,586,897 $ $ 25,069,735 25,069,735 $ $ $ $ 11,893,364 11,893,364 $ $ 13,602,499 13,602,499 $ $ 9,792,533 22,696,772 12,130,050 1,902,632 2,512,980 1,742,060 46,249,512 50,964,680 2,500 $ $ $ 147,993,719 $ 25,531,360 23,535,576 18,766,070 8,994,194 2,645,780 2,464,749 97,116,790 65,372,461 2,500 19,392,000 263,821,480 * 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. - 309 - Table of Contents Schedules A-G (Schedule G) TOWN OF GILBERT Full-Time Employees and Personnel Compensation Fiscal Year 2014 FUND GENERAL FUND SPECIAL REVENUE FUNDS Streets Fund Internal Service Fund CDBG/Home Police Security Police Impound Fund Parkway Maint. Imp. Dist. Court Enhancement Fund Judicial Collection Enhance Transportation Assistance Total Special Revenue Funds Full-Time Equivalent (FTE) 2014 Employee Salaries and Hourly Costs 2014 Retirement Costs 2014 Total Estimated Personnel Compensation 2014 Other Benefit Costs 2014 Healthcare Costs 2014 890.54 $ 64,018,462 $ 8,625,477 $ 8,892,522 $ 5,254,257 = $ 86,790,719 57.00 $ 26.00 0.70 2,898,871 1,304,064 62,954 787,930 189,698 123,166 44,174 84,838 $ 315,772 150,491 7,265 138,518 21,892 14,213 5,098 9,790 $ 548,289 236,729 9,275 $ 193,100 = $ 120,568 4,819 31,926 14,476 11,651 3,452 6,564 3,956,032 1,811,852 84,312 958,374 270,483 183,480 58,029 114,442 4,707,765 $ 524,520 $ $ 354,630 = $ 7,437,005 4.00 2.60 1.00 1.00 1.00 93.30 $ 44,418 34,450 5,306 13,250 891,716 DEBT SERVICE FUNDS Total Debt Service Funds $ $ $ $ = $ $ $ $ $ = $ $ $ 46,441 = $ 46,441 = $ CAPITAL PROJECTS FUNDS Total Capital Projects Funds 7.40 $ 7.40 $ 592,494 592,494 68,374 68,374 $ $ $ $ 89,467 89,467 796,777 796,777 PERMANENT FUNDS $ $ $ $ = $ Total Permanent Funds $ $ $ $ = $ ENTERPRISE FUNDS Water Wastewater Environ Serv - Residential Environ Serv - Commercial Total Enterprise Funds 118.20 $ 44.68 76.22 7.28 246.38 $ 6,432,574 2,466,688 3,833,850 371,298 13,104,410 $ $ $ 606,668 = $ 234,519 450,951 46,049 1,338,187 = $ 8,952,043 3,464,825 5,528,707 522,429 18,468,004 TOTAL ALL FUNDS 1,237.62 $ 82,423,131 $ 6,993,516 = $ 113,492,504 $ $ 739,661 281,866 442,433 42,848 1,506,807 $ 1,173,140 481,752 801,474 62,233 2,518,599 $ 10,725,178 $ 12,392,305 - 310 - Table of Contents Glossary/Acronyms ACA Arizona Commerce Authority 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. - 311 - 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. - 312 - 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. CAWCD Central Arizona Water Conservation District is a multi-county water conservation district that acts as the operating agent of the Central Arizona Project. - 313 - Table of Contents Glossary/Acronyms 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. Community Emergency Response Team is a committee established to offer disaster preparedness training to the community. CERT COBRA The Consolidated Omnibus Budget Reconciliation Act (COBRA) gives workers and their families who lose their health benefits the right to choose to continue group health benefits provided by their group health plan for limited periods of time under certain circumstances such as voluntary or involuntary job loss, reduction in the hours worked, transition between jobs, death, divorce, and other life events. Qualified individuals may be required to pay the entire premium for coverage up to 102 percent of the cost to the plan. 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. - 314 - Table of Contents Glossary/Acronyms Debt Service Principal and interest payments on outstanding bonds. 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. A group of homogeneous cost centers within a department. Division 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. - 315 - 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 GPEC Greater Phoenix Economic Council Grants State and Federal subsidies received in response to a specific need. GRIC Gila River Indian Community - 316 - 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. - 317 - 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. LUCITY Work order management software. 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. MOU Memorandum of Understanding 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. - 318 - Table of Contents Glossary/Acronyms PCI Pavement Condition Index is an index that communicates the condition of driving surfaces on a 100 point scale. 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. RFP Request for Proposal – part of the competitive bidding process 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. - 319 - 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. Riflemen positioned at a distance providing intelligence and protection to the Entry Team. Snipers 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. 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. 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. - 320 - Table of Contents Glossary/Acronyms Zero-Based The base for the budget built from zero. Zoning A specific legal classification of property for purpose of development. - 321 - Table of Contents Acknowledgements I would like to personally thank those who were instrumental in developing the FY 2014 budget. Finance and Management Services Director Cindi Mattheisen, Accounting Manager Florence Shultz, Accountant II Dana Faulisi, and all of the members of the Town’s fabulous Finance Department, provided a knowledge bridge from accounting to budget. Special thanks to Chad Hurlburt, Kirsten Larsen, and Mark Kramer for their continued work in automating our budget process, and to Edgar Medina for his tireless work on the CIP. Julie Landspurg continues to move the Town forward with initiatives such as the FranklinCovey Four Disciplines of Execution, Continuous Quality Improvement, and Talent Management strategies. Great thanks to Leah Hubbard for her outstanding representation of the Town at the state legislature. Budget will always require a team effort. The brunt of this day-to-day work, though, falls on the Budget staff. Kurt Sharp began the budget season with the Office of Management and Budget before transitioning to his new role as the Special Assistant to the Mayor. We all continue to appreciate Kurt for his calming influence and inherent desire to serve others. In his absence, Laura Lorenzen and Cris Parisot demonstrated incredible commitment and support to the entire organization. The two of them, Laura with over 20 years of Gilbert experience and Cris a recent addition from Navajo County, proved to be a great team, bringing new perspective to all involved in the process. We all are excited to welcome Mary Vinzant who joined us from the League of Arizona Cities and Towns just before the budget adoption. Finally, thanks to Jocelyn Smith for her assistance with both the operating budget and in developing our first rate CIP document, and for her invaluable local expertise in the Capital Improvement Program. Moreover, I would like to personally thank the Town Manager, Patrick Banger, and Deputy Town Manager, Marc Skocypec, for their superb leadership. No leader can single handedly drive success, though. I know Mr. Banger and Mr. Skocypec would agree that this budget is a reflection of the cumulative efforts of the Council and Town staff throughout the organization. Budget liaisons were instrumental in coordinating 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, as well as those of 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! Finally, none of this would have been possible without the leadership and guidance of the Gilbert Town Council. Thank you for delivering clear expectations and demonstrating patience and trust in the Town staff. Dawn Irvine Manager, Office of Management and Budget - 322 -