2nd Safest Community The Town of Gilbert earned its spot as the 2nd safest city in the U.S. by Law Street Media in 2013 for municipalities over 200,000 residents based on the FBI’s Uniform Crime Report Statistics. –Law Street Media, Top 10 Safest Cities over 200,000, 2013. 8th Most Thriving According to the Daily Beast, Gilbert ranks as the 8th most thriving city in the country based on a review of several economic factors including population growth, bond ratings, residents’ educational attainment and the local housing market. –Daily Beast, America’s Thriving Cities, 2013. 9th Best City for Families In line with the town’s motto of “clean, safe, and vibrant,” Gilbert was named the 9th Best City for Families by Wallet Hub in 2014. The report, which compared the 150 largest cities in the U.S., cited the town’s low crime rate and high median family income in its findings. –Wallet Hub, Best & Worst Cities for Families, 2014. 12th Fastest Growing With an estimated FY15 population of more than 233,000 residents, Gilbert ranked as the 12th fastest-growing city in the country with a population of over 50,000 by the U.S. Census Bureau. –U.S. Census, 15 Fastest-Growing Large Cities with Populations of 50,000 or More, 2014. 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 INTRODUCTORY SECTION FINANCIAL OVERVIEW Budget Message ..................................... 1 Revenue and Expenditure Summary .. 37 Guide to the Budget Document ............. 5 Fund Balances ..................................... 38 Distinguished Budget Award................. 8 Budget Summary ................................. 42 ICMA Certificate of Distinction .............. 9 Long Term Financial Planning ............ 44 Key Officials and Staff ......................... 10 Five Year Forecasts ............................. 49 Advisory Organizational Chart ............ 12 Revenue Summary by Fund ................ 55 Organizational Report Chart ................ 13 Revenue Summary by Fund by Type.. 56 Vision, Mission, Values ........................ 14 Revenue Detail ..................................... 58 Strategic Initiatives .............................. 15 Expense Summary ............................... 64 General Plan Vision .............................. 17 Expense Detail ..................................... 65 Operational Excellence ........................ 19 Revenue Sources ................................. 74 Gilbert Facts ......................................... 20 Property Tax Rates .............................. 79 Fund Structure...................................... 24 Personnel Summary ............................ 80 Budget Process .................................... 27 Budget Calendar................................... 29 Financial Policies ................................. 30 Accounting, Auditing, Financial .......... 31 Budget Administration ......................... 31 Long Range Planning........................... 31 Repair and Replacement Funding ....... 31 Contingency ......................................... 32 Revenue Diversification ....................... 32 Use of Revenue .................................... 32 Fees and Charges ................................ 33 Debt Management ................................ 33 Post Issuance Compliance .................. 34 Purchasing............................................ 34 Capital Improvement Plan.................... 34 Fund Balance Classifications .............. 35 Minimum Unrestricted Fund Balance.. 35 Economic Development Reserve ........ 36 GENERAL FUND General Fund Summary....................... 81 General Fund Benchmarks ................. 83 Management and Policy ........................ 89 Mayor and Council ............................... 91 Town Manager...................................... 93 Communications .................................. 95 Intergovernmental Relations ............... 97 Economic Development ...................... 99 Human Resources ............................. 101 Information Technology .................... 103 Management and Budget .................. 105 Town Clerk ......................................... 107 General Counsel ................................ 109 Management Services ......................... 111 Accounting ......................................... 113 Purchasing ......................................... 115 Tax Compliance ................................. 117 Table of Contents Legal and Court ................................... 119 Water ..................................................... 179 Prosecutor .......................................... 121 Conservation ...................................... 181 Municipal Court .................................. 123 Production .......................................... 183 Development Services ........................ 125 Quality ................................................. 185 Permits and Licensing ....................... 127 Distribution ......................................... 187 Plan Review and Inspection .............. 129 Metering .............................................. 189 Planning Services .............................. 131 Utility Customer Service .................... 191 Public Works ........................................ 133 Public Works Administration............. 193 Engineering Services......................... 135 Utility Locates ..................................... 195 Police Department ............................... 137 Water Resources ................................ 197 Contracted Services .......................... 139 Non-Departmental .............................. 199 Professional Standards ..................... 141 Wastewater ........................................... 201 Patrol Services ................................... 143 Collection ............................................ 203 Support Services ............................... 145 Plant Operations................................. 205 Counseling Services .......................... 147 Reclaimed ........................................... 207 Investigations ..................................... 149 Quality ................................................. 209 Special Enforcement ......................... 151 Riparian Programs ............................. 211 Tactical Operations............................ 153 Non-Departmental .............................. 213 Fire Department ................................... 155 Environmental Services Residential .......................................... 215 Fire Operations .................................. 157 Fire Prevention ................................... 159 Parks and Recreation .......................... 161 Facilities Maintenance ....................... 163 Parks and Open Space ...................... 165 Aquatics ............................................. 167 Recreation Centers ............................ 169 Recreation Programs ......................... 171 Non Departmental ................................ 173 ENTERPRISE FUNDS Enterprise Funds Summary .............. 175 Enterprise Funds Benchmarks ......... 177 Residential Collections ...................... 217 Non-Departmental .............................. 219 Environmental Services – Commercial ........................................ 221 Commercial Collections ..................... 223 Non-Departmental .............................. 225 STREETS FUND Streets Fund Summary ...................... 227 Streets Fund Benchmark ................... 229 Streets Maintenance........................... 231 Traffic Control..................................... 233 Right of Way Maintenance ................. 235 Hazard Response ............................... 237 Non-Departmental .............................. 239 Table of Contents INTERNAL SERVICE FUNDS DEBT SERVICE Internal Service Funds Summary ...... 241 Debt Service Summary ...................... 301 Fleet Maintenance .............................. 243 Debt Service Detail ............................ 305 Copy Services..................................... 245 Debt Service Financial ....................... 306 Health Self Insurance ......................... 247 Dental Self Insurance ......................... 249 REPLACEMENT FUNDS APPENDIX Personnel Detail ................................. 307 Capital Outlay..................................... 329 Replacement Funds Summary .......... 251 Transfer Detail.................................... 334 Replacement Funds Detail ................. 253 Transfer Summary ............................. 336 SPECIAL REVENUE Special Revenue Funds Summary .... 255 CDBG/HOME ....................................... 257 System Development Fees ................ 259 Grants ................................................. 261 Police Impound................................... 263 Special Districts ................................. 265 Other Special Revenue ...................... 267 CAPITAL IMPROVEMENTS Administration .................................... 269 Overview ............................................. 271 Maintenance Costs ............................. 274 Plan Summary .................................... 275 Project Detail ...................................... 277 CIP Contingency ............................ 277 Streets ............................................ 277 Traffic Control ................................ 283 Municipal Facilities ........................ 287 Redevelopment .............................. 289 Storm Water ................................... 290 Water .............................................. 290 Wastewater..................................... 294 Parks, Recreation, and Open Space ............................................ 296 Schedules A-G ................................... 338 Glossary/Acronyms ........................... 350 Acknowledgements ........................... 360 Table of Contents Table of Contents Introductory Section __________________________________________ Budget Message Guide to the Budget Document GFOA Distinguished Budget Award ICMA Certificate of Distinction Key Officials and Staff Organizational Charts Vision, Mission, Values Strategic Initiatives General Plan Vision Operational Excellence Gilbert Facts Fund Structure Budget Process Budget Calendar Financial Policies Table of Contents Budget Message June 5, 2014 Honorable Mayor, Council Members, and the Gilbert Community: Gilbert, Arizona has embraced the challenge of effectively managing rapid growth and change. Known as the “Hay Capital” in the 1920's, Gilbert was home to fewer than 2,000 residents in 1970. Today, Gilbert is one of the fastest-growing communities in the country, with an estimated population of 233,000; boasting numerous accolades including 2nd safest and 8th most thriving city in the country. Nearly 39% of Gilbert residents have a bachelor's degree or higher and the average household income is $80,080 per year, the highest in Arizona. Gilbert is a stronghold for modern science, and a leader in biomedical, adult stem-cell, and algae research. The town is also staged to welcome its first university, Saint Xavier University, next year. A progressive community demands progressive governance, and Gilbert’s Council and executive leadership stepped up. Recognizing that Gilbert was no longer a rural town, leadership met with community members, conducting a strategic think-tank to define Gilbert’s strategic initiatives. Having experienced tremendous growth and increased service demands in a short amount of time, Gilbert’s departments had grown to operate in silos, with many budget decisions made behind closed doors. Recognizing the need for drastic change, Town leadership laid out stringent expectations for the budget process. Processes and systems are fine-tuned each year to increase efficiency and effectiveness. Gilbert now undertakes a zero-based process every third year, and always applies priority, program, and performance-based approaches. Directors are now tasked with balancing the budget through consensus, rather than presenting requests and waiting to hear back. Only once the directors achieve consensus is the Town Manager presented with the recommended budget. This method allows the town to promote transparency and the importance of short- and long-term planning, while maintaining a strong return on investment for the zero-based process. Early on it was recognized that our strategic initiatives should be the guide for formulating the organizational goals and corresponding budget for the following fiscal year. The FY 2015 budget process began even as Gilbert was closing out FY 2013. With both a Council retreat and a budget kickoff in August 2013, staff began the process with clear direction and focus governing the priorities for service delivery in FY 2015. Through the Council workshop and a subsequent study session, the Council and the Executive Team began by formulating key focus areas to center our efforts and resources on accomplishing our goals with excellence:       Maintaining Service Levels Deferred Maintenance Long-Range Infrastructure Planning Staffing Plans Compensation Maintenance/Performance Management Innovations and Efficiencies The budget for FY 2015 reflects an effort to deliver both effective and efficient services to our community. The budget is balanced assuming no increases in taxes or utility rates, and applies the non-recurring level of construction-related revenues toward non-recurring costs. Recommended increases in ongoing expenses are within the growth in ongoing levels of revenue recognized as a result of growth both in population and in additional retail opportunities within the Town. Implementing components of a performance-based process allow for an increased focus on results. Departments identify lines of service and performance measures that will be impacted through 1 Table of Contents Budget Message budgetary requests. Structuring requests by anticipated outcomes allows the leadership team to identify programs that readily align with Council-identified goals. In FY 2015, two additional improvements were made: two staff received Lean black-belt certifications to help enhance the process; a separate budget subcommittee was formed to determine the most efficient way to review department requests. Most notably, we continue to experience increased trust from our Council and the public. FINANCIAL IMPACT With carry forwards and contingency adjustments, the proposed budget of $554,729,200 is just slightly less than the $554,735,125 adopted on May 15, 2014 as the legal limitation for FY 2015, and is an increase of $88 million from FY 2014. The change from FY 2014 primarily reflects the budget necessary for carry forward and new capital projects. In prior years, capital improvement projects were budgeted on a cash flow basis. Beginning in FY 2014, Council approved a shift to allow staff to budget the full amount necessary to fulfill a contract, thereby providing for the full encumbrance of that contract. After updating the anticipated carry forward for capital projects, the proposed FY 2015 budget includes not only the $79,337,673 necessary for awarding new contracts during the fiscal year, but also the carry forward of $80,637,408 in budget authority from FY 2014. This includes an update to the CIP to provide funding for the consolidated canal project, ST156. The capital projects contingency budget of $64,750,000 also reflects an increase over FY 2014 to allow Council the flexibility and legal authority to respond to community needs related to the finalization of master plans. As with all contingency, any amounts exceeding $50,000 would require explicit Council approval. Tax Rates: The recommended budget reflects no increases to tax rates. Balanced Financial Plan: The proposed FY 2015 Budget is balanced based upon identified revenues and expenditures. Constitutional Expenditure Limit: The proposed FY 2015 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 proposed FY 2015 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 and restoring cities’ and towns’ abilities to provide necessary public service. Secondary Property Tax Levy: Previously collections in April could be applied to the October debt service payment, allowing for a consistent property tax levy when scheduled debt service payments fluctuated. House Bill 2347 from the 2013 Legislative Session requires municipalities to adopt a property tax levy based on the exact amount of scheduled debt service for the year, plus a reasonable amount for delinquencies and certain costs. Because the $18,576,087.50 general obligation debt service payment required for FY 2015 is less than the $19,092,000 required in FY 2014, the average tax payer will see a decrease in the Town’s portion of the corresponding property tax in the upcoming 2 Table of Contents Budget Message year. The $22,814,500 debt service payment due in FY 2016 may cause a corresponding increase in the following fiscal year. The FY 2015 recommended tax levy of $19,500,000 allows for a 5% delinquency factor. Utility Rate Modifications: The proposed FY 2015 Budget reflects revenues projected from Gilbert’s current water, wastewater, environmental services, and reclaimed water rates. No rate increases are recommended for this fiscal year. Staff will be coming back before Council to present the findings of Burton and Associates related to long term rate structures within the next several weeks. Capital Project Financing – System Development Fees: The FY 2015 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 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. Gilbert recently completed both a utility rate study and a system development fee study to ensure costs are accurately reflected and to establish new system development fees that comply with the long-term requirements of the bill. Staff continues to review the Capital Improvement Plan, reducing, deferring, or removing projects that no longer qualify for the use of system development fees, and identifying appropriate funding sources where the project is a priority. QUALITY GOVERNANCE In the midst of so much change, Gilbert remains consistent in its relentless pursuit of quality service. 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 3 Table of Contents 4 Table of Contents Guide to the Budget Document PURPOSE OF THE BUDGET DOCUMENT 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. 5 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 department descriptions that outline each functional area, the strategic initiatives addressed by divisions within that department, an organization chart, benchmarks, and summary personnel and financial information. Benchmarks listed in the fund tabs are a sample of those included in the Town of Gilbert’s 2013-2014 Benchmark Report, available online at http://www.gilbertaz.gov/home/showdocument?id=2862. Each department identified two to three local and two to three national municipal benchmarks that were appropriate for their particular functional area, based on population and service delivery. A complete list of benchmark communities and performance metrics may be found online in the aforementioned report. 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. Strategic Initiatives: Each department/division has selected the Strategic Initiatives that align with the stated goals for the new budget year. Please refer to the Strategic Initiatives section of this document to view a full description of the icons that will be represented on the department/division pages. 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. 6 Table of Contents Guide to the Budget Document 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. 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. 7 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, 2013. 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. 8 Table of Contents ICMA Certificate of Distinction The International City/County Management Association (ICMA) recognized Gilbert, Arizona with a Certificate of Distinction from the ICMA Center for Performance Analytics™ for its performance management efforts. ICMA assesses a local government’s performance management program and encourages analysis of results by comparing to peers and gauging performance over time. Certificates are awarded at the levels of Achievement, Distinction, and Excellence. Gilbert is among 11 jurisdictions receiving the Certificate of Distinction, and one of 49 recognized overall in 2014. 9 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 Council establishes policy through the enactment of laws (ordinances) and the adoption of ordinances. 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. MAYOR AND COUNCIL 10 Table of Contents Key Officials and Staff EXECUTIVE TEAM Town Manager --------------------------------------------------- Patrick Banger Deputy Town Manager -----------------------------------------Marc Skocypec Chief Digital Officer ------------------------------------------- Dana Berchman Development Services Director ---------------------------------- Kyle Mieras Economic Development Director --------------------------- Dan Henderson Finance Director ----------------------------------------------- Cindi Mattheisen Fire Chief ------------------------------------------------------------- Jim Jobusch Human Resources Director ------------------------------------- Carrie Bosley Information Technology Director ------------------------------- Mark Kramer Intergovernmental Relations Director ----------------------- Leah Hubbard Management and Budget Director ------------------------- Dawn Buckland Parks and Recreation Director ------------------------------- Rod Buchanan Police Chief --------------------------------------------------------------- Tim Dorn Presiding Judge ---------------------------------------------------- John Hudson Public Works Director ---------------------------------------- Kenneth Morgan Town Attorney -------------------------------------------------- Michael Hamblin Town Clerk ------------------------------------------------ Catherine Templeton Town Prosecutor ----------------------------------------------------- Lynn Arouh Assistant to Town Manager -------------------------------- Gabriel Engeland Assistant to Town Manager -------------------------------------- Nicole Lance Assistant to Town Manager ---------------------------------------- Andi Welsh 11 Table of Contents Advisory Organizational Chart 12 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 13 Table of Contents Vision, Mission, Values ORGANIZATIONAL VISION Gilbert will be the best in class in all lines of service. ORGANIZATIONAL MISSION We are a service organization committed to enhancing quality of life and serving with integrity, trust, and respect. ORGANIZATIONAL VALUES As a team, the Town of Gilbert values: Integrity Respect Accountability Innovation Learning Communication by being ethical, professional and trustworthy by being fair, courteous and valuing others by being responsible for our actions and following through on our commitments by continuously improving services through progressive and creative outcomes by developing our knowledge and skills through transparency, collaboration and accessible information 14 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. Organizational alignment with the Gilbert community vision is achieved by establishing individual performance measures and benchmarks that compliment department goals, and town-wide strategic initiatives. The FY 2015 budget was developed with the Council strategic initiatives as a key factor in the decision-making process. The goals and objectives included in the department information tie directly to the strategic initiatives, and represent intermediate steps to achieving those Council-identified priorities. Accordingly, icons (pictured below) are included on each division and department page to highlight the link between the strategic initiatives and individual goals. 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 goals and 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 decision-making 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. 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. 15 Table of Contents Strategic Initiatives 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. The following town-wide goals have been identified for FY 2015: 16 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. 17 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. 18 Table of Contents Operational Excellence Continuous Improvement: the Foundation to Being a High Performing Organization Gilbert celebrates over 20 years of its commitment to quality improvement efforts. CQI, one of the original efforts, began in 1994. CQI established the town’s commitment to continuous improvement. In 2012, the town introduced Franklin Covey’s The 4 Disciplines of ExecutionTM and the concept of Wildly Important Goals (WIGs). In 2014, the town embarked on enhancing the commitment to quality service by introducing Lean Six Sigma concepts. As the town grows and the demand for service increases the town has to be in a position to respond thoughtfully, strategically and in a fiscally responsible manner. Therefore the introduction of Lean Six Sigma is an intentional and systematic approach to enhancing our improvement efforts and, relying on best practices to deliver continuous efficiency and effectiveness from a customer-centric point of view. Since departments are so diverse and there is no “one size fits all,” we believe by taking the best aspects of both CQI and Lean Six Sigma, we are equipping the organization with a variety of quality tools and proven techniques in order to:  Improve Service Delivery  Yield a Return on Investment  Increase Customer Satisfaction  Reduce Costs  Encourage Innovation  Increase Internal Capacity (without adding staff)  Enhance the Culture of Continuous Improvement Dedicated to being a High Performing Organization, we are committed to delivering unparalleled quality of service at the highest value for all of our stakeholders. Through the various process improvement efforts; Continuous Quality Improvement (CQI), Franklin Covey’s The 4 Disciplines of ExecutionTM, and Lean-Six Sigma we strive to continuously evaluate, improve and optimize our operations while delivering superior results to our customers. 19 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 estimated population is 233,028, 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 2012 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 $80,121. Gilbert’s current estimated population of 233,028 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, high-profile developments, and a business-friendly environment, th Gilbert was recently named the 8 most thriving community in the country by The Daily Beast. 20 Table of Contents Gilbert Facts GILBERT AT A GLANCE: Year Founded: Year Incorporated: Planning Area: Elevation: 1891 1920 76 square miles 1,273 feet Annual average rainfall: Annual sunshine days: Average Temperature (High/Low): January April July October 6.46" inches 310 days 67/41 85/54 106/77 89/59 Transaction Privilege Tax Rate: State/County Gilbert Total Housing Units: Vacany Rate 7.8% 6.3% 1.5% 74,009 7.3% More information and statistics can be found at: http://www.gilbertaz.gov 21 Census 2010 Population: 208,352 Estimated Population (as of 7/1/14): 233,028 Median age: 32.2 Under 18 18-24 25-44 45-64 65 and over 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 31.4% 7.6% 31.7% 22.1% 6.5% 477 Miles 1,028 Miles 841 Miles 315 Miles 415 Miles 12 Miles 708 Miles 381 Miles 813 Miles 104 Miles Table of Contents Gilbert Facts Demographics: MEDIAN AGE Gilbert Greater Phoenix 32.2 34.8 EDUCATIONAL ATTAINMENT Gilbert High school graduate Some college, no degree Associate degree Bachelor’s degree Graduate/ professional degree 17.7% 28.5% 11.1% 26.6% 12.0% Greater Phoenix 23.7% 25.6% 8.2% 18.4% 10.0% High school graduate or higher Bachelor’s degree or higher 95.9% 38.6% 86.0% 28.5% Source: U.S. Census American Community Survey, 2008-2012 HOUSEHOLD CHARACTERISTICS Median owner-occupied housing value Median household income Average household size Gilbert Greater Phoenix $185,600 $54,022 2.71 $235,500 $80,121 3.04 Source: U.S. Census American Community Survey, 2008-2012 RACE / ETHNICITY White, 72.2% Black or African American, 3.6% Hispanic, 14.7% American Indian or Alaska Native, 0.6% Asian, 5.9% Native Hawaiian and Other Pacific, 0.2% Other Race, 0.1% Two or More Races, 2.7% Source: U.S. Census American Community Survey, 2008-2012 22 Table of Contents Gilbert Facts AWARDS / RECOGNITION  2nd Safest City in the United States (Law Street Media, 2014)  Best City for Working Parents (WalletHub, 2014)  17th Best City for First-Time Home Buyers (WalletHub, 2014)  8th Most Thriving City in the United States (The Daily Beast, 2013)  Fastest Growing City in AZ (Home Builders Association of Central Arizona, 2013)  2nd Best City in Arizona (Movoto.com, 2013)  33rd Best Place to Live in the United States (CNN/Money Magazine, 2012)  Playful City USA: 8-Time Honoree (KaBoom!, 2014)  Tree City USA (National Arbor Day Foundation, 2013)  Bicycle Friendly Community (League of American Bicyclists, 2013) 2nd Safest City Single-Family Housing Permits GILBERT GROWTH 2,797 2,670 1,927 1,545 1,107 2007 2008 CIVILIAN LABOR FORCE 1,278 2009 1,062 2010 2011 2012 2013 PRINCIPAL EMPLOYERS 2014 Labor force = 119,606 Gilbert Unified School District Banner Health Town of Gilbert Mercy Gilbert Medical Center Fry's Food and Drug GoDaddy Software, Inc. Wal-Mart, Inc. Chandler Unified School District B H Drywall Dillard's Retail and Distribution Source: Arizona Department of Administration, Special Unemployment Report - 2014 3,642 2,268 1,249 1,233 966 950 791 518 500 490 ECONOMIC HIGHLIGHTS  More than 74,000 estimated jobs in Gilbert (Maricopa Association of Governments, 2013)  1st Arizona economic development organization to be accredited by the International Economic Development Council; 2nd in the country (IEDC, 2013)  With nearly 1,200 buildings with rentable space, Gilbert boasts: 3.3 million square feet of office; 11.2 million square feet of retail; 6.1 million of industrial; and 1.1 million square feet of flex spaces. 23 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. Major funds are identified and described below. GOVERNMENTAL FUNDS General Fund (Major 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 Special Revenue Funds – These funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for a specific purpose.  Street Fund (Highway User Revenue Fund) (Major 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.  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.  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.  Grants(Major Fund) 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.  Other Special Revenue (Major Fund) 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(Major Fund) 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.  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. 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. Debt Service Funds – The short and long-term payment of principal and interest on borrowed funds is accounted for in these funds. Special Assessment Funds – Property owners requiring specific capital improvements, from which benefit is primarily restricted to those specific property owners, may form a district. Special levies are collected from those property owners to cover those costs. There are presently three districts. 24 Table of Contents Fund Structure PROPRIETARY FUNDS Enterprise Funds (Major 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. The following are considered major funds:  Water  Wastewater  Environmental Services – Commercial  Environmental Services - Residential Internal Service Funds (Major 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. The following are considered major funds:  Fleet  Health Self Insurance 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. Police Patrol - Canine there is an object code for fuel that accumulates the costs paid for fuel during that fiscal year. The account structure hierarchy is:  Fund  Cost Center  Object Code Expense object codes are segregated by the following categories:      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. 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 Full Time Salary 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. The cost center is further divided into separate object codes to identify the particular revenue or expenditures type. For example, within 25 Street Maintenance, Street Cleaning Table of Contents Fund Structure 26 Table of Contents Budget Process BUDGET DEVELOPMENT The Council determines the priorities for the year and staff develops the best possible budget that incorporates Council priorities and fits within the resources available. Council set the following boundaries for budget preparation:  No change in local sales tax rate (1.5%)  A minor decrease in property tax for debt service repayment. The FY14 rate of $1.15 per $100 has decreased for FY15 to $1.0659 per $100.  Maintain minimum fund balance policies The major steps in preparation of the budget were:  Update FY 2014 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  Collaborative budget process with Executive Team members to determine requests that will be recommended to the Town Manager  Prioritization of available resources to align with Council priorities  Present draft to Council  Council review and adoption The Budget Calendar page depicts the timing in more detail. 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 to match the community’s desired service levels. 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 $355,081,813. Some of the 27 specific items excluded from the expenditure limit include: revenue from bond sales, revenues received for interest, trust and agency accounts, federal grants, and amounts accumulated for the purchase of land, buildings, or improvements if the voters approved. BUDGET AMENDMENTS Under Arizona Revised Statutes, the budget cannot increase once the Council adopts the preliminary budget. Transfers between budget line items are submitted throughout the year to align the budget with actual expenses and requirements. This provides a more refined picture of what the base should be for the next budget year. The Town budgets for contingencies in the following funds:           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 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. 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. 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. The major differences between the budget and the Comprehensive Annual Financial Report (CAFR) are:  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 28 Table of Contents Budget Calendar Date Action August 27, 2013 Executive team presents focus areas for FY2015 – incorporating guidance provided at the town council retreat August 15 - September 26, 2013 Call for new capital projects September 4, 2013 Budget kick-off meeting with Town leadership January 6 – February 13, 2014 Departments submit FY2015 requests and conduct base budget review, enter CIP maintenance related requests, possible reorganizations and contract renewal needs Executive Team began twice weekly review sessions for FY 2014 budget requests February 18, 2014 First Capital Improvement Program stakeholders meeting February 25, 2014 Present Executive Team recommendations to Town Manager February 27, 2014 Completion of mid-year projections April 1, 2014 Second Capital Improvement Program stakeholders meeting April 15, 2014 Council Study Session – FY2015 budget approach and framework May 15, 2014 Council Adopts Preliminary Budget May 15, 2014 Declare the Draft FY2015-19 CIP/IIP a public document and direct staff to publish the notice of public hearing June 5, 2014 Public Hearing and Adopt/Amend FY2015-19 CIP/IIP June 5, 2014 Council adopts the final budget and property tax public hearing September 4 – December 2, 2013 29 Table of Contents Financial Policies Introduction The Policies of Responsible Financial Management 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. 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:   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 30 Table of Contents Financial Policies   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 STATEMENT SUMMARY The following is intended as a summary of each policy. For the full and current version of the policies please visit our website: www.gilbertaz.gov 1) Accounting, Auditing and Financial Procedures Defines financial reporting and audit requirements. A Comprehensive Annual Financial Report (CAFR) is produced annually according to Generally Accepted Accounting Principles. Independent annual audits are performed; procurement for these services is completed every five years. 2) Budget Administration Defines levels of budgetary controls, transfer authority, and appropriation carry forward consideration. 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, the Budget Director shall annually develop, in coordination with Town departments, five-year revenue and expenditure forecasts for the General Fund, Enterprise Funds, and Streets Fund. 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. Oversight of Intergovernmental Agreements, Development Agreements and grant applications is the responsibility of the Office of Management and Budget. 4) Repair and Replacement Funding Outlines requirements for each of the Town’s repair and replacement funds; Infrastructure, Fleet and 31 Table of Contents Financial Policies Rolling Stock, Information Technology Equipment, and Facilities. Funding for each of the replacement funds will be determined based on the needs of the Town in accordance with plans established to manage the repair and replacement cycles of fleet and infrastructure. An annual review of the replacement fund balances will be done to determine if the fund is over/under funded. The Information Technology Equipment repair and replacement fund policy outlines the recommended replacement cycle for various types of devices and network equipment that is managed by the IT Department. 5) Contingency Outlines the budgeting of contingency funds for the General, Water, Wastewater, Environmental Services, and Streets Funds. Funding levels for contingency in each of these funds is determined annually during the budget process and will reflect the most-likely occurrences and levels of service for the following fiscal year. Contingency funds may be requested for unanticipated needs and opportunities that arise during the year. 6) Revenue Diversification Provides guidelines for improving the stability of revenue sources in the General Fund. The Town values a diversified mix of revenue sources to mitigate the risk of volatility. The General Fund revenue base includes sales taxes, state shared revenues, and other revenue sources. Gilbert has a secondary property tax which cannot be used for operating expenditures. 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. 32 Table of Contents Financial Policies 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. 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; direct labor, direct materials, and departmental or Town-wide indirect cost. User fees related to Enterprise fund operations are calculated to recover the entire cost of operations, including indirect, debt service, reserve for replacement and overhead. 9) Debt Management Provides guidelines for the issuance of debt, preservation of the Town’s bond ratings, maintenance of adequate debt reserves, and compliance with debt instrument covenants and provisions, and required disclosure to investors, underwriters and rating agencies. While 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.       Identify and prioritize potential capital investments, the related costs and benefits. Identify potential funding sources for each improvement as outlined in the Capital Improvement Plan. Utilize other professionals as necessary to ensure compliance with the requirements of the issuance of bonds. (Approval from Town Council must also be obtained.) 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 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 include General Obligation (G.O.) bonds, Revenue bonds, Municipal Property Corporation (MPC) bonds, and Improvement District bonds. 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.  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. 33 Table of Contents Financial Policies 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 Outlines responsible parties within the organization to ensure compliance with the Internal Revenue Code and Treasury Regulations. 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 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 and 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 Plan 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 Plan for review by the Town Council pursuant to the timeline established in the annual budget preparation schedule. Submission of the Capital Improvement Plan shall be consistent with the requirements of Title 42, Chapter 17, Article 3 of the Arizona Revised Statutes. The Capital Improvement Plan will incorporate a methodology to determine a general sense of project priority according to developed criteria.  The Capital Improvement Plan shall provide:  A statement of the objectives of the Capital Improvement Plan, including the relationship with the Town’s General Plan, department master plans, necessary service levels, and expected facility needs. 34 Table of Contents Financial Policies       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 Plan 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 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. 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. 35 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 non-spendable 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. 36 Table of Contents Financial Overview _____________________________________ Revenue and Expenditure Summary Fund Balances Budget Summary Long Term Financial Planning Five Year Forecasts 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 23.1% General Fund 24.3% Debt Service 6.7% Streets Fund 4.4% Replacement Funds 13.4% Enterprise Funds 17.4% Special Revenue 10.7% The funds available for FY 2015 are approximately $856,432,000. 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 28.2% General Fund 28.7% Debt Service 11.5% Streets Fund 4.3% Replacement Funds 4.4% Enterprise Funds 18.3% Special Revenue 4.6% The total expenditures for FY 2015 are approximately $554,729,000. 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. 37 Table of Contents Fund Balances Starting Balance GENERAL FUND 69,056,907 $ 131,601,191 ENTERPRISE OPERATIONS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 28,749,226 18,381,814 14,512,157 1,822,860 STREETS 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 $ Transfer Revenue Revenue $ Total Sources 5,038,920 $ 205,697,018 39,235,839 24,448,662 14,700,929 2,463,231 920,000 155,000 - 67,985,065 43,750,476 29,368,086 4,286,091 16,569,285 19,674,000 50,000 36,293,285 682,841 317,794 4,127,220 315,863 8,210,000 588,000 13,345,000 1,121,000 - 8,892,841 905,794 17,472,220 1,436,863 8,906,791 4,117,303 45,723,447 43,446,060 7,176,649 827,513 239,338 30,000 50,000 100,000 40,000 3,000 - 5,500,000 425,000 6,953,294 6,819,818 389,474 67,360 - 14,436,791 4,542,303 52,726,741 50,365,878 7,606,123 897,873 239,338 $ 264,973,067 $ 255,610,852 26,318,866 $ 546,902,785 $ (53,697) 9,754 6,941,964 (3,114,583) (14,512,228) (7,611,640) 20,476,614 16,957,695 10,452,496 995,018 1,520,722 146,400 4,326 71,296 1,092,403 834,624 165,000 2,500,000 1,400,000 2,000,000 1,000,000 8,815,000 11,100,000 3,050,000 12,000,000 6,548,048 285,000 1,634,020 902,140 2,908,257 - 780,927 174,754 9,441,964 (1,714,583) (12,512,228) (6,611,640) 29,291,614 28,057,695 13,502,496 12,995,018 8,068,770 431,400 1,638,346 973,436 4,000,660 (1,239) 3,110,196 47,457,541 66,767 118,093 124,617 1,431,028 7,961,314 837,800 977,775 89,097,694 40,304,493 - - 976,536 92,207,890 87,762,034 66,767 118,093 124,617 1,431,028 7,961,314 837,800 38 Table of Contents Fund Balances Transfer Expense Expense GENERAL FUND $ 152,365,484 $ Total Uses 11,345,340 $ 163,710,824 Ending Balance $ 41,986,194 ENTERPRISE OPERATIONS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 50,030,312 26,244,464 17,772,107 3,231,788 9,821,884 7,789,688 1,161,004 189,460 59,852,196 34,034,152 18,933,111 3,421,248 8,132,869 9,716,324 10,434,975 864,843 STREETS 22,619,484 4,494,160 27,113,644 9,179,641 INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance Dental Self-Insurance 8,676,874 802,974 14,275,920 1,057,100 - 8,676,874 802,974 14,275,920 1,057,100 215,967 102,820 3,196,300 379,763 REPLACEMENT FUNDS General Streets Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Fleet Maintenance 4,053,950 743,900 11,519,053 4,488,064 2,020,000 350,000 - - 4,053,950 743,900 11,519,053 4,488,064 2,020,000 350,000 - 10,382,841 3,798,403 41,207,688 45,877,814 5,586,123 547,873 239,338 34,801,536 $ 355,053,010 $ 191,849,775 991,732 2,692,998 1,884,796 69,175 897,050 4,027,332 91,000 6,548,048 302,732 1,731,670 1,001,600 3,914,897 155,000 2,663,930 763,350 2,328,690 5,332,830 13,089,640 100,000 55,920 130,000 991,732 155,000 2,692,998 2,663,930 2,648,146 2,328,690 5,402,005 13,986,690 4,027,332 191,000 6,548,048 358,652 1,731,670 1,001,600 4,044,897 (210,805) 19,754 6,748,966 (4,378,513) (15,160,374) (8,940,330) 23,889,609 14,071,005 9,475,164 12,804,018 1,520,722 72,748 (93,324) (28,164) (44,237) 977,775 89,097,694 59,460,045 - - 977,775 89,097,694 59,460,045 - (1,239) 3,110,196 28,301,989 66,767 118,093 124,617 1,431,028 7,961,314 837,800 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 $ 320,251,474 39 $ Table of Contents Fund Balances Starting Balance DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System Transfer Revenue Revenue 7,206,575 (125,436) 7,793,549 15,112,363 Total Sources 18,676,000 7,085,577 - 3,383,250 16,834,140 13,089,640 29,265,825 6,960,141 24,627,689 28,202,003 - 94,729 59,625,896 $ 916,057,880 TRUST ACCOUNTS 94,729 - TOTAL ALL FUNDS $ 389,537,504 $ 466,894,480 $ 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. 40 Table of Contents Fund Balances Transfer Expense Expense DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water System Total Uses Ending Balance 21,960,350 6,584,050 19,148,642 13,093,640 205,000 - 21,960,350 6,789,050 19,148,642 13,093,640 7,305,475 171,091 5,479,047 15,108,363 TRUST ACCOUNTS 2,500 - 2,500 92,229 TOTAL ALL FUNDS $ 554,729,200 59,625,896 $ 614,355,096 $ 301,702,784 41 $ Table of Contents Budget Summary PERSONNEL BY ACTIVITY Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 General Fund Enterprise Funds Streets Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 859.52 239.43 49.30 26.00 0.00 9.60 3.75 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 0.00 890.54 246.13 57.00 26.00 0.00 10.30 7.40 0.00 0.00 900.88 245.84 57.00 26.00 0.00 11.60 7.40 0.00 0.00 1,187.60 1,202.60 1,237.62 1,237.37 1,248.72 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Total Personnel EXPENSES BY ACTIVITY General Fund Utility Administration Enterprise Funds Streets Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 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 2,500 102,199,859 51,424,005 11,474,882 21,102,222 1,868,478 5,741,495 40,917,326 53,453,612 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 2,500 118,079,748 58,649,353 16,163,790 22,629,444 3,273,796 10,787,345 13,040,310 60,038,208 2,500 152,365,484 97,278,671 22,619,484 24,812,868 23,174,967 24,153,030 149,535,514 60,786,682 2,500 $ 337,563,802 $ 288,184,379 $ 466,461,200 $ 302,664,493 $ 554,729,200 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 93,107,589 201,761,684 42,694,529 98,243,534 144,621,313 45,319,532 113,579,579 186,125,135 166,756,486 109,317,509 160,125,098 33,221,886 115,942,653 195,816,566 242,969,981 $ 337,563,802 $ 288,184,379 $ 466,461,200 $ 302,664,493 $ 554,729,200 42 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 107,533,007 79,319,777 17,433,005 20,275,309 783,448 59,844,532 8,704,801 64,515,090 74 121,662,524 78,146,291 18,707,581 21,597,679 659,796 55,318,250 14,085,722 20,680,962 104 119,032,710 77,383,500 18,650,000 22,764,000 223,000 55,229,038 69,182,790 25,525,577 - 128,196,000 78,586,000 19,341,000 22,728,000 223,000 48,220,570 3,980,666 25,525,577 - 131,601,191 80,848,661 19,674,000 23,264,000 223,000 55,142,089 130,379,962 25,761,577 - $ 358,409,043 $ 330,858,909 $ 387,990,615 $ 326,800,813 $ 466,894,480 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 131,631,417 4,049,249 63,839,385 103,367,267 4,443,840 5,746,613 45,331,272 134,018,639 5,494,634 76,636,216 104,212,772 4,711,446 2,012,911 3,772,291 125,187,250 4,163,000 91,655,054 105,130,748 3,965,000 56,076,593 1,812,970 132,117,250 4,793,000 69,631,023 106,814,313 3,927,000 7,085,577 2,432,650 133,976,160 4,448,000 99,510,057 109,693,267 3,902,000 71,835,577 43,529,419 $ 358,409,043 $ 330,858,909 $ 387,990,615 $ 326,800,813 $ 466,894,480 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 358,409,043 90,799,689 330,858,909 69,769,123 387,990,615 49,884,954 326,800,813 52,842,274 466,894,480 59,625,896 $ 449,208,732 $ 400,628,032 $ 437,875,569 $ 379,643,087 $ 526,520,376 337,563,802 90,799,688 288,184,379 69,769,123 466,461,200 49,884,954 302,664,493 52,842,274 554,729,200 59,625,896 Total Uses $ 428,363,490 $ 357,953,502 $ 516,346,154 $ 355,506,767 $ 614,355,096 Net Operating Result $ 20,845,242 $ 42,674,530 $ (78,470,585) $ 24,136,320 Total Sources Total Expenses Transfers Out 43 $ (87,834,720) Table of Contents Long-Term Financial Planning Background The Town of Gilbert prepares an annual update to the Town’s Long Term Financial Plan (LTFP). The LTFP is a tool that provides Council and citizens with information necessary to understand the Town’s financial condition. The Long Term Financial Plan consists of several sections with objectives for each identified below: Financial Trend/Environmental Analysis Objective A number of financial indicators are analyzed to determine significant impacts in financial trends. This annual analysis focuses on the Town’s General Fund, Special Revenue Funds, Highway User Revenue Fund (HURF), Vehicle License Tax (VLT), and Enterprise Funds (Water, Wastewater, and Environmental Services). This analysis is conducted annually through the Office of Management and Budget working with the departments to analyze the prior five year period. Departments rate the revenue or expense trend with one of the following ratings: Favorable, Favorable/Caution, Warning, or Unfavorable. Departments are then required to provide contributing factors that will have an impact on the upcoming five year planning period. Long-Term Revenue and Expenditure Forecasting Objective To update the five-year financial forecast for the General Fund and Enterprise Funds, and Streets fund, incorporating adopted Town policies of Responsible Financial Management, expenditure patterns, revenue trends, fund balances, and other known financial impacts. Other significant factors are analyzed, such as SDF analysis, the Long-Range Infrastructure Plan, Long-Range Staffing Plan, and the annual rate and fee analysis. The five year plans for the General Fund, Enterprise Funds, and Streets Fund have been included in this document. Please visit www.gilbertaz.gov to view the entire Long-Term Financial Plan. Fiscal Policy Review Objective To annually review the Town’s Policies of Responsible Financial Management in an effort to determine any updates that will need to be brought to Council for adoption. Debt Analysis Objective To review existing debt structure in relation to long-range financing options (sources) for debt service and repayment, and to recommend alternatives to fund major capital programs, when appropriate. Financial Balance Analysis Objective To analyze and recommend appropriate levels of reserve to ensure adequate resources are available to fund operations. Ensures compliance with Town policies of Responsible Financial Management and legal requirements. Financial Strategies Development Objective To analyze cash flows and funding gaps for the Town’s capital projects and develop a gap-closing which will meet the future infrastructure needs of the Town, and ensure that anticipated resources will be able to sustain ongoing operations. 44 Table of Contents Long-Term Financial Planning Long Term Financial Plan Process The long term financial planning activities of the Town of Gilbert are ongoing throughout the fiscal year and coordinate with the budget development process. The illustration below represents strategic planning, long term financial planning and budget activities that are executed in a coordinated fashion. Elected officials, Administration, the Office of Management and Budget, and staff in various departments are tasked throughout the year to participate in teams that complete each of these activities. Goal Setting • Council Retreat – Strategic Initiative Development • Executive Team – Development of Key Focus Areas Monitor/Measure Long Term Financial Planning • Monthly Financial Report to Council • Key Organization Metrics – Dashboard • Publication of Benchmark document • Financial Trend/Environmental Analysis • Long Term Revenue/Expenditure Forecasting (Five and Ten Year Plans) • Debt and Financial Balance Analysis • Financial Strategies Development • Fiscal Policy Review Develop Balanced Budget • Collaborative Budget Development Process • All Funds • Capital Improvement Program • Long-Range Infrastructure Planning Goal Setting Each year, usually in August, the Town Council meets with staff at a Council Retreat. Topics of particular interest to Council and staff are presented and discussed. Among those topics is the development of the Strategic Initiatives that guide the organization. Currently the Council has identified six Strategic Initiatives, of which, one is Long and Short Term Balanced Financial Plans. The six Strategic Initiatives were adopted in 2011 and will guide the organization through 2016. After the Strategic Initiatives are developed, the Executive Team is tasked with assessing the Town’s needs and determining Key Focus Areas for the budget process. Key Focus Areas are town-wide interests that concentrated efforts and require additional resources. They are directly related to advancing the Strategic Initiatives and allow the Executive Team to carefully consider the requested resources during the collaborative budget process. For Fiscal Year 2015, the 45 Table of Contents Long-Term Financial Planning Key Focus Areas are listed below with a brief description: Long-Range Infrastructure Planning and Implementation Costs associated with the maintenance or assessment programs as identified by the Long-Range Infrastructure Plan. Deferred Maintenance Maintenance that has been reduced or delayed in prior years due to economic concerns. Maintaining Service Levels Costs associated with resources needed to maintain current operations; maintenance that is currently due; strategic replacement and accelerated timing to coordinate with other projects. Staffing Plans At the direction of Council during the FY 2014 budget adoption, the Town will complete a staffing study in preparation for FY 2016. The staffing study will act as a guide for departments and will take into consideration factors such as population and growth to help determine staffing needs through the anticipated build out date. Innovations and Efficiencies Implementation of new innovations or efficiencies that are designed to generate cost savings or provide ‘best in class’ service. Compensation Maintenance/Implementation of Employee Performance Management Resources needed to maintain the Classification and Compensation Study that was implemented in FY 2013, as well as implementation of the related employee performance management system. Long Term Financial Planning During the second quarter of the fiscal year, the Town begins their Financial Trend and Environmental Analysis. Team members, from various departments, were selected based on expertise/experience in a given area. The team members are tasked with reviewing a five-year history for revenues and expenses. Any significant changes in the trends shown are investigated and contributing factors are noted. For example, revenues for a particular area may show an increase in year three of the five-year period and that increase corresponds to the implementation of a new fee. This analysis is the foundation of our Long Term Financial Plan. Below is an example of the revenue and expense analysis for our Streets Department: 46 Table of Contents Long-Term Financial Planning Revenues - HURF/VLT - Favorable/Caution After years of volatility stemming from repetitive legislative sweeps of HURF revenues, efforts are underway to restore HURF funding to cities and towns. This is a critical revenue source for the maintenance of arterial streets. This revenue is derive from a per gallon change on gasoline, so as prices go up, consumption goes down, and therefore revenues go down. This becomes particularly challenging because increasing oil prices mean increasing maintenance costs for streets, even while the corresponding revenues are decreasing. HURF and VLT revenues continue to increase over last year’s collections. Based on initial conversations with state representatives and senators, we anticipate the prior funding levels of HURF to be restored. Recent sweeps of funding and subsequent reallocation to non-highway patrol functions of DPS are likely to discontinue in the near future. Expenses - HURF/VLT - Favorable/Caution FY 2013 showed minor increases in personnel and supplies. As contracts come up for renewal and are put back out to bid, costs for services are showing increases due to improvement in the economy. The Town is placing more emphasis on Long-Range Infrastructure Planning and therefore expenses are expected to increase. Infrastructure assessments, maintenance and replacement will be built into the five-year plans beginning in FY14. The addition of a crack seal team will increase the preventive maintenance that is done, thus extending the useful life of the assets. 8,000,000 7,000,000 6,000,000 5,000,000 4,000,000 3,000,000 2,000,000 1,000,000 - FY 2010 FY 2011 Personnel FY 2012 FY 2013 Supplies Capital Outlay 47 FY 2014 After the historical trends are analyzed, the same team is tasked to anticipate impacts in the coming fiveyear period. Any significant changes in revenues or expenses are noted. Information gathered during this process also becomes important when developing the Long-Term Revenue/Expenditure Forecast. Table of Contents Long-Term Financial Planning Also during the second quarter of the fiscal year, the Town begins the annual budget development. During this process increases or decreases to the base budgets are requested. Any significant increases/decreases should be consistent with information received during the financial trend and environmental analysis phase of Long Term Financial Planning. The Long-Term Revenue/Expenditure Forecasting combine information received from the financial trend and environmental analysis with information received during the upcoming year’s budget development process and use it to develop the forecasting models for the General Fund and Enterprise Funds. In a related effort, the Office of Management and Budget analyzes the current debt structure in an effort to evaluate the revenues source for debt service and repayment. Fund balances are also analyzed to ensure that the appropriate levels of reserves are maintained for compliance with State, County and Local Ordinance, as well as Town policies. If any policy changes are anticipated related to debt or financial (fund) balances, the proposed revisions are brought to Council for consideration and adoption. To date, the revisions made have been to make the policies more, rather than less, restrictive. Development of financial strategies combines all known information related to cash flows, capital projects, and long range infrastructure plans to obtain a comprehensive forecast of required future resources. This is compared to current available resources, then gap closing strategies are developed. Develop Balanced Budget In January each year, once the Long-Term Financial Plan has been outlined, the collaborative budget development process begins with the Executive Team. The Executive Team meets twice weekly, through the end of February, to review all submitted requests from the departments and evaluate them based on the Key Focus Areas. This would include all CIP and operating requests for General Fund, Enterprise Funds, Internal Service Funds and Special Revenues Funds. After the Executive Team makes final recommendation to Town management, the budget is presented by the Office of Management and Budget to the Town Council for Preliminary and Final Adoption in accordance with Arizona Revised Statute. Monitoring of Budget Budgets are maintained by the departments throughout the year, utilizing their budget analysts for special requests related to emergencies, or unforeseen opportunities that arise. Quarterly budget reports are provided to Council by the Office of Management and Budget following receipt of that quarter’s final sales tax revenues from the Department of Revenue. This cycle is repeated until the following August when the process begins again. 48 Table of Contents General Fund Five-Year Forecast Budget FY 2015 Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected FY 2019 69,060,000 41,991,000 44,081,000 55,160,000 66,391,000 REVENUE REVENUES - ONGOING 131,602,000 141,935,000 138,307,000 141,249,000 143,791,500 TOTAL REVENUE 131,602,000 141,935,000 138,307,000 141,249,000 143,791,500 5,039,000 5,064,000 5,089,000 5,114,000 5,139,600 TOTAL SOURCES 205,701,000 188,990,000 187,477,000 201,523,000 215,322,100 EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR PLAN 116,697,000 - 117,705,000 170,000 1,041,000 118,726,000 53,000 1,458,000 119,762,000 1,308,000 1,659,000 120,811,000 550,000 1,687,000 SUB-TOTAL ONGOING EXPENDITURES 116,697,000 118,916,000 120,237,000 122,729,000 123,048,000 ONE-TIME EXPENDITURES SUPPLIES AND CONTRACTUAL FIVE YEAR PLAN CAPITAL CONTINGENCY ECONOMIC DEVELOPMENT INCENTIVE 5,276,000 14,744,000 10,648,000 5,000,000 3,772,000 16,778,000 - 3,059,000 3,032,000 - 3,762,000 1,884,000 - 1,851,000 1,408,000 - SUB-TOTAL ONE-TIME EXPENDITURES 35,668,000 20,550,000 6,091,000 5,646,000 3,259,000 TRANSFERS OUT 11,345,000 5,443,000 5,989,000 6,757,000 7,228,000 TOTAL USES 163,710,000 144,909,000 132,317,000 135,132,000 133,535,000 ANNUAL OPERATING RESULT (27,069,000) 2,090,000 11,079,000 11,231,000 15,396,100 FUND BALANCE 41,991,000 44,081,000 55,160,000 66,391,000 81,787,100 MINIMUM FUND BALANCE 33,560,000 33,060,000 33,430,000 34,250,000 34,680,000 8,431,000 11,021,000 21,730,000 32,141,000 47,107,100 BEGINNING FUND BALANCE (Less Committed) TRANSFERS IN FUND BALANCE ABOVE MINIMUM Five Year Plan Assumptions:  Compensation structure is maintained as implemented for FY 2015  Beginning in FY 2016, an inflationary factor of .05% (for sworn positions) was applied annually  No increases to the cost of health insurance are forecasted  Average inflationary factor of 2%  Minimum fund balance per policy is calculated at three months of operating expenses and one year of debt service 49 Table of Contents Water Fund Five-Year Forecast Budget FY 2015 Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected FY 2019 BEGINNING FUND BALANCE 29,758,717 11,480,717 14,579,717 19,406,717 24,364,717 AVAILABLE FUND BALANCE 29,758,717 11,480,717 14,579,717 19,406,717 24,364,717 REVENUE REVENUES - ONGOING REVENUES - ONE-TIME 37,609,000 1,627,000 39,139,000 1,361,000 41,020,000 1,361,000 43,007,000 1,361,000 45,111,000 1,361,000 TOTAL REVENUE 39,236,000 40,500,000 42,381,000 44,368,000 46,472,000 - 84,000 15,964,000 28,983,000 88,000 68,994,717 52,064,717 72,924,717 92,757,717 70,924,717 7,302,000 8,716,000 8,357,000 - 7,446,000 9,273,000 8,140,000 - 7,669,000 9,800,000 8,408,000 826,000 7,900,000 10,319,000 8,806,000 1,228,000 8,137,000 10,769,000 9,497,000 1,224,000 SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES DEBT RETIREMENT CAPITAL OUTLAY CAPITAL IMPROVEMENT PROGRAM CONTINGENCY 24,375,000 24,859,000 26,703,000 28,253,000 29,627,000 30,000 20,787,000 2,500,000 2,804,000 - 16,993,000 - 30,318,000 - 676,000 - SUB-TOTAL ONE-TIME EXPENDITURES 23,317,000 2,804,000 16,993,000 30,318,000 676,000 9,822,000 9,822,000 9,822,000 9,822,000 9,822,000 57,514,000 37,485,000 53,518,000 68,393,000 40,125,000 ANNUAL OPERATING RESULT (18,278,000) 3,099,000 4,827,000 4,958,000 6,435,000 UNRESERVED FUND BALANCE 11,480,717 14,579,717 19,406,717 24,364,717 30,799,717 TRANSFERS IN TOTAL SOURCES EXPENDITURES PERSONNEL VARIABLE OPERATING COSTS FIXED OPERATING COSTS DEBT SERVICE TRANSFERS OUT TOTAL USES Five Year Plan Assumptions:  New customer accounts are estimated at 1900 annually  The water rates and rate structure are reviewed annually to ensure that revenues meet operating needs. During the FY 2014 review, it was determined that no rate increases are necessary for FY 2015, however beginning in FY 2016 a 2% increase will be necessary in each fiscal year, through FY 2019  One-time revenues include investment income, and other account related fees  Allowance for unexpended assumes that there will be a percentage of budgeted expenditures that are not actually spent at the end of the fiscal year. This allowance is deemed to be 5% for personnel and fixed operating costs. Variable operating and capital outlay are assumed at 100% of budget 50 Table of Contents Wastewater Fund Five-Year Forecast Budget FY 2015 Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected FY 2019 BEGINNING FUND BALANCE 14,659,862 7,373,862 10,588,862 11,278,862 14,214,862 AVAILABLE FUND BALANCE 14,659,862 7,373,862 10,588,862 11,278,862 14,214,862 REVENUE REVENUES - ONGOING REVENUES - ONE-TIME 24,415,000 34,000 25,022,000 44,000 25,695,000 75,000 26,385,000 123,000 27,124,000 145,000 TOTAL REVENUE 24,449,000 25,066,000 25,770,000 26,508,000 27,269,000 920,000 920,000 920,000 920,000 920,000 40,028,862 33,359,862 37,278,862 38,706,862 42,403,862 3,887,000 1,642,000 9,848,000 - 3,959,000 1,697,000 8,919,000 - 4,075,000 1,754,000 9,359,000 - 4,194,000 1,812,000 9,962,000 - 4,317,000 1,872,000 9,941,000 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES DEBT RETIREMENT CAPITAL OUTLAY CAPITAL IMPROVEMENT PROGRAM CONTINGENCY 15,377,000 14,575,000 15,188,000 15,968,000 16,130,000 5,738,000 3,750,000 393,000 - 3,009,000 - 721,000 - 1,069,000 - SUB-TOTAL ONE-TIME EXPENDITURES 9,488,000 393,000 3,009,000 721,000 1,069,000 TRANSFERS OUT 7,790,000 7,803,000 7,803,000 7,803,000 7,803,000 TOTAL USES 32,655,000 22,771,000 26,000,000 24,492,000 25,002,000 ANNUAL OPERATING RESULT (7,286,000) 3,215,000 690,000 2,936,000 3,187,000 UNRESERVED FUND BALANCE 7,373,862 10,588,862 11,278,862 14,214,862 17,401,862 TRANSFERS IN TOTAL SOURCES EXPENDITURES PERSONNEL VARIABLE OPERATING COSTS FIXED OPERATING COSTS DEBT SERVICE Five Year Plan Assumptions:  New customer accounts are estimated at 1900 annually  The wastewater rates and rate structure are reviewed annually to ensure that revenues meet operating needs. During the FY 2014 review, it was determined that no rates increases are necessary for during the FY 2015-19 planning period  One-time revenues include Wastewater Fund - Unreserved Fund Balance investment income, and other $19,000,000 account related fees $17,401,862  Allowance for unexpended assumes $17,000,000 that there will be a percentage of $14,214,862 $15,000,000 budgeted expenditures that are not $13,000,000 $11,278,862 actually spent at the end of the fiscal $10,588,862 $11,000,000 year. This allowance is deemed to $9,000,000 be 5% for personnel and fixed $7,000,000 operating costs. Variable operating $5,000,000 and capital outlay are assumed at FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 100% of budget 51 Table of Contents Environmental Services – Residential Five-Year Forecast Budget FY 2015 Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected FY 2019 BEGINNING FUND BALANCE 14,512,100 10,673,100 11,763,100 9,584,100 8,993,100 AVAILABLE FUND BALANCE 14,512,100 10,673,100 11,763,100 9,584,100 8,993,100 REVENUE REVENUES - ONGOING REVENUES - ONE-TIME 14,558,000 143,000 15,647,000 146,000 16,089,000 189,000 16,534,000 220,000 16,981,000 282,000 TOTAL REVENUE 14,701,000 15,793,000 16,278,000 16,754,000 17,263,000 155,000 155,000 155,000 155,000 155,000 29,368,100 26,621,100 28,196,100 26,493,100 26,411,100 5,908,000 1,586,000 4,659,000 - 6,083,000 1,651,000 5,694,000 6,263,000 1,717,000 5,811,000 - 6,449,000 1,787,000 5,941,000 - 6,640,000 1,858,000 6,104,000 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES CAPITAL OUTLAY CAPITAL IMPROVEMENT PROGRAM CONTINGENCY 12,153,000 13,428,000 13,791,000 14,177,000 14,602,000 2,384,000 1,497,000 1,500,000 226,000 - 233,000 - 240,000 620,000 - 247,000 - SUB-TOTAL ONE-TIME EXPENDITURES 5,381,000 226,000 233,000 860,000 247,000 TRANSFERS OUT 1,161,000 1,204,000 4,588,000 2,463,000 1,174,000 TOTAL USES 18,695,000 14,858,000 18,612,000 17,500,000 16,023,000 ANNUAL OPERATING RESULT (3,839,000) 1,090,000 (2,179,000) UNRESERVED FUND BALANCE 10,673,100 11,763,100 9,584,100 TRANSFERS IN TOTAL SOURCES EXPENDITURES PERSONNEL VARIABLE OPERATING COSTS FIXED OPERATING COSTS DEBT SERVICE (591,000) 8,993,100 1,395,000 10,388,100 Five Year Plan Assumptions:  New customer accounts are estimated at 2000 annually  The residential rates and rate structure Residential Fund - Unreserved Fund Balance are reviewed annually to ensure that $13,000,000 revenues meet operating needs. $11,763,100 $12,000,000 During the FY 2014 review, it was $10,673,100 $11,000,000 $10,388,100 determined that no rates increases are $9,584,100 $10,000,000 necessary for during the FY2015-19 $8,993,100 $9,000,000 planning period $8,000,000  One-time revenues include investment $7,000,000 income, and other account related fees $6,000,000  Allowance for unexpended assumes $5,000,000 that there will be a percentage of FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 budgeted expenditures that are not actually spent at the end of the fiscal year. This allowance is deemed to be 10% for variable operating costs. Fixed operating is estimated at 95% of budget. Personnel and capital outlay are estimated at 100% of budget 52 Table of Contents Environmental Services - Commercial Five-Year Forecast Budget FY 2015 Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected FY 2019 BEGINNING FUND BALANCE 1,823,900 953,900 1,296,900 1,308,900 1,261,900 AVAILABLE FUND BALANCE 1,823,900 953,900 1,296,900 1,308,900 1,261,900 REVENUE REVENUES - ONGOING REVENUES - ONE-TIME 2,441,000 22,000 2,457,000 27,000 2,501,000 35,000 2,544,000 44,000 2,587,000 57,000 TOTAL REVENUE 2,463,000 2,484,000 2,536,000 2,588,000 2,644,000 - - - - - TOTAL SOURCES 4,286,900 3,437,900 3,832,900 3,896,900 3,905,900 EXPENDITURES PERSONNEL VARIABLE OPERATING COSTS FIXED OPERATING COSTS DEBT SERVICE 552,000 297,000 1,045,000 - 562,000 312,000 1,065,000 - 579,000 328,000 1,097,000 - 596,000 344,000 1,129,000 - 614,000 360,000 1,162,000 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES CAPITAL OUTLAY CAPITAL IMPROVEMENT PROGRAM CONTINGENCY 1,894,000 1,939,000 2,004,000 2,069,000 2,136,000 322,000 128,000 800,000 - - 20,000 - - SUB-TOTAL ONE-TIME EXPENDITURES 1,250,000 - - 20,000 - 189,000 202,000 520,000 546,000 202,000 3,333,000 2,141,000 2,524,000 2,635,000 2,338,000 343,000 12,000 1,296,900 1,308,900 TRANSFERS IN TRANSFERS OUT TOTAL USES ANNUAL OPERATING RESULT (870,000) UNRESERVED FUND BALANCE 953,900 (47,000) 1,261,900 306,000 1,567,900 Five Year Plan Assumptions:  New customer accounts are estimated at 10 annually  The commercial rates and rate structure are reviewed annually to ensure that revenues meet operating needs. During the FY 2014 review, it was determined that no rates increases are necessary for during the FY 2015-19 planning period  One-time revenues include investment income, and other account related fees  Allowance for unexpended assumes that there will be a percentage of budgeted expenditures that are not actually spent at the end of the fiscal year. This allowance is deemed to be 10% for variable operating costs. Fixed operating is estimated at 95% of budget. Personnel and capital outlay are estimated at 100% of budget 53 Table of Contents Streets Fund Five-Year Forecast Budget FY 2015 Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected FY 2019 BEGINNING FUND BALANCE 16,605,000 9,262,000 7,797,000 8,883,000 10,176,000 AVAILABLE FUND BALANCE 16,605,000 9,262,000 7,797,000 8,883,000 10,176,000 REVENUE REVENUES - ONGOING REVENUES - ONE-TIME 19,174,000 500,000 20,263,000 - 20,870,000 - 21,495,000 - 22,138,600 - TOTAL REVENUE 19,674,000 20,263,000 20,870,000 21,495,000 22,138,600 50,000 52,000 54,000 56,000 57,700 TOTAL SOURCES 36,329,000 29,577,000 28,721,000 30,434,000 32,372,300 EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR PLAN 10,679,000 - 10,950,000 100,000 - 11,317,000 100,000 46,000 11,619,000 100,000 - 12,020,000 100,000 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES ONE-TIME EXPENDITURES FIVE YEAR PLAN - ONE TIME CIP - ONE TIME EXPENDITURES OTHER CAPITAL OUTLAY CONTINGENCY 10,679,000 11,050,000 11,463,000 11,719,000 12,120,000 508,000 6,559,000 2,827,000 2,000,000 50,000 3,188,000 2,863,000 - 13,000 645,000 2,949,000 - 50,000 540,000 3,038,000 - 2,388,000 3,129,000 - SUB-TOTAL ONE-TIME EXPENDITURES 11,894,000 6,101,000 3,607,000 3,628,000 5,517,000 4,494,000 4,629,000 4,768,000 4,911,000 5,058,000 TOTAL USES 27,067,000 21,780,000 19,838,000 20,258,000 22,695,000 ANNUAL OPERATING RESULT (7,343,000) (1,465,000) 1,086,000 1,293,000 UNRESERVED FUND BALANCE 9,262,000 7,797,000 8,883,000 10,176,000 TRANSFERS IN TRANSFERS OUT (498,700) 9,677,300 Five Year Plan Assumptions:  Revenues - Ongoing Highway User Revenue Fund (HURF) and Auto Lieu Tax - 3% growth rate annually  Revenues - One Time One Time funding from the State of Arizona as a return of previously swept HURF dollars  Base Expenditures - 3% increase for inflation annually  Contingency is included in FY 2014-15 at $2M, but will be evaluated annually during the budget process to determine appropriate budget level in subsequent years 54 Table of Contents Revenue Summary By Fund Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 $ 91,870,450 15,822 877,499 230,140 5,342,757 10,000 4,442,847 1,198,636 3,204,345 340,511 107,533,007 $ 104,202,344 56,619 873,585 252,289 7,240,774 1,179 4,083,593 1,375,873 3,561,321 14,947 121,662,524 $ 105,040,000 12,200 508,000 177,500 5,173,200 3,389,000 1,227,290 3,505,520 119,032,710 $ 112,205,000 74,000 775,000 234,000 6,721,000 24,000 3,366,000 1,421,000 2,786,000 590,000 128,196,000 $ 116,649,000 92,000 629,000 223,000 6,244,500 3,335,000 1,392,691 3,036,000 131,601,191 ENTERPRISE OPERATIONS: Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial TOTAL ENTERPRISE $ 38,576,239 22,822,962 15,488,570 2,432,006 79,319,777 $ 37,940,591 23,425,163 14,367,820 2,412,717 78,146,291 $ 37,036,000 23,037,500 14,878,000 2,432,000 77,383,500 $ 38,195,000 23,207,000 14,767,000 2,417,000 78,586,000 $ 39,235,839 24,448,662 14,700,929 2,463,231 80,848,661 STREETS $ 17,433,005 $ 18,707,581 $ 18,650,000 $ 19,341,000 $ 19,674,000 INTERNAL SERVICES $ 20,275,309 $ 21,597,679 $ 22,764,000 $ 22,728,000 $ 23,264,000 REPLACEMENT FUNDS: General Street Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Fleet TOTAL REPLACEMENT FUNDS $ 137,148 190,542 282,349 97,095 71,743 2,881 1,690 783,448 $ 82,296 32,503 289,709 207,141 42,818 3,847 1,482 659,796 $ 30,000 50,000 100,000 40,000 3,000 223,000 $ 30,000 50,000 100,000 40,000 3,000 223,000 $ 30,000 50,000 100,000 40,000 3,000 223,000 SUB TOTAL OPERATING FUNDS $ 225,344,546 $ 240,773,871 $ 238,053,210 $ 249,074,000 $ 255,610,852 SPECIAL REVENUE FUNDS: CDBG/HOME Development Fees Grants Riparian Programs Police Impound Special Districts Other Special Revenue TOTAL SPECIAL REVENUE $ 1,515,822 51,151,868 2,606,506 220,296 2,543,006 1,807,034 59,844,532 $ 826,442 48,860,729 1,163,164 238,951 2,365,396 1,863,568 55,318,250 $ 854,764 42,030,000 7,607,000 310,000 2,362,250 2,065,024 55,229,038 $ 1,232,754 42,030,000 429,542 285,000 2,362,250 1,881,024 48,220,570 $ 834,624 42,030,000 6,548,048 285,000 2,536,160 2,908,257 55,142,089 CAPITAL IMPROVEMENTS $ 8,704,801 $ 14,085,722 $ 69,182,790 $ 3,980,666 $ 130,379,962 DEBT SERVICE $ 64,515,090 $ 20,680,962 $ 25,525,577 $ 25,525,577 $ 25,761,577 TRUST ACCOUNTS $ 74 $ 104 $ - $ - $ - GRAND TOTAL REVENUE $ 358,409,043 $ 330,858,909 $ 387,990,615 $ 326,800,813 $ 466,894,480 CARRY OVER FUNDS $ 87,834,720 TOTAL RESOURCES $ 554,729,200 GENERAL FUND: Non-Allocated Management and Policy Management Services Legal and Court Development Services Public Works - Engineering Police Fire Parks and Recreation Non Departmental TOTAL GENERAL FUND 55 Table of Contents Revenue Summary By Fund By Type GENERAL FUND Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Special Assessments Other Non-Operating TOTAL GENERAL FUND Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 56,965,354 3,995,369 36,784,415 4,550,086 3,985,652 4,297 1,247,834 $ 107,533,007 64,263,539 5,433,766 41,347,579 5,575,665 4,121,805 920,170 $ 121,662,524 62,835,000 4,103,000 43,694,290 4,557,100 3,414,000 429,320 $ 119,032,710 69,765,000 4,733,000 43,988,000 5,261,000 3,360,000 1,089,000 $ 128,196,000 71,214,000 4,388,000 46,639,691 5,148,500 3,361,000 850,000 $ 131,601,191 $ 60,868 985,176 76,149,821 852 949,574 78,146,291 $ 60,000 900,000 76,033,500 390,000 77,383,500 $ 60,000 1,000,000 77,145,000 381,000 78,586,000 $ 60,000 900,000 79,366,925 521,736 80,848,661 $ 18,389,548 6,294 2,776 308,963 18,707,581 $ 18,600,000 50,000 18,650,000 $ 19,090,000 6,000 1,000 244,000 19,341,000 $ 19,570,000 4,000 100,000 19,674,000 $ 610,132 20,906,216 81,331 21,597,679 $ 670,000 22,014,000 80,000 22,764,000 $ 670,000 22,004,000 54,000 22,728,000 $ 670,000 22,514,000 80,000 23,264,000 $ 1,276 658,520 659,796 $ 223,000 223,000 $ 223,000 223,000 $ 223,000 223,000 $ 50,571,404 1,875,296 1,568,231 584,737 87,530 631,052 55,318,250 $ 44,012,250 8,461,764 1,663,374 551,000 540,650 55,229,038 $ 44,012,250 1,662,296 1,638,374 566,000 341,650 48,220,570 $ 44,186,160 7,382,672 1,682,067 541,000 1,350,190 55,142,089 ENTERPRISE OPERATIONS Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL ENTERPRISE OPERATIONS $ 53,880 1,049,345 77,713,987 1,967 500,598 79,319,777 STREETS FUND Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL STREETS FUND $ 17,132,260 56,728 5,601 238,416 17,433,005 $ 797,891 19,408,426 68,992 20,275,309 $ 38,279 1,465 156,755 586,949 783,448 $ 53,163,741 4,007,023 1,599,761 449,155 79,181 545,671 59,844,532 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 License and Permit Intergovernmental Charges for Service Fines and Forfeits Special Assessments Other Non-Operating TOTAL SPECIAL REVENUE 56 Table of Contents Revenue Summary By Fund By Type Actual FY 2012 CAPITAL IMPROVEMENTS Intergovernmental Charges for Service Special Assessments Other Non-Operating TOTAL CAPITAL IMPROVEMENT Actual FY 2013 Budget FY 2014 $ 13,428,485 632,943 24,294 14,085,722 $ 19,329,000 862,774 48,991,016 69,182,790 $ 4,068,451 4,627,387 8,963 8,704,801 DEBT SERVICE Taxes and Fees Special Assessments Other Non-Operating TOTAL DEBT SERVICE $ 21,502,322 878,993 42,133,775 64,515,090 $ 19,183,696 1,292,438 198,283 20,680,962 TRUST ACCOUNTS Other Non-Operating TOTAL TRUST ACCOUNTS $ 74 74 $ 104 104 GRAND TOTAL REVENUE $ 358,409,043 $ 330,858,909 57 Projected FY 2014 Budget FY 2015 $ 3,220,727 759,939 3,980,666 24,347,694 977,775 64,750,000 40,304,493 $ 130,379,962 $ 18,340,000 7,085,577 100,000 25,525,577 $ 18,340,000 7,085,577 100,000 25,525,577 $ 18,576,000 7,085,577 100,000 25,761,577 $ - $ - $ - $ 387,990,615 $ 326,800,813 $ 466,894,480 Table of Contents Revenue Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 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 61,138,257 1,522,598 375,059 476,255 17,062,262 21,293,026 1,376,579 636,333 321,975 $ 104,202,344 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 66,500,000 1,750,000 385,000 480,000 18,120,000 23,250,000 1,287,000 200,000 233,000 $ 112,205,000 68,345,000 1,500,000 385,000 480,000 18,664,000 25,220,000 1,375,000 400,000 280,000 $ 116,649,000 14,517 39,667 10,000 55,000 80,000 - 129 - 1,000 - 160 160 13,972 13,972 200 200 10,000 11,000 10,000 10,000 - - - 3,000 - Total Manager 14,677 53,768 10,200 70,000 90,000 Town Clerk 1,145 2,851 2,000 4,000 2,000 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 Manager: Town Manager Human Resources: Administration Total Human Resources Economic Development Admin TOTAL MANAGEMENT AND POLICY $ MANAGEMENT SERVICES Accounting Purchasing Tax Compliance TOTAL MANAGEMENT SERVICES $ 877,499 $ 230,140 $ 5,342,757 $ 873,585 $ 252,289 $ 7,240,774 58 $ 508,000 $ 177,500 $ 5,173,200 $ 775,000 $ 234,000 $ 6,721,000 629,000 10,000 213,000 $ 351,000 3,600,000 415,000 1,725,000 630,000 $ 92,000 25,000 100,000 504,000 11,000 223,000 324,500 2,700,000 225,000 1,518,200 405,500 $ 74,000 25,000 100,000 650,000 4,500 173,000 358,166 50 3,715,115 409,453 2,082,515 480 674,995 $ 12,200 8,000 500,000 10,382 241,907 324,278 3,311,262 221,150 1,022,444 1,497 462,126 $ 56,619 37,437 84,778 751,370 7,717 222,423 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 TOTAL DEVELOPMENT SERVICES $ 12,646 55,951 808,902 LEGAL AND COURT Town Prosecutor Municipal Court TOTAL LEGAL AND COURT 15,822 223,000 574,500 3,250,000 350,000 1,535,000 535,000 $ 6,244,500 Table of Contents Revenue Detail Actual FY 2012 PUBLIC WORKS Engineering Services TOTAL PUBLIC WORKS 10,000 $ POLICE DEPARTMENT Internal Affairs Animal Control Incarceration Uniform Patrol Crime Apprehension Traffic Unit Detention / Court Support School Programs Records Property Alarm Management Counseling Services Property Crimes Persons Crimes VCU TOTAL POLICE DEPARTMENT PARKS AND RECREATION Administration Public Safety Center Heritage Annex Parks and Open Space Freestone Park Crossroads Park McQueen Park Hetchler Park Discovery Park Cosmo Park Elliot District Park Page Park Western Canal Trail System Mesquite Pool Greenfield Pool Perry Pool 10,000 $ 4,442,847 $ 1,198,636 78 201,348 35,833 23,961 47,937 111,737 74,831 10,694 59,367 638 105,022 380 195 78,629 114,202 100,341 59 1,179 $ 4,083,593 $ 1,375,873 211,888 35,962 17,912 43,691 113,814 71,795 15,680 55,907 1,054 277,283 3,699 22,330 82,913 123,381 105,531 - $ 3,389,000 $ 1,227,290 200,000 20,000 18,100 55,300 118,320 69,500 13,000 58,000 240,000 105,000 130,000 103,500 24,000 $ 800,000 427,000 1,295,000 330,000 25,000 3,000 130,000 350,000 6,000 $ 10,000 13,500 1,158,790 45,000 $ Budget FY 2015 24,000 800,000 424,000 1,400,000 305,000 25,000 110,000 325,000 - 12,970 15,953 1,268,498 76,012 2,440 $ Projected FY 2014 - 101 948,275 526,701 1,673,591 369,029 3,876 28,632 10,511 119,590 394,548 8,739 - 12,241 14,877 1,113,574 57,874 70 $ Budget FY 2014 1,179 418 (13) 1,739,262 499,778 1 1,376,636 301,952 32,208 6,043 96,420 386,416 3,711 15 FIRE DEPARTMENT Administration Training Operations Prevention Public Education Investigations TOTAL FIRE DEPARTMENT Actual FY 2013 3,366,000 800,000 440,000 1,300,000 305,000 25,000 115,000 350,000 $ 25,000 15,000 1,306,000 75,000 $ 1,421,000 218,000 35,000 37,000 46,000 104,000 86,000 11,000 53,000 2,000 240,000 2,000 84,000 131,000 106,000 - 3,335,000 10,000 15,000 1,305,691 62,000 - $ 1,392,691 40,000 218,000 35,000 8,000 51,000 107,000 76,000 13,000 55,000 2,000 240,000 85,000 130,000 105,000 Table of Contents Revenue Detail Actual FY 2012 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 Actual FY 2013 105,721 94,875 165,379 16,908 807,514 345,795 196,005 54,669 278,591 148,974 12,993 11,728 $ NON DEPARTMENTAL Transportation Capital Projects 3,204,345 99,567 127,154 218,741 22,908 782,159 352,927 199,782 44,865 297,993 221,163 11,231 (9) $ 340,511 - 3,561,321 128,000 118,000 193,000 25,000 720,000 473,000 112,000 55,000 275,000 263,800 12,000 $ 14,947 - 101,000 91,000 171,000 4,000 582,000 106,000 118,000 62,000 195,000 193,000 8,000 $ - 590,000 $ 128,196,000 $ 131,601,191 34,482,431 312,164 174,801 309,857 1,121,107 236,980 345,511 36,982,851 34,297,303 282,070 222,361 318,658 1,090,108 425,855 131,228 36,767,583 34,200,000 275,000 200,000 310,000 1,045,000 100,000 6,000 36,136,000 35,000,000 275,000 240,000 300,000 1,080,000 110,000 143,000 37,148,000 36,233,621 275,000 200,000 310,000 1,045,000 266,218 6,000 38,335,839 433,843 1,007,978 1,441,821 1,794 985,176 986,970 900,000 900,000 1,000 1,000,000 1,001,000 900,000 900,000 50 8,611 36,376 106,180 139,290 46,291 - - 16,000 30,000 - - WASTEWATER Non-Allocated: Reuse/Recharge Water Use Commercial Wastewater Residential Wastewater 824,308 1,960,579 19,909,070 $ 37,940,591 772,810 1,985,553 19,912,715 60 $ 37,036,000 800,000 2,000,000 20,000,000 $ 590,000 - $ 119,032,710 38,576,239 $ 3,036,000 $ 121,662,524 $ - $ $ 107,533,007 TOTAL WATER $ 2,786,000 100,000 98,000 191,000 4,000 720,000 105,000 118,000 55,000 275,000 195,000 10,000 - TOTAL GENERAL FUND Quality Distribution Metering Public Works Administration 14,947 3,505,520 Budget FY 2015 $ Production: North Water Plant Production Santan Vista Water Treatment Plant Well Production Total Production $ Projected FY 2014 TOTAL NON DEPARTMENTAL 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 340,511 Budget FY 2014 38,195,000 720,000 2,000,000 20,000,000 $ $ - 39,235,839 869,643 2,010,586 21,433,000 Table of Contents Revenue Detail Investment Income Other Non-Allocated Total Non-Allocated Administration Collection Reclaimed: Effluent Re-Use Effluent Recharge Total Reclaimed Quality Riparian Programs TOTAL WASTEWATER $ ENVIRONMENTAL SVC - RESIDENTIAL Non-Allocated: Collection Investment Income Other Non-Allocated Total Non-Allocated Administration Uncontained Recycling Environmental Programs TOTAL ENVIRO SVC RESIDENTIAL $ Actual FY 2012 Actual FY 2013 Budget FY 2014 69,808 1,389 22,765,154 337,716 23,008,794 200,000 23,000,000 106,000 22,826,000 97,933 24,411,162 12,053 61 381,775 - 345,000 - 385 385 - - 6,000 6,000 - 8,880 34,097 9,868 24,665 10,000 27,500 10,000 20,000 10,000 27,500 22,822,962 $ 23,425,163 $ Projected FY 2014 23,037,500 $ Budget FY 2015 23,207,000 $ 24,448,662 14,463,877 85,834 5,451 14,555,162 13,418,455 108,569 1,971 13,528,995 14,000,000 90,000 14,090,000 13,900,000 95,000 1,000 13,996,000 13,693,437 133,127 603 13,827,167 21,025 36,365 868,141 7,877 4,000 34,716 789,676 10,433 38,000 750,000 - 24,000 733,000 14,000 38,000 825,762 10,000 15,488,570 $ 14,367,820 $ 14,878,000 $ 14,767,000 $ 14,700,929 ENVIRONMENTAL SVC - COMMERCIAL Non-Allocated: Collection Investment Income Other Non-Allocated Total Non-Allocated (3,540) 8,196 2,900 7,556 Administration Collections Rolloffs (1,499) 9,610 2,007 10,118 45,000 1,845,842 533,608 51,000 1,787,755 563,844 - 5,000 2,000 7,000 15,345 15,345 50,000 1,847,000 535,000 50,000 1,795,000 565,000 50,000 1,706,045 691,841 TOTAL ENVIRO SVC COMMERCIAL $ 2,432,006 $ 2,412,717 $ 2,432,000 $ 2,417,000 $ 2,463,231 IRRIGATION $ - $ - $ - $ - $ - TOTAL ENTERPRISE $ 79,319,777 $ 78,146,291 $ 77,383,500 $ 78,586,000 $ 80,848,661 STREETS Non-Allocated: Highway User Tax Auto Lieu Tax 10,437,844 6,691,110 61 11,414,425 6,975,123 11,700,000 6,900,000 11,700,000 7,390,000 12,200,000 7,370,000 Table of Contents Revenue Detail Investment Income Other Non-Allocated Total Non-Allocated Administration Street Maintenance: Street Cleaning Total Street Maintenance Traffic Control: Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Traffic Control Right of Way Maintenance: Landscape Maintenance Concrete Repair Total Right of Way Maintenance TOTAL STREETS $ INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance Dental Self-Insurance TOTAL INTERNAL SERVICES Actual FY 2012 Actual FY 2013 Budget FY 2014 71,961 10,524 17,211,439 147,127 10,029 18,546,704 50,000 18,650,000 100,000 1,000 19,191,000 100,000 19,670,000 15,493 - - - - - 207 207 - - - 6,102 63,972 131,029 201,103 3,671 99,766 50,646 720 154,803 - 6,000 104,000 37,000 147,000 4,000 4,000 2,850 2,120 4,970 3,687 2,180 5,867 - 2,000 1,000 3,000 - 17,433,005 $ 6,963,645 357,857 11,842,500 1,111,307 $ REPLACEMENT FUNDS General Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Streets Fleet 20,275,309 $ 7,449,241 256,353 12,782,960 1,109,125 $ 137,148 282,349 97,095 71,743 2,881 190,542 1,690 21,597,679 659,796 $ 7,710,000 588,000 13,345,000 1,121,000 $ 82,296 289,709 207,141 42,818 3,847 32,503 1,482 $ 18,650,000 22,764,000 $ $ 22,728,000 8,210,000 588,000 13,345,000 1,121,000 $ 30,000 50,000 100,000 40,000 3,000 $ 223,000 19,674,000 23,264,000 30,000 50,000 100,000 40,000 3,000 - $ SUB TOTAL OPERATING FUNDS $ 225,344,546 $ 240,773,871 $ 238,053,210 $ 249,074,000 $ 255,610,852 1,515,822 207,649 1,282,982 1,760,288 2,568,415 1,349,124 11,103,587 826,442 189,778 2,648,996 1,932,966 2,592,575 1,192,913 9,644,728 854,764 165,000 2,500,000 1,400,000 2,000,000 1,000,000 8,815,000 1,232,754 165,000 2,500,000 1,400,000 2,000,000 1,000,000 8,815,000 834,624 165,000 2,500,000 1,400,000 2,000,000 1,000,000 8,815,000 62 223,000 19,341,000 7,710,000 588,000 13,303,000 1,127,000 30,000 50,000 100,000 40,000 3,000 $ Budget FY 2015 TOTAL REPLACEMENT FUNDS SPECIAL REVENUE FUNDS CDBG/HOME Solid Waste Container Traffic Signal SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF 783,448 18,707,581 Projected FY 2014 $ 223,000 Table of Contents Revenue Detail Water SDF Water Resource Fee Wastewater SDF Grants Police Impound Street Light Improvement Parkway Improvement Other Special Revenue TOTAL SPECIAL REVENUE FUNDS $ CAPITAL IMPROVEMENTS Administration Improvement Districts Streets and Transportation Traffic Control Redevelopment Municipal Facilities Water Storm Water Parks, Recreation and Open Space TOTAL CAPITAL IMPROVEMENTS Actual FY 2012 Actual FY 2013 Budget FY 2014 13,726,737 3,998,932 15,154,154 2,606,506 220,296 1,434,740 1,108,266 1,807,034 12,650,233 4,181,006 13,827,534 1,163,164 238,951 1,507,319 858,077 1,863,568 11,100,000 3,050,000 12,000,000 7,607,000 310,000 1,427,060 935,190 2,065,024 59,844,532 $ 532,601 3,693,132 54,323 30,136 2,870,862 446 1,523,301 $ DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities MPC - Water MPC - Wastewater Miscellaneous 8,704,801 55,318,250 $ 7 2,560,066 13,799,449 85,499 (2,499,592) 33,291 25,000 82,002 $ 63,623,989 880,276 688 5,389 554 4,194 14,085,722 Projected FY 2014 55,229,038 11,100,000 3,050,000 12,000,000 429,542 285,000 1,427,060 935,190 1,881,024 $ 862,774 68,320,016 $ 19,364,204 1,299,801 2,236 6,607 8,114 69,182,790 Budget FY 2015 $ 18,440,000 7,085,577 - 48,220,570 11,100,000 3,050,000 12,000,000 6,548,048 285,000 1,634,020 902,140 2,908,257 $ 55,142,089 759,939 3,220,727 - 977,775 89,097,694 40,304,493 - 3,980,666 $ 130,379,962 18,440,000 7,085,577 - 18,676,000 7,085,577 - TOTAL DEBT SERVICE $ 64,515,090 $ 20,680,962 $ 25,525,577 $ 25,525,577 $ 25,761,577 TRUST ACCOUNTS $ 74 $ 104 $ - $ - $ - GRAND TOTAL REVENUE $ 358,409,043 63 $ 330,858,909 $ 387,990,615 $ 326,800,813 $ 466,894,480 Table of Contents Expense Summary Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 GENERAL FUND: Management and Policy 11,269,416 12,802,301 18,246,904 17,004,967 129,592 - - - - Management Services 1,318,819 1,560,986 1,894,328 1,834,908 2,069,096 Legal and Court 4,285,635 4,391,586 4,930,256 4,773,644 4,895,585 Development Services 5,453,190 5,252,465 5,118,448 5,260,845 5,565,694 498,609 637,935 670,159 728,748 758,368 34,460,210 37,098,268 41,171,783 40,859,032 41,824,523 Fire 21,184,960 22,338,515 25,069,735 25,018,762 26,429,823 Parks and Recreation 13,703,459 14,293,001 16,266,275 16,159,872 17,093,180 4,432,714 3,824,802 12,487,360 6,438,970 20,248,855 - - 13,044,000 - 15,647,500 Support Services Public Works - Engineering Police Non-Departmental Contingency/Reserves 17,832,860 TOTAL GENERAL FUND $ 96,736,604 $ 102,199,859 $ 138,899,248 $ 118,079,748 $ 152,365,484 UTILITY ADMINISTRATION $ 16,329 $ - $ - $ - $ - ENTERPRISE OPERATIONS: Water 23,245,413 24,584,659 39,162,388 28,144,694 50,030,312 Wastewater 13,321,625 13,447,022 19,198,412 16,206,524 26,244,464 Environmental Svc - Residential 10,742,108 11,525,017 16,291,101 12,523,339 17,772,107 Environmental Svc - Commercial 1,785,243 1,867,307 2,080,359 1,774,796 3,231,788 TOTAL ENTERPRISE $ 49,094,389 $ 51,424,005 $ 76,732,260 $ 58,649,353 $ 97,278,671 STREETS $ 11,142,523 $ 11,474,882 $ 21,902,171 $ 16,163,790 $ 22,619,484 INTERNAL SERVICES $ 21,735,489 $ 21,102,222 $ 23,535,576 $ 22,629,444 $ 24,812,868 REPLACEMENT FUNDS: General 322,707 705,220 3,673,700 Streets - 297,310 1,071,500 365,667 743,900 Water - 205,993 6,743,000 1,351,415 11,519,053 - 80,612 3,685,000 206,644 4,488,064 131,560 579,343 2,762,340 914,317 2,020,000 Wastewater Environmental Svc - Residential Environmental Svc - Commercial 17,598 - 413,900 830,530 4,053,950 21,853 350,000 TOTAL REPLACEMENT FUNDS $ 471,865 $ 1,868,478 $ 18,766,070 $ 3,273,796 $ 23,174,967 SUBTOTAL OPERATING FUNDS $ 179,197,199 $ 188,069,446 $ 279,835,325 $ 218,796,130 $ 320,251,474 SPECIAL REVENUE FUNDS: CDBG/HOME Development Fees Grants 835,134 826,623 854,764 1,212,754 991,732 - - 9,721,000 3,584,774 9,662,351 1,891,370 589,479 7,607,000 429,542 6,548,048 Police Impound 278,210 274,982 308,403 287,921 302,732 Special Districts 2,486,545 2,456,273 2,645,780 2,630,710 2,733,270 Other Special Revenue 1,463,173 1,594,138 2,997,179 2,641,644 3,914,897 TOTAL SPECIAL REVENUE $ 6,954,432 $ 5,741,495 $ 24,134,126 $ 10,787,345 $ 24,153,030 CAPITAL IMPROVEMENTS $ 39,849,392 $ 40,917,326 $ 97,116,788 $ 13,040,310 $ 149,535,514 DEBT SERVICE $ 111,560,279 $ 53,453,612 $ 65,372,461 $ 60,038,208 $ 60,786,682 TRUST ACCOUNTS $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 2,500 GRAND TOTAL EXPENSES $ 337,563,802 $ 288,184,379 $ 466,461,200 $ 302,664,493 $ 554,729,200 64 Table of Contents Expense Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Boards and Commissions 633,662 20,472 584,642 29,050 718,257 23,890 657,087 24,909 751,956 34,420 Town Manager Communications Intergovernmental Relations 883,040 458,327 238,967 917,032 531,434 218,988 1,199,347 721,743 294,379 982,019 752,006 275,081 1,349,456 772,986 296,768 877,826 301,089 289,830 174,932 1,643,677 1,070,591 369,947 319,843 245,070 2,005,451 1,337,669 423,988 403,169 250,976 2,415,802 1,308,336 426,392 407,480 235,897 2,378,105 1,353,870 398,376 345,847 213,008 2,311,101 606,713 6,616 613,329 953,817 19,055 1,991 974,863 1,312,820 10,000 1,322,820 1,188,476 1,647 10,000 36,412 1,236,535 1,442,157 168,936 10,000 102,000 1,723,093 282,845 1,727,863 2,232,872 649,172 173,902 5,066,654 250,744 2,238,065 2,363,250 671,510 156,779 5,680,348 361,827 5,245,743 3,132,757 648,043 9,388,370 256,908 4,732,888 2,805,242 711,818 8,506,856 301,475 3,628,091 3,555,080 658,048 8,142,694 Management and Budget 390,786 391,636 653,660 609,794 698,269 Town Clerk General Counsel 573,177 747,325 674,792 794,065 527,660 980,976 519,216 1,063,359 667,680 1,084,437 Human Resources: Administration Learning and Development Risk Management Payroll Total Human Resources Economic Development: Economic Development Admin Redevelopment Shop Gilbert Tourism Total Economic Development Information Technology: Administration Communication Services Application Operations GIS Application and Support Imaging Support Total InformationTechnology TOTAL MANAGEMENT AND POLICY $ SUPPORT SERVICES Support Services Administration TOTAL SUPPORT SERVICES $ 129,592 $ MANAGEMENT SERVICES Finance: Administration Accounting Purchasing Tax Compliance Total Finance TOTAL MANAGEMENT SERVICES 11,269,416 129,592 1,318,819 $ $ 152,511 749,114 104,467 312,727 1,318,819 $ 12,802,301 - 65 1,560,986 $ $ 184,493 800,526 257,359 318,608 1,560,986 $ 18,246,904 - 1,894,328 $ $ 185,384 899,916 389,874 419,154 1,894,328 $ 17,004,967 - $ 187,536 912,872 351,014 383,486 1,834,908 $ 1,834,908 17,832,860 - 187,480 1,081,685 386,856 413,075 2,069,096 $ 2,069,096 Table of Contents Expense Detail Actual FY 2012 LEGAL AND COURT Prosecutor Municipal Court TOTAL LEGAL AND COURT Actual FY 2013 1,617,595 2,668,040 $ DEVELOPMENT SERVICES Administration Permits and Licensing 4,285,635 Budget FY 2014 1,638,838 2,752,748 $ 4,391,586 Projected FY 2014 1,776,485 3,153,771 $ 4,930,256 Budget FY 2015 1,767,910 3,005,734 $ 4,773,644 1,749,264 3,146,321 $ 4,895,585 773,713 - 349,344 486,665 286,152 187,217 294,069 372,653 279,328 618,034 Plan Review and Inspection: Administration Building Fire Engineering Planning Code Total Plan Review and Inspection 1,305,619 258,761 1,130,707 322,829 582,055 3,599,971 296,150 1,187,316 204,087 900,183 254,176 538,995 3,380,907 223,652 1,417,273 215,830 849,930 263,532 573,153 3,543,370 228,155 1,381,370 178,209 849,770 264,486 560,579 3,462,569 228,919 1,373,090 205,819 918,864 264,387 575,207 3,566,286 Planning Services 1,079,506 1,035,549 1,101,709 1,131,554 1,102,046 TOTAL DEVELOPMENT SERVICES $ PUBLIC WORKS Engineering Services: Administration Development Traffic Total Engineering Services TOTAL PUBLIC WORKS POLICE DEPARTMENT Administration Animal Control Incarceration Professional Standards: Internal Affairs Hiring/Inspections Alarm Management Training & Program Coordination Crime Prevention Total Professional Standards Patrol Services: Uniform Patrol Detention / Court Support Enforcement Support Civilian Support Total Patrol Services 5,453,190 $ 135,936 122,296 240,377 498,609 $ 498,609 5,252,465 $ 235,882 122,944 279,109 637,935 $ 637,935 5,118,448 $ 278,932 165,809 225,418 670,159 $ 670,159 5,260,845 $ 223,398 164,079 341,271 728,748 $ 728,748 5,565,694 239,460 191,775 327,133 758,368 $ 758,368 804,999 143,966 1,383,478 618,303 143,966 1,462,747 971,263 148,325 1,650,000 819,824 144,000 1,650,000 676,381 148,325 1,650,000 467,531 290,300 71,300 113,535 242,271 1,184,937 471,758 296,252 68,335 123,159 236,604 1,196,108 497,289 325,386 69,533 370,720 241,330 1,504,258 523,186 317,056 89,477 382,302 245,114 1,557,135 508,269 335,583 68,782 442,456 241,771 1,596,861 16,365,095 377,187 16,742,282 16,379,822 456,359 135 16,836,316 16,081,605 478,273 789,485 17,349,363 16,334,282 524,287 759,824 17,618,393 16,535,390 709,807 771,295 455,932 18,472,424 66 Table of Contents Expense Detail Actual FY 2012 Support Services: Administration Records Communications Property Planning and Research Total Support Services Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 164,745 875,683 2,410,159 538,209 140,040 4,128,836 561,980 881,996 2,489,246 572,364 167,519 4,673,105 650,975 991,468 3,260,567 592,532 166,501 5,662,043 629,983 935,523 3,039,264 637,155 165,488 5,407,413 488,286 1,002,949 3,029,046 616,961 166,134 5,303,376 763,678 815,861 938,234 866,610 916,603 Investigations: General Investigations Persons Crimes - CSCU Persons Crimes - VCU Property Crimes Intel and Analysis Unit Total Investigations 613,100 1,000,786 959,415 1,113,281 686,102 4,372,684 1,131,221 1,035,345 948,175 1,258,821 752,071 5,125,633 1,215,153 1,150,230 1,064,502 1,375,555 911,314 5,716,754 1,184,429 1,211,921 1,040,087 1,420,308 816,041 5,672,786 1,359,044 1,260,881 1,065,533 1,375,088 968,465 6,029,011 Special Enforcement: Crime Suppression Traffic Unit School Programs Total Special Enforcement: 376,609 1,859,319 1,083,773 3,319,701 1,270,449 2,234,958 1,070,686 4,576,093 1,489,803 2,593,470 1,267,223 5,350,496 1,513,552 2,664,218 1,066,005 5,243,775 1,495,030 2,445,020 1,227,017 5,167,067 Tactical Operations: SWAT Crime Apprehension Special Investigations Total Tactical Operations 140,808 773,827 701,014 1,615,649 139,544 840,173 670,419 1,650,136 153,539 904,815 822,693 1,881,047 153,715 927,226 798,155 1,879,096 227,024 802,209 835,242 1,864,475 Counseling Services TOTAL POLICE DEPARTMENT $ FIRE DEPARTMENT Administration 34,460,210 $ 37,098,268 $ 41,171,783 $ 40,859,032 $ 41,824,523 665,823 782,984 716,134 630,630 718,001 764,738 18,834,864 19,599,602 858,529 19,740,864 20,599,393 850,699 22,431,769 23,282,468 966,917 22,365,085 23,332,002 737,833 23,699,135 24,436,968 Prevention: Prevention Public Education Investigations Total Fire Prevention 514,736 104,052 16,310 635,098 542,394 107,948 23,285 673,627 596,602 123,405 30,925 750,932 583,557 119,295 28,166 731,018 622,409 382,948 32,015 1,037,372 Emergency Operations Center 284,437 282,511 320,201 325,112 237,482 Operations: Training Operations Total Operations TOTAL FIRE DEPARTMENT PARKS AND RECREATION Administration Neighborhood Services $ 21,184,960 $ 705,448 107,317 22,338,515 758,806 101,523 67 $ 25,069,735 1,039,622 105,793 $ 25,018,762 954,317 105,753 $ 26,429,823 997,142 109,921 Table of Contents Expense Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Facilities Maintenance: Facilities Maintenance Municipal Office I Public Works Facility Municipal Office II Public Safety Center South Area Service Center Heritage Annex Traffic Center/Radio Facility Total Facilities Maintenance 758,421 357,794 150,135 147,109 751,687 202,481 52,360 18,482 2,438,469 839,126 380,353 148,676 148,955 854,472 225,545 39,667 17,123 2,653,917 980,465 375,000 156,916 139,060 777,685 175,480 35,660 23,510 2,663,776 891,032 456,081 166,992 160,002 790,866 189,198 34,489 23,510 2,712,170 979,010 620,300 233,735 158,560 894,965 179,980 35,660 23,510 3,125,720 Parks and Open Space: Parks Administration Freestone Park Crossroads Park McQueen Park Hetchler Park Nichols Park Elliot District Park Rittenhouse Basin John Allen Park Veterans Park Page Park Circle G Basin Oak Tree Park Village II Park Old West Park Sunview Park Villa Madeira Park Vista Allegre Park Discovery Park Cosmo Park Water Tower Park Western Canal Amenities Vaughn Avenue Basin Zanjero Park Sonoqui Wash Trail System Other Parks Heritage District Total Parks and Open Space 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 1,950,832 379,910 223,931 191,025 104,623 38,909 64,330 154 7,148 4,772 40,194 17,199 18,192 7,442 10,311 20,300 8,210 11,009 178,025 89,490 100,911 67,281 22,145 15,141 5,148 81,516 4,073 72,087 3,734,308 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 1,995,733 441,956 310,790 231,131 232,639 49,004 144,389 250 7,065 6,980 50,211 33,728 32,305 16,650 7,760 26,640 14,115 21,500 199,579 100,675 80,640 57,232 26,140 44,230 10,255 73,194 18,150 82,800 4,315,741 2,221,834 387,580 441,770 284,805 162,186 49,400 33,555 225 10,160 7,725 45,690 32,820 30,430 16,430 7,640 27,570 10,900 18,160 210,009 126,185 114,130 56,575 29,310 26,955 22,725 77,270 16,600 84,480 4,553,119 24,297 190,891 190,945 161,958 184,060 752,151 22,629 239,696 200,509 166,277 168,574 797,685 78,657 298,082 235,812 218,047 228,943 1,059,541 3,982 281,254 247,661 220,233 227,797 980,927 25,000 275,619 250,360 219,394 219,808 990,181 Aquatics: Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool Total Aquatics 68 Table of Contents Expense Detail Actual FY 2012 Recreation Centers: Community Center McQueen Activity Center Page Park Center Freestone Recreation Center SE Regional Library Perry Branch Library Total Recreation Centers Recreation Programs: Youth Sports Adult Sports Special Events Administration Special Events Special Needs Outdoor Programs Total Recreation Programs TOTAL PARKS AND RECREATION $ Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 330,628 412,792 23,564 1,061,703 2,402,266 946,143 5,177,096 348,296 452,222 14,273 1,107,746 2,616,566 867,461 5,406,564 391,787 553,114 13,021 1,261,700 2,904,811 1,017,209 6,141,642 380,757 601,886 18,321 1,228,719 2,898,603 1,017,209 6,145,495 398,537 580,915 13,021 1,233,813 3,104,856 997,469 6,328,611 91,139 235,920 353,923 20,048 39,519 15,275 755,824 65,818 248,426 268,368 210,949 46,637 840,198 86,612 267,697 301,061 269,410 55,779 980,559 76,469 242,721 291,496 282,322 52,461 945,469 85,005 275,591 301,140 269,410 57,340 988,486 13,703,459 $ 14,293,001 $ 16,266,275 $ 16,159,872 $ 17,093,180 NON-DEPARTMENTAL Transportation: Transit Phoenix Mesa Gateway Airport Total Transportation Outside Agencies: Youth Special Programs Senior Programs Social Services Museum Support Culture and Arts Total Outside Agencies ED Reserve Capital Projects Contingency Other 912,740 350,000 1,262,740 101,408 350,000 451,408 350,000 350,000 350,000 350,000 350,000 350,000 125,000 45,171 172,156 51,459 393,786 125,000 14,093 118,657 51,623 200 309,573 305,000 51,500 356,500 123,000 305,000 51,500 479,500 137,000 305,000 51,500 493,500 2,776,188 3,063,821 5,000,000 8,333,000 8,044,000 3,447,860 2,054,610 3,554,860 5,000,000 14,795,685 10,647,500 4,609,670 TOTAL NON-DEPARTMENTAL $ 4,432,714 TOTAL GENERAL FUND $ 96,736,604 $ 102,199,859 $ 138,899,248 $ 118,079,748 $ 152,365,484 8,017 8,312 - - - - UTILITY ADMINISTRATION Utility Customer Service Public Works Administration TOTAL UTILITY ADMINISTRATION ENTERPRISE OPERATIONS WATER Administration Water Conservation $ 16,329 $ $ 730,793 269,288 3,824,802 - 396,794 192,488 69 $ $ 25,531,360 - 446,365 381,799 $ $ 6,438,970 - 349,298 262,089 $ $ 35,896,355 - 427,205 330,789 Table of Contents Expense Detail Actual FY 2012 Production: North Water Treatment Plant Santan Vista Water Treatment Plt Well Production Backflow Prevention Total Production Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 5,586,340 4,063,167 2,819,383 205,076 12,673,966 5,257,969 1,981,982 2,552,385 193,779 9,986,115 4,319,655 2,287,287 3,334,927 197,685 10,139,554 4,633,730 2,269,325 2,993,908 195,570 10,092,533 4,786,776 2,355,213 3,216,911 196,085 10,554,985 Quality Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources 516,502 1,172,083 3,156,265 596,049 320,796 210,340 - 491,593 1,691,532 3,431,232 620,467 258,128 210,969 3,684,742 824,108 1,849,834 3,954,074 693,020 260,280 234,110 5,190,990 550,153 1,746,576 3,966,210 658,310 92,447 237,267 5,190,633 738,853 1,808,993 4,120,332 619,269 377,507 227,796 5,723,045 Non-Departmental: Debt Service Contingency Capital Projects Other Total Non-Departmental 3,426,931 172,400 3,599,331 3,429,220 191,379 3,620,599 3,427,889 1,765,000 9,785,000 210,365 15,188,254 3,427,889 1,360,924 210,365 4,999,178 1,463,600 2,500,000 20,837,278 300,660 25,101,538 TOTAL WATER FUND WASTEWATER Administration: Administration Utility Customer Service Public Works Administration Utility Locates Total Administration $ 23,245,413 $ 24,584,659 $ 39,162,388 $ 28,144,694 $ 50,030,312 401,580 545,009 139,933 171,896 1,258,418 104,906 573,109 129,818 208,216 1,016,049 283,847 640,207 138,252 233,840 1,296,146 284,260 640,207 138,252 233,840 1,296,559 250,133 589,950 160,063 227,808 1,227,954 Collection 3,101,020 3,271,174 3,542,210 3,380,380 3,628,368 Plant Operations: Neely Treatment Facility Greenfield Treatment Facility Total Plant Operations 3,943,278 2,039,957 5,983,235 4,317,668 1,777,139 6,094,807 4,235,705 3,803,569 8,039,274 4,216,700 3,642,360 7,859,060 4,503,523 3,891,173 8,394,696 Reclaimed: Effluent Reuse Effluent Recharge Total Reclaimed 897,504 467,241 1,364,745 939,960 497,697 1,437,657 951,290 633,567 1,584,857 1,056,933 633,834 1,690,767 1,033,559 598,115 1,631,674 Quality Riparian Programs Storm Water 495,567 407,481 - 483,326 423,864 - 539,116 471,081 - 542,242 560,514 - 528,640 514,390 67,000 Non-Departmental: Debt Contingency Capital Projects Other Total Non-Departmental 659,257 51,902 711,159 664,968 55,177 720,145 668,598 1,600,000 1,396,000 61,130 3,725,728 668,598 146,274 62,130 877,002 656,580 3,750,000 5,738,132 107,030 10,251,742 70 Table of Contents Expense Detail Actual FY 2012 TOTAL WASTEWATER $ 13,321,625 Actual FY 2013 $ ENVIRONMENTAL SERVICES - RESIDENTIAL Administration: Residential Administration 353,464 Utility Customer Service 545,009 Public Works Administration 104,950 Total Administration 1,003,423 Residential Collections Uncontained Collections Recycling Environmental Programs Recycling Outreach Non-Departmental: Contingency Capital Projects Other Total Non-Departmental TOTAL ENVIRO SVC - RESIDENTIAL $ 13,447,022 Budget FY 2014 $ 19,198,412 Projected FY 2014 $ 16,206,524 Budget FY 2015 $ 26,244,464 314,402 569,571 93,256 977,229 1,109,859 636,218 106,912 1,852,989 990,744 636,218 106,912 1,733,874 528,142 580,090 129,293 1,237,525 5,385,814 2,078,937 1,845,403 360,973 - 5,661,550 2,331,413 1,685,517 386,687 402,895 5,939,433 2,298,299 2,018,681 461,435 464,185 5,824,109 2,178,796 1,887,136 436,702 366,768 7,338,760 3,034,934 2,168,631 481,044 364,948 67,558 67,558 79,726 79,726 1,700,000 1,472,000 84,079 3,256,079 4,875 91,079 95,954 1,500,000 1,497,125 149,140 3,146,265 10,742,108 $ ENVIRONMENTAL SERVICES - COMMERCIAL Administration: Commercial Administration 25,045 Utility Customer Service 17,032 Public Works Administration 17,492 Total Administration 59,569 11,525,017 $ 16,291,101 $ 12,523,339 $ 17,772,107 25,033 6,193 16,256 47,482 38,918 6,854 16,049 61,821 29,244 6,854 16,049 52,147 38,906 5,150 20,044 64,100 Commercial Collections Commercial Rolloffs 1,288,884 427,279 1,426,511 385,587 1,318,606 412,544 1,341,788 370,550 1,807,842 416,299 Non-Departmental: Contingency Capital Projects Other Total Non-Departmental 9,511 9,511 7,727 7,727 150,000 128,000 9,388 287,388 423 9,888 10,311 800,000 127,577 15,970 943,547 TOTAL ENVIRO SVC-COMMERCIAL $ 1,785,243 $ 1,867,307 $ 2,080,359 $ 1,774,796 $ 3,231,788 TOTAL ENTERPRISE OPERATIONS $ 49,094,389 $ 51,424,005 $ 76,732,260 $ 58,649,353 $ 97,278,671 STREETS Administration: Administration Public Works Administration Utility Locates Total Administration Streets Maintenance: Asphalt Patching Street Cleaning Preventive Maintenance 158,243 158,243 144,180 81,107 46,270 271,557 328,447 99,878 51,965 480,290 328,313 99,878 51,965 480,156 260,910 112,070 50,622 423,602 250,499 869,495 3,097,759 262,836 932,425 2,874,132 307,017 876,627 3,401,569 311,861 854,050 3,374,969 299,504 870,874 3,183,741 71 Table of Contents Expense Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Crack Sealing Fog Sealing Total Streets Maintenance 348,938 543,608 5,110,299 326,016 479,501 4,874,910 724,471 633,210 5,942,894 541,054 584,098 5,666,032 620,661 649,492 5,624,272 Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Traffic Control 591,536 418,488 1,369,247 1,056,825 440,394 3,876,490 510,509 419,722 1,440,343 1,212,943 362,348 3,945,865 617,214 623,530 1,480,767 1,216,237 414,326 4,352,074 569,940 600,431 1,508,227 1,148,231 493,943 4,320,772 681,063 453,411 1,478,286 1,147,952 514,656 4,275,368 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 826,770 227,779 693,442 1,747,991 1,194,624 282,086 684,181 2,160,891 1,875,974 316,181 686,045 2,878,200 1,469,884 281,227 738,551 2,489,662 2,023,895 264,809 830,338 3,119,042 162,123 - 133,089 - 166,247 - 194,567 - 197,948 64,750 87,377 87,377 88,570 88,570 1,000,000 6,983,000 99,466 8,082,466 2,920,135 92,466 3,012,601 2,000,000 6,559,152 355,350 8,914,502 Hazard Response Storm Water 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 11,142,523 $ 6,894,939 542,914 13,203,488 1,094,148 $ REPLACEMENT FUNDS General Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Streets 21,735,489 $ 7,439,037 252,143 12,366,316 1,044,726 $ 322,707 131,560 17,598 - 21,102,222 1,868,478 $ 7,740,556 670,000 14,067,920 1,057,100 $ 705,220 205,993 80,612 579,343 297,310 $ 21,902,171 23,535,576 $ 22,629,444 8,676,874 802,974 14,275,920 1,057,100 $ 413,900 1,351,415 206,644 914,317 21,853 365,667 $ 3,273,796 22,619,484 24,812,868 4,053,950 11,519,053 4,488,064 2,020,000 350,000 743,900 $ SUB-TOTAL OPERATING FUNDS $ 179,197,199 $ 188,069,446 $ 279,835,325 $ 218,796,130 $ 320,251,474 86,275 106,653 149,752 137,518 162,924 72 18,766,070 $ 7,801,592 460,000 13,312,852 1,055,000 3,673,700 6,743,000 3,685,000 2,762,340 830,530 1,071,500 $ 16,163,790 TOTAL REPLACEMENT FUNDS SPECIAL REVENUE FUNDS CDBG/HOME: Administration 471,865 11,474,882 $ 23,174,967 Table of Contents Expense Detail Actual FY 2012 Projects Total CDBG/HOME Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 748,859 835,134 719,970 826,623 705,012 854,764 1,075,236 1,212,754 828,808 991,732 - - 944,000 148,000 50,000 8,488,000 91,000 9,721,000 324,978 88,564 18,825 3,132,759 3,584,774 2,692,998 1,884,796 69,175 4,027,332 91,000 9,662,351 Grants Police Impound 1,891,370 278,210 589,479 274,982 7,607,000 308,403 429,542 287,921 6,548,048 302,732 Special Districts: Street Light Improvement Parkway Improvement Total Special Districts 1,480,383 1,006,162 2,486,545 1,535,735 920,538 2,456,273 1,674,830 970,950 2,645,780 1,674,830 955,880 2,630,710 1,731,670 1,001,600 2,733,270 Other Special Revenue 1,463,173 1,594,138 2,997,179 2,641,644 3,914,897 Development Fees: Traffic Signal SDF Fire SDF Parks and Recreation SDF Water Resource Fee Wastewater SDF Total Development Fees TOTAL SPECIAL REVENUE FUNDS $ CAPITAL IMPROVEMENTS 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 IMPROVEMENTS $ 916,151 5,334 25,200,483 219,262 31,656 4,980,195 7,991,577 141,853 362,881 $ DEBT SERVICE General Obligation Debt Improvement Districts Public Facilities MPC Water System MPC Wastewater System MPC TOTAL DEBT SERVICE 6,954,432 39,849,392 TRUST ACCOUNTS Fire Pension $ $ 2,500 GRAND TOTAL EXPENSES $ 337,563,802 40,917,326 $ 53,453,612 $ 2,500 $ 288,184,379 73 $ 97,116,788 $ 24,692,120 7,005,415 21,244,538 12,430,388 $ 2,500 $ 24,134,126 862,772 48,991,016 19,329,000 27,934,000 - 25,081,510 1,143,920 13,904,029 13,324,153 - 2,500 TOTAL TRUST ACCOUNTS $ 775,881 170 25,842,248 327,600 18,674 1,116,987 10,802,493 75,930 1,957,343 64,396,121 975,728 15,713,047 14,664,086 15,811,297 $ 111,560,279 5,741,495 65,372,461 $ 2,500 $ 2,500 $ 466,461,200 10,787,345 $ 759,939 3,220,727 9,059,644 - 977,775 64,750,000 24,347,694 59,460,045 - 13,040,310 $ 149,535,514 24,692,120 7,005,415 15,910,285 12,430,388 - 21,960,350 6,584,050 19,148,642 13,093,640 - 60,038,208 $ 2,500 $ 24,153,030 2,500 $ 302,664,493 60,786,682 2,500 $ 2,500 $ 554,729,200 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 2015 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 2015 is $526,520,376. Of this amount, $466,894,480 is anticipated in new revenue collections, and $59,625,896 in transfers of resources from one fund to another to cover the appropriate cost of business expenses by the benefitting fund. Fund balance is also applied for one-time expenses. Historically, large spikes in revenue in a given year can typically be attributed to the sale of bonds for capital projects, however current levels of construction-related revenues are also considered nonrecurring, and are therefore applied toward nonrecurring expenses. 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 2015 Revenue Sources All Funds by Type (Excludes Transfers) Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Special Assessments Other Non-Operating Total Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 131,631,417 4,049,249 63,839,385 103,367,267 4,443,840 5,746,613 45,331,272 $ 358,409,043 134,018,639 5,494,634 76,636,216 104,212,772 4,711,446 2,012,911 3,772,291 $ 330,858,909 125,187,250 4,163,000 91,655,054 105,130,748 3,965,000 56,076,593 1,812,970 $ 387,990,615 132,117,250 4,793,000 69,631,023 106,814,313 3,927,000 7,085,577 2,432,650 $ 326,800,813 133,976,160 4,448,000 99,510,057 109,693,267 3,902,000 71,835,577 43,529,419 $ 466,894,480 Special Assessments 15.4% Charges for Service 0.8% Fines and Forfeits 23.5% Other NonOperating 9.3% Intergovernmental 21.3% Taxes and Fees 28.7% License and Permits 1.0% 74 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. The State collects sales tax revenue and remits the amount collected weekly. 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. 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 level off; sustainable levels significantly lower than peak in prior years No significant new non-retail sources will develop Other sales tax areas will grow at the same pace as retail The sales tax rate will not increase Millions Sales Tax $70.0 $60.0 $50.0 Retail $40.0 Other $30.0 Construction $20.0 $10.0 $0.0 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 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 $1.0659 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. 75 Table of Contents Revenue Sources 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 $64,750,000 is included in contingency in the event a project presents itself after the budget is adopted. System Development Fees System Development Fees (SDF) are charged to all new development. The fees are collected to pay for infrastructure required due to growth, so that new growth is provided the same level of service as the existing community. Fees are collected for traffic signals, water, wastewater, parks, police, fire, and general government. A water resource fee is charged to pay for the cost of increasing water rights to accommodate new growth and guarantee our 100-year assured water supply. SDFs are reviewed annually and revised based on changes in the cost of construction and changes in the infrastructure requirements. The Town recently 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 construction activity. INTERGOVERNMENTAL Funding received from any other government agency is considered intergovernmental. The largest source is state shared revenue for sales tax, income tax, highway user revenue, vehicle license tax and formerly local transportation assistance fund. The state shared revenue is distributed as follows: 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. 76 Table of Contents Revenue Sources 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 tax on income earned in FY 2013 is distributed to cities in FY 2015. 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. The town recently completed a comprehensive rate study with Burton and Associates to examine the rates and rate structures for water, wastewater, environmental services, and storm water functions. No rate increases are recommended for FY 2015. Burton and Associates recommends a 2% overall rate-driven revenue increase to the water system in FY 2016 and no overall increases to other enterprises, but recommends reexamining the rate structure to better align the fees with those that are driving the costs. 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 2015. 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 2015. 77 Table of Contents Revenue Sources Environmental Services Environmental services includes solid waste collection of residential barrels, uncontained, and recycling, and for commercial and roll-off customers. The operation also includes street sweeping 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 anticipates selling bonds for voter approved streets projects, and for the construction of Saint Xavier University in downtown Gilbert. There is a reserve for capital improvements in the amount of $64,750,000 to provide the ability for unforeseen development. More information on debt and bond proceeds is found in the Debt section. 78 Table of Contents Property Tax Rates The property tax rate for Gilbert is approximately $1.07/$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 2014/15 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. County 10.9% Gilbert 8.8% Community College Education 12.6% Equalization 4.2% Fire District 0.1% Gilbert Schools 59.7% East Valley Institute 0.4% Gilbert School District Special Health Care District 1.6% Chandler School District Flood Control 1.2% County Library 0.5% Central Arizona Project 0.1% Higley School District Primary (Operating) State County Community College Education Equalization Gilbert East Valley Institute Local School District Total Primary $0.00 1.32 1.28 0.51 0.00 0.00 5.21 $8.32 $0.00 1.32 1.28 0.51 0.00 0.00 4.89 $8.00 $0.00 1.32 1.28 0.51 0.00 0.00 5.16 $8.27 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 0.24 0.01 0.14 0.06 0.01 0.19 1.07 0.05 2.02 $3.79 $0.00 0.24 0.01 0.14 0.06 0.01 0.19 1.07 0.05 2.39 $4.16 $0.00 0.24 0.01 0.14 0.06 0.01 0.19 1.07 0.05 2.11 $3.88 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 1.32 1.52 0.51 0.01 0.14 0.06 0.01 0.19 1.07 0.05 7.23 $12.11 $0.00 1.32 1.52 0.51 0.01 0.14 0.06 0.01 0.19 1.07 0.05 7.28 $12.16 $0.00 1.32 1.52 0.51 0.01 0.14 0.06 0.01 0.19 1.07 0.05 7.27 $12.15 79 Table of Contents Personnel Summary Actual Actual Budget Projected Budget FY 2012 FY 2013 FY 2014 FY 2014 FY 2015 GENERAL FUND Management and Policy Management Services Legal and Court Development Services Public Works Police Fire Parks and Recreation TOTAL GENERAL FUND 80.41 16.00 49.92 57.75 5.00 342.00 197.00 111.44 859.52 88.49 18.00 47.92 55.80 5.60 342.00 197.00 114.21 869.02 95.75 19.00 49.92 55.80 5.60 345.00 201.00 118.47 890.54 95.75 19.00 49.92 55.80 5.60 345.00 201.00 118.47 890.54 98.00 19.00 49.92 59.30 6.60 350.00 201.00 117.06 900.88 ENTERPRISE FUNDS Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial ENTERPRISE FUNDS 119.25 41.68 71.22 7.28 239.43 118.20 41.68 71.72 7.28 238.88 118.20 44.68 76.22 7.28 246.38 117.95 44.68 76.22 7.28 246.13 116.45 45.39 76.72 7.28 245.84 STREETS FUND 49.30 51.00 57.00 57.00 57.00 INTERNAL SERVICE FUNDS 26.00 26.00 26.00 26.00 26.00 SPECIAL REVENUE 9.60 9.55 10.30 10.30 11.60 CAPITAL PROJECTS ADMINISTRATION 3.75 8.15 7.40 7.40 7.40 1,187.60 1,202.60 1,237.62 1,237.37 1,248.72 TOTAL POSITIONS FY 2015 Personnel by Fund General Fund 72% General Fund Enterprise Funds Streets Fund Internal Services Special Revenue CIP Administration CIP Administration 1% Special Revenue 1% Enterprise Funds 20% Internal Services 2% Streets Fund 4% 80 Table of Contents General Fund _____________________________________ General Fund Summary Management and Policy Management Services Legal and Court Development Services Public Works 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: Program FY 2015 Fee Supported FY 2015 Expenses* FY 2015 Transfer Supported FY 2015 Tax Supported FY 2015 % Tax Supported Management and Policy Management Services Legal and Court Development Services Public Works Engineering Police Fire Parks and Recreation Non-Departmental $ 17,832,860 2,069,096 4,895,585 5,565,694 758,368 41,824,523 26,429,823 17,093,180 47,241,695 $ 92,000 629,000 223,000 6,244,500 3,335,000 1,392,691 3,036,000 - $ 3,459,680 603,050 100,000 85,920 35,000 450,270 305,000 $ 14,281,180 837,046 4,572,585 (678,806) 758,368 38,403,603 25,002,132 13,606,910 46,936,695 80% 40% 93% -12% 100% 92% 95% 80% 99% Total General Fund $ 163,710,824 $ 14,952,191 $ 5,038,920 $ 143,719,713 88% * Expenses include transfers. The total General Fund Revenue budget including fees and taxes is $131,601,191. Fees charged to recover the cost of service total $14,952,191. The tax supported (non-allocated) revenue of $116,649,000 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 $5,038,920. 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. 81 Table of Contents General Fund PERSONNEL BY ACTIVITY Actual FY 2012 Actual FY 2013 Budget FY 2014 Management and Policy Support Services Management Services Legal and Court Development Services Public Works Engineering Police Fire Parks and Recreation Non-Departmental 80.41 0.00 16.00 49.92 57.75 5.00 342.00 197.00 111.44 0.00 88.49 0.00 18.00 47.92 55.80 5.60 342.00 197.00 114.21 0.00 95.75 0.00 19.00 49.92 55.80 5.60 345.00 201.00 118.47 0.00 95.75 0.00 19.00 49.92 55.80 5.60 345.00 201.00 118.47 0.00 98.00 0.00 19.00 49.92 59.30 6.60 350.00 201.00 117.06 0.00 859.52 869.02 890.54 890.54 900.88 Actual FY 2012 Actual FY 2013 Budget FY 2014 11,269,416 129,592 1,318,819 4,285,635 5,453,190 498,609 34,460,210 21,184,960 13,703,459 4,432,714 12,802,301 1,560,986 4,391,586 5,252,465 637,935 37,098,268 22,338,515 14,293,001 3,824,802 18,246,904 1,894,328 4,930,256 5,118,448 670,159 41,171,783 25,069,735 16,266,275 25,531,360 17,004,967 1,834,908 4,773,644 5,260,845 728,748 40,859,032 25,018,762 16,159,872 6,438,970 17,832,860 2,069,096 4,895,585 5,565,694 758,368 41,824,523 26,429,823 17,093,180 35,896,355 $ 96,736,604 $ 102,199,859 $ 138,899,248 $ 118,079,748 $ 152,365,484 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 71,156,875 25,334,771 244,958 75,376,437 26,298,144 525,278 86,835,850 43,934,898 8,128,500 84,833,927 30,509,499 2,736,322 89,183,769 48,437,452 14,744,263 $ 96,736,604 $ 102,199,859 $ 138,899,248 $ 118,079,748 $ 152,365,484 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Total Personnel EXPENSES BY ACTIVITY Management and Policy Support Services Management Services Legal and Court Development Services Public Works Engineering 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 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 107,533,007 6,553,063 121,662,524 4,341,711 119,032,710 4,171,247 128,196,000 4,428,567 131,601,191 5,038,920 $ 114,086,070 $ 126,004,235 $ 123,203,957 $ 132,624,567 $ 136,640,111 96,736,604 4,898,018 102,199,859 7,130,383 138,899,248 5,844,772 118,079,748 5,844,772 152,365,484 11,345,340 Total Uses $ 101,634,622 $ 109,330,242 $ 144,744,020 $ 123,924,520 $ 163,710,824 Net Operating Result $ 12,451,448 $ 16,673,993 $ (21,540,063) $ Total Sources Total Expenses Transfers Out 82 8,700,048 $ (27,070,713) Table of Contents General Fund GENERAL FUND BENCHMARKS MANAGEMENT AND POLICY BENCHMARKS Mayor and Council 77% of residents rank services received for taxes paid as “good” or “excellent” Town Manager 88% of residents rate contact with Gilbert employees as “good” or “excellent” Communication Social media ‐ resident engagement 83 Table of Contents General Fund Intergovernmental Relations Human Resources 8.2% Rate of turnover for Town of Gilbert employees in 2013. Economic Development 99.9% Network availability Information Technology 84 Table of Contents General Fund Management and Budget $497.33 FY14 budgeted General Fund expenditures per capita Town Clerk DOC 3 days Draft minutes posted three working days after meeting Town Attorney 85 Table of Contents General Fund MANAGEMENT SERVICES BENCHMARKS Accounting LEGAL AND COURT BENCHMARKS Prosecutor 1.08 Municipal Court case clearance rate Municipal Court 86 Table of Contents General Fund DEVELOPMENT SERVICES BENCHMARK 1,927 Single family permits POLICE BENCHMARK FIRE BENCHMARK 3:49 Average response time PARKS AND RECREATION BENCHMARK 87 Table of Contents 88 Table of Contents Management and Policy _________________________________ Management and Policy Summary Mayor and Council Town Manager Communication Intergovernmental Relations Economic Development Human Resources Information Technology Management and Budget Town Clerk General Counsel Table of Contents Management and Policy DEPARTMENT 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-today 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. Legal services are provided by an in house attorney and contracted services. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Economic Development Infrastructure High Performing Government 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 89 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 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 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 2.00 0.00 7.00 5.00 2.00 8.00 20.75 36.00 6.00 6.00 3.00 2.00 0.00 7.00 6.00 2.00 8.00 21.00 36.00 6.00 6.00 4.00 80.41 88.49 95.75 95.75 98.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 633,662 20,472 883,040 458,327 238,967 613,329 1,643,677 5,066,654 390,786 573,177 747,325 584,642 29,050 917,032 531,434 218,988 974,863 2,005,451 5,680,348 391,636 674,792 794,065 718,257 23,890 1,199,347 721,743 294,379 1,322,820 2,415,802 9,388,370 653,660 527,660 980,976 657,087 24,909 982,019 752,006 275,081 1,236,535 2,378,105 8,506,856 609,794 519,216 1,063,359 751,956 34,420 1,349,456 772,986 296,768 1,723,093 2,311,101 8,142,694 698,269 667,680 1,084,437 $ 11,269,416 $ 12,802,301 $ 18,246,904 $ 17,004,967 $ 17,832,860 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 6,949,107 4,158,617 161,692 7,679,336 4,745,360 377,605 10,660,080 7,586,824 - 9,679,314 6,919,438 406,215 10,932,957 6,865,967 33,936 $ 11,269,416 $ 12,802,301 $ 18,246,904 $ 17,004,967 $ 17,832,860 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 15,822 11,269,416 56,619 12,802,301 12,200 18,246,904 74,000 17,004,967 92,000 17,832,860 $(11,253,594) $(12,745,682) $(18,234,704) $(16,930,967) $(17,740,860) 90 Table of Contents Mayor and Council PURPOSE STATEMENT OBJECTIVES FY 2015 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. z z z z ACCOMPLISHMENTS FY 2014 z z z z z Held the second annual Digital State of the Town Completed the Transportation Master Plan Completed the Parks and Recreation Master Plan Developed, fostered, maintained and facilitated meaningful relationships and partnerships between Gilbert and numerous local, regional, tribal, statewide and federal individuals, organizations and agencies Improved the current Citizen Inquiry System Continue to implement strategic initiatives Continue review of operating practices for efficiencies Develop, foster, maintain and facilitate meaningful relationships and partnerships between Gilbert and numerous local, regional, tribal, statewide and federal individuals, organizations and agencies Enhance the Citizen Inquiry System BUDGET NOTES The FY 2015 budget for supplies and contractual has remained at the same level as in FY 2014. Personnel costs increased as a result of the change in contribution rates for the Elected Officials Retirement Plan (EORP). STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 N/A 76% 83% 83% N/A 99% 99% 99% N/A 93% 99% 99% N/A N/A N/A N/A N/A 63% 74% 74% G.O. Bond Rating – Moody’s Aa1 Aa1 Aa1 Aa1 G.O. Bond Rating – Standard and Poor’s AA AA AA+ AA+ PERFORMANCE MEASURES Overall direction Gilbert is taking (good or excellent) Percentage of citizens who are very satisfied living in Gilbert Percentage of citizens rating Gilbert as a place to live (good or excellent) Percentage of citizens who believe Gilbert officials encourage citizen participation Citizen ranking for job Gilbert government does at welcoming citizen involvement (good or excellent) 91 Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Actual FY 2012 Actual FY 2013 Budget FY 2014 1.00 2.00 2.00 2.00 2.00 1.00 2.00 2.00 2.00 2.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 633,662 $ Total Expenses 633,662 584,642 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 633,662 Total Revenues Total Expenses $ 14,517 633,662 Net Operating Result $ 718,257 (619,145) $ 584,642 $ 657,087 Actual FY 2013 718,257 (544,975) $ $ 657,087 10,000 718,257 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2014 92 $ (602,087) $ $5.00 FY 2013 537,096 214,860 - 55,000 657,087 (708,257) $ FY 2015 751,956 Budget FY 2015 Projected FY 2014 ANNUAL COST PER CAPITA FY 2012 $ 500,937 156,150 - Budget FY 2014 39,667 584,642 751,956 Projected FY 2014 503,397 214,860 $ Budget FY 2015 657,087 Budget FY 2014 428,338 156,304 - Actual FY 2012 OPERATING RESULTS $ Budget FY 2015 Projected FY 2014 718,257 Actual FY 2013 368,095 265,567 - Total Expenses 584,642 Projected FY 2014 751,956 Budget FY 2015 80,000 751,956 (671,956) Table of Contents Town Manager PURPOSE STATEMENT z 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 2015 z 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. z z z z ACCOMPLISHMENTS FY 2014 z z z z Developed Gilbert's first departmental benchmark report to evaluate the progress towards achieving best in class status Developed the first phase of Gilbert's first longrange infrastructure plan and long-range revenue forecast to assist with financial planning and ensure financial sustainability Worked with the Office of Economic Development to identify existing and new business development opportunities within Gilbert Successfully hired and appointed new department directors in Public Works and Parks and Recreation Hired two staff assistants to the town manager to further the organization and assist with special projects 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 Finalize and implement a new personnel performance management system Foster regional partnerships with Native American tribes, municipalities and other regional government agencies, in addition to local, state and federal elected officials BUDGET NOTES Personnel costs increase as a result of one year limited term agreement Management Assistant position. This position was created to assist the Manager's Office with various projects. In addition, there is an increase in the supplies and contractual for consulting services. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 % of overall impression with contact with Gilbert employees (good or excellent) N/A 88% N/A 89% Value of services for the taxes paid to Gilbert (good or excellent) N/A 77% N/A 79% 93 Table of Contents Town Manager Actual FY 2012 Actual FY 2013 Budget FY 2014 Town Manager 7.00 6.00 7.00 7.00 7.00 Total Personnel 7.00 6.00 7.00 7.00 7.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Town Manager 883,040 $ Total Expenses 883,040 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 883,040 $ Actual FY 2012 OPERATING RESULTS Total Revenues Total Expenses 883,040 Net Operating Result $ 1,199,347 917,032 $ 1,199,347 Actual FY 2013 750,888 132,152 - Total Expenses 917,032 (883,040) $ Projected FY 2014 Projected FY 2014 $ Budget FY 2014 815,192 101,840 - 1,071,277 128,070 - 917,032 $ 1,199,347 Actual FY 2013 Budget FY 2014 129 917,032 (916,903) $ (1,199,347) $ $6.00 $4.00 $2.00 $0.00 FY 2014 94 $ 1,349,456 Budget FY 2015 790,024 191,995 - 1,170,466 178,990 - 982,019 $ 1,349,456 Budget FY 2015 1,349,456 (981,019) $ (1,349,456) $8.00 FY 2013 982,019 1,000 982,019 ANNUAL COST PER CAPITA FY 2012 1,349,456 Projected FY 2014 1,199,347 Budget FY 2015 982,019 Projected FY 2014 $ Budget FY 2015 FY 2015 Table of Contents Communications PURPOSE STATEMENT z The Office of Communications is focused on establishing Gilbert as a leader in digital government. Responsible for all internal, external, and digital communications, video production, broadcast, public relations, media relations, and marketing efforts for the Town, Gilbert Digital leverages digital tools and connecting with our residents like never before. Through our innovative use of technology, we engage residents and visitors with sleek web design, mobile applications and digital media – establishing Gilbert as a leader in digital government. z z z z OBJECTIVES FY 2015 ACCOMPLISHMENTS FY 2014 z z The Digital Team, in conjunction with IT, expanded the reach of the digital newsroom to enhance video offerings through an FTP site – allowing multiplatform access to municipal resources and information Continued 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 Worked with Human Resources to communicate and support efforts to roll out the new performance management system Completed the town website redesign. Utilizing a new content management system, the design was streamlined to allow for visitor access efficiencies, enhanced service capabilities, and improved aesthetics. The multi-month process included rebuilding content and extensive crossdepartment training Debuted the Second Annual Digital State of the Town, a high-quality video production, produced entirely in-house. In addition to being shared on multiple digital platforms, an interactive augmented reality piece was included through a digital application Continued the partnership with ASU Polytechnic campus and Intel for the Second Annual SPARK App League, designed to engage high school and college students in contests to create useful mobile applications for Gilbert Selected an open data platform solution, Junar, to assist with SPARK App development. The cloud-based service has proven to be a low maintenance solution with enhanced development capabilities z z z z z z Continue with the development of a town-wide social media strategy and guidebook for social media training to various departments Ensure the usage of various mediums to deliver communication content to ensure message is effectively targeting the appropriate audience Enhance department-specific communication services and programs that could benefit citizens through social media and communication efforts Develop town-wide branding guidelines Implement Phase II of the Digital Road Map Continue working with Human Resources to communicate and support efforts to roll out the new performance management system BUDGET NOTES Converted a Mobile Application Analyst from a limited term agreement to full time staff. Supplies and contractual increase as a result of a one-time purchase of a studio network solution to allow video storage, organization, and sharing of video and footage. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Press Releases: Traditional & Video Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 99 134 120 120 Facebook Followers 706 1,314 1,511 1,738 Twitter Followers Instagram Followers N/A N/A 5,013 2,412 5,765 2,774 6,629 3,190 SPARK App League high school student participants N/A 75 250 250 95 Table of Contents Communications Actual FY 2012 Actual FY 2013 Budget FY 2014 Communications 6.00 5.00 5.00 5.00 6.00 Total Personnel 6.00 5.00 5.00 5.00 6.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Communications Total Expenses 458,327 $ Personnel Supplies & Contractual Capital Outlay $ 458,327 $ 458,327 $ $ (458,327) $ 531,434 $ $ 531,434 (531,434) $ 721,743 752,006 772,986 $ Projected FY 2014 642,228 79,515 - Actual FY 2013 96 721,743 Budget FY 2015 752,006 Budget FY 2014 468,369 63,065 - Actual FY 2012 Total Revenues Total Expenses 531,434 Budget FY 2015 Projected FY 2014 721,743 Actual FY 2013 403,167 55,160 - OPERATING RESULTS Net Operating Result $ Actual FY 2012 EXPENSES BY CATEGORY Total Expenses 458,327 531,434 Projected FY 2014 Budget FY 2015 652,921 99,085 $ Budget FY 2014 721,743 (721,743) $ 752,006 772,986 657,391 115,595 $ Projected FY 2014 752,006 (752,006) $ 772,986 Budget FY 2015 772,986 (772,986) Table of Contents Intergovernmental Relations PURPOSE STATEMENT OBJECTIVES FY 2015 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. z z z ACCOMPLISHMENTS FY 2014 z z z z z z 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 Gilbert Protected the town’s interests in various legislative and stakeholder processes and worked to resolve town issues with key partners Staffed 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 z z z z z z z Strengthen our ability to anticipate, recognize and better position Gilbert for major trends or opportunities Streamline the constituent inquiry system Increase the timeliness and efficiency of responsiveness 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 Continue 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 Gilbert 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 Gilbert and numerous local, regional, tribal, statewide and federal individuals, organizations and agencies Identify key legislative and policy issues and protect Gilbert's interests in various legislative and stakeholder processes Staff Mayor and Council and town management on various state and regional policy committees BUDGET NOTES There are no significant changes in the Office of Intergovernmental Relations budget for FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Total number of bills introduced during the annual Arizona State Legislative Session 1,234 1,315 1,250 1,250 Number of bills tracked that had a direct impact on Gilbert and received staff input N/A N/A 254 To Be Determined 100% 100% 100% 100% PERFORMANCE MEASURES Representation at assigned committees (MAG, RPTA, EVM) and meetings (League of Arizona Cities and Towns). 97 Table of Contents Intergovernmental Relations PERSONNEL BY ACTIVITY Intergovernmental Relations Total Personnel EXPENSES BY ACTIVITY Intergovernmental Relations Total Expenses $ Budget FY 2014 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 238,967 218,988 $ Actual FY 2012 Personnel Supplies & Contractual Capital Outlay $ 238,967 $ 238,967 $ $ (238,967) $ 218,988 $ 218,988 (218,988) $ 294,379 Budget FY 2015 275,081 $ 275,081 296,768 $ Projected FY 2014 268,584 25,795 - Actual FY 2013 98 294,379 Budget FY 2015 Projected FY 2014 Budget FY 2014 196,933 22,055 - Actual FY 2012 Total Revenues Total Expenses 218,988 Projected FY 2014 294,379 Actual FY 2013 202,089 36,878 - OPERATING RESULTS Net Operating Result Actual FY 2013 238,967 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 Budget FY 2015 251,400 23,681 $ Budget FY 2014 294,379 (294,379) $ 275,081 296,768 268,423 28,345 $ Projected FY 2014 275,081 (275,081) $ 296,768 Budget FY 2015 296,768 (296,768) Table of Contents Economic Development PURPOSE STATEMENT OBJECTIVES FY 2015 The purpose of the Gilbert Office of Economic Development is to attract, grow, and retain business and industry to the community. The Office of Economic Development works with other divisions and departments to ensure Gilbert’s tourism, redevelopment, real estate and overall business climate remains competitive and open to business. z ACCOMPLISHMENTS FY 2014 z z z z z z z z z Completed year two of a 5-year strategic plan ahead of forecasted goals Conducted in-market intelligence to understand jobs and skills vs. employer demand, and out-ofmarket intelligence on science and technology programs in the states of CA, CO, IL, TX and UT Benchmarked the community with nine highperforming metros that Gilbert competes against nationally for projects, jobs and capital investment Digitally engaged customers utilizing web content management, web analytics and marketing campaigns integrated with Gilbert’s CRM (Customer Relations Management) system for automated history capture Invested in datasets and a calling campaign that builds geographic market intelligence in IL and enhance the competiveness for Gilbert’s science and technology industries Develop an Information Communication and Technology (ICT) campaign designed to evaluate market trends and enhance Gilbert’s BR&E efforts and market intelligence Expanded Economic Development service offering to include redevelopment and tourism Developed a shovel ready program and a jobs policy to support Science and Technology Districts z z z z z Conduct in-market intelligence to understand jobs and skills vs. employer demand, and out-ofmarket intelligence on science and technology programs in the states of CA, CO, IL, TX and UT Distribute a higher education RFP that allows Gilbert to become a center of learning for science and technology Evolve the business retention and expansion efforts (BR&E) to a tech-based “Economic Gardening” platform Engage a consultant to Develop an Information Communication and technology (ICT) campaign designed to evaluate market trends and enhance Gilbert’s BR&E efforts and market intelligence Invest in datasets and networks that build geographic market intelligence in IL and enhance the competiveness for Gilbert’s science and technology industries Leverage and develop Gilbert Ambassador Network to broaden site selection networks and create 1:1 lead connections in CA, CO, IL, TX and UT Digitally engage customers utilizing web content management, web analytics and marketing campaigns integrated with Gilbert’s CRM system for automated history capture BUDGET NOTES Significant changes in the Economic Development budget include one-time funding of $100,000 for a Redevelopment Plan update, $20,000 to conduct a Tourism Needs Assessment, $60,000 in consulting, and $66,000 in carry-forward funds from FY 2014. Additions to base include increases in membership and dues and software and database support fees. No additional FTE were added in FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES # of leads generated by staff # of staff-assisted projects Capital investment Targeted jobs created # of retention calls Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 171 172 200 250 26 $150,251,267 30 $194,004,709 35 $185,000,000 42 $235,000,000 1,446 1,695 1,500 2,000 30 50 50 50 99 Table of Contents Economic Development PERSONNEL BY ACTIVITY Economic Development Total Personnel EXPENSES BY ACTIVITY Economic Development Redevelopment Shop Gilbert Tourism Total Expenses $ Budget FY 2014 4.00 7.00 8.00 8.00 8.00 4.00 7.00 8.00 8.00 8.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 613,329 $ Actual FY 2012 Personnel Supplies & Contractual Capital Outlay $ 613,329 $ Actual FY 2012 Total Revenues Total Expenses 613,329 $ (613,329) $ Projected FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 953,817 19,055 1,991 - 1,312,820 10,000 - 1,188,476 1,647 10,000 36,412 1,442,157 168,936 10,000 102,000 974,863 $ 1,322,820 $ 1,236,535 $ 1,723,093 Budget FY 2014 Projected FY 2014 Budget FY 2015 Actual FY 2013 382,394 230,935 - OPERATING RESULTS Net Operating Result Actual FY 2013 606,713 6,616 - EXPENSES BY CATEGORY Total Expenses Actual FY 2012 536,662 419,146 19,055 879,861 442,959 - 750,711 485,824 - 847,408 841,749 33,936 974,863 $ 1,322,820 $ 1,236,535 $ 1,723,093 Budget FY 2014 Projected FY 2014 Budget FY 2015 Actual FY 2013 974,863 1,322,820 3,000 1,236,535 1,723,093 (974,863) $ (1,322,820) $ (1,233,535) $ (1,723,093) 100 Table of Contents Human Resources PURPOSE STATEMENT z The purpose of the Human Resources department 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 records. z z z z z z z OBJECTIVES FY 2015 z z z ACCOMPLISHMENTS FY 2014 z z Implemented a competency based performance review system that aligns with talent management strategy Launched final track of Four Disciplines of Execution (4DX) manager certification Developed and began implementation of Gilbert’s Leadership & Education Development Series that aligns with leadership development component of talent management strategy Developed and began implementation of a safety leadership program that aligns with the leadership development component of the talent management strategy Implemented claims management system to enhance reporting capabilities, increase administrative efficiencies and integrate with the town’s records management system Began implementation of Human Resources Information System (HRIS) replacement Conducted staffing analysis Researched and piloted the development of townwide performance management dashboard Utilized Lean methodologies to streamline the recruitment and selection process Outsourced COBRA administration z z Train all employees on the new performance management system by June 30, 2015 Launch Situational Leadership-Building Leaders by January 31, 2015 Develop a succession planning strategy by June 30, 2015 Implement a Talent Management System by June 30, 2015 Launch safety reset and safety leadership program by June 30, 2015 BUDGET NOTES Funding includes 0.25 FTE to transition a part-time benefited Payroll Specialist to a full-time status. There are two-one requests for the implementation of the performance management system and eLearning pilot program for HR compliance related courses and business related courses, both are components of the talent management strategy. Costs to restore employee recognition are also included in FY 2015 requests. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 6.84% 80% 8.18% 82% 7.50% 83% 8.50% 85% Direct learning expenditure per employee $283 $375 $377 $350 Benefits as a % of total compensation (not including overtime) 40% 40% 40% 40% Experience modification rate 0.95 0.94 0.97 0.98 Workers’ Compensation premium cost per employee $897 $889 $1,351 $1,473 Average value of public entity insurance claims $2,110 $2,300 $2,400 $2,400 Human Resources staff to employee ratio 1:69:86 1:64.14 1:53.63 1:59.46 PERFORMANCE MEASURES Turnover rate for regular employees Percentage of successful placements 101 Table of Contents Human Resources PERSONNEL BY ACTIVITY HR Administration Learning and Development Risk Management Payroll Total Personnel EXPENSES BY ACTIVITY HR Administration Learning and Development Risk Management Payroll Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2012 Actual FY 2013 Budget FY 2014 9.00 2.00 3.00 3.00 10.00 3.00 3.00 2.75 12.00 3.00 3.00 2.75 12.00 3.00 3.00 2.75 12.00 3.00 3.00 3.00 17.00 18.75 20.75 20.75 21.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 877,826 301,089 289,830 174,932 1,070,591 369,947 319,843 245,070 1,337,669 423,988 403,169 250,976 1,308,336 426,392 407,480 235,897 1,353,870 398,376 345,847 213,008 $ 1,643,677 $ 2,005,451 $ 2,415,802 $ 2,378,105 $ 2,311,101 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,347,098 296,579 - 1,601,251 404,200 - 2,010,470 405,332 - 1,942,707 435,398 - 2,046,373 264,728 - $ 1,643,677 $ 2,005,451 $ 2,415,802 $ 2,378,105 $ 2,311,101 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 160 1,643,677 Net Operating Result Projected FY 2014 13,972 2,005,451 200 2,415,802 11,000 2,378,105 10,000 2,311,101 $ (1,643,517) $ (1,991,479) $ (2,415,602) $ (2,367,105) $ (2,301,101) COST PER FTE $2,000.00 $1,600.00 $1,200.00 $800.00 $400.00 $0.00 FY 2012 FY 2013 102 FY 2014 FY 2015 Table of Contents Information Technology PURPOSE STATEMENT OBJECTIVES FY 2015 Protect the Town's information and technology systems. Ensure technology infrastructure is sustainable. Implement new technology in cooperation with other departments to provide best in class community services. z z z ACCOMPLISHMENTS FY 2014 z z z z z z z z Diversified Internet Services completed High availability phone system anticipated in June, 2014 Virtual server infrastructure implemented for disaster recovery initiatives for municipal and police networks PCs upgraded to Windows 7 Software vendor for code compliance, business licensing, permits, inspections, and electronic plan review selected Business process review and RFP for HRIS, payroll, recruitment, performance management, and learning management completed. Vendor selected for recruitment, performance management, and learning management Agenda Management system selected. Installation anticipated to finish in June 2014 z z Implementation and training of agenda management system Implementation and training of performance management, and learning management systems Implementation and training of first half of Development Services software Business process review and software needs assessment for Finance and Budget Electronic Citations for Police Traffic Unit Develop testing and response procedures for disaster recovery systems BUDGET NOTES The supplies and contractual budget has decreased in FY 2015 due to the completion of one-time projects funded in FY 2014. There are no significant changes to the FY 2015 personnel budget. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 % of high priority work-orders resolved by Information Technology in 24 hours 70% 70% 74% 80% % of critical work orders resolved in 2 hours 71% 52% 54% 80% PERFORMANCE MEASURES Unplanned down time for phone system 0.050% 0.004% 0.009% <0.050% Unplanned down time for data network In service time for Utility Bill payment system. 0.050% 0.000% 0.000% <0.050% N/A 99.97% 99.98% >99.00% In service time for building inspection scheduling and results. N/A 99.97% 99.98% >99.00% In service time for parks and recreation reservations system. N/A 99.95% 99.99% >99.00% 103 Table of Contents Information Technology PERSONNEL BY ACTIVITY Information Technology Admin Communication Services Application Operations GIS Application and Support Imaging Support Total Personnel EXPENSES BY ACTIVITY Information Technology Admin Communication Services Application Operations GIS Application and Support Imaging Support Total Expenses Actual FY 2013 Budget FY 2014 2.00 7.00 15.00 7.00 1.00 2.00 8.00 16.00 7.00 1.00 2.00 9.00 18.00 7.00 0.00 2.00 9.00 18.00 7.00 0.00 2.00 9.00 18.00 7.00 0.00 32.00 34.00 36.00 36.00 36.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 250,744 2,238,065 2,363,250 671,510 156,779 361,827 5,245,743 3,132,757 648,043 - 256,908 4,732,888 2,805,242 711,818 - 301,475 3,628,091 3,555,080 658,048 - $ 5,066,654 $ 5,680,348 $ 9,388,370 $ 8,506,856 $ 8,142,694 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Personnel Supplies & Contractual Capital Outlay 2,588,517 2,316,445 161,692 2,724,130 2,597,668 358,550 3,785,461 5,602,909 - 3,442,736 4,657,905 406,215 3,742,327 4,400,367 - $ 5,066,654 $ 5,680,348 $ 9,388,370 $ 8,506,856 $ 8,142,694 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Total Expenses 5,066,654 Net Operating Result Projected FY 2014 282,845 1,727,863 2,232,872 649,172 173,902 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 5,680,348 9,388,370 8,506,856 8,142,694 $ (5,066,654) $ (5,680,348) $ (9,388,370) $ (8,506,856) $ (8,142,694) COST PER FTE $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2012 FY 2013 FY 2014 104 FY 2015 Table of Contents Management and Budget PURPOSE STATEMENT OBJECTIVES FY 2015 The Office of Management and Budget (OMB) is responsible for developing, enacting, and implementing the town’s 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 and developing town-wide policies. z z z ACCOMPLISHMENTS FY 2014 z z z z z Received the Distinguished Budget Presentation Award for the 15th consecutive year from the Government Finance Officers Association (GFOA) Received the ICMA Center for Performance Management Certificate of Distinction Award; one of only 11 communities nationwide Completed a comprehensive operational and financial matrix for informed rate analysis Completed the Long Term Financial Plan (LTFP) framework Published the first Gilbert Benchmark Report, a comprehensive analysis including 83 performance indicators utilizing a total of 33 benchmark communities across the U.S. z z z z z Present balanced budget to Council utilizing elements of zero-based budgeting to most accurately reflect funding necessary to provide the best possible service at lowest possible cost Analyze existing debt structure and future bond needs to accommodate the town’s capital and financial needs Update the town’s rates and fees to accurately reflect the current cost of doing business, intentionally incorporating policy decisions when determining the level of cost recovery Assist Human Resources in finalizing a staffing model and plan to provide a tool for budgeting and long-term planning Complete all elements of the FY 2015 LTFP Assist departments with defining long range infrastructure components, and budget responsibly for these needs while incorporating into LTFP Receive the GFOA Distinguished Budget Presentation Award for the 16th consecutive year Complete Denver Peak Academy Lean Black Belt Certification course and George Washington University Lean Six Sigma Green Belt Certification; begin integrating component of lean strategies throughout the organization BUDGET NOTES Increase in supplies and contractual is a result of $38,000 in one-time funding for a consultant specializing in the Lean Six Sigma optimization practices. There are no significant changes in the personnel budget as no additional positions were added in FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Maintain high quality bond rating and ultimately achieve AAA for G.O. (Standard & Poor's) AA AA AA+ AA+ Maintain high quality bond rating and ultimately achieve Aaa for G.O. (Moody's) Aa1 Aa1 Aa1 Aa1 Maintain high quality bond rating and ultimately achieve AAA underlying for G.O. (Fitch) AA+ AA+ AA+ AA+ 92.47% 92.39% 90.55%* 92.00% PERFORMANCE MEASURES Percentage of budgeted operating funds spent (adopted amount) *FY 2014 are unaudited actuals to date 105 Table of Contents Management and Budget PERSONNEL BY ACTIVITY Actual FY 2012 Actual FY 2013 Budget FY 2014 Management and Budget 4.25 4.25 6.00 6.00 6.00 4.25 4.25 6.00 6.00 6.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Total Personnel EXPENSES BY ACTIVITY Management and Budget Total Expenses 390,786 $ Personnel Supplies & Contractual Capital Outlay $ 390,786 $ 390,786 $ $ (390,786) $ 391,636 $ $ 391,636 (391,636) $ 653,660 609,794 698,269 $ Projected FY 2014 631,910 21,750 - Actual FY 2013 106 653,660 Budget FY 2015 609,794 Budget FY 2014 380,705 10,931 - Actual FY 2012 Total Revenues Total Expenses 391,636 Budget FY 2015 Projected FY 2014 653,660 Actual FY 2013 376,460 14,326 - OPERATING RESULTS Net Operating Result $ Actual FY 2012 EXPENSES BY CATEGORY Total Expenses 390,786 391,636 Projected FY 2014 Budget FY 2015 591,531 18,263 $ Budget FY 2014 653,660 (653,660) $ 609,794 698,269 641,019 57,250 $ Projected FY 2014 609,794 (609,794) $ 698,269 Budget FY 2015 698,269 (698,269) Table of Contents Town Clerk PURPOSE STATEMENT OBJECTIVES FY 2015 The Town Clerk serves citizens in a courteous, impartial manner that promotes confidence and trust, provides all customers with quality service in an efficient and timely manner, and works in harmony with elected officials. The Clerk’s Office prepares Council agendas and related documents; records legislative actions; attests official actions of the Council; and maintains, protects, preserves official records of the town; and conducts fair and impartial town elections in accordance with federal, state, and local laws. z z z z z ACCOMPLISHMENTS FY 2014 z z z z z z Prepared for 2014 fall elections Responded to approximately 300 public records requests with 71% 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 Completed Wildly Important Goal (WIG) to complete training of Clerk’s Office staff in their primary job responsibilities z z z Respond to 100% of all subpoenas within timeframe established by law Respond to 65% of all public records requests within 24 hours of receipt, excluding Fridays, Saturdays, Sundays, and holidays Post agendas and public notices at official posting locations at least 24 hours prior to meeting or event Post draft minutes containing legal actions taken by the Council to the Gilbert website within three (3) working days of a meeting Post approved minutes of Council to the website within two (2) working days of approval Monitor departments that serve as liaisons to boards and commissions to assure compliance with posting requirements Plan and administer 2014 elections in compliance with federal, state, and local laws Continue focus on records management activities and programs in the organization Implement OnBase Agenda Management for Council agendas and meetings BUDGET NOTES FY2015 budget included funding of the Primary and General elections. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Percentage of public records requests responded to within 24 hours Percentage of subpoenas responded to within timeframe established by law Percentage of agendas and public notices posted at least 24 hours prior to meeting in conformance with Open Meeting Law Percentage of draft minutes posted to the website within three working days of meeting for accessibility and transparency Percentage of elections held that comply with federal, state, and local laws Percentage of regular Council meeting agendas and items posted to the website for accessibility and transparency at least 7 days prior to the meeting Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 64% 65% 71% 65% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% N/A 100% N/A 100% N/A N/A 100% 100% 107 Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Actual FY 2012 Actual FY 2013 Budget FY 2014 7.16 6.49 6.00 6.00 6.00 7.16 6.49 6.00 6.00 6.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 573,177 $ Total Expenses $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay 573,177 Total Revenues Total Expenses $ 1,145 573,177 Net Operating Result $ $ (572,032) $ 674,792 527,660 $ 519,216 Actual FY 2013 2,851 674,792 (671,941) $ 527,660 $ Budget FY 2014 519,216 2,000 527,660 (525,660) $ $4.00 $3.00 $2.00 $1.00 $0.00 FY 2014 108 FY 2015 667,680 Budget FY 2015 508,437 159,243 - $ Projected FY 2014 $5.00 FY 2013 $ 481,475 37,741 - ANNUAL COST PER CAPITA FY 2012 667,680 Projected FY 2014 488,486 39,174 $ Budget FY 2015 519,216 Budget FY 2014 527,756 147,036 - Actual FY 2012 OPERATING RESULTS 674,792 Budget FY 2015 Projected FY 2014 527,660 Actual FY 2013 530,399 42,778 $ Total Expenses 573,177 674,792 Projected FY 2014 4,000 519,216 (515,216) $ 667,680 Budget FY 2015 2,000 667,680 (665,680) Table of Contents General Counsel PURPOSE STATEMENT z 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 2014 z z z z z z z z z z z z z z z z z z z z Assisted with several complex water matters to increase town water supply 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 agreement with Saint Xavier University Completed policies regarding filming sites and food trucks Assisted CIP staff with resolving project problems and processed rights-of-way and wellsite acquisitions Completed several property acquisitions Prepared standard planning division forms Advised staff regarding numerous trustee sales and bankruptcies affecting the town Administered public defender procurement for court Negotiated Polar Ice lease assumption agreement Reviewed and updated Town purchasing code Developed plan for managing external legal support IGA with Chandler of joint detention facility Advised Council on Cox audit appeal hearing Worked with staff on new system development fees Represented the town in contested personnel hearings Worked with Code Compliance regarding numerous compliance issues Addressed water law issues, including White Mountain Apache Tribe lease and general adjudication Prepared 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 OBJECTIVES FY 2015 z z z z z z Assist with training regarding contract and procurement procedures Continue public defender contract management for court Continue to provide litigation status reports to the Council Continue to assist town to comply with developments in the laws that affect Gilbert Continue to implement and refine management of outside counsel processes Issue Client expectation and satisfaction surveys BUDGET NOTES Supplies and contractual budget has decreased in FY 2015 due to the completion of one-time projects in FY 2014. Personnel costs and FTE count increased as a result of one FTE (Police Legal Advisor) being transferred from the Police department to General Counsel. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Per capita legal expenditures Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 $3.50 $3.61 $4.67 $4.65 109 Table of Contents General Counsel Actual FY 2012 Actual FY 2013 Budget FY 2014 General Counsel 0.00 3.00 3.00 3.00 4.00 Total Personnel 0.00 3.00 3.00 3.00 4.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel 747,325 $ Total Expenses 747,325 794,065 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 747,325 $ Total Revenues Total Expenses 747,325 Net Operating Result $ (747,325) $ 794,065 $ Actual FY 2013 (794,065) $ 1,084,437 980,976 $ 1,063,359 $ 1,084,437 Projected FY 2014 Budget FY 2015 378,406 602,570 - 274,872 788,487 - 514,017 570,420 - 980,976 $ 1,063,359 $ 1,084,437 Projected FY 2014 Budget FY 2015 980,976 1,063,359 $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2013 FY 2014 110 1,084,437 (980,976) $ (1,063,359) $ (1,084,437) ANNUAL COST PER CAPITA FY 2012 Budget FY 2015 1,063,359 Budget FY 2014 794,065 Projected FY 2014 Budget FY 2015 980,976 Budget FY 2014 794,065 - Actual FY 2012 OPERATING RESULTS $ Actual FY 2013 747,325 - Total Expenses 794,065 Projected FY 2014 FY 2015 Table of Contents Management Services _________________________________ Management Services Summary Accounting Purchasing Tax Compliance Table of Contents Management Services DEPARTMENT DESCRIPTION This unit represents the financial and management services functions of the Town, including: Accounting, Purchasing, Tax Compliance, 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; and management of Town-wide fleet maintenance. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure ORGANIZATIONAL CHART MANAGEMENT SERVICES Accounting Purchasing Tax Compliance Utility Customer Service Fleet 111 Economic Development High Performing Government Table of Contents Management Services Actual FY 2012 Actual FY 2013 Budget FY 2014 Administration Accounting Purchasing Tax Compliance 1.00 9.00 3.00 3.00 1.00 9.00 4.00 4.00 1.00 9.00 5.00 4.00 1.00 9.00 5.00 4.00 1.00 9.00 5.00 4.00 Total Personnel 16.00 18.00 19.00 19.00 19.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 Administration Accounting Purchasing Tax Compliance 152,511 749,114 104,467 312,727 184,493 800,526 257,359 318,608 185,384 899,916 389,874 419,154 187,536 912,872 351,014 383,486 187,480 1,081,685 386,856 413,075 Total Expenses $ 1,318,819 $ 1,560,986 $ 1,894,328 $ 1,834,908 $ 2,069,096 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 1,113,292 205,527 - 1,340,160 220,826 - 1,719,338 174,990 - 1,664,438 170,470 - 1,889,761 179,335 - $ 1,318,819 $ 1,560,986 $ 1,894,328 $ 1,834,908 $ 2,069,096 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 877,499 1,318,819 $ (441,320) $ 873,585 1,560,986 508,000 1,894,328 775,000 1,834,908 629,000 2,069,096 (687,401) $ (1,386,328) $ (1,059,908) $ (1,440,096) 112 Table of Contents Accounting PURPOSE STATEMENT z 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. z z Supported the Purchasing Division when key personnel left the town and provided training to newly hired personnel Improved the cash receipts reconciliation process for the Parks & Recreation Department Created online electronic employee mileage reimbursement form OBJECTIVES FY 2015 ACCOMPLISHMENTS FY 2014 z z z z z z z z z z Received Certificate of Achievement for Excellence in Financial Reporting for the 23rd consecutive year from the Government Finance Officers Association (GFOA) Received an unmodified opinion on the Comprehensive Annual Financial Report (CAFR) with no weaknesses noted Met all required processing and reporting deadlines for responsible areas Completed the process of scanning accounts payable documents into OnBase resulting in 100% of departments now operating more efficiently without paper processing Implemented a paperless process for the following areas: journal entries, fixed assets and CAFR Performed a physical inventory of all capital assets in the following departments: Water, Wastewater, Environmental Services, Public Works and Fleet Implemented a fuel card program for all police motor officers and fire engine trucks personnel Updated the town’s travel policy and assisted with the creation of online travel requisition forms Created an Accounts Payable Manual z z z z z 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 Create a paperless process for the accounts receivable section including scanning Eden reports and applicable supporting documents into OnBase to continue the process of going paperless Provide Accounts Payable training to all administrative assistants and newly promoted supervisors or managers Create a new Sharepoint/Eden process to better track returned checks BUDGET NOTES In FY 2015, there was an increase to the budget for additional audit requirements related to the implementation of the Governmental Accounting Standards Board Statement No. 68. The change in the personnel budget reflects one-time correction. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Number of material weaknesses in internal controls reported by the auditors 0 0 0 0 Percentage of time processes and reports completed by required deadlines 100% 100% 100% 100% PERFORMANCE MEASURES 113 Table of Contents Accounting PERSONNEL BY ACTIVITY Accounting Total Personnel EXPENSES BY ACTIVITY Accounting Total Expenses $ Budget FY 2014 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 749,114 800,526 $ Actual FY 2012 Personnel Supplies & Contractual Capital Outlay $ 749,114 $ 12,646 749,114 $ $ (736,468) $ 800,526 899,916 $ $ 37,437 800,526 (763,089) $ 899,916 $ Budget FY 2014 8,000 899,916 (891,916) $ Budget FY 2015 Budget FY 2015 912,872 1,081,685 912,872 $ 1,081,685 Projected FY 2014 756,631 143,285 - Actual FY 2013 114 Projected FY 2014 Budget FY 2014 671,258 129,268 - Actual FY 2012 Total Revenues Total Expenses 800,526 Projected FY 2014 899,916 Actual FY 2013 621,558 127,556 - OPERATING RESULTS Net Operating Result Actual FY 2013 749,114 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 Budget FY 2015 772,788 140,084 - 936,320 145,365 - 912,872 $ 1,081,685 Projected FY 2014 25,000 912,872 Budget FY 2015 25,000 1,081,685 (887,872) $ (1,056,685) Table of Contents Purchasing PURPOSE STATEMENT z 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 the Town Purchasing Code and federal and state statutes. z ACCOMPLISHMENTS FY 2014 z z z z z Successfully recruited for and filled new contract specialist position approved in FY14 budget to provide necessary support to CIP, Parks and Recreation and Public Works overflow Developed and conducted formal Purchasing training classes for Town-wide departments in October 2013 and for Public Works in February 2014 Created and implemented new Purchasing website for FY14 wildly important goal (WIG) that includes: who we are; mission, vision and values; FAQs; staff listing; and vendor registration links, including link for town vendor database for purchases under $50,000 Relocated all bid and contract files to Purchasing from the Town Clerk's Office Created a bid opening calendar in Outlook to centralize and better coordinate scheduling by departments and Purchasing of bid openings and pre-bid or pre-proposal conferences Updated staff review form to include both tax and freight costs to better align with purchase order requirements in Eden, the town's financial system Additional fields added to the staff review form to better assist in pulling data required for OnBase, the town's online record management software, and the form was converted to Adobe fillable format to prevent required fields from being skipped OBJECTIVES FY 2015 z z z Establish local business opportunity policy and program Conduct spend analysis of town-wide purchases to determine opportunities for savings Complete comprehensive formal training program and update of Purchasing Manual BUDGET NOTES There were no significant changes to the Purchasing budget in FY 2015. There was a slight decrease in personnel-related one-time expenses associated with the hire of a purchasing specialist in FY 2014. STRATEGIC INITIATIVES Community Livability Technology Leader High Performing Government Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 N/A N/A 80% 100% N/A N/A N/A 8 N/ A N/A 8 9 PERFORMANCE MEASURES Percentage of town departments trained through formal purchasing training program Internal satisfaction rating of purchasing process on a scale of 1 to 10 Internal satisfaction rating of purchasing training program on a scale of 1 to 10 Economic Development Financial Plan 115 Table of Contents Purchasing PERSONNEL BY ACTIVITY Purchasing Total Personnel EXPENSES BY ACTIVITY Purchasing Total Expenses $ Budget FY 2014 3.00 4.00 5.00 5.00 5.00 3.00 4.00 5.00 5.00 5.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 104,467 257,359 $ Actual FY 2012 Personnel Supplies & Contractual Capital Outlay $ 104,467 $ 55,951 104,467 $ $ (48,516) $ 257,359 $ 84,778 257,359 (172,581) $ 389,874 Budget FY 2015 351,014 $ 351,014 386,856 $ Projected FY 2014 385,314 4,560 - Actual FY 2013 116 389,874 Budget FY 2015 Projected FY 2014 Budget FY 2014 253,740 3,619 - Actual FY 2012 Total Revenues Total Expenses 257,359 Projected FY 2014 389,874 Actual FY 2013 97,816 6,651 - OPERATING RESULTS Net Operating Result Actual FY 2013 104,467 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 Budget FY 2015 346,723 4,291 $ Budget FY 2014 389,874 (389,874) $ 351,014 386,856 382,531 4,325 $ Projected FY 2014 100,000 351,014 (251,014) $ 386,856 Budget FY 2015 100,000 386,856 (286,856) Table of Contents Tax Compliance PURPOSE STATEMENT OBJECTIVES FY 2015 To promote voluntary 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. z ACCOMPLISHMENTS FY 2014 z z z z z z Achieved 92% compliance rate from reviewed taxpayers Achieved 95% customer satisfaction rating Implementing electronic tax compliance system Enhanced tax compliance website to better assist our customers Represented the Town of Gilbert, other 'Program Cities,' and assisted 'Non-Program Cities' through the implementation of an historic overhaul of state-wide tax compliance process z z z Achieve 90% compliance rate from reviewed taxpayers* Achieve 90% customer satisfaction rating* Modify taxpayer outreach to educate customers about major tax law changes effective January 1, 2015 Redesign tax compliance programs to meet new tax administration requirements Achieve Arizona Department of Revenue (AZDOR) certification of Tax Compliance Analyst staff in accordance with new legislative mandates effective January 1, 2015 *Our ability to control the rates of compliance and customer satisfaction are anticipated to be negatively impacted by increased AZDOR control over tax compliance processes effective January 1, 2015. BUDGET NOTES Major operational and procedural changes will be implemented beginning mid-fiscal year as a result of recent legislation that will reduce town control over the town's tax compliance efforts effective January 1, 2015. There were no significant changes to personnel; slight increase to supplies and contractual represents changes required from AZDOR Taxpayer Confidentiality laws. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Percentage of reviewed taxpayers brought into compliance Customer satisfaction percentage *Data not tracked in FY 2012. Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 86% 91% 92% 90% * 85% 95% 90% 117 Table of Contents Tax Compliance Actual FY 2012 Actual FY 2013 Budget FY 2014 Tax Compliance 3.00 4.00 4.00 4.00 4.00 Total Personnel 3.00 4.00 4.00 4.00 4.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Tax Compliance Total Expenses 312,727 $ Personnel Supplies & Contractual Capital Outlay $ 312,727 $ 496,175 318,608 432,762 118 $ $ 419,154 $ 383,486 386,495 26,580 $ 266,514 413,075 Budget FY 2015 650,000 383,486 $ 413,075 Budget FY 2015 Projected FY 2014 500,000 419,154 80,846 $ 361,359 22,127 - Budget FY 2014 $ 383,486 413,075 Projected FY 2014 395,074 24,080 - 751,370 318,608 $ 419,154 Budget FY 2015 383,486 Budget FY 2014 Actual FY 2013 808,902 312,727 $ $ 248,279 70,329 - Actual FY 2012 Total Revenues Total Expenses 318,608 Budget FY 2015 Projected FY 2014 419,154 Actual FY 2013 246,389 66,338 - OPERATING RESULTS Net Operating Result $ Actual FY 2012 EXPENSES BY CATEGORY Total Expenses 312,727 318,608 Projected FY 2014 504,000 413,075 $ 90,925 Table of Contents Legal and Court _________________________________ Legal and Court Summary Prosecutor Municipal Court Table of Contents Legal and Court DEPARTMENT 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. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government ORGANIZATIONAL CHART LEGAL AND COURT Prosecutor Municipal Court 119 Table of Contents Legal and Court Actual FY 2012 Actual FY 2013 Budget FY 2014 Prosecutor Municipal Court 19.00 30.92 18.00 29.92 19.00 30.92 19.00 30.92 19.00 30.92 Total Personnel 49.92 47.92 49.92 49.92 49.92 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY DIVISION 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 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 1,617,595 2,668,040 1,638,838 2,752,748 1,776,485 3,153,771 1,767,910 3,005,734 1,749,264 3,146,321 $ 4,285,635 $ 4,391,586 $ 4,930,256 $ 4,773,644 $ 4,895,585 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 3,742,046 543,589 - 3,938,772 452,814 - 4,412,056 518,200 - 4,280,211 493,433 - 4,409,475 486,110 - $ 4,285,635 $ 4,391,586 $ 4,930,256 $ 4,773,644 $ 4,895,585 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 230,140 4,285,635 252,289 4,391,586 177,500 4,930,256 234,000 4,773,644 223,000 4,895,585 $ (4,055,495) $ (4,139,297) $ (4,752,756) $ (4,539,644) $ (4,672,585) 120 Table of Contents Prosecutor PURPOSE STATEMENT OBJECTIVES FY 2015 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. z z z ACCOMPLISHMENTS FY 2014 z z z z z Met ongoing goal of reviewing cases submitted for long form review within 30 days of receipt; standards established by departmental WIG continue to be met Files with corresponding eCourt files were scanned into database and destroyed -information regarding defendants can thereby be accessed efficiently without resorting to searching for a hard copy file 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 additional victim advocate to assist in providing services and constitutionally mandated notices to victims z z z 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 internal and external customers BUDGET NOTES There were no significant personnel changes in FY 2015. The decrease in supplies and contractual is the result of one-time hiring expenses in FY 2014. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Percentage of cases charged after review 72% 71% 72% 72% Number of criminal cases tracked Percentage of domestic violence offenders referred to counseling programs 4,975 5,323 5,450 5,500 100% 100% 100% 100% 578.00 784.70 153.00 300.00 PERFORMANCE MEASURES Volunteer hours served 121 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 19.00 18.00 19.00 19.00 19.00 19.00 18.00 19.00 19.00 19.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 1,617,595 1,638,838 1,776,485 1,767,910 1,749,264 $ 1,617,595 $ 1,638,838 $ 1,776,485 $ 1,767,910 $ 1,749,264 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,512,116 105,479 - 1,556,141 82,697 - 1,701,715 74,770 - 1,689,998 77,912 - 1,706,484 42,780 - $ 1,617,595 $ 1,638,838 $ 1,776,485 $ 1,767,910 $ 1,749,264 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 7,717 1,617,595 10,382 1,638,838 4,500 1,776,485 11,000 1,767,910 10,000 1,749,264 $ (1,609,878) $ (1,628,456) $ (1,771,985) $ (1,756,910) $ (1,739,264) Net Operating Result COST PER CASE $375.00 $300.00 $225.00 $150.00 $75.00 $0.00 FY 2012 FY 2013 FY 2014 122 FY 2015 Table of Contents Municipal Court PURPOSE STATEMENT OBJECTIVES FY 2015 To resolve the cases filed in the court in a timely and just manner consistent with the United States and Arizona constitutions, Arizona state law and local ordinances. z z ACCOMPLISHMENTS FY 2014 z z z z z z Replaced failing and outdated court security equipment, X-ray machine and metal detectors using offender paid revenues Implemented electronic case assignment and document distribution to public defenders Reconfigured Jury Assembly Room to improve juror comfort and to facilitate educational opportunities Implemented improved case purging process using "Wildly Important Goal" methodology to reduce accumulation of paper records Implemented first elements of Courtools court performance management methodology in conjunction with benchmarking similar courts to gauge performance. Elements measured include: clearance rates, cost per case and monetary collections Hosted five court educational events providing innovative and relevant court education to personnel from 20 Arizona courts z z z Implement an electronic document filing interface for local prosecutor and public defenders as first stage of a broad public implementation Implement three more elements of Courtools court performance management methodology including: time to disposition, age of pending case and trial date certainty Host at least five court educational events, providing innovative and relevant education to Arizona Court personnel Implement an electronic record destruction protocol in compliance with requirements imposed by the Arizona Supreme Court Assist the Information Technology, Prosecutor and Police departments with the design and implementation of electronic citations BUDGET NOTES In FY14, the Court changed performance measures relative to case processing from a focus on DUI cases to all cases. Additionally, the Court utilized offender paid revenues to pay for Court Security upgrades. This resulted in an increase to the cost per case measure. There were no significant budget increases for FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Dispose at least 55% of active cases within 90 days from filing N/A N/A 55% 55% Maintain case disposition rate of 1.0 or greater 1.08 0.97 1.00 1.00 $106.30 $109.15 $129.00 $110.00 $254.36 $256.76 $250.00 $250.00 PERFORMANCE MEASURES Maintain competitive cost per case disposed rate relative to benchmarked courts Maintain higher revenue per case disposed rate relative to benchmarked courts 123 Table of Contents Municipal Court Actual FY 2012 Actual FY 2013 Budget FY 2014 Municipal Court 30.92 29.92 30.92 30.92 30.92 Total Personnel 30.92 29.92 30.92 30.92 30.92 Actual FY 2012 Actual FY 2013 Budget FY 2014 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 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 2,668,040 2,752,748 3,153,771 3,005,734 3,146,321 $ 2,668,040 $ 2,752,748 $ 3,153,771 $ 3,005,734 $ 3,146,321 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 2,229,930 438,110 - 2,382,631 370,117 - 2,710,341 443,430 - 2,590,213 415,521 - 2,702,991 443,330 - $ 2,668,040 $ 2,752,748 $ 3,153,771 $ 3,005,734 $ 3,146,321 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 222,423 2,668,040 241,907 2,752,748 173,000 3,153,771 223,000 3,005,734 213,000 3,146,321 $ (2,445,617) $ (2,510,841) $ (2,980,771) $ (2,782,734) $ (2,933,321) Net Operating Result COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2012 FY 2013 FY 2014 124 FY 2015 Table of Contents Development Services _________________________________ Development Services Summary Permits and Licensing Plan Review and Inspection Planning Services Table of Contents Development Services DEPARTMENT 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, Plan Review and Inspection, and Planning Services. Permits and Licensing processes permit applications and licenses. 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. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government ORGANIZATIONAL CHART DEVELOPMENT SERVICES Administration Planning Services Plan Review and Inspection Building Fire Engineering Planning Code Backflow 125 Permits and Licensing Table of Contents Development Services PERSONNEL BY DIVISION Administration Permits and Licensing Plan Review and Inspection Planning Services Total Personnel EXPENSES BY DIVISION Administration Permits and Licensing Plan Review and Inspection Planning Services Total Expenses Budget FY 2014 Projected FY 2014 Budget FY 2015 9.00 0.00 38.75 10.00 4.00 0.00 40.80 11.00 2.00 2.00 40.80 11.00 2.00 2.00 40.80 11.00 2.00 5.50 40.80 11.00 57.75 55.80 55.80 55.80 59.30 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 349,344 486,665 3,380,907 1,035,549 286,152 187,217 3,543,370 1,101,709 294,069 372,653 3,462,569 1,131,554 279,328 618,034 3,566,286 1,102,046 $ 5,453,190 $ 5,252,465 $ 5,118,448 $ 5,260,845 $ 5,565,694 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Personnel Supplies & Contractual Capital Outlay 4,873,491 564,902 14,797 4,650,513 531,646 70,306 4,850,052 268,396 - 4,757,724 503,121 - 5,100,867 464,827 - $ 5,453,190 $ 5,252,465 $ 5,118,448 $ 5,260,845 $ 5,565,694 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2013 773,713 3,599,971 1,079,506 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 5,342,757 5,453,190 $ 7,240,774 5,252,465 (110,433) $ 1,988,309 126 $ 5,173,200 5,118,448 6,721,000 5,260,845 54,752 $ 1,460,155 6,244,500 5,565,694 $ 678,806 Table of Contents Permits and Licensing PURPOSE STATEMENT OBJECTIVES FY 2015 Permits and Licensing is handled at a shared customer service counter that also accommodates utility billing customers. The division is responsible for providing accurate and timely service for business licenses and permitting functions with quality service. ACCOMPLISHMENTS FY 2014 z z Several staff were cross trained to assist with permit and business license tasks and phone calls Researched options related to implementation of a credit card fee to assist in cost recovery of bank charges. z z Complete cross training for staff across all lines of service within the Customer Service Center Adopt a fee of 2.75% for permits to recover costs associated with credit card usage BUDGET NOTES The FY 2015 budget reflects and increase in the costs associated with credit card charges. Revenues have been budgeted to offset these expenses in anticipation of the Council adopting the credit card fee of 2.75%. FTE increased based on the allocation of activities performed related to permits and licensing. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 n/a n/a 2:00 10% 1:10 9% 1:00 6% PERFORMANCE MEASURES Answer incoming calls within 1 minute Maintain the abandoned call rate below 6% 127 Table of Contents Permits and Licensing PERSONNEL BY ACTIVITY Permits and Licensing Total Personnel EXPENSES BY ACTIVITY Permits and Licensing Total Expenses $ Budget FY 2014 0.00 0.00 2.00 2.00 5.50 0.00 0.00 2.00 2.00 5.50 Actual FY 2012 Actual FY 2013 Budget FY 2014 - 486,665 $ Actual FY 2012 Personnel Supplies & Contractual Capital Outlay $ - $ - 486,665 $ (486,615) $ 128 187,217 $ 372,653 618,034 $ Projected FY 2014 $ 372,653 368,034 250,000 $ Projected FY 2014 324,500 187,217 $ 618,034 Budget FY 2015 130,377 242,276 - Budget FY 2014 137,283 Budget FY 2015 372,653 127,278 59,939 - 50 486,665 $ 187,217 Budget FY 2015 Projected FY 2014 Budget FY 2014 Actual FY 2013 $ $ 304,285 130,156 52,224 Actual FY 2012 Total Revenues Total Expenses 486,665 Projected FY 2014 187,217 Actual FY 2013 - OPERATING RESULTS Net Operating Result Actual FY 2013 - EXPENSES BY CATEGORY Total Expenses Actual FY 2012 618,034 Budget FY 2015 351,000 372,653 574,500 618,034 (21,653) $ (43,534) Table of Contents Plan Review and Inspection PURPOSE STATEMENT z 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, ordinances, standards, regulations and guidelines relating to construction, backflow prevention, signage, zoning and other Gilbert requirements. z z z z OBJECTIVES FY 2015 ACCOMPLISHMENTS FY 2014 z z z Implemented "Approval to Work Process" for residential subdivisions and inspections performed were completed within established guidelines Processed and reviewed 100% of business license requests within established guidelines Resolved 99% of code compliance cases without the need for legal action via citation or long form complaint Processed 4,069 applications Processed 248 commercial permits valuing $99,959,286 of which 29 were large commercial projects Processed 1569 single family home permits, 69 were custom homes, 107 were standard homes Implemented electronic plan review for residential subdivisions, final plats and engineering miscellaneous nonresidential plans and engineering miscellaneous nonresidential plans Responded to 99% of all complaints within two days of receipt z z z z z 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 compliances cases without issuing citations or file long form complaints BUDGET NOTES No significant changes to the FY 2015 budget. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Percentage of P.E.R.T. (Partners Experiencing Results Together) reviews that met the agreed upon schedule 100% 100% 100% 100% 9.70 11.27 12.00 13.00 % of building safety inspection requests completed within scheduled times 100% 100% 100% 100% % of complaints responded to within two working days 98.47% 99.50% 98.50% 98.00% % of fire inspections completed within 48 hours 100% 100% 100% 100% % of business license application reviews completed within established guidelines 100% 100% 100% 100% % of cases resolved without the issuance of citations or filing long form complaints 98.90% 99.00% 99.00% 98.00% 16 12 12 12 Avg. # or working days to complete 1st review of large commercial projects - goal is 13 days Avg. # of working days to complete 1st review of custom and standard homes goal is 12 days 129 Table of Contents Plan Review and Inspection Actual FY 2012 Actual FY 2013 Budget FY 2014 Administration Building Fire Engineering Planning Code 0.00 13.05 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 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 40.80 40.80 40.80 40.80 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Building Fire Engineering Planning Code Total Expenses Budget FY 2015 296,150 1,187,316 204,087 900,183 254,176 538,995 223,652 1,417,273 215,830 849,930 263,532 573,153 228,155 1,381,370 178,209 849,770 264,486 560,579 228,919 1,373,090 205,819 918,864 264,387 575,207 $ 3,599,971 $ 3,380,907 $ 3,543,370 $ 3,462,569 $ 3,566,286 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Personnel Supplies & Contractual Capital Outlay 3,219,983 379,988 - 3,082,473 280,352 18,082 3,395,373 147,997 - 3,310,589 151,980 - 3,416,714 149,572 - $ 3,599,971 $ 3,380,907 $ 3,543,370 $ 3,462,569 $ 3,566,286 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2014 Budget FY 2015 1,305,619 258,761 1,130,707 322,829 582,055 EXPENSES BY CATEGORY Total Expenses Projected FY 2014 $ 4,556,353 3,599,971 6,207,563 3,380,907 956,382 $ 2,826,656 130 $ 4,443,200 3,543,370 5,740,000 3,462,569 5,135,000 3,566,286 899,830 $ 2,277,431 $ 1,568,714 Table of Contents Planning Services PURPOSE STATEMENT OBJECTIVES FY 2015 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 2014 z z z z z z z z z z z Completed a Wildly Important Goal (WIG) for the Planning Division: scan all applications for research and permanent filing Completed Annual General Plan Update Provided accurate information and guidance in a timely fashion to internal and external customers Utilize e-plan review on 90% of all planning applications Adoption of the new Entertainment District for the Redevelopment Area Downtown pedestrian safety project is under construction Improved Planning Department Home Web page with information for projects on hearing agendas and special projects Facilitated large development projects including: Top Golf, Rivulon, Heritage Marketplace, EpiCenter, process for expedited sign package approvals, Cooley Station developments z z z z Continue to foster the Find A Way To Say Yes (FAWTSY) philosophy and recognize these efforts Create Standard Operating Procedures (SOP) for critical duties Complete annual update of General Plan with focus on Santan Character Area Amend Land Development Code with new uses, permit additional project types to be approved administratively, and edit regulations to reflect best in class processes Entitle Saint Xavier University for college and office development Entitle Park Lucero for industrial Participate in the implementation of new permitting systems BUDGET NOTES Increases to zoning ordinance advertising costs have increased due to increased activity. No other significant changes were made to the FY 2015 budget. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 1% 1% 1% 1% 100% 100% 100% 100% 100% 100% 100% 100% % of planning review comments returned on schedule 98% 98% 98% 98% % of planning projects completed within established schedule 98% 98% 98% 98% 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 131 Table of Contents Planning Services PERSONNEL BY ACTIVITY Planning Services Total Personnel EXPENSES BY ACTIVITY Planning Services Total Expenses Budget FY 2014 Projected FY 2014 Budget FY 2015 10.00 11.00 11.00 11.00 11.00 10.00 11.00 11.00 11.00 11.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,035,549 1,101,709 1,131,554 1,102,046 $ 1,079,506 $ 1,035,549 $ 1,101,709 $ 1,131,554 $ 1,102,046 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Personnel Supplies & Contractual Capital Outlay 946,460 133,046 - 943,985 91,564 - 1,066,040 35,669 - 1,055,369 76,185 - 1,054,677 47,369 - $ 1,079,506 $ 1,035,549 $ 1,101,709 $ 1,131,554 $ 1,102,046 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2013 1,079,506 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 462,126 1,079,506 $ (617,380) $ 674,995 1,035,549 (360,554) $ 132 405,500 1,101,709 (696,209) $ 630,000 1,131,554 (501,554) $ 535,000 1,102,046 (567,046) Table of Contents Public Works _________________________________ Public Works Summary Engineering Services Table of Contents Public Works BUSINESS UNIT DESCRIPTION Engineering Services oversees traffic operations, traffic engineering and manages the Capital Improvement Program. Engineering also provides support for non-capital projects throughout the year. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds General Fund Water Administration Wastewater Development Engineering Environ Services - Residential Traffic Engineering Environ Services - Commercial 133 Table of Contents Public Works Actual FY 2012 Actual FY 2013 Budget FY 2014 Administration Development Traffic 1.00 1.00 3.00 1.60 1.00 3.00 1.60 1.00 3.00 1.60 1.00 3.00 1.60 2.00 3.00 Total Personnel 5.00 5.60 5.60 5.60 6.60 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Development Traffic Total Expenses 135,936 122,296 240,377 $ Personnel Supplies & Contractual Capital Outlay $ 498,609 $ 10,000 498,609 $ $ (488,609) $ 637,935 $ $ 1,179 637,935 (636,756) $ 670,159 728,748 239,460 191,775 327,133 $ Projected FY 2014 563,455 106,704 - Actual FY 2013 134 670,159 Budget FY 2015 223,398 164,079 341,271 Budget FY 2014 539,802 80,528 17,605 Actual FY 2012 Total Revenues Total Expenses 637,935 Budget FY 2015 Projected FY 2014 278,932 165,809 225,418 Actual FY 2013 429,622 68,987 - OPERATING RESULTS Net Operating Result $ Actual FY 2012 EXPENSES BY CATEGORY Total Expenses 498,609 235,882 122,944 279,109 Projected FY 2014 Budget FY 2015 513,515 215,233 $ Budget FY 2014 670,159 (670,159) $ 728,748 758,368 692,554 65,814 $ Projected FY 2014 24,000 728,748 (704,748) $ 758,368 Budget FY 2015 758,368 (758,368) Table of Contents Engineering Services PURPOSE STATEMENT OBJECTIVES FY 2015 Engineering Services provides excellent customer service while ensuring safe and efficient public infrastructure improvements, minimizing long-term maintenance requirements, and balancing private developer needs. z ACCOMPLISHMENTS FY 2014 z z z z z z Developed a draft update to the Town's Engineering and Construction Standards Manual Completed engineering review of private subdivision residential and commercial developments Developed the draft Integrated Transportation Master Plan Upgraded and installed a new traffic signal central system for the Traffic Operations Center Re-timed traffic signals in northeast section of Gilbert z z z z Complete the Integrated Multimodal Transportation Plan and Council adoption Complete the update to the Town's Engineering and Construction Standards Manual Develop Neighborhood Traffic Management guidelines Develop a prioritization process for ramp and signal upgrades for ADA compliance Develop performance measures to track traffic signal performance Continue timely engineering review of residential and commercial subdivisions BUDGET NOTES The FY 2015 budget has a personnel increase for the addition of one engineering technician. There are no significant changes to the supplies and contractual budget. Management of the Engineering Services Division has been moved from Development Services to Public Works to allow for streamlining of processes and additional resources related to CIP, reflecting Gilbert's shift to a stable, mature community. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Percentage of citizen contacts responded to within 24 hours: 90% 90% 90% 95% Percentage of engineering review comments returned on schedule: 90% 90% 90% 95% Percentage of traffic signals connected via fiber to the traffic operations center: 36% 45% 45% 55% Percentage of intersections with video count detection configured: 34% 50% 60% 65% PERFORMANCE MEASURES 135 Table of Contents Engineering Services Actual FY 2012 Actual FY 2013 Budget FY 2014 Administration Development Traffic 1.00 1.00 3.00 1.60 1.00 3.00 1.60 1.00 3.00 1.60 1.00 3.00 1.60 2.00 3.00 Total Personnel 5.00 5.60 5.60 5.60 6.60 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Development Traffic Total Expenses 135,936 122,296 240,377 $ Personnel Supplies & Contractual Capital Outlay $ 498,609 $ 10,000 498,609 $ $ (488,609) $ 637,935 $ $ 1,179 637,935 (636,756) $ 670,159 728,748 239,460 191,775 327,133 $ Projected FY 2014 563,455 106,704 - Actual FY 2013 136 670,159 Budget FY 2015 223,398 164,079 341,271 Budget FY 2014 539,802 80,528 17,605 Actual FY 2012 Total Revenues Total Expenses 637,935 Budget FY 2015 Projected FY 2014 278,932 165,809 225,418 Actual FY 2013 429,622 68,987 - OPERATING RESULTS Net Operating Result $ Actual FY 2012 EXPENSES BY CATEGORY Total Expenses 498,609 235,882 122,944 279,109 Projected FY 2014 Budget FY 2015 513,515 215,233 $ Budget FY 2014 670,159 (670,159) $ 728,748 758,368 692,554 65,814 $ Projected FY 2014 24,000 728,748 (704,748) $ 758,368 Budget FY 2015 758,368 (758,368) Table of Contents Police Department _________________________________ Police Department Summary Contracted Services Professional Standards Patrol Services Support Services Counseling Services Investigations Special Enforcement Tactical Operations 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. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government ORGANIZATIONAL CHART POLICE DEPARTMENT Professional Standards Internal Affairs Contracted Services Counseling Services Hiring/Inspections Investigations General Investigations Persons Crimes - CSCU Alarm Management Special Enforcement Property Crimes Training Coordination Crime Suppression Intel and Analysis Unit Crime Prevention Traffic Unit Person Crimes - VCU School Programs Patrol Services Records Tactical Operations Uniform Patrol Communication Special Investigations Detention/Court Support Property Crime Apprehension Enforcement Support Planning and Research SWAT Civilian Support Support Services 137 Table of Contents Police Department PERSONNEL BY DIVISION Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Administration Contracted Services Professional Standards Patrol Services Support Services Counseling Services Investigations Special Enforcement Tactical Operations Total Sworn Total Civilian 4.50 0.00 17.00 163.00 65.00 8.50 38.00 33.00 13.00 226.00 116.00 4.50 0.00 17.00 153.50 64.50 8.50 39.00 42.00 13.00 226.00 116.00 4.50 0.00 17.00 156.50 64.50 8.50 39.00 42.00 13.00 227.00 118.00 4.50 0.00 17.00 156.50 64.50 8.50 39.00 42.00 13.00 227.00 118.00 4.50 0.00 17.00 161.50 64.50 8.50 40.00 42.00 12.00 228.00 122.00 342.00 342.00 345.00 345.00 350.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 804,999 1,527,444 1,184,937 16,742,282 4,128,836 763,678 4,372,684 3,319,701 1,615,649 618,303 1,606,713 1,196,108 16,836,316 4,673,105 815,861 5,125,633 4,576,093 1,650,136 971,263 1,798,325 1,504,258 17,349,363 5,662,043 938,234 5,716,754 5,350,496 1,881,047 819,824 1,794,000 1,557,135 17,618,393 5,407,413 866,610 5,672,786 5,243,775 1,879,096 676,381 1,798,325 1,596,861 18,472,424 5,303,376 916,603 6,029,011 5,167,067 1,864,475 $ 34,460,210 $ 37,098,268 $ 41,171,783 $ 40,859,032 $ 41,824,523 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 29,558,171 4,864,539 37,500 31,822,578 5,228,268 47,422 35,488,778 5,465,505 217,500 35,133,052 5,474,210 251,770 35,971,876 5,691,747 160,900 $ 34,460,210 $ 37,098,268 $ 41,171,783 $ 40,859,032 $ 41,824,523 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 4,442,847 34,460,210 4,083,593 37,098,268 3,389,000 41,171,783 3,366,000 40,859,032 3,335,000 41,824,523 Total Personnel EXPENSES BY DIVISION Administration Contracted Services Professional Standards Patrol Services Support Services Counseling Services Investigations Special Enforcement Tactical Operations Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $(30,017,363) $(33,014,675) $(37,782,783) $(37,493,032) $(38,489,523) 138 Table of Contents Contracted Services PURPOSE STATEMENT OBJECTIVES FY 2015 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. The incarceration agreement funds detainee booking fees and housing fees for pre-trial misdemeanor offenses and misdemeanants. z z z ACCOMPLISHMENTS FY 2014 z z Completed a six-month assessment by holding misdemeanor arrestees, taken into custody after midnight, until their initial court appearance. The assessment resulted in workflow efficiencies and information used in analyzing potential cost savings of a Unified Holding Facility Finalized needs for Unified Holding Facility and obtained approval to proceed with architectural and Construction Manager at Risk (CMAR) processes z Continue terms of IGA with Maricopa County for FY2014 incarceration and animal control services until contract expiration Monitor and research cost effectiveness of Animal Control contractual services versus implementing in-house program Complete the Unified Holding Facility project in conjunction with the Chandler Police Department to include: z Construction completion z Unified general order completion z Hiring of additional detention personnel z Unified training of personnel Open fully operational Gilbert-Chandler Unified Holding Facility (GCUHF) for short-term holds; longer-term holds will continue with the county BUDGET NOTES Incarceration housing rates for the county increased to $266.41 in FY 2015 from $251.53 in FY 2014. The Police Department will monitor activity with the new GCUHF to determine estimated county expenses for FY 2016. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Calls for Animal Control service 407 400 400 400 Cost per Call – Animal Control $353.72 $359.92 $359.92 $370.81 Cost Per Capita – Animal Control Daily Inmate Housing Rates $0.66 $73.54 $0.66 $85.91 $0.64 $78.90 $0.64 $81.85 Cost Per Capita - Incarceration $6.30 $7.20 $6.27 $7.07 PERFORMANCE MEASURES 139 Table of Contents Contracted Services Actual FY 2012 Actual FY 2013 Budget FY 2014 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 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Animal Control Incarceration Total Expenses Projected FY 2014 148,325 1,650,000 144,000 1,650,000 148,325 1,650,000 $ 1,527,444 $ 1,606,713 $ 1,798,325 $ 1,794,000 $ 1,798,325 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,527,444 - 1,606,713 - 1,798,325 - 1,794,000 - 1,798,325 - $ 1,527,444 $ 1,606,713 $ 1,798,325 $ 1,794,000 $ 1,798,325 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Total Expenses 1,739,249 1,527,444 $ 211,805 948,376 1,606,713 $ (658,337) $ 800,000 1,798,325 800,000 1,794,000 (998,325) $ (994,000) $ COST PER CAPITA - CONTRACTED SERVICES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2012 Budget FY 2015 143,966 1,462,747 Personnel Supplies & Contractual Capital Outlay Net Operating Result Budget FY 2015 143,966 1,383,478 EXPENSES BY CATEGORY Total Expenses Projected FY 2014 FY 2013 FY 2014 140 FY 2015 800,000 1,798,325 (998,325) Table of Contents Professional Standards PURPOSE STATEMENT z 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. z z z ACCOMPLISHMENTS FY 2014 z z z z z z z z The Quarterly Risk Management Program continues to monitor measurements of accountability and statistics for the entire police department 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 for 2013 reported 100% compliance Monthly claims audit was performed to ensure that collisions, property damage, property losses and police actions, which give rise to a claim have been properly reported and documented Volunteer Coordinator moved under the Office of Professional Standards Provided 46 police department tours for citizens and children Continue new Child ID Program and completed over 30 child ID kits, which include CD of child, digital fingerprints, photographs, videos and audio file of child, as well as a laminated ID card Provided holiday gifts through “Blue Line of Love” Police Toy Drive to 95 Gilbert families in need Organized and maintained participation in fundraising events such as the 5k walk/run, to benefit the Special Olympics Conducted policy compliance inspections in each section of the police department resulting in policy and procedure updates Provided 668 child ID kits to parents and group leaders to complete with their respective families/groups OBJECTIVES FY 2015 z z z z Maintain all allotted officer and civilian positions approved by Town Council Complete 50% of total internal investigations within 30 days Complete and route 75% of total internal investigations within 60 days Maintain community relations projects that benefit charitable organizations BUDGET NOTES In FY 2015, ammunition expenses were moved to the Training & Coordination cost center from Patrol Services. There is a corresponding increase in expenses. There were no significant changes to personnel. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 % of total investigations completed within 30 days 34% 40% 47% 50% % of total investigations completed and routed within 60 days (including those completed within 30 days) 66% 67% 73% 75% 27 21 22 15 96% 96% 97% 100% 4,500,000 4,600,000 4,700,000 4,700,000 PERFORMANCE MEASURES Actual number of officers and civilians hired including over-hires % of authorized positions filled Number of public contacts by Crime Prevention Unit 141 Table of Contents Professional Standards PERSONNEL BY ACTIVITY Internal Affairs Hiring/Inspections Alarm Management Training & Program Coord Crime Prevention Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY Internal Affairs Hiring/Inspections Alarm Management Training & Program Coord Crime Prevention Total Expenses Budget FY 2014 Projected FY 2014 4.00 5.00 1.00 4.00 3.00 4.00 13.00 4.00 5.00 1.00 4.00 3.00 4.00 13.00 4.00 5.00 1.00 4.00 3.00 4.00 13.00 4.00 5.00 1.00 4.00 3.00 4.00 13.00 4.00 5.00 1.00 4.00 3.00 4.00 13.00 17.00 17.00 17.00 17.00 17.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 471,758 296,252 68,335 123,159 236,604 497,289 325,386 69,533 370,720 241,330 523,186 317,056 89,477 382,302 245,114 508,269 335,583 68,782 442,456 241,771 $ 1,184,937 $ 1,196,108 $ 1,504,258 $ 1,557,135 $ 1,596,861 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Personnel Supplies & Contractual Capital Outlay 1,101,506 83,431 - 1,124,297 71,811 - 1,299,171 205,087 - 1,357,216 199,919 - 1,319,734 277,127 - $ 1,184,937 $ 1,196,108 $ 1,504,258 $ 1,557,135 $ 1,596,861 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2013 467,531 290,300 71,300 113,535 242,271 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 96,838 1,184,937 119,590 1,196,108 110,000 1,504,258 130,000 1,557,135 115,000 1,596,861 $ (1,088,099) $ (1,076,518) $ (1,394,258) $ (1,427,135) $ (1,481,861) COST PER POLICE FTE $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2012 FY 2013 FY 2014 142 FY 2015 Table of Contents Patrol Services PURPOSE STATEMENT OBJECTIVES FY 2015 The Patrol Services Division provides the first response to both emergency and non-emergency calls for service including, in-progress crimes, traffic collisions, and reports of felony and misdemeanor crimes. Additional services include search and rescue, community policing, proactive intelligencebased patrolling, fielding public safety concerns, and traffic enforcement. z ACCOMPLISHMENTS FY 2014 z z z z z z z Maintained patrol zone staffing { Central District: two zones/six beats { SanTan District: two zones/five beats Implemented new patrol staffing schedule for workload based resource deployment Participated in Data Driven Approach to Crime and Traffic Safety (DDACTS) II in cooperation with the Special Operations Division Increased the total number of DUI-related arrests from the previous year Increased the total number of officer-initiated traffic contacts from the previous year Town of Gilbert named second safest city in the U.S. for cities over 200,000 residents (source: Law Street Media) based on FBI statistics z z Realign patrol zones for more effective patrol officer deployment Complete the Unified Holding Facility project in conjunction with the Chandler Police Department z Construction completion z Unified general order completion z Hiring of additional detention personnel z Full program deployment Maintain or increase the total number of DUIrelated arrests Maintain or increase the total number of officerinitiated traffic contacts BUDGET NOTES In FY 2015, a total of six new positions were authorized by Council: two patrol officers, two detention supervisors, and two civilian patrol technicians. Additionally, in FY 2015, civilian patrol technicians were separated out from uniform patrol. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Crimes committed per 1,000 population 18.5 16.5 15.5 14.5 Number of felony arrests 2,104 2,052 2,000 1,950 Number of misdemeanor arrests Dispatched calls for service 6,899 60,424 6,682 61,348 6,400 62,500 6,200 63,500 Officer initiated calls for service 116,322 131,278 150,000 160,500 143 Table of Contents Patrol Services PERSONNEL BY ACTIVITY Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Uniform Patrol Detention/Court Support Enforcement Support Civilian Support Total Sworn Total Civilian 157.00 6.00 0.00 0.00 143.00 20.00 147.50 6.00 0.00 0.00 133.00 20.50 138.50 6.00 12.00 0.00 134.00 22.50 138.50 6.00 12.00 0.00 134.00 22.50 135.50 8.00 12.00 6.00 135.00 26.50 163.00 153.50 156.50 156.50 161.50 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 16,365,095 377,187 - 16,379,822 456,359 135 - 16,081,605 478,273 789,485 - 16,334,282 524,287 759,824 - 16,535,390 709,807 771,295 455,932 $ 16,742,282 $ 16,836,316 $ 17,349,363 $ 17,618,393 $ 18,472,424 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 15,051,429 1,690,853 - 15,272,860 1,563,456 - 16,136,299 1,185,564 27,500 16,293,856 1,272,977 51,560 17,008,420 1,313,304 150,700 $ 16,742,282 $ 16,836,316 $ 17,349,363 $ 17,618,393 $ 18,472,424 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 801,730 16,742,282 895,730 16,836,316 729,000 17,349,363 757,000 17,618,393 745,000 18,472,424 Total Personnel EXPENSES BY ACTIVITY Uniform Patrol Detention/Court Support Enforcement Support Civilian Support Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses $(15,940,552) $(15,940,586) $(16,620,363) $(16,861,393) $(17,727,424) Net Operating Result PATROL SERVICES SWORN PER 1,000 POPULATION 1.00 0.80 0.60 0.40 0.20 0.00 FY 2012 FY 2013 FY 2014 144 FY 2015 Table of Contents Support Services PURPOSE STATEMENT OBJECTIVES FY 2015 The Support Services Division is responsible for providing all necessary logistical and police strategic support for the police department and other Town of Gilbert departments. Support Services personnel provide support through their roles in the 9-1-1 Communications Dispatch Center, Central Records, Property and Evidence, Planning and Research, and Youth and Adult Resources. z z z z z z z z z z z z z z z z z ACCOMPLISHMENTS FY 2014 z z The Communications Dispatch Center responded to 107,028 calls, including 37,834 9-11 calls Dispatched 99.0% of emergency calls within 90 seconds of receipt of call Answered 99.7% of non-emergency calls within 30 seconds Answered 94.0% of all 9-1-1 calls within 10 seconds Successfully completed Intergraph Computer Aided Dispatch (CAD)/ Records Management System (RMS) upgrade Field tested ruggedized tablet solution Initiated the wearable camera project Continued to develop and update staffing study to reflect changing workload conditions Central records processed 20,441 information requests; 21,456 police incident reports and 21,128 citations Property & Evidence impounded 29,395 items for secure storage, an increase of 7% Assigned final disposition of 16,063 items from secure storage, an increase of 32% Transported 7,487 items from labs, up 21% Copied 5,275 items for internal and public requests, an increase of 5% Accomplished first WIG of disposing of over 5,000 items in last 10 weeks of the calendar year z z z z z z z z Evaluate pilot phase of portable camera project in the Q1 of FY2015; move to full deployment slated for Q3 Develop and implement e-citation (electronic citation) program for roll-out to Traffic Section Fill all vacant Communications Center positions and complete entry-level training Fill vacant records clerk position and complete entry-level training Continue to dispatch all emergency and urgent calls-for- service (CFS) within 90 seconds of receipt Maintain 90% or greater success rate in answering 9-1-1 lines within 10 seconds and non-emergency phone lines within 30 seconds Complete WIG for Communications Dispatch Center - revise procedures to increase call handling accuracy Finish full audit of all items in RMS Continue imaging of paper records/documents into digital RMS for archiving Continue to review and revise standard operating procedures Establish a working relationship with firearms dealer and proceed with disposal of 500 firearms to comply with state statute Monitor and apply for grant funding opportunities for the department Develop and implement a validation and approval process for launch of e-citation for assimilation into RMS BUDGET NOTES Police legal advisor position and corresponding expenses moved under General Counsel in FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Time between emergency call received to dispatching an officer 30 seconds 30 seconds 30 seconds 30 seconds Success rate answering 9-1-1 calls within 10 seconds 92.4% 94.0% 95.0% 95.0% Success rate answering non-emergency calls within 30 seconds 99.7% 99.7% 99.0% 99.0% PERFORMANCE MEASURES 145 Table of Contents Support Services PERSONNEL BY ACTIVITY Actual FY 2012 Actual FY 2013 Budget FY 2014 Administration Records Communication Property Planning and Research Total Sworn Total Civilian 2.00 16.00 38.00 7.00 2.00 0.00 65.00 2.00 16.00 37.50 7.00 2.00 0.00 64.50 2.00 16.00 37.50 7.00 2.00 0.00 64.50 2.00 16.00 37.50 7.00 2.00 0.00 64.50 2.00 16.00 37.50 7.00 2.00 0.00 64.50 65.00 64.50 64.50 64.50 64.50 Actual FY 2012 Actual FY 2013 Budget FY 2014 Total Personnel EXPENSES BY ACTIVITY Administration Records Communication Property Planning and Research Total Expenses EXPENSES BY CATEGORY OPERATING RESULTS Budget FY 2015 561,980 881,996 2,489,246 572,364 167,519 650,975 991,468 3,260,567 592,532 166,501 629,983 935,523 3,039,264 637,155 165,488 488,286 1,002,949 3,029,046 616,961 166,134 $ 4,128,836 $ 4,673,105 $ 5,662,043 $ 5,407,413 $ 5,303,376 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 3,677,388 413,948 37,500 4,029,485 596,198 47,422 4,811,024 701,019 150,000 4,544,671 712,742 150,000 4,748,245 555,131 - $ 4,128,836 $ 4,673,105 $ 5,662,043 $ 5,407,413 $ 5,303,376 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Total Revenues Total Expenses 38,251 4,128,836 Net Operating Result Projected FY 2014 Budget FY 2015 164,745 875,683 2,410,159 538,209 140,040 Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2014 39,143 4,673,105 25,000 5,662,043 28,000 5,407,413 25,000 5,303,376 $ (4,090,585) $ (4,633,962) $ (5,637,043) $ (5,379,413) $ (5,278,376) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2012 FY 2013 FY 2014 146 FY 2015 Table of Contents Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2015 Gilbert Youth and Adult Resources (GYAR) provides a comprehensive counseling program to Gilbert residents as well as persons referred by the Gilbert Police Department, Gilbert Municipal Court, or Gilbert Fire Rescue 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. z z z z z z ACCOMPLISHMENTS FY 2014 z z z z z z z z z z 3,800+ clients were provided with GYAR services Handled 112 crisis calls Conducted outreach to 700+ victims by offering counseling services Provided 14 community youth diversion classes, 10 adolescent life fundamentals classes, and 10 adolescent drug and alcohol classes Launched parent outreach by way of a drug education class for parents of teens (when their teen is a referred client of GYAR) Conducted court ordered counseling services within 30 days of court’s order Recidivism rate for domestic violence clients 3% Recidivism rate for juvenile status offenders 1% (.09%) Developed danger assessment protocol for intimate partner domestic violence cases z z z Provide a minimum of 15,000 units of individual, family, and group counseling (a unit is ½ hour of counseling) Provide an adolescent life fundamentals program Provide services to at least 4,000 citizens Offer services to a minimum of 1,000 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 (e.g., alcohol, tobacco and curfew) for juvenile offenders who complete the GYAR 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 and/or court order Conduct danger assessments on intimate partner domestic violence cases – to identify those cases where early contact with domestic violence victims is prudent BUDGET NOTES There were no significant changes to the Counseling budget in FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Counseling units of service – individual and group 21,336 18,500 14,462 15,000 Cost per counseling unit Victims offered services $35.79 1,392 $38.00 1,200 $65.00 700 $65.00 1,000 Number of crisis calls handled Average callout response time % of youth violence referrals completing the program successfully Total clients served 86 100 112 100 25.12 min 25.00 min 21.00 min 25.00 min 95% 95% 95% 95% 4,761 4,300 3,800 4,000 147 Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Services Total Personnel EXPENSES BY ACTIVITY Counseling Services Actual FY 2012 Actual FY 2013 Budget FY 2014 8.50 8.50 8.50 8.50 8.50 8.50 8.50 8.50 8.50 8.50 Actual FY 2012 Actual FY 2013 Budget FY 2014 763,678 $ Total Expenses 763,678 815,861 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 763,678 Total Revenues Total Expenses $ 386,416 763,678 Net Operating Result $ 938,234 (377,262) $ 815,861 $ 866,610 Actual FY 2013 938,234 (421,313) $ $ 866,610 325,000 938,234 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2014 148 $ (516,610) $ $5.00 FY 2013 899,898 16,705 - 350,000 866,610 (613,234) $ FY 2015 916,603 Budget FY 2015 Projected FY 2014 COST PER CAPITA FY 2012 $ 829,883 36,727 - Budget FY 2014 394,548 815,861 916,603 Projected FY 2014 912,129 26,105 $ Budget FY 2015 866,610 Budget FY 2014 779,226 36,635 - Actual FY 2012 OPERATING RESULTS $ Budget FY 2015 Projected FY 2014 938,234 Actual FY 2013 703,376 60,302 - Total Expenses 815,861 Projected FY 2014 916,603 Budget FY 2015 350,000 916,603 (566,603) Table of Contents Investigations PURPOSE STATEMENT z 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. ACCOMPLISHMENTS FY 2014 z z z z z z z z z Exceeded national average for clearance rates for violent crimes Exceeded national average for clearance rates for property crimes Created a surveillance detective position to more effectively and efficiently track and apprehend criminal suspects, and missing and endangered persons Partnered with Mesa Lab for DNA and other testing, which is now providing significantly faster analysis returns, for quicker follow up on criminal cases OBJECTIVES FY 2015 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 Data-Driven Approaches to Crime and Traffic Safety (DDACTS) and Intelligence Led Policing (ILP) meetings, and bulletins, to enhance proactive enforcement and crime prevention z z z z z z Maintain or exceed a clearance rate which is higher than the national average for violent crimes Maintain or exceed a clearance rate which is higher than the national average for property crimes Maintain or exceed a clearance rate for violent crimes compared to previous year Maintain or exceed a clearance rate for property crimes compared to previous year Implement fingerprint identification services with Mesa Lab Verify address information on all registered sex offenders registered in Gilbert within time limits established by policy and law based on classification BUDGET NOTES FY 2015 budget includes addition of latent fingerprint services in the Mesa Crime Lab for $160,000 per year. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Clearance rate – Violent Crimes 60.3% 58.8% 66.1% 67.7% Clearance rate – Property Crimes 22.4% 21.6% 23.6% 23.6% Total number of cases 874 1,013 1,054 1,094 Total number of arrests/complaints Total number of cases inactivated 573 330 262 306 353 367 400 382 Percentage of cases inactivated 37.8% 30.2% 35.2% 35.0% Total number of search warrants 64 104 114 110 PERFORMANCE MEASURES 149 Table of Contents Investigations PERSONNEL BY ACTIVITY General Investigations Persons Crimes - CSCU Persons Crimes - VCU Property Crimes Intel and Analysis Unit Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY General Investigations Persons Crimes - CSCU Persons Crimes - VCU Property Crimes Intel and Analysis Unit Total Expenses Budget FY 2014 Projected FY 2014 3.00 10.00 8.00 10.00 7.00 30.00 8.00 4.00 9.00 7.00 10.00 9.00 31.00 8.00 4.00 9.00 7.00 10.00 9.00 31.00 8.00 4.00 10.00 7.00 10.00 8.00 31.00 8.00 4.00 10.00 7.00 10.00 9.00 32.00 8.00 38.00 39.00 39.00 39.00 40.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 1,131,221 1,035,345 948,175 1,258,821 752,071 1,215,153 1,150,230 1,064,502 1,375,555 911,314 1,184,429 1,211,921 1,040,087 1,420,308 816,041 1,359,044 1,260,881 1,065,533 1,375,088 968,465 $ 4,372,684 $ 5,125,633 $ 5,716,754 $ 5,672,786 $ 6,029,011 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Personnel Supplies & Contractual Capital Outlay 4,094,985 277,699 - 4,359,542 766,091 - 4,862,549 854,205 - 4,844,152 828,634 - 5,030,561 998,450 - $ 4,372,684 $ 5,125,633 $ 5,716,754 $ 5,672,786 $ 6,029,011 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2013 613,100 1,000,786 959,415 1,113,281 686,102 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 3,726 4,372,684 8,739 5,125,633 5,716,754 6,000 5,672,786 6,029,011 $ (4,368,958) $ (5,116,894) $ (5,716,754) $ (5,666,786) $ (6,029,011) COST PER CASE $7,500.00 $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2012 FY 2013 FY 2014 150 FY 2015 Table of Contents Special Enforcement PURPOSE STATEMENT OBJECTIVES FY 2015 The Special Enforcement section provides support and addresses problem areas and crime trends through the use of data, research and specialized equipment. It is comprised of Crime Suppression Team, School Resource Officers (SRO), Day and Night Traffic Teams, Traffic Investigations Unit, as well as the Civilian Patrol Technicians (CPT). z z z z ACCOMPLISHMENTS FY 2014 z z z z Successfully hired two civilian patrol technicians in FY2014 Completed Data Driven Approach to Crime and Traffic Safety (DDACTS) II program, meeting two of three goals Worked jointly with other agencies (city, state and federal) to apprehend violent offenders Participated in numerous multi-agency holiday DUI task forces. Maintain school resource officer staffing for all Town of Gilbert junior and high schools Maintain or reduce traffic collision rates based upon collisions per thousand population Maintain or reduce alcohol/drug related traffic collision rates based upon alcohol/drug related collisions per thousand population Add two civilian patrol support positions to improve the department's capacity to efficiently investigate collisions and effectively process crime scenes BUDGET NOTES The FY2015 budget includes the addition of two Civilian Patrol Technicians and the associated onetime expenses, including an outfitted vehicle and other start-up costs. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Number of DUI arrests 1,803 2,025 2,100 2,200 Alcohol related collisions per thousand residents 1.49 1.26 1.00 .90 48,608 11.1 54,008 11.9 56,000 11.5 58,000 11.7 PERFORMANCE MEASURES Traffic contacts Collisions per thousand residents 151 Table of Contents Special Enforcement PERSONNEL BY ACTIVITY Crime Suppression Traffic Unit School Programs Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY Crime Suppression Traffic Unit School Programs Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 3.00 18.00 12.00 33.00 0.00 12.00 18.00 12.00 42.00 0.00 12.00 18.00 12.00 42.00 0.00 12.00 18.00 12.00 42.00 0.00 12.00 18.00 12.00 42.00 0.00 33.00 42.00 42.00 42.00 42.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 376,609 1,859,319 1,083,773 1,270,449 2,234,958 1,070,686 1,489,803 2,593,470 1,267,223 1,513,552 2,664,218 1,066,005 1,495,030 2,445,020 1,227,017 $ 3,319,701 $ 4,576,093 $ 5,350,496 $ 5,243,775 $ 5,167,067 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 3,073,895 245,806 - 4,300,118 275,975 - 4,960,661 349,835 40,000 4,873,702 319,863 50,210 4,830,122 326,745 10,200 $ 3,319,701 $ 4,576,093 $ 5,350,496 $ 5,243,775 $ 5,167,067 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,376,636 3,319,701 1,677,467 4,576,093 1,400,000 5,350,496 1,295,000 5,243,775 1,300,000 5,167,067 $ (1,943,065) $ (2,898,626) $ (3,950,496) $ (3,948,775) $ (3,867,067) 152 Table of Contents Tactical Operations PURPOSE STATEMENT z The Gilbert Police Department Tactical Operations Section is comprised of three units: SWAT, Special Investigations, and Criminal Apprehension. SWAT provides tactical support to other police department units and assists with executing high-risk warrants, barricaded suspects, hostage situations or any incident in which there is increased danger to the public. The Criminal Apprehension Team (CAT) provides direct support to other Investigations units and apprehends wanted felons. The Special Investigations Team (SIT) works to suppress organized crime, narcotics trafficking and vice. All CAT and SIT members are trained SWAT members. OBJECTIVES FY 2015 z z z ACCOMPLISHMENTS FY 2014 z z z z Using federal funds through a Urban Areas Security Initiative (UASI) grant, ballistic vests were purchased for the SWAT team’s tactical paramedics 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 elements of SWAT by sending all SWAT specialty officers (breachers, paramedics, negotiators, and snipers) through annual advanced officer training in their respective fields Acquired a secondary armored vehicle through the US Military’s Defense Reutilization and Marketing Office (DRMO) program, which will serve as a backup vehicle or a second on-scene piece of armor for situations requiring more than one Acquired 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 z z 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 Provide specialized tactical medicine to all new SWAT paramedics BUDGET NOTES A grant proposal was submitted for the UASI grant funds to purchase ballistic vests and cover back fill overtime so that SWAT paramedics would be properly equipped and trained. This effort will continue into the next federal fiscal year, as additional grant opportunities become available and are approved by Town Council. In FY2015, one police officer position was moved to Investigations; there is a corresponding decrease in FTE. Additional funding approved in FY 2015 for SWAT Medic training. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 % of special operations members trained in knowledge, skills and abilities 100% 100% 100% 100% Number of special operations members completing the course of instruction 28 32 31 31 Number of tactical operations Training hours 7 260 6 260 6 260 7 260 Total Special Investigations Team cases 186 200 180 170 153 Table of Contents Tactical Operations PERSONNEL BY ACTIVITY SWAT Crime Apprehension Special Investigations Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY SWAT Crime Apprehension Special Investigations Total Expenses Budget FY 2014 Projected FY 2014 0.00 7.00 6.00 13.00 0.00 0.00 7.00 6.00 13.00 0.00 0.00 7.00 6.00 13.00 0.00 0.00 7.00 6.00 13.00 0.00 0.00 6.00 6.00 12.00 0.00 13.00 13.00 13.00 13.00 12.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 139,544 840,173 670,419 153,539 904,815 822,693 153,715 927,226 798,155 227,024 802,209 835,242 $ 1,615,649 $ 1,650,136 $ 1,881,047 $ 1,879,096 $ 1,864,475 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Personnel Supplies & Contractual Capital Outlay 1,298,619 317,030 - 1,386,525 263,611 - 1,606,032 275,015 - 1,627,518 251,578 - 1,528,585 335,890 - $ 1,615,649 $ 1,650,136 $ 1,881,047 $ 1,879,096 $ 1,864,475 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2013 140,808 773,827 701,014 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 1 1,615,649 1,650,136 1,881,047 1,879,096 1,864,475 $ (1,615,648) $ (1,650,136) $ (1,881,047) $ (1,879,096) $ (1,864,475) COST PER SWAT TACTICAL OPERATION $40,000.00 $30,000.00 $20,000.00 $10,000.00 $0.00 FY 2012 FY 2013 FY 2014 154 FY 2015 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 manmade crises through community education, fire code compliance, emergency management, fire suppression, rescue, and emergency medical services. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government ORGANIZATIONAL CHART FIRE DEPARTMENT Operations EOC Fire Prevention Operations Prevention Training Public Education Investigations 155 Table of Contents Fire Department PERSONNEL BY DIVISION Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Administration Operations Prevention Emergency Operations 6.00 182.00 6.50 2.50 6.00 182.00 6.50 2.50 6.00 186.00 6.50 2.50 5.00 185.00 9.50 1.50 5.00 185.00 9.50 1.50 197.00 197.00 201.00 201.00 201.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 665,823 19,599,602 635,098 284,437 782,984 20,599,393 673,627 282,511 716,134 23,282,468 750,932 320,201 630,630 23,332,002 731,018 325,112 718,001 24,436,968 1,037,372 237,482 $ 21,184,960 $ 22,338,515 $ 25,069,735 $ 25,018,762 $ 26,429,823 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 18,719,164 2,450,476 15,320 19,832,383 2,493,792 12,340 22,553,125 2,516,610 - 22,477,055 2,517,980 23,727 22,511,713 3,918,110 - $ 21,184,960 $ 22,338,515 $ 25,069,735 $ 25,018,762 $ 26,429,823 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,198,636 21,184,960 1,375,873 22,338,515 1,227,290 25,069,735 1,421,000 25,018,762 1,392,691 26,429,823 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 $(19,986,324) $(20,962,642) $(23,842,445) $(23,597,762) $(25,037,132) 156 Table of Contents Operations PURPOSE STATEMENT OBJECTIVES FY 2015 The Fire and Rescue 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. z z z ACCOMPLISHMENTS FY 2014 z z z z z z z z z z Maintained a sub four-minute response time average to emergency incidents Completed a number of communications upgrades in fire stations and apparatus Delivered 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 Inspected all fire hydrants in the town of Gilbert, using a new computerized method for efficiency Delivered Emergency Operations Center training to designated Gilbert employees Completed Function EOC Exercise by participation in the Statewide EOC Functional Exercise November 2, 2013 Awarded Leadership in Energy and Environmental Design (LEED) Gold status for Fire Station 10 Awarded the Showcase in Excellence Award for process improvement in relation to electronic care patient reporting (FIREDOX) Reorganized structure of department to better align with town and department visions, and to provide best in class service as efficiently as possible z z z z z z 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 Continue to look for opportunities to implement processes that improve effectiveness and efficiency Complete relocation of Fire Station #7 Identify and employ metrics related to fiscal and operational effectiveness Continue to identify ways to expand utilization of credentialed volunteers in support of Field Operations and other department uses Increase the citizen knowledge and awareness of Gilbert's Emergency Management Program through education and outreach Complete an Insurance Services Office (ISO) review to improve the ISO rating Expanded utilization of 40-hour fire company during peak call times BUDGET NOTES Reorganization of department structure was completed with no change in total number of positions. One-time funds totaling $1,100,000 for replacement of cardiac monitors and self contained breathing apparatus are included in FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Average response time from apparatus en route to on scene (travel time in min: sec) 3:49 3:47 3:50 3:53 Average time from dispatch to fire unit en route (turnout time in minutes : seconds) 1:10 1:07 1:07 1:07 % of time second due fire unit arrives within 6 minutes (travel time) 80% 77% 80% 80% Training hours per operations employee 319 261 300 300 0.55 20,873 0.40 22,824 0.49 20,000 0.50 21,500 $454,823 $505,329 $444,800 $480,310 PERFORMANCE MEASURES Structure fires per 1,000 population Total volunteer participation hours Value, in dollars, of volunteer support 157 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 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 6.00 176.00 6.00 176.00 6.00 180.00 5.00 180.00 5.00 180.00 182.00 182.00 186.00 185.00 185.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 764,738 18,834,864 858,529 19,740,864 850,699 22,431,769 966,917 22,365,085 737,833 23,699,135 $ 19,599,602 $ 20,599,393 $ 23,282,468 $ 23,332,002 $ 24,436,968 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 17,293,691 2,290,591 15,320 18,277,608 2,309,445 12,340 20,933,772 2,348,696 - 20,984,531 2,337,058 10,413 20,725,732 3,711,236 - $ 19,599,602 $ 20,599,393 $ 23,282,468 $ 23,332,002 $ 24,436,968 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,128,451 19,599,602 1,284,451 20,599,393 1,172,290 23,282,468 1,321,000 23,332,002 1,320,691 24,436,968 $(18,471,151) $(19,314,942) $(22,110,178) $(22,011,002) $(23,116,277) Net Operating Result COST PER CAPITA $120.00 $100.00 $80.00 $60.00 $40.00 $20.00 $0.00 FY 2012 FY 2013 FY 2014 158 FY 2015 Table of Contents Prevention PURPOSE STATEMENT OBJECTIVES FY 2015 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. z ACCOMPLISHMENTS FY 2014 z z z z z Adoption of the 2012 Fire Code Incorporated a volunteer into the inspection process Conducted a six-month inspection on all hood systems to ensure proper cleaning and certification 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 z z z Conduct annual fire inspection of all high hazard occupancies within the Town of Gilbert, with Fire Operations conducting 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 Evaluate a system to track and store all fire protection inspections conducted by the fire protection companies Establish an on-line payment system for fire permits and fees Incorporate additional volunteers in support of Prevention activities BUDGET NOTES During FY 2014, a departmental reorganization was implemented which resulted in a transfer for 3 FTE from other Fire divisions. No other significant changes were made to the FY 2015 budget. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 % of total commercial occupancies inspected 42% 30% 76% 82% Arson fires per 1,000 population .045 .031 .017 .025 85 82 71 71 PERFORMANCE MEASURES Public education contacts per 1,000 population 159 Table of Contents Prevention Actual FY 2012 Actual FY 2013 Budget FY 2014 Prevention Public Education Investigations 5.50 1.00 0.00 5.50 1.00 0.00 5.50 1.00 0.00 6.00 3.50 0.00 6.00 3.50 0.00 Total Personnel 6.50 6.50 6.50 9.50 9.50 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Prevention Public Education Investigations 514,736 104,052 16,310 $ Total Expenses 635,098 542,394 107,948 23,285 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 635,098 Total Revenues Total Expenses $ 57,944 635,098 $ Net Operating Result 750,932 (577,154) $ $ Budget FY 2014 600,725 72,902 - Actual FY 2012 OPERATING RESULTS $ 673,627 Actual FY 2013 750,932 $ Budget FY 2014 78,452 673,627 (595,175) $ 45,000 750,932 (705,932) $ $3.00 $2.00 $1.00 $0.00 160 731,018 $ 1,037,372 Budget FY 2015 649,664 81,354 - 950,482 86,890 - 731,018 $ 1,037,372 (656,018) $ $4.00 FY 2014 622,409 382,948 32,015 75,000 731,018 $5.00 FY 2013 583,557 119,295 28,166 Projected FY 2014 ANNUAL FIRE PREVENTION COST PER CAPITA FY 2012 Budget FY 2015 Projected FY 2014 665,742 85,190 $ Budget FY 2015 Projected FY 2014 596,602 123,405 30,925 Actual FY 2013 567,648 67,450 - Total Expenses 673,627 Projected FY 2014 FY 2015 Budget FY 2015 62,000 1,037,372 (975,372) Table of Contents Parks and Recreation _________________________________ Parks and Recreation Summary Facilities Maintenance 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. 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 Facilities Maintenance, social service contracts, administers the Community Development Block Grant (CDBG) program, and oversees library contracts. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government ORGANIZATIONAL CHART PARKS AND RECREATION Parks and Open Space Facilities Maintenance Parks Maintenance CDBG/HOME PKID Maintenance Neighborhood Services Aquatics Riparian Programs 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 161 Table of Contents Parks and Recreation PERSONNEL BY DIVISION Administration Neighborhood Services Facilities Maintenance Parks and Open Space Aquatics Recreation Centers Recreation Programs Total Personnel EXPENSES BY DIVISION Administration Neighborhood Services Facilities Maintenance 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 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 7.55 1.00 11.00 29.86 20.42 35.54 6.07 8.60 1.00 11.00 30.83 20.42 35.54 6.82 9.85 1.00 11.00 31.88 20.42 37.50 6.82 9.85 1.00 11.00 31.88 20.42 37.50 6.82 9.84 1.00 11.00 31.88 17.98 38.54 6.82 111.44 114.21 118.47 118.47 117.06 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 705,448 107,317 2,438,469 3,767,154 752,151 5,177,096 755,824 758,806 101,523 2,653,917 3,734,308 797,685 5,406,564 840,198 1,039,622 105,793 2,663,776 4,275,342 1,059,541 6,141,642 980,559 954,317 105,753 2,712,170 4,315,741 980,927 6,145,495 945,469 997,142 109,921 3,125,720 4,553,119 990,181 6,328,611 988,486 $ 13,703,459 $ 14,293,001 $ 16,266,275 $ 16,159,872 $ 17,093,180 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 5,335,821 8,367,638 - 5,572,893 8,720,108 - 6,588,966 9,677,309 - 6,328,618 9,831,254 - 6,574,566 10,467,614 51,000 $ 13,703,459 $ 14,293,001 $ 16,266,275 $ 16,159,872 $ 17,093,180 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 3,204,345 13,703,459 3,561,321 14,293,001 3,505,520 16,266,275 2,786,000 16,159,872 3,036,000 17,093,180 $(10,499,114) $(10,731,680) $(12,760,755) $(13,373,872) $(14,057,180) 162 Table of Contents Facilities Maintenance PURPOSE STATEMENT OBJECTIVES FY 2015 To maintain and repair assigned facilities and associated systems and equipment in proper working order for the safety and effective use of facilities and to respond to facility maintenance and repair needs of customers. z z ACCOMPLISHMENTS FY 2014 z z z z Coordinated with various departments to complete necessary repairs and maintenance at the numerous facilities and related systems Remodeled the downstairs lobby of the Municipal Center Slurry sealed the Public Safety parking lot z Complete Municipal Center improvements to include; upgrading Council Chamber lighting, replacing Council Chamber seating and carpet, and replacing cooling system controls and valves Increase the useful life of the roof at the Public Works facility by applying foam material to structure Install new batteries in the UPS backup system, and replace two 8-channel video receivers for the security camera fiber in the Public Safety Center Implement findings of the threat assessment performed by Police and Fire departments BUDGET NOTES One-time funding for FY 2015 include upgrades to the Council Chambers, a new A/C unit at the Municipal Center, and foam installation for the Public Works Facility roof, and one new vehicle. There are no significant changes in the personnel budget. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Number of emergency call outs Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Economic Development Projected FY 2014 High Performing Government Anticipated FY 2015 38 36 37 36 Average time spent per emergency 1 hour 2 hours 2 hours 2 hours Cost per square foot - Municipal Center I (51,050 square feet) $7.01 $7.45 $8.93 $12.15 Cost per square foot - Public Works Facility (33,000 square feet) $4.55 $4.51 $5.06 $7.08 $2.86 $2.89 $3.11 $3.08 $4.22 $4.80 $4.44 $5.03 $2.35 $2.62 $2.20 $2.09 $2.44 $2.26 $3.10 $3.10 Cost per square foot - Municipal Center II (51,500 square feet) Cost per square foot - Public Safety Center (178,00 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) 163 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 758,421 357,794 150,135 147,109 751,687 202,481 52,360 18,482 839,126 380,353 148,676 148,955 854,472 225,545 39,667 17,123 980,465 375,000 156,916 139,060 777,685 175,480 35,660 23,510 891,032 456,081 166,992 160,002 790,866 189,198 34,489 23,510 979,010 620,300 233,735 158,560 894,965 179,980 35,660 23,510 $ 2,438,469 $ 2,653,917 $ 2,663,776 $ 2,712,170 $ 3,125,720 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 716,145 1,722,324 - 769,252 1,884,665 - 823,115 1,840,661 - 832,074 1,880,096 - 850,960 2,246,760 28,000 $ 2,438,469 $ 2,653,917 $ 2,663,776 $ 2,712,170 $ 3,125,720 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 237,181 2,438,469 247,850 2,653,917 220,000 2,663,776 253,000 2,712,170 253,000 3,125,720 $ (2,201,288) $ (2,406,067) $ (2,443,776) $ (2,459,170) $ (2,872,720) Net Operating Result COST PER SQUARE FOOT OF FACILITIES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2012 FY 2013 FY 2014 164 FY 2015 Table of Contents Parks and Open Space PURPOSE STATEMENT z 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, multi-purpose play areas, playgrounds, sport courts ( volleyball, tennis, basketball), skate park, dog parks, lakes, trails, and picnic areas. Gilbert Parks services provides high quality, broad-based parks, facilities, programs, and services creating a sense of community, enabling a safe and secure environment, and enhancing Gilbert's quality of life. ACCOMPLISHMENTS FY 2014 z z z z z z z OBJECTIVES FY 2015 z z z z Completed major renovation projects at Freestone Park including: replacement of the ball field lights, main playground structure, and basketball courts Completed minor repair and maintenance projects at Freestone park including: painting the backstops, dugouts. restrooms and concessions stands, repairing railing areas and replacing the roof on the concession stand Installed new railings at Freestone ball fields and the Freestone Recreation Center Obtained a grant to assist in the purchase and installation of a shade structure at Crossroads dog park Upgraded acid injectors at Crossroads Park and the Riparian at Water Ranch Installed fresh sand and wood chips at Town of Gilbert playgrounds for safety compliance Completed concrete repairs at numerous parks including Crossroads, Freestone, Discovery, McQueen and Cosmo Dog Park Completed design of trail improvements to the Heritage Trail (Consolidated Canal) from the Western Canal to Warner Road and the trail improvements to the Western Canal west of McQueen Road z z z z z Update the Gilbert "Parks Handbook", which includes standards, task frequencies, inspection schedules, and maintenance schedules Replace aging utility vehicles with new units Complete the Long Range Infrastructure Plan Upgrade filtration system for the irrigation systems at the Riparian and SERL Library Install a minimum of one shade structure at Cosmo Dog Park (beach area) Complete the dredging/cleaning of the lake at Cosmo Dog Park Customize the Lucity work order system to meet the needs of the Parks Department Complete fence repairs for the ball fields at Crossroads Park Provide training for parks staff to include irrigation, equipment, electrical systems and sports turf BUDGET NOTES The FY 2015 budget contains one-time funding of $163,000 for parking lot repairs at Crossroads Park, McQueen Park, and the Soccer Complex. Other onetime funding included in the supplies and contractual budget include upgrades to the pump station and shade structure at Crossroads Park and upgrades to the active areas at Cosmo Dog Park. There are no significant changes in the personnel budget. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Increase Ramada rentals Increase number of coalition bookings in neighborhood parks Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 771 828 729 750 0 0 2 10 165 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 29.86 30.83 31.88 31.88 31.88 29.86 30.83 31.88 31.88 31.88 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 3,767,154 3,734,308 4,275,342 4,315,741 4,553,119 $ 3,767,154 $ 3,734,308 $ 4,275,342 $ 4,315,741 $ 4,553,119 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,632,220 2,134,934 - 1,648,986 2,085,322 - 1,851,728 2,423,614 - 1,728,356 2,587,385 - 1,870,484 2,659,635 23,000 $ 3,767,154 $ 3,734,308 $ 4,275,342 $ 4,315,741 $ 4,553,119 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 434,762 3,767,154 623,165 3,734,308 572,220 4,275,342 581,000 4,315,741 552,000 4,553,119 $ (3,332,392) $ (3,111,143) $ (3,703,122) $ (3,734,741) $ (4,001,119) Net Operating Result COST PER CAPITA $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2012 FY 2013 FY 2014 166 FY 2015 Table of Contents Aquatics PURPOSE STATEMENT z 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 spring and summer activities for both youth and adults of Gilbert. OBJECTIVES FY 2015 z z ACCOMPLISHMENTS FY 2014 z z z z z z z Expanded pool rental system for Mesquite Aquatic Center to accept rentals throughout aquatic season Introduced pool special events and dive in movies for the Summer 2013 season, increasing program impacts and offering a wider variety of aquatic programming to the general public. Events included Greenfield Water Carnival, Williams Field Pool Pirate Party, and Dive in Movies at Mesquite Pool Expanded the swim lesson program to include swim lessons in May at Greenfield Pool Completed drain upgrades at Greenfield, Williams Field, and Perry pools Amended Gilbert Junior High pool intergovernmental agreement to which eliminated costs of operation and maintenance of the pool Record number of swim participants (1,503) in summer swim team program, an increase of 5% Dive team program participation increased 14% to 175 youths Southwest Ambulance Pool PAC drowning prevention PSA was produced at Williams Field Pool z z z Demolition of Gilbert Junior High pool Complete renovation and repairs to Mesquite Aquatic Center to include decking and plaster repairs on a facility Expand preseason swim/dive team programs to all locations, utilizing the shoulder season to offer additional use to the community Offer an expanded Guard Start program to assist with staff development and train future staff members Complete facility maintenance at Perry, Williams Field, and Greenfield Pools that includes repainting of pool decks to extend their usable life BUDGET NOTES During FY 2014, staff completed a staffing analysis to determine proper FTE based on current practices. As a result, there is a reduction of FTE budgeted in FY 2015 for Aquatics. A portion of reduced hours were reallocated to other Recreation cost centers. One-time funds in the amount of $25,000 are budgeted for the demolition of Gilbert Junior High pool due to age and condition. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Increase attendance at recreation swim 36,297 34,910 36,000 37,000 Increase number of swim lesson participants 6,987 7,119 7,200 7,500 Increase swim team participation 1,430 1,503 1,575 1,600 167 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 2014 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 0.00 5.13 4.25 4.19 4.41 20.42 20.42 20.42 20.42 17.98 Actual FY 2012 Actual FY 2013 Budget FY 2014 752,151 $ Actual FY 2012 Personnel Supplies & Contractual Capital Outlay $ 752,151 $ Actual FY 2012 Total Revenues Total Expenses 398,893 752,151 $ 22,629 239,696 200,509 166,277 168,574 78,657 298,082 235,812 218,047 228,943 797,685 $ 1,059,541 Actual FY 2013 511,956 240,195 - OPERATING RESULTS Net Operating Result Actual FY 2013 24,297 190,891 190,945 161,958 184,060 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 (353,258) $ 759,373 300,168 - 797,685 $ 1,059,541 Actual FY 2013 411,392 797,685 (386,293) $ Budget FY 2015 Projected FY 2014 Budget FY 2015 3,982 281,254 247,661 220,233 227,797 $ Budget FY 2014 548,244 249,441 - 168 Projected FY 2014 980,927 25,000 275,619 250,360 219,394 219,808 $ Projected FY 2014 Budget FY 2015 756,610 224,317 $ Budget FY 2014 466,500 1,059,541 (593,041) $ 980,927 990,181 694,973 295,208 $ Projected FY 2014 422,000 980,927 (558,927) $ 990,181 Budget FY 2015 420,000 990,181 (570,181) Table of Contents Recreation Centers PURPOSE STATEMENT z 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. ACCOMPLISHMENTS FY 2014 z z z z OBJECTIVES FY 2015 z z Completed Freestone Recreation Center facility improvements to include new fitness equipment, shade structure over the Kiddy Corner, installed speed bumps, new LED electronic monument sign at the Guadalupe entrance, racquetball court resurfacing, track repairs, restroom and locker room counter top repairs and a new aerial lift Enhanced security measures at the McQueen Park Activity Center, Gilbert Community Center, Freestone Recreation Center and the Southeast Regional Library by adding new cameras for coverage and replacing those that were outdated and ineffective In conjunction with Gilbert Police and Gilbert Fire and Rescue, conducted threat assessments at the McQueen Park Activity Center, Gilbert Community Center, Freestone Recreation Center, and the Southeast Regional and Perry Libraries. Plans are now in place for lockdown rooms and facility security should there ever be a need to activate in an emergency situation Completed the major floor renovation and repair project at the McQueen Park Activity Center. This included new flooring in all three multipurpose rooms, two classrooms, Kiddie Korral, front lobby and gym lobby and restroom areas Enhanced Independent Contractor class offerings to help grow and build partnerships with local businesses. There are now over 30 contractors working with us in class programs z z z Revise and implement new indoor rental fee structures for the facilities Complete assessment to determine new room construction needs at the Southeast Regional Library in order to accommodate staff and program changes related to the Riparian Coordinate and schedule on site safety trainings for staff at all facilities pertaining to workplace violence and active shooter situations Complete facility repairs, updates and modifications in all centers as recommended by a third party safety inspector Continue comprehensive reviews of all center policies and procedures BUDGET NOTES Personnel costs increase as a result of additional seasonal Recreation Leader and Senior Recreation Leader hours at the various Centers. Increases in supplies and contractual are as a result of one-time funds to resurface the gymnasium floors at Freestone Recreation Center and McQueen Activity Center as well as additional security measures at the various Centers. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Increase annual participation at Freestone Recreation Center Increase total number of Independent Contractor contracts in place for class programs Increase total number of passes sold (annual, 6 month, monthly) at the Freestone Recreation Center Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 236,141 242,346 243,098 243,750 30 32 33 34 7,619 7,628 7,904 8,022 169 Table of Contents Recreation Centers PERSONNEL BY ACTIVITY Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Perry Branch Library Total Personnel EXPENSES BY ACTIVITY Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Perry Branch Library Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 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 5.57 8.87 0.00 19.27 3.79 0.00 5.79 8.87 0.00 20.09 3.79 0.00 35.54 35.54 37.50 37.50 38.54 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 330,628 412,792 23,564 1,061,703 2,402,266 946,143 348,296 452,222 14,273 1,107,746 2,616,566 867,461 391,787 553,114 13,021 1,261,700 2,904,811 1,017,209 380,757 601,886 18,321 1,228,719 2,898,603 1,017,209 398,537 580,915 13,021 1,233,813 3,104,856 997,469 $ 5,177,096 $ 5,406,564 $ 6,141,642 $ 6,145,495 $ 6,328,611 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,385,945 3,791,151 - 1,413,138 3,993,426 - 1,689,966 4,451,676 - 1,599,063 4,546,432 - 1,748,915 4,579,696 - $ 5,177,096 $ 5,406,564 $ 6,141,642 $ 6,145,495 $ 6,328,611 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,626,476 5,177,096 1,703,671 5,406,564 1,641,000 6,141,642 1,072,000 6,145,495 1,236,000 6,328,611 $ (3,550,620) $ (3,702,893) $ (4,500,642) $ (5,073,495) $ (5,092,611) Net Operating Result COST PER PARTICIPANT - FREESTONE RECREATION CENTER $6.00 $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2012 FY 2013 FY 2014 170 FY 2015 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2015 To provide premium recreation services that contribute to community livability by promoting positive social/leisure opportunities to the residents of Gilbert, though diverse programs, activities and events. z z ACCOMPLISHMENTS FY 2014 z z z z z z Successful completion of streamlining the interdepartment permit process for special events Department staff successfully produced 3 new community events serving over 10,000 additional event goers (Gilbert Fall Carnival, Riparian After Dark and Martin Luther King Day Celebration) Special event staff processed permits and supported tourism in Gilbert by the coordination and facilitation of over 50 private producer run events Increased partnerships by creating and developing an agreement with the Power Ranch HOA community to offer additional recreational programming at their location Adaptive Recreation Cheerleading Team was awarded the Gold Medal at the Special Olympics State Competition The Youth Spring Ball Program increased 8% this year, to 850 registered participants from 2013 z z z z Improve the block party permit approval process to include communication and input from neighborhood residents effected by a block party event Staff will review procedures and make recommendations to improve the quality of the sports coalition, to include updating the sports coalition handbook Improve marketing and social media outlets to help increase community awareness of special events Reinstitute a professionally developed Recreation Guide for the department to include printed copies available for the public in each of five program sessions per year Increase participation in Special Olympics Bowling and Cheer State Competitions by 15% Increase the use of Freestone Park ball fields for adult sports leagues, tournaments, and outside rentals by 25% BUDGET NOTES There are no significant changes in the personnel budget as staffing levels have remained consistent since FY 2013. Increases in supplies and contractual include funding for outside facilities gymnasium rentals and a one-time appropriation of $5,000 for adult sports online class registration software. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Increase the number of community event sponsors supporting Town of Gilbert special events by 10% 42 44 51 56 0 2 5 7 30 33 40 46 Increase the number of marketing avenues used to advertise special events by introducing 2 new avenues per year. Number of athletes representing Team Gilbert at Special Olympics State Bowling and Cheer Competitions. 171 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 2014 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 0.86 1.71 3.57 0.00 0.68 0.00 6.07 6.82 6.82 6.82 6.82 Actual FY 2012 Actual FY 2013 Budget FY 2014 755,824 65,818 248,426 268,368 210,949 46,637 $ Actual FY 2012 Personnel Supplies & Contractual Capital Outlay $ 755,824 $ 506,955 755,824 $ $ (248,869) $ 840,198 $ 575,243 840,198 (264,955) $ 980,559 Budget FY 2015 76,469 242,721 291,496 282,322 52,461 $ 945,469 85,005 275,591 301,140 269,410 57,340 $ Projected FY 2014 505,234 475,325 - Actual FY 2013 172 980,559 Budget FY 2015 Projected FY 2014 Budget FY 2014 480,882 359,316 - Actual FY 2012 Total Revenues Total Expenses 840,198 Projected FY 2014 86,612 267,697 301,061 269,410 55,779 - Actual FY 2013 377,195 378,629 - OPERATING RESULTS Net Operating Result Actual FY 2013 91,139 235,920 353,923 20,048 39,519 15,275 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 Budget FY 2015 550,909 394,560 $ Budget FY 2014 605,800 980,559 (374,759) $ 945,469 988,486 501,161 487,325 $ Projected FY 2014 458,000 945,469 (487,469) $ 988,486 Budget FY 2015 535,000 988,486 (453,486) 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. Other Insurance This is the General Fund portion of the Public Entity Insurance package. Policies include Police Liability, Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Transportation Transportation 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. 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. Outside Agencies The purpose of Outside Agencies is to augment funding for various social service agencies that provide service in Gilbert. Staff reviews and scores each application received. Based on the outcome of the scoring process, a proposed recommendation is made to Council. Council has the ability to accept the staff proposal or modify the recommendations as they feel necessary. Copy Services The contract for the current copy services provider expires in FY 2015. An RFP for copy services will be issued to determine the most qualified and cost efficient vendor to provide these services. Pay for Performance/Step Increase Capital Projects Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional performance for all non-sworn Gilbert employees. All sworn Public Safety employees will be compensated based on years of service and performance. A one-time allowance is budgeted in FY 2015 for all nonsworn employees who demonstrate exceptional performance. An ongoing allowance has been budgeted for sworn Public Safety employees. Once the distribution has been determined, the funds will be transferred to the appropriate cost centers. The budget for Capital Projects is determined by the 2015-2019 Capital Improvement Program that was adopted by Council on June 5, 2014. The following projects require General Fund funding for FY 2015: Fire Station 7 Permitting System Elliott District Park Repairs Heritage Trail Middle Section Commerce Avenue Drainage Western Canal Trail Playground Replacements Security Access Upgrades Human Resources System Pool Repairs Pool Chemical Room Updates Police App/Network Support Powerline Trail Drainage Urban Lakes Renovation Detention Facility Pool Pump Pit Upgrades Playground/Park Replacements Fire Station Emergency Signals Freestone Ball Field Lighting Fire Station Connectivity Prosecutors Office Software $3,734,232 2,000,000 1,564,262 1,496,763 1,155,579 1,153,784 900,000 410,000 375,000 297,258 280,000 252,104 212,668 210,000 199,050 193,000 139,106 71,000 70,355 56,524 25,000 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. Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. Contingency for FY 2015 was calculated to equal the unassigned fund balance after all reserves were identified. More detail on these CIP projects can be found in the Capital Improvements section of this document. 173 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 1,262,740 393,786 2,776,188 - 451,408 309,573 3,063,821 - 350,000 356,500 8,333,000 3,447,860 5,000,000 8,044,000 350,000 479,500 2,054,610 3,554,860 - 350,000 493,500 14,795,685 4,609,670 5,000,000 10,647,500 $ 4,432,714 $ 3,824,802 $ 25,531,360 $ 6,438,970 $ 35,896,355 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 308,091 4,108,974 15,649 3,824,802 - 17,620,360 7,911,000 4,384,360 2,054,610 1,100,000 20,297,928 14,498,427 $ 4,432,714 $ 3,824,802 $ 25,531,360 $ 6,438,970 $ 35,896,355 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 340,511 4,432,714 14,947 3,824,802 25,531,360 590,000 6,438,970 35,896,355 $ (4,092,203) $ (3,809,855) $(25,531,360) $ (5,848,970) $(35,896,355) 174 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 2015. Total Operating Revenues Total Operating Expenses Operating Income (Loss) Water Wastewater $ 39,235,839 $ 24,448,662 (26,244,464) (17,772,107) $ (10,794,473) $ (1,795,802) $ (3,071,178) $ (10,794,473) Operating Transfers In $ (1,795,802) - Operating Transfers Out Net Income $ 14,700,929 (50,030,312) Non-Operating Revenues (Expenses) Income (Loss) Before Transfers Environmental Services Residential Commercial (3,231,788) $ $ (3,071,178) 920,000 (7,789,688) (1,161,004) $ (20,616,357) $ (8,665,490) $ (4,077,182) ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Water Environmental Services - Residential Wastewater Environmental Services - Commercial (768,557) - $ 155,000 (9,821,884) 175 $ 2,463,231 (768,557) (189,460) $ (958,017) Table of Contents Enterprise Funds Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial 119.25 41.68 71.22 7.28 118.20 41.68 71.72 7.28 118.20 44.68 76.22 7.28 117.95 44.68 76.22 7.28 116.45 45.39 76.72 7.28 Total Personnel 239.43 238.88 246.38 246.13 245.84 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 23,245,413 13,321,625 10,742,108 1,785,243 24,584,659 13,447,022 11,525,017 1,867,307 39,162,388 19,198,412 16,291,101 2,080,359 28,144,694 16,206,524 12,523,339 1,774,796 50,030,312 26,244,464 17,772,107 3,231,788 $ 49,094,389 $ 51,424,005 $ 76,732,260 $ 58,649,353 $ 97,278,671 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 15,561,884 33,429,631 102,874 15,763,496 35,337,110 323,399 18,239,539 44,045,261 14,447,460 16,501,138 39,050,118 3,098,097 18,237,502 48,105,557 30,935,612 $ 49,094,389 $ 51,424,005 $ 76,732,260 $ 58,649,353 $ 97,278,671 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 79,319,777 1,928,334 78,146,291 683,053 77,383,500 1,255,000 78,586,000 1,255,000 80,848,661 1,075,000 $ 81,248,111 $ 78,829,344 $ 78,638,500 $ 79,841,000 $ 81,923,661 49,094,389 16,665,310 51,424,005 19,637,359 76,732,260 16,591,216 58,649,353 16,591,216 97,278,671 18,962,036 Total Uses $ 65,759,699 $ 71,061,364 $ 93,323,476 $ 75,240,569 $116,240,707 Net Operating Result $ 15,488,412 $ 7,767,980 $(14,684,976) $ 4,600,432 PERSONNEL BY DIVISION EXPENSES BY DIVISION Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 176 $ (34,317,046) Table of Contents Enterprise Funds ENTERPRISE FUNDS BENCHMARKS WATER BENCHMARK Water WASTEWATER BENCHMARK Wastewater 4.2 billion gallons of reclaimed water produced & reused annually (estimated) ENVIRONMENTAL SERVICES BENCHMARK Environmental Services 21.3% diversion rate for 2013 177 Table of Contents 178 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. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Environmental Services Water Production Wastewater Distribution Quality Plant Production Well Production Water Resources Backflow 179 Conservation Metering Table of Contents Water 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 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 2.00 3.00 38.25 6.00 13.00 26.00 18.00 8.00 5.00 0.00 1.00 3.00 38.20 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 1.00 3.00 40.20 6.00 13.00 26.00 17.75 4.00 6.00 1.00 1.00 3.00 40.20 6.00 13.00 27.00 15.25 4.00 6.00 1.00 119.25 118.20 118.20 117.95 116.45 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 730,793 269,288 12,673,966 516,502 1,172,083 3,156,265 596,049 320,796 210,340 3,599,331 396,794 192,488 9,986,115 491,593 1,691,532 3,431,232 620,467 258,128 210,969 3,684,742 3,620,599 446,365 381,799 10,139,554 824,108 1,849,834 3,954,074 693,020 260,280 234,110 5,190,990 15,188,254 349,298 262,089 10,092,533 550,153 1,746,576 3,966,210 658,310 92,447 237,267 5,190,633 4,999,178 427,205 330,789 10,554,985 738,853 1,808,993 4,120,332 619,269 377,507 227,796 5,723,045 25,101,538 $ 23,245,413 $ 24,584,659 $ 39,162,388 $ 28,144,694 $ 50,030,312 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 6,676,923 16,543,628 24,862 6,680,144 17,610,768 293,747 7,640,134 21,551,794 9,970,460 6,805,511 19,874,058 1,465,125 7,686,696 21,476,338 20,867,278 $ 23,245,413 $ 24,584,659 $ 39,162,388 $ 28,144,694 $ 50,030,312 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 38,576,239 234,183 37,940,591 - 37,036,000 180,000 38,195,000 180,000 39,235,839 - $ 38,810,422 $ 37,940,591 $ 37,216,000 $ 38,375,000 $ 39,235,839 23,245,413 7,957,664 24,584,659 8,447,872 39,162,388 7,813,305 28,144,694 7,813,305 50,030,312 9,821,884 Total Uses $ 31,203,077 $ 33,032,531 $ 46,975,693 $ 35,957,999 $ 59,852,196 Net Operating Result $ 7,607,345 $ 4,908,060 $ (9,759,693) $ 2,417,002 Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 180 $(20,616,357) Table of Contents Conservation PURPOSE STATEMENT OBJECTIVES FY 2015 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. z z z ACCOMPLISHMENTS FY 2014 z z z z z Hosted the Town’s third 4th grade water education festival for Gilbert Public Schools students Held 4th “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 Reinstated the HOA Landscape Management Assistance Program (LMAP) z z z Develop a strategic plan for the Water Conservation Division to align town goals with the Arizona Department of Water Resources 4th Management Plan Expand educational program offerings to middle school aged students Continue to maintain compliance with the Arizona Department of Water Resources Non Per Capita Conservation Program requirements Increase interdepartmental cooperation for achieving greater water efficiency in town operations Increase student participation by approximately 70% to 3500 students annually Increase the number of residential audits by approximately 37% to 220 audits annually BUDGET NOTES Due to turnover of staff, vacant position were budgeted at the minimum of the range, resulting in an overall reduction in personnel and personnel related expenses. There are no other significant changes included in the FY 2015 budget. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Number of students participating in education programs Residential audits Number of HOAs participating in LMAP Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 2,910 1,088 2,050 3,500 298 12 130 2 160 15 220 22 181 Table of Contents Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Actual FY 2012 Actual FY 2013 Budget FY 2014 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 269,288 Total Expenses $ 192,488 269,288 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 269,288 $ 381,799 $ 192,488 $ 262,089 381,799 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2013 FY 2014 182 $ FY 2015 262,089 330,789 Budget FY 2015 205,926 56,163 - COST PER CAPITA FY 2012 330,789 Projected FY 2014 323,442 58,357 $ Budget FY 2015 262,089 Budget FY 2014 164,899 27,589 - Budget FY 2015 Projected FY 2014 381,799 Actual FY 2013 232,502 36,786 - Total Expenses 192,488 Projected FY 2014 279,432 51,357 $ 330,789 Table of Contents Production PURPOSE STATEMENT z 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 2014 z z z z z z z z z z z Updated/resubmitted the Risk Management Plan Reconditioned/cleaned infrastructure at North Water Treatment Plant (NWTP) Updated various standard operating procedures Replaced propeller water meters at eight well sites with mag meters to reduce cost of complying with the Water Delivery and Use Agreement Well Site 12 rehabilitated piping on booster station and well manifolds Well Site 12 replaced all valves and pipes in valve vault. Extend operators to above grade for emergency operational capability Well Sites 14,15, 17 had new chlorine buildings and chlorinators installed. Well Site 19-21 received various upgrades. Well Site 29 replaced chlorine generator to improve efficiency Well Site 22- Completed CIP for nitrate blending plan with Well 20 Well Site 25-Rehab of arsenic facility and contracted training for well technicians. This will allow better utilization of ground water in Zone 4 to reduce trihalomethane production Reservoir 27- Removed and rebuilt booster pumps 1 and 3 and improved on original design Well Site 31- Completed CIP for new reservoir and booster site and in zone 2 z Lindsay Road Reservoir and Turner Ranch Reservoir Sites - Completed CIP to design and install TTHM stripping systems to help meet mandatory MCL regulatory compliance Significantly reduced the operating cost of wells, by reducing the use of the Wells with remote Arsenic Treatment Facilities and increasing run time of more cost efficient well sites. Estimated cost savings of $50k OBJECTIVES FY 2015 z z z z z z z z Continue to 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 Maximize the use of surface water, only using groundwater to supplement total production for emergencies or to meet regulatory compliance Schedule and monitor sampling program for all designated Environmental Protection Agency parameters and contamination Respond to emergency customer contacts within one hour to minimize customer service disruption and property damage. This reduces the possibility of system contamination Prepare for the design phase of the 24 mgd expansion of the SVWTP Ongoing conditioning of the infrastructure at the NWTP Conduct chlorine assessment of the NWTP BUDGET NOTES The FY 2015 contractual increased due to the inclusion of maintenance for completed capital improvement projects related to plant operations. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Peak day demand (million gallons) Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 68 67 68 70 Daily average water production (million gallons) 43.00 42.5 44 45 # of exceeded MCL's for water quality 0 0 0 0 Average % of ground water production 25.46% 22.78% 23.00% 23.00% Average % of surface water production # of incidents/down-time considered a water outage 74.53% 77.21% 77.00% 77.00% 0 0 0 0 183 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 17.33 11.33 7.34 2.25 17.33 11.33 7.34 2.20 17.33 11.33 9.34 2.20 18.33 11.33 8.34 2.20 18.33 11.33 8.34 2.20 38.25 38.20 40.20 40.20 40.20 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 5,586,340 4,063,167 2,819,383 205,076 5,257,969 1,981,982 2,552,385 193,779 4,319,655 2,287,287 3,334,927 197,685 4,633,730 2,269,325 2,993,908 195,570 4,786,776 2,355,213 3,216,911 196,085 $ 12,673,966 $ 9,986,115 $ 10,139,554 $ 10,092,533 $ 10,554,985 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 2,730,048 9,943,918 - 2,890,305 6,937,639 158,171 3,229,536 6,724,558 185,460 3,074,358 6,918,445 99,730 3,262,182 7,292,803 - $ 12,673,966 $ 9,986,115 $ 10,139,554 $ 10,092,533 $ 10,554,985 184 Table of Contents Quality PURPOSE STATEMENT z 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/regulations. Provide timely customer services to minimize drinking water quality discrepancy/issues. z z z z z z z z z OBJECTIVES FY 2015 z z z ACCOMPLISHMENTS FY 2014 Maintained 100% compliance with all drinking water regulations No Notices of Violation or Public Notifications issued due to failure to meet drinking water standards Scheduled and sampled two water treatment plants and 17 wells meeting all 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 testing for arsenic Cross trained staff so all chemists are qualified and able to operate analytical instruments at the North Plant z z z z z z 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 Focus Water Quality Group on providing further support for optimization of water production processes to meet changing water source chemistry Cross train staff so all chemists are qualified and efficient at operating analytical instruments at both water treatment plants Increase communications with Distribution and Fire to assist in preparedness of related customer complaint Begin source water monitoring for Cryptosporidium and Giardia E.Coli for compliance with the enhanced surface water treatment rule Network Lab computers to improve efficiencies and provide redundant data storage BUDGET NOTES The FY 2015 budget has decreased in supplies and contractual expenses due to the completion of a project using one-time funding during the FY 2014 budget year. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Number of violations per year 0 0 0 0 Number of missed deadlines for compliance reports 0 0 0 0 18,661 18,630 18,762 19,000 137 140 126 145 100% 100% 100% 100% PERFORMANCE MEASURES Number of analyses performed in-house Number of customer complaints Percent of customer complaints resolved to their satisfaction 185 Table of Contents Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Total Expenses Actual FY 2013 Budget FY 2014 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 516,502 $ 516,502 491,593 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 516,502 $ 491,593 186 $ 824,108 550,153 738,853 $ Projected FY 2014 480,349 343,759 $ Budget FY 2015 550,153 Budget FY 2014 349,597 141,996 $ 824,108 Budget FY 2015 Projected FY 2014 824,108 Actual FY 2013 370,571 145,931 $ 491,593 Projected FY 2014 Budget FY 2015 331,405 218,748 $ 550,153 738,853 466,924 271,929 $ 738,853 Table of Contents Distribution PURPOSE STATEMENT OBJECTIVES FY 2015 Water Distribution ensures the integrity of the town’s water infrastructure by maintaining the water distribution system infrastructure and associated assets. z z ACCOMPLISHMENTS FY 2014 z z z z z z z z 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- conducting an inventory on a quarterly basis and reporting out gains/losses to the Finance Division Successfully trained new Maintenance and Operations Technician for distribution repair crew Laptops for supervisor and lead workers for real time work orders to be viewed remotely using wireless technology Successfully implemented a job order contract and worked successfully with contractor to replace more than 40 fire hydrants Successfully completed Wildly Important Goal (WIG) - painting and maintenance of approximately 600 fire hydrants in the Distribution system Successfully exercise 4,456 water valves z z z z Continue 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 Continue with the $150,000 estimated for 30 fire hydrant and various valve replacements Continue with fire hydrant repair throughout Gilbert Continue fire hydrant maintenance on a monthly basis; 600 hydrants annually Continue to maintain a parts inventory and accurate accounting of inventory Consider implementation of automated flushing devices into system; review costs/maintenance associated Continue water valve maintenance on a monthly basis BUDGET NOTES The FY 2015 budget has a net reduction as one-time funding allocated in FY 2014 expired. There are no other significant changes to personnel or contractual expenses in FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 # of valves exercised 3,005 4,002 4,456 4,000 % of fire hydrants exercised/inspected # of LUCITY work orders completed 100 1,262 100 2,055 100 2,100 900 2,000 PERFORMANCE MEASURES # of fire hydrants maintenance 26 930 600 900 #of fire hydrants painted 151 912 600 900 187 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 13.00 12.00 13.00 13.00 13.00 13.00 12.00 13.00 13.00 13.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 1,172,083 1,691,532 1,849,834 1,746,576 1,808,993 $ 1,172,083 $ 1,691,532 $ 1,849,834 $ 1,746,576 $ 1,808,993 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 793,616 353,605 24,862 734,790 839,636 117,106 896,208 953,626 - 674,107 1,067,998 4,471 894,817 914,176 - $ 1,172,083 $ 1,691,532 $ 1,849,834 $ 1,746,576 $ 1,808,993 188 Table of Contents Metering PURPOSE STATEMENT OBJECTIVES FY 2015 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. z ACCOMPLISHMENTS FY 2014 z z z z z z Continued the meter maintenance program with the 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 water 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 Reclassified current meter specialist position to better meet the departments objectives Implemented backflow assemblies to construction meters to ensure public safety z z z z z 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 Automated Meter Reading/AMI radio reading water meters to increase data for water conservation and customer service purposes. Bench test 10% of new meter shipments to ensure quality control BUDGET NOTES The FY 2015 budget includes increases related to the addition of one FTE. The contractual budget increased based on Consumer Price Index (CPI) allowances authorized upon contract renewal. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 # of lock-off for delinquent payment 8,925 4,831 4,276 7,500 # of work orders per year 32,508 20,693 30,881 34,000 Average meter read per cycle per reader # of meter reads for the year 353 881,633 426 863,428 365 910,897 500 940,000 # of new meters installed 2,233 2,083 2,280 3,192 # of meters changed out 5,283 5,177 5,450 6,009 PERFORMANCE MEASURES 189 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 26.00 26.00 26.00 26.00 27.00 26.00 26.00 26.00 26.00 27.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 3,156,265 3,431,232 3,954,074 3,966,210 4,120,332 $ 3,156,265 $ 3,431,232 $ 3,954,074 $ 3,966,210 $ 4,120,332 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,516,593 1,639,672 - 1,600,178 1,831,054 - 1,660,287 2,293,787 - 1,642,197 2,324,013 - 1,727,445 2,362,887 30,000 $ 3,156,265 $ 3,431,232 $ 3,954,074 $ 3,966,210 $ 4,120,332 ANNUAL COST PER METER READ $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2012 Budget FY 2015 FY 2013 FY 2014 190 FY 2015 Table of Contents Utility Customer Service PURPOSE STATEMENT OBJECTIVES FY 2015 The mission of the Customer Service Center is to ensure accurate and timely billing of utility customers. The division provides accurate and quality customer service to residents and the general public that contact the customer service center. z z z ACCOMPLISHMENTS FY 2014 z z z z An information desk was established in the lobby to provide customers with immediate assistance, forms and direction Signs and enhancements were made in the Municipal II building lobby to make it more customer and business-friendly Realigned non-phone tasks within the call center to allow for more efficiency Several staff were cross-trained to assist with permit and business license tasks and phone calls z Automate an outbound notification to delinquent customers to reduce disconnection of customers for nonpayment Enhance marketing of the Neighbor to Neighbor program to increase donations Complete documentation of all reference materials to assist with new employee training and ongoing employee development and customer service Complete cross training for staff across all lines of service within the Customer Service Center BUDGET NOTES In FY 2014, front counter staff in Utility Billing and Development Services were cross-trained in order to provide a more efficient customer service center. As a result, FTE in these two areas were re-allocated based on activity. A decrease in the Utility Customer Service budget and subsequent increase in Development Services Permits and Licensing budget is the result. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 % of utility customers participating in Autopay 18% 24% 26% 26% % of utility customers signed up to view their utility billings statements online 18% 17% 18% 18% 2:11 1:25 2:10 1:00 15% 10% 13% 8% 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% 191 Table of Contents Utility Customer Service PERSONNEL BY ACTIVITY Utility Customer Service Total Personnel EXPENSES BY ACTIVITY Utility Customer Service Total Expenses Actual FY 2013 Budget FY 2014 18.00 18.00 18.00 17.75 15.25 18.00 18.00 18.00 17.75 15.25 Actual FY 2012 Actual FY 2013 Budget FY 2014 596,049 $ 596,049 620,467 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 596,049 $ 620,467 192 $ 693,020 658,310 619,269 $ Projected FY 2014 421,968 271,052 $ Budget FY 2015 658,310 Budget FY 2014 353,368 267,099 $ 693,020 Budget FY 2015 Projected FY 2014 693,020 Actual FY 2013 306,744 289,305 $ 620,467 Projected FY 2014 Budget FY 2015 398,355 259,955 $ 658,310 619,269 352,820 266,449 $ 619,269 Table of Contents Public Works Administration PURPOSE STATEMENT OBJECTIVES FY 2015 The mission of Public Works Department is to provide reliable customer-focused services by efficiently utilizing highly qualified employees and the latest technology to construct and maintain public infrastructure to enhance community livability. z z z Our vision is that the Public Works Department will be considered an industry leader by demonstrating continuous quality improvement, innovation, and enhanced processes to provide the best value to our customers. While keeping the mission and vision in mind, it is the desire of the Public Works Department Administration to provide direction and oversight within all areas of operation and planning. These areas include Engineering, Environmental Services, Street Maintenance, Water, and Wastewater. Public Works Administration is committed to optimizing services to the community and providing prompt, courteous, and informed service to our external and internal customers. z Formulate a comprehensive, department wide safety initiative utilizing town resources and associated outside agencies Gather data for the prioritization of Public Works assets and components Continue operational reviews, cost comparison modeling, and organizational analyses for each operational area to identify areas of optimization Continued development of long-range infrastructure plans for each operational area BUDGET NOTES The FY 2015 budget includes increases for one-time funding related to special projects. There are no significant personnel changes. ACCOMPLISHMENTS FY 2014 z z z Hired critical Public Works management staff to maximize the vision and direction of new standards and goals Established management and operational expectations in order to fulfill the desire to be best in class Attentive staff successfully saved and/or avoided cost increases to the Public Works department estimated at $392,000 over a multi-year period STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Ratio of administration staff to total department Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 1:35.1 1:40.4 1:74.8 1:74.7 193 Table of Contents Public Works Administration PERSONNEL BY ACTIVITY Public Works Admin Total Personnel EXPENSES BY ACTIVITY Public Works Admin Total Expenses Actual FY 2013 Budget FY 2014 8.00 7.00 4.00 4.00 4.00 8.00 7.00 4.00 4.00 4.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 320,796 $ 320,796 258,128 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 320,796 $ 258,128 194 $ 260,280 92,447 377,507 $ Projected FY 2014 152,014 108,266 $ Budget FY 2015 92,447 Budget FY 2014 241,266 16,862 $ 260,280 Budget FY 2015 Projected FY 2014 260,280 Actual FY 2013 308,639 12,157 $ 258,128 Projected FY 2014 Budget FY 2015 95,482 (3,035) $ 92,447 377,507 152,964 224,543 $ 377,507 Table of Contents Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2015 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. z z z ACCOMPLISHMENTS FY 2014 z z z z z 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 Worked with Geographic Information System (GIS) staff to update inconsistencies in the field Locators participated in all Capital Improvement Projects (CIP) final walk throughs Successfully responded to more than 20,235 utility locate requests consisting of 105,000 utility requests received from Arizona Blue Stake, Inc. in parameters defined by state law 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 BUDGET NOTES There are no significant changes to the personnel, contractual or capital budget for FY 2015. 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. STRATEGIC INITIATIVES Community Livability Technology Leader 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 Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 15,190 23,277 20,235 24,600 89% 96% 98% 95% 2.75% 2.00% 3.25% 2.50% 195 Table of Contents Utility Locates Actual FY 2012 Actual FY 2013 Budget FY 2014 Utility Locates 5.00 6.00 6.00 6.00 6.00 Total Personnel 5.00 6.00 6.00 6.00 6.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates Total Expenses 210,340 $ $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 210,340 210,969 210,340 $ 210,969 196 $ 234,110 237,267 227,796 $ Projected FY 2014 198,724 35,386 $ Budget FY 2015 237,267 Budget FY 2014 175,678 32,140 3,151 $ 234,110 Budget FY 2015 Projected FY 2014 234,110 Actual FY 2013 172,236 38,104 $ 210,969 Projected FY 2014 Budget FY 2015 192,511 44,756 $ 237,267 227,796 196,011 31,785 $ 227,796 Table of Contents Water Resources PURPOSE STATEMENT OBJECTIVES FY 2015 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. z z ACCOMPLISHMENTS FY 2014 z z z z z z Gilbert's application for Non-Indian Agricultural Water through the AZ Dept. of Water Resources (ADWR) received a recommendation to receive 1,832 acre-feet (af) Entered into agreement with Salt River Project to partner in their Queen Creek recharge facility Renewed one year lease with Fort McDowell Yavapai Nation for 13,000 (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 New Magma Irrigation District Groundwater Storage Facility (GSF) Agreement Completed GSF Agreement with Salt River Project z z z 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) Continue to work on the Domestic Water Service Agreement with Roosevelt Water Conservation District (RWCD) Continue to work with Central Arizona Water Conservation District (CAWCD) as a stakeholder on the development of the Central Arizona Groundwater Replenishment District (CAGRD) Plan of Operation Continue to pursue options regarding purchase of additional long-term storage credits and renewable supplies BUDGET NOTES Budget includes increases to CAP water supply delivery costs. No rate increase for water services was required for FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Gallons per capita per day water consumption Increase in groundwater pumping capacity (MGD) % increase in surface water supply (additional supply acquisition) Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 221 196 202 200 2 0 0 2 0.00% 0.00% 0.00% 1.67% 197 Table of Contents Water Resources PERSONNEL BY ACTIVITY Water Resources Total Personnel EXPENSES BY ACTIVITY Water Resources Total Expenses $ Actual FY 2013 Budget FY 2014 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Personnel Supplies & Contractual Capital Outlay $ Projected FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 - 3,684,742 5,190,990 5,190,633 5,723,045 - $ 3,684,742 $ 5,190,990 $ 5,190,633 $ 5,723,045 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Actual FY 2012 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 - 84,220 3,600,522 - 126,598 5,064,392 - 127,239 5,063,394 - 126,653 5,596,392 - - $ 3,684,742 $ 5,190,990 $ 5,190,633 $ 5,723,045 198 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. Other Insurance 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. Pay for Performance $77,000 Tuition Reimbursement $10,000 Copy Services $10,530 Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2015 for a one time allocation of funds for employees who demonstrate exceptional performance. Once the distribution has been determined, the funds will be transferred to the appropriate cost centers. Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. In FY 2015, $2,500,000 is budgeted for contingency. 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. Capital Projects The budget for Capital Projects is determined by the 2015-2019 Capital Improvement Program that was adopted by Council on June 5, 2014. The following projects require Water Fund funding for FY 2015: Water Rights - WMA Settlement Well Sight Upgrades Meadows 12" Water Main Waterline Ext McQueen/Industrial Cooper and Guadalupe Inter Guadalupe and Gilbert Inter Arsenic Treatment Relocate Germann Rd - Val Vista to Higley Santan Vista WTP NWTP Chemical Line Contain Well Blending Pipeline North WTP Chlorine Conversion HR Information System Santan WTP Belt Filter Press $203,130 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. The contract for the current copy services provider expires in FY 2015. An RFP for copy services will be issued in FY 2015 to determine the most qualified and cost efficient vendor to provide these services. $ 10,048,000 2,119,858 1,750,000 1,308,000 1,287,000 1,250,000 973,277 740,000 658,000 366,000 169,504 100,000 50,000 17,639 More detail on these CIP projects can be found in the Capital Improvements section of this document. 199 Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 Debt Contingency Capital Projects Other 3,426,931 172,400 3,429,220 191,379 3,427,889 1,765,000 9,785,000 210,365 3,427,889 1,360,924 210,365 1,463,600 2,500,000 20,837,278 300,660 Total Expenses $ 3,599,331 $ 3,620,599 $ 15,188,254 $ 4,999,178 $ 25,101,538 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 3,599,331 - 3,620,599 - 5,403,254 9,785,000 3,638,254 1,360,924 77,000 4,187,260 20,837,278 $ 3,599,331 $ 3,620,599 $ 15,188,254 $ 4,999,178 $ 25,101,538 200 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. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government 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 201 Table of Contents Wastewater PERSONNEL BY DIVISION Administration Collection Plant Operations Reclaimed Quality Riparian Programs Storm Water Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Collection Plant Operations Reclaimed Quality Riparian Programs Storm Water Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 1.00 18.60 0.00 12.40 6.00 3.68 0.00 0.00 1.00 18.60 0.00 12.40 6.00 3.68 0.00 0.00 2.00 20.60 0.00 12.40 6.00 3.68 0.00 0.00 2.00 20.60 0.00 12.40 6.00 3.68 0.00 0.00 2.00 21.60 0.00 12.40 6.00 3.39 0.00 0.00 41.68 41.68 44.68 44.68 45.39 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 1,258,418 3,101,020 5,983,235 1,364,745 495,567 407,481 711,159 1,016,049 3,271,174 6,094,807 1,437,657 483,326 423,864 720,145 1,296,146 3,542,210 8,039,274 1,584,857 539,116 471,081 3,725,728 1,296,559 3,380,380 7,859,060 1,690,767 542,242 560,514 877,002 1,227,954 3,628,368 8,394,696 1,631,674 528,640 514,390 67,000 10,251,742 $ 13,321,625 $ 13,447,022 $ 19,198,412 $ 16,206,524 $ 26,244,464 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 3,528,576 9,715,037 78,012 3,583,531 9,863,491 - 4,134,113 13,417,299 1,647,000 3,953,913 11,854,937 397,674 4,091,376 16,414,956 5,738,132 $ 13,321,625 $ 13,447,022 $ 19,198,412 $ 16,206,524 $ 26,244,464 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 22,822,962 1,486,668 23,425,163 493,142 23,037,500 920,000 23,207,000 920,000 24,448,662 920,000 $ 24,309,630 $ 23,918,305 $ 23,957,500 $ 24,127,000 $ 25,368,662 13,321,625 6,690,623 13,447,022 9,088,615 19,198,412 6,554,818 16,206,524 6,554,818 26,244,464 7,789,688 Total Uses $ 20,012,248 $ 22,535,637 $ 25,753,230 $ 22,761,342 $ 34,034,152 Net Operating Result $ 4,297,382 $ 1,382,668 $ (1,795,730) $ 1,365,658 Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 202 $ (8,665,490) Table of Contents Collection PURPOSE STATEMENT OBJECTIVES FY 2015 The Wastewater Collection Section is dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater collection system which includes sewer lines, sewer manholes, lift stations, and sewer force mains. z z ACCOMPLISHMENTS FY 2014 z z z z z z z z z Provided safety training to all Wastewater Collection Personnel Performed daily inspections at all lift station sites Performed annual preventive maintenance service on all lift station pumps Responded to and made repairs to sanitary sewer service pipelines and manholes in need of maintenance Rehabilitated the Islands Lift Station wet well and interior piping Treated sanitary sewer manholes for roach control. Performed odor control monitoring activities throughout the sewer system and routinely added odor control chemicals to the system Cleaned 23% of the sanitary sewer pipelines Inspected 18% of the sanitary sewer pipelines using televised inspection equipment (CCTV) z z z z Clean 20% of the sanitary sewer system to prevent sewer line blockages, overflows, and odors Inspect 15% of the sanitary sewer system using television inspection (CCTV) equipment to identify problem areas that can lead to sewer line blockages, overflows, and long term deterioration of the infrastructure Respond to emergency customer contact events within a one hour to minimize public health, safety, and environmental hazards Inspect all lift station sites daily to verify proper operational performance and perform scheduled preventive maintenance on related equipment Continue to routinely add odd control chemicals to the sewer system to minimize system odors and customer complaints Conduct safety training for specific operational tasks for all appropriate staff to ensure that operations are performed correctly and safely BUDGET NOTES The FY 2015 budget includes the addition of one FTE. Supplies and contractual expenses increased due to one-time funding allocated for repair and maintenance of infrastructure. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Percent of sewer system cleaned 19% 18% 23% 20% Percent of sewer system inspected Number of sewer odor complaints 12% 137 12% 135 18% 126 15% 125 PERFORMANCE MEASURES Number of sewer line blockage complaints 96 68 45 50 Percent of lift station pumps pulled for preventive maintenance/service 100% 100% 100% 100% Total annual gallons pumped by lift stations (Million Gallons) 1,958 2,051 2,167 2,250 Percent of employees receiving required safety training 100% 100% 100% 100% 203 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 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 18.60 18.60 20.60 20.60 21.60 18.60 18.60 20.60 20.60 21.60 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 3,101,020 3,271,174 3,542,210 3,380,380 3,628,368 $ 3,101,020 $ 3,271,174 $ 3,542,210 $ 3,380,380 $ 3,628,368 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,221,017 1,801,991 78,012 1,215,173 2,056,001 - 1,462,507 1,856,703 223,000 1,284,027 1,872,953 223,400 1,496,355 2,132,013 - $ 3,101,020 $ 3,271,174 $ 3,542,210 $ 3,380,380 $ 3,628,368 COST PER MILLION GALLONS INFLUENT $1,000 $800 $600 $400 $200 $0 FY 2012 Budget FY 2015 FY 2013 FY 2014 204 FY 2015 Table of Contents Plant Operations PURPOSE STATEMENT OBJECTIVES FY 2015 Wastewater Reclamation Plant (WRP) operations are dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater treatment facility operations, sludge wasting operations, and reclaimed water production. ACCOMPLISHMENTS FY 2014 z z z z z Performed preventative maintenance work on wastewater treatment plant equipment at the Greenfield WRP Performed preventative maintenance work on wastewater treatment plant equipment at the Neely WRP z z Conduct routine meetings with the Greenfield WRP operations staff (City of Mesa) to evaluate plant operations and maintenance projects Conduct routine meetings with the Neely Wastewater Reclamation Plant operations contractor (Severn Trent) to evaluate plant operations and maintenance projects Continuously track and conduct treatment plant capacity evaluations with the Neely WRP and Greenfield operations contractor/staff Evaluate reclaimed water quality by tracking test results from the Neely and Greenfield WRP's 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 BUDGET NOTES The FY 2015 budget includes one-time funding for schedule repair and replacement project. No rate increase for wastewater services was required in FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Cost of treatment - Neely Treatment Facility (per Million Gallons) $1,271.00 $1,369.12 $1,337.04 $1,341.74 Cost of treatment - Greenfield Treatment Facility (per Million Gallons) $1,518.73 $1,373.95 $1,693,87 $1,517.96 Total annual gallons of wastewater influent - Neely Treatment Facility (Million Gallons) 3,110.30 3,154.10 3,157.00 3,175.50 Total annual gallons of wastewater influent - Greenfield Treatment Facility (Million Gallons) 1,346.81 1,513.60 1,554.00 1,660.75 Percent of available treatment capacity utilized at Neely Treatment Facility 77% 79% 79% 79% Percent of available treatment capacity utilized at Greenfield Treatment Facility 46% 50% 53% 57% Average daily influent - Neely Treatment Facility (Million Gallons Per Day) 8.52 8.64 8.64 8.70 Average daily influent - Greenfield Treatment Facility (Million Gallons Per Day) 3.68 4.15 4.25 4.55 PERFORMANCE MEASURES 205 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 0.00 0.00 0.00 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 3,943,278 2,039,957 4,317,668 1,777,139 4,235,705 3,803,569 4,216,700 3,642,360 4,503,523 3,891,173 $ 5,983,235 $ 6,094,807 $ 8,039,274 $ 7,859,060 $ 8,394,696 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 5,983,235 - 6,094,807 - 8,039,274 - 7,859,060 - 8,394,696 - $ 5,983,235 $ 6,094,807 $ 8,039,274 $ 7,859,060 $ 8,394,696 COST PER MILLION GALLONS TREATED $2,000 $1,600 $1,200 $800 $400 $0 FY 2012 Budget FY 2015 FY 2013 FY 2014 206 FY 2015 Table of Contents Reclaimed PURPOSE STATEMENT z The Effluent Reuse and Recharge Section is dedicated to providing safe, reliable, and cost effective operation and maintenance of the effluent reuse infrastructure and facilities which includes reclaimed water lines, valves, meters, recovered water wells, pumps, reservoirs, ground water recharge facilities, injection wells, and monitoring wells. Effluent Reuse and Recharge Section operations help provide a reduction and reliance of potable water sources for parks, lake developments, and other high water use landscaping areas. It also provides wildlife habitat and aquifer replenishment through groundwater recharge operations. z z z z z z z z OBJECTIVES FY 2015 z z z z z ACCOMPLISHMENTS FY 2014 Performed daily reclaimed water monitoring and delivery operations for all user sites and met customer demands Operated and maintained reclaimed water pipeline distribution system, reservoir and pump station sites Operated and maintained all recovered water well sites and met customer water demands Provided safety training to all Effluent Reuse and Recharge personnel Tracked pressure monitoring gauges to ensure proper system performance Disked/ripped all recharge basins as needed Exercised reclaimed water valves Inspected, maintained, and took readings at all reclaimed and recovered system meters Performed all permit required water quality sampling and monitoring and submitted regulatory reports on schedule z z z z z Perform water quality sampling and monitoring of reclaimed water and recovered water to ensure compliance with regulations Respond to emergency customer contact events within a one hour to minimize hazards and interruptions in service Exercise all reclaimed water system valves once annually to verify operability Monitor reclaimed water meter accuracy Inspect all well sites, reservoirs, and pump stations daily to verify proper performance Perform scheduled preventive maintenance on related pumping equipment and controls Monitor and distribute reclaimed and recovered water daily to meet customer irrigation demands and reduce the use of potable water Monitor and track reclaimed water delivered to groundwater recharge operations Perform educational outreach regarding reclaimed water programs Conduct annual safety training for specific operational tasks BUDGET NOTES The FY 2015 budget increase is due to one-time infrastructure and automation projects, as well as utility/chemical requirements. STRATEGIC INITIATIVES Community Livability Technology Leader 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 Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 0 0 0 0 0 2 1 0 4,350 4,545 4,550 4,670 40% 37% 40% 40% 60% 63% 60% 60% 100% 100% 100% 100% 207 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 897,504 467,241 939,960 497,697 951,290 633,567 1,056,933 633,834 1,033,559 598,115 $ 1,364,745 $ 1,437,657 $ 1,584,857 $ 1,690,767 $ 1,631,674 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 922,237 442,508 - 926,587 511,070 - 985,232 571,625 28,000 933,448 729,319 28,000 951,909 679,765 - $ 1,364,745 $ 1,437,657 $ 1,584,857 $ 1,690,767 $ 1,631,674 COST PER MILLION GALLONS PRODUCED/REUSED $500 $400 $300 $200 $100 $0 FY 2012 Budget FY 2015 FY 2013 FY 2014 208 FY 2015 Table of Contents Quality PURPOSE STATEMENT OBJECTIVES FY 2015 The Wastewater Quality Section is dedicated to providing safe, reliable, and cost effective pollution control activities relating to the wastewater discharge of commercial and industrial businesses. Wastewater Quality Section operations strive to maintain pollutant levels in the wastewater stream below those levels mandated by regulations and oversight agency agreements. z z ACCOMPLISHMENTS FY 2014 z z z z z z z Inspected commercial businesses of concern for compliance with Wastewater and Storm Water code requirements and to ensure that proper pretreatment device operation and maintenance is being performed Performed required inspections and sampling events at permitted industrial user sites Completed and submitted all required regulatory reports to oversight agencies on schedule Continued to participate in the multi-city coordination group meetings to align commercial pretreatment program compliance strategies and education Coordinated with Development Services to review plans of new commercial and industrial business activity Provided required safety training Processed all business licenses and wastewater questionnaires z z z z z Perform annual inspections and sampling activities at all industrial users requiring a wastewater discharge permit to ensure compliance with regulatory requirements Inspect and educate all commercial businesses of concern once annually to verify compliance with wastewater and storm water code requirements and ensure that proper pretreatment device operation and maintenance is being performed Review and process all new wastewater questionnaires to obtain familiarity with business operations relating to code requirements Continue to monitor industrial wastewater discharge permitting activity and review and process new permits when required Continue to perform sewer flow monitoring studies in specific areas to track pipeline capacities Distribute related educational brochures and information to customers during inspections, service calls, and at public outreach events Conduct annual safety training for specific operational tasks BUDGET NOTES There are no significant changes to the FY 2015 budget. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Number of commercial businesses of concern inspected 1,171 1,380 1,410 1,425 Percent of commercial businesses of concern inspected 100% 100% 100% 100% Number of permitted industrial users 20 21 23 24 Percent of permitted industrial users inspected 100% 100% 100% 100% Number of new business development plans reviewed for pretreatment compliance 69 110 100 110 Number of wastewater sampling events (days) 54 25 21 30 Number of new business registrations processed 988 1,090 1,005 1030 PERFORMANCE MEASURES 209 Table of Contents Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2012 Actual FY 2013 Budget FY 2014 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 495,567 Total Expenses $ $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 495,567 483,326 495,567 $ 483,326 $ 542,242 539,116 $ $150 $120 $90 $60 $30 $0 FY 2013 FY 2014 210 $ FY 2015 542,242 528,640 Budget FY 2015 457,098 85,144 - COST PER MILLION GALLONS TREATED FY 2012 528,640 Projected FY 2014 459,045 80,071 $ Budget FY 2015 542,242 Budget FY 2014 441,552 41,774 $ 539,116 Budget FY 2015 Projected FY 2014 539,116 Actual FY 2013 445,875 49,692 $ 483,326 Projected FY 2014 457,729 70,911 $ 528,640 Table of Contents Riparian Programs PURPOSE STATEMENT OBJECTIVES FY 2015 The Riparian at Water Ranch is a unique water recharge facility that boasts educational and recreation experiences through natural habitats. The Riparian offers a variety of educational programs, field trips, recreational amenities, including fishing, and bird watching opportunities. In addition, an observatory is located on the property to provide unique educational experiences. z ACCOMPLISHMENTS FY 2014 z z z z z z z z Completed deferred maintenance to the trails, fishing lake, and irrigation systems Served 1,888 individuals through 51 unique educational programs and field trips 18 volunteers committed 1,185 hours to assisting with habitat, landscaping and programming Completed 12 scientific wildlife surveys Established new partnerships with 4 organizations Established recycling opportunities Held a new event "Riparian After Dark" which attracted over 700 residents z z z z Continue with deferred maintenance projects to increase sustainability and functionality of the Riparian Increase the number of volunteers by 18 and increase the variety of volunteer opportunities available Partner with three new non-profit or service organizations to provide new program opportunities Streamline reservation and use policies and procedures Implement new fishing program/policies Install new directional and educational signage BUDGET NOTES There are no significant changes to the FY 2015 personnel budget. The supplies and contractual budget increased due to one-time funding in the amount of $42,570 for FFE for the Riparian store, education center, and volunteer center. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Increase revenue generated by 10% Increase number of volunteers by 30% Increase number of unique educational/recreational opportunities by 10% Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 $34,097 $24,665 $25,300 $30,250 N/A N/A 18 26 N/A N/A 51 56 211 Table of Contents Riparian Programs PERSONNEL BY ACTIVITY Riparian Programs Total Personnel EXPENSES BY ACTIVITY Riparian Programs Total Expenses Actual FY 2013 Budget FY 2014 3.68 3.68 3.68 3.68 3.39 3.68 3.68 3.68 3.68 3.39 Actual FY 2012 Actual FY 2013 Budget FY 2014 407,481 $ 407,481 423,864 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 407,481 $ 423,864 212 $ 471,081 560,514 514,390 $ Projected FY 2014 341,411 129,670 $ Budget FY 2015 560,514 Budget FY 2014 296,217 127,647 $ 471,081 Budget FY 2015 Projected FY 2014 471,081 Actual FY 2013 254,385 153,096 $ 423,864 Projected FY 2014 Budget FY 2015 389,729 170,785 $ 560,514 514,390 305,900 208,490 $ 514,390 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. Other $59,560 Pay for Performance $42,000 This is the Wastewater Fund portion of the Public Entity Insurance Package. Policies include Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Debt Debt is issued to finance construction of wastewater facilities, and is repaid through user fees. More information on this can be found in the Debt Section of this budget document. Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2015 for a one time allocation of funds for employees who demonstrate exceptional performance. Once the distribution has been determined, the funds will be transferred to the appropriate cost centers. Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. In FY 2015, $3,750,000 is budgeted for contingency. Capital Projects Tuition Reimbursement $2,000 Copy Services $3,470 Based on historical usage, $2,000 is budgeted to reimburse employees of the Wastewater Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Additional amounts could be funded through contingency if needed. The budget for Capital Projects is determined by the 2015-2019 Capital Improvement Program that was adopted by Council on June 5, 2014.The following projects require Wastewater Fund funding for FY 2015: EMF 12" Reclaimed Water Line Reclaimed Water Reservoir Monitor Well Replacements GWRP - Plant Improvements Santan Lift Station Odor Control Greenfield Water Plant Phase III Reclaimed Water Valve Stations HR Information System Riggs Rd - Val Vista to Recker Higley and Williams Field Insurance $1,785,985 1,235,000 704,097 687,000 602,820 400,000 296,000 20,000 6,000 1,230 The contract for the current copy services provider expires in FY 2015. An RFP for copy services will be issued in FY 2015 to determine the most qualified and cost efficient vendor to provide these services. More detail on these CIP projects can be found in the Capital Improvements section of this document. 213 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 2013 Budget FY 2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 659,257 51,902 $ 711,159 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 711,159 668,598 1,600,000 1,396,000 61,130 720,145 $ 3,725,728 Actual FY 2013 711,159 $ 664,968 55,177 $ Projected FY 2014 $ Budget FY 2014 720,145 - 2,329,728 1,396,000 720,145 $ 3,725,728 214 Projected FY 2014 Budget FY 2015 668,598 146,274 62,130 656,580 3,750,000 5,738,132 107,030 877,002 $ 10,251,742 Projected FY 2014 $ Budget FY 2015 Budget FY 2015 730,728 146,274 42,000 4,471,610 5,738,132 877,002 $ 10,251,742 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. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure Economic Development ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Environmental Services Water Residential Commercial 215 Wastewater High Performing Government 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 3.52 67.70 0.00 3.52 68.20 0.00 5.52 70.70 0.00 5.52 70.70 0.00 5.52 71.20 0.00 71.22 71.72 76.22 76.22 76.72 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,003,423 9,671,127 67,558 977,229 10,468,062 79,726 1,852,989 11,182,033 3,256,079 1,733,874 10,693,511 95,954 1,237,525 13,388,317 3,146,265 $ 10,742,108 $ 11,525,017 $ 16,291,101 $ 12,523,339 $ 17,772,107 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 4,836,643 5,905,465 - 5,029,233 6,466,132 29,652 5,929,398 7,659,703 2,702,000 5,215,427 6,073,037 1,234,875 5,907,536 7,983,946 3,880,625 $ 10,742,108 $ 11,525,017 $ 16,291,101 $ 12,523,339 $ 17,772,107 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 15,488,570 207,483 14,367,820 189,911 14,878,000 155,000 14,767,000 155,000 14,700,929 155,000 $ 15,696,053 $ 14,557,731 $ 15,033,000 $ 14,922,000 $ 14,855,929 10,742,108 1,756,385 11,525,017 1,832,282 16,291,101 1,912,703 12,523,339 1,912,703 17,772,107 1,161,004 Total Uses $ 12,498,493 $ 13,357,299 $ 18,203,804 $ 14,436,042 $ 18,933,111 Net Operating Result $ 3,197,560 $ 1,200,432 $ (3,170,804) $ Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 216 485,958 $ (4,077,182) Table of Contents Residential Collections PURPOSE STATEMENT z 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 (including recyclables) and uncontained refuse (including green waste); and household hazardous waste (HHW). The Division strives to increase the diversion of materials from the solid waste stream away from the landfill to recycle them materials for use as new products or for other productive uses. The maintenance of necessary tools, equipment, as well as properly trained and skilled personnel are key in meeting customer expectations. z z z z OBJECTIVES FY 2015 z z z z z ACCOMPLISHMENTS FY 2014 z z Began design phase of Compressed Natural Gas (CNG) fueling facility (CIP# MF228) Completion of Intergovernmental Agreement for regional disposal for recycling and refuse resulting in cost savings Completed green waste pilot program in one community Collected 1500 cubic feet of styrofoam, to be diverted from the landfill, during a two week holiday pilot Successfully introduced carpet collection drop off for diversion from the landfill Implemented art competition with Higley and Gilbert schools to raise recycling awareness Successfully promoted and implemented a soft plastics recycling campaign that diverted six tons of soft plastics within a seven week period z Reduce avoidable vehicular accident from prior year Maintain customer satisfaction by prompt and timely service, responding to 100% of customer 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 numbers from the landfills in residential and uncontained waste Explore programmatic enhancements to realize cost savings. Utilize routing adjustments to take advantage of new disposal locations. BUDGET NOTES The FY 2015 budget includes an increase of .5 FTE to adjust for a mid-year hire position approved in the FY 2014 budget. The supplies and contractual expenses have increased due to increased demand for containers and fleet maintenance. Additionally a capital allocation has been included for the purchase of front and auto side loaders. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 18,653 19,036 19,607 20,100 Total recycling tonnage Total residential solid waste tonnage (not including recycling) Number of residential customers 79,444 85,801 92,665 98,500 67,621 69,454 71,280 73,200 Households served by HHW facility 5,611 6,308 6,516 6,700 367,251 393,674 397,232 400,000 92.8% 6,040 92.8% 6,345 93.0% 5,760 93.0% 6,000 Pounds of HHW collected Percentage of HHW diverted Gallons of paint recycled 217 Table of Contents Residential Collections PERSONNEL BY ACTIVITY Residential Collections Uncontained Collections Recycling Environmental Programs Outreach Programs Total Personnel EXPENSES BY ACTIVITY Residential Collections Uncontained Collections Recycling Environmental Programs Outreach Programs Total Expenses Actual FY 2013 Budget FY 2014 Projected FY 2014 29.00 20.00 14.70 4.00 0.00 28.00 21.00 8.70 4.50 6.00 30.00 21.00 9.20 4.50 6.00 30.00 21.00 9.20 4.50 6.00 31.00 21.00 9.70 4.50 5.00 67.70 68.20 70.70 70.70 71.20 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 5,385,814 2,078,937 1,845,403 360,973 - 5,661,550 2,331,413 1,685,517 386,687 402,895 5,939,433 2,298,299 2,018,681 461,435 464,185 5,824,109 2,178,796 1,887,136 436,702 366,768 7,338,760 3,034,934 2,168,631 481,044 364,948 $ 9,671,127 $ 10,468,062 $ 11,182,033 $ 10,693,511 $ 13,388,317 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 4,198,078 5,473,049 - 4,365,700 6,072,710 29,652 5,041,559 5,510,474 630,000 4,433,505 5,630,006 630,000 4,985,414 6,019,403 2,383,500 $ 9,671,127 $ 10,468,062 $ 11,182,033 $ 10,693,511 $ 13,388,317 ANNUAL COST PER RESIDENTIAL CUSTOMER $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2012 FY 2013 FY 2014 218 FY 2015 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. Other $77,330 Pay for Performance $60,000 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. 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 2015, $1,500,000 is budgeted for contingency. Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2015 for a one time allocation of funds for employees who demonstrate exceptional performance. Once the distribution has been determined, the funds will be transferred to the appropriate cost centers. Capital Projects The budget for Capital Projects is determined by the 2015-2019 Capital Improvement Program that was adopted by Council on June 5, 2014. The following projects require Environmental Services Residential Fund funding for FY 2015: CNG Fueling Station HR Information System Insurance Tuition Reimbursement $5,000 Copy Services $6,810 Based on historical usage, $5,000 is budgeted to reimburse employees of the Environmental Services Residential Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Additional funding may be provided through contingency if necessary. $ 1,467,125 30,000 More detail on these CIP projects can be found in the Capital Improvements section of this budget document. The contract for the current copy services provider expires in FY 2015. An RFP for copy services will be issued in FY 2015 to determine the most qualified and cost efficient vendor to provide these services. 219 Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Contingency Capital Projects Other Total Expenses Actual FY 2013 Budget FY 2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 67,558 $ 67,558 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 67,558 1,700,000 1,472,000 84,079 79,726 $ 3,256,079 Actual FY 2013 67,558 $ 79,726 $ Projected FY 2014 $ Budget FY 2014 79,726 - 1,784,079 1,472,000 79,726 $ 3,256,079 220 Projected FY 2014 Budget FY 2015 4,875 91,079 1,500,000 1,497,125 149,140 95,954 $ 3,146,265 Projected FY 2014 $ Budget FY 2015 Budget FY 2015 91,079 4,875 60,000 1,589,140 1,497,125 95,954 $ 3,146,265 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. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Environmental Services Water Residential Commercial 221 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 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 0.48 6.80 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 7.28 7.28 7.28 7.28 7.28 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 59,569 1,716,163 9,511 47,482 1,812,098 7,727 61,821 1,731,150 287,388 52,147 1,712,338 10,311 64,100 2,224,141 943,547 $ 1,785,243 $ 1,867,307 $ 2,080,359 $ 1,774,796 $ 3,231,788 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 519,742 1,265,501 - 470,588 1,396,719 - 535,894 1,416,465 128,000 526,287 1,248,086 423 551,894 2,230,317 449,577 $ 1,785,243 $ 1,867,307 $ 2,080,359 $ 1,774,796 $ 3,231,788 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Transfers In 2,432,006 - 2,412,717 - 2,432,000 - 2,417,000 - 2,463,231 - $ 2,432,006 $ 2,412,717 $ 2,432,000 $ 2,417,000 $ 2,463,231 1,785,243 260,638 1,867,307 268,590 2,080,359 310,390 1,774,796 310,390 3,231,788 189,460 Total Uses $ 2,045,881 $ 2,135,897 $ 2,390,749 $ 2,085,186 $ 3,421,248 Net Operating Result $ $ $ $ $ Total Sources Total Expenses Transfers Out 386,125 276,820 222 41,251 331,814 (958,017) Table of Contents Commercial Collections PURPOSE STATEMENT OBJECTIVES FY 2015 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 wastewater treatment plants. The division provides solid waste collection and disposal services for commercial/industrial, retail, multi-family and institutional establishments within Gilbert. z z Reduce avoidable vehicular accidents from prior year Explore possibilities for commercial single stream recycling BUDGET NOTES The FY 2015 budget includes increases for fleet maintenance and replacement containers. A onetime capital allocation is included for a new front end loader and trailer. ACCOMPLISHMENTS FY 2014 z z z Increased roll-off diversion of inert material (rock, dirt, concrete, etc.) from the landfill by 49% Increased roll-off diversion of metal from the landfill by 32% Increased number of commercial customers by 2.8% STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Number of commercial customers Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 758 730 751 760 Total front end loader commercial tonnage (not cardboard) 21,160 21,199 21,300 22,000 Total roll-off tonnage disposed Total front end loader cardboard 8,430 438 8,003 533 8,200 612 8,400 700 223 Table of Contents Commercial Collections PERSONNEL BY ACTIVITY Commercial Collections Commercial Rolloffs Total Personnel EXPENSES BY ACTIVITY Commercial Collections Commercial Rolloffs Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 5.80 1.00 5.80 1.00 5.80 1.00 5.80 1.00 5.80 1.00 6.80 6.80 6.80 6.80 6.80 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 1,288,884 427,279 1,426,511 385,587 1,318,606 412,544 1,341,788 370,550 1,807,842 416,299 $ 1,716,163 $ 1,812,098 $ 1,731,150 $ 1,712,338 $ 2,224,141 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 469,220 1,246,943 - 426,960 1,385,138 - 483,530 1,247,620 - 483,547 1,228,791 - 493,371 1,408,770 322,000 $ 1,716,163 $ 1,812,098 $ 1,731,150 $ 1,712,338 $ 2,224,141 COST PER COMMERCIAL CUSTOMER $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2012 FY 2013 224 FY 2014 FY 2015 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. Other Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. In FY 2015, $800,000 is budgeted for contingency. Pay for Performance $6,000 Tuition Reimbursement $1,000 Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2015 for a one time allocation of funds for employees who demonstrate exceptional performance. Once the distribution has been determined, the funds will be transferred to the appropriate cost centers. Capital Projects The budget for Capital Projects is determined by the 2015-2019 Capital Improvement Program that was adopted by Council on June 5, 2014. The following projects require Environment Services Commercial Fund funding for FY 2015: $ $8,850 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. Contingency CNG Fueling Station Insurance 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. 127,577 More detail on these CIP projects can be found in the Capital Improvements section of this budget document. Copy Services $120 The contract for the current copy services provider expires in FY 2015. An RFP for copy services will be issued in FY 2015 to determine the most qualified and cost efficient vendor to provide these services. 225 Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Contingency Capital Projects Other Total Expenses Actual FY 2013 Budget FY 2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 9,511 $ 9,511 7,727 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 9,511 $ 7,727 226 $ 287,388 10,311 800,000 127,577 15,970 $ Projected FY 2014 159,388 128,000 $ Budget FY 2015 423 9,888 Budget FY 2014 7,727 $ 287,388 Budget FY 2015 Projected FY 2014 150,000 128,000 9,388 Actual FY 2013 9,511 $ 7,727 Projected FY 2014 Budget FY 2015 9,888 423 $ 10,311 943,547 6,000 809,970 127,577 $ 943,547 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, rights-of-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. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the department. Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government 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 Crack Sealing Street Marking Fog Sealing Traffic Operations Center Concrete Repair Storm Drainage Hazard Response 227 Table of Contents Streets Fund PERSONNEL BY DIVISION Administration Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response Storm Water Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response Storm Water Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 1.00 22.42 19.00 4.63 2.25 0.00 0.00 1.00 22.42 20.00 5.33 2.25 0.00 0.00 2.00 27.42 20.00 5.33 2.25 0.00 0.00 2.00 27.67 19.66 5.33 2.34 0.00 0.00 2.00 27.67 19.66 5.33 2.34 0.00 0.00 49.30 51.00 57.00 57.00 57.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 158,243 5,110,299 3,876,490 1,747,991 162,123 87,377 271,557 4,874,910 3,945,865 2,160,891 133,089 88,570 480,290 5,942,894 4,352,074 2,878,200 166,247 8,082,466 480,156 5,666,032 4,320,772 2,489,662 194,567 3,012,601 423,602 5,624,272 4,275,368 3,119,042 197,948 64,750 8,914,502 $ 11,142,523 $ 11,474,882 $ 21,902,171 $ 16,163,790 $ 22,619,484 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 3,100,493 5,244,995 2,797,035 3,294,855 5,496,821 2,683,206 4,061,056 8,068,535 9,772,580 3,644,175 6,779,569 5,740,046 4,059,260 9,127,992 9,432,232 $ 11,142,523 $ 11,474,882 $ 21,902,171 $ 16,163,790 $ 22,619,484 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 17,433,005 50,000 18,707,581 50,000 18,650,000 50,000 19,341,000 2,750,000 19,674,000 50,000 $ 17,483,005 $ 18,757,581 $ 18,700,000 $ 22,091,000 $ 19,724,000 11,142,523 3,570,110 11,474,882 4,025,376 21,902,171 3,283,721 16,163,790 3,283,721 22,619,484 4,494,160 Total Uses $ 14,712,633 $ 15,500,258 $ 25,185,892 $ 19,447,511 $ 27,113,644 Net Operating Result $ 2,770,372 $ 3,257,323 $ (6,485,892) $ 2,643,489 Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 228 $ (7,389,644) Table of Contents Streets Fund STREETS FUND BENCHMARK STREETS BENCHMARK Streets 28,800 streetlights maintained by Town of Gilbert staff 229 Table of Contents 230 Table of Contents Streets Maintenance PURPOSE STATEMENT OBJECTIVES FY 2015 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 2014 z z z z z z z z z z Completion of Pavement Condition Data Collection Pavement Management system fully converted from CHEC to Lucity software All arterial streets were swept no less than twice per month All residential streets were swept no less than once per month Residential roadways successfully swept in coordination with bulk pick up and increased productivity Crack sealed 100% of the subdivisions that were scheduled for maintenance during FY 2014 z z z z Establish acceptable Pavement Condition Index for LRIP (budget modeling) Sweep all arterials streets no less than twice per month Sweep all residential streets no less than once per month Resolve all concrete deviation complaints within the same business day Patch 100% of pot holes reported within three business hours of notification Mill and patch 100% of all subdivisions prior to scheduled maintenance Repair 100% of water and waste water patches within three days after repair is complete Crack seal 100% of arterial and residential streets prior to scheduled maintenance BUDGET NOTES The FY 2015 budget shows an overall decrease related to the completion of projects using one-time funding. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Percentage of arterial roadways swept twice per month 100% 100% 100% 100% 100% 100% 100% 100% 91 *80 *75 *75 0% 0% 100% 0% 100% 100% 100% 100% 5 5 5 5 100% 100% 100% 100% Percentage of residential roadways swept once per month Average pavement condition index *Denotes a change in evaluation criteria which accounts for the change in the PCI rating Pavement condition data collection ( % collected) % of pot holes patched within three hours of notification Average days to complete utility adjustments following resurfacing % of subdivisions crack sealed prior to scheduled maintenance 231 Table of Contents Streets Maintenance PERSONNEL BY ACTIVITY Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Personnel EXPENSES BY ACTIVITY Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 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 3.33 7.33 3.34 8.34 5.33 3.33 7.33 3.34 8.34 5.33 22.42 22.42 27.42 27.67 27.67 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 250,499 869,495 3,097,759 348,938 543,608 262,836 932,425 2,874,132 326,016 479,501 307,017 876,627 3,401,569 724,471 633,210 311,861 854,050 3,374,969 541,054 584,098 299,504 870,874 3,183,741 620,661 649,492 $ 5,110,299 $ 4,874,910 $ 5,942,894 $ 5,666,032 $ 5,624,272 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,227,563 1,085,701 2,797,035 1,192,806 1,060,469 2,621,635 1,662,260 1,491,054 2,789,580 1,293,939 1,552,513 2,819,580 1,582,188 1,215,504 2,826,580 $ 5,110,299 $ 4,874,910 $ 5,942,894 $ 5,666,032 $ 5,624,272 ANNUAL MAINTENANCE COST PER CENTER LANE MILE $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2012* FY 2013* FY 2014 FY 2015 *A pavement survey was completed in FY 2014 which verified the number of center lane miles. Data prior to the survey being completed was inaccurate. 232 Table of Contents Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2015 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. z ACCOMPLISHMENTS FY 2014 z z z z z z Reduced the number of hours that a Traffic Signal cabinet is out of service due to a knockdown from 4.5 to 4 hours Installed 85% of the countdown pedestrian heads on signals Completed all arterial long line re-striping Completed all work order requests within three business days Completed Federal Highway Administration mandated high reflectivity sign materials replacement for street name signs in zone three z z z z Complete 100% of all street light work orders within five business days Remove and replace knockdowns to the signal system infrastructure with ten business days Complete night checks on major roadway streetlights once a month Test 100% of traffic signal monitors within the calendar year Re-stripe all arterial long line striping Complete all of the short line markings in zone three BUDGET NOTES There are no significant changes to the FY 2015 personnel budget, however supplies and contractual has been reduced due to the completion of onetime projects in FY 2014. The FY 2015 budget also included maintenance for the new Vaughn Avenue Parking Structure (CIP # RD110) that is anticipated to be completed during the fiscal year. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Percentage of signal monitors tested 100% 100% 100% 100% Number of high pressure sodium lamps replaced in the streetlight infrastructure 3,035 2,607 3,000 3,000 Total number of traffic signals energized 174 177 180 182 Percentage of streetlight work orders completed within 10 business days 93% 93% 95% 95% Number of traffic signals painted Percentage of arterial long line re-striped 1 100% 0 100% 3 100% 2 100% Percentage of short line re-striping zone 1,2,3 zone3 100% zone1 100% zone2 100% zone3 100% N/A N/A N/A 100% PERFORMANCE MEASURES Emergency stop sign knockdowns replaced within 1 hour 233 Table of Contents Traffic Control PERSONNEL BY ACTIVITY Actual FY 2012 Actual FY 2013 Budget FY 2014 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 0.33 4.33 4.50 6.50 4.00 0.33 4.33 4.50 6.50 4.00 19.00 20.00 20.00 19.66 19.66 Actual FY 2012 Actual FY 2013 Budget FY 2014 Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Personnel EXPENSES BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 591,536 418,488 1,369,247 1,056,825 440,394 510,509 419,722 1,440,343 1,212,943 362,348 617,214 623,530 1,480,767 1,216,237 414,326 569,940 600,431 1,508,227 1,148,231 493,943 681,063 453,411 1,478,286 1,147,952 514,656 $ 3,876,490 $ 3,945,865 $ 4,352,074 $ 4,320,772 $ 4,275,368 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,360,913 2,515,577 - 1,403,425 2,512,309 30,131 1,571,617 2,780,457 - 1,531,581 2,789,191 - 1,556,251 2,701,117 18,000 $ 3,876,490 $ 3,945,865 $ 4,352,074 $ 4,320,772 $ 4,275,368 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 2012* FY 2013* FY 2014 FY 2015 *A pavement survey was completed in FY 2014 which verified the number of center lane miles. Data prior to the survey being completed was inaccurate. 234 Table of Contents Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2015 The mission of Right of Way (ROW) Maintenance is to maintain the aesthetics and drainage within the right of way, control dust and prevent the spread of noxious weeds. z ACCOMPLISHMENTS FY 2014 z z z z z z z z z Maintained all shoulders and dirt roads for safety and complied with a all PM-10 regulations Inspected, cleaned and maintained 25% of storm structures Inspected 100% of dry wells in right of way, Parks and PKID's Replanted 250 trees in our right of way Maintained, cleaned inspected all bus stops and shelters Painted 18 bus shelters Maintain all dirt roads, shoulders and alleys for safety and in compliance with PM-10 regulations Inspect and maintain dry wells and storm structures in compliance with the Storm Water Management Plan Continue with the tree planting program Maintain all bus stops and structures BUDGET NOTES The FY 2015 budget contains increases for right of way maintenance related to landscaping due to increased square footage. Additionally, one-time funding has been included to allow for ADA compliant replacement of ramps on overlay projects. There are no significant changes in the personnel budget. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES ROW acres maintained by contractor Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Economic Development Projected FY 2014 High Performing Government Anticipated FY 2015 213 342 342 355 Storm drain inlets cleaned 2,500 2,980 2,500 2,500 Shoulder and dirt roads inspected 3 times annually 100% 100% 100% 100% Review irrigation controllers weekly 50% 50% 50% 50% Shoulders reconstructed within five working days 100% 100% 100% 100% N/A 114 114 131 Bus shelters maintained weekly 235 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 1.80 2.50 0.33 2.50 2.50 0.33 2.50 2.50 0.33 2.50 2.50 0.33 2.50 2.50 0.33 4.63 5.33 5.33 5.33 5.33 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 826,770 227,779 693,442 - 1,194,624 282,086 684,181 1,875,974 316,181 686,045 1,469,884 281,227 738,551 2,023,895 264,809 830,338 $ 1,747,991 $ 2,160,891 $ 2,878,200 $ 2,489,662 $ 3,119,042 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 294,299 1,453,692 - 352,241 1,777,210 31,440 376,805 2,501,395 - 347,914 2,141,417 331 396,347 2,722,695 - $ 1,747,991 $ 2,160,891 $ 2,878,200 $ 2,489,662 $ 3,119,042 R.O.W. MAINTENANCE COST PER CENTER LANE MILE $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2012* FY 2013* FY 2014 FY 2015 *A pavement survey was completed in FY 2014 which verified the number of center lane miles. Data prior to the survey being completed was inaccurate. 236 Table of Contents Hazard Response PURPOSE STATEMENT OBJECTIVES FY 2015 The mission of Hazard Response is to keep the town's rights of way clear of driving hazards and unsightly graffiti within expected times. z z ACCOMPLISHMENTS FY 2014 z z z z Removed 100% of dead animals reported within 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 within 1 hour of notification Remove 100% of graffiti reported by 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 FY 2015 STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES % of dead animals removed from rights of way within 1 hour of call % of graffiti removed within 48 hours of notification from police department % of barricades delivered on scheduled date Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 100% 100% 100% 100% 90% 90% 90% 90% 100% 100% 100% 100% 237 Table of Contents Hazard Response PERSONNEL BY ACTIVITY Actual FY 2012 Actual FY 2013 Budget FY 2014 2.25 2.25 2.25 2.34 2.34 2.25 2.25 2.25 2.34 2.34 Actual FY 2012 Actual FY 2013 Budget FY 2014 Hazard Response Total Personnel EXPENSES BY ACTIVITY Hazard Response 162,123 $ Total Expenses 162,123 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay 162,123 133,089 $ 133,089 $ 166,247 194,567 197,948 $ Projected FY 2014 131,254 34,993 $ Budget FY 2015 194,567 Budget FY 2014 110,258 22,831 $ 166,247 Budget FY 2015 Projected FY 2014 166,247 Actual FY 2013 116,841 45,282 $ Total Expenses 133,089 Projected FY 2014 Budget FY 2015 149,573 44,994 $ 194,567 197,948 152,955 44,993 $ 197,948 COST PER CENTER LANE MILE $250.00 $200.00 $150.00 $100.00 $50.00 FY 2012* FY 2013* FY 2014 FY 2015 *A pavement survey was completed in FY 2014 which verified the number of center lane miles. Data prior to the survey being completed was inaccurate. 238 Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly contributed to a business unit. An overview of each section is below. Miscellaneous Contractual Agreement 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 2015, $2,000,000 is budgeted for contingency. Insurance $90,050 Pay for Performance $50,000 Tuition Reimbursement $12,000 This is the Streets Fund portion of the Public Entity Insurance package. Policies include Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Capital Projects The budget for Capital Projects is determined by the 2015-2019 Capital Improvement Program that was adopted by Council on June 5, 2014. The following projects require Street Fund funding for FY 2015: Higley Groves Pavement Rehab Neighborhood Streetlight Rehab PM10 Paving Consolidated Canal Bridge Repair ADA Transition Replacement Traffic Ops Signal System Replace Baseline and Quinn Advanced Traffic Mgmt System Left Turn Safety Enhancements Baseline Road Fiber Optic Val Vista and Warner Signal Gilbert Queen Creek Interconnect East Valley Travel Monitoring Pecos Road Conduit Install Center to Center Communication $200,000 Funding set aside to meet obligations of Entente agreement. This is the maximum allowable expenditure. $2,002,917 1,563,868 835,258 470,000 375,000 301,406 286,542 159,528 144,207 132,157 125,934 67,000 38,000 22,786 9,549 More detail on these CIP projects can be found in the Capital Improvements section of this document. 239 Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2015 for a one time allocation of funds for employees who demonstrate exceptional performance. Once the distribution has been determined, the funds will be transferred to the appropriate cost centers. 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 The contract for the current copy services provider expires in FY 2015. An RFP for copy services will be issued in FY 2015 to determine the most qualified and cost efficient vendor to provide these services. Table of Contents Non-Departmental PERSONNEL No Personnel Allocation Total Personnel EXPENSES Contingency Capital Projects Miscellaneous Total Expenses Actual FY 2013 Budget FY 2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 87,377 $ 87,377 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 $ 87,377 $ Projected FY 2014 Budget FY 2015 Budget FY 2015 88,570 1,000,000 6,983,000 99,466 2,920,135 92,466 2,000,000 6,559,152 355,350 88,570 $ 8,082,466 $ 3,012,601 $ 8,914,502 Budget FY 2014 Projected FY 2014 Budget FY 2015 Actual FY 2013 87,377 - Projected FY 2014 88,570 - 1,099,466 6,983,000 92,466 2,920,135 50,000 2,305,350 6,559,152 88,570 $ 8,082,466 $ 3,012,601 $ 8,914,502 240 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 recommended to stay consistent with FY 2014: $79.50 per hour. The hourly rate is calculated based on the total labor related budget amounts divided by an estimate of productive hours. A percentage is added to the sale of parts to cover the cost of shop and operating supplies. The parts mark-up percentage is 15%. Fuel has a mark-up of $.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 241 Table of Contents Internal Service Funds Actual FY 2012 Actual FY 2013 Budget FY 2014 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 6,894,939 542,914 13,203,488 1,094,148 7,439,037 252,143 12,366,316 1,044,726 7,740,556 670,000 14,067,920 1,057,100 7,801,592 460,000 13,312,852 1,055,000 8,676,874 802,974 14,275,920 1,057,100 $ 21,735,489 $ 21,102,222 $ 23,535,576 $ 22,629,444 $ 24,812,868 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,370,131 20,206,022 159,336 1,481,277 19,620,945 - 1,811,854 21,443,722 280,000 1,677,494 20,815,550 136,400 1,851,192 22,627,646 334,030 $ 21,735,489 $ 21,102,222 $ 23,535,576 $ 22,629,444 $ 24,812,868 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 20,275,309 - 21,597,679 - 22,764,000 - 22,728,000 - 23,264,000 - $ 20,275,309 $ 21,597,679 $ 22,764,000 $ 22,728,000 $ 23,264,000 21,735,489 - 21,102,222 - 23,535,576 - 22,629,444 - 24,812,868 - Total Uses $ 21,735,489 $ 21,102,222 $ 23,535,576 $ 22,629,444 $ 24,812,868 Net Operating Result $ (1,460,180) $ 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 495,457 242 $ Projected FY 2014 (771,576) $ 98,556 Budget FY 2015 $ (1,548,868) Table of Contents Fleet Maintenance PURPOSE STATEMENT OBJECTIVES FY 2015 To provide vehicle and equipment maintenance, repair, acquisition, disposition and make-ready services in a cost effective manner, while ensuring maximum availability for duty and extending vehicle life through a proactive preventative maintenance program. ACCOMPLISHMENTS FY 2014 z z z z z z z Evaluate and implement safety audit plan to enhance current safety program Reduce the outsourced repair expense by ten percent Develop and implement fleet availability rate to include performance metrics BUDGET NOTES Performed a utilization analysis of the town’s fleet, put together a five-year replacement projection for all general fund vehicles and a fiveyear replacement projection for all enterprise fund vehicles The SASC technicians became ADEQ Certified Emission Inspectors and the SASC shop is now conducting all diesel emission testing in-house. Maintained a vehicle in-service rate for emergency response vehicles of greater than 97% Exceeded and maintained industry standard ratio of 70% scheduled/30% unscheduled repairs by 10% No additional FTE were added for Fleet in FY 2015. Increase in budget primarily due to increased repair and maintenance costs on aging fleet. Additionally, fuel expenses and parts increased. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Technician productivity ratio Number of outsourced work orders Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 71.53% 71.88% 73.00% 74.00% 1,393 1,389 1,321 1,300 Total number of work orders 9,390 8,747 9.231 8,900 Total preventive maintenance work orders Total unscheduled work orders 6,720 2,670 6,983 1,599 7,364 1,692 7,000 1,750 Total number of vehicles/equipment in Gilbert fleet 745 745 745 764 Total number of vehicles/equipment in Queen Creek fleet 134 8 8 8 243 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 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 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 19.75 5.75 0.25 0.25 0.00 19.75 5.75 0.25 0.25 0.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,428,608 1,540,579 3,134,266 791,486 - 1,412,154 1,707,589 3,144,197 1,173,937 1,160 1,709,935 1,780,704 3,374,216 870,491 5,210 1,529,212 1,818,176 3,378,370 1,070,624 5,210 1,729,773 1,839,191 3,389,216 1,195,484 523,210 $ 6,894,939 $ 7,439,037 $ 7,740,556 $ 7,801,592 $ 8,676,874 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 1,370,143 5,524,796 - 1,481,277 5,957,760 - 1,811,854 5,898,702 30,000 1,677,494 6,097,698 26,400 1,851,192 6,741,652 84,030 $ 6,894,939 $ 7,439,037 $ 7,740,556 $ 7,801,592 $ 8,676,874 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Transfers In 6,963,645 - 7,449,241 - 7,710,000 - 7,710,000 - 8,210,000 - $ 6,963,645 $ 7,449,241 $ 7,710,000 $ 7,710,000 $ 8,210,000 6,894,939 - 7,439,037 - 7,740,556 - 7,801,592 - 8,676,874 - Total Uses $ 6,894,939 $ 7,439,037 $ 7,740,556 $ 7,801,592 $ 8,676,874 Net Operating Result $ $ $ Total Sources Total Expenses Transfers Out 68,706 10,204 244 (30,556) $ (91,592) $ (466,874) Table of Contents Copy Services PURPOSE STATEMENT OBJECTIVES FY 2015 Copy Services provides support for mail services and reproduction, encompassing printing, copying, and scanning. ACCOMPLISHMENTS FY 2014 z z z z z z z Replaced the following equipment due to age and increasing repair costs { Police – 5 copy machines { Public Works – 3 copy machines { Parks and Recreation – 2 copy machines Initiated an RFP for copy center, mail room, copy machine maintenance, and printer maintenance to ensure competitive pricing for service Collected detailed print information by month for each printer Completed a GIS map layer for all printer equipment to improve inventory management Evaluate print volumes by printer to identify cost optimization opportunities Award new contract for copy center, mail room, copy machine maintenance, and printer maintenance Establish a five-year replacement plan for printer equipment as part of the FY 2016 budget preparation process BUDGET NOTES Copy services are provided by a contracted vendor. Included in the FY 2015 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. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Average cost per impression Number of impressions Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 $0.080 2,223,482 $0.040 4,609,686 $0.021 5,714,032 $0.021 6,000,000 245 Table of Contents Copy Services Actual FY 2012 Actual FY 2013 Budget FY 2014 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 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services Total Expenses 542,914 $ Personnel Supplies & Contractual Capital Outlay $ 542,914 $ Total Expenses Transfers Out 357,857 $ $ Net Operating Result $ 542,914 256,353 $ $ 670,000 $ 252,143 - 460,000 552,974 250,000 $ 670,000 - 588,000 802,974 Budget FY 2015 588,000 $ 802,974 Budget FY 2015 Projected FY 2014 588,000 588,000 $ 350,000 110,000 Budget FY 2014 $ 460,000 802,974 Projected FY 2014 420,000 250,000 256,353 - 542,914 - Total Uses 252,143 670,000 Budget FY 2015 460,000 Budget FY 2014 Actual FY 2013 357,857 $ $ 252,143 - Actual FY 2012 Total Revenues Transfers In 252,143 Budget FY 2015 Projected FY 2014 670,000 Actual FY 2013 383,578 159,336 OPERATING RESULTS Total Sources $ Actual FY 2012 EXPENSES BY CATEGORY Total Expenses 542,914 252,143 Projected FY 2014 588,000 $ 460,000 - 588,000 802,974 - $ 252,143 $ 670,000 $ 460,000 $ 802,974 (185,057) $ 4,210 $ (82,000) $ 128,000 $ (214,974) 246 Table of Contents Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2015 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. ACCOMPLISHMENTS FY 2014 z z z Maintain a reserve equivalent to a minimum of three months of medical claims in excess of claims incurred but not reported BUDGET NOTES Plan is fully funded and reserve reflects funds that exceed the estimated incurred costs at the end of the fiscal year Claims costs in FY 2014 were substantially impacted by large claims from individual members; stop loss insurance recoveries for FY 2014 in the amount of $1,962,672 as of 8/31/2014 lagged fiscal year end 2014. If stop loss reimbursements were received in FY 2014, the health trust reserve would reflect an increase of $323,141. Medical premiums are shared between Gilbert and its employees. The contribution rate for Gilbert is 80% of the premium for 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. Performance Measures Notes: * FY 2012 includes a premium holiday totaling an estimated employer reduction of approximately $1,000,000 ** Though base premiums did not change in FY 2013, total premium per employee has increased because of increases in percentage of family coverage participants *** Reserve change impacted by large individual claims in FY 2014; stop loss recoveries received after fiscal year end exceeded the reduction in the fiscal year end 2014 reserve STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Average total plan cost (expense) per participating employee per month $1,042 $978 $1,255 $1,100 Average actual total premium per employee per month $951* $1,029** $1,050 $1,050 Average actual Gilbert premium contribution per employee per month $778* $823 $840 $840 Health plan participants 3,171 3,199 3,245 3,280 $3,901,741 $4,380,935 $2,741,404*** $3,830,000*** PERFORMANCE MEASURES Reserve in excess of estimated Incurred But Not Reported (IBNR) claims for medical and dental funds 247 Table of Contents Health Self Insurance Actual FY 2012 Actual FY 2013 Budget FY 2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 13,203,488 12,366,316 14,067,920 13,312,852 14,275,920 $ 13,203,488 $ 12,366,316 $ 14,067,920 $ 13,312,852 $ 14,275,920 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 (12) 13,203,500 - 12,366,316 - 14,067,920 - 13,312,852 - 14,275,920 - $ 13,203,488 $ 12,366,316 $ 14,067,920 $ 13,312,852 $ 14,275,920 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 11,842,500 - 11,842,500 - 13,157,000 - 13,252,000 - 13,345,000 - $ 11,842,500 $ 11,842,500 $ 13,157,000 $ 13,252,000 $ 13,345,000 13,203,488 - 12,366,316 - 14,067,920 - 13,312,852 - 14,275,920 - Total Uses $ 13,203,488 $ 12,366,316 $ 14,067,920 $ 13,312,852 $ 14,275,920 Net Operating Result $ (1,360,988) $ PERSONNEL BY ACTIVITY Health Self Insurance Total Personnel EXPENSES BY ACTIVITY Health Self Insurance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out (523,816) $ 248 Projected FY 2014 (910,920) $ Budget FY 2015 (60,852) $ (930,920) Table of Contents Dental Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2015 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 2014 z z z z 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 BUDGET NOTES Sufficient premiums to pay plan expenses Better than expected claims costs and reverse 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 The Dental Self Insurance Fund was implemented in FY 2011. 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 for both single and family coverage. Employees pay 20% of the premium. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Average total plan cost (expense) per participating employee per month Average actual premium per employee per month Average actual Gilbert premium contribution per employee per month Dental plan participants Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 $87 $87 $85 $86 $88 $88 $87 $86 $70 $70 $69 $69 3,171 3,171 3,183 3,290 249 Table of Contents Dental Self Insurance PERSONNEL BY ACTIVITY Dental Self Insurance Total Personnel EXPENSES BY ACTIVITY Dental Self Insurance Total Expenses Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,094,148 1,044,726 1,057,100 1,055,000 1,057,100 $ 1,094,148 $ 1,044,726 $ 1,057,100 $ 1,055,000 $ 1,057,100 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 1,094,148 - 1,044,726 - 1,057,100 - 1,055,000 - 1,057,100 - $ 1,094,148 $ 1,044,726 $ 1,057,100 $ 1,055,000 $ 1,057,100 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Transfers In 1,111,307 - 1,109,125 - 1,121,000 - 1,127,000 - 1,121,000 - $ 1,111,307 $ 1,109,125 $ 1,121,000 $ 1,127,000 $ 1,121,000 1,094,148 - 1,044,726 - 1,057,100 - 1,055,000 - 1,057,100 - Total Uses $ 1,094,148 $ 1,044,726 $ 1,057,100 $ 1,055,000 $ 1,057,100 Net Operating Result $ $ $ $ $ Total Sources Total Expenses Transfers Out 17,159 64,399 250 63,900 72,000 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 contributions to the replacement fund were discontinued in FY 2007. FY2015 includes a one-time contribution of $5M and an ongoing contribution of $500k. 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 structure evens out the cash flow in the operating fund and provides better cost information upon which to base user fees. 251 Table of Contents Replacement Funds 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 $ 8,906,791 4,117,303 45,723,447 43,446,060 7,176,649 827,513 239,338 Total Fund Balance $ 110,437,101 Based on budgeted revenues and expenditures for FY 2015, the anticipated ending fund balance for each replacement fund is as follows: Fund Fund Balance General Streets Water Wastewater Environmental Services - Residential Environmental Services - Commercial Fleet Maintenance $ 10,382,841 3,798,403 41,207,688 45,877,814 5,586,123 547,873 239,338 Total Fund Balance $ 107,640,080 252 Table of Contents Replacement Funds Actual FY 2012 GENERAL REPLACEMENT FUND Total Revenues Transfers In Total Sources 137,148 $ Total Expenses Transfers Out $ Net Operating Result $ $ 82,296 782,363 $ (645,215) $ Total Revenues Transfers In 815,564 Total Expenses Transfers Out 190,542 $ Net Operating Result $ 190,542 $ Total Revenues Transfers In 32,503 $ $ Total Expenses Transfers Out 5,569,269 297,310 5,576,629 Total Uses $ 5,286,920 $ 284,542 Net Operating Result $ 282,349 $ 5,292,087 Total Revenues Transfers In Total Sources $ Total Expenses Transfers Out 5,798,965 $ $ $ 5,909,011 5,644,992 5,336,920 $ 4,053,950 (383,900) $ 1,476,050 Budget FY 2015 - 425,000 $ 365,667 $ 365,667 $ (365,667) $ 6,743,000 - 5,336,920 743,900 (318,900) Budget FY 2015 50,000 5,286,920 $ 425,000 743,900 - Projected FY 2014 50,000 5,286,920 50,000 6,953,294 $ 7,003,294 1,351,415 - 11,519,053 - $ 1,351,415 $ 11,519,053 $ (1,406,080) $ 3,985,505 $ (4,515,759) $ 6,743,000 Budget FY 2014 207,141 5,701,870 $ 1,071,500 413,900 5,530,000 4,053,950 - - Budget FY 2014 Actual FY 2013 97,095 5,701,870 - $ Projected FY 2014 1,071,500 - 205,993 78,549 Actual FY 2012 $ (264,807) $ (1,071,500) $ 5,286,920 WASTEWATER REPLACEMENT FUND $ 289,709 5,286,920 $ 3,673,700 30,000 30,000 5,500,000 413,900 - - Actual FY 2013 282,349 5,286,920 $ Budget FY 2014 297,310 - Actual FY 2012 WATER REPLACEMENT FUND $ 32,503 - $ 30,000 3,673,700 - Actual FY 2013 - Total Uses $ Budget FY 2015 30,000 - (733,268) $ (3,643,700) $ 190,542 $ Projected FY 2014 30,000 - 705,220 110,344 Actual FY 2012 STREETS REPLACEMENT FUND Total Sources 137,148 Budget FY 2014 82,296 - 322,707 459,656 Total Uses Total Sources Actual FY 2013 Projected FY 2014 100,000 5,701,870 $ 80,612 - 5,801,870 Budget FY 2015 100,000 5,701,870 $ 3,685,000 - 5,801,870 100,000 6,819,818 $ 206,644 - 6,919,818 4,488,064 - Total Uses $ 5,644,992 $ 80,612 $ 3,685,000 $ 206,644 $ 4,488,064 Net Operating Result $ 153,973 $ 5,828,399 $ 2,116,870 $ 5,595,226 $ 2,431,754 253 Table of Contents Replacement Funds Actual FY 2012 ENVIRO SVCS RES REPLACEMENT FUND Total Revenues Transfers In Total Sources Actual FY 2013 71,743 1,246,160 $ Total Expenses Transfers Out 1,317,903 Budget FY 2014 42,818 1,246,160 $ 131,560 - 1,288,978 Projected FY 2014 40,000 1,246,160 $ 579,343 - 1,286,160 Budget FY 2015 40,000 1,246,160 $ 2,762,340 - 1,286,160 40,000 389,474 $ 914,317 - 429,474 2,020,000 - Total Uses $ 131,560 $ 579,343 $ $ 914,317 $ Net Operating Result $ 1,186,343 $ 709,635 $ (1,476,180) $ 371,843 $ (1,590,526) Actual FY 2012 ENVIRO SVCS COMM REPLACEMENT FUND Total Revenues Transfers In Total Sources Actual FY 2013 2,881 186,210 $ Total Expenses Transfers Out 189,091 17,598 - $ 17,598 $ Net Operating Result $ 171,493 $ Actual FY 2012 Total Revenues Transfers In Total Sources Total Expenses Transfers Out 1,690 $ 190,057 $ $ - 1,482 $ 830,530 - $ 70,360 350,000 - $ 21,853 $ 350,000 (641,320) $ 167,357 $ (279,640) Projected FY 2014 $ 189,210 3,000 67,360 21,853 - Budget FY 2014 1,482 $ 189,210 2,020,000 Budget FY 2015 3,000 186,210 830,530 - Actual FY 2013 1,690 $ 190,057 Projected FY 2014 3,000 186,210 - Total Uses FLEET MAINTENANCE REPLACEMENT FUND Budget FY 2014 3,847 186,210 $ 2,762,340 - Budget FY 2015 $ - - $ - - Total Uses $ - $ - $ - $ - $ - Net Operating Result $ 1,690 $ 1,482 $ - $ - $ - 254 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 fund 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 – 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 houses the revenues and expenses for 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. 255 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 CDBG/HOME System Development Fees Grants Police Impound Special Districts Other Special Revenue Total Expenses Actual FY 2013 Budget FY 2014 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 0.70 0.00 0.00 4.00 2.60 3.00 2.00 0.00 0.00 4.00 2.60 3.00 9.60 9.55 10.30 10.30 11.60 Actual FY 2012 Actual FY 2013 Budget FY 2014 835,134 1,891,370 278,210 2,486,545 1,463,173 $ 6,954,432 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2012 $ 6,954,432 $ Budget FY 2015 Projected FY 2014 Budget FY 2015 826,623 589,479 274,982 2,456,273 1,594,138 854,764 9,721,000 7,607,000 308,403 2,645,780 2,997,179 1,212,754 3,584,774 429,542 287,921 2,630,710 2,641,644 991,732 9,662,351 6,548,048 302,732 2,733,270 3,914,897 5,741,495 $ 24,134,126 $ 10,787,345 $ 24,153,030 Budget FY 2014 Projected FY 2014 Budget FY 2015 Actual FY 2013 1,483,382 4,900,872 570,178 Projected FY 2014 1,738,772 3,849,410 153,313 1,835,393 9,957,873 12,340,860 1,957,481 5,114,757 3,715,107 1,900,040 11,179,813 11,073,177 5,741,495 $ 24,134,126 $ 10,787,345 $ 24,153,030 Projected FY 2014 Budget FY 2015 Actual FY 2012 Actual FY 2013 Budget FY 2014 59,844,532 11,193,377 55,318,250 11,679 55,229,038 - 48,220,570 - 55,142,089 - $ 71,037,909 $ 55,329,929 $ 55,229,038 $ 48,220,570 $ 55,142,089 6,954,432 49,757,756 5,741,495 31,314,827 24,134,126 23,960,245 10,787,345 26,917,565 24,153,030 24,619,360 Total Uses $ 56,712,188 $ 37,056,322 $ 48,094,371 $ 37,704,910 $ 48,772,390 Net Operating Result $ 14,325,721 $ 18,273,607 $ $ 10,515,660 $ OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 256 7,134,667 6,369,699 Table of Contents CDBG/HOME PURPOSE STATEMENT OBJECTIVES FY 2015 Parks and Recreation Neighborhood and Outreach Services administers federal funds such as Community Development Block Grants (CDBG) and HOME Investment Partnership Funds (HOME). These funds are used to promote sustainable neighborhoods, repair/replace aging infrastructure, increase disability access, promote fair housing and redevelopment activities for low to moderate income areas and households. z ACCOMPLISHMENTS FY 2014 z z z z z z z 68 households received emergency and minor home repair assistance up from 65 in 2013 1,284 elderly and disabled residents received congregate and home delivered meals, an increase of 387 826 senior residents participated in recreational and health related activities at the Gilbert Senior Center Supported regional efforts for homelessness by utilizing CDBG funds to provide new electrical and lighting fixtures at the Family Promise shelter which will benefit over 100 homeless families Reduced presence of slum and blight by using the voluntary demolition program to demolish one vacant, blighted structure in downtown Gilbert Benefited approximately 578 persons by improving pedestrian safety in the downtown Heritage District with increased ADA access and safety measures z z z z Promote neighborhood stabilization through infrastructure improvements within the Heritage District by starting the water and sewer replacement project Increase the quality of owner-occupied housing through rehabilitation assistance to 30 low and moderate-income households Preserve and improve habitability of owneroccupied housing by assisting 42 homeowners through emergency home repair assistance Increase by 20 units the number of affordable housing opportunities through support of Maricopa County HOME Consortium development projects Support regional Continuum of Care efforts to serve the homeless by participating in one regional event Provide funding assistance of $181,500 to nonprofit providers of services to Gilbert’s youth, seniors, special needs populations, victims of domestic violence, persons and families in crisis and disabled persons 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. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 # of households receiving repair and rehab 55 65 68 72 # of residents benefiting from revitalization and infrastructure improvements 578 750 578 650 PERFORMANCE MEASURES 257 Table of Contents CDBG/HOME Actual FY 2012 Actual FY 2013 Budget FY 2014 CDBG/HOME 1.00 0.95 0.70 0.70 2.00 Total Personnel 1.00 0.95 0.70 0.70 2.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses 835,134 $ Personnel Supplies & Contractual Capital Outlay $ 835,134 $ Total Expenses Transfers Out $ 1,603,481 Net Operating Result $ $ $ 826,442 $ 826,623 127 $ (87,659) $ 826,750 $ (308) $ 258 854,764 1,212,754 854,764 $ 1,212,754 Budget FY 2015 991,732 $ Projected FY 2014 148,582 706,182 - 150,760 1,061,994 - 854,764 $ 1,212,754 Budget FY 2014 826,442 - 835,134 768,347 Total Uses 826,623 Budget FY 2015 Projected FY 2014 Budget FY 2014 Actual FY 2013 1,515,822 $ 1,515,822 $ 168,466 658,157 - Actual FY 2012 Total Revenues Transfers In 826,623 Actual FY 2013 84,887 750,247 - OPERATING RESULTS Total Sources $ Actual FY 2012 EXPENSES BY CATEGORY Total Expenses 835,134 826,623 Projected FY 2014 991,732 Budget FY 2015 203,803 787,929 - $ Projected FY 2014 991,732 Budget FY 2015 854,764 - 1,232,754 - 854,764 $ 1,232,754 854,764 - 1,212,754 - 854,764 $ 1,212,754 $ 991,732 $ $ (157,108) - 20,000 834,624 $ 834,624 991,732 - Table of Contents System Development Fees facility built specifically to meet the needs of growth. PURPOSE STATEMENT The primary purpose of System Development Fees (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. By state law, SDFs may only pay for projects identified in the town’s Infrastructure Improvement Plan (IIP). Traffic Signals The Traffic Signal SDF is a charge to new development to cover the cost of expanding the traffic signal network. The fee design uses a plan-based approach derived from trip generation rates, trip rate adjustment factors, and the growth cost of specific intersection improvements to be completed over the next ten years. FEE DESCRIPTIONS Following are descriptions and fees for a typical single-family residential permit: Water System & Resource Parks and Recreation $5,901 General Government $1,155 General Government SDFs are used solely for the payment of principal and interest on the portion of the bonds, notes or other debt service obligations issued before June 1, 2011 to finance construction of the facility. Gilbert has outstanding debt service for the South Area Service Center and the Perry Library, which meet the criteria as defined in ARS 9-463.05 (T) (7) (h). Development fees for libraries are currently collected under this category and used solely for debt service payments on existing library facilities that were oversized to accommodate future development. $4,015 $3,176 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 facilities, including collection, interception, transportation, treatment and disposal of wastewater, and any appurtenances for those facilities. The model includes an assumption that the equivalent single family residential unit generates 248 gallons per day of wastewater flow. Calculations are based on a 3/4 inch meter, and are based on geographic service area. Public Safety $4,081 The Parks and Recreation SDF is a charge to new development to recover the costs of expanding parks and recreation facilities, providing general public benefit in support of new growth; if larger than thirty acres the facilities must provide a direct benefit to the development. The Water System and Resource SDF is a charge to new development to cover the costs of expanding the water system and acquiring additional water resources necessary to serve new growth. The Water System fee design includes the supply, transportation, treatment, purification and distribution of water, and any appurtenances for those facilities. The model includes an assumption that the equivalent residential unit (ERU) will be 570 gallons per day. Calculations are based on a 3/4 inch meter. Wastewater System Greenfield Neely $450 BUDGET NOTES In 2011, Senate Bill 1525 was introduced which significantly amended the development fee enabling legislation. In response, the Town of Gilbert hired TischlerBise to document land use assumptions, prepare an Infrastructure Improvement Plan and update the town’s system development fees pursuant to the Arizona Revised Statue 9-463.05. $2,469 Public Safety SDFs represent a combination of Fire, Police and Public Safety Debt Service. The charge is to new development to recover the town’s cost of providing police and fire facilities including all appurtenances, equipment and vehicles required to serve new growth. Fees cannot be used for facilities built to replace services that were once provided elsewhere in the municipality, except for the portion of such a Beginning in FY 2014, the actual costs associated with capital projects are expensed directly to the funding source. As a result, expenditures are now recorded in the various SDF funds. Prior to FY 2014, CIP funding was handled through interfund transfers. 259 Table of Contents System Development Fees PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Solid Waste Container Fee Traffic Signals Police Fire General Government Parks and Recreation Water System Water Resources Wastewater System Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ Actual FY 2012 Actual FY 2013 Budget FY 2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 - - - $ - Actual FY 2012 Actual FY 2013 - - - $ - Projected FY 2014 Projected FY 2014 944,000 148,000 50,000 8,488,000 91,000 $ 9,721,000 $ 3,584,774 2,692,998 1,884,796 69,175 897,050 4,027,332 91,000 $ Projected FY 2014 9,721,000 9,721,000 Budget FY 2015 324,978 88,564 18,825 19,648 3,132,759 - Budget FY 2014 $ Budget FY 2015 Budget FY 2015 3,584,774 $ 3,584,774 9,662,351 9,662,351 $ Actual FY 2012 Actual FY 2013 Budget FY 2014 51,151,868 11,188,740 48,860,729 - 42,030,000 - 42,030,000 - 42,030,000 - $ 62,340,608 $ 48,860,729 $ 42,030,000 $ 42,030,000 $ 42,030,000 46,075,704 31,068,939 9,721,000 23,774,325 3,584,774 24,044,325 9,662,351 24,433,440 Total Uses $ 46,075,704 $ 31,068,939 $ 33,495,325 $ 27,629,099 $ 34,095,791 Net Operating Result $ 16,264,904 $ 17,791,790 $ $ 14,400,901 $ OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 260 8,534,675 Projected FY 2014 9,662,351 Budget FY 2015 7,934,209 Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2015 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. ACCOMPLISHMENTS FY 2014 z z Received $1,744,335 in grant funds Completed single audit report for FY 2013 with no material weaknesses z Completion of single audit report with no findings 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. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Grants received Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 $5,955,014 $1,227,089 $1,744,335 $1,500,000 261 Table of Contents Grants PERSONNEL BY ACTIVITY Grants Total Personnel EXPENSES BY ACTIVITY Grants Total Expenses Budget FY 2014 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 $ 1,891,370 $ Actual FY 2012 Personnel Supplies & Contractual Capital Outlay $ 1,891,370 $ Actual FY 2012 Total Revenues Transfers In 589,479 7,607,000 589,479 $ 7,607,000 Actual FY 2013 169,528 1,254,282 467,560 OPERATING RESULTS Total Sources Actual FY 2013 1,891,370 EXPENSES BY CATEGORY Total Expenses Actual FY 2012 169,640 342,059 77,780 5,000,000 2,607,000 589,479 $ 7,607,000 Actual FY 2013 $ 7,607,000 - $ 2,610,480 $ 1,174,094 $ 7,607,000 1,891,370 48 589,479 49,194 Budget FY 2015 429,542 6,548,048 429,542 $ 6,548,048 Projected FY 2014 $ Budget FY 2014 1,163,164 10,930 Budget FY 2015 Projected FY 2014 Budget FY 2014 2,606,506 3,974 Total Expenses Transfers Out Projected FY 2014 Budget FY 2015 164,877 147,192 117,473 19,606 5,137,116 1,391,326 429,542 $ 6,548,048 Projected FY 2014 Budget FY 2015 429,542 - 6,548,048 - 429,542 $ 6,548,048 7,607,000 - 429,542 2,700,000 6,548,048 $ 6,548,048 $ Total Uses $ 1,891,418 $ 638,673 $ 7,607,000 $ 3,129,542 Net Operating Result $ $ 535,421 $ $ (2,700,000) $ 719,062 262 - - Table of Contents Police Impound PURPOSE STATEMENT OBJECTIVES FY 2015 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 this statute, anyone of interest in the vehicle may request a tow hearing for its release. Tow hearings are held before a tow hearing coordinator who is responsible to determine if the vehicle in question was towed properly. The coordinator also reviews cases where a vehicle is eligible for early release. If the subject vehicle is ineligible for early release a hearing is required to determine vehicle disposition. These hearings are conducted after the 30 day impound period has closed. A $150 administrative fee is collected for every vehicle release; these fees are placed into the vehicle impound fund to cover staff and program costs. All fees are pursuant to, A.R.S. 28-3511. z z z Conduct fair and proper hearings as required pursuant to A.R.S. 28-3511 Continue to review and manage the revised towing program that was implemented in FY 2014 Assist in training departmental employees and provide updates on A.R.S. 28-3511 statutory changes z BUDGET NOTES There were no significant changes to the budget in FY 2015. ACCOMPLISHMENTS FY 2014 z z z z During FY2014 staff conducted 2,065 tow hearings Issued citations for violations of ARS-3512J; all of which resulted in “responsible” findings Developed and implemented an updated towing program to include RFP and resultant towing contract for five companies Process has improved efficiency as well as customer service STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Number of tow hearings conducted 2,009 2,100 2,065 2,850 Number of proper tows Number of vehicles eligible for early release 2,235 2,250 1,929 2,850 1,471 1,500 1,929 2,850 PERFORMANCE MEASURES 263 Table of Contents Police Impound Actual FY 2012 Actual FY 2013 Budget FY 2014 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 2012 Actual FY 2013 Budget FY 2014 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Police Impound 278,210 $ Total Expenses 278,210 274,982 $ Actual FY 2012 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 278,210 Total Revenues Transfers In $ $ Total Expenses Transfers Out 220,296 $ $ Net Operating Result $ 325,404 $ 308,403 238,951 (105,108) $ 309,522 310,000 $ (70,571) $ 364,323 287,921 285,000 $ 331,161 (54,323) $ $200.00 $150.00 $100.00 $50.00 $0.00 FY 2013 FY 2014 264 $ FY 2015 302,732 Budget FY 2015 285,000 - $ 287,921 43,240 COST PER TOW HEARING FY 2012 266,013 36,719 - 285,000 $ 302,732 Budget FY 2015 Projected FY 2014 308,403 55,920 $ $ 250,052 37,869 - 310,000 $ 287,921 302,732 Projected FY 2014 Budget FY 2014 274,982 34,540 $ $ 270,484 37,919 - 238,951 - 278,210 47,194 Total Uses 274,982 Budget FY 2015 287,921 Budget FY 2014 Actual FY 2013 220,296 - Total Sources 308,403 254,263 20,719 - Actual FY 2012 OPERATING RESULTS $ Budget FY 2015 Projected FY 2014 308,403 Actual FY 2013 236,788 41,422 - Total Expenses 274,982 Projected FY 2014 285,000 302,732 55,920 $ (46,161) $ 358,652 (73,652) 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 336 SLIDs, and more are added annually. The amount levied in FY 2015 is $902,140. The anticipated expenditures are $1,001,600. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted an FY 2015 budget of $1,731,670 and a levy of $1,634,020. The levy is assessed to property tax parcels within each district based upon the relative value of each parcel. 265 Table of Contents Special Districts PERSONNEL BY ACTIVITY Actual FY 2012 Actual FY 2013 Budget FY 2014 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 2012 Actual FY 2013 Budget FY 2014 Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Improvement Total Expenses Budget FY 2015 Projected FY 2014 Budget FY 2015 1,480,383 1,006,162 1,535,735 920,538 1,674,830 970,950 1,674,830 955,880 1,731,670 1,001,600 $ 2,486,545 $ 2,456,273 $ 2,645,780 $ 2,630,710 $ 2,733,270 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2014 156,792 2,329,753 - 170,031 2,286,242 - 183,481 2,462,299 - 157,741 2,472,969 - 179,180 2,534,590 19,500 $ 2,486,545 $ 2,456,273 $ 2,645,780 $ 2,630,710 $ 2,733,270 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 OPERATING RESULTS Total Revenues Transfers In 2,543,006 - 2,365,396 - 2,362,250 - 2,362,250 - 2,536,160 - $ 2,543,006 $ 2,365,396 $ 2,362,250 $ 2,362,250 $ 2,536,160 2,486,545 - 2,456,273 - 2,645,780 - 2,630,710 - 2,733,270 - Total Uses $ 2,486,545 $ 2,456,273 $ 2,645,780 $ 2,630,710 $ 2,733,270 Net Operating Result $ $ Total Sources Total Expenses Transfers Out 56,461 (90,877) $ 266 (283,530) $ (268,460) $ (197,110) Table of Contents Other Special Revenue PURPOSE STATEMENT Fill the Gap 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. 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. FUND DETAIL Court Automation Fund Contributions to support awards and expenses for special activities such as victim assistance. 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. Confiscated Funds Court Enhancement Fund Dollars provided through confiscation of property by the Police Department. 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. Public Safety Funds Public Safety Security Companies contract for security and pay a flat hourly rate. Security is provided during construction and at special events. Cable TV Contribution for purchase of cable equipment. Transportation Coordination Santan Mitigation Established to account for transportation related projects and personnel. Contribution from SRP to offset homeowners associations’ landscaping costs on subdivisions that are located next to the Santan Generating Plant. 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. 267 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 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 1.00 2.00 2.00 3.00 3.00 3.00 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 Special Revenue 1,463,173 1,594,138 2,997,179 2,641,644 3,914,897 Total Expenses $ 1,463,173 $ 1,594,138 $ 2,997,179 $ 2,641,644 $ 3,914,897 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In 835,387 525,168 102,618 976,372 542,233 75,533 1,232,846 1,751,473 12,860 1,234,051 1,394,733 12,860 1,231,438 2,683,459 - $ 1,463,173 $ 1,594,138 $ 2,997,179 $ 2,641,644 $ 3,914,897 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1,807,034 663 1,863,568 749 2,065,024 - 1,881,024 - 2,908,257 - $ 1,807,697 $ 1,864,317 $ 2,065,024 $ 1,881,024 $ 2,908,257 1,463,173 2,866,463 1,594,138 162,027 2,997,179 130,000 2,641,644 130,000 3,914,897 130,000 Total Uses $ 4,329,636 $ 1,756,165 $ 3,127,179 $ 2,771,644 $ 4,044,897 Net Operating Result $ (2,521,939) $ Total Sources Total Expenses Transfers Out 108,152 268 $ (1,062,155) $ (890,620) $ (1,136,640) Table of Contents Capital Improvements __________________________________________ Capital Projects Administration Capital Improvements Overview Capital Improvement Maintenance Costs Capital Improvement Plan Summary Capital Improvement Detail Table of Contents Capital Projects Administration PURPOSE STATEMENT OBJECTIVES FY 2015 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. ACCOMPLISHMENTS FY 2014 z z z z z z z z Complete the FY 2016 - 20 CIP/IIP updated Complete the design of 30 capital projects Start the construction 22 capital projects Oversee the construction projects of the Parkway Improvement Districts BUDGET NOTES Completed design of 26 capital projects Completed construction of 14 capital projects Started construction of four capital projects Worked with town departments to update the FY 2015-19 Capital Improvement Plan and Infrastructure Improvement Plan (CIP/IIP) The FY 2015 personnel budget does not contain significant changes. The supplies and contractual budget has increased due to one-time funding allocated for specific projects. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2012 Actual FY 2013 Projected FY 2014 Anticipated FY 2015 Total project costs of CIP projects with construction complete in fiscal year $94,388,000 $53,953,000 $39,640,227 $159,975,081 269 Table of Contents Capital Projects Administration Actual FY 2012 Actual FY 2013 Budget FY 2014 Capital Projects Administration 3.75 8.15 7.40 7.40 7.40 Total Personnel 3.75 8.15 7.40 7.40 7.40 Actual FY 2012 Actual FY 2013 Budget FY 2014 916,151 5,334 25,200,483 219,262 31,656 4,980,195 7,991,577 141,853 362,881 775,881 170 25,842,248 327,600 18,674 1,116,987 10,802,493 75,930 1,957,343 862,772 48,991,016 19,329,000 27,934,000 - 759,939 3,220,727 9,059,644 - 977,775 64,750,000 24,347,694 59,460,045 - $ 39,849,392 $ 40,917,326 $ 97,116,788 $ 13,040,310 $149,535,514 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 418,495 1,082,614 38,348,283 588,697 562,771 39,765,858 795,887 875,885 95,445,016 703,294 56,645 12,280,371 710,890 1,148,886 147,675,738 $ 39,849,392 $ 40,917,326 $ 97,116,788 $ 13,040,310 $149,535,514 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 8,704,801 10,859,316 14,085,722 19,613,133 69,182,790 - $ 19,564,117 $ 33,698,855 $ 69,182,790 39,849,392 2,762,474 40,917,326 2,281,168 Total Uses $ 42,611,866 $ 43,198,494 Net Operating Result $ (23,047,749) $ (9,499,639) $ (27,933,998) $ (9,059,644) $ (19,155,552) 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 270 Projected FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 3,980,666 - 130,379,962 - 3,980,666 $130,379,962 97,116,788 - 13,040,310 - 149,535,514 - $ 97,116,788 $ 13,040,310 $149,535,514 $ Table of Contents Capital Improvements Overview The Maricopa County Assessor’s Office provides assessed values for property tax purposes based on market prices at a fixed point in time. By the time the property tax is collected, that assessment is based on sales from January two years before. This lag in timing was seen through last year in a series of continuing decline in valuations, even as we saw the beginnings of economic recovery in current housing prices. The FY 2013-14 Assessed Value (AV) decline of 4.8% combined with consecutive declining years brought the town’s net AV down a total of 45% compared to FY 2006-07. This decline required an adjustment to historic assumptions, affecting the amount of capital financing sources available for projects, as well as the demand for additional facilities. FY 2015 brings the first increase in assessed valuations in several years, with a total increase of 14.7% including both new and existing development. Previously, the ability to issue voter approved bonds for streets and parks projects was limited by the property tax rate of $1.15 per $100. Until recently, collections in April could be applied to the October debt service payment, allowing for a consistent property tax levy when scheduled debt service payments fluctuated. House Bill 2347 from the 2013 Legislative Session requires municipalities to adopt a property tax levy based on the exact amount of scheduled debt service for the year, plus a reasonable amount for delinquencies and certain costs. Because the $18,576,087.50 general obligation debt service payment required for FY 2015 is less than the $19,092,000 required in FY 2014, the average tax payer will see a decrease in the town’s portion of the corresponding property tax in the upcoming year. The $22,814,500 debt service payment due in FY 2016 may cause a corresponding increase in the following fiscal year. The FY 2015 recommended tax levy of $19,500,000 allows for a 5% delinquency factor. Road construction remains the priority in using bonding capacity within what comprised the former $1.15 tax rate; however the effective rate for FY 2015 is $1.0659. Remaining authorization for unissued bonds includes $11,759,000 from the 2001 election (Parks Improvements) and $71,208,000 from the 2007 election (Transportation Improvements). The program is built on the assumption that all of the remaining bond authorizations will eventually be issued. The decision to issue additional bonds will be contingent on both the ability to support additional bonds, while maintaining a reasonable tax rate, and the ability to have sufficient operating resources to maintain and operate the facilities without compromising established Council service standards. The FY 2015 Capital Improvement Plan includes project costs that total $1,391,506,000 which is an increase of $167,673,000 (13.70%) from the 2013-18 Plan of $1,223,833,000. Of the $1,391,506,000 plan, $628,461,000 or 45.16% are projects scheduled beyond the five-year period. FY 2015 Program Areas Parks and Open Space 30.2% Streets Improvements 29.5% Traffic Control Improvements 4.7% Wastewater System Improvements 5.5% Storm Water Improvements 0.1% Water System Improvements 18.0% 271 Municipal Facilities 3.5% Redevelopment 3.7% Public Safety 4.6% Table of Contents Capital Improvements Overview Projects identified in the CIP are selected based on the current and future needs of the town. During the budget process, these requests are carefully reviewed by a team consisting of Engineering, project managers, representatives from the Office of Management and Budget, representatives from departments submitting projects, the Executive Team, the deputy town manager and the town manager. All projects are discussed in detail and prioritized based on a specified ranking criterion, and then carefully considered to identify the projects most likely to be recommended for funding. Projects are then recommended annually to the Town Council for review. It is important to note that the commitment of financial resources and the construction of publicly owned, operated, and maintained facilities do not occur until individual projects are authorized by the Town Council. The capital planning process is completed in conjunction with the annual budget process in order to ensure that funding and operational issues are included in the subsequent annual budget. Capital Project Prioritization Criteria The town reviews each recommended capital improvement project based on ten (10) evaluation criteria to determine which projects are the most advantageous to pursue. The evaluation criteria include: Economic Development: Extent to which the project benefits the local economy Funding: Extent to which the available funding can be allocated to the project Infrastructure Capacity: Extent to which project increases level of service of deficient infrastructure Intergovernmental Agreements: Extent to which the project fulfills the town’s responsibilities on agreements with other agencies Master Plans: Extent to which the project is supported by a town master plan Community Livability: Extent to which the project includes livability considerations Safety: Extent to which the project benefits the environment, safety or public health of the community Regional Plan: Extent to which the project benefits the region and/or has been identified as part of a larger regional project Regulatory Agency Compliance: Extent to which project maintains town compliance with any state or federally mandated requirements Technology Leader: Extent to which the project supports technology improvements The individual departments rank each project in order of importance, utilizing the prioritization criteria, with 0 “Not Applicable” and 5 “Greatest Extent.” After review of the proposed capital improvement projects, the executive team along with the deputy town manager and town manager will determine which capital improvement projects will be included with the proposed budget. These criteria are used in guiding decision makers and stakeholders, but are not intended to be the only considerations. Other factors include:  Internal capacity  Coordination with other projects  Alignment with Strategic Initiatives In recognition of the complexity of this process, the prioritization criteria are being revised for the FY 2016-2020 update of the capital improvement plan. 272 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 on June 5, 2014. The first year of the five-year program is included in the FY 2015 budget. The remaining years are found in a separate document, and are incorporated into Gilbert’s long-range financial forecasts. The following table shows the project breakdown by category and amount for FY 2015. CIP Contingency Streets Traffic Control Municipal Facilities Redevelopment Public Safety Stormwater Water Wastewater Parks and Recreation $ 64,749,400 51,582,000 4,391,000 4,530,000 45,593,000 6,397,000 1,156,000 31,280,000 7,190,000 7,859,000 Total Capital Projects $ 224,727,400 The following table shows the project breakdown by funding of total capital improvements scheduled for FY 2015 excluding CIP Contingency. GO Bonds 2006 GO Bonds 08 2007 GO Bonds 08 Chandler USD CIP Outside Sources City of Chandler Env Svcs Comm Fund Env Svcs Res Fund Federal Grant Fire SDF General Fund Gilbert Public Schools Higley USD MAG RTP Arterial Fund MAG RTP Transit Fund Park SDF PFMPC Bonds Revenue Bonds Signal SDF State Grant Streets Fund Wastewater Fund Wastewater Replacement Fund Wastewater SDF Water Fund Water Replacement Fund Water Resources SDF Water SDF $ Total Capital Sources $ 159,978,000 273 3,433,000 9,719,000 6,558,000 15,000 128,000 589,000 128,000 1,497,000 1,087,000 1,885,000 14,799,000 555,000 31,000 22,092,000 936,000 69,000 5,600,000 39,750,000 2,693,000 243,000 6,561,000 5,738,000 1,388,000 91,000 20,838,000 8,631,000 4,027,000 897,000 Table of Contents Maintenance Costs FY 2015 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 by fiscal year. Category 2016 270,000 48,000 58,000 19,000 1,000 27,000 6,000 93,000 Streets Traffic Control Municipal Facilities Redevelopment Public Safety Stormwater Water Wastewater Parks and Recreation Total Operating Costs 2017 $ 522,000 $ 2018 Cumulative Total 2019 270,000 93,000 58,000 19,000 1,000 52,000 183,000 146,000 270,000 120,000 58,000 1,282,000 1,000 213,000 347,000 191,000 270,000 136,000 608,000 1,282,000 1,000 2,197,000 675,000 191,000 822,000 $ 2,482,000 $ 5,360,000 $ $ $ $ $ $ $ $ $ 1,080,000 397,000 782,000 2,602,000 4,000 2,489,000 1,211,000 621,000 $ 9,186,000 The following table details the impact of these maintenance costs by expense category: Category Personnel Contractual Supplies Utilities Streets Traffic Control Municipal Facilities Redevelopment Public Safety Stormwater Water Wastewater Parks and Recreation 2,156,000 764,000 405,000 30,000 980,000 8,000 72,000 34,000 4,000 103,000 300,000 227,000 239,000 550,000 284,000 1,242,000 141,000 272,000 100,000 150,000 160,000 104,000 380,000 365,000 78,000 Total Operating Costs $ 3,355,000 $ 1,728,000 $ 2,728,000 $ 1,337,000 Insurance $ Total 24,000 14,000 $ $ $ $ $ $ $ $ $ 38,000 $ 9,186,000 1,080,000 397,000 782,000 2,602,000 4,000 2,489,000 1,211,000 621,000 The Town of Gilbert’s Capital Improvement Plan has long been a model of growth and expansion. Projects to date have not resulted in any measurable decrease to maintenance costs. As Gilbert 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. 274 Table of Contents Capital Improvement Plan Summary The summary below represents the Capital Improvement Plan by type: Streets 411,104 107,722 51,582 8,259 1,611 699 3,784 103,503 133,944 Traffic Control 65,790 1,227 4,391 4,540 1,090 1,311 1,326 20,800 31,105 Municipal Facilities 49,056 872 4,530 8,500 208 3,623 0 8,500 22,823 Redevelopment 51,988 3,363 45,593 0 0 0 0 1,004 2,028 Public Safety 64,347 18,504 6,397 140 31,386 6,220 0 1,700 0 Storm Water 1,806 43 1,156 0 0 0 0 607 0 250,643 41,017 31,280 5,791 115,449 27,846 8,401 20,859 0 77,165 921 7,190 5,770 31,235 26,463 949 2,269 2,368 419,607 80,450 7,859 8,138 8,066 3,195 34,948 182,378 94,573 1,391,506 254,119 159,978 41,138 189,045 69,357 49,408 341,620 286,841 2019 Years 6 to 10 Beyond 10 Years Wastewater Parks, Recreation, & Open Space Total Capital Expenses 2015 2016 2017 2018 2019 Beyond 10 Years Total Water Prior Years Years 6 to 10 Capital Expenses (1,000s) The Capital Improvement Plan shown above by type is depicted below by funding source: Capital Sources (1,000s) Total Prior Years 2015 2016 2017 2018 2006 GO Bonds 08 83,000 73,281 9,719 0 0 0 0 0 0 2007 GO Bonds 08 27,154 20,596 6,558 0 0 0 0 0 0 2007 GO Bonds 08-Future 23,207 0 0 0 0 0 0 23,207 0 15 0 15 0 0 0 0 0 0 9,832 5,922 128 0 3,782 0 0 0 0 43,349 0 589 0 14,966 26,438 0 0 1,356 City of Mesa 9,831 0 0 0 0 0 0 0 9,831 Developer Contribution 3,979 2,712 0 0 0 0 75 89 1,103 972 0 128 0 0 20 0 0 824 Env Svcs Res Fund 8,165 5 1,497 0 0 620 0 0 6,043 Federal Grant 2,397 0 1,087 1,310 0 0 0 0 0 Fire SDF 5,661 2,076 1,885 0 0 0 0 1,700 0 Future Bonds 234,778 0 0 0 715 7,252 9,704 39,923 177,184 General Fund 78,937 3,840 14,799 16,778 3,032 1,884 1,408 32,435 4,761 General Replacement Fund 570 570 0 0 0 0 0 0 0 Gilbert Public Schools 555 0 555 0 0 0 0 0 0 4,577 1,144 3,433 0 0 0 0 0 0 Chandler USD CIP Outside Sources City of Chandler Env Svcs Comm Fund GO Bonds 275 Table of Contents Capital Improvement Plan Summary Capital Sources (1,000s) Higley USD Total Prior Years 2015 2016 2017 2018 Years 6 to 10 2019 Beyond 10 Years 31 0 31 0 0 0 0 0 0 242 113 0 0 0 0 1 0 128 MAG RTP Arterial Fund 137,487 4,432 22,092 6,484 1,131 324 1,500 71,294 30,230 MAG RTP Transit Fund 1,400 464 936 0 0 0 0 0 0 Maricopa County FCD 2,090 0 0 0 0 0 0 2,090 0 225 0 0 0 0 0 0 0 225 156,045 10,382 69 0 1,460 1,902 23,836 118,396 0 8,301 2,701 5,600 0 0 0 0 0 0 PFMPC-2009 Bonds 70,200 70,200 0 0 0 0 0 0 0 PFMPC-Future Bonds 54,547 0 0 0 30,671 0 0 7,920 15,956 Private Fund 1,489 650 0 0 0 0 0 0 839 Residential Dev Tax 1,670 1,670 0 0 0 0 0 0 0 40,305 555 39,750 0 0 0 0 0 0 19 19 0 0 0 0 0 0 0 52,357 517 2,693 1,817 925 1,146 1,146 16,020 28,093 413 170 243 0 0 0 0 0 0 26,103 3,293 6,561 3,188 645 540 2,388 4,780 4,708 75 0 0 0 0 0 0 0 75 15,218 3,538 5,738 382 2,532 660 0 0 2,368 Wastewater Replacement Fund 1,420 32 1,388 0 0 0 0 0 0 Wastewater SDF 4,699 1,079 91 1,260 0 0 0 2,269 0 Water Fund 38,393 3,631 20,838 2,722 1,050 1,300 600 5,135 3,117 Water Replacement Fund 10,913 1,647 8,631 0 635 0 0 0 0 Water Resources SDF 51,748 36,721 4,027 0 11,000 0 0 0 0 Water SDF 34,162 2,146 897 1,094 5,054 808 7,801 16,362 0 13 13 0 0 0 0 0 0 0 144,962 0 0 6,103 111,447 26,463 949 0 0 1,391,506 254,119 159,978 41,138 189,045 69,357 49,408 341,620 286,841 Investment Income Miscellaneous Park SDF PFMPC Bonds Revenue Bonds Salt River Project Signal SDF State Grant Streets Fund Town of Queen Creek Wastewater Fund WRMPC-2007 Bonds WRMPC-Future Bonds Total Capital Sources 276 Table of Contents Capital Improvement Detail About this Section Each section below provides the following summary:  Description of the project  Project evaluation and prioritization, including any references to Master Plans or other related documents  Associated maintenance costs  Expenses and sources for the life of the project CIP Contingency For FY 2015, the Town established an allowance of $64,750,000 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 projects are not slowed by budget constraints. Funding for any such expenditure would be determined project by project. There is no maintenance costs associated with this project. Streets ST057 - Greenfield Road - Pecos to Germann Total Project Cost: $9,660,000 Project Evaluation and Prioritization: 10 Widen Greenfield Road from Pecos Road to Germann Road to a minor arterial standard, which includes four lanes with a striped two way left turn median lane, bike lanes, sidewalk, and street lights. Project also includes Greenfield from Germann to the north entrance into the Gilbert Youth Soccer Complex, and a 16-inch waterline in Germann from 156th Street to 164th Street. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 2007 GO Bonds 08 $ 23 Construction Mgmt Investment Income Land/ROW 23 Water Fund Construction Wastewater Fund FY 2015 Total Expenses FY 2015 Total Sources $ 23 $ 23 __________________________________________________________________________________________ ST058 - Germann Road - Val Vista to Higley Total Project Cost: $13,656,000 Project Evaluation and Prioritization: 12 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 and install a 16" waterline for the future reservoir and direct system well. FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt Land/ROW Construction FY 2015 Sources: (1,000s) 2006 GO Bonds 08 $ 52 2007 GO Bonds 08 Developer Contribution Water Fund 740 MAG RTP Arterial Fund 10,318 FY 2015 Total Expenses $11,110 FY 2015 Total Sources $11,110 __________________________________________________________________________________________ $ 702 898 1,290 8,220 ST062 - Higley and Williams Field Improvements Total Project Cost: $19,837,000 Project Evaluation and Prioritization: 10 Improvements on Higley Road from N. Williams Field Road to Union Pacific Railroad (UPRR), S. of Williams Field for 660’ (western half). Also includes improvements on Williams Field from 1,300’ west of Higley to the UPRR. 277 Table of Contents Capital Improvement Detail Improvements will be to the major arterial standard; includes six lanes with a raised landscaped median, bike lanes, street lights and sidewalks and traffic signal modifications at Higley and Williams Field. FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt Land/ROW Construction Equipment & Furniture FY 2015 Total Expenses $ $ 42 18 336 434 830 FY 2015 Sources: (1,000s) 2006 GO Bonds 08 Developer Contribution Water Replacement Fund Wastewater Fund Water Fund FY 2015 Total Sources $ $ 653 176 1 830 __________________________________________________________________________________________ ST084 - Hunt Highway - Val Vista to 164th Street Total Project Cost: $12,998,000 Project Evaluation and Prioritization: 6 Design and construction of a new roadway on the Hunt Highway alignment to minor collector standards, including four lanes with a striped two-way left turn median lane, bike lanes, sidewalk and street lights. Project requires construction of new bridges over the RWCD canal and East Maricopa Floodway. Scope includes a 16-inch water line from Val Vista Drive to 164th Street. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ Future Bonds $ Construction Mgmt Developer Contribution Land/ROW Water Fund Construction 45 CIP Outside Sources 45 FY 2015 Total Expenses $ 45 FY 2015 Total Sources $ 45 __________________________________________________________________________________________ ST094 - Cooper and Guadalupe Intersection Total Project Cost: $11,820,000 Project Evaluation and Prioritization: 9 MAG Regional Transportation Plan Intersection improvements at Cooper and Guadalupe roads 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. This project also includes the replacement of an existing water pipe. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 130 2006 GO Bonds 08 $ 1,073 Construction Mgmt 326 2007 GO Bonds 08 3,630 Land/ROW 946 MAG RTP Arterial Fund 4,500 Construction 9,088 Water Fund 1,287 FY 2015 Total Expenses $10,490 FY 2015 Total Sources $10,490 __________________________________________________________________________________________ ST095 - Williams Field Road - UPRR to Power Total Project Cost: $37,989,000 Project Evaluation and Prioritization: 11 Complete Williams Field Road improvements from Union Pacific Railroad (UPRR) to Power Road, and Recker Road improvements from Vest Road to the UPRR, to major arterial standards; including six lanes with a raised landscaped median, bike lanes, landscaping, street lights and sidewalks. Project also includes 16” water main in Recker from UPRR to Vest; 16” water main in Williams Field from UPRR to Power; and sanitary sewers. FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt Land/ROW Construction FY 2015 Sources: (1,000s) 2006 GO Bonds 08 $ 594 Water Fund Wastewater Fund CIP Outside Sources Wastewater SDF FY 2015 Total Expenses $ 594 FY 2015 Total Sources $ 594 __________________________________________________________________________________________ $ 2 592 - 278 Table of Contents Capital Improvement Detail ST100 - Riggs Road - Val Vista to Recker Total Project Cost: $15,636,000 Project Evaluation and Prioritization: 5 Complete Riggs Road improvements from Val Vista Drive to Recker Road to major arterial standards consisting of six lanes, raised landscaped median, bike lanes, sidewalks and streetlights. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 2006 GO Bonds 08 $ 99 Construction Mgmt 1 2007 GO Bonds 08 Land/ROW CIP Outside Sources Construction 104 Water Fund Equipment & Furniture Wastewater Fund 6 FY 2015 Total Expenses $ 105 FY 2015 Total Sources $ 105 __________________________________________________________________________________________ ST103 - Power Road - San Tan Freeway to Pecos Road Total Project Cost: $6,262,000 Project Evaluation and Prioritization: 15 MAG Regional Transportation Plan Complete Power Road improvements from the Santan Freeway to Pecos Road to major arterial standards. 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 40 2007 GO Bonds 08 $ 2,905 Construction Mgmt 5 MAG RTP Arterial Fund 2,011 Land/ROW Construction 4,871 FY 2015 Total Expenses $ 4,916 FY 2015 Total Sources $ 4,916 __________________________________________________________________________________________ ST111 - Bus Stop Passenger Improvements - Phase III Total Project Cost: $1,400,000 Project Evaluation and Prioritization: 10 Project includes improvements to existing bus stops and construction of new at various locations throughout Gilbert. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 39 MAG RTP Transit Fund $ 936 Construction Mgmt 53 Construction 844 FY 2015 Total Expenses $ 936 FY 2015 Total Sources $ 936 __________________________________________________________________________________________ ST112 - Val Vista Drive - Appleby to Riggs Total Project Cost: $21,527,000 Project Evaluation and Prioritization: 15 Complete Val Vista Drive to full width improvements for a major arterial from Appleby to 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” waterline in Val Vista from Ocotillo Road to Brooks Farm Road. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 448 2006 GO Bonds 08 $ 1,356 Construction Mgmt 55 2007 GO Bonds 08 Land/ROW 853 2007 GO Bonds 08-Future Construction Water Fund FY 2015 Total Expenses $ 1,356 FY 2015 Total Sources $ 1,356 __________________________________________________________________________________________ 279 Table of Contents Capital Improvement Detail ST119 - PM10 Paving Total Project Cost: $850,000 Project Evaluation and Prioritization: 10 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 East Maricopa Floodway (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). FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 44 Streets Fund $ 835 Construction Mgmt 39 Construction 752 FY 2015 Total Expenses $ 835 FY 2015 Total Sources $ 835 __________________________________________________________________________________________ ST126 - Gilbert Road Median Landscaping Total Project Cost: $389,000 Project Evaluation and Prioritization: 5 Project includes the completion of median landscaping and irrigation system from South Civic Center Drive to Frye Road. Project includes adjacent intersecting arterial streets where non-landscaped raised medians exist. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 1 GO Bonds $ 85 Construction Mgmt Construction 84 FY 2015 Total Expenses $ 85 FY 2015 Total Sources $ 85 __________________________________________________________________________________________ ST129 - Guadalupe and Gilbert Intersection Total Project Cost: $10,873,000 Project Evaluation and Prioritization: 15 MAG Regional Transportation Plan 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. Project also includes the replacement of an existing AC waterline pipes with new ductile iron pipe. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 126 2006 GO Bonds 08 $ 2,031 Construction Mgmt 363 MAG RTP Arterial Fund 5,263 Land/ROW 352 Water Fund 1,250 Construction 7,670 Equipment & Furniture 33 FY 2015 Total Expenses $ 8,544 FY 2015 Total Sources $ 8,544 __________________________________________________________________________________________ ST146 - Higley and Baseline Intersection Total Project Cost: $6,231,000 Project Evaluation and Prioritization: 15 Complete Higley and Baseline Roads at this intersection on the south and east legs to full improvements. Improvements include six-lane sections with raised, landscaped median, bike lanes, sidewalks and street lights. Single left turn lanes in all directions will be maintained and right turn lanes will be determined at start of design. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ - CIP Outside Sources $ 13 Construction Mgmt 4 Water Fund Land/ROW 7 Developer Contribution Construction 2 MAG RTP Arterial Fund Equipment & Furniture Wastewater Fund FY 2015 Total Expenses $ 13 FY 2015 Total Sources $ 13 __________________________________________________________________________________________ 280 Table of Contents Capital Improvement Detail ST147 - Intersection & Circulation Improvement Total Project Cost: $531,000 Master Plan Project Evaluation and Prioritization: 5 The Intersection & Circulation Improvement Master Plan will evaluate the existing intersections and transportation system by identifying key assets and improvement needs. 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. FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt FY 2015 Sources: (1,000s) 2007 GO Bonds 08 $ CIP Outside Sources 70 General Fund Streets Fund FY 2015 Total Expenses $ 70 FY 2015 Total Sources $ 70 __________________________________________________________________________________________ $ 64 6 ST148 - Neighborhood Streetlight Rehabilitation Total Project Cost: $4,824,000 Project Evaluation and Prioritization: 8 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 70 Streets Fund $ 1,195 Construction Mgmt 125 Construction 1,000 FY 2015 Total Expenses $ 1,195 FY 2015 Total Sources $ 1,195 __________________________________________________________________________________________ ST150 - Higley Groves West Pavement Reconstruction Total Project Cost: $2,465,000 Project Evaluation and Prioritization: 10 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 108 Streets Fund $ 2,003 Construction Mgmt 105 Construction 1,790 Equipment & Furniture FY 2015 Total Expenses $ 2,003 FY 2015 Total Sources $ 2,003 __________________________________________________________________________________________ ST151 - McQueen Rd Median Landscaping Total Project Cost: $706,000 Project Evaluation and Prioritization: 5 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 intersecting arterial streets where unlandscaped raised medians exist. Project includes approximately 96,000 square feet of area. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 18 2006 GO Bonds 08 $ Construction Mgmt 7 GO Bonds 229 Construction 204 FY 2015 Total Expenses $ 229 FY 2015 Total Sources $ 229 __________________________________________________________________________________________ 281 Table of Contents Capital Improvement Detail ST152 - Higley and Warner Improvements Total Project Cost: $7,354,000 Project Evaluation and Prioritization: 10 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 supported 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 350 GO Bonds $ 2,984 Construction Mgmt 458 2006 GO Bonds 08 3,861 Land/ROW 683 Construction 5,354 FY 2015 Total Expenses $ 6,845 FY 2015 Total Sources $ 6,845 __________________________________________________________________________________________ ST154 - Left-Turn Safety Enhancements Total Project Cost: $355,000 Project Evaluation and Prioritization: 3 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 40 Streets Fund $ 144 Construction Mgmt 4 Construction 100 FY 2015 Total Expenses $ 144 FY 2015 Total Sources $ 144 __________________________________________________________________________________________ ST155 - ADA Transition Replacement - Ramps/Push Total Project Cost: $1,875,000 Buttons Project Evaluation and Prioritization: 21 ADA Transition Master Plan Project is the reconstruction of deficient sidewalk ramps, driveways and pedestrian push buttons to be compliant with the minimum ADA standards. This program will a multi-year program and systematically replace prioritized locations identified through the Town of Gilbert's ADA Transition Plan, to include deficiencies identified within Town of Gilbert parks. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 40 Streets Fund $ 375 Construction Mgmt 35 Construction 300 FY 2015 Total Expenses $ 375 FY 2015 Total Sources $ 375 __________________________________________________________________________________________ ST156 - Consolidated Canal Bridge Repair Total Project Cost: $470,000 Project Evaluation and Prioritization: 15 The Baseline Road Bridge over the Consolidated Canal is located about ¼-mile east of Lindsay Road at the municipal boundary between the Town of Gilbert and the City of Mesa. The bridge has experienced pitting around the reinforcement rebar along the bridge deck surface. This project will consist of the design and re-construction of the deck surface using a bonded overlay of either micro silica or polymer concrete. FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt Construction FY 2015 Total Expenses $ $ 63 35 372 470 FY 2015 Sources: (1,000s) Streets Fund $ 470 FY 2015 Total Sources $ 470 282 Table of Contents Capital Improvement Detail Traffic Control TS122 - Higley and Warner Total Project Cost: $415,000 Project Evaluation and Prioritization: 5 Design and installation of a major arterial traffic signal at the intersection of Higley Road and Warner Road, and connection to the signal system. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 19 Signal SDF $ 398 Construction Mgmt 4 Construction 375 FY 2015 Total Expenses $ 398 FY 2015 Total Sources $ 398 __________________________________________________________________________________________ TS123 - Ray and Recker Total Project Cost: $372,000 Project Evaluation and Prioritization: 14 Design and installation of a major arterial traffic signal at the intersection of Ray Road and Recker Road, and connection to the signal system. Right-of-way constraints and irrigation infrastructure may require interim pole placement on southwest and northwest corners until project ST128 is completed. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 18 Signal SDF $ 354 Construction Mgmt 15 Construction 296 Equipment & Furniture 25 FY 2015 Total Expenses $ 354 FY 2015 Total Sources $ 354 __________________________________________________________________________________________ TS129 - Val Vista and Warner Signal Improvements Total Project Cost: $160,000 Project Evaluation and Prioritization: 10 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ Streets Fund $ 126 Construction Mgmt 3 Construction 123 FY 2015 Total Expenses $ 126 FY 2015 Total Sources $ 126 __________________________________________________________________________________________ TS132 - Advanced Traffic Mgmt System - Phase IV Total Project Cost: $1,477,000 Project Evaluation and Prioritization: 9 Design and installation of the northwest fiber ring. Project includes approximately seven miles of conduit and fiber optic cable, enclosures and related infrastructure along Houston, Cooper, Guadalupe, McQueen, Elliot, Cooper, and Warner Roads. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ Federal Grant $ 1,096 Construction Mgmt 49 Signal SDF 98 Construction 1,145 FY 2015 Total Expenses $ 1.194 FY 2015 Total Sources $ 1,194 __________________________________________________________________________________________ 283 Table of Contents Capital Improvement Detail TS135 - Advanced Traffic Mgmt System - Network Total Project Cost: $406,000 CCTV Cameras Project Evaluation and Prioritization: 10 Furnish, install and integrate four CCTV Cameras, 15 video cameras, one multi-channel video decoder, 50 broadband radios, traffic controllers, and a new core switch for the Traffic Operations Center. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Construction Mgmt $ 5 Streets Fund $ 149 Equipment & Furniture 144 FY 2015 Total Expenses $ 149 FY 2015 Total Sources $ 149 __________________________________________________________________________________________ TS151 - Gilbert - Mesa Center to Center Total Project Cost: $185,000 Communication Project Evaluation and Prioritization: 11 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 7 Streets Fund $ 10 Construction Mgmt 3 Construction FY 2015 Total Expenses $ 10 FY 2015 Total Sources $ 10 __________________________________________________________________________________________ TS152 - Gilbert - Queen Creek Interconnect Total Project Cost: $205,000 Project Evaluation and Prioritization: 9 Design and install approximately five miles of 48-strand fiber optic cable and associated electronics to provide signal system interconnect between the Town of Gilbert and Town of Queen Creek signals on Power Road. Also includes shared CCTV capabilities along Power at the Pecos, Germann and Queen Creek intersections. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 28 Federal Grant $ 138 Construction Mgmt 20 Streets Fund 67 Construction 157 FY 2015 Total Expenses $ 205 FY 2015 Total Sources $ 205 __________________________________________________________________________________________ TS165 - Baseline Road Fiber Optic Infrastructure Total Project Cost: $569,000 Project Evaluation and Prioritization: 11 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. Project results in an additional five signals added to Gilbert's fiber optic communications system. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 164 Federal Grant $ 415 Construction Mgmt 9 Streets Fund 132 Construction 374 FY 2015 Total Expenses $ 547 FY 2015 Total Sources $ 547 __________________________________________________________________________________________ 284 Table of Contents Capital Improvement Detail TS167 - Traffic Operations Center Signal Subsystem Replacement Total Project Cost: $483,000 Project Evaluation and Prioritization: 10 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 46 Streets Fund $ 302 Construction Mgmt 2 Construction 254 Equipment & Furniture FY 2015 Total Expenses $ 302 FY 2015 Total Sources $ 302 __________________________________________________________________________________________ TS169 - Pecos Rd Conduit Installation - EMF & RWCD Crossing Total Project Cost: $174,000 Project Evaluation and Prioritization: 5 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 12 Streets Fund $ 23 Construction Mgmt 1 Construction 10 FY 2015 Total Expenses $ 23 FY 2015 Total Sources $ 23 __________________________________________________________________________________________ TS171 - Gilbert and Vaughn Total Project Cost: $300,000 Project Evaluation and Prioritization: 5 Design and installation of an arterial traffic signal at the intersection of Gilbert Road and Vaughn Avenue, and connection to the traffic signal system. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 11 Signal SDF $ 18 Construction Mgmt Construction 5 Equipment & Furniture 2 FY 2015 Total Expenses $ 18 FY 2015 Total Sources $ 18 __________________________________________________________________________________________ TS172 - Val Vista and Frye Total Project Cost: $383,000 Project Evaluation and Prioritization: 5 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 7 Signal SDF $ 340 Construction Mgmt 3 Construction 277 Equipment & Furniture 53 FY 2015 Total Expenses $ 340 FY 2015 Total Sources $ 340 __________________________________________________________________________________________ 285 Table of Contents Capital Improvement Detail TS173 - East Valley Travel Monitoring Total Project Cost: $295,000 Project Evaluation and Prioritization: 23 Install Anonymous Reidentification Devices (ARID) at 27 locations in Gilbert to facilitate the calculation of arterial travel times in the East Valley. ARID devices will be installed in approximately one mile increments in existing traffic signal control cabinets along Guadalupe, Elliot, Warner, McQueen, Cooper, Gilbert, Lindsay and Val Vista. The travel time data will be reported to a regional website that broadcast traveler information. This project is a multi-jurisdictional project with the City of Mesa, City of Chandler and City of Tempe, with the City of Mesa being the lead agency. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 38 Federal Grant $ Construction Mgmt Streets Fund 38 Construction FY 2015 Total Expenses $ 38 FY 2015 Total Sources $ 38 __________________________________________________________________________________________ TS176 - Higley Road and Seville Blvd Total Project Cost: $325,000 Project Evaluation and Prioritization: 5 Design and installation of an arterial traffic signal at the intersection of Higley Road and Seville Boulevard. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 30 Signal SDF $ 325 Construction Mgmt 10 Construction 260 Equipment & Furniture 25 FY 2015 Total Expenses $ 325 FY 2015 Total Sources $ 325 __________________________________________________________________________________________ TS177 - Lindsay Road and Settlers Point Drive Total Project Cost: $325,000 Project Evaluation and Prioritization: 5 Design and installation of arterial traffic signal at the intersection of Lindsay Road and Setters Point Drive. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 30 Signal SDF $ 325 Construction Mgmt 10 Construction 260 Equipment & Furniture 25 FY 2015 Total Expenses $ 325 FY 2015 Total Sources $ 325 __________________________________________________________________________________________ TS178 - Higley Road and Willis Road/Portola Valley Drive Total Project Cost: $325,000 Project Evaluation and Prioritization: 5 Design and installation of an arterial traffic signal at the intersection of Higley Road and Willis Road/Portola Valley Drive. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 30 Signal SDF $ 325 Construction Mgmt 10 Construction 260 Equipment & Furniture 25 FY 2015 Total Expenses $ 325 FY 2015 Total Sources $ 325 __________________________________________________________________________________________ 286 Table of Contents Capital Improvement Detail TS179 - Higley Road and Agritopia Loop Total Project Cost: $325,000 Project Evaluation and Prioritization: 5 Design and installation of an arterial traffic signal at the intersection of Higley Road and Agritopia Loop. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 30 Signal SDF $ 325 Construction Mgmt 10 Construction 260 Equipment & Furniture 25 FY 2015 Total Expenses $ 325 FY 2015 Total Sources $ 325 __________________________________________________________________________________________ TS180 - Baseline and Quinn Total Project Cost: $300,000 Project Evaluation and Prioritization: 15 Design and installation of arterial traffic signal at the intersection of Baseline Road and Quinn Drive and connection to the traffic signal system. FY 2015 Expenses: (1,000s) Professional Services Construction Equipment & Furniture FY 2015 Total Expenses $ $ 17 212 58 287 FY 2015 Sources: (1,000s) Street Fund $ 287 FY 2015 Total Sources $ 287 Municipal Facilities MF017 - Fire Station Emergency Signals Total Project Cost: $1,716,000 Project Evaluation and Prioritization: 4 Construction of traffic control signals at each fire station. A station merits installation of a signal when traffic volume or speed increases and prohibits safe entry by emergency vehicles onto the arterial roadway. Signals are designed to be activated with the dispatch system so when vehicles leave on a call, traffic is stopped at the driveway. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 27 General Fund $ 71 Construction Mgmt 14 Fire SDF 302 Construction 323 Equipment & Furniture 9 FY 2015 Total Expenses $ 373 FY 2015 Total Sources $ 373 __________________________________________________________________________________________ MF054 - Prosecutor's Office Software Replacement Total Project Cost: $178,000 Project Evaluation and Prioritization: 16 Replace outdated and no longer supported application software used to manage case information by the Prosecutor’s Office with new and more functional application software. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ General Fund $ 25 Equipment & Furniture 25 FY 2015 Total Expenses $ 25 FY 2015 Total Sources $ 25 __________________________________________________________________________________________ 287 Table of Contents Capital Improvement Detail MF055 - Fire Station Connectivity Infrastructure Support Total Project Cost: $312,000 Project Evaluation and Prioritization: 6 Replace and upgrade obsolete microwave infrastructure at the public safety complex and at various fire stations around Gilbert. The fire stations receive and transmit alerts and data over the microwave system, and the primary facilities are now outdated and no longer supported with parts or service by the manufacturer. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 2 General Fund $ 57 Construction Mgmt Equipment & Furniture 55 FY 2015 Total Expenses $ 57 FY 2015 Total Sources $ 57 __________________________________________________________________________________________ MF056 - Human Resources Information System Replacement Total Project Cost: $500,000 Project Evaluation and Prioritization: 7 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. FY 2015 Expenses: (1,000s) Equipment & Furniture FY 2015 Sources: (1,000s) General Fund $ 375 Water Fund 50 Wastewater Fund 20 Env Svcs Res Fund 30 Streets Fund 25 FY 2015 Total Expenses $ 500 FY 2015 Total Sources $ 500 __________________________________________________________________________________________ 500 MF217 - Fire Station 7 Total Project Cost: $5,945,000 Project Evaluation and Prioritization: 13 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 305 Fire SDF $ 1,583 Construction Mgmt 302 General Fund 3,734 Land/ROW Construction 4,710 FY 2015 Total Expenses $ 5,317 FY 2015 Total Sources $ 5,317 __________________________________________________________________________________________ MF222 - Police Application and Network Support Total Project Cost: $1,440,000 Project Evaluation and Prioritization: 13 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). FY 2015 Expenses: (1,000s) Professional Services Equipment & Furniture FY 2015 Sources: (1,000s) General Fund $ 252 General Replacement Fund State Grant FY 2015 Total Expenses $ 252 FY 2015 Total Sources $ 252 __________________________________________________________________________________________ $ 32 220 288 Table of Contents Capital Improvement Detail MF226 - Security Access System Upgrades Project Evaluation and Prioritization: 5 Upgrade/replace the badge reader system on all facilities town-wide. Total Project Cost: $410,000 FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Construction $ 108 General Fund $ 410 Equipment & Furniture 302 FY 2015 Total Expenses $ 410 FY 2015 Total Sources $ 410 __________________________________________________________________________________________ MF227 - Permitting System Replacement Total Project Cost: $2,000,000 Project Evaluation and Prioritization: 16 Replace the EDEN Permitting system with a new, modern software application that can better automate the planning, building, engineering, inspections, and code compliance process. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 500 General Fund $ 2,000 Equipment & Furniture 1,500 FY 2015 Total Expenses $ 2,000 FY 2015 Total Sources $ 2,000 __________________________________________________________________________________________ MF228 - CNG Fueling Station Total Project Cost: $1,600,000 Project Evaluation and Prioritization: 17 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 190 Construction Mgmt 105 Env Svcs Comm Fund $ 128 Construction 1,300 Env Svcs Res Fund 1,467 FY 2015 Total Expenses $ 1,595 FY 2015 Total Sources $ 1,595 __________________________________________________________________________________________ MF230 - Detention Facility Total Project Cost: $398,000 Project Evaluation and Prioritization: 15 These improvements will reduce the amount of fees associated with transportation of detainees from Maricopa County facilities. Conversion of the existing facility from temporary holding cells to overnight cells. FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt Construction Equipment & Furniture FY 2015 Total Expenses $ $ 40 10 298 50 398 FY 2015 Sources: (1,000s) General Fund City of Chandler $ 199 199 FY 2015 Total Sources $ 398 Redevelopment RD110 - Vaughn Avenue Parking Structure Total Project Cost: $8,301,000 Project Evaluation and Prioritization: 16 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 364 spaces in a four-story structure with restroom facilities and surrounding surface parking. 289 Table of Contents Capital Improvement Detail FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 96 PFMPC Bonds $ 5,600 Construction Mgmt 188 Construction 5,316 FY 2015 Total Expenses $ 5,600 FY 2015 Total Sources $ 5,600 __________________________________________________________________________________________ RD114 - Downtown Transit Stops Total Project Cost: $350,000 Project Evaluation and Prioritization: 15 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 21 State Grant $ 243 Construction Mgmt 12 Construction 210 FY 2015 Total Expenses $ 243 FY 2015 Total Sources $ 243 __________________________________________________________________________________________ RD115 - Saint Xavier University Total Project Cost: $40,305,000 Project Evaluation and Prioritization: 18 The proposed facility will be an approximate 87,000-square-foot, four-story building located on Vaughn Avenue, west of Gilbert Road, and west of the anticipated Heritage District parking structure. Design of this facility will include, but is not limited to: academic space, administrative space, laboratories, parking, retail, and lease space. In addition, the building will be built with sustainable building products that ultimately lower the long-term maintenance and operations of the facility. Saint Xavier University will cover all of the debt service costs for this project through its annual lease payments. FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt Construction Equipment & Furniture FY 2015 Total Expenses $ 1,990 1,260 29,000 7,500 $ 39,750 FY 2015 Sources: (1,000s) Revenue Bonds $ 39,750 FY 2015 Total Sources $ 39,750 Stormwater SW006 - Commerce Avenue Drainage Improvements Total Project Cost: $1,199,000 Project Evaluation and Prioritization: 5 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. FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt Land/ROW Construction FY 2015 Total Expenses $ $ 100 70 275 711 1,156 FY 2015 Sources: (1,000s) General Fund $ 1,156 FY 2015 Total Sources $ 1,156 Water WA027 - Well, 2 MG Reservoir and Pump Station Total Project Cost: $11,441,000 Project Evaluation and Prioritization: 5 Water Resources Master Plan Design and construct a 2.0 MGD well, two million gallon in ground reservoir, and pump station. Reservoir will be located in Cooley Station. 290 Table of Contents Capital Improvement Detail FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ Water SDF $ 897 Construction Mgmt Land/ROW 897 Construction FY 2015 Total Expenses $ 897 FY 2015 Total Sources $ 897 __________________________________________________________________________________________ WA052 - Water Rights - Phase I Total Project Cost: $40,748,000 Project Evaluation and Prioritization: 15 Project is for the acquisition of water rights (lease) for 11,640 acre-feet of water. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Land/ROW $ 4,027 Water Resources SDF $ 4,027 FY 2015 Total Expenses $ 4,027 FY 2015 Total Sources $ 4,027 __________________________________________________________________________________________ WA055 - North Water Treatment Plant Chlorine Conversion Total Project Cost: $3,997,000 Project Evaluation and Prioritization: 8 A study will be completed in FY 2015 to determine an appropriate solution for the existing chlorine feed system. At the conclusion of the study when a solution is identified, this project will be updated based on the new scope and maintenance costs (if applicable). FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 100 Water Fund $ 100 Construction Mgmt Construction FY 2015 Total Expenses $ 100 FY 2015 Total Sources $ 100 __________________________________________________________________________________________ WA066 - Meadows 12" Water Main Total Project Cost: $1,750,000 Project Evaluation and Prioritization: 8 Water Resources Master Plan This project is for design and construction of a 12-inch water main from Meadows east in the Houston Avenue alignment to the East Maricopa Floodway right-of-way and south to Guadalupe. This project completes a loop in the water distribution system. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 175 Water Fund $ 1,750 Construction Mgmt 125 Land/ROW 450 Construction 1,000 FY 2015 Total Expenses $ 1,750 FY 2015 Total Sources $ 1,750 __________________________________________________________________________________________ WA070 - Santan Vista Water Treatment Plant - Phase II Total Project Cost: $82,808,000 Project Evaluation and Prioritization: 20 Water Resources Master Plan Phase II improvements will expand the SVWTP to an ultimate capacity of 48 MGD. Gilbert will have 12 MGD of the additional 24 MGD capacity being added. The plant is a joint facility with the City of Chandler. Project to be completed using the Construction Manager at Risk project delivery method. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 600 City of Chandler $ Construction Mgmt 58 WRMPC-Future Bonds Construction Water Fund 658 FY 2015 Total Expenses $ 658 FY 2015 Total Sources $ 658 __________________________________________________________________________________________ 291 Table of Contents Capital Improvement Detail WA074 - Reservoir #7 Tank Replacement and Site Improvement Total Project Cost: $6,546,000 Project Evaluation and Prioritization: 5 Reservoir #7 is an above ground steel tank installed in 1985. An inspection of the tank in FY09 considered possible rehabilitation measures, with a final recommendation for complete replacement of the tank. With considerations given to the pump curves not meeting current requirements, the obsolete drives and controls, the discharge Header and the chlorine system not capable of matching our current process demands put into effect as a result of new more stringent EPA water quality regulations. The scope of this CIP includes a new recessed concrete reservoir with detached wet well, new discharge manifold, including valves, pressure gauges, and flow meter. A new Chlorinator with VFD’s capable of feeding chlorine to multiple points, including Well discharge, booster discharge, and backfill. Replacement of the PLC with an Allen Bradley PLC and replacement of the nonoperational surge tank with a surge anticipator. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 434 Water Fund $ Construction Mgmt 314 Water Replacement Fund 6,288 Construction 5,540 FY 2015 Total Expenses $ 6,288 FY 2015 Total Sources $ 6.288 __________________________________________________________________________________________ WA083 - Water Rights - WMA Settlement Total Project Cost: $10,048,000 Project Evaluation and Prioritization: 15 Payment for existing CAP water rights due to White Mountain Apache Tribe water rights settlement. This project will result in a net increase in water rights available to the Town of Gilbert of 1,013 acre-feet. Execution of this agreement is contingent upon congressional action approving the agreement. One acre-foot of water is equal to 325,851 gallons of water. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Land/ROW $ 10,048 Water Fund $ 10,048 FY 2015 Total Expenses $ 10,048 FY 2015 Total Sources $ 10,048 __________________________________________________________________________________________ WA087 - Well Blending Pipeline Total Project Cost: $831,000 Project Evaluation and Prioritization: 5 Water Resources Master Plan 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ Water Fund $ 170 Construction Mgmt 6 Construction 164 FY 2015 Total Expenses $ 170 FY 2015 Total Sources $ 170 __________________________________________________________________________________________ WA089 - Reservoir #3 Tank Replacement and Site Improvement Total Project Cost: $2,965,000 Project Evaluation and Prioritization: 10 Reservoir #3 is an above ground 1MG steel tank. The initial assessment calls for replacement of the tank with a new above ground steel tank. With the new above ground steel tank, this project will replace obsolete PLC with our standard Allen Bradley PLC, replace nonoperational surge tank with surge anticipation valve, and replace chain link perimeter fence with 8 foot high block wall to meet new security requirements. A new chlorinator with VFD’s capable of feeding chlorine to multiple points, including well discharge and booster discharge will be added, in addition to this an air stripper will be added. The combination of these additions will aid us in developing our process to meet the more stringent EPA water quality demands. 292 Table of Contents Capital Improvement Detail FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 172 Water Replacement Fund $ 2,167 Construction Mgmt 95 Construction 1,900 FY 2015 Total Expenses $ 2,167 FY 2015 Total Sources $ 2,167 __________________________________________________________________________________________ WA093 - Well Site Upgrades at Various Sites Total Project Cost: $2,141,000 Project Evaluation and Prioritization: 20 Upgrades and site improvements at reservoirs and well sites. Sites 8 and 12 need Variable Frequency Drives. Sites 5 and 12 replace discharge manifold piping and site 5 install surge anticipator to replace out of service surge tank. Water Quality THM control Lindsay Road, WS25, WS26, WS28, WS31, WS21, WS05, WSFF Reservoirs need THM strippers and chlorination system modifications to meet newer water quality regulations. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 210 Water Fund $ 2,120 Construction Mgmt 150 Construction 1,760 FY 2015 Total Expenses $ 2,120 FY 2015 Total Sources $ 2,120 __________________________________________________________________________________________ WA095 - Santan Vista WTP Belt Filter Press Total Project Cost: $780,000 Project Evaluation and Prioritization: 10 Install a belt filter press at the SVWTP to provide a mechanical sludge dewatering process that will increase the decanting and evaporative drying effectiveness. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Construction Mgmt $ 3 Water Fund $ 18 Construction 405 City of Chandler 390 FY 2015 Total Expenses $ 408 FY 2015 Total Sources $ 408 __________________________________________________________________________________________ WA097 - Arsenic Treatment Facility Relocation Total Project Cost: $1,000,000 Project Evaluation and Prioritization: 15 Move Arsenic Treatment Facility from Well Site 26 located at 5539 E. Baseline Rd to Well Site 28 located at 2820 E. Riggs Rd. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 97 Water Fund $ 973 Construction Mgmt 131 Construction 695 Equipment & Furniture 50 FY 2015 Total Expenses $ 973 FY 2015 Total Sources $ 973 __________________________________________________________________________________________ WA099 - North Water Treatment Plant - Chemical Line Containment Total Project Cost: $366,000 Project Evaluation and Prioritization: 10 Design and replacement of all chemical lines at the North Water Treatment Plant, with approximately 850 lineal feet of double containment chemical lines. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 40 Water Fund $ 366 Construction Mgmt 36 Construction 290 FY 2015 Total Expenses $ 366 FY 2015 Total Sources $ 366 __________________________________________________________________________________________ 293 Table of Contents Capital Improvement Detail WA101 - Waterline Extension - McQueen Road/Industrial Park Total Project Cost: $1,308,000 Project Evaluation and Prioritization: 9 Provide a 1500' waterline to loop between the 12" waterlines on McQueen and the Orbital business park. The proposed waterline loop will be constructed as originally proposed to support the business park. The waterline loop will provide the necessary redundancy in an area that requires water service 24 hours per day. FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt Land/ROW Construction FY 2015 Total Expenses $ $ 300 508 100 400 1,308 FY 2015 Sources: (1,000s) Water Fund $ 1,308 FY 2015 Total Sources $ 1,308 Wastewater WW044 - Reclaimed Water Valve Stations Total Project Cost: $688,000 Project Evaluation and Prioritization: 5 Design and construction of two pressure reducing valve stations to establish pressure zones in the reclaimed water distribution system. These two valve stations will allow for more efficient pressure management within the reclaimed water distribution system which will aid in meeting customer delivery requirements. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 8 Wastewater SDF $ Construction Mgmt 26 WRMPC-Future Bonds Land/ROW 27 Wastewater Fund 296 Construction 235 FY 2015 Total Expenses $ 296 FY 2015 Total Sources $ 296 __________________________________________________________________________________________ WW070 - Candlewood Lift Station and Force Main Total Project Cost: $6,601,000 Project Evaluation and Prioritization: 5 Water Resources Master Plan Replacement of the Candlewood Lift Station to accommodate future flows. 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ Wastewater Fund $ Construction Mgmt Wastewater SDF 91 Land/ROW 91 WRMPC-Future Bonds Construction FY 2015 Total Expenses $ 91 FY 2015 Total Sources $ 91 __________________________________________________________________________________________ WW075 - Greenfield Water Reclamation Plant - Phase III Project Evaluation and Prioritization: 10 Total Project Cost: $39,800,000 Water Resources Master Plan The Greenfield Water Reclamation Plant (GWRP) is a joint use facility with the City of Mesa and the Town of Queen Creek, with Mesa acting as Lead Agent and Plant Operator. Design and construction of this phase of the GWRP will be completed by 2018 and bring Gilbert's share of the total capacity to 12 MGD. A pre-design effort for this phase is schedule to begin in FY 2015. Gilbert’s share of the phase three expansion will be 4 MGD (34,484 additional ERUs). The ultimate plant capacity is 42 MGD (approximate shares are Mesa at 18, Queen Creek at 8 and Gilbert at 16 MGD). The plant will produce high quality reclaimed water suitable for direct reuse for landscape irrigation and groundwater recharge. The expense data listed in beyond 10 years reflects the phase four expansion of the GWRP. This expansion is anticipated to add an additional 4 MGD to Gilbert's capacity at that plant. The projected schedule for the phase four expansion is estimated to be 2028. 294 Table of Contents Capital Improvement Detail FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 400 WRMPC-Future Bonds $ Construction Mgmt Wastewater Fund 400 Construction FY 2015 Total Expenses $ 400 FY 2015 Total Sources $ 400 __________________________________________________________________________________________ WW080 - Santan Lift Station Odor Control Conversion Total Project Cost: $717,000 Project Evaluation and Prioritization: 4 Water Resources Master Plan Design and construction improvement at the San Tan lift station site to include an electrical system upgrade and the addition of an on-site chemical injection system for enhanced sewer system odor control. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 46 Wastewater Fund $ 603 Construction Mgmt 47 Construction 510 FY 2015 Total Expenses $ 603 FY 2015 Total Sources $ 603 __________________________________________________________________________________________ WW083 - Reclaimed Water Reservoir Rehabilitation Total Project Cost: $1,245,000 Project Evaluation and Prioritization: 4 This project will rehabilitate two reclaimed water reservoirs by recoating the inside and outside of the tanks and making miscellaneous minor repairs. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 130 Wastewater Fund $ 1,235 Construction Mgmt 110 Construction 995 FY 2015 Total Expenses $ 1,235 FY 2015 Total Sources $ 1,235 __________________________________________________________________________________________ WW091 - Lift Station Odor Scrubber Replacements Total Project Cost: $1,420,000 Project Evaluation and Prioritization: 15 Water Resources Master Plan 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 350 Wastewater Fund $ 1,388 Construction Mgmt 88 Construction 950 FY 2015 Total Expenses $ 1,388 FY 2015 Total Sources $ 1,388 __________________________________________________________________________________________ WW092 - EMF 12” Reclaimed Water Line Total Project Cost: $1,845,000 Project Evaluation and Prioritization: 5 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 132 Wastewater Fund $ 1,786 Construction Mgmt 144 Construction 1,310 Equipment & Furniture 200 FY 2015 Total Expenses $ 1,786 FY 2015 Total Sources $ 1,786 __________________________________________________________________________________________ 295 Table of Contents Capital Improvement Detail WW093 - Monitor Well Replacements Total Project Cost: $750,000 Project Evaluation and Prioritization: 5 Water Resources Master Plan 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 88 Wastewater Fund $ 704 Construction Mgmt 16 Land/ROW 50 Construction 550 FY 2015 Total Expenses $ 704 FY 2015 Total Sources $ 704 __________________________________________________________________________________________ WW097 - GWRP -Various Plant Improvements Total Project Cost: $687,000 Project Evaluation and Prioritization: 5 Pursuant to the Intergovernmental Agreement with Mesa, various improvements will be completed including: Upgrade head-works and solids building electrical buss-duct; Replacement of 3 solids building pumps, 2 influent pump discharge valve actuators, solids probes, primary acid tanks, pumps, and piping, and upgrade instrumentation at primary and solids; and rehabilitate aeration basin 1&2 probes and the waste gas burner. FY 2015 Expenses: (1,000s) Professional Services FY 2015 Total Expenses $ $ 687 687 FY 2015 Sources: (1,000s) Wastewater Fund FY 2015 Total Sources $ $ 687 687 Parks, Recreation and Open Spaces PR006 - Heritage Trail Middle Segment (Consolidated Canal) Total Project Cost: $1,805,000 Project Evaluation and Prioritization: 13 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). FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 11 General Fund $ 1,497 Construction Mgmt 105 Park SDF Land/ROW 99 Construction 1,282 FY 2015 Total Expenses $ 1,497 FY 2015 Total Sources $ 1,497 __________________________________________________________________________________________ PR011 - Western Canal Trail Total Project Cost: $1,372,000 Project Evaluation and Prioritization: 14 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). FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 111 General Fund $ 1,154 Construction Mgmt 41 Developer Contribution Land/ROW 15 Investment Income Construction 960 Equipment & Furniture 27 FY 2015 Total Expenses $ 1,154 FY 2015 Total Sources $ 1,154 __________________________________________________________________________________________ 296 Table of Contents Capital Improvement Detail PR054 - Freestone Ball Field Lighting Renovation Total Project Cost: $742,000 Project Evaluation and Prioritization: 10 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. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ General Fund $ 71 Construction Mgmt 17 Construction 54 FY 2015 Total Expenses $ 71 FY 2015 Total Sources $ 71 __________________________________________________________________________________________ PR057 - Urban Lakes Renovation Total Project Cost: $2,604,000 Project Evaluation and Prioritization: 12 Dredge the lake bottoms and renovate the urban lakes at Freestone and Crossroads District Parks, McQueen Activity Center, Discovery Park, and Cosmo Dog Park. Crossroads Lake is approximately 4.6 surface acres and the two lakes at Freestone are two and three surface acres respectively. The lakes have accumulated quantities of biomass, sludge, and debris, impacting water quality and the balance of the lake ecosystem. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Construction $ 2,394 General Fund $ 2,394 FY 2015 Total Expenses $ 2,394 FY 2015 Total Sources $ 2,394 __________________________________________________________________________________________ PR078 - Powerline Trail Drainage at Holliday Farms Total Project Cost: $226,000 Project Evaluation and Prioritization: 10 Grading and drainage improvements along the Powerline Trail to prevent after rainfall. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 24 General Fund $ 213 Construction Mgmt 19 Construction 170 FY 2015 Total Expenses $ 213 FY 2015 Total Sources $ 213 __________________________________________________________________________________________ PR089 - Playground-Park Equipment Replacements/Upgrades Total Project Cost: $397,000 Project Evaluation and Prioritization: 15 Remove and replace play structures, and replace or upgrade miscellaneous park equipment at Freestone Park. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 1 GO Bonds $ 81 Construction Mgmt 1 General Fund 139 Construction 218 FY 2015 Total Expenses $ 220 FY 2015 Total Sources $ 220 __________________________________________________________________________________________ PR091 - Freestone Park Basketball Courts Total Project Cost: $171,000 Project Evaluation and Prioritization: 10 Replacement of four existing basketball courts at Freestone Park with new courts on post-tensioned slabs. FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt Construction FY 2015 Total Expenses $ $ 14 11 143 168 FY 2015 Sources: (1,000s) GO Bonds $ 168 FY 2015 Total Sources $ 168 297 Table of Contents Capital Improvement Detail __________________________________________________________________________________________ PR095 - Trail Crossing Signals – Phase II Project Evaluation and Prioritization: 13 Signalize trail crossings at various locations. Total Project Cost: $622,000 FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 33 Park SDF $ 69 Construction Mgmt 8 Federal Grant 534 Construction 562 FY 2015 Total Expenses $ 603 FY 2015 Total Sources $ 603 __________________________________________________________________________________________ PR098 - Pool Repairs - Various Locations Total Project Cost: $1,202,000 Project Evaluation and Prioritization: 23 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 and other various repairs. FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt Construction FY 2015 Sources: (1,000s) GO Bonds $ 51 General Fund 298 Chandler USD 15 Gilbert Public Schools 555 Higley USD 31 FY 2015 Total Expenses $ 950 FY 2015 Total Sources $ 950 __________________________________________________________________________________________ $ 45 13 892 PR103 - Playground Replacements - Various Park Sites Total Project Cost: $3,702,000 Project Evaluation and Prioritization: 15 Remove and replace play structures in the following locations: FY 2015, Crossroads, Freestone Ball field, Vista Allegre, Oak Tree East, Oak Tree West, Veteran's Park, Village II East; FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 225 General Fund $ 900 Construction Mgmt 150 Construction 525 FY 2015 Total Expenses $ 900 FY 2015 Total Sources $ 900 __________________________________________________________________________________________ PR105 - Pool Pump Pit Upgrades Total Project Cost: $193,000 Project Evaluation and Prioritization: 9 Upgrade the pump pits at Mesquite Aquatic Center, Greenfield Pool, Williams Field Pool, and Perry Pool by adding electrically controlled shut off valves that can be operated without staff entering the pit areas. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 35 General Fund $ 193 Construction Mgmt 18 Construction 140 FY 2015 Total Expenses $ 193 FY 2015 Total Sources $ 193 __________________________________________________________________________________________ 298 Table of Contents Capital Improvement Detail PR106 - Pool Chemical Room Modifications Total Project Cost: $280,000 Project Evaluation and Prioritization: 11 Modify the chemical rooms at Mesquite Aquatic Center, Greenfield Pool, Williams Field Pool, and Perry Pool by adding a barrier wall between the chlorine and acid systems and modify the chemical room ventilation systems at each of the four pools. FY 2015 Expenses: (1,000s) FY 2015 Sources: (1,000s) Professional Services $ 50 General Fund $ 280 Construction Mgmt 30 Construction 200 FY 2015 Total Expenses $ 280 FY 2015 Total Sources $ 280 __________________________________________________________________________________________ PR114 - Elliott District Park Repairs - Phase I Total Project Cost: $1,892,000 Project Evaluation and Prioritization: 15 Complete the repair work necessary to correct construction and design deficiencies at the Elliot District Park . The remaining safety design scope of work includes remediating 1) ADA compliant ramps and stairs in the clubhouse buildings, 2) height of playground shade structure, 3) ADA compliant stadium stairs and handrails, 4) depressed stairways for ADA compliance around the perimeter of the clubhouse buildings, 5) ADA compliant stairs and handrails at dugout stairways, 6) ADA compliant switchback walking surfaces, and 7) ADA defined trip hazards in existing flatwork (temporary fix). FY 2015 Expenses: (1,000s) Professional Services Construction Mgmt Construction Equipment & Furniture FY 2015 Total Expenses $ $ 541 253 595 176 1,565 FY 2015 Sources: (1,000s) General Fund $ 1,565 FY 2015 Total Sources $ 1,565 299 Table of Contents 300 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, 2014. PRINCIPAL AMOUNT OUTSTANDING TYPE OF BOND General Obligation Street and Highway User Revenue Public Facility Municipal Property Corporation Water Resources Municipal Property Corporation Improvement District $ 135,310,000 14,915,000 122,215,000 104,120,000 9,410,000 Total Bonds Outstanding $ 385,970,000 Improvement District 2% Water Resources Municipal Property Corporation 27% General Obligation 35% Street and Highway User Revenue 4% Public Facility Municipal Property Corporation 32% 301 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 1,251,766,000 1,466,841,566 2,370,221,717 2,768,391,194 2,672,949,852 2,297,228,317 1,861,193,961 1,675,360,422 1,594,806,737 1,829,471,839 Year 2005/2006 2006/2007 2007/2008 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 Percent Change 19.0% 17.2% 61.6% 16.8% -3.4% -14.1% -19.0% -9.98% -4.81% 14.72% Property Tax 14,395,300 16,868,678 27,257,550 31,836,500 30,739,000 26,418,130 21,403,731 19,266,645 18,340,277 19,500,340 The average annual valuation growth of 10.54% (since 2001) in the Town combined with strategic debt planning allowed the Town to keep the same property tax rate for 17 years through FY 2002 and to decrease the rate to $1.15 per $100 in secondary assessed valuation for FY 2003. The 14.72% levy increase in FY 2015 is reflective of a property value increase due to economic conditions relative to the real estate market, and reflects a decrease in rate to $1.0659. Assessed value for Property Tax purposes lags market by nearly two 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 2009 2011 2013 2015 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. 302 Table of Contents Debt Service 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 $ $ $ $ 57,481,000 80,000,000 85,000,000 174,000,000 Issued $ $ $ $ 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, 2014. Debt Capacity with Bond Premiums Included 6% Limitation FY 2014 Secondary Assessed Valuation $1,829,471,839 Allowable 6% Debt 109,768,310 Less: 6% Debt Outstanding 0 Unused 6% Debt Capacity $109,768,310 20% Limitation FY 2014 Secondary Assessed Valuation $1,829,471,839 Allowable 20% Debt 365,894,368 Less: 20% Debt Outstanding (135,310,000) Unused 20% Debt Capacity $230,584,368 The following table provides the detail for the FY 2015 general obligation debt budget. Revenue is provided from the secondary property tax levy. Issue Name GO Refunding Series 2002 GO Refunding Series 2005 GO Series 2008 Total General Obligation Debt Issued 20,960,000 14,115,000 187,990,000 $223,065,000 Debt Outstanding 245,000 9,715,000 125,350,000 $135,310,000 Tax Supported Debt Payments 259,490 486,020 17,831,520 $18,577,030 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. Moody’s has since upgraded all underlying GO ratings to Aa1; Fitch and S&P have subsequently upgraded their underlying GO ratings for the Town of Gilbert to AA+, the second highest possible rating. This is evidence of the Town’s emphasis on responsible financial stewardship, as well a reflection of a great community. 303 Table of Contents Debt Service 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 received downgrades due to the volatility of the revenue source. 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. By state statute, 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: Year FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 HURF Revenue 12,200,000 12,566,000 12,943,000 13,331,000 13,730,900 Debt Service 2,723,450 3,382,550 3,395,050 3,411,250 3,412,250 Coverage 4.5x 3.7x 3.8x 3.9x 4.0x 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. The wastewater portion of these bonds was paid off early to avoid additional interest charges. 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 $9,410,000. 304 Table of Contents Debt Service The following table indicates the principal amount of debt paid annually by type of debt: YR 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 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 2,750,000 2,845,000 2,975,000 3,095,000 3,250,000 MPC Public Facilities 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 Improvement MPC Water Resources District 4,075,000 445,000 4,275,000 475,000 4,500,000 505,000 4,750,000 535,000 4,975,000 540,000 5,225,000 575,000 5,500,000 605,000 5,775,000 635,000 6,075,000 670,000 6,350,000 700,000 6,650,000 735,000 7,000,000 790,000 38,970,000 2,200,000 $135,310,000 $14,915,000 $122,215,000 $104,120,000 $9,410,000 The following table indicates the total interest payments per year by type of debt: YR 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 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 632,550 550,050 436,250 317,250 162,500 MPC Public Facilities 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 $28,321,840 $2,098,600 $46,264,620 Information obtained from Wedbush Securities 305 Improvement MPC Water Resources District 5,010,640 470,230 4,801,890 446,670 4,582,510 421,580 4,351,260 394,950 4,108,140 367,420 3,853,140 338,870 3,585,010 308,650 3,303,140 276,900 3,022,080 243,480 2,734,580 208,400 2,425,830 171,650 2,092,890 132,600 4,775,490 162,010 $48,646,600 $3,943,410 Table of Contents Debt Service Actual FY 2012 Actual FY 2013 Budget FY 2014 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 2012 Actual FY 2013 Budget FY 2014 64,396,121 975,728 15,713,047 14,664,086 15,811,297 25,081,510 1,143,920 13,904,029 13,324,153 - 24,692,120 7,005,415 21,244,538 12,430,388 - 24,692,120 7,005,415 15,910,285 12,430,388 - 21,960,350 6,584,050 19,148,642 13,093,640 - $111,560,279 $ 53,453,612 $ 65,372,461 $ 60,038,208 $ 60,786,682 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 111,560,279 - 53,453,612 - 57,796,461 7,576,000 57,796,461 2,241,747 55,186,720 5,599,962 $111,560,279 $ 53,453,612 $ 65,372,461 $ 60,038,208 $ 60,786,682 Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 64,515,090 47,794,439 20,680,962 32,648,387 25,525,577 31,987,547 25,525,577 31,987,547 25,761,577 33,307,030 Total Sources $112,309,529 $ 53,329,349 $ 57,513,124 $ 57,513,124 $ 59,068,607 Total Expenses Transfers Out 111,560,279 1,754,452 53,453,612 5,191,117 65,372,461 205,000 60,038,208 205,000 60,786,682 205,000 Total Uses $113,314,731 $ 58,644,729 $ 65,577,461 $ 60,243,208 $ 60,991,682 Net Operating Result $ (1,005,202) $ (5,315,380) $ (8,064,337) $ (2,730,084) $ (1,923,075) PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Obligation Improvement Districts Public Facilities MPC Water System MPC Wastewater System MPC Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In 306 Projected FY 2014 Projected FY 2014 Budget FY 2015 Budget FY 2015 Table of Contents Appendix __________________________________________ Personnel Detail Capital Outlay Transfer Schedule Schedules A-G Glossary/Acronyms Acknowledgements Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Mayor and Council Assistant Governmental Relationship Assistant Total Mayor and Council 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Manager Town Manager Deputy Town Manager Assistant to Town Manager Executive Assistant to Town Manager Executive Staff Assistant Total Manager 1.00 1.00 3.00 1.00 1.00 7.00 1.00 1.00 3.00 1.00 0.00 6.00 1.00 1.00 3.00 1.00 1.00 7.00 1.00 1.00 3.00 1.00 1.00 7.00 1.00 1.00 3.00 1.00 1.00 7.00 Communication Communications Manager Chief Digital Officer Public Information Officer Digital Media and Marketing Officer AV Specialist Digital Journalist Multi-Media Analyst Mobile Applications Analyst Web Specialist Total Communication 1.00 0.00 1.00 0.00 3.00 0.00 0.00 0.00 1.00 6.00 1.00 0.00 0.00 1.00 0.00 2.00 1.00 0.00 0.00 5.00 0.00 1.00 0.00 1.00 0.00 2.00 1.00 0.00 0.00 5.00 0.00 1.00 0.00 1.00 0.00 2.00 1.00 0.00 0.00 5.00 0.00 1.00 0.00 1.00 0.00 2.00 1.00 1.00 0.00 6.00 Intergovernmental Governmental Relationship Assistant Intergovernmental Relations Manager Governmental Relationship Director Total Intergovernmental 1.00 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 Economic Development Economic Development Director Economic Development Manager Economic Development Administrator Economic Development Analyst Administrative Assistant Total Economic Development 1.00 1.00 1.00 1.00 0.00 4.00 1.00 1.00 3.00 1.00 1.00 7.00 1.00 1.00 4.00 1.00 1.00 8.00 1.00 1.00 4.00 1.00 1.00 8.00 1.00 1.00 4.00 1.00 1.00 8.00 Management and Budget Office of Management and Budget Manager Management and Budget Director Management and Budget Analyst Management and Budget Administrator Management Support Specialist Total Management and Budget 1.00 0.00 3.00 0.00 0.25 4.25 1.00 0.00 3.00 0.00 0.25 4.25 0.00 1.00 3.00 1.00 1.00 6.00 0.00 1.00 3.00 1.00 1.00 6.00 0.00 1.00 3.00 1.00 1.00 6.00 307 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Information Technology: Information Technology Administration Chief Information Officer Information Technology Director Administrative Supervisor Administrative Assistant Total Information Technology Administration 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 0.00 1.00 0.00 1.00 2.00 0.00 1.00 0.00 1.00 2.00 Communication Services IT Infrastructure Manager Systems Engineer Telecom Engineer Communications Engineer Telecom Technician Network Administrator Radio Technician Audio/Visual Analyst Total Communication Services 0.00 5.00 0.00 0.00 1.00 1.00 0.00 0.00 7.00 1.00 4.00 0.00 0.00 0.00 1.00 1.00 1.00 8.00 1.00 5.00 0.00 0.00 0.00 1.00 1.00 1.00 9.00 1.00 3.00 1.00 1.00 0.00 1.00 1.00 1.00 9.00 1.00 3.00 1.00 1.00 0.00 1.00 1.00 1.00 9.00 1.00 0.00 1.00 1.00 3.00 0.00 0.00 5.00 4.00 15.00 0.00 1.00 1.00 0.00 4.00 0.00 0.00 6.00 4.00 16.00 0.00 1.00 1.00 0.00 4.00 0.00 0.00 8.00 4.00 18.00 0.00 1.00 1.00 0.00 4.00 2.00 2.00 4.00 4.00 18.00 0.00 1.00 1.00 0.00 4.00 2.00 2.00 4.00 4.00 18.00 GIS Operations and Support GIS Supervisor GIS Administrator Senior GIS Technician GIS Technician Addressing Technician 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 0.00 0.00 0.00 0.00 0.00 0.00 32.00 34.00 36.00 36.00 36.00 1.00 3.00 1.00 0.00 1.00 4.00 0.00 0.00 1.00 5.00 0.00 0.00 1.00 4.00 0.00 2.00 1.00 4.00 0.00 2.00 Application Operations and Support Assistant Information Technology Manager IT Applications Manager IT Desktop Supervisor Audio/Visual Coordinator Applications Administrator Applications Engineer Desktop Analyst Applications Analyst PC Technician Total Application Operations and Support Total Technology Services Human Resources: Personnel Administration Human Resources Director Senior Human Resources Analyst Human Resources Coordinator Human Resources Manager 308 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Human Resources Supervisor Human Resources Specialist Employee Relations Administrator Administrative Assistant Total Personnel Administration 0.00 1.00 1.00 2.00 9.00 1.00 1.00 1.00 2.00 10.00 1.00 2.00 1.00 2.00 12.00 1.00 2.00 0.00 2.00 12.00 1.00 2.00 0.00 2.00 12.00 Learning and Development Learning and Development Manager Learning and Development Consultant Administrative Assistant Total Learning and Development 1.00 0.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Risk Management Risk Manager Senior Claims Analyst Environmental and Safety 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 Senior Payroll Specialist Payroll Specialist Total Payroll 1.00 1.00 1.00 3.00 0.00 1.00 1.75 2.75 0.00 1.00 1.75 2.75 0.00 2.00 0.75 2.75 0.00 2.00 1.00 3.00 Total Human Resources 17.00 18.75 20.75 20.75 21.00 Total Town Manager 72.25 77.00 84.75 84.75 86.00 Town Clerk Town Clerk Deputy Town Clerk Administrative Assistant Receptionist 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 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 1.00 1.00 1.00 1.00 2.00 0.00 6.00 1.00 1.00 1.00 1.00 2.00 0.00 6.00 Legal Town Attorney Assistant Town Attorney Legal Advisor Legal Secretary Total Legal 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 3.00 1.00 1.00 0.00 1.00 3.00 1.00 1.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 4.00 80.41 88.49 95.75 95.75 98.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 TOTAL MANAGEMENT AND POLICY MANAGEMENT SERVICES Administration Finance & Management Services Director Total Management Services Administration 309 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Accounting Accounting Manager Accounting System Analyst Senior Accountant Accountant Accounting Technician Administrative Assistant Accounting Specialist 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 Manager Total Purchasing 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 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 Tax Compliance Tax Compliance Specialist Tax Compliance Analyst Tax Compliance Manager Total Tax Compliance 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 1.00 2.00 1.00 4.00 TOTAL MANAGEMENT SERVICES 16.00 18.00 19.00 19.00 19.00 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 2.00 1.00 3.00 18.00 1.00 7.00 3.00 1.00 2.00 2.00 3.00 19.00 1.00 7.00 3.00 1.00 2.00 2.00 3.00 19.00 1.00 7.00 3.00 1.00 2.00 2.00 3.00 19.00 Municipal Court Presiding Judge Municipal Judge Civil Hearing Officer Court Administrator Administrative Supervisor Deputy Court Administrator Senior Court Services Clerk Court Services Clerk Court Enforcement Supervisor Security Officer Office Assistant Court Interpreter Pro Tem Judge Total Municipal Court 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 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 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 TOTAL LEGAL AND COURT 49.92 47.92 49.92 49.92 49.92 310 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 DEVELOPMENT SERVICES Development Services Administration Development Services Director Administration and Customer Services Manager Development Services Representative Development Services Records Coordinator Administrative Assistant Total Development Services Administration 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 1.00 0.00 0.00 0.00 1.00 2.00 1.00 0.00 0.00 0.00 1.00 2.00 Permits and Licensing Customer Service Professional Customer Service Manager Customer Service Supervisor Total Permits and Licensing 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 0.00 2.00 2.00 0.00 0.00 2.00 4.30 0.50 0.70 5.50 Plan Review and Inspection Services: Plan Review and Inspection Administration Plan Review and Inspection Manager Administrative Assistant Total Plan Review and Inspection Admin 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Plan Review and Inspection - Building Inspection and Compliance Services Manager Inspections Supervisor Administrative Assistant Senior Inspector Inspector II Inspector I Plan Review and Inspection Specialist Plan Review Supervisor Senior Plans Examiner Plans Examiner Permit Technician Total Plan Review and Inspection - Building 0.50 0.75 0.70 2.00 3.00 2.00 0.00 0.80 1.00 1.00 1.00 13.05 0.00 0.75 0.00 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 0.00 0.75 0.00 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 0.00 0.75 0.00 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 0.00 0.75 0.00 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 Plan Review and Inspection - Fire Inspection and Compliance Services Manager Inspections Supervisor Inspector II Senior Plans Examiner Plan Review Supervisor Administrative Assistant Permit and Plan Review Services Manager Total Plan Review and Inspection - Fire 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 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 Plan Review and Inspection - Engineering Inspection and Compliance Services Manager Inspector II Inspections Supervisor Plans Examiner Plans Review Supervisor 0.30 5.00 0.95 1.00 1.00 0.00 5.00 0.95 1.00 1.00 0.00 5.00 0.95 1.00 1.00 0.00 5.00 0.95 1.00 1.00 0.00 5.00 0.95 1.00 1.00 311 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Senior Plans Examiner Permit and Plan Review Services Manager Administrative Assistant Total Plan Review and Inspection - Engineering 2.00 0.30 0.70 11.25 1.00 0.00 0.00 8.95 1.00 0.00 0.00 8.95 1.00 0.00 0.00 8.95 1.00 0.00 0.00 8.95 Plan Review and Inspection - Planning Inspection and Compliance Services Manager Landscape Technician Plans Examiner Administrative Assistant Senior Plans Examiner Permit and Plan Review Services Manager Inspections Supervisor Total Plan Review and Inspection - Planning 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 0.00 0.00 2.00 0.00 1.00 0.00 0.05 3.05 0.00 0.00 2.00 0.00 1.00 0.00 0.05 3.05 Plan Review and Inspection - Code Inspection and Compliance Services Manager Inspections Supervisor Inspector II Inspector I Administrative Assistant Customer Service Representative Total Plan Review and Inspection - Code 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 0.00 0.80 1.00 4.00 2.00 0.00 7.80 0.00 0.80 1.00 4.00 2.00 0.00 7.80 Total Plan Review and Inspection Services 38.75 40.80 40.80 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 1.00 2.00 1.00 11.00 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 1.00 1.00 3.00 2.00 1.00 2.00 1.00 11.00 TOTAL DEVELOPMENT SERVICES 57.75 55.80 55.80 55.80 59.30 PUBLIC WORKS - ENGINEERING Engineering Administration Town Engineer Senior Plans Examiner Total Engineering Administration 1.00 0.00 1.00 0.60 1.00 1.60 0.60 1.00 1.60 0.60 1.00 1.60 0.60 1.00 1.60 Engineering Development Development Engineer Engineering Technician Total Engineering Development 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 2.00 312 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Engineering Traffic Town Traffic Engineer Senior Traffic Engineering Specialist Traffic Safety Assistant Total Engineering 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 PUBLIC WORKS ENGINEERING 5.00 5.60 5.60 5.60 6.60 POLICE DEPARTMENT Police Administration Police Chief Police Commander Police Lieutenant Police Sergeant Legal Advisor Administrative Assistant Administrative Assistant Office Assistant Total Police Administration 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.50 4.50 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.50 4.50 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.50 4.50 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.50 4.50 1.00 0.00 1.00 1.00 0.00 0.00 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 / Inspections Police Policy and Compliance Coordinator Polygraph Examiner Police Volunteer Specialist Non-Sworn Public Safety Technician Total Hiring/Inspections 1.00 1.00 1.00 2.00 5.00 1.00 1.00 1.00 2.00 5.00 1.00 1.00 1.00 2.00 5.00 1.00 1.00 1.00 2.00 5.00 1.00 1.00 1.00 2.00 5.00 Alarm Management Alarm Program Technician 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 Specialist Rangemaster Administrative Assistant Police Records Clerk Total Training & Program Coordination 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 Crime Prevention Crime Prevention Technician Total Crime Prevention 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 17.00 17.00 17.00 17.00 17.00 Total Office of Professional Standards 313 Table of Contents Personnel Detail Actual FY 2012 Patrol Services: Uniform Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Teleserve Operators Administrative Assistant Civilian Patrol Technician Service Aide Total Uniform Patrol Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 2.00 4.00 15.00 122.00 8.00 2.00 2.00 2.00 157.00 1.00 4.00 14.00 114.00 8.00 2.50 2.00 2.00 147.50 1.00 5.00 13.00 114.00 0.00 1.50 4.00 0.00 138.50 1.00 5.00 13.00 114.00 0.00 1.50 4.00 0.00 138.50 1.00 5.00 12.00 116.00 0.00 1.50 0.00 0.00 135.50 Detention / Court Support Detention Supervisor Detention Transport Officer Total Detention / Court Support 0.00 6.00 6.00 0.00 6.00 6.00 0.00 6.00 6.00 0.00 6.00 6.00 2.00 6.00 8.00 Enforcement Support Police Sergeant Non-Sworn Public Safety Technician Administrative Assistant Public Safety Assistant Total Enforcement Support 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 1.00 8.00 1.00 2.00 12.00 1.00 8.00 1.00 2.00 12.00 Civilian Patrol Civilian Patrol Technician Total Civilain Patrol 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.00 6.00 163.00 153.50 156.50 156.50 161.50 Support Services: Records Police Records and Property Manager Police 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 Communications Police Communications Manager Police Communications Shift Supervisor Police Dispatcher 911 Operators Total Communications 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 1.00 5.00 18.00 13.50 37.50 1.00 5.00 18.00 13.50 37.50 Property Property and Evidence Supervisor Police Property Custodian Police Property and Evidence Technician Office Assistant Total Property 1.00 0.00 5.00 1.00 7.00 1.00 0.00 5.00 1.00 7.00 1.00 0.00 5.00 1.00 7.00 1.00 0.00 5.00 1.00 7.00 1.00 0.00 5.00 1.00 7.00 Total Patrol Services 314 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Planning and Research Police Records Clerk Police Planning and Research Coordinator Total Planning and Research 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Support Administration Non-Sworn Police Commander Administrative Assistant Total Support Administration 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 65.00 64.50 64.50 64.50 64.50 Counseling Services Police Counseling Manager Youth/Family Counselor Administrative Assistant Office Assistant Total Counseling Services 1.00 6.00 1.00 0.50 8.50 1.00 6.00 1.00 0.50 8.50 1.00 6.00 1.00 0.50 8.50 1.00 6.00 1.00 0.50 8.50 1.00 6.00 1.00 0.50 8.50 Investigations: General Investigations Police Lieutenant Police Commander Administrative Assistant Total General Investigations 2.00 0.00 1.00 3.00 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 Person Crimes - Child / Sex Crimes Unit Police Sergeant Police Officer Non-Sworn Public Safety Technician Total Person Crimes - Child / Sex Crimes Unit 1.00 6.00 3.00 10.00 1.00 5.00 3.00 9.00 1.00 5.00 3.00 9.00 1.00 6.00 3.00 10.00 1.00 6.00 3.00 10.00 Property Crimes Police Sergeant Police Officer Total Property Crimes 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 Total Support Services Intel and Analysis Unit Police Sergeant Police Officer Crime Analyst Non-Sworn Public Safety Technician - Crime Analysis Audio/Visual Forensic Analyst Civilian Investigator Total Intel and Analysis Unit 1.00 2.00 2.00 1.00 0.00 1.00 7.00 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 1.00 3.00 2.00 1.00 1.00 0.00 8.00 1.00 4.00 2.00 1.00 1.00 0.00 9.00 Persons Crimes - Violent Crimes Unit Police Sergeant Police Officer Total Persons Crimes - Violent Crimes Unit 1.00 7.00 8.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 38.00 39.00 39.00 39.00 40.00 Total Investigations 315 Table of Contents Personnel Detail Actual FY 2012 Special Enforcement: Crime Suppression Police Sergeant Police Officer Total Crime Suppression Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 0.00 3.00 3.00 1.00 11.00 12.00 1.00 11.00 12.00 1.00 11.00 12.00 1.00 11.00 12.00 Traffic Unit Police Lieutenant Police Sergeant Police Officer Total Traffic Unit 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 School Programs Police Sergeant Police Officer Total School Programs 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 Total Special Enforcement 33.00 42.00 42.00 42.00 42.00 Police Officer (Overtime only) Total SWAT 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 5.00 6.00 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 13.00 13.00 13.00 13.00 12.00 342.00 342.00 345.00 345.00 350.00 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 0.00 5.00 1.00 1.00 1.00 1.00 1.00 0.00 5.00 Tactical Operations: SWAT Total Tactical Operations TOTAL POLICE DEPARTMENT FIRE DEPARTMENT Administration Fire Chief Assistant Fire Chief Battalion Chief Fire Management Coordinator Administrative Assistant Office Assistant Total Fire Administration 316 Table of Contents Personnel Detail Actual FY 2012 Fire Training Battalion Chief EMS Specialist Fire Captain Fire Engineer Administrative Assistant Total Fire Training Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 1.00 1.00 3.00 0.00 1.00 6.00 1.00 1.00 3.00 0.00 1.00 6.00 1.00 1.00 3.00 0.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 7.00 45.00 39.00 81.00 0.00 1.00 1.00 1.00 176.00 1.00 7.00 45.00 39.00 81.00 0.00 1.00 1.00 1.00 176.00 1.00 7.00 46.00 40.00 83.00 0.00 1.00 1.00 1.00 180.00 0.00 7.00 48.00 39.00 83.00 0.00 1.00 1.00 1.00 180.00 0.00 7.00 48.00 39.00 82.00 1.00 1.00 1.00 1.00 180.00 Fire Prevention and Education: Fire Prevention Fire Marshal Fire Investigator Administrative Assistant Fire Inspector Total Fire Prevention 1.00 2.00 0.50 2.00 5.50 1.00 2.00 0.50 2.00 5.50 1.00 2.00 0.50 2.00 5.50 1.00 2.00 1.00 2.00 6.00 1.00 2.00 1.00 2.00 6.00 Fire Public Education Battalion Chief Volunteer Coordinator Administrative Assistant Program Coordinator Total Fire Public Education 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 0.50 1.00 3.50 1.00 1.00 0.50 1.00 3.50 Total Fire Prevention and Education 6.50 6.50 6.50 9.50 9.50 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 0.00 0.50 1.50 1.00 0.00 0.50 1.50 197.00 197.00 201.00 201.00 201.00 1.00 0.00 0.00 1.00 0.95 0.00 0.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 0.80 0.00 0.00 1.34 Fire Operations Assistant Fire Chief Battalion Chief Fire Captain Fire Engineer Firefighter Fire Warehouse Manager Fire Equipment Technician Administrative Assistant Fire Service Aide Total Fire Operations TOTAL FIRE DEPARTMENT PARKS AND RECREATION Parks and Recreation Administration Parks and Recreation Director Parks Superintendent Recreation Superintendent Parks and Recreation Manager 317 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Administrative Supervisor Program Supervisor Administrative Assistant Customer Service Representative Program Support Analyst Total Parks and Recreation Administration 1.00 0.00 2.00 2.55 0.00 7.55 1.00 0.10 3.00 2.55 0.00 8.60 1.00 0.30 3.00 2.55 1.00 9.85 1.00 0.30 5.55 0.00 1.00 9.85 1.00 0.15 5.55 0.00 1.00 9.84 Neighborhood Services Program Coordinator Total Neighborhood Services 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Facilities Maintenance Facilities Maintenance Manager Security Systems Technician Senior Facilities Maintenance Technician Custodian Facilities Maintenance Technician 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 Parks and Open Space Parks Operations Supervisor Field Supervisor Senior Park Ranger Senior Grounds Maintenance Technician Parks Mechanic Spray Technician Facilities Maintenance Technician Grounds Maintenance Worker Administrative Assistant Park Attendant Park Ranger Recreation Coordinator Total Parks and Open Space 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 12.98 1.00 2.00 2.00 0.50 31.88 1.00 2.40 1.00 5.00 1.00 1.00 2.00 14.98 1.00 0.00 2.00 0.50 31.88 1.00 2.40 1.00 5.00 1.00 1.00 2.00 14.98 1.00 0.00 2.00 0.50 31.88 Aquatics: Gilbert Pool Aquatic Facility Technician Total Gilbert Pool 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.05 0.00 0.00 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 0.16 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 0.16 0.25 0.05 0.33 0.44 0.39 0.70 0.89 1.92 0.00 5.13 318 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Greenfield Pool Recreation Supervisor Aquatic Facility Technician Recreation Coordinator Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Greenfield Pool 0.16 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 0.16 0.25 0.05 0.33 0.44 0.38 1.20 1.44 0.00 4.25 Perry Pool Recreation Supervisor Aquatic Facility Technician Recreation Coordinator Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Perry Pool 0.16 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 0.16 0.25 0.05 0.29 0.20 0.67 1.51 1.06 0.00 4.19 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 0.16 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 0.16 0.25 0.05 0.29 0.44 0.29 0.72 2.21 0.00 4.41 20.42 20.42 20.42 20.42 17.98 0.24 0.15 1.00 0.70 1.31 0.50 1.29 0.00 5.19 0.25 0.20 1.00 0.70 1.40 0.50 1.52 0.00 5.57 0.25 0.20 1.00 0.70 1.40 0.50 1.52 0.00 5.57 0.25 0.20 1.00 0.70 1.40 0.50 1.16 0.36 5.57 0.25 0.20 1.00 0.70 1.62 0.50 1.39 0.13 5.79 Total Aquatics Recreation Centers: Community Center Recreation Supervisor Custodial Supervisor Custodian Recreation Coordinator Recreation Leader Senior Recreation Leader Recreation Instructor Recreation Instructor Fitness Total Community Center 319 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 McQueen Activity Center Recreation Supervisor Custodian Recreation Coordinator Custodial Supervisor Recreation Leader Recreation Instructor Recreation Instructor Fitness Senior Recreation Leader Total McQueen Activity Center 0.24 1.00 1.00 0.20 3.04 2.88 0.00 0.50 8.86 0.25 1.00 1.00 0.20 3.04 2.88 0.00 0.50 8.87 0.25 1.00 1.00 0.20 3.04 2.88 0.00 0.50 8.87 0.25 1.00 1.00 0.20 3.04 2.16 0.72 0.50 8.87 0.25 1.00 1.00 0.20 3.04 2.64 0.24 0.50 8.87 Page Park Center Recreation Supervisor Custodial Supervisor Recreation Leader Recreation Instructor Total Page Park Center 0.04 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.24 2.00 0.40 1.00 1.34 9.62 2.70 0.00 17.30 0.25 2.00 0.40 1.00 1.34 9.62 2.70 0.00 17.31 0.25 2.00 0.40 2.00 1.66 10.26 2.70 0.00 19.27 0.25 2.00 0.40 2.00 1.66 10.26 1.84 0.86 19.27 0.25 2.00 0.40 2.00 1.74 10.79 1.66 1.25 20.09 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 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 35.54 35.54 37.50 37.50 38.54 Youth Sports Recreation Coordinator Recreation Supervisor Senior Recreation Leader Total Youth Sports 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 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 Freestone Recreation Center Recreation Supervisor Recreation Coordinator Custodial Supervisor Custodian Senior Recreation Leader Recreation Leader Recreation Instructor Recreation Instructor Fitness 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 320 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Special Events Recreation Coordinator Program Supervisor Senior Recreation Coordinator Senior Recreation Leader Recreation Leader Total Special Events 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 1.50 1.00 0.00 0.75 0.32 3.57 1.50 1.00 0.00 0.75 0.32 3.57 Special Needs Program Recreation Coordinator Recreation Instructors Total Special Needs Program 0.30 0.38 0.68 0.30 0.38 0.68 0.30 0.38 0.68 0.30 0.38 0.68 0.30 0.38 0.68 Total Recreation Programs 6.07 6.82 6.82 6.82 6.82 TOTAL PARKS AND RECREATION 111.44 114.21 118.47 118.47 117.06 TOTAL GENERAL FUND 859.52 869.02 890.54 890.54 900.88 Water Water Administration Water Superintendent Water Manager Water Resources Administrator Total Water Administration 0.00 1.00 1.00 2.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 0.00 1.00 Water Conservation Water Conservation Supervisor Water Conservation Specialist Total Water Conservation 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 1.00 2.00 3.00 Water Production: North Water Plant Production Water Production Supervisor Utility Supervisor Instrumentation and Controls Specialist Water Treatment Plant Mechanic Water Treatment Plant Operator Senior Utility Worker Administrative Assistant Total North Water Plant Production 1.00 1.33 2.00 2.00 10.00 0.00 1.00 17.33 1.00 1.33 2.00 2.00 10.00 0.00 1.00 17.33 1.00 1.33 2.00 2.00 10.00 0.00 1.00 17.33 1.00 1.33 2.00 2.00 10.00 1.00 1.00 18.33 1.00 1.33 2.00 2.00 10.00 1.00 1.00 18.33 South Water Plant Production Utility Supervisor Instrumentation and Controls Specialist Water Treatment Plant Mechanic Water Treatment Plant Operator Chemist Administrative Assistant Total South Water Plant Production 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 1.33 1.00 1.00 6.00 1.00 1.00 11.33 ENTERPRISE OPERATIONS 321 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Water Well Production Instrumentation and Controls Specialist Utility Supervisor Lead Instrumentation and Wells Specialist Electrician Senior Utility Worker Total Water Well Production 1.00 1.34 0.00 0.00 1.00 7.34 1.00 1.34 0.00 0.00 1.00 7.34 2.00 1.34 0.00 1.00 1.00 9.34 1.00 1.34 1.00 1.00 0.00 8.34 1.00 1.34 1.00 1.00 0.00 8.34 Water Quality Assurance Water Quality Technician Water Quality Supervisor Lead Chemist Chemist Total Water Quality Assurance 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 3.00 1.00 0.00 2.00 6.00 3.00 1.00 0.00 2.00 6.00 Backflow Prevention Inspections Supervisor Inspection and Compliance Services Manager Inspector II Total Backflow Prevention 0.20 0.05 2.00 2.25 0.20 0.00 2.00 2.20 0.20 0.00 2.00 2.20 0.20 0.00 2.00 2.20 0.20 0.00 2.00 2.20 Total Water Production 44.25 44.20 46.20 46.20 46.20 Water Distribution Utility Supervisor Water Distribution Superintendent Senior Utility Technician Utility Worker Total Water Distribution 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 1.00 1.00 4.00 7.00 13.00 1.00 1.00 4.00 7.00 13.00 Water Metering Utility Billing Technician Water Meter Supervisor Senior Utility Technician Instrumentation Technician M&O Worker Total Water Metering 2.00 2.00 4.00 1.00 17.00 26.00 2.00 2.00 4.00 1.00 17.00 26.00 2.00 2.00 4.00 1.00 17.00 26.00 2.00 2.00 4.00 1.00 17.00 26.00 2.00 2.00 4.00 1.00 18.00 27.00 Water Resources Water Superintendent Water Resources Manager Total Water Resources 0.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.25 1.00 1.00 12.75 1.00 2.00 18.00 0.25 1.00 1.00 12.75 1.00 2.00 18.00 0.25 1.00 1.00 12.75 1.00 2.00 18.00 0.00 1.00 1.00 12.75 1.00 2.00 17.75 0.00 0.50 1.00 10.45 2.00 1.30 15.25 Utility Customer Service Financial Services Manager Customer Service Manager Accountant Customer Service Professional Utility Billing Technician Customer Service Supervisor Total Utility Customer Service 322 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Public Works Administration Public Works Director Administrative Assistant Inventory Services Specialist Customer Service Professional Total Public Works Administration 1.00 5.00 1.00 1.00 8.00 1.00 4.00 1.00 1.00 7.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 Utility Locates Utility Locator Utility Supervisor Total Utility Locates 4.00 1.00 5.00 5.00 1.00 6.00 5.00 1.00 6.00 5.00 1.00 6.00 5.00 1.00 6.00 119.25 118.20 118.20 117.95 116.45 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 Wastewater Collection Utility Supervisor Senior Utility Technician Instrumentation and Controls Specialist Lift Station Technician Odor Control Specialist Electrician Utility Worker Total Wastewater Collection 2.00 6.00 0.60 4.00 0.00 0.00 6.00 18.60 2.00 6.00 0.60 4.00 0.00 0.00 6.00 18.60 2.00 6.00 0.60 4.00 0.00 1.00 7.00 20.60 2.00 6.00 0.60 4.00 0.00 1.00 7.00 20.60 2.00 6.00 0.60 4.00 1.00 1.00 7.00 21.60 Wastewater Reclaimed: Effluent Re-use Utility Worker Senior Utility Technician Instrumentation and Controls Specialist Well Technician Utility Supervisor Total Effluent Re-use 2.00 2.00 0.40 2.00 1.00 7.40 2.00 2.00 0.40 2.00 1.00 7.40 2.00 2.00 0.40 2.00 1.00 7.40 2.00 2.00 0.40 2.00 1.00 7.40 2.00 2.00 0.40 2.00 1.00 7.40 Effluent Recharge Utility Worker Senior Utility Technician Reclaimed Water Quality Technician Utility Supervisor Total Effluent Recharge 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 12.40 12.40 12.40 12.40 12.40 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 Total Water Wastewater Wastewater Administration Wastewater Manager Administrative Assistant Total Wastewater Administration Total Wastewater Reclaimed Wastewater Quality Pretreatment Program Coordinator Industrial Pretreatment Inspector Wastewater Quality Inspector Total Wastewater Quality 323 Table of Contents Personnel Detail Actual FY 2012 Riparian Programs Parks and Recreation Director Parks and Recreation Manager Recreation Instructor Program Supervisor Program Coordinator Naturalist Total Riparian Program Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 0.00 1.00 0.68 0.00 1.00 1.00 3.68 0.00 1.00 0.68 0.00 1.00 1.00 3.68 0.00 1.00 0.68 0.00 1.00 1.00 3.68 0.00 1.00 0.68 0.00 2.00 0.00 3.68 0.15 0.41 0.68 0.15 2.00 0.00 3.39 41.68 41.68 44.68 44.68 45.39 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 0.86 1.00 1.00 1.00 0.88 0.78 5.52 0.86 1.00 1.00 1.00 0.88 0.78 5.52 Residential Collections Environmental Services Supervisor Administrative Assistant Heavy Equipment Operator Solid Waste Crew Leader Environmental Services Worker Total Residential Collections 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 1.00 0.50 26.00 0.00 2.50 30.00 1.00 0.50 26.00 1.00 2.50 31.00 Uncontained Collections Environmental Services Supervisor Environmental Services Crew Leader Environmental Services Inspector Heavy Equipment Operator Total Uncontained Collections 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 1.00 1.00 2.00 17.00 21.00 1.00 1.00 2.00 17.00 21.00 Recycling Environmental Services Supervisor Recycling Administrator Solid Waste Inspector Environmental Services Crew Leader Heavy Equipment Operator Total Recycling 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 0.70 0.00 0.00 1.00 7.50 9.20 0.70 0.00 0.00 1.00 8.00 9.70 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 1.00 3.00 0.50 4.50 Total Wastewater Environmental Services - Residential Residential Administration Environmental Services Manager Environmental Services Collections Administrator Administrative Assistant Environmental Services Specialist Environmental Services Service Technician Customer Service Professional Total Residential Administration Environmental Programs Environmental Services Supervisor HHW Technician Administrative Assistant Total Environmental Programs 324 Table of Contents Personnel Detail Actual FY 2012 Outreach Programs Recycling Administrator Solid Waste Crew Leader Environmental Outreach Specialist Total Outreach Programs Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 0.00 0.00 0.00 0.00 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 0.00 4.00 5.00 71.22 71.72 76.22 76.22 76.72 Environmental Services - Commercial Commercial Administration Environmental Services Manager Environmental Services Service Technician Customer Service Professional Total Commercial 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 Commercial Collections Environmental Services Supervisor Heavy Equipment Operator Total Commercial Collections 0.30 5.50 5.80 0.30 5.50 5.80 0.30 5.50 5.80 0.30 5.50 5.80 0.30 5.50 5.80 Commercial Roll Offs Heavy Equipment Operator Total Commercial Roll Offs 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Environmental Services - Commercial 7.28 7.28 7.28 7.28 7.28 239.43 238.88 246.38 246.13 245.84 STREETS Streets Administration Streets Manager Administrative Assistant Total Streets Administration 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 Streets Maintenance: Asphalt Patching Streets Supervisor Senior Streets Maintenance Technician 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 0.33 1.00 2.00 3.33 0.33 1.00 2.00 3.33 Street Cleaning Streets 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 0.33 7.00 7.33 0.33 7.00 7.33 Preventive Maintenance Streets 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 2.00 3.33 0.34 1.00 2.00 3.34 0.34 1.00 2.00 3.34 Total Environmental Services - Residential TOTAL ENTERPRISE OPERATIONS 325 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Crack Sealing Streets Supervisor Senior Streets Maintenance Technician Streets Maintenance Worker Total Crack Sealing 0.25 1.00 3.00 4.25 0.25 1.00 3.00 4.25 0.25 2.00 6.00 8.25 0.34 2.00 6.00 8.34 0.34 2.00 6.00 8.34 Fog Sealing Streets Supervisor Senior Streets Maintenance Technician 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 0.33 1.00 1.00 3.00 5.33 0.33 1.00 1.00 3.00 5.33 22.42 22.42 27.42 27.67 27.67 Street Traffic Control: Street Marking Streets Supervisor Total Street Marking 0.50 0.50 0.50 0.50 0.50 0.50 0.33 0.33 0.33 0.33 Street Signs Streets 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 0.33 1.00 3.00 4.33 0.33 1.00 3.00 4.33 Street Lighting Streets Supervisor Street Light Technician Total Street Lighting 0.50 3.00 3.50 0.50 4.00 4.50 0.50 4.00 4.50 0.50 4.00 4.50 0.50 4.00 4.50 Traffic Signal Maintenance Streets Supervisor Traffic Signal Specialist 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 Traffic Operations Center Traffic Operations Supervisor Assistant Town Traffic Engineer Intelligent Transportation Systems Technician Intelligent Transportation Systems Specialist Total Traffic Operations Center 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 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 19.00 20.00 20.00 19.66 19.66 0.50 1.00 0.30 1.80 0.50 2.00 0.00 2.50 0.50 2.00 0.00 2.50 0.50 2.00 0.00 2.50 0.50 2.00 0.00 2.50 Total Streets Maintenance Total Street Traffic Control Right of Way Maintenance: Landscape Maintenance Streets Supervisor Senior Grounds Maintenance Technician Senior Streets Maintenance Worker Total Landscape Maintenance 326 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Shoulder Maintenance Streets 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 Streets 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 5.33 5.33 5.33 5.33 Hazard Response Streets Supervisor Senior Streets Maintenance Technician Total Hazard Response 0.25 2.00 2.25 0.25 2.00 2.25 0.25 2.00 2.25 0.34 2.00 2.34 0.34 2.00 2.34 49.30 51.00 57.00 57.00 57.00 Shop Operations Fleet Asset Manager Administrative Assistant Fleet Supervisor Fleet Specialist Welder Technician Fleet Technician Service Aide Total Shop Operations 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 0.00 0.75 2.00 2.00 1.00 13.00 1.00 19.75 0.00 0.75 2.00 2.00 1.00 13.00 1.00 19.75 Parts Acquisition Fleet Business Manager Administrative Assistant Parts Technician Total Parts Acquisition 0.15 1.75 2.00 3.90 1.00 1.75 2.00 4.75 1.00 1.75 2.00 4.75 1.00 1.75 3.00 5.75 1.00 1.75 3.00 5.75 Administrative Assistant Total Fuel 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Commercial Operations Administrative Assistant Total Commercial Operations 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 1.00 0.00 0.00 0.00 1.00 0.90 0.00 0.00 0.05 0.95 0.70 0.00 0.00 0.00 0.70 0.70 0.00 0.00 0.00 0.70 0.70 1.00 0.25 0.05 2.00 TOTAL STREETS Fleet Maintenance: Fuel TOTAL INTERNAL SERVICE SPECIAL REVENUE CDBG/HOME Administration Program Supervisor Program Coordinator Parks and Recreation Manager Parks and Recreation Director Total CDBG Administration 327 Table of Contents Personnel Detail Actual FY 2012 Actual FY 2013 Budget FY 2014 Projected FY 2014 Budget FY 2015 Police Impound Fund Non-Sworn Public Safety Technician Tow Program Supervisor Administrative Assistant Total Police Impound Fund 2.00 1.00 1.00 4.00 2.00 1.00 1.00 4.00 2.00 1.00 1.00 4.00 2.00 1.00 1.00 4.00 2.00 1.00 1.00 4.00 Parkway Maintenance Improvement District Senior Grounds Maintenance Technician Grounds Maintenance Worker M&O 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 1.00 1.00 1.00 1.00 1.00 1.00 TOTAL SPECIAL REVENUE 9.60 9.55 10.30 10.30 11.60 CAPITAL PROJECT ADMINISTRATION Town Engineer Assistant Town Engineer Project Manager Senior Project Manager Project Coordinator Administrative Assistant TOTAL CAPITAL PROJECT ADMINISTRATION 0.00 1.00 1.00 0.00 0.00 1.75 3.75 0.40 1.00 2.00 2.00 1.00 1.75 8.15 0.40 1.00 2.00 2.00 1.00 1.00 7.40 0.40 1.00 2.00 2.00 1.00 1.00 7.40 0.40 1.00 2.00 2.00 1.00 1.00 7.40 1,187.60 1,202.60 1,237.62 1,237.37 1,248.72 GRAND TOTAL POSITIONS Limited Term Agreements: GENERAL FUND Development Services Inspector II Inspector I Manager Management Support Analyst TOTAL GENERAL FUND 1.00 1.00 1.00 3.00 328 Table of Contents Capital Outlay Department Description Amount GENERAL FUND Capital Projects Capital Projects Redevelopment Police Patrol Police Civilian Patrol Police Patrol Parks & Open Space Parks & Open Space Facilities Maintenance Police Patrol Police Traffic Various - New Budget Various - Carry Forward Heritage District Prop Carry Fwd Interceptor Utility Vehicle w/Upfit Interceptor Utility Vehicle w/Upfit Interceptor Utility Carry Fwd Utility Vehicle Utility Vehicle 3/4 Ton Truck Vehicle Upfit Carry Fwd Vehicle Upfit Carry Fwd Total General Fund Capital $ 6,584,370 7,914,057 33,936 55,000 55,000 30,500 11,500 11,500 28,000 10,200 10,200 $ 14,744,263 GENERAL REPLACEMENT FUND 0615 0605 0598 0616 0566 0572 0571 0511 0557 0550 0369 0487 0486 2073 1891 1892 1948 1335 1334 1298 1947 0410 1328 1327 1312 1866 1861 1821 1841 1822 1865 1868 Inspection and Compliance - Engineering Inspection and Compliance - Code Fire Operations Fire Operations Fire Training Fire Prevention Fire Investigations Emergency Operations Center Parks & Open Space Parks & Open Space Parks & Open Space Parks & Open Space Parks & Open Space Parks & Open Space Court Support Court Support Police Traffic Unit Police Traffic Unit Police Traffic Unit Police Traffic Unit Police Traffic Unit Police Investigations - Property Crimes Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol 329 1/2 Ton Truck 1/2 Ton Truck 1/2 Ton Truck 3/4 Ton Truck with Service Body 3/4 Ton Truck with Crew Cab 3/4 Ton Truck with Service Body 3/4 Ton Truck with Service Body Sedan 3/4 Ton Truck 3/4 Ton Truck Medium Duty Utility Vehicle Medium Duty Utility Vehicle Medium Duty Utility Vehicle 3/4 Ton Truck Carry Fwd Full Size Van (E350) w/ Insert Full Size Van Carry Fwd Motorcycle Motorcycle Motorcycle Motorcycle Carry Fwd Motorcycle Carry Fwd 1/2 Ton with Upfit Carry Fwd Interceptor Util. w/Upfit Carry Fwd Interceptor Util. w/Upfit Carry Fwd Interceptor Util. w/Upfit Carry Fwd Interceptor Util. w/Upfit Carry Fwd Interceptor Util. w/Upfit Carry Fwd Interceptor Util. w/Upfit Carry Fwd Interceptor Util. w/Upfit Carry Fwd Interceptor Util. w/Upfit Carry Fwd Interceptor Utility Carry Fwd Interceptor Utility Carry Fwd $ 17,000 17,000 18,000 36,700 31,200 36,700 36,700 20,000 29,600 23,400 20,400 20,400 20,400 28,400 38,600 27,600 26,000 26,000 26,000 26,000 26,000 22,000 41,900 41,900 41,900 41,900 41,900 41,900 41,900 41,900 30,500 30,500 Table of Contents Capital Outlay Department Description Various Non-Departmental Vehicle Upfit Carry Fwd Capital Allowance Total General Replacement Fund Amount 83,650 3,000,000 $ 4,053,950 $ 2,435,250 4,123,902 2,826,580 28,500 18,000 $ 9,432,232 $ 43,900 700,000 $ 743,900 STREET FUND Capital Projects Capital Projects Preventive Maintenance Storm Water Infrastructure Traffic Signals Various - New Budget Various - Carry Fwd Maintenance Camera Van w/Software Traffic Signal Trailer Total Street Fund Capital STREET REPLACEMENT FUND 0559 Fog Sealing Non-Departmental Isuzu NPR Capital Allowance Total Street Replacement Fund WATER FUND Capital Projects Capital Projects Water Metering Various - New Budget Various - Carry Fwd 3/4 ton truck Total Water Fund Capital $ 16,535,500 4,301,778 30,000 $ 20,867,278 WATER REPLACEMENT FUND 0575 0462 0621 0608 Various - New Budget Various - Carry Fwd 1/2 ton truck 1/2 ton truck S-10 truck 3/4 ton truck Carry Fwd Capital Allowance Capital Projects Capital Projects Water - North Treatment Plant Water - Wells Water - Metering Water - Distribution Non-Departmental Total Water Replacement Fund Capital $ 2,225,000 6,407,253 19,400 19,400 17,700 30,300 2,800,000 $ 11,519,053 WASTEWATER FUND Capital Projects Capital Projects Various - New Budget Various - Carry Fwd Total Wastewater Fund Capital $ 4,396,800 1,341,332 $ 5,738,132 $ 475,000 912,564 19,400 19,400 19,400 19,400 22,900 3,000,000 $ 4,488,064 WASTEWATER REPLACEMENT FUND 0534 0632 0637 0670 0609 Capital Projects Capital Projects Wastewater Collections Wastewater Collections Effluent Re-use Effluent Recharge Effluent Recharge Non-Departmental Various - New Budget Various - Carry Fwd 1/2 ton truck 1/2 ton truck 1/2 ton truck 1/2 ton truck 3/4 ton truck/tool box Carry Fwd Capital Allowance Total Wastewater Replacement Fund Capital 330 Table of Contents Capital Outlay Department Description Amount ENVIRONMENTAL SERVICES - RESIDENTIAL Capital Projects Capital Projects Residential Collections Residential Collections Residential Collections Residential Collections Residential Collections Uncontained Uncontained Uncontained Uncontained Uncontained Residential Recycling Various - New Budget Various - Carry Fwd Automated Side Loader Automated Side Loader Automated Side Loader Automated Side Loader - Carry Fwd Small Automated Loader Rear End Loader Rear End Loader Tractor Tractor Trailer Automated Side Loader - Carry Fwd Total Environmental Services Residential Capital $ 8,700 1,488,425 300,000 300,000 300,000 315,000 175,000 275,000 275,000 60,000 60,000 8,500 315,000 $ 3,880,625 $ 340,000 340,000 340,000 1,000,000 $ 2,020,000 $ 127,577 315,000 7,000 $ 449,577 $ 350,000 $ 350,000 $ 19,500 $ 19,500 $ 18,000 32,450 33,580 $ 84,030 ENVIRONMENTAL SERVICES - RESIDENTIAL REPLACEMENT 0828 0830 1875 Residential Collections Recycling Recycling Non-Departmental Auto Side Loader - Carry Fwd Auto Side Loader - Carry Fwd Auto Side Loader - Carry Fwd Capital Allowance Total Environmental Services Residential Replacement Capital ENVIRONMENTAL SERVICES - COMMERCIAL Capital Projects Capital Projects Commerical Collections Commercial Collections Various - New Budget Various - Carry Fwd Front End Loader Trailer Total Environmental Services Commercial Capital ENVIRONMENTAL SERVICES - COMMERCIAL REPLACEMENT Non-Departmental Capital Allowance Total Environmental Services Commercial Replacement Capital PARKWAY MAINTENANCE IMPROVEMENT DISTRICT 0537 Non-Departmental Parks PKID Maintenance Capital Allowance 1/2 ton truck Total PKID Capital FLEET FUND Non-Departmental Fleet Maintenance Fleet Maintenance Fleet Maintenance Capital Allowance SASC Shop ventilation system SASC Shade structure NASC Shade structure Total Fleet Capital 331 Table of Contents Capital Outlay Department Description Amount CIP OUTSIDE SOURCES Capital Projects Capital Projects Non-Departmental Various - New Budget Various - Carry Fwd CIP Allowance Total CIP Outside Sources Capital $ 21,742,521 2,004,173 64,750,000 $ 88,496,694 DEVELOPMENT FUNDS Capital Projects Capital Projects Various - New Budget Various - Carry Fwd Total Development Funds $ 3,700,880 5,961,471 $ 9,662,351 $ 3,575,000 21,453,723 DEBT SERVICE Capital Projects Capital Projects Various - New Budget Various - Carry Fwd Total Debt Service Capital $ 25,028,723 COPY SERVICES Non-Departmental Capital Allowance Total Copy Services $ 250,000 $ 250,000 BOND PROCEEDS Capital Projects Capital Projects Various - New Budget Various - Carry Fwd Total Bond Proceeds $ 36,500,000 3,250,283 $ 39,750,283 GRANT FUND Capital Projects Capital Projects Transportation Various - New Budget Various - Carry Fwd Transit Improvement Total Grant Fund Capital TOTAL CAPITAL OUTLAY $ 438,000 892,263 61,063 $ 1,391,326 $ 242,969,981 332 Table of Contents 333 Table of Contents Transfer Detail Interfund transfers are scheduled for FY 2015, but not appropriated to avoid double counting the expenditure. The following details the revenue transfers that are anticipated for FY 2015 by fund: General Fund Overhead $4,488,000 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 Special Revenue $ 1,963,590 944,870 771,530 122,100 685,910 This transfer is from three sources: $185,920 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. 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. Police Security - $30,000 – This transfer covers the administrative costs associated with reconciling timecards to invoicing for private security. Development Fees $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. Debt $205,000 Water $35,000 Wastewater $25,000 Funds are transferred from the Debt Service Fund to General Fund to reimburse costs associated with issuance of debt for Improvement District #11. 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. 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. Wastewater Fund Development Fees $100,000 Water Fund $820,000 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. 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. Environmental Services - Residential Development Fees $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 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. 334 Table of Contents Transfer Detail MPC – Water System Replacement Funds Transfers from various funds into the respective replacement funds ensures adequate funding when rolling stock and/or infrastructure needs replacement. Transfers by fund are as follows: General Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Streets Water SDF Fund $ 5,500,000 6,953,294 6,819,818 389,474 67,360 425,000 Debt Service Gilbert issues debt to finance capital project construction. Transfers of funds from the General Fund, Streets Fund, and Development Funds to the Debt Service Fund are scheduled to finance the debt service payments. Each fund transfers funds to the Debt Service Fund to cover the portion of the debt that is related to activities originating in the respective fund. Detail by fund is as follows: Additional information regarding replacement funds is located in the Replacement Fund section of the budget document. MPC – Municipal Public Facilities Transfers from various funds to cover bank fees for the Public Facilities Municipal Property Corporation. Transfers by fund are as follows: General Police SDF Fire SDF General Government SDF Parks & Recreation SDF $ $13,089,640 Water System Development Fee revenue collected from permits is used to pay down water MPC debt. Revenue available for debt service is transferred from the Water SDF fund to the Water MPC Fund. General Streets Police SDF Fire SDF General Government SDF Parks & Recreation SDF 1,330 690 190 470 1,150 $ 5,844,010 3,383,250 2,663,240 663,160 2,328,220 5,331,680 Additional detail on Debt Service is located in the Debt Service section of the budget document. 335 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 820,000 155,000 100,000 763,308 100,000 $ 336 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 $ 12,421,160 337 $ 31,987,547 Table of Contents Schedules A-G (Schedule A) TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2015 FUND 1. General Fund 74,354,263 57,520,588 ESTIMATED REVENUES OTHER THAN PROPERTY TAX PROPERTY REVENUES TAXES 2015 2015 Primary: 77,963,698 $ $ 131,631,191 Secondary: 19,500,000 48,501,089 54,157,857 65,577,461 60,243,208 29,987,051 ADOPTED BUDGETED EXPENDITURES/ EXPENSES* 2014 ACTUAL EXPENDITURES/ EXPENSES** 2014 FUND BALANCE/ NET POSITION*** July 1, 2014** $ $ $ 148,417,720 124,338,420 2. Special Revenue Funds 3. Debt Service Funds Available 4. Less: Amounts for Future Debt Retirement 5. Total Debt Service Funds $ 6. Capital Projects Funds 7. Permanent Funds $ 8. Enterprise Funds Available $ - 25,761,577 60,243,208 29,987,051 $ - 25,761,577 97,116,788 13,040,310 61,106,117 $ - 130,379,962 $ - 107,356,661 $ - - $ 77,734,798 160,639,726 $ 11. Internal Service Funds - 65,577,461 107,344,346 9. Less: Amounts for Future Debt Retirement 10. Total Enterprise Funds - $ - 107,344,346 77,734,798 160,639,726 $ - 107,356,661 23,535,576 22,629,444 5,683,056 $ - 23,264,000 355,506,767 $ 389,537,504 $ 12. TOTAL ALL FUNDS $ 516,346,154 $ 19,500,000 $ 466,894,480 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC or voter-approved alternative expenditure limitation * 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). 338 Table of Contents Schedules A-G (Schedule A continued) TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2015 OTHER FINANCING 2015 SOURCES $ $ $ $ TOTAL FINANCIAL RESOURCES AVAILABLE 2015 BUDGETED EXPENDITURES/ EXPENSES 2015 11,345,340 $ 208,788,469 $ 475,000 29,113,520 93,520,426 76,632,434 33,307,030 205,000 88,850,658 60,991,682 33,307,030 205,000 88,850,658 60,991,682 191,486,079 149,535,514 INTERFUND TRANSFERS 2015 IN $ $ 10,538,920 $ 15,304,946 18,962,036 264,339,297 134,617,824 15,304,946 18,962,036 264,339,297 134,617,824 28,947,056 24,812,868 59,625,896 $ 59,625,896 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. 3. 4. 5. 167,764,774 Add/subtract: estimated net reconciling items Budgeted expenditures/expenses adjusted for reconciling items Less: estimated exclusions Amount subject to the expenditure limitation $ 875,931,984 $ 614,355,096 2014 $ 516,346,154 $ 2015 614,355,096 516,346,154 $ 516,346,154 $ 6. EEC or voter-approved alternative expenditure limitation 339 614,355,096 $ $ 614,355,096 Table of Contents Schedules A-G (Schedule B) TOWN OF GILBERT Tax Levy and Tax Rate Information Fiscal Year 2015 2014 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2015 $ 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 $ $ $ 18,440,000 18,440,000 $ 19,500,000 19,500,000 $ $ $ $ $ 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate 1.1500 1.0659 (3) Total city/town tax rate 1.1500 1.0659 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. 340 Table of Contents Schedules A-G (Schedule C) TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2015 REVENUES 2014 SOURCE OF REVENUES GENERAL FUND Local taxes Local taxes, audit, & franchise fees $ 62,835,000 REVENUES* 2014 $ 69,765,000 REVENUES 2015 $ 71,214,000 Licenses and permits 4,103,000 4,733,000 4,388,000 43,694,290 43,988,000 46,639,691 4,557,100 5,261,000 5,148,500 3,414,000 3,360,000 3,361,000 429,320 30,000 1,089,000 30,000 850,000 30,000 Intergovernmental Charges for services Fines and forfeits Interest on investments General Fund General Fund - Replacement Fund In-lieu property taxes Contributions Voluntary contributions Miscellaneous Total General Fund $ 341 119,062,710 $ 128,226,000 $ 131,631,191 Table of Contents Schedules A-G (Schedule C) TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2015 SPECIAL REVENUE FUNDS Streets Fund HURF Auto Lieu Other Streets Revenue Streets - Capital Replacement $ 11,700,000 6,900,000 50,000 $ 11,700,000 7,390,000 251,000 $ 12,200,000 7,370,000 104,000 $ 18,650,000 $ 19,341,000 $ 19,674,000 $ 7,607,000 $ 429,542 $ 6,548,048 $ 7,607,000 $ 429,542 $ 6,548,048 $ 2,065,024 15,715,000 $ 1,881,024 15,715,000 $ 2,908,257 15,715,000 $ 17,780,024 $ 17,596,024 $ 18,623,257 $ 854,764 $ 1,232,754 $ 834,624 $ 854,764 $ 1,232,754 $ 834,624 $ 1,427,060 935,190 $ 1,427,060 935,190 $ 1,634,020 902,140 $ 2,362,250 $ 2,362,250 $ 2,536,160 $ 310,000 $ 285,000 $ 285,000 $ 310,000 $ 285,000 $ 285,000 Total Special Revenue Funds $ 47,564,038 $ 41,246,570 $ 48,501,089 $ $ 18,440,000 $ 18,676,000 $ $ 18,440,000 $ 18,676,000 Grants Other Special Revenue System Development Fees CDBG/HOME SLID PKID Police Impound DEBT SERVICE FUNDS Secondary Property Tax - Schedule B 342 Table of Contents Schedules A-G (Schedule C) TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2015 Special Assessments $ 7,085,577 $ 7,085,577 $ 7,085,577 $ 7,085,577 $ 7,085,577 $ 7,085,577 Municipal Property Corporation $ $ Total Debt Service Funds $ $ $ 7,085,577 $ $ $ 25,525,577 $ 25,761,577 CAPITAL PROJECTS FUNDS Streets - Intergovernmental Storm water Traffic Controls - Intergovernmental Municipal Facilities - Intergovernmental Redevelopment - Outside Source Parks and Open Space - Intergovernmental Improvement Districts $ $ $ $ $ $ $ $ $ $ $ $ $ 68,320,016 $ 3,220,727 $ 129,402,187 $ 68,320,016 $ 3,220,727 $ 129,402,187 $ 862,774 $ 759,939 $ 977,775 $ 862,774 $ 759,939 $ 977,775 Total Capital Projects Funds $ 69,182,790 $ 3,980,666 $ 130,379,962 CIP Administration - Charges for Service PERMANENT FUNDS $ $ $ $ $ $ Total Permanent Funds $ $ $ ENTERPRISE FUNDS Water Operating Water Replacement Water and Water Resources SDF Water Capital $ 37,036,000 50,000 14,150,000 $ 38,195,000 50,000 14,150,000 $ 39,235,839 50,000 14,150,000 $ 51,236,000 $ 52,395,000 $ 53,435,839 343 Table of Contents Schedules A-G (Schedule C) TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2015 Wastewater Operating Wastewater Replacement Wastewater SDF $ 23,037,500 100,000 12,000,000 $ 23,207,000 100,000 12,000,000 $ 24,448,662 100,000 12,000,000 $ 35,137,500 $ 35,307,000 $ 36,548,662 $ 14,878,000 40,000 165,000 $ 14,767,000 40,000 165,000 $ 14,700,929 40,000 165,000 $ 15,083,000 $ 14,972,000 $ 14,905,929 $ 2,432,000 3,000 $ 2,417,000 3,000 $ 2,463,231 3,000 $ 2,435,000 $ 2,420,000 $ 2,466,231 Total Enterprise Funds $ 103,891,500 $ 105,094,000 $ 107,356,661 $ 7,710,000 $ 7,710,000 $ 8,210,000 $ 7,710,000 $ 7,710,000 $ 8,210,000 $ 588,000 $ 588,000 $ 588,000 $ 588,000 $ 588,000 $ 588,000 $ 13,345,000 $ 13,303,000 $ 13,345,000 $ 13,345,000 $ 13,303,000 $ 13,345,000 $ 1,121,000 $ 1,127,000 $ 1,121,000 $ 1,121,000 $ 1,127,000 $ 1,121,000 Total Internal Service Funds $ 22,764,000 $ 22,728,000 $ 23,264,000 TOTAL ALL FUNDS $ 369,550,615 $ 326,800,813 $ 466,894,480 Environmental Services/Residential Env. Services - Residential Replacement Fund Solid Waste Container Fee Environmental Services/Commercial Env. Services - Commercial Replacement Fund INTERNAL SERVICE FUNDS Fleet Maintenance 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. 344 Table of Contents Schedules A-G (Schedule D) TOWN OF GILBERT Other Financing Sources/ and Interfund Transfers Fiscal Year 2015 OTHER FINANCING 2015 SOURCES FUND GENERAL FUND General Fund Operating General Fund Repair & Replacement INTERFUND TRANSFERS 2015 IN $ $ $ 5,038,920 5,500,000 $ 11,345,340 Total General Fund $ $ $ 10,538,920 $ 11,345,340 $ $ 50,000 425,000 $ 4,494,160 SPECIAL REVENUE FUNDS Streets $ Streets Replacement Fund Grants Other Special Revenues System Development Fees Solid Waste Container Total Special Revenue Funds $ $ $ 475,000 $ 185,920 24,278,440 155,000 29,113,520 $ $ $ 33,307,030 $ 205,000 Total Debt Service Funds $ $ $ 33,307,030 $ 205,000 $ $ $ $ $ $ $ $ $ 6,953,294 7,739,818 544,474 67,360 $ 9,821,884 7,789,688 1,161,004 189,460 Total Enterprise Funds $ $ $ 15,304,946 $ 18,962,036 Total Internal Service Funds $ $ $ TOTAL ALL FUNDS $ $ $ DEBT SERVICE FUNDS CAPITAL PROJECTS FUNDS Total Capital Projects Funds $ PERMANENT FUNDS Total Permanent Funds $ ENTERPRISE FUNDS Water Wastewater Environmental Services - Residential Environmental Services - Commercial INTERNAL SERVICE FUNDS 345 $ 59,625,896 $ 59,625,896 Table of Contents Schedules A-G (Schedule E) TOWN OF GILBERT Expenditures/Expenses by Fund Fiscal Year 2015 ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2014 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2014 ACTUAL EXPENDITURES/ EXPENSES* 2014 GENERAL FUND Management and Policy $ Management Services Legal and Court Development Services Public Works - Engineering Police Fire Parks and Recreation GF Repair and Replacement Non-Departmental Contingency & ED Reserve Debt Service Total General Fund $ 18,246,904 1,894,328 4,930,256 5,118,448 670,159 41,171,783 25,069,735 16,266,275 3,673,700 12,487,360 13,044,000 5,844,772 148,417,720 $ $ $ $ SPECIAL REVENUE FUNDS Streets $ Grants CDBG/HOME Police Impound Special Districts Trust Accounts Development Fees Other Special Revenue Total Special Revenue Funds $ 26,257,392 7,607,000 854,764 364,323 2,645,780 2,500 33,495,325 3,127,179 74,354,263 $ $ $ $ 65,577,461 Total Debt Service Funds $ 17,004,967 1,834,908 4,773,644 5,260,845 728,748 40,859,032 25,018,762 16,159,872 413,900 6,438,970 5,844,772 124,338,420 BUDGETED EXPENDITURES/ EXPENSES 2015 $ $ 17,832,860 2,069,096 4,895,585 5,565,694 758,368 41,824,523 26,429,823 17,093,180 4,053,950 36,396,355 5,000,000 5,845,340 167,764,774 $ $ 19,813,178 3,129,542 1,212,754 331,161 2,630,710 2,500 27,629,099 2,771,644 57,520,588 $ 27,857,544 6,548,048 991,732 358,652 2,733,270 2,500 34,095,791 4,044,897 76,632,434 $ $ 60,243,208 $ 60,991,682 65,577,461 $ $ 60,243,208 $ 60,991,682 $ 97,116,788 $ $ 13,040,310 $ 149,535,514 Total Capital Projects Funds $ 97,116,788 $ $ 13,040,310 $ 149,535,514 $ $ $ $ Total Permanent Funds $ $ $ $ 53,718,693 29,438,230 24,187,423 107,344,346 $ $ $ $ 23,535,576 Total Internal Service Funds $ TOTAL ALL FUNDS $ 23,535,576 516,346,154 DEBT SERVICE FUNDS CAPITAL PROJECTS FUNDS PERMANENT FUNDS ENTERPRISE FUNDS Water $ Wastewater Environmental Services Total Enterprise Funds $ $ $ 37,309,414 22,967,986 17,457,398 77,734,798 $ 71,371,249 38,522,216 24,724,359 134,617,824 $ $ 22,629,444 $ 24,812,868 $ $ $ $ 22,629,444 355,506,767 $ $ 24,812,868 614,355,096 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. 346 Table of Contents Schedules A-G (Schedule F) TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2015 DEPARTMENT/FUND List Department: Management and Policy General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2014 2014 2014 2015 $ 18,246,904 $ $ 17,004,967 $ 17,832,860 Department Total $ 18,246,904 $ $ 17,004,967 $ 17,832,860 $ 1,894,328 $ $ 1,834,908 $ 2,069,096 Department Total $ 1,894,328 $ $ 1,834,908 $ 2,069,096 $ 4,930,256 $ $ 4,773,644 $ 4,895,585 Department Total $ 4,930,256 $ $ 4,773,644 $ 4,895,585 $ 5,118,448 $ $ 5,260,845 $ 5,565,694 Department Total $ 5,118,448 $ $ 5,260,845 $ 5,565,694 List Department: Public Works Streets Fund $ Water Fund Wastewater Fund Environ Serv - Res - Fund Environ Serv - Comm - Fund General Fund Department Total $ 26,257,392 53,718,693 29,438,230 20,966,144 3,221,279 670,159 134,271,897 $ $ $ $ $ 19,813,178 37,309,414 22,967,986 15,350,359 2,107,039 728,748 98,276,724 27,857,544 71,371,249 38,522,216 20,953,111 3,771,248 758,368 163,233,736 List Department: Finance/Management Services General Fund List Department: Legal and Court General Fund List Department: Development Services General Fund List Department: Police General Fund Police Impound $ $ 41,171,783 364,323 $ $ 40,859,032 331,161 $ 41,824,523 358,652 Department Total $ 41,536,106 $ $ 41,190,193 $ 42,183,175 $ 25,069,735 $ $ 25,018,762 $ 26,429,823 Department Total $ 25,069,735 $ $ 25,018,762 $ 26,429,823 List Department: Fire General Fund 347 Table of Contents Schedules A-G (Schedule F) TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2015 List Department: Parks and Recreation General Fund $ CDBG/HOME Department Total $ 16,266,275 854,764 17,121,039 List Department: Special Revenue and Non-Operating General Fund $ Internal Services Repair and Replacement Grant Funds Special Districts Other Special Revenue Capital Improvements Debt Service Trust Fund Development Fees Department Total $ $ $ 16,159,872 1,212,754 17,372,626 $ $ $ 31,376,132 23,535,576 3,673,700 7,607,000 2,645,780 3,127,179 97,116,788 65,577,461 2,500 33,495,325 $ $ 12,283,742 22,629,444 413,900 3,129,542 2,630,710 2,771,644 13,040,310 60,243,208 2,500 27,629,099 $ 47,241,695 24,812,868 4,053,950 6,548,048 2,733,270 4,044,897 149,535,514 60,991,682 2,500 34,095,791 268,157,441 $ $ 144,774,099 $ 334,060,215 $ 17,093,180 991,732 18,084,912 * 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. 348 Table of Contents Schedules A-G (Schedule G) TOWN OF GILBERT Full-Time Employees and Personnel Compensation Fiscal Year 2015 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 Enhancement Transportation Assistance Total Special Revenue Funds Full-Time Equivalent (FTE) 2015 Employee Salaries and Hourly Costs 2015 Retirement Costs 2015 Total Estimated Personnel Compensation 2015 Other Benefit Costs 2015 Healthcare Costs 2015 900.88 $ 65,850,916 $ 8,937,822 $ 9,090,389 $ 5,304,642 = $ 89,183,769 57.00 $ 26.00 2.00 2,800,112 1,336,589 156,319 787,930 189,598 119,750 44,174 84,838 79,614 $ 319,014 152,958 18,134 147,028 21,994 13,658 5,124 9,841 6,961 $ 486,709 241,049 17,256 $ 349,558 120,596 12,094 31,109 14,671 11,322 3,295 6,825 4,555 = $ 3,955,393 1,851,192 203,803 966,067 266,013 179,180 65,843 114,754 104,380 5,598,924 $ 694,712 $ $ 554,025 = $ 7,706,625 4.00 2.60 1.00 1.00 1.00 94.60 $ 39,750 34,450 13,250 13,250 13,250 858,964 DEBT SERVICE FUNDS Total Debt Service Funds CAPITAL PROJECTS FUNDS CIP Administration Total Capital Projects Funds $ $ $ $ = $ $ $ $ $ = $ 7.40 $ 532,798 $ 61,806 $ 75,585 $ 40,701 = $ 710,890 7.40 $ 532,798 $ 61,806 $ 75,585 $ 40,701 = $ 710,890 PERMANENT FUNDS Total Permanent Funds ENTERPRISE FUNDS Water Wastewater Environ Serv - Residential Environ Serv - Commercial $ $ $ $ = $ $ $ $ $ = $ 116.45 $ 45.39 76.72 7.28 6,346,329 2,503,335 3,837,910 380,262 $ 725,128 285,513 438,186 43,415 $ 1,170,294 452,182 813,683 70,816 $ 580,866 232,084 417,682 43,684 = $ 8,822,617 3,473,114 5,507,461 538,177 Total Enterprise Funds 245.84 $ 13,067,836 $ 1,492,242 $ 2,506,975 $ 1,274,316 = $ 18,341,369 TOTAL ALL FUNDS 1248.72 $ 85,050,474 $ 11,186,582 $ 12,531,913 $ 7,173,684 = $ 115,942,653 349 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. 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. 350 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. 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 351 Table of Contents Glossary/Acronyms projects. The corporation owns the resulting infrastructure and leases it to the Town in the amount of the required annual debt service. Once the bonds are paid in full, the infrastructure is deeded over to the town. MPC bonds do not require voter approval. Bond – Revenue Bonds Revenue Bonds are 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 Plan The Capital Improvement Plan (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. 352 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. CERT Community Emergency Response Team is a committee established to offer disaster preparedness training to the community. 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. Consumer Price Index A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). Contingency An amount included in the budget that is not designated for a specific purpose. The contingency amount is budgeted for emergencies and unforeseen events. Contractual Services Services rendered to a government by private firms, individuals, or other governmental agencies. Examples include utilities, rent, maintenance agreements, and professional consulting services. CPTED Crime Prevention Through Environmental Design is a multi-disciplinary approach to deterring criminal behavior through environmental design. CQI Continuous Quality Improvement is an integral part of the Town’s culture to ensure that operations are continually improved and updated. DDACTS Data Driven Approaches to Crime and Traffic Safety integrates locationbased crime and traffic data to establish effective and efficient methods for deploying law enforcement and other resources. Debt Limit A state-imposed limit on the amount of debt that can be issued. Debt Service Principal and interest payments on outstanding bonds. 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. 353 Table of Contents Glossary/Acronyms Depreciation Expiration in the service life of capital assets attributed to wear and tear, deterioration, inadequacy, or obsolescence. Division A group of homogeneous cost centers within a department. East Valley Gang & Criminal Is designed to be an effective mechanism to exchange information, Information Fusion Center streamline operations and enhance crime-fighting efforts within the East Valley law enforcement community by analyzing data from multiple sources. EDEN The Town’s Enterprise Resource Planning (ERP) software that consists of the following software module: General Ledger, Accounts Payable, Accounts Receivable, Fixed Assets, Budget, Human Resources, Payroll, Business Licensing, Permits & Inspections, and Utility Billing. Effluent Wastewater that has been treated to required standards and is released from the treatment plant. Encumbrance The legal commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure. Enterprise Funds A sub-set of the Proprietary Fund Type that requires accounting for activities like a business where the results indicate income or loss from operations. Entry Team The officers positioned nearest the targets that are prepared to take immediate action. Executive Team Team 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. 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 354 Table of Contents Glossary/Acronyms 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 that provide general public benefit, 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 Police, Fire and Parks and Recreation. A planning and legal document that outlines the community vision in terms of land use. General Plan 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 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 355 Table of Contents Glossary/Acronyms 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. ILP Improvement District (ID) Intelligence Lead Policing 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 (ISF) 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. 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. 356 Table of Contents Glossary/Acronyms 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. 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. 357 Table of Contents Glossary/Acronyms 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 typically 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. 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. SharePoint 358 Table of Contents Glossary/Acronyms SLID Street Light Improvement Districts are established to charge the cost of electricity for street lights to property in subdivisions based on the actual cost of electricity and allocated based on their home value. Snipers Riflemen positioned at a distance providing intelligence and protection to the entry team. Special Revenue Special Revenue Funds are a type of fund required to be established to account for a specific activity. SRP Salt River Project is two entities: the Salt River Project Agricultural Improvement and Power District, a political subdivision of the State of Arizona; and the Salt River Valley Water Users’ Association, a private corporation. State Shared Revenue Distribution of revenue collected by the State and shared based on established formulae that typically rely on population estimates. SWAT Special Weapons and Tactics team is a group of specially chosen police officers that have advanced training handling high risk situations and that use highly specialized equipment to resolve those situations. TEO Technical Equipment Officers have the responsibility of maintaining and operating the SWAT team’s technical equipment. That equipment includes all of our electronic cameras, audio equipment and most importantly, they manage/operate our robot program. TNT Tactical Negotiations Team is a subset of the SWAT team. Their primary responsibility is to perform hostage or barricaded subject negotiations with the goal of minimizing the need to use force. 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. Zero-Based 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. The base for the budget built from zero. Zoning A specific legal classification of property for purpose of development. WIGS 359 Table of Contents 360 gilbertaz.gov