15 16 Annual Budget 2015-2016 GILBERT, ARIZONA Adopted June 4, 2015 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 Budget Message .............................................. 1 Guide to the Budget Document ....................... 4 Distinguished Budget Award ............................ 7 ICMA Certificate of Distinction ......................... 8 Key Officials and Staff...................................... 9 Advisory Organizational Chart ....................... 11 Organizational Report Chart .......................... 12 Vision, Mission, Values .................................. 13 Strategic Initiatives ......................................... 14 General Plan Vision ....................................... 16 Operational Excellence .................................. 18 Gilbert Facts ................................................... 19 Fund Structure ............................................... 23 Budget Process .............................................. 26 Budget Calendar ............................................ 28 Financial Policies ........................................... 29 FINANCIAL OVERVIEW Revenue and Expenditure Summary ............. 37 Fund Balances ............................................... 38 Budget Summary ........................................... 41 Long Term Financial Planning ....................... 43 Five Year Forecasts ....................................... 47 Revenue Summary by Fund .......................... 53 Revenue Summary by Fund by Type ............ 54 Revenue Detail .............................................. 56 Expense Summary......................................... 63 Expense Detail ............................................... 64 Revenue Sources .......................................... 74 Property Tax Rates ........................................ 79 Personnel Summary ...................................... 80 GENERAL FUND Municipal Court ............................................ 121 Municipal Court ............................................ 123 Development Services ................................. 125 Permits and Licensing .................................. 127 Plan Review and Inspection ......................... 129 Planning Services ........................................ 131 Public Works ................................................ 133 Engineering Services ................................... 135 Police ............................................................. 137 Contracted Services ..................................... 139 Professional Standards ................................ 141 Patrol Services ............................................. 143 Support Services .......................................... 145 Counseling Services .................................... 147 Investigations ............................................... 149 Special Enforcement .................................... 151 Tactical Operations ...................................... 153 Fire and Rescue ........................................... 155 Operations .................................................... 157 Prevention/Community ................................. 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 General Fund Summary................................. 81 General Fund Benchmarks ............................ 83 Enterprise Funds Summary ......................... 175 Enterprise Funds Benchmarks ..................... 177 Management and Policy ................................ 89 Mayor and Council ......................................... 91 Town Manager ............................................... 93 Communications ............................................ 95 Intergovernmental Relations .......................... 97 Human Resources ......................................... 99 Economic Development ............................... 101 Information Technology ............................... 103 Management and Budget............................. 105 Town Clerk ................................................... 107 General Counsel .......................................... 109 Prosecutor .................................................... 111 Water ............................................................. 179 Conservation ................................................ 181 Production .................................................... 183 Quality .......................................................... 185 Distribution ................................................... 187 Metering ....................................................... 189 Utility Customer Service ............................... 191 Public Works Administration ........................ 193 Utility Locates ............................................... 195 Water Resources ......................................... 197 Non-Departmental ........................................ 199 Management Services ................................. 113 Accounting ................................................... 115 Purchasing ................................................... 117 Tax Compliance ........................................... 119 Wastewater ................................................... 201 Collection ..................................................... 203 Plant Operations .......................................... 205 Reclaimed .................................................... 207 Quality .......................................................... 209 Non-Departmental ........................................ 211 Table of Contents Environmental Services - Residential........ 213 Residential Collections ................................. 215 Non-Departmental ........................................ 217 Environmental Services - Commercial ...... 219 Commercial Collections ............................... 221 Non-Departmental ........................................ 223 STREETS FUND Streets Fund Summary ................................ 225 Streets Fund Benchmark ............................. 227 Streets Maintenance .................................... 229 Traffic Control............................................... 231 Right of Way Maintenance ........................... 233 Hazard Response ........................................ 235 Non-Departmental ........................................ 237 INTERNAL SERVICE FUNDS Internal Service Funds Summary ................ 239 Fleet Maintenance ....................................... 241 Copy Services .............................................. 243 Health Self Insurance ................................... 245 Dental Self Insurance ................................... 247 REPLACEMENT FUNDS Replacement Funds Summary .................... 249 Replacement Funds Detail........................... 251 SPECIAL REVENUE Special Revenue Funds Summary .............. 253 CDBG/HOME ............................................... 255 System Development Fees .......................... 257 Grants .......................................................... 259 Police Impound ............................................ 261 Special Districts ........................................... 263 Other Special Revenue ................................ 265 OTHER CAPITAL FUNDS Administration .............................................. 267 Overview ...................................................... 269 Maintenance Costs ...................................... 272 Plan Summary ............................................. 273 Project Detail ................................................ 275 CIP Contingency ..................................... 275 Streets ..................................................... 275 Traffic Control ......................................... 283 Municipal Facilities .................................. 288 Redevelopment ....................................... 291 Storm Water ............................................ 292 Water ...................................................... 293 Wastewater ............................................. 298 Parks, Recreation, and Open Space ...... 301 DEBT SERVICE Debt Service Summary ................................ 305 Debt Service Detail ...................................... 306 Debt Service Financial ................................. 311 APPENDIX Personnel Detail ........................................... 313 Capital Outlay ............................................... 336 Transfer Detail .............................................. 340 Transfer Summary ....................................... 342 Schedules A-G ............................................. 344 Glossary/Acronyms ...................................... 355 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 Vaughn Avenue Parking Structure in the Heritage District Heritage District – Downtown Gilbert Table of Contents Budget Message June 4, 2015 Honorable Mayor, Council Members, and the Gilbert Community: Gilbert, Arizona is successfully managing rapid growth and community change. In May 2014, the U.S. Census Bureau rated Gilbert as the 12th fastest growing community in the nation with a population over 50,000. Over the past five years, about 30,000 new residents have come to call Gilbert home. New fire stations, police services, park amenities, roads, and water resources have been added to accommodate these new residents. To give perspective to the magnitude of growth and increased services, it is interesting to note that the Town provides approximately 170 million gallons of additional water annually to accommodate the residents who moved in over the past 12 months. Yet, amid this growth, Gilbert has been deemed Money Magazine’s 22nd Best Place to Live and Wallethub’s 3rd Best Place to find a Job. Gilbert is also very proud to report that Moody’s upgraded Gilbert’s general obligation bond rating to Aaa, which is the highest rating available. Moody’s based their decision on Gilbert’s exceptionally strong credit characteristics, including a demonstrated commitment to building and maintaining strong reserves, broad property tax base, strengthening regional economy, and manageable debt burdens. The increased credit rating will help Gilbert qualify for lower interest rates in the future which will save taxpayers money and reduce the cost of future bond-funded projects. There are only four communities in Arizona rated Aaa by Moody’s and 180 in the United States. Gilbert also opened its first university in 2015. Saint Xavier University in the Downtown Heritage District is a new campus associated with the Chicago-based University of the same name. The Gilbert campus spans 87,000 square feet of building space. At full capacity it will provide for the educational needs of approximately 1,000 students. A progressive community demands progressive governance, and Gilbert’s Council and executive leadership stepped up. 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 Gilbert to promote transparency and the importance of short- and long-term planning, while maintaining a strong return on investment for the zero-based process. Our strategic initiatives are a guide for formulating the organizational goals and corresponding budget for the following fiscal year. With both a Council retreat and a budget kickoff in August 2014, staff began the process with clear direction and focus governing the priorities for service delivery in FY 2016. 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 1 Table of Contents Budget Message The budget for FY 2016 reflects an effort to deliver both effective and efficient services to our community. Even given Gilbert’s growth, 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 Gilbert. FINANCIAL IMPACT With carry forwards and contingency adjustments, the proposed budget of $615,009,220 is just slightly less than the $621,134,250 adopted on June 4, 2015 as the legal limitation for FY 2016, and is an increase of $60 million from FY 2015. The change from FY 2015 primarily reflects the budget necessary for carry forward and new/potential capital projects. Balanced Financial Plan: The proposed FY 2016 Budget is balanced based upon identified revenues and expenditures. Constitutional Expenditure Limit: The proposed FY 2016 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 2016 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. Gilbert is participating in a mid-decade census to update the official population, which may affect state shared revenue distribution in future years. Much credit goes to Gilbert’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 the current fiscal year could be applied to debt service payments in the following fiscal year, 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. As debt service payments and property values fluctuate, the property tax rate will also fluctuate from year to year. In FY 2015 the secondary property tax rate was $1.06 per $100 of assessed value. In FY 2016, the rate would have increased to cover the required payments, but Council chose to use fund balance in the debt service fund to make up the difference so the rate could be kept at the $1.06 level (the actual rate is $1.0567 due to rounding and changes in total property value). Utility Rate Modifications: The proposed FY 2016 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. Capital Project Financing – System Development Fees: The FY 2016 adopted budget reflects revenues projected from the continued collection of System Development Fees as allowed under current State Law. Staff monitors system development fees to ensure our continued compliance. 2 Table of Contents Budget Message FUNDING CHALLENGES The challenge continues to responsibly apply one-time revenues generated by growth to the ongoing service demands created by growth. Retail sales tax 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. Another challenge is the new Arizona Department of Revenue (DOR) fee which will be assessed to all cities, towns, and counties to offset the State’s cost to collect and distribute revenues through DOR operations. This is a new, ongoing annual fee which will be charged to maintain the existing level of service. The cost to Gilbert is anticipated to be about $450,000 in FY 2016 and has been included as an expense in the budget. A third challenge is Gilbert’s effort to maintain an accurate population count so state shared revenues can be more accurately distributed given Gilbert’s substantial growth since the last Census in 2010. As allowed in state statute, Gilbert chose to strategically invest $4 million for the U.S. Census Bureau to conduct a mid-decade census. The updated population figure should help the Town realize a greater, more accurate, portion of state shared revenues which are divided based on relative populations of the recipient jurisdictions. Future legislation may change the distribution formula to be updated more regularly and thus remove the need for costly special census operations. 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 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. Through the budget, Gilbert demonstrates accountability to its residents and customers. Toward that end, the budget documents acts as a policy document, financial plan, operations guide, and a communication device. This section provides the reader with a basic understanding of the components of the budget document and what is included in each. 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, Replacement Funds, 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 outstanding debt. 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 Gilbert’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. The Long-Term Financial Planning pages provide the reader with background information on the process, as well as the Five Year Plans for the major operating funds. Revenues and expenses are shown in detail, followed by a discussion of 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 four school districts, and taxes are shown for each. 4 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. It 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 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 improvements that were completed during the prior fiscal year. Objectives: Communicate what is going to be accomplished during the budget year, and aligns with the Business Unit goals and Strategic Initiatives 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 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. 5 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 (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 Gilbert’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 Gilbert’s short and longterm balanced financial plans. Debt Gilbert issues debt to finance buildings, recreation facilities, and infrastructure construction. The debt section explains the types of bonds, the legal criteria, debt limits and capacity, and outstanding debt. Appendix Capital Outlay: Items with a useful life greater than one fiscal period, with capitalized acquisition costs of $10,000 or more, 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. A small number of positions are shown on the personnel listing as ‘Limited Term Agreements’. These positions are typically for a one year period and must be re-authorized/prioritized through the budget process. Schedules A-G: This section includes (A) summaries of estimated revenues and expenditures, (B) tax levy and tax rate information, (C) revenues other than property tax, (D) fund types of other financing resources and interfund transfers, (E) expenditures within each fund by department, (F) expenditures by department, and (G) full-time employees and personnel compensation by fund. 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. 6 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, 2014. 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. 7 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. The 2015 certificate recipients were recognized on the basis of criteria that include data collection and verification, training and support, public reporting, accountability and process improvement, networking, and leadership. Certificates are awarded at the levels of Achievement, Distinction, and Excellence. In 2015, ICMA recognized 48 local governments for exemplary performance management initiatives. Gilbert is among 10 jurisdictions receiving the Certificate of Distinction. 8 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). 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 Mayor John Lewis Vice Mayor Jordan Ray Councilmember Eddie Cook Councilmember Jenn Daniels Councilmember Victor Petersen Councilmember Brigette Peterson Councilmember Jared Taylor 9 Table of Contents Key Officials and Staff EXECUTIVE TEAM Town Manager, Patrick Banger Assistant 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-Rhineheimer Management and Budget Director, Dawn-Marie Buckland Parks and Recreation Director, Rod Buchanan Police Chief, Tim Dorn Presiding Judge, John Hudson Public Works Director, Kenneth Morgan Town Attorney, L. Michael Hamblin Town Clerk, Catherine Templeton Town Prosecutor, Lynn Arouh Assistant to Town Manager, Andi Welsh Assistant to Town Manager, Vacant Assistant to Town Manager, Vacant ACKNOWLEDGEMENTS Management and Budget Director, Dawn-Marie Buckland Management and Budget Administrator, Amber Costa Management and Budget Analyst, Cris Parisot Management and Budget Analyst, Laura Lorenzen Management and Budget Analyst, Mary Vinzant Management Support Specialist, Jocelyn Smith Special thanks to Zara Bish, Multi-Media Analyst, for cover design 10 Table of Contents Advisory Organizational Chart 11 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 Assistant Town Manager Fire and Rescue Management Services Police Parks and Recreation Development Services Public Works 12 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 13 Table of Contents Strategic Initiatives In FY 2011, the Town Council adopted a new Strategic Plan for the Town of Gilbert. 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 2016 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. 14 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 2016: FY 2016 Organizational Strategic Goals CV Master Plan FY16 Implementation TL Inf FP Electronic Document Imaging Implement Threat Assessment Plan Tourism Strategic Plan Development Develop a Strategy for Trail & Railroad Crossing Community Needs Strategy Long Range Infrastructure PlanPhase III Digital Evidence Mgmt & Storage Permit System Implementation (cont) Implement Supported Policy Recommendations for Northwest & Heritage District Employment Corridor Bonding Efforts for Parks, Streets & Public Safety Implement Heritage District Study Recreation Registration System Replacement Constituent Inquiry System Ambulance Services Digital RoadmapBranding Rates and Fees Study SilkRoad Implementation (cont) Digital Roadmap- Phase II Implementation HPG Customer Service Special Census On-Officer Camera (cont) Parks & Facility Optimization Strategy Implementation (cont.) ED Long Range Financial Plan Fire Radio Replacements 15 STAR Performance Management Employee Safety Strategy ImplementationPhase II TM – Leadership Development Phase II Land Planning- Focus on Retail Zoning TM- Employee Development Phase II Table of Contents General Plan Vision The 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 Gilbert 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 Gilbert’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. Town staff 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 Gilbert’s website after each meeting. Once drafted and approved by the Steering Committee, the Chapters were put on Gilbert’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. Staff 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, Gilbert’s website 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 Gilbert for the decade. The General Plan is reviewed annually by staff to ensure that the document remains relevant and captures any changes in the community. Any revisions are brought before the Town Council for their consideration and approval at a public meeting. 16 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 Gilbert 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 Gilbert’s neighborhoods, commercial and residential. 17 Table of Contents Operational Excellence Continuous Improvement: the Foundation to Being a High Performing Organization For over 20 years, Gilbert has been committed to Continuous Quality Improvement (CQI). CQI began in 1994 and established Gilbert’s culture and commitment to continually improving the services we provide. In 2012, the town introduced Franklin Covey’s The 4 Disciplines of ExecutionTM and the concept of Wildly Important Goals (WIGs). In 2014, Gilbert embarked on enhancing the commitment to quality service by introducing Lean Six Sigma. As Gilbert grows and the demand for service increases, the organization has to be in a position to respond thoughtfully, strategically and in a fiscally responsible manner. Therefore the introduction of Lean Six Sigma was 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. 18 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, Gilbert’s estimated population is 239,572 with 72.6 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. A community that boasts solid infrastructure, a high availability of skilled labor, close proximity to other major markets and an unbeatable quality of life, Gilbert offers an advantageous business climate. The community also offers one of the highest concentrations of graduate and professional degrees among competing western U.S. cities. According to 2013 American Community Survey data, approximately 40 percent of Gilbert residents hold a bachelor’s degree or higher, compared to the national average of 29 percent. In addition, Gilbert boasts one of the highest median household incomes in the state at $84,090*. Gilbert’s current estimated population of 239,572 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, and a business-friendly environment, Gilbert was recently named nd the 22 Best Place to Live by Time’s Money Magazine. This past year, the rd thriving community was also named the 3 Best City to Find a Job by nd WalletHub, and the 2 Safest City in the United States for communities over 100,000 residents by Law Street Media. *Source: 2013 5-Year ACS Estimates 19 Table of Contents Gilbert Facts GILBERT AT A GLANCE: Year Founded: Year Incorporated: Planning Area: Elevation: 1891 1920 72.6 square miles 1,273 feet Annual average rainfall: Annual sunshine days: Average Temperature (High/Low): January April July October 208,352 Estimated Population (as of 7/1/15): 239,572 Median age: 8.1" inches 296 days 61/38 79/53 101/88 80/70 Transaction Privilege Tax Rate: State/County Gilbert Total Housing Units: Vacancy Rate Census 2010 Population: 7.8% 6.3% 1.5% 75,660 7.3% More information and statistics can be found at: http://www.gilbertaz.gov 32.4 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 20 32.0% 7.6% 31.3% 22.1% 6.9% 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 32.4 35.1 High school graduate Some college, no degree Associate degree Bachelor’s degree Graduate/ professional degree Greater Phoenix 17.5% 23.8% 27.6% 25.3% 10.9% 8.4% 27.3% 18.5% 12.3% 10.2% High school graduate or higher Bachelor’s degree or higher 95.5% 39.6% EDUCATIONAL ATTAINMENT Gilbert 86.3% 28.7% Source: U.S. Census American Community Survey, 2009-2013 HOUSEHOLD CHARACTERISTICS Median owner-occupied housing value Median household income Average household size Gilbert $225,800 $84,090 3.06 Greater Phoenix $170,700 $53,037 2.73 Source: U.S. Census American Community Survey, 2009-2013. Median household income: ESRI Business Analyst, 2015 RACE / ETHNICITY White, 71.8% Black or African American, 3.4% Hispanic, 14.9% American Indian or Alaska Native, 0.6% Asian, 6.6% Native Hawaiian and Other Pacific, 0.1% Other Race, 0.1% Two or More Races, 2.5% Source: U.S. Census American Community Survey, 2009-2013 21 Table of Contents Gilbert Facts AWARDS / RECOGNITION • 22nd Best Place to Live in the U.S. (Money Magazine, 2014) • 3rd Best City to Find a Job in the U.S. (Wallet Hub, 2015) • 2nd Safest City in the United States (Law Street Media, 2014) • Best City for Working Parents (WalletHub, 2014) • 14th Best City for Families, (WalletHub, 2015) • 17th Best City for First-Time Home Buyers (WalletHub, 2014) • 8th Most Thriving City in the United States (The Daily Beast, 2013) • 23rd Fastest Growing Community, (U.S. Census 2014 Population Estimates, 2015) • 2nd Best City in Arizona (Movoto.com, 2013) • Playful City USA: 9-Time Honoree (KaBoom!, 2015) • Tree City USA (National Arbor Day Foundation, 2013) • Bicycle Friendly Community (League of American Bicyclists, 2013) 22nd Best Place to Live in U.S. Single-Family Housing Permits, Calendar Year GILBERT GROWTH 2,670 1,927 1,545 1,107 2008 1,278 2009 CIVILIAN LABOR FORCE 1,435 1,062 2010 2011 2012 2013 2014 PRINCIPAL EMPLOYERS 2015 Labor force = 126,135 Gilbert Unified School District 3,649 Banner Health 2,219 Dignity Health 1,500 Town of Gilbert 1,297 B H Drywall 997 Fry's Food and Drug 952 GoDaddy Software, Inc. 858 Hunter Contracting 848 Chandler Unified School District 565 Sam's Club 548 Source: Arizona Department of Administration, Special Unemployment Report - 2015 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 more than 1,200 buildings with rentable space, Gilbert boasts: 3.5 million square feet of office; 11.1 million square feet of retail; and 8.0 million square feet of industrial/flex spaces. (CoStar, 2015) 22 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.  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. 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 • Municipal Court • Development Services • Police • Fire and Rescue • Parks and Recreation  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 Project funds to pay for eligible projects or to Debt funds to repay debt issued for growth-related construction. Special Revenue Funds – These funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for a specific purpose.  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 Fund 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. 23  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 the benefitting property owners. Other Capital Funds – These funds include CIP Admin, bonds, outside sources and Maricopa County of Government funding. 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 special assessment district. Special levies are collected from those property owners to cover those costs. There are presently three special assessment districts in Gilbert. 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 enterprise funds: • Water • Wastewater • Environmental Services - Commercial • Environmental Services - Residential Internal Service Funds (Major Funds) – Gilbert has four Internal Service Funds: fleet maintenance, copy services, health self insurance, and dental 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 internal service 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. Gilbert has one Trust and Agency Fund: Volunteer Fire Pension. 24 Table of Contents Fund Structure Represents Major Funds Represents Departments that are substantially funded by the Major Fund 25 Table of Contents Budget Process BUDGET DEVELOPMENT The Council determines the priorities for the year and staff develops a budget that best 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 FY 2015 rate of $1.0659 per $100 has decreased for FY 2016 to $1.0567 per $100.  Maintain minimum fund balance policies The major steps in preparation of the budget were:  Update FY 2015 revenue and expense projections and five-year projections for operating funds  Council input on initiatives, boundaries, and priorities  Perform zero-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  Town Manager finalizes and balances the proposed budget  Present draft to Council  Council review and adoption limit until a new base is adopted. The expenditure limit for FY 2016 is $374,425,789. Some of the specific items excluded from the expenditure limit are: revenue from bond sales, revenues received for interest, trust and agency accounts, federal and state 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. BUDGET CARRYFORWARD If completion of a project or acquisition is not guaranteed during a fiscal year, the amount must be included in the budget for the following fiscal year and balanced along with other requests. CONTINGENCY The contingency account is used for emergency or unanticipated needs or opportunities. STATE EXPENDITURE LIMIT The General Fund Minimum Fund Balance Policy states that 25% of ongoing expenditures and one year of debt service must be maintained. Annually, this is evaluated to ensure that the proposed budget will allow the minimum fund balance to be maintained. For FY 2016 the ongoing budgeted expenditures were $123.3M. When calculated at 25%, the result is $30.8M. Adding in one year of debt service; $5.8M, the minimum fund balance requirement is $36.6M. 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. Any fund balance remaining in excess of the minimum fund balance is allocated as contingency. For FY 2016, the General Fund contingency is approximately $13.9M. The Town budgets for contingencies in the following funds: The Budget Calendar page depicts the timing in more detail. The expenditure limit base approved by the voters must be used in determining Gilbert’s expenditure   26 General Streets Table of Contents Budget Process         The major differences between the budget and the Comprehensive Annual Financial Report (CAFR) are: Water Wastewater Environmental Services – Residential Environmental Services – Commercial Replacement Funds CIP Grants Special Revenues 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 other Capital 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 based on the timing of receipt of the goods or services. 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. 27  Certain revenues, expenditures, and transfers are not included in the budget, but are accrued and reported on the GAAP basis. For example, the increases or decreases in compensated absences are not included for budget purposes but are in the CAFR  Indirect administrative cost allocations to the Enterprise Funds are accounted for as transfers in or out on the budgetary basis, but are recorded as revenues and expenses for the CAFR  New capital outlays in the Enterprise Funds are presented as expenses in the budget, but recorded as assets in the CAFR  Depreciation expense is not included in the budget, but is an expense in the CAFR  Debt service principal payments in the Enterprise Funds are expenses in the budget, but reported as reduction of longterm debt liability in the CAFR  Encumbrances are treated as expenses in the year the purchase is made for budget purposes Table of Contents Budget Calendar Date Action September 9, 2014 Budget kickoff - Public Safety Amphitheater August 15 – September 26, 2014 Departments enter and update new and existing CIP projects into SharePoint September 15 – December 7, 2014 Departments enter requests in SharePoint for FY 2016 budget and 5 year plans September 15 – December 7, 2014 Analysts meet with Departments to review base budgets, new budget requests, CIP needs, position changes, possible re-org's, and contract renewal needs October - November 2014 CIP - Initial departmental meetings (review/prioritize new/existing CIP projects) October 13, 2014 Deadline for updated CIP Project Sheets (project timing, scope, cash flows) December 30, 2014 Financial review of CIP projects January 15 - 30, 2015 Executive Team reviews departmental requests January - February 27, 2015 Departments revise year end projections based on six months activity January 30, 2015 CIP - Follow-up Department meetings February 2 - 25, 2015 Executive Team FY 2016 budget recommendation meetings February 2015 Present Executive Team recommendations to Town Manager March 2 – April 30, 2015 Departments complete; purpose statements, current year accomplishments, FY 2016 objectives, and performance measures/benchmarks. March 15, 2015 Town Manager recommendations to Executive Team April 2015 Council Study Session - FY 2016 Budget Approach and Framework April 2015 Council Study Session - FY 2016 Budget Recommendations April 2015 OMB discussions with Council members May 14, 2015 Council adopts preliminary budget May 14, 2015 Declare the Draft FY2016-2025 CIP/IIP a public document and direct staff to publish the notice of public hearing May 14, 2015 Public Hearing to consider declaring June 25, 2015 as the date of public hearing and adoption of the FY2016 property tax levy June 4, 2015 Public Hearing and Adopt/Amend FY2016-2025 CIP/IIP June 4, 2015 Council Adopts final budget June 25, 2015 Property Tax public hearing 28 Table of Contents Financial Policies INTRODUCTION The Policies of Responsible Financial Management were revised and adopted in February 2014 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 29 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 web page: Policies of Responsible Financial Management. 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 30 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. 8) Fees and Charges 31 Table of Contents Financial Policies 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. 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 32 Table of Contents Financial Policies • • • 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. • An implementation program for each of the capital improvements that provides for the coordination and timing of project construction among various Town departments. 33 Table of Contents Financial Policies • • • • • 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 No. 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 GASB 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. 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 34 Table of Contents Financial Policies 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. 16) Cost Containment Gilbert values its history and emphasis of maximizing cost containment opportunities, as demonstrated by its continual placement amongst the lowest cost per citizen of comparative communities in the Phoenix metropolitan area. As a trendsetter in this regard, comparisons with other communities will be important, but they will only be used as an indication of how the town can improve. Gilbert will continually strive to improve upon this performance, embedding cost containment into its budget strategies and daily operations. 17) Acceptance and Use of Federal Funds Gilbert assesses each instance of acceptance of federal funding, considering the tax impact, value to the local taxpayer, financial and regulatory burden, appropriate use of temporary funding, and resolution of genuine problem/need. Any additional requirements such as; matching funds, federal regulation or hiring compliance, are also communicated to Council prior to formal action authorizing acceptance of federal funding. 35 Table of Contents 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 General Fund 22.5% Capital Funds 25.8% Streets Fund 3.9% Debt Service 5.8% Enterprise Funds 16.9% Replacement Funds 13.7% Special Revenue 11.4% The funds available for FY 2016 are approximately $936,532,000. 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 30.5% General Fund 28.1% Debt Service 10.3% Streets Fund 4.3% Replacement Funds 4.7% Enterprise Funds 17.2% Special Revenue 4.9% The total expenditures for FY 2016 are approximately $615,009,000. 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 $ 67,160,531 Transfer Revenue Revenue $ 137,079,000 $ Total Sources 4,939,900 $ 209,179,431 ENTERPRISE FUNDS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 34,588,859 17,020,013 15,900,472 1,843,832 40,391,000 25,302,000 15,875,000 2,427,000 920,000 155,000 - $ $ $ $ 74,979,859 43,242,013 31,930,472 4,270,832 STREETS 13,313,581 21,838,000 50,000 $ 35,201,581 759,534 157,719 3,665,132 415,164 8,159,000 401,000 13,855,000 1,157,000 - $ $ $ $ 8,918,534 558,719 17,520,132 1,572,164 13,317,288 50,937,974 47,401,573 6,888,146 577,054 4,652,200 241,040 40,000 200,000 200,000 40,000 3,000 20,000 - 1,043,160 10,971,440 9,305,750 496,660 112,370 428,290 - $ $ $ $ $ $ $ 14,400,448 62,109,414 56,907,323 7,424,806 692,424 5,100,490 241,040 28,422,570 $ 574,249,682 1,895,160 165,000 2,015,000 2,300,000 3,100,000 2,300,000 8,065,000 9,600,000 2,150,000 5,950,000 7,963,510 298,000 1,731,680 839,640 3,503,480 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,820,153 170,000 9,225,642 (1,093,391) (10,103,064) (5,408,914) 30,041,556 24,773,758 10,452,574 13,797,310 9,569,386 434,116 1,820,867 999,304 6,258,817 INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance Dental Self-Insurance REPLACEMENT FUNDS General Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Streets 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 278,840,112 $ (75,007) 5,000 7,210,642 (3,393,391) (13,203,064) (7,708,914) 21,976,556 15,173,758 8,302,574 7,847,310 1,605,876 136,116 89,187 159,664 2,755,337 266,987,000 $ OTHER CAPITAL FUNDS CIP Administration Outside Sources GO Bonds Proceeds Contingency Prop 400 Municipal Property Corporation Water 8,034,910 36,580,543 23,565,299 2,552,218 74,315 882,480 12,590,000 48,040,000 100,000,000 2,407,000 - - $ $ $ $ $ $ $ 882,480 20,624,910 84,620,543 100,000,000 25,972,299 2,552,218 74,315 DEBT SERVICE 23,919,728 28,300,060 32,726,630 $ 84,946,418 92,278 - - $ 92,278 61,149,200 $ 986,773,257 TRUST ACCOUNTS TOTAL ALL FUNDS $ 414,541,047 $ 38 511,083,010 $ Table of Contents Fund Balances Transfer Expense Expense GENERAL FUND $ 165,613,710 $ Total Uses Ending Balance 6,886,910 $ 172,500,620 $ 36,678,811 ENTERPRISE FUNDS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 51,258,600 26,513,150 20,198,610 3,067,790 13,774,490 10,295,360 1,326,070 261,680 $ $ $ $ 65,033,090 36,808,510 21,524,680 3,329,470 $ $ $ $ 9,946,769 6,433,503 10,405,792 941,362 STREETS 25,117,500 4,575,940 $ 29,693,440 $ 5,508,141 INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance Dental Self-Insurance 8,533,880 310,740 16,134,680 1,160,000 - $ $ $ $ 8,533,880 310,740 16,134,680 1,160,000 $ $ $ $ 384,654 247,979 1,385,452 412,164 REPLACEMENT FUNDS General Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Streets Fleet Maintenance 4,290,340 10,544,530 8,255,520 2,789,810 609,870 1,068,340 - - $ $ $ $ $ $ $ 4,290,340 10,544,530 8,255,520 2,789,810 609,870 1,068,340 - $ $ $ $ $ $ $ 10,110,108 51,564,884 48,651,803 4,634,996 82,554 4,032,150 241,040 37,120,450 $ 382,587,520 $ 191,662,162 1,895,160 3,368,850 826,300 871,910 430,330 5,137,650 921,120 7,963,510 308,560 1,825,450 1,033,960 4,248,250 155,000 2,663,170 763,500 2,326,950 5,331,210 12,503,000 100,000 55,920 130,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,895,160 155,000 3,368,850 2,663,170 1,589,800 2,326,950 6,203,120 12,933,330 5,137,650 1,021,120 7,963,510 364,480 1,825,450 1,033,960 4,378,250 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ (75,007) 15,000 5,856,792 (3,756,561) (11,692,864) (7,735,864) 23,838,436 11,840,428 5,314,924 12,776,190 1,605,876 69,636 (4,583) (34,656) 1,880,567 882,480 12,728,560 51,288,980 100,000,000 14,905,850 - - $ $ $ $ $ $ $ 882,480 12,728,560 51,288,980 100,000,000 14,905,850 - $ $ $ $ $ $ $ 7,896,350 33,331,563 11,066,449 2,552,218 74,315 60,902,730 - $ 60,902,730 $ 24,043,688 2,500 - $ 2,500 $ 89,778 61,149,200 $ 676,158,420 $ 310,614,837 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 OTHER CAPITAL FUNDS CIP Administration Outside Sources GO Bonds Proceeds Contingency Prop 400 Municipal Property Corporation Water DEBT SERVICE TRUST ACCOUNTS TOTAL ALL FUNDS $ 345,467,070 615,009,220 39 $ $ Table of Contents Fund Balances 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 10-Year Capital Improvement Plan 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. • Under Arizona Revised Statutes, the budget cannot increase once Council adopts the preliminary budget. To protect Gilbert against unforeseen emergencies or opportunities, any fund balance remaining in excess of the minimum fund balance is allocated as contingency. The ending balances in the major operating funds will reflect this change from the beginning balance. • The General Fund expenditures include an one-time expenditure of $2.5 million for the special census. 40 Table of Contents Budget Summary PERSONNEL BY ACTIVITY Actual FY 2013 Actual FY 2014 Budget FY 2015 General Fund Enterprise Funds Streets Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 869.02 238.88 51.00 26.00 0.00 9.55 8.15 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 0.00 901.18 245.69 57.00 26.00 0.00 11.45 7.40 0.00 0.00 917.67 261.78 50.67 26.00 0.00 11.45 7.40 0.00 0.00 1,202.60 1,237.37 1,248.72 1,248.72 1,274.97 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Total Personnel EXPENSES BY ACTIVITY General Fund Enterprise Funds Streets Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2015 Budget FY 2016 102,199,859 51,424,005 11,474,882 21,102,222 1,868,478 5,741,495 40,917,326 53,453,612 2,500 121,637,925 68,829,760 17,442,871 24,144,222 5,023,936 10,893,688 18,130,244 56,454,578 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 2,500 128,175,500 61,121,088 18,668,560 23,762,480 6,230,790 13,165,590 31,678,130 55,186,720 2,500 165,613,710 101,038,150 25,117,500 26,139,300 27,558,410 28,831,050 179,805,870 60,902,730 2,500 $ 288,184,379 $ 322,559,724 $ 554,729,200 $ 337,991,358 $ 615,009,220 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 98,243,534 144,621,313 45,319,532 108,179,246 164,446,985 49,933,493 115,942,653 195,816,566 242,969,981 111,774,540 163,426,158 62,790,660 123,778,500 201,933,780 289,296,940 $ 288,184,379 $ 322,559,724 $ 554,729,200 $ 337,991,358 $ 615,009,220 41 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 121,662,524 78,146,291 18,707,581 21,597,679 659,796 55,318,250 14,085,722 20,680,962 104 129,306,121 80,617,041 19,475,356 22,434,268 897,614 45,724,923 5,886,753 20,545,732 49 131,601,191 80,848,661 19,674,000 23,264,000 223,000 55,142,089 130,379,962 25,761,577 - 134,993,000 82,216,000 20,954,000 25,126,000 503,000 43,875,947 51,316,240 24,267,883 - 137,079,000 83,995,000 21,838,000 23,572,000 503,000 51,876,470 163,919,480 28,300,060 - $ 330,858,909 $ 324,887,857 $ 466,894,480 $ 383,252,070 $ 511,083,010 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 134,018,639 5,494,634 76,636,216 104,212,772 4,711,446 2,012,911 3,772,291 128,672,728 4,817,422 71,706,195 108,003,684 4,470,095 2,311,579 4,906,154 133,976,160 4,448,000 99,510,057 109,693,267 3,902,000 71,835,577 43,529,419 130,827,160 4,653,000 84,705,530 110,941,307 3,951,000 5,591,883 42,582,190 134,546,320 4,458,000 96,213,670 113,409,570 3,966,000 107,000,060 51,489,390 $ 330,858,909 $ 324,887,857 $ 466,894,480 $ 383,252,070 $ 511,083,010 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 330,858,909 69,769,123 324,887,857 82,318,732 466,894,480 59,625,896 383,252,070 61,207,896 511,083,010 61,149,200 $ 400,628,032 $ 407,206,589 $ 526,520,376 $ 444,459,966 $ 572,232,210 288,184,379 69,769,123 322,559,724 82,318,731 554,729,200 59,625,896 337,991,358 61,207,896 615,009,220 61,149,200 Total Uses $ 357,953,502 $ 404,878,455 $ 614,355,096 $ 399,199,254 $ 676,158,420 Net Operating Result $ 42,674,530 $ $ (87,834,720) $ 45,260,712 Total Sources Total Expenses Transfers Out 2,328,134 42 $ (103,926,210) 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. 43 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 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 or organization goals that will guide the organization for the upcoming fiscal year. 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 organizational goals that will drive requests for resources during the budget process. For example, in FY 2016, one of the organizational goals relates to the implementation of a new permitting system for Development Services. This goal was supported by budget requests for one-time 44 Table of Contents Long-Term Financial Planning IT hardware and accessories that staff will need, as well as ongoing monthly costs related to data usage for mobile devices that can access the new permitting system. Long Term Financial Planning During the second quarter of the fiscal year, the Town begins the Financial Trend and Environmental Analysis. Team members, from various departments, are utilized as they can provide expertise on operations of 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. After the historical trends are analyzed, the same team is tasked to anticipate impacts in the coming five-year 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. 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 to evaluate the revenue sources 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 and best practices. 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 frequently throughout January and February, to review all submitted requests from the departments and evaluate them based on their contributions towards organization goal achievement. This would include all CIP and operating requests for General Fund, Enterprise Funds, Streets, Internal Service Funds and Special Revenues Funds. After the Executive Team makes final recommendation to the Town Managers Office, 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 45 Table of Contents Long-Term Financial Planning 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. FY 2016 Considerations Each year, based on organizational needs, the process described above may be modified. For FY 2016, the process will include:  General Fund – A comprehensive analysis of the General Fund will be performed. Although Gilbert is still in a growth phase ensuring the stability of the General Fund through build out and beyond is critical to ensuring that levels of service are sustainable.  Enterprise and Streets Funds – Currently, each of these funds is forecasted for a five year planning period. These will be expanded to a ten year forecast with a more comprehensive analysis completed in future years. 46 Table of Contents General Fund Five-Year Forecast Budget Projected Projected Projected Projected FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 67,161,000 36,679,000 38,586,000 45,910,000 52,720,000 REVENUE 137,079,000 151,582,000 148,749,000 151,987,000 155,345,000 TOTAL REVENUE 137,079,000 151,582,000 148,749,000 151,987,000 155,345,000 4,940,000 5,162,000 5,394,000 5,637,000 5,891,000 TOTAL SOURCES 209,180,000 193,423,000 192,729,000 203,534,000 213,956,000 EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR DEPARTMENT FORCAST 123,286,000 - 128,073,000 540,000 1,230,000 133,060,000 3,079,000 545,000 138,256,000 3,143,000 107,000 143,670,000 4,416,000 569,000 SUB-TOTAL ONGOING EXPENDITURES 123,286,000 129,843,000 136,684,000 141,506,000 148,655,000 ONE-TIME EXPENDITURES SUPPLIES AND CONTRACTUAL FIVE YEAR DEPARTMENT FORCAST CAPITAL CONTINGENCY ECONOMIC DEVELOPMENT INCENTIVE 8,457,000 19,881,000 8,990,000 5,000,000 10,991,000 7,705,000 - 322,000 2,794,000 - 1,189,000 961,000 - 158,000 1,645,000 - SUB-TOTAL ONE-TIME EXPENDITURES 42,328,000 18,696,000 3,116,000 2,150,000 1,803,000 6,887,000 6,298,000 7,019,000 7,158,000 7,163,000 TOTAL USES 172,501,000 154,837,000 146,819,000 150,814,000 157,621,000 ANNUAL OPERATING RESULT (30,482,000) 1,907,000 7,324,000 6,810,000 3,615,000 FUND BALANCE 36,679,000 38,586,000 45,910,000 52,720,000 56,335,000 MINIMUM FUND BALANCE 36,670,000 36,030,000 38,090,000 39,400,000 41,190,000 9,000 2,556,000 7,820,000 13,320,000 15,145,000 BEGINNING FUND BALANCE (Less Committed) TRANSFERS IN TRANSFERS OUT FUND BALANCE ABOVE MINIMUM Five Year Plan Assumptions:  Compensation structure is maintained as implemented for FY 2015  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  Contingency is included in FY 2016 at $8,990,000, but will be evaluated annually during the budget process to determine appropriate budget levels in subsequent years  FY 2017 projected revenue includes an adjustment to state shared revenue due to the special census 47 Table of Contents Water Fund Five-Year Forecast Notes Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected FY 2019 Projected FY 2020 BEGINNING FUND BALANCE 35,639,240 14,626,931 7,148,693 7,761,923 8,997,081 AVAILABLE FUND BALANCE 35,639,240 14,626,931 7,148,693 7,761,923 8,997,081 40,811,295 409,275 41,939,473 488,311 43,114,659 793,331 44,336,853 1,234,149 45,606,054 1,785,998 41,220,569 42,427,784 43,907,990 45,571,002 47,392,051 161,188 60,563 61,139 61,730 62,336 77,020,997 57,115,278 51,117,821 53,394,655 56,451,468 8,120,986 9,120,000 9,226,120 - 8,287,154 9,717,597 8,404,923 - 8,524,030 10,329,064 8,870,099 - 8,779,751 10,889,719 11,305,152 1,052,119 9,043,144 12,390,515 9,091,611 2,106,416 REVENUE REVENUES - ONGOING REVENUES - ONE-TIME 1, 2 3 TOTAL REVENUE TRANSFERS IN TOTAL SOURCES EXPENDITURES PERSONNEL VARIABLE OPERATING COSTS FIXED OPERATING COSTS DEBT SERVICE 4 4 4 5 SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES CAPITAL OUTLAY CAPITAL IMPROVEMENT PROGRAM CONTINGENCY 26,467,106 26,409,673 27,723,193 32,026,742 32,631,686 267,630 21,884,840 - 12,535,002 - 3,890,713 - 628,840 - 675,600 - SUB-TOTAL ONE-TIME EXPENDITURES 22,152,470 12,535,002 3,890,713 628,840 675,600 TRANSFERS OUT 13,774,490 11,021,910 11,741,992 11,741,992 11,741,992 TOTAL USES 62,394,066 49,966,585 43,355,898 44,397,574 45,049,278 ANNUAL OPERATING RESULT (21,012,309) (7,478,238) 613,230 1,235,158 2,405,109 UNRESERVED FUND BALANCE 14,626,931 7,148,693 7,761,923 8,997,081 11,402,190 The Five Year Forecast for the Water Fund is based on the FY 2016 budget and includes the following assumptions:  Note 1 – Growth in customer accounts is estimated at 2,300 for FY 2016  Note 2 – Water rates are reviewed annually to ensure that operating revenues meet operating needs. During the FY 2015 rate analysis, it was determined that a rate increase was not necessary, however the Capital Improvement Plan will be reviewed/analyzed annually and the impact on rates will be evaluated  Note 3 – One time revenues include investment income and other related account fees  Note 4 – Personnel is assumed spent 98% of the FY 2016 budget, while fixed and variable operating costs are assumed spent at 100% of budget. A cost escalation factor of 3% is applied to personnel, and an average cost escalation factor of 2.6% is applied to fixed and variable operating costs  Note 5 – Debt Service in FY 2019 is attributed to the Capital Improvement Plan funding needs related to the San Tan Vista Water Treatment Plant expansion 48 Table of Contents Wastewater Fund Five-Year Forecast Notes Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected FY 2019 Projected FY 2020 BEGINNING FUND BALANCE 16,498,453 7,743,105 12,307,015 16,487,010 14,917,342 AVAILABLE FUND BALANCE 16,498,453 7,743,105 12,307,015 16,487,010 14,917,342 24,859,828 133,694 25,541,709 160,264 26,223,589 310,418 26,905,470 427,495 27,587,350 574,119 24,993,523 25,701,973 26,534,008 27,332,964 28,161,469 820,000 820,000 820,000 820,000 820,000 42,311,975 34,265,077 39,661,023 44,639,974 43,898,811 3,530,780 1,577,456 9,902,140 - 3,530,780 1,577,456 8,735,812 - 3,633,889 1,629,043 9,183,559 - 3,740,021 1,682,215 9,801,777 - 3,849,265 1,737,020 9,462,639 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES CAPITAL OUTLAY CAPITAL IMPROVEMENT PROGRAM CONTINGENCY 15,010,376 13,844,047 14,446,491 15,224,013 15,048,924 9,263,140 - 900,220 - 689,650 - 6,066,150 - - SUB-TOTAL ONE-TIME EXPENDITURES 9,263,140 900,220 689,650 6,066,150 - TRANSFERS OUT 10,295,355 4,932,290 4,945,423 5,340,019 5,340,356 TOTAL USES 34,568,871 19,676,557 20,081,564 26,630,182 20,389,280 ANNUAL OPERATING RESULT (8,755,348) 6,845,416 7,272,444 1,522,782 8,592,189 UNRESERVED FUND BALANCE 7,743,105 14,588,520 19,579,459 18,009,792 23,509,532 REVENUE REVENUES - ONGOING REVENUES - ONE-TIME 1, 2 3 TOTAL REVENUE TRANSFERS IN TOTAL SOURCES EXPENDITURES PERSONNEL VARIABLE OPERATING COSTS FIXED OPERATING COSTS DEBT SERVICE 4 4 4 The Five Year Forecast for the Wastewater Fund is based on the FY 2016 budget and includes the following assumptions:  Note 1 - Growth in customer accounts is estimated at 2,000 annually  Note 2 – Wastewater rates are reviewed annually to ensure that operating revenues meet operating needs. During the FY 2015 rate analysis, it was determined that no rate increases are necessary for the planning period of FY 2016-20  Note 3 – One time revenues include investment income and other related account fees  Note 4 – Personnel and variable operating costs are assumed spent at 95% of the budget, while fixed operating costs are assumed spent at 100% of the budget. A cost escalation factor of 3% is applied to personnel, and an average cost escalation factor of 2.6% is applied to variable and fixed operating costs 49 Table of Contents Environmental Services – Residential Five-Year Forecast Notes Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected FY 2019 Projected FY 2020 BEGINNING FUND BALANCE 15,295,529 11,397,746 8,536,880 6,882,740 7,119,549 AVAILABLE FUND BALANCE 15,295,529 11,397,746 8,536,880 6,882,740 7,119,549 14,837,298 152,276 15,299,413 153,455 15,783,887 160,453 16,290,852 162,657 16,820,437 148,130 14,989,574 15,452,868 15,944,340 16,453,509 16,968,567 155,000 155,000 155,000 155,000 155,000 30,440,102 27,005,614 24,636,221 23,491,249 24,243,117 6,313,768 1,774,525 5,379,640 - 6,501,313 1,848,895 5,492,863 - 6,694,438 1,927,316 5,834,910 - 6,893,309 2,009,979 5,866,494 - 7,098,096 2,097,080 6,098,944 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES CAPITAL OUTLAY CAPITAL IMPROVEMENT PROGRAM CONTINGENCY 13,467,932 13,843,070 14,456,664 14,769,781 15,294,120 219,514 4,028,840 - 237,404 3,062,190 - 256,170 1,714,576 - 275,849 - 296,477 1,417,186 - SUB-TOTAL ONE-TIME EXPENDITURES 4,248,354 3,299,594 1,970,746 275,849 1,713,664 TRANSFERS OUT 1,326,070 1,326,070 1,326,070 1,326,070 3,239,916 TOTAL USES 19,042,356 18,468,734 17,753,480 16,371,700 20,247,700 ANNUAL OPERATING RESULT (3,897,782) (2,860,866) (1,654,140) UNRESERVED FUND BALANCE 11,397,746 8,536,880 6,882,740 REVENUE REVENUES - ONGOING REVENUES - ONE-TIME 1, 2 3 TOTAL REVENUE TRANSFERS IN TOTAL SOURCES EXPENDITURES PERSONNEL VARIABLE OPERATING COSTS FIXED OPERATING COSTS DEBT SERVICE 4 4 4 236,809 7,119,549 (3,124,132) 3,995,417 The Five Year Forecast for the Residential Fund is based on the FY 2016 budget and includes the following assumptions:  Note 1 - Growth in customer accounts is estimated at 2,000 annually  Note 2 – Residential rates are reviewed annually to ensure that operating revenues meet operating needs. During the FY 2015 rate analysis, it was determined that no rate increases are necessary for the planning period of FY 2016-20  Note 3 – One time revenues include investment income and other related account fees  Note 4 – Personnel, variable and fixed operating costs are assumed spent at 98% of the FY 2016 budget. A cost escalation factor of 3% is applied to personnel, and an average cost escalation factor of 2.6% is applied to variable and fixed operating 50 Table of Contents Environmental Services - Commercial Five-Year Forecast Notes Projected FY 2016 Projected FY 2017 Projected FY 2018 Projected FY 2019 Projected FY 2020 BEGINNING FUND BALANCE 1,470,283 838,917 791,958 724,281 650,011 AVAILABLE FUND BALANCE 1,470,283 838,917 791,958 724,281 650,011 2,399,098 28,360 1,902,374 27,624 1,932,446 29,822 1,962,519 32,248 1,992,592 33,889 2,427,459 1,929,998 1,962,268 1,994,767 2,026,481 - - - - - 3,897,741 2,768,915 2,754,226 2,719,048 2,676,492 601,484 354,093 1,167,052 - 545,492 311,491 858,294 - 561,783 319,297 879,759 - 578,560 327,110 901,688 - 595,839 334,929 924,094 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES CAPITAL OUTLAY CAPITAL IMPROVEMENT PROGRAM CONTINGENCY 2,122,629 1,715,277 1,760,838 1,807,358 1,854,862 322,000 352,515 - - 7,427 - - - SUB-TOTAL ONE-TIME EXPENDITURES 674,515 - 7,427 - - TRANSFERS OUT 261,680 261,680 261,680 261,680 282,991 3,058,824 1,976,957 2,029,945 2,069,038 2,137,853 REVENUE REVENUES - ONGOING REVENUES - ONE-TIME 1, 2 3 TOTAL REVENUE TRANSFERS IN TOTAL SOURCES EXPENDITURES PERSONNEL VARIABLE OPERATING COSTS FIXED OPERATING COSTS DEBT SERVICE TOTAL USES 4 4 4 ANNUAL OPERATING RESULT (631,366) (46,959) (67,677) (74,271) (111,372) UNRESERVED FUND BALANCE 838,917 791,958 724,281 650,011 538,639 The Five Year Forecast for the Commercial Fund is based on the FY 2016 budget and includes the following assumptions:  Note 1 - Growth in customer accounts is estimated at 10 annually  Note 2 – Commercial rates are reviewed annually to ensure that operating revenues meet operating needs. During the FY 2015 rate analysis, it was determined that no rate increases are necessary for the planning period of FY 2016-20  Note 3 – One time revenues include investment income and other related account fees  Note 4 – Personnel, variable and fixed operating costs are assumed spent at 99% of the FY 2016 budget. A cost escalation factor of 3% is applied to personnel, and an average cost escalation factor of 2.6% is applied to variable and fixed operating 51 Table of Contents Streets Fund Five-Year Forecast PROPOSED - FIVE YEAR STREETS FUND FORECAST Budget Projected Projected FY 2016 FY 2017 FY 2018 Projected FY 2019 Projected FY 2020 BEGINNING FUND BALANCE 13,313,640 5,508,640 4,845,640 5,601,640 10,190,640 AVAILABLE FUND BALANCE 13,313,640 5,508,640 4,845,640 5,601,640 10,190,640 REVENUE REVENUES - ONGOING REVENUES - ONE-TIME 21,838,000 - 23,478,000 - 24,181,000 - 24,905,000 - 25,651,000 - TOTAL REVENUE 21,838,000 23,478,000 24,181,000 24,905,000 25,651,000 50,000 52,000 54,000 56,000 58,200 TOTAL SOURCES 35,201,640 29,038,640 29,080,640 30,562,640 35,899,840 EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR PLAN 10,470,000 - 7,259,000 100,000 - 7,524,000 100,000 - 7,797,000 100,000 - 8,081,000 100,000 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES ONE-TIME EXPENDITURES FIVE YEAR PLAN - ONE TIME CIP - ONE TIME EXPENDITURES OTHER CAPITAL OUTLAY CONTINGENCY 10,470,000 7,359,000 7,624,000 7,897,000 8,181,000 904,000 7,071,000 4,672,000 2,000,000 2,920,000 1,722,000 7,000,000 - 2,947,000 552,000 7,140,000 - 2,974,000 390,000 7,283,000 - 3,001,000 7,428,000 - SUB-TOTAL ONE-TIME EXPENDITURES 14,647,000 11,642,000 10,639,000 10,647,000 10,429,000 4,576,000 5,192,000 5,216,000 1,828,000 1,853,000 TOTAL USES 29,693,000 24,193,000 23,479,000 20,372,000 20,463,000 ANNUAL OPERATING RESULT (7,805,000) 756,000 4,589,000 5,246,200 UNRESERVED FUND BALANCE 5,508,640 5,601,640 10,190,640 15,436,840 TRANSFERS IN TRANSFERS OUT (663,000) 4,845,640 Five Year Plan Assumptions:  Revenues - Ongoing - Highway User Revenue Fund (HURF) and Auto Lieu Tax – increase in FY 2017 based on an increase in state shared revenues due to the special census  Base Expenditures - 2% increase for inflation annually  Contingency is included in FY 201516 at $2M, but will be evaluated annually during the budget process to determine appropriate budget level in subsequent years 52 Table of Contents Revenue Summary By Fund Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 GENERAL FUND: Non-Allocated Management and Policy Management Services Municipal Court Development Services Public Works - Engineering Police Fire and Rescue Parks and Recreation Non Departmental TOTAL GENERAL FUND 104,202,344 67,001 873,585 241,907 7,240,774 1,179 4,083,593 1,375,873 3,561,321 14,947 $121,662,524 112,131,357 99,543 716,689 240,498 6,783,444 24,200 3,920,204 1,551,762 3,248,239 590,185 $129,306,121 116,649,000 102,000 629,000 213,000 6,244,500 3,335,000 1,392,691 3,036,000 $131,601,191 119,450,000 91,500 520,500 219,000 6,494,000 3,406,000 1,536,000 3,276,000 $134,993,000 121,665,000 91,000 522,000 219,000 6,244,000 3,405,000 1,619,000 3,314,000 $137,079,000 ENTERPRISE OPERATIONS: Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial TOTAL ENTERPRISE 37,940,591 23,425,163 14,367,820 2,412,717 $ 78,146,291 39,283,038 23,983,043 14,866,687 2,484,273 $ 80,617,041 39,235,839 24,448,662 14,700,929 2,463,231 $ 80,848,661 39,426,000 24,925,000 15,375,000 2,490,000 $ 82,216,000 40,391,000 25,302,000 15,875,000 2,427,000 $ 83,995,000 STREETS $ 18,707,581 $ 19,475,356 $ 19,674,000 $ 20,954,000 $ 21,838,000 INTERNAL SERVICES $ 21,597,679 $ 22,434,268 $ 23,264,000 $ 25,126,000 $ 23,572,000 82,296 32,503 289,709 207,141 42,818 3,847 1,482 659,796 69,964 184,614 293,322 279,678 64,898 3,865 1,273 897,614 30,000 50,000 100,000 40,000 3,000 223,000 40,000 20,000 200,000 200,000 40,000 3,000 503,000 40,000 20,000 200,000 200,000 40,000 3,000 503,000 REPLACEMENT FUNDS: General Street Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Fleet TOTAL REPLACEMENT FUNDS $ SUB TOTAL OPERATING FUNDS $240,773,871 $252,730,400 $255,610,852 $263,792,000 $266,987,000 SPECIAL REVENUE FUNDS: CDBG/HOME Development Fees Grants Police Impound Special Districts Other Special Revenue TOTAL SPECIAL REVENUE 826,442 48,860,729 1,163,164 238,951 2,365,396 1,863,568 $ 55,318,250 1,120,219 38,992,837 1,137,914 290,907 2,368,248 1,814,798 $ 45,724,923 834,624 42,030,000 6,548,048 285,000 2,536,160 2,908,257 $ 55,142,089 557,130 36,359,000 595,400 285,000 2,536,160 3,543,257 $ 43,875,947 1,895,160 35,645,000 7,963,510 298,000 2,571,320 3,503,480 $ 51,876,470 OTHER CAPITAL FUNDS $ 14,085,722 $ 5,886,753 $130,379,962 $ 51,316,240 $163,919,480 DEBT SERVICE $ 20,680,962 $ 20,545,732 $ 25,761,577 $ 24,267,883 $ 28,300,060 TRUST ACCOUNTS $ $ $ $ $ GRAND TOTAL REVENUE $330,858,909 104 $ 49 $324,887,857 $ - $466,894,480 $ - $383,252,070 $ - $511,083,010 CARRY OVER FUNDS $103,926,210 TOTAL RESOURCES $615,009,220 53 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 ENTERPRISE OPERATIONS Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL ENTERPRISE STREETS FUND Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL STREETS FUND INTERNAL SERVICES Intergovernmental Charges for Service Other Non-Operating TOTAL INTERNAL SERVICES REPLACEMENT FUNDS Charges for Service Fines and Forfeits Special Assessments Other Non-Operating TOTAL REPLACEMENT FUNDS SPECIAL REVENUE FUNDS Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Special Assessments Other Non-Operating TOTAL SPECIAL REVENUE Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 64,263,539 5,433,766 41,347,579 5,575,665 4,121,805 920,170 $ 121,662,524 69,471,587 4,748,311 44,039,433 5,850,987 3,861,173 1,334,630 $ 129,306,121 71,214,000 4,388,000 46,639,691 5,148,500 3,361,000 850,000 $ 131,601,191 73,745,000 4,593,000 46,910,000 5,559,000 3,410,000 776,000 $ 134,993,000 75,525,000 4,398,000 47,404,000 5,570,000 3,405,000 777,000 $ 137,079,000 $ 60,868 985,176 76,149,821 852 949,574 78,146,291 $ 69,111 1,082,133 78,898,249 1,293 566,255 80,617,041 $ 60,000 900,000 79,366,925 521,736 80,848,661 $ 60,000 1,000,000 80,651,000 505,000 82,216,000 $ 60,000 1,000,000 82,392,000 543,000 83,995,000 $ 18,389,548 6,294 2,776 308,963 18,707,581 $ 19,172,565 6,462 2,321 294,008 19,475,356 $ 19,570,000 4,000 100,000 19,674,000 $ 20,850,000 4,000 100,000 20,954,000 $ 21,734,000 4,000 100,000 21,838,000 $ 610,132 20,906,216 81,331 21,597,679 $ 625,447 21,681,650 127,171 22,434,268 $ 670,000 22,514,000 80,000 23,264,000 $ 604,000 22,288,000 2,234,000 25,126,000 $ 605,000 22,908,000 59,000 23,572,000 $ 1,276 658,520 659,796 $ 30,372 731 8,886 705,010 897,614 $ 223,000 223,000 $ 503,000 503,000 $ 503,000 503,000 $ 50,571,404 1,875,296 1,568,231 584,737 87,530 631,052 55,318,250 $ 40,886,058 2,236,108 1,515,692 604,577 957 481,531 45,724,923 $ 44,186,160 7,382,672 1,682,067 541,000 1,350,190 55,142,089 $ 38,506,160 1,767,530 1,677,067 541,000 1,384,190 43,875,947 $ 37,821,320 10,473,670 1,653,090 561,000 1,367,390 51,876,470 54 Table of Contents Revenue Summary By Fund By Type Actual FY 2013 CAPITAL FUNDS Intergovernmental Charges for Service Special Assessments Other Non-Operating TOTAL CAPITAL FUNDS Actual FY 2014 Budget FY 2015 $ 13,428,485 632,943 24,294 14,085,722 DEBT SERVICE Taxes and Fees Special Assessments Other Non-Operating TOTAL DEBT SERVICE $ 19,183,696 1,292,438 198,283 20,680,962 $ 18,315,083 2,069,615 140,762 20,545,732 TRUST ACCOUNTS Other Non-Operating TOTAL TRUST ACCOUNTS $ 104 104 $ 49 49 GRAND TOTAL REVENUE $ 330,858,909 Projected FY 2015 $ 4,397,894 232,121 1,256,738 5,886,753 24,347,694 977,775 64,750,000 40,304,493 $ 130,379,962 $ 324,887,857 55 Budget FY 2016 $ 13,574,000 762,240 36,980,000 51,316,240 14,997,000 882,480 100,000,000 48,040,000 $ 163,919,480 $ 18,576,000 7,085,577 100,000 25,761,577 $ 18,576,000 5,591,883 100,000 24,267,883 $ 21,200,000 7,000,060 100,000 28,300,060 $ - $ - $ - $ 466,894,480 $ 383,252,070 $ 511,083,010 Table of Contents Revenue Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 66,187,929 1,834,769 380,324 484,833 18,118,706 23,204,633 1,286,862 386,895 246,406 $ 112,131,357 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 70,980,000 1,500,000 385,000 480,000 18,810,000 25,220,000 1,375,000 450,000 250,000 $ 119,450,000 72,760,000 1,500,000 385,000 480,000 19,375,000 25,085,000 1,375,000 475,000 230,000 $ 121,665,000 39,667 61,596 80,000 70,000 70,000 129 2,352 - - - 13,972 13,972 8,967 2,256 11,223 10,000 10,000 5,000 3,000 8,000 7,000 7,000 Economic Development Admin - 3,285 - - - InformationTechnology: Application Operations Total InformationTechnology - 1,214 1,214 - - - Town Clerk 2,851 8,342 2,000 1,500 2,000 Prosecutor 10,382 11,531 10,000 12,000 12,000 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 Town Manager Human Resources: Administration Risk Management Total Human Resources TOTAL MANAGEMENT AND POLICY $ MANAGEMENT SERVICES Accounting Purchasing Tax Compliance TOTAL MANAGEMENT SERVICES $ 37,437 84,778 751,370 $ MUNICIPAL COURT Municipal Court TOTAL MUNICIPAL COURT 67,001 873,585 241,907 $ 45,248 87,709 583,732 $ 241,907 $ 99,543 716,689 240,498 56 $ 25,000 100,000 504,000 $ 240,498 $ 102,000 629,000 213,000 $ 20,500 100,000 400,000 $ 213,000 $ 91,500 520,500 22,000 100,000 400,000 $ 219,000 $ 219,000 91,000 522,000 219,000 $ 219,000 Table of Contents Revenue Detail Actual FY 2013 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 358,166 50 3,715,115 409,453 2,082,515 480 674,995 $ PUBLIC WORKS Engineering Services TOTAL PUBLIC WORKS $ FIRE AND RESCUE DEPARTMENT Administration Training Operations Prevention Investigations TOTAL FIRE AND RESCUE DEPT PARKS AND RECREATION Administration Public Safety Center Heritage Annex Municipal Center Facilities Administration Parks and Open Space Freestone Park Crossroads Park 7,240,774 $ 1,179 $ $ 24,200 4,083,593 $ 3,920,204 $ $ 211,888 35,962 17,912 43,691 113,814 1,551,762 (70,449) 217,800 35,962 148 112 42,423 70,381 176,053 57 $ - $ 3,335,000 $ 1,392,691 40,000 218,000 35,000 8,000 51,000 107,000 $ - $ 3,406,000 $ 1,536,000 218,000 10,000 3,000 58,000 135,000 - 750,000 445,000 1,350,000 355,000 30,000 5,000 120,000 350,000 $ 10,000 13,000 1,445,000 68,000 $ 6,244,000 - 750,000 447,000 1,350,000 355,000 30,000 4,000 120,000 350,000 - 10,000 15,000 1,305,691 62,000 $ 6,494,000 429,000 3,300,000 350,000 1,580,000 585,000 - 800,000 440,000 1,300,000 305,000 25,000 115,000 350,000 - 23,376 13,960 1,421,844 91,947 635 1,375,873 6,244,500 Budget FY 2016 429,000 3,500,000 350,000 1,630,000 585,000 - 184 869,365 477,834 1,569,331 405,771 34,791 9,586 142,735 380,526 15,199 11,900 2,982 12,970 15,953 1,268,498 76,012 2,440 $ 6,783,444 Projected FY 2015 574,500 3,250,000 350,000 1,535,000 535,000 24,200 101 948,275 526,701 1,673,591 369,029 3,876 28,632 10,511 119,590 394,548 8,739 $ Budget FY 2015 379,722 3,394,959 386,135 1,964,713 695 657,220 1,179 POLICE DEPARTMENT Animal Control Incarceration Uniform Patrol Traffic Unit Detention / Court Support School Programs Records Property Alarm Management Counseling Services General Investigations Property Crimes Persons Crimes VCU TOTAL POLICE DEPARTMENT Actual FY 2014 3,405,000 10,000 13,000 1,523,000 73,000 $ 1,619,000 15,000 218,000 10,000 8,000 66,000 137,000 Table of Contents Revenue Detail Actual FY 2013 McQueen Park Hetchler Park Discovery Park Cosmo Park Elliot District Park Page Park Sunview Park Water Tower Park Trail System Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Wililams Field Pool Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Perry Branch Library Youth Sports Adult Sports Special Events Special Needs Outdoor Programs TOTAL PARKS AND RECREATION Actual FY 2014 71,795 15,680 55,907 1,054 277,283 3,699 22,330 82,913 123,381 105,531 99,567 127,154 218,741 22,908 782,159 352,927 199,782 44,865 297,993 221,163 11,231 (9) $ NON DEPARTMENTAL Transportation Capital Projects 3,561,321 99,704 7,135 58,623 4,931 193,706 663 1,470 2,032 95 83,929 138,651 96,440 97,056 145,071 245,187 4,367 805,352 144,179 117,635 70,599 218,262 226,379 14,343 $ 14,947 - 3,248,239 76,000 13,000 55,000 2,000 240,000 85,000 130,000 105,000 100,000 98,000 191,000 4,000 720,000 105,000 118,000 55,000 275,000 195,000 10,000 $ 590,185 $ 590,185 Projected FY 2015 3,036,000 101,000 8,000 61,000 1,000 200,000 82,000 137,000 104,000 103,000 143,000 196,000 734,000 157,000 139,000 55,000 350,000 262,000 19,000 $ - 3,276,000 96,000 8,000 62,000 2,000 200,000 82,000 137,000 105,000 103,000 143,000 215,000 845,000 142,000 125,000 55,000 275,000 250,000 15,000 $ $ - 3,314,000 - $ TOTAL GENERAL FUND $ 121,662,524 $ 129,306,121 $ 131,601,191 $ 134,993,000 $ 137,079,000 34,297,303 282,070 222,361 318,658 1,090,108 425,855 131,228 36,767,583 35,784,566 249,924 282,574 301,021 1,103,989 246,498 157,260 38,125,832 36,233,621 275,000 200,000 310,000 1,045,000 266,218 6,000 38,335,839 36,050,000 275,000 200,000 300,000 1,065,000 260,000 6,000 38,156,000 37,000,000 275,000 200,000 300,000 1,065,000 275,000 6,000 39,121,000 58 $ Budget FY 2016 TOTAL NON DEPARTMENTAL ENTERPRISE FUNDS 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 14,947 Budget FY 2015 $ - Table of Contents Revenue Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Production: North Water Plant Production Santan Vista Water Plant Well Production Total Production 1,794 985,176 986,970 2,347 1,082,133 1,084,480 900,000 900,000 1,000,000 1,000,000 1,000,000 1,000,000 Distribution Metering Public Works Administration 139,290 46,291 - 16,554 30,516 - - 40,000 230,000 40,000 230,000 TOTAL WATER $ WASTEWATER Non-Allocated: Reuse/Recharge Use Charge Commercial Wastewater Residential Wastewater Investment Income Other Non-Allocated Total Non-Allocated 37,940,591 $ 39,283,038 $ 39,235,839 $ 39,426,000 $ 40,391,000 772,810 1,985,553 19,912,715 337,716 23,008,794 782,962 2,042,193 20,570,940 120,265 23,516,360 869,643 2,010,586 21,433,000 97,933 24,411,162 800,000 2,200,000 21,800,000 100,000 24,900,000 800,000 2,300,000 22,072,000 120,000 25,292,000 61 381,775 422,979 - - - Plant Operations: Neely Treatment Facility Total Plant Operations - 5,836 5,836 - - - Reclaimed: Effluent Recharge Total Reclaimed - 3,444 3,444 - - - 9,868 24,665 9,111 25,313 10,000 27,500 10,000 15,000 10,000 - Administration Collection Quality Riparian Programs TOTAL WASTEWATER $ 23,425,163 ENVIRONMENTAL SVC - RESIDENTIAL Non-Allocated: Collection Investment Income Other Non-Allocated Total Non-Allocated 13,418,455 108,569 1,971 13,528,995 14,055,635 89,415 3,600 14,148,650 13,693,437 133,127 603 13,827,167 14,500,000 100,000 14,600,000 15,000,000 100,000 15,100,000 4,000 34,716 789,676 10,433 27,333 675,086 15,618 38,000 825,762 10,000 25,000 735,000 15,000 25,000 735,000 15,000 Administration Uncontained Recycling Environmental Programs TOTAL ENVIRO SVC RESIDENTIAL $ $ 14,367,820 $ 59 23,983,043 14,866,687 $ $ 24,448,662 14,700,929 $ $ 24,925,000 15,375,000 $ $ 25,302,000 15,875,000 Table of Contents Revenue Detail Actual FY 2013 ENVIRONMENTAL SVC - COMMERCIAL Non-Allocated: Collection Investment Income Other Non-Allocated Total Non-Allocated Administration Collections Rolloffs Actual FY 2014 (1,499) 9,610 2,007 10,118 Budget FY 2015 (501) 9,854 2,220 11,573 51,000 1,787,755 563,844 60,000 1,793,387 619,313 Projected FY 2015 Budget FY 2016 15,345 15,345 10,000 10,000 13,000 13,000 50,000 1,706,045 691,841 50,000 1,840,000 590,000 50,000 1,767,000 597,000 TOTAL ENVIRO SVC COMMERCIAL $ 2,412,717 $ 2,484,273 $ 2,463,231 $ 2,490,000 $ 2,427,000 TOTAL ENTERPRISE FUNDS $ 78,146,291 $ 80,617,041 $ 80,848,661 $ 82,216,000 $ 83,995,000 STREETS Non-Allocated: Highway User Tax Auto Lieu Tax Investment Income Other Non-Allocated Total Non-Allocated 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 11,414,425 6,975,123 147,127 10,029 18,546,704 11,747,325 7,425,240 93,593 42,428 19,308,586 12,200,000 7,370,000 100,000 19,670,000 13,000,000 7,850,000 100,000 20,950,000 13,500,000 8,234,000 100,000 21,834,000 207 207 976 - - - 3,671 99,766 50,646 720 154,803 6,157 117,823 38,397 162,377 4,000 4,000 4,000 4,000 4,000 4,000 3,687 2,180 5,867 2,347 1,070 3,417 - - - 18,707,581 $ 7,449,241 256,353 12,782,960 1,109,125 $ 21,597,679 19,475,356 $ 7,478,957 435,167 13,407,723 1,112,421 $ 22,434,268 60 19,674,000 $ 8,210,000 588,000 13,345,000 1,121,000 $ 23,264,000 20,954,000 $ 7,998,000 401,000 15,580,000 1,147,000 $ 25,126,000 21,838,000 8,159,000 401,000 13,855,000 1,157,000 $ 23,572,000 Table of Contents Revenue Detail Actual FY 2013 REPLACEMENT FUNDS General Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Streets Fleet Actual FY 2014 82,296 289,709 207,141 42,818 3,847 32,503 1,482 Budget FY 2015 69,964 293,322 279,678 64,898 3,865 184,614 1,273 $ 897,614 30,000 50,000 100,000 40,000 3,000 $ 223,000 Budget FY 2016 40,000 200,000 200,000 40,000 3,000 20,000 $ 503,000 40,000 200,000 200,000 40,000 3,000 20,000 $ 503,000 TOTAL REPLACEMENT FUNDS $ SUB TOTAL OPERATING FUNDS $ 240,773,871 $ 252,730,400 $ 255,610,852 $ 263,792,000 $ 266,987,000 826,442 189,778 2,648,996 1,932,966 2,592,575 1,192,913 9,644,728 12,650,233 4,181,006 13,827,534 1,163,164 238,951 1,507,319 858,077 1,863,568 1,120,219 152,664 1,675,177 1,473,004 1,976,294 904,497 7,560,378 10,675,921 3,419,860 11,155,042 1,137,914 290,907 1,430,942 937,306 1,814,798 834,624 165,000 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 2,908,257 557,130 160,000 1,814,000 2,300,000 3,100,000 2,300,000 8,065,000 9,600,000 2,150,000 6,870,000 595,400 285,000 1,634,020 902,140 3,543,257 1,895,160 165,000 2,015,000 2,300,000 3,100,000 2,300,000 8,065,000 9,600,000 2,150,000 5,950,000 7,963,510 298,000 1,731,680 839,640 3,503,480 SPECIAL REVENUE FUNDS CDBG/HOME Solid Waste Container Traffic Signal SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF Water SDF Water Resource Fee Wastewater SDF Grants Police Impound Street Light Improvement Parkway Improvement Other Special Revenue TOTAL SPECIAL REVENUE FUNDS $ OTHER CAPITAL FUNDS Administration CIP Contingency Source Outside Sources Prop 400 Bond Proceeds Traffic Control Redevelopment Municipal Facilities Water Parks, Recreation and Open Space TOTAL OTHER CAPITAL FUNDS 659,796 Projected FY 2015 $ 55,318,250 7 2,560,066 13,799,449 85,499 (2,499,592) 33,291 25,000 82,002 $ 14,085,722 $ 61 45,724,923 $ 55,142,089 738,408 3,349,597 1,566,627 232,121 - 977,775 64,750,000 24,347,694 40,304,493 - 5,886,753 $ 130,379,962 $ $ 43,875,947 $ 51,876,470 762,240 1,307,000 12,267,000 36,980,000 - 882,480 100,000,000 12,590,000 2,407,000 48,040,000 - 51,316,240 $ 163,919,480 Table of Contents Revenue Detail DEBT SERVICE General Obligation Improvement Districts MPC - Public Facilities MPC - Water Miscellaneous Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 19,364,204 1,299,801 2,236 6,607 8,114 18,397,512 2,094,274 42,882 3,942 7,122 18,676,000 7,085,577 - Budget FY 2016 18,676,000 5,591,883 - 21,300,000 7,000,060 - TOTAL DEBT SERVICE $ 20,680,962 $ 20,545,732 $ 25,761,577 $ 24,267,883 $ 28,300,060 TRUST ACCOUNTS $ 104 $ 49 $ - $ - $ - GRAND TOTAL REVENUE $ 330,858,909 $ 324,887,857 62 $ 466,894,480 $ 383,252,070 $ 511,083,010 Table of Contents Expense Summary Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 GENERAL FUND: Management and Policy 14,542,662 21,295,942 19,692,045 21,179,760 22,872,060 Management Services 1,560,986 1,813,211 2,069,096 1,927,320 2,115,660 Municipal Court 2,752,748 2,979,809 3,146,321 3,112,640 3,117,380 Development Services 5,252,465 5,288,148 5,565,694 5,305,280 5,572,570 637,935 770,330 758,368 659,540 765,430 Police 37,098,268 40,369,015 41,824,523 41,400,880 44,176,410 Fire and Rescue 22,338,515 24,771,708 26,429,823 26,271,070 28,807,110 Parks and Recreation 14,191,478 15,062,399 16,983,259 16,881,720 17,645,970 3,824,802 9,287,363 20,248,855 11,437,290 26,551,120 Public Works - Engineering Non-Departmental Contingency/Reserves - - 15,647,500 - 13,990,000 $ 102,199,859 $ 121,637,925 $ 152,365,484 $ 128,175,500 $ 165,613,710 Water 24,584,659 36,663,759 50,030,312 26,723,590 51,258,600 Wastewater 13,447,022 18,695,632 26,244,464 18,103,660 26,513,150 Environmental Svc - Residential 11,525,017 11,495,175 17,772,107 14,132,168 20,198,610 TOTAL GENERAL FUND ENTERPRISE OPERATIONS: 1,867,307 1,975,194 3,231,788 2,161,670 3,067,790 TOTAL ENTERPRISE Environmental Svc - Commercial $ 51,424,005 $ 68,829,760 $ 97,278,671 $ 61,121,088 $ 101,038,150 STREETS $ 11,474,882 $ 17,442,871 $ 22,619,484 $ 18,668,560 $ 25,117,500 INTERNAL SERVICES $ 21,102,222 $ 24,144,222 $ 24,812,868 $ 23,762,480 $ 26,139,300 General 705,220 599,824 4,053,950 1,000,000 4,290,340 Streets 297,310 368,768 743,900 100,000 1,068,340 Water 205,993 2,535,898 11,519,053 1,102,930 10,544,530 80,612 267,994 4,488,064 3,265,040 8,255,520 579,343 914,318 2,020,000 755,230 2,789,810 - 337,134 350,000 7,590 609,870 5,023,936 $ 23,174,967 $ 6,230,790 $ 27,558,410 $ 320,251,474 $ 237,958,418 $ 345,467,070 REPLACEMENT FUNDS: Wastewater Environmental Svc - Residential Environmental Svc - Commercial TOTAL REPLACEMENT FUNDS $ 1,868,478 $ SUBTOTAL OPERATING FUNDS $ 188,069,446 $ 237,078,714 826,623 1,120,160 991,732 557,130 1,895,160 - 4,361,713 9,662,351 6,533,000 11,556,160 Grants 589,479 1,057,955 6,548,048 595,400 7,963,510 Police Impound 274,982 278,880 302,732 252,140 308,560 Special Districts 2,456,273 2,452,104 2,733,270 2,547,450 2,859,410 Other Special Revenue 1,594,138 1,622,876 3,914,897 2,680,470 4,248,250 SPECIAL REVENUE FUNDS: CDBG/HOME Development Fees TOTAL SPECIAL REVENUE $ 5,741,495 $ 10,893,688 $ 24,153,030 $ 13,165,590 $ 28,831,050 OTHER CAPITAL FUNDS $ 40,917,326 $ 18,130,244 $ 149,535,514 $ 31,678,130 $ 179,805,870 DEBT SERVICE $ 53,453,612 $ 56,454,578 $ 60,786,682 $ 55,186,720 $ 60,902,730 TRUST ACCOUNTS $ $ $ $ $ GRAND TOTAL EXPENSES $ 288,184,379 2,500 2,500 $ 322,559,724 63 2,500 $ 554,729,200 2,500 $ 337,991,358 2,500 $ 615,009,220 Table of Contents Expense Detail Actual FY 2013 GENERAL FUND MANAGEMENT & POLICY Mayor and Council Boards and Commissions Town Manager Communications Intergovernmental Relations 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 Management and Budget Town Clerk Neighborhood Services Legal: General Counsel Prosecutor Total Legal TOTAL MANAGEMENT & POLICY $ Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 584,642 29,050 647,739 23,477 751,956 34,420 682,930 31,290 825,090 35,500 917,032 531,434 218,988 986,120 750,129 274,637 1,349,456 772,986 296,768 4,079,720 773,700 296,700 3,833,970 825,110 297,460 1,070,591 369,947 319,843 245,070 2,005,451 1,282,524 409,367 362,085 227,847 2,281,823 1,353,870 398,376 345,847 213,008 2,311,101 1,314,200 402,550 348,440 223,330 2,288,520 1,474,740 487,880 346,490 228,880 2,537,990 953,817 19,055 1,991 974,863 1,260,311 3,643,227 28,529 4,932,067 1,442,157 168,936 10,000 102,000 1,723,093 1,387,320 168,940 10,000 111,420 1,677,680 1,434,250 202,070 13,500 425,200 2,075,020 250,744 2,238,065 2,363,250 671,510 156,779 5,680,348 254,723 3,960,699 2,429,234 720,317 4 7,364,977 301,475 3,628,091 3,555,080 658,048 8,142,694 262,880 3,488,520 3,075,220 642,720 7,469,340 292,920 3,396,900 3,761,300 782,040 8,233,160 391,636 674,792 101,523 629,184 515,470 110,951 698,269 667,680 109,921 743,590 569,640 20,340 710,480 593,380 136,280 794,065 1,638,838 2,432,903 1,023,362 1,756,006 2,779,368 1,084,437 1,749,264 2,833,701 790,140 1,756,170 2,546,310 1,015,130 1,753,490 2,768,620 14,542,662 MANAGEMENT SERVICES Finance: Administration Accounting Purchasing Tax Compliance Total Finance 184,493 800,526 257,359 318,608 1,560,986 TOTAL MANAGEMENT SERVICES $ 1,560,986 $ 21,295,942 $ 184,786 896,590 356,054 375,781 1,813,211 $ 1,813,211 64 19,692,045 $ 187,480 1,081,685 386,856 413,075 2,069,096 $ 2,069,096 21,179,760 $ 194,350 922,070 395,450 415,450 1,927,320 $ 1,927,320 22,872,060 187,090 919,220 543,930 465,420 2,115,660 $ 2,115,660 Table of Contents Expense Detail Actual FY 2013 MUNICIPAL COURT Municipal Court TOTAL MUNICIPAL COURT $ DEVELOPMENT SERVICES Administration Permits and Licensing 2,752,748 2,752,748 Actual FY 2014 $ 2,979,809 2,979,809 Budget FY 2015 $ 3,146,321 3,146,321 Projected FY 2015 $ 3,112,640 3,112,640 Budget FY 2016 $ 3,117,380 3,117,380 349,344 486,665 289,904 395,243 279,328 618,034 234,530 595,860 265,800 618,540 Plan Review and Inspection: Administration Building Fire Engineering Planning Code Total Plan Review and Inspect 296,150 1,187,316 204,087 900,183 254,176 538,995 3,380,907 221,850 1,389,701 177,975 845,905 261,135 567,319 3,463,885 228,919 1,373,090 205,819 918,864 264,387 575,207 3,566,286 231,000 1,350,650 187,400 891,070 264,820 504,350 3,429,290 232,500 1,417,340 210,120 913,330 264,410 578,010 3,615,710 Planning Services 1,035,549 1,139,116 1,102,046 1,045,600 1,072,520 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 Coord Crime Prevention Total Professional Standards Patrol Services: Uniform Patrol Detention / Court Support Enforcement Support Civilian Support Total Patrol Services 5,252,465 $ 235,882 122,944 279,109 637,935 $ 637,935 5,288,148 $ 265,239 153,928 351,163 770,330 $ 770,330 5,565,694 $ 239,460 191,775 327,133 758,368 $ 758,368 5,305,280 $ 148,250 126,510 384,780 659,540 $ 659,540 5,572,570 199,730 189,200 376,500 765,430 $ 765,430 618,303 143,966 1,462,747 832,230 91,035 1,463,378 676,381 148,325 1,650,000 669,210 143,970 1,500,000 699,930 145,000 1,500,000 471,758 296,252 68,335 123,159 236,604 1,196,108 509,184 312,640 89,482 359,021 238,661 1,508,988 508,269 335,583 68,782 442,456 241,771 1,596,861 509,600 418,790 63,190 436,660 240,820 1,669,060 526,630 430,300 70,410 549,880 245,180 1,822,400 16,379,822 456,359 135 16,836,316 16,413,487 509,888 756,465 17,679,840 16,535,390 709,807 771,295 455,932 18,472,424 17,158,950 675,510 787,660 270,470 18,892,590 17,482,380 664,400 791,210 520,340 19,458,330 65 Table of Contents Expense Detail Actual FY 2013 Support Services: Administration Records Communications Property Planning and Research Total Support Services Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 561,980 881,996 2,489,246 572,364 167,519 4,673,105 546,285 935,972 2,982,823 635,806 164,332 5,265,218 488,286 1,002,949 3,029,046 616,961 166,134 5,303,376 473,620 803,910 2,949,640 574,180 166,600 4,967,950 419,390 1,018,620 3,022,780 607,150 167,280 5,235,220 815,861 910,116 916,603 747,200 853,080 Investigations: General Investigations Persons Crimes - CSCU Persons Crimes - VCU Property Crimes Intel and Analysis Unit Total Investigations 1,131,221 1,035,345 948,175 1,258,821 752,071 5,125,633 1,178,304 1,204,665 1,005,163 1,372,166 810,640 5,570,938 1,359,044 1,260,881 1,065,533 1,375,088 968,465 6,029,011 1,156,740 1,178,160 1,043,290 1,361,290 959,240 5,698,720 1,448,630 1,496,450 1,337,130 1,522,520 1,169,220 6,973,950 Special Enforcement: Crime Suppression Traffic Unit School Programs Total Special Enforcement: 1,270,449 2,234,958 1,070,686 4,576,093 1,440,637 2,662,280 1,079,840 5,182,757 1,495,030 2,445,020 1,227,017 5,167,067 1,548,620 2,496,850 1,122,840 5,168,310 1,857,740 2,546,010 1,155,280 5,559,030 Tactical Operations: SWAT Crime Apprehension Special Investigations Total Tactical Operations 139,544 840,173 670,419 1,650,136 159,121 918,696 786,698 1,864,515 227,024 802,209 835,242 1,864,475 250,670 822,260 870,940 1,943,870 223,030 809,900 896,540 1,929,470 Counseling Services TOTAL POLICE DEPARTMENT $ FIRE AND RESCUE DEPARTMENT Administration: Administration Organizational Performance Total Administration Operations: Training Operations Resource Total Operations Prevention Community Emergency Operations Center TOTAL FIRE AND RESCUE PARKS AND RECREATION Administration $ 37,098,268 $ 40,369,015 $ 41,824,523 $ 41,400,880 $ 44,176,410 782,984 782,984 677,211 677,211 718,001 718,001 759,980 759,980 680,460 466,610 1,147,070 858,529 19,740,864 20,599,393 864,232 22,150,831 23,015,063 737,833 23,699,135 24,436,968 696,550 23,540,080 5,000 24,241,630 741,920 23,371,250 2,126,580 26,239,750 565,679 107,948 282,511 603,321 183,885 292,228 654,424 382,948 237,482 622,370 431,960 215,130 752,160 513,910 154,220 22,338,515 758,806 $ 24,771,708 886,561 66 $ 26,429,823 997,142 $ 26,271,070 1,049,620 $ 28,807,110 1,200,200 Table of Contents Expense Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 839,126 380,353 148,676 148,955 854,472 225,545 39,667 17,123 2,653,917 881,557 426,753 120,973 150,225 762,522 209,256 24,395 14,982 2,590,663 979,010 620,300 233,735 158,560 894,965 179,980 35,660 23,510 3,125,720 990,190 617,610 241,820 170,990 916,930 195,930 34,430 19,090 3,186,990 1,203,160 470,230 181,230 197,850 933,250 220,040 30,980 42,060 3,278,800 Parks and Open Space: Parks Administration Freestone Park Crossroads Park McQueen Park Hetchler Park Nichols Park Elliot District Park Rittenhouse Basin Riparian Preserve 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 1,950,832 379,910 223,931 191,025 104,623 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 2,014,891 408,683 286,381 205,350 209,097 52,916 60,850 491 6,224 5,276 45,223 26,942 24,893 11,344 6,245 23,923 11,572 14,861 177,686 91,903 70,831 19,047 20,328 36,437 5,040 76,859 9,213 66,641 3,989,147 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 2,154,900 398,800 482,160 283,870 172,760 55,840 35,150 11,140 7,510 47,300 31,750 27,190 16,090 9,400 27,130 11,900 18,070 210,410 142,190 97,500 43,270 25,140 35,150 22,500 76,620 14,600 84,480 4,542,820 2,290,900 468,000 406,130 259,240 119,030 54,140 35,150 5,000 372,040 10,700 5,320 46,300 26,970 25,520 13,300 8,400 24,210 12,720 16,680 217,870 117,870 76,050 30,620 23,650 26,270 47,750 68,050 12,000 72,020 4,891,900 22,629 239,696 200,509 166,277 168,574 797,685 3,970 270,897 209,670 175,983 195,428 855,948 25,000 275,619 250,360 219,394 219,808 990,181 25,000 265,760 250,860 219,210 219,690 980,520 275,600 251,600 216,330 213,800 957,330 Aquatics: Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool Total Aquatics 67 Table of Contents Expense Detail Actual FY 2013 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 Total Recreation Programs TOTAL PARKS AND RECREATION $ 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 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 348,296 452,222 14,273 1,107,746 2,616,566 867,461 5,406,564 383,553 597,249 16,927 1,255,959 2,691,914 961,708 5,907,310 398,537 580,915 13,021 1,233,813 3,104,856 997,469 6,328,611 412,980 544,310 11,680 1,186,730 3,057,730 952,320 6,165,750 406,720 599,590 26,410 1,368,730 2,888,970 1,036,890 6,327,310 65,818 248,426 268,368 210,949 46,637 840,198 74,860 225,206 293,864 188,753 50,087 832,770 85,005 275,591 301,140 269,410 57,340 988,486 71,040 273,330 292,110 257,500 62,040 956,020 85,160 272,810 304,420 271,820 56,220 990,430 14,191,478 $ 15,062,399 $ 16,983,259 $ 16,881,720 $ 17,645,970 101,408 350,000 451,408 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 125,000 14,093 118,657 51,623 200 309,573 123,000 238,059 51,459 412,518 137,000 305,000 51,500 493,500 137,000 305,000 51,500 493,500 138,030 305,000 51,500 494,530 3,063,821 4,470,440 4,054,405 5,000,000 14,795,685 10,647,500 4,609,670 6,559,120 4,034,670 5,000,000 19,528,530 8,990,000 6,178,060 9,287,363 $ 35,896,355 $ 11,437,290 $ 40,541,120 $ TOTAL GENERAL FUND $ 102,199,859 $ 121,637,925 $ 152,365,484 $ 128,175,500 $ 165,613,710 396,794 192,488 342,788 254,735 427,205 330,789 455,250 332,450 417,340 468,460 5,257,969 1,981,982 2,552,385 3,967,199 2,201,447 2,813,559 4,786,776 2,355,213 3,216,911 4,761,800 2,450,380 3,049,960 4,937,950 2,637,160 3,471,110 ENTERPRISE FUNDS WATER Administration Water Conservation Production: North Water Treatment Plant Santan Vista Water Plant Well Production 3,824,802 $ TOTAL NON-DEPARTMENTAL 68 Table of Contents Expense Detail Actual FY 2013 193,779 9,986,115 Actual FY 2014 194,119 9,176,324 Budget FY 2015 196,085 10,554,985 Projected FY 2015 196,560 10,458,700 Budget FY 2016 196,670 11,242,890 Quality Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources 491,593 1,691,532 3,431,232 620,467 258,128 210,969 3,684,742 552,418 1,537,088 2,902,901 675,116 190,645 224,492 5,098,600 738,853 1,808,993 4,120,332 619,269 377,507 227,796 5,723,045 630,260 1,632,550 3,408,470 577,220 379,010 197,620 5,624,710 711,080 2,381,510 4,165,020 624,750 201,430 309,500 5,989,230 Non-Departmental: Debt Service Contingency Capital Projects Other Total Non-Departmental 3,429,220 191,379 3,620,599 13,169,464 2,329,777 209,411 15,708,652 1,463,600 2,500,000 20,837,278 300,660 25,101,538 1,463,600 1,340,090 223,660 3,027,350 2,500,000 21,884,840 362,550 24,747,390 Backflow Prevention Total Production TOTAL WATER FUND WASTEWATER Administration: Administration Utility Customer Service Public Works Administration Utility Locates Total Administration $ 24,584,659 $ 36,663,759 $ 50,030,312 $ 26,723,590 $ 51,258,600 104,906 573,109 129,818 208,216 1,016,049 260,934 623,429 101,183 224,306 1,209,852 250,133 589,950 160,063 227,808 1,227,954 322,140 589,950 160,060 227,800 1,299,950 292,890 582,530 78,100 309,500 1,263,020 Collection 3,271,174 3,258,151 3,628,368 3,601,850 4,098,660 Plant Operations: Neely Treatment Facility Greenfield Treatment Facility Total Plant Operations 4,317,668 1,777,139 6,094,807 3,964,578 2,793,236 6,757,814 4,503,523 3,891,173 8,394,696 4,503,520 3,891,170 8,394,690 4,549,190 2,722,650 7,271,840 Reclaimed: Effluent Reuse Effluent Recharge Total Reclaimed 939,960 497,697 1,437,657 1,068,325 576,462 1,644,787 1,033,559 598,115 1,631,674 1,012,590 592,750 1,605,340 1,411,360 635,230 2,046,590 Quality Riparian Programs Storm Water 483,326 423,864 - 522,354 574,017 - 528,640 514,390 67,000 484,760 460,460 49,500 483,210 - Non-Departmental: Debt Contingency Capital Projects Other Total Non-Departmental 664,968 55,177 720,145 3,417,023 1,241,458 70,176 4,728,657 656,580 3,750,000 5,738,132 107,030 10,251,742 656,580 1,485,500 65,030 2,207,110 2,000,000 9,233,650 116,180 11,349,830 69 Table of Contents Expense Detail Actual FY 2013 $ 13,447,022 Actual FY 2014 $ 18,695,632 Budget FY 2015 $ 26,244,464 Projected FY 2015 $ 18,103,660 Budget FY 2016 $ 26,513,150 ENVIRONMENTAL SERVICES - RESIDENTIAL Administration: Residential Administration 314,402 Utility Customer Service 569,571 Public Works Administration 93,256 Total Administration 977,229 390,533 619,579 78,264 1,088,376 528,142 580,090 129,293 1,237,525 410,960 580,090 129,298 1,120,348 517,270 578,660 62,540 1,158,470 5,661,550 2,331,413 1,685,517 386,687 402,895 - 5,576,075 2,296,023 1,648,997 433,863 357,275 - 7,338,760 3,034,934 2,168,631 481,044 364,948 - 6,578,090 3,179,270 2,298,030 442,890 244,780 - 6,984,630 2,498,090 1,792,810 445,600 366,860 940,250 323,420 79,726 79,726 8,350 86,216 94,566 1,500,000 1,497,125 149,140 3,146,265 179,620 89,140 268,760 1,500,000 4,019,620 168,860 5,688,480 TOTAL WASTEWATER Residential Collections Uncontained Collections Recycling Environmental Programs Recycling Outreach Street Cleaning Storm Water Non-Departmental: Contingency Capital Projects Other Total Non-Departmental TOTAL ENVIRO SVC - RES $ 11,525,017 $ ENVIRONMENTAL SERVICES - COMMERCIAL Administration: Commercial Administration 25,033 Utility Customer Service 6,193 Public Works Administration 16,256 Total Administration 47,482 11,495,175 $ 17,772,107 $ 14,132,168 $ 20,198,610 29,810 6,737 11,733 48,280 38,906 5,150 20,044 64,100 26,270 5,150 20,050 51,470 38,700 6,480 12,640 57,820 Commercial Collections Commercial Rolloffs 1,426,511 385,587 1,512,536 405,500 1,807,842 416,299 1,579,100 505,590 1,853,460 535,250 Non-Departmental: Contingency Capital Projects Other Total Non-Departmental 7,727 7,727 743 8,135 8,878 800,000 127,577 15,970 943,547 15,540 9,970 25,510 250,000 351,720 19,540 621,260 TOTAL ENVIRO SVC - COMM $ 1,867,307 $ 1,975,194 $ 3,231,788 $ 2,161,670 TOTAL ENTERPRISE FUNDS $ 51,424,005 $ 68,829,760 $ 97,278,671 $ 61,121,088 $ 101,038,150 218,810 112,070 50,620 381,500 377,580 64,070 68,780 510,430 STREETS Administration: Administration Public Works Administration Utility Locates Total Administration 144,180 81,107 46,270 271,557 269,535 73,080 49,846 392,461 70 260,910 112,070 50,622 423,602 $ 3,067,790 Table of Contents Expense Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Streets Maintenance: Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Streets Maintenance 262,836 932,425 2,874,132 326,016 479,501 4,874,910 338,937 906,699 3,359,630 525,268 457,048 5,587,582 299,504 870,874 3,183,741 620,661 649,492 5,624,272 335,250 859,350 3,141,570 634,170 646,930 5,617,270 342,270 5,170,130 633,390 651,840 6,797,630 Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Traffic Control 510,509 419,722 1,440,343 1,212,943 362,348 3,945,865 509,494 527,314 1,537,700 1,171,470 426,387 4,172,365 681,063 453,411 1,478,286 1,147,952 514,656 4,275,368 677,030 571,390 1,477,080 1,168,850 513,050 4,407,400 640,260 441,680 1,844,250 1,613,310 512,300 5,051,800 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 1,194,624 282,086 684,181 2,160,891 1,710,702 213,469 776,653 2,700,824 2,023,895 264,809 830,338 3,119,042 2,032,940 238,500 839,420 3,110,860 2,197,160 235,290 884,150 3,316,600 133,089 - 194,278 34,521 197,948 64,750 210,220 60,400 204,810 - 88,570 88,570 4,270,832 90,008 4,360,840 2,000,000 6,559,152 355,350 8,914,502 4,575,560 305,350 4,880,910 2,000,000 7,071,250 164,980 9,236,230 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 $ 7,439,037 252,143 12,366,316 1,044,726 $ REPLACEMENT FUNDS General Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Streets TOTAL REPLACEMENT FUNDS 11,474,882 21,102,222 1,868,478 $ 7,508,266 418,243 15,186,080 1,031,633 $ 705,220 205,993 80,612 579,343 297,310 $ 17,442,871 24,144,222 71 5,023,936 $ 8,676,874 802,974 14,275,920 1,057,100 $ 599,824 2,535,898 267,994 914,318 337,134 368,768 $ 22,619,484 24,812,868 23,174,967 $ 7,979,460 450,000 14,275,920 1,057,100 $ 4,053,950 11,519,053 4,488,064 2,020,000 350,000 743,900 $ 18,668,560 23,762,480 8,533,880 310,740 16,134,680 1,160,000 $ 1,000,000 1,102,930 3,265,040 755,230 7,590 100,000 $ 6,230,790 25,117,500 26,139,300 4,290,340 10,544,530 8,255,520 2,789,810 609,870 1,068,340 $ 27,558,410 Table of Contents Expense Detail Actual FY 2013 $ 188,069,446 Actual FY 2014 $ 237,078,714 Budget FY 2015 $ 320,251,474 Projected FY 2015 $ 237,958,418 Budget FY 2016 $ 345,467,070 106,653 719,970 826,623 87,380 1,032,780 1,120,160 162,924 828,808 991,732 95,010 462,120 557,130 168,740 1,726,420 1,895,160 - 350,075 197,153 20,257 19,648 3,771,339 3,241 4,361,713 2,692,998 1,884,796 69,175 897,050 4,027,332 91,000 9,662,351 744,280 870,970 1,840 855,420 4,053,180 7,310 6,533,000 3,368,850 826,300 871,910 430,330 5,137,650 921,120 11,556,160 589,479 274,982 1,057,955 278,880 6,548,048 302,732 595,400 252,140 7,963,510 308,560 Special Districts: Street Light Improvement Parkway Improvement Total Special Districts 1,535,735 920,538 2,456,273 1,596,201 855,903 2,452,104 1,731,670 1,001,600 2,733,270 1,631,670 915,780 2,547,450 1,825,450 1,033,960 2,859,410 Other Special Revenue 1,594,138 1,622,876 3,914,897 2,680,470 4,248,250 SUB-TOTAL OPERATING FUNDS SPECIAL REVENUE FUNDS CDBG/HOME: Administration Projects Total CDBG/HOME System Development Fees: Traffic Signal SDF Fire SDF Parks and Recreation SDF Water SDF Water Resource Fee Wastewater SDF Total System Development Fees Grants Police Impound TOTAL SPECIAL REVENUE FUNDS$ OTHER CAPITAL FUNDS Administration CIP Contingency Outside Sources Bond Proceeds Prop 400 Traffic Control Redevelopment Municipal Facilities Water Wastewater Parks, Recreation & Open Space TOTAL OTHER CAPITAL FUNDS $ 775,881 170 25,842,248 327,600 18,674 1,116,987 10,802,493 75,930 1,957,343 $ DEBT SERVICE General Obligation Debt Street and Highway Public Facilities MPC Water Resources MPC Subordinate Lien Improvement Districts TOTAL DEBT SERVICE 5,741,495 40,917,326 $ 19,077,886 3,332,724 16,574,929 13,324,153 1,143,920 $ 53,453,612 $ 10,893,688 $ 24,153,030 738,408 2,895,022 11,889,762 1,357,036 1,250,016 - 977,775 64,750,000 24,347,694 59,460,045 - 18,130,244 $ 149,535,514 19,092,886 2,724,150 20,902,853 12,205,559 1,529,130 18,577,030 3,383,320 19,148,642 13,093,640 6,584,050 56,454,578 72 $ 60,786,682 $ $ $ 13,165,590 $ 28,831,050 762,240 782,870 23,393,160 6,739,860 - 882,480 100,000,000 12,728,560 51,288,980 14,905,850 - 31,678,130 $ 179,805,870 18,577,030 3,383,320 13,548,680 13,093,640 6,584,050 22,816,500 3,396,300 13,650,980 12,503,250 2,020,230 6,515,470 55,186,720 $ 60,902,730 Table of Contents Expense Detail Actual FY 2013 TRUST ACCOUNTS Fire Pension Actual FY 2014 2,500 TOTAL TRUST ACCOUNTS $ 2,500 GRAND TOTAL EXPENSES $ 288,184,379 Budget FY 2015 2,500 $ 2,500 $ 322,559,724 73 Projected FY 2015 2,500 $ 2,500 $ 554,729,200 Budget FY 2016 2,500 $ 2,500 $ 337,991,358 2,500 $ 2,500 $ 615,009,220 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 2016 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 2016 is $511,083,010. Of this amount, $462,436,810 is anticipated in new revenue collections and $48,646,200 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 2016 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 SUBTOTAL Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 134,018,639 5,494,634 76,636,216 104,212,772 4,711,446 2,012,911 3,772,291 $ 330,858,909 128,672,728 4,817,422 71,706,195 108,003,684 4,470,095 2,311,579 4,906,154 $ 324,887,857 133,976,160 4,448,000 99,510,057 109,693,267 3,902,000 71,835,577 43,529,419 $ 466,894,480 130,827,160 4,653,000 84,705,530 110,941,307 3,951,000 5,591,883 42,582,190 $ 383,252,070 134,546,320 4,458,000 96,213,670 113,409,570 3,966,000 107,000,060 51,489,390 $ 511,083,010 Special Assessments 20.9% Other NonOperating 10.1% Charges for Service 22.2% Fines and Forfeits 0.8% Intergovernmental 18.8% Taxes and Fees 26.3% License and Permits 0.9% 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 cautiously monitors the amounts attributable to construction 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 hold steady at 1.5% Millions Sales Tax $80.0 $70.0 $60.0 $50.0 $40.0 $30.0 $20.0 $10.0 $0.0 Retail Other Construction 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Property Tax Gilbert 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 $1.0567 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 four school districts that cover Gilbert including Gilbert, Higley, Mesa, and Chandler. More information on general obligation debt and the property tax is found in the debt section as well as on the property tax rate page following the revenue source information. Assessments Assessment districts are established for street lights, parkway improvements, and capital improvements that benefit specific users. The street light district (SLID) 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. 75 Table of Contents Revenue Sources 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 $100,000,000 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, public safety and general government (debt service only). A water resource fee is charged to pay for the cost of increasing water rights to accommodate new growth and guarantee a 100-year assured water supply. SDFs are reviewed and revised annually based on changes in the cost of construction and changes in the infrastructure requirements. Gilbert 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 licenses. Permit fees are charged for building, fire, engineering, signs, and alarms. Permit fee revenue trends 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 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. 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 2014 is distributed to cities in FY 2016. 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. 76 Table of Contents Revenue Sources 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. 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 an internal study to examine the rates and rate structures for water, wastewater, environmental services, and storm water functions. No rate increases or structure changes are recommended for FY 2016. 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 2016. 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 2016. 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 was no rate increase necessary for FY 2016. 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 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. 77 Table of Contents Revenue Sources 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 The FY 2016 revenue budget does not include any bond proceeds. If a bond is issued, there is a reserve for Capital Improvements to provide the necessary expenditure authorization for capital 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 $1.06/$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. Gilbert Schools Property Tax 100% 80% Local Schools 56% Residents in Gilbert, based on address, are served primarily within four school districts. Each district has a unique primary and secondary tax rate. The distribution of property tax based on FY 2016 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 60% Community College 40% 20% 14% Special Districts 13% Town of Gilbert 8% 9% 0% Gilbert School District Chandler School District Higley School District Mesa School District Primary (Operating) State County Community College Education Equalization Special Health Care District Gilbert East Valley Institute Local School District Total Primary $0.00 1.36 1.26 0.51 0.19 0.00 0.00 5.26 $8.58 $0.00 1.36 1.26 0.51 0.19 0.00 0.00 4.16 $7.48 $0.00 1.36 1.26 0.51 0.19 0.00 0.00 5.17 $8.49 $0.00 1.36 1.26 0.51 0.19 0.00 0.00 4.62 $7.94 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 0.23 0.01 0.16 0.06 0.01 0.11 1.06 0.05 1.20 $2.89 $0.00 0.23 0.01 0.16 0.06 0.01 0.11 1.06 0.05 2.45 $4.14 $0.00 0.23 0.01 0.16 0.06 0.01 0.11 1.06 0.05 1.78 $3.47 $0.00 0.23 0.01 0.16 0.06 0.01 0.11 1.06 0.05 2.74 $4.43 $0.00 1.36 1.49 0.51 0.01 0.16 0.06 0.01 0.30 1.06 0.05 6.46 $11.47 $0.00 1.36 1.49 0.51 0.01 0.16 0.06 0.01 0.30 1.06 0.05 6.61 $11.62 $0.00 1.36 1.49 0.51 0.01 0.16 0.06 0.01 0.30 1.06 0.05 6.95 $11.96 $0.00 1.36 1.49 0.51 0.01 0.16 0.06 0.01 0.30 1.06 0.05 7.36 $12.37 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 79 Table of Contents Personnel Summary Actual Actual Budget Projected Budget FY 2013 FY 2014 FY 2015 FY 2015 FY 2016 GENERAL FUND Management and Policy Management Services Court Development Services Public Works Police Fire and Rescue Parks and Recreation TOTAL GENERAL FUND 107.49 18.00 29.92 55.80 5.60 342.00 197.00 113.21 869.02 115.75 19.00 30.92 55.80 5.60 345.00 201.00 117.47 890.54 118.00 19.00 30.92 59.30 6.60 350.00 201.00 116.06 900.88 118.15 19.00 30.92 59.30 6.60 350.00 201.00 116.21 901.18 120.15 21.00 30.92 59.30 6.60 354.00 203.00 122.70 917.67 ENTERPRISE FUNDS Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial ENTERPRISE FUNDS 118.20 41.68 71.72 7.28 238.88 117.95 44.68 76.22 7.28 246.13 116.45 45.39 76.72 7.28 245.84 116.45 45.24 76.72 7.28 245.69 124.95 42.50 86.05 8.28 261.78 STREETS FUND 51.00 57.00 57.00 57.00 50.67 INTERNAL SERVICE FUNDS 26.00 26.00 26.00 26.00 26.00 SPECIAL REVENUE 9.55 10.30 11.60 11.45 11.45 CIP ADMINISTRATION 8.15 7.40 7.40 7.40 7.40 1,202.60 1,237.37 1,248.72 1,248.72 1,274.97 TOTAL TOWN POSITIONS FY 2016 Personnel By Fund Enterprise Funds 20.5% Streets Fund 4.0% General Fund 72.0% Internal Service Funds 2.0% CIP Administration 0.6% Special Revenue Funds 0.9% 80 Table of Contents General Fund _____________________________________ General Fund Summary Management and Policy Management Services Municipal Court Development Services Public Works Police Department Fire and Rescue Department Parks and Recreation Non-Departmental Table of Contents Gilbert Fire and Rescue Gilbert Police Department Splash Pad Water Feature in Gilbert’s Downtown Heritage District 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 2016 Budgeted Expenses FY 2016 Fee Supported FY 2016 Transfer Supported FY 2016 Tax Supported FY 2016 % Tax Supported Management and Policy* Management Services* Municipal Court Development Services Public Works Engineering Police Fire and Rescue Parks and Recreation Non-Departmental* $ 22,872,060 2,115,660 3,117,380 5,572,570 765,430 44,176,410 28,807,110 17,645,970 47,428,030 $ 91,000 522,000 219,000 6,244,000 3,405,000 1,619,000 3,314,000 - $ 3,575,690 591,580 100,000 85,920 35,000 451,710 100,000 $ 19,205,370 1,002,080 2,798,380 (671,430) 765,430 40,685,490 27,153,110 13,880,260 47,328,030 84% 47% 90% -12% 100% 92% 94% 79% 100% Total General Fund $ 172,500,620 $ 15,414,000 $ 4,939,900 $ 152,146,720 88% * Expenses include transfers. The total General Fund Revenue budget including fees and taxes is $137,079,000. Fees charged to recover the cost of service total $15,414,000. The tax supported (non-allocated) revenue of $121,665,000 is detailed in the Financial Overview section of this document. In addition, transfers from other operating funds as a recovery of costs incurred to support the operations of Water, Wastewater, Environmental Services Residential, Environmental Services Commercial, and Streets total $4,939,900. 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. Construction sales tax has historically been a driving element of local sales tax. However, as the town approaches build out, construction revenues will continue to lessen. Some of this result has been offset by additional retail sales tax opportunities. 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 2013 Actual FY 2014 Budget FY 2015 Management and Policy Management Services Municipal Court Development Services Public Works Engineering Police Fire and Rescue Parks and Recreation Non-Departmental 107.49 18.00 29.92 55.80 5.60 342.00 197.00 113.21 0.00 115.75 19.00 30.92 55.80 5.60 345.00 201.00 117.47 0.00 118.00 19.00 30.92 59.30 6.60 350.00 201.00 116.06 0.00 118.15 19.00 30.92 59.30 6.60 350.00 201.00 116.21 0.00 120.15 21.00 30.92 59.30 6.60 354.00 203.00 122.70 0.00 869.02 890.54 900.88 901.18 917.67 Actual FY 2013 Actual FY 2014 Budget FY 2015 14,542,662 1,560,986 2,752,748 5,252,465 637,935 37,098,268 22,338,515 14,191,478 3,824,802 21,295,942 1,813,211 2,979,809 5,288,148 770,330 40,369,015 24,771,708 15,062,399 9,287,363 19,692,045 2,069,096 3,146,321 5,565,694 758,368 41,824,523 26,429,823 16,983,259 35,896,355 21,179,760 1,927,320 3,112,640 5,305,280 659,540 41,400,880 26,271,070 16,881,720 11,437,290 22,872,060 2,115,660 3,117,380 5,572,570 765,430 44,176,410 28,807,110 17,645,970 40,541,120 $ 102,199,859 $ 121,637,925 $ 152,365,484 $ 128,175,500 $ 165,613,710 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 75,376,437 26,298,144 525,278 83,991,255 29,295,132 8,351,538 89,183,769 48,437,452 14,744,263 86,669,390 34,787,720 6,718,390 96,176,290 49,556,740 19,880,680 $ 102,199,859 $ 121,637,925 $ 152,365,484 $ 128,175,500 $ 165,613,710 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Total Personnel EXPENSES BY ACTIVITY Management and Policy Management Services Municipal Court Development Services Public Works Engineering Police Fire and Rescue 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 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 121,662,524 4,341,711 129,306,121 4,552,329 131,601,191 5,038,920 134,993,000 6,620,920 137,079,000 4,939,900 $ 126,004,235 $ 133,858,450 $ 136,640,111 $ 141,613,920 $ 142,018,900 102,199,859 7,130,383 121,637,925 5,706,271 152,365,484 11,345,340 128,175,500 11,345,340 165,613,710 6,886,910 Total Uses $ 109,330,242 $ 127,344,196 $ 163,710,824 $ 139,520,840 $ 172,500,620 Net Operating Result $ 16,673,993 $ $ (27,070,713) $ Total Sources Total Expenses Transfers Out 6,514,254 82 2,093,080 $ (30,481,720) Table of Contents General Fund Benchmarks 3,340 average number of residents who live in a square mile within Gilbert Source: Valley Benchmark Cities, FY 2013/14 68.14 total square miles of incorporated area within Town of Gilbert *The Municipal Planning Area of Gilbert is 72.6 square miles; the total incorporated land area is 68.14 square miles. Source: Valley Benchmark Cities, FY 2013/14 74% of Gilbert residents who rate quality of services for taxes paid as good or excellent *Figures represent survey respondents in each community who answered “good” or “excellent” Source: National Citizens Survey, City of Chandler, AZ Citizen Survey 83 Table of Contents General Fund Benchmarks 5.3 Adopted Full Time Equivalents (FTE) per 1,000 residents in Gilbert for FY 2016 Source: City of Chandler, Budget Division, FY 2016 $1,399 average residential household cost of service in Gilbert Source: City of Tempe, 2015 Average Residential Household Cost of Service 8.26% rate of turnover for Gilbert employees in FY 2014 (excludes seasonal) Source: Valley Benchmark Cities, FY 2013/14 84 Table of Contents General Fund Benchmarks 28,893 court cases filed in Gilbert in FY 2014 *The total number of cases that are filed annually with the Town Court in Gilbert. Source: Arizona Administrative Office of the Courts Statistical Data Reports, FY 2014 $114.92 average cost per court case *Cost of processing a case that results in a sufficient outcome. Source: Arizona Administrative Office of the Courts Statistical Data Reports, FY 2014 *Total number of single family building permits for calendar year 2014 in Gilbert Source: Central Homebuilders Association of Arizona 85 Table of Contents General Fund Benchmarks 0.85 reported violent crimes per 1,000 residents of Gilbert in FY 2014 *Violent crime rate measures the reported number of violent crimes per 1,000 residents. Source: Valley Benchmark Cities, FY 2013/14 15.25 reported property crimes per 1,000 residents of Gilbert in FY 2014 Source: Valley Benchmark Cities, FY 2013./14 16,193 calls for service in FY 2014 Source: Valley Benchmark Cities, FY 2013/14 86 Table of Contents General Fund Benchmarks 605 total developed acres of Parks and Recreation space in Gilbert Source: Valley Benchmark Cities, FY 2013/14 39 miles of recreational trails Source: Valley Benchmark Cities, FY 2013/14 87 Table of Contents 88 Table of Contents Management and Policy _________________________________ Management and Policy Summary Mayor and Council Town Manager Communication Intergovernmental Relations Human Resources Economic Development Information Technology Management and Budget Town Clerk General Counsel Prosecutor 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, General Counsel, and Prosecutor. 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 levy; 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 Mayor and Council Town Manager Town Manager Boards and Commissions Communications General Counsel Intergovernmental Relations Prosecutor Human Resources Economic Development Information Technology Town Clerk Management and Budget Neighborhood Services Water Resources CDBG/HOME 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 Neighborhood Services General Counsel Prosecutor 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 Neighborhood Services General Counsel Prosecutor Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 2.00 0.00 6.00 5.00 2.00 7.00 18.75 34.00 4.25 6.49 1.00 3.00 18.00 2.00 0.00 7.00 5.00 2.00 8.00 20.75 36.00 6.00 6.00 1.00 3.00 19.00 2.00 0.00 7.00 6.00 2.00 8.00 21.00 36.00 6.00 6.00 1.00 4.00 19.00 2.00 0.00 7.00 6.00 2.00 8.00 21.00 36.00 6.00 6.00 1.15 4.00 19.00 2.00 0.00 7.00 6.00 2.00 8.00 21.00 38.00 6.00 6.00 1.15 4.00 19.00 107.49 115.75 118.00 118.15 120.15 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 584,642 29,050 917,032 531,434 218,988 974,863 2,005,451 5,680,348 391,636 674,792 101,523 794,065 1,638,838 647,739 23,477 986,120 750,129 274,637 4,932,067 2,281,823 7,364,977 629,184 515,470 110,951 1,023,362 1,756,006 751,956 34,420 1,349,456 772,986 296,768 1,723,093 2,311,101 8,142,694 698,269 667,680 109,921 1,084,437 1,749,264 682,930 31,290 4,079,720 773,700 296,700 1,677,680 2,288,520 7,469,340 743,590 569,640 20,340 790,140 1,756,170 825,090 35,500 3,833,970 825,110 297,460 2,075,020 2,537,990 8,233,160 710,480 593,380 136,280 1,015,130 1,753,490 $ 14,542,662 $ 21,295,942 $ 19,692,045 $ 21,179,760 $ 22,872,060 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 9,320,886 4,844,171 377,605 11,292,134 5,719,090 4,284,718 12,729,352 6,928,757 33,936 11,890,430 9,255,390 33,940 15,413,270 7,408,790 50,000 $ 14,542,662 $ 21,295,942 $ 19,692,045 $ 21,179,760 $ 22,872,060 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 67,001 14,542,662 99,543 21,295,942 102,000 19,692,045 91,500 21,179,760 91,000 22,872,060 $(14,475,661) $(21,196,399) $(19,590,045) $(21,088,260) $(22,781,060) 90 Table of Contents Mayor and Council PURPOSE STATEMENT OBJECTIVES FY 2016 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 The Town Council is comprised of a Mayor and six Council Members. The Council establishes policy through the enactment of laws (ordinances) and the adoption of resolutions. The Mayor and Councilmembers are elected “at large”; that is, they represent the entire community. Members are elected for four-year terms at general municipal elections that are held every two years, resulting in an overlap in the terms of office. Continue to implement strategic initiatives Continue review of town operating and budgetary practices for efficiency Develop, foster, maintain and facilitate meaningful relationships and partnerships between the town and numerous local, regional, tribal, statewide and federal individuals, organizations and agencies Enhance the Citizen Inquiry System responsiveness to constituent inquiries BUDGET NOTES Change in supplies and contractual expenditures include; increase in membership and dues, additional travel and training, and costs for a public relations consultant. In FY 2015, the public relations consultant was budgeted in the Town Manager's Office. ACCOMPLISHMENTS FY 2015 z z z Held the third annual Digital State of the Town 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 STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Overall direction Gilbert is taking (good or excellent) per Citizen Survey Percentage of citizens who are satisfied with the overall quality of life in Gilbert per Citizen Survey Percentage of citizens rating Gilbert as a place to live (good or excellent) per Citizen Survey Citizen ranking for job Gilbert government does at welcoming citizen involvement (good or excellent) per Citizen Survey G.O. Bond Rating – Moody’s G.O. Bond Rating – Standard and Poor’s Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 80% 76% 80% 80% 96% 96% 96% 96% 98% 99% 99% 99% 71% 63% 70% 75% Aa1 Aa1 Aaa Aaa AA AA AA+ AA+ 91 Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Actual FY 2013 Actual FY 2014 Budget FY 2015 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 584,642 Total Expenses $ 584,642 647,739 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 584,642 Total Revenues Total Expenses $ 39,667 584,642 Net Operating Result $ 751,956 (544,975) $ 647,739 $ 682,930 Actual FY 2014 751,956 (586,143) $ $ 682,930 80,000 751,956 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2015 92 $ (612,930) $ $5.00 FY 2014 550,480 274,610 - 70,000 682,930 (671,956) $ FY 2016 825,090 Budget FY 2016 Projected FY 2015 ANNUAL COST PER CAPITA FY 2013 $ 473,070 209,860 - Budget FY 2015 61,596 647,739 825,090 Projected FY 2015 537,096 214,860 $ Budget FY 2016 682,930 Budget FY 2015 497,673 150,066 - Actual FY 2013 OPERATING RESULTS $ Budget FY 2016 Projected FY 2015 751,956 Actual FY 2014 428,338 156,304 - Total Expenses 647,739 Projected FY 2015 825,090 Budget FY 2016 70,000 825,090 (755,090) Table of Contents Town Manager PURPOSE STATEMENT OBJECTIVES FY 2016 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. z z z The Town Manager’s Office directs and coordinates organizational activities; promotes community relations; reviews and recommends the annual operating and capital budgets; reviews financial forecasts and management analyses; performs budgetary control functions; submits recommendations to the Town Council; promotes economic development; coordinates special projects; and supervises and coordinates the daily activities of the Town government. ACCOMPLISHMENTS FY 2015 z z z z z z z Developed the second phase of Gilbert's first long-range 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 and develop a tourism strategy Implemented pay-for-performance in partnership with Human Resources Department Complete mid-decade Census to ensure Town receives state shared revenue based on updated population figures Finalize construction of St. Xavier University in the Heritage District Collaborate with community, health care, and non-profits to open the Gilbert Wellness & Resource Center 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 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 Staffing levels remain consistent from FY 2015. Supplies and contractual budget increases significantly in FY 2015 Projected and FY 2016 Budget as a result of the Special Census being conducted by Gilbert. Expenditures for the Special Census are budgeted as one time appropriations in FY 2016. Contract for a public relation consultant was transferred to the Mayor and Council budget for FY 2016. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Overall quality of life in Gilbert (good or excellent) per Citizen Survey 96% 96% 96% 96% Value of services for the taxes paid to Gilbert (good or excellent) per Citizen Survey 77% 75% 78% 80% 93 Table of Contents Town Manager Actual FY 2013 Actual FY 2014 Budget FY 2015 Town Manager 6.00 7.00 7.00 7.00 7.00 Total Personnel 6.00 7.00 7.00 7.00 7.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Town Manager 917,032 Total Expenses $ 917,032 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ 917,032 $ Actual FY 2013 OPERATING RESULTS Total Revenues Total Expenses 129 917,032 Net Operating Result $ (916,903) $ Projected FY 2015 Budget FY 2016 1,349,456 4,079,720 3,833,970 986,120 $ 1,349,456 $ 4,079,720 $ 3,833,970 Budget FY 2015 Projected FY 2015 Budget FY 2016 819,890 166,230 - 1,170,466 178,990 - 1,055,670 3,024,050 - 3,565,850 268,120 - 986,120 $ 1,349,456 $ 4,079,720 $ 3,833,970 Budget FY 2015 Projected FY 2015 Budget FY 2016 Actual FY 2014 2,352 986,120 1,349,456 4,079,720 3,833,970 (983,768) $ (1,349,456) $ (4,079,720) $ (3,833,970) ANNUAL COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2013 Budget FY 2016 986,120 Actual FY 2014 815,192 101,840 - Projected FY 2015 FY 2014 FY 2015 94 FY 2016 Table of Contents Communications PURPOSE STATEMENT OBJECTIVES FY 2016 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 social media and marketing efforts for Gilbert, the Communications department leverages digital tools to connect with residents. Through our innovative use of technology, we engage residents and visitors with sleek web design, high-quality and highdefinition video production, mobile applications, social media and other forms of digital media establishing Gilbert as a leader in digital government not only in Arizona but nationally. ACCOMPLISHMENTS FY 2015 z z z z z z z z Developed and began implementation of Townwide branding and guidelines Produced high-quality commercial spots that aired on television and our networks Produced television spots in coordination with Saint Xavier University to promote the Gilbert campus and assist with recruitment Created and designed Phase II of the Digital Roadmap Expanded social media channels to Parks and Rrecreation for tourism efforts Held first Social Media 101 class for more than 75 employees Expanded audience for Digital State of the Town, including 4,000 views on YouTube, an offsite theater screening at the local Harkins movie theater, sponsored by Saint Xavier University Expanded the participation of SPARK App League and brought on Google as a primary sponsor z z z z Continue with the development and implementation of a Town-wide social media strategy Digital Roadmap Phase II Implementation Incorporate training for teachers and sponsors for SPARK App League Continue to implement Town-wide branding into all departments, across all channels BUDGET NOTES Staffing levels remain consistent at FY 2015 levels. Expanded budget for advertising and promotion of Gilbert Digital videos and commercial spots. Funding was approved for a Social Media consultant to assist with major campaigns, develop strategy, track metrics, promote hashtags, assist with development of all channels, and YouTube promotion. The adopted budget also reflects an ongoing digital communications initiative on behalf of the Mayor's State of the Town address. One time funding of $7,500 was allocated for printing posters and banners for various events and for the light poles on Gilbert Road in the Heritage District. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Facebook Followers Twitter Followers 1,314 5,013 1,511 5,765 2,578 8,253 3,000 10,000 Views of Digital State of the Town PERFORMANCE MEASURES 2,194 2,540 4,000 5,000 Instagram Followers N/A N/A 1,200 2,000 Press Releases: Traditional & Video 134 120 175 175 95 Table of Contents Communications Actual FY 2013 Actual FY 2014 Budget FY 2015 Communications 5.00 5.00 6.00 6.00 6.00 Total Personnel 5.00 5.00 6.00 6.00 6.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Communications 531,434 Total Expenses $ 531,434 750,129 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 531,434 Total Revenues Total Expenses $ 531,434 Net Operating Result $ 772,986 (531,434) $ 750,129 $ 773,700 Actual FY 2014 772,986 (750,129) $ $ 773,700 772,986 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2015 96 $ (773,700) $ $5.00 FY 2014 663,090 162,020 - 773,700 (772,986) $ FY 2016 825,110 Budget FY 2016 Projected FY 2015 ANNUAL COST PER CAPITA FY 2013 $ 660,110 113,590 - Budget FY 2015 750,129 825,110 Projected FY 2015 657,391 115,595 $ Budget FY 2016 773,700 Budget FY 2015 651,447 98,682 - Actual FY 2013 OPERATING RESULTS $ Budget FY 2016 Projected FY 2015 772,986 Actual FY 2014 468,369 63,065 - Total Expenses 750,129 Projected FY 2015 825,110 Budget FY 2016 825,110 (825,110) Table of Contents Intergovernmental Relations PURPOSE STATEMENT z 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. OBJECTIVES FY 2016 The mission is to build, foster, maintain and facilitate meaningful and strategic relationships on behalf of Gilbert both internally and with local, regional, state and federal organizations, agencies, groups and individuals. The Office of Intergovernmental Relations houses the town's policy and legislative team and staff for the Mayor and Council. It is a part of the Town Manager's Office and serves all town departments as well as the Mayor and Council. z z z z ACCOMPLISHMENTS FY 2015 z z z z z z Represented the town in contacts with the Governor's Office, Arizona Legislature, other municipalities, regional and statewide agencies and organizations, tribal nations, and local and regional business and community organizations Developed, fostered, and maintained meaningful relationships and partnerships between the town and numerous local, regional, tribal, statewide and federal agencies, organizations and individuals Actively reviewed, researched and tracked all state legislation potentially impacting Gilbert Created and executed all legislative activities on behalf of the town Protected the town's interests in various legislative and stakeholder processes and worked to resolve town issues with key partners Represented Mayor and Council and town management on state and regional policy committees, including the Maricopa Association of Governments (MAG), the Regional Public Transit Authority (RPTA), the Arizona Municipal Water User's Association (AMWUA), the League of Arizona Cities and Towns z z z z z z Created internship and mentorship opportunities for students pursuing educational and career prospects in local government and public policy Strengthen our ability to anticipate, recognize and better position the town for major trends and opportunities Implement a constituent inquiry system Increase the timeliness and efficiency of responsiveness to constituent inquiries and issues by the Mayor and Council Office and Office of Intergovernmental Relations 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 Represent the town in contacts with the Governor's Office, Arizona Legislature, other municipalities, regional and statewide agencies and organizations, tribal nations, and local and regional business and community organizations Develop, foster, and maintain meaningful relationships and partnerships between the town and numerous local, regional, tribal, statewide, and federal agencies, organizations and individuals Identify key legislative and policy issues and protect the town's interests in various legislative and stakeholder processes Provide research and analysis, and successfully execute special projects and events as assigned by town management and Mayor and Council Represent Mayor and Council and management on statewide and regional policy committees BUDGET NOTES There were no significant changes to the budget in FY 2016. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Total number of bills introduced during the annual Arizona State Legislative Session 1,305 1,163 1,250 1,250 Number of bills tracked that had a direct impact on Gilbert and received staff input N/A 262 250 TBD 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 Actual FY 2013 Actual FY 2014 Budget FY 2015 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 218,988 $ 218,988 274,637 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 218,988 Total Revenues Total Expenses $ 218,988 Net Operating Result $ 296,768 (218,988) $ 274,637 $ 296,700 Actual FY 2014 296,768 (274,637) $ $ 296,700 296,768 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2015 98 $ (296,700) $ $5.00 FY 2014 268,730 28,730 - 296,700 (296,768) $ FY 2016 297,460 Budget FY 2016 Projected FY 2015 ANNUAL COST PER CAPITA FY 2013 $ 268,350 28,350 - Budget FY 2015 274,637 297,460 Projected FY 2015 268,423 28,345 $ Budget FY 2016 296,700 Budget FY 2015 250,487 24,150 - Actual FY 2013 OPERATING RESULTS $ Budget FY 2016 Projected FY 2015 296,768 Actual FY 2014 196,933 22,055 - Total Expenses 274,637 Projected FY 2015 297,460 Budget FY 2016 297,460 (297,460) Table of Contents Human Resources PURPOSE STATEMENT OBJECTIVES FY 2016 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. ACCOMPLISHMENTS FY 2015 z z z z Implemented the new competency based STAR Employee Performance Management program Launched Situational Leadership-Building Leaders to all supervisors, managers and directors in the organization Implemented a Talent Management System that includes performance management, compensation management, onboarding, learning management and recruitment Launched Phase I Employee Safety Strategy z z z z z z Develop and implement sustainment plan for STAR Employee Performance Management program Continue deployment of Talent Management system to end users Implement Phase II Employee Safety Strategy Deploy SkillSoft eLearning Begin implementation of HRIS/Payroll system Recruit and onboard 500+ employees for the FY 2016 Special Census BUDGET NOTES No additional FTE were added for FY 2016. One time appropriations of approximately $218,000 are included in the supplies and contractual line items for Human Resources. One time expenditures include; conduct compensation and benefit study in alignment with the compensation philosophy, and employee and leadership training. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 8.18% 82% 8.26% 83% 8.50% 85% 8.50% 88% Direct learning expenditures per employee $375 $377 $350 $404 Benefits as a % of total compensation (not including overtime) 40% 40% 40% 40% Experience modification rate 0.94 0.97 0.98 1.29 Workers' Compensation premium cost per employee $889 $1,351 $1,473 $1,815 Average value of public entity insurance claims $2,300 $2,400 $2,400 $2,400 Human Resources staff to employee ratio 1:64.14 1:59.63 1:59.46 1:60.71 PERFORMANCE MEASURES Turnover rate for regular employees Percentage of successful placements 99 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 2013 Actual FY 2014 Budget FY 2015 10.00 3.00 3.00 2.75 12.00 3.00 3.00 2.75 12.00 3.00 3.00 3.00 12.00 3.00 3.00 3.00 12.00 3.00 3.00 3.00 18.75 20.75 21.00 21.00 21.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 1,070,591 369,947 319,843 245,070 1,282,524 409,367 362,085 227,847 1,353,870 398,376 345,847 213,008 1,314,200 402,550 348,440 223,330 1,474,740 487,880 346,490 228,880 $ 2,005,451 $ 2,281,823 $ 2,311,101 $ 2,288,520 $ 2,537,990 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,601,251 404,200 - 1,937,823 344,000 - 2,046,373 264,728 - 1,972,720 315,800 - 2,025,370 512,620 - $ 2,005,451 $ 2,281,823 $ 2,311,101 $ 2,288,520 $ 2,537,990 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 13,972 2,005,451 Net Operating Result Projected FY 2015 11,223 2,281,823 10,000 2,311,101 8,000 2,288,520 7,000 2,537,990 $ (1,991,479) $ (2,270,600) $ (2,301,101) $ (2,280,520) $ (2,530,990) COST PER FTE $2,500.00 $2,000.00 $1,500.00 $1,000.00 $500.00 $0.00 FY 2013 FY 2014 100 FY 2015 FY 2016 Table of Contents Economic Development PURPOSE STATEMENT OBJECTIVES FY 2016 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. ACCOMPLISHMENTS FY 2015 z z z z z z z z z z z z z z Competed year three of a 5-year strategic plan focused on job growth and capital investment Distributed a RFP to gain an understanding of the demand and supply conditions relative to higher education in metro Phoenix Developed a 3-year business retention and expansion (BR&E) plan focused on technologybased firms and entrepreneurship and incorporated "Economic Gardening" into the plan Completed a Tourism Needs Assessment Completed a Redevelopment Plan Update with a focus on real estate and land use, traffic and circulation, and developing a real time parking model for the Heritage District Implemented an Information, Communication and technology (ICT) campaign designed to target Canadian investors to meet forecasted business development goals Invested in datasets and networks that build geographic and skills vs. employer demand, and out-of-market market intelligence in IL and enhance the competiveness intelligence on science and technology programs in the for Gilbert's science and technology industries Leveraged and developed Ambassador Network to broaden site selection networks and create 1:1 lead connections in CA, CO, IL, TX and UT Digitally engaged customers utilizing web content management, web analytics and marketing campaigns integrated with Gilbert's CRM system for automated platform history capture z z z z z Compete year four of a 5-year strategic plan focused on job growth and capital investment Develop a 5-year Tourism Strategic Plan Work with the Gilbert community as well as with departments and divisions to develop the santan character area in accordance with the vision Implement the approved policy recommendations in each of employment corridors Implement the approved recommendations from the higher education study Implement year one of the 3-year business retention and expansion plan focused on technology-based firms and entrepreneurship using the principals and tactics from economic gardening Implement the approved policy recommendations from the Redevelopment Plan Update Continue to leverage and develop the 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 platform history capture 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 BUDGET NOTES Funding supports implementation of a framework for attracting, retaining and growing businesses and high-wage, high-growth Science, Technology, Engineering, and Math (STEM) industries over the next five years. Strategic communications tools and geographic intelligence marketing databases were also a priority. One time funding for a contract position was approved to implement the findings in the Tourism Needs Assessment. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Lead Generation Staff Assisted Projects Announced Capital Investment Job Announcements Retention Calls Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 172 30 230 23 250 42 300 45 $194,004,709 $198,395,800 $235,000,000 $295,000,000 1,645 1,772 2,000 2,600 51 55 50 50 101 Table of Contents Economic Development PERSONNEL BY ACTIVITY Economic Development Total Personnel EXPENSES BY ACTIVITY Economic Development Redevelopment Shop Gilbert Tourism Total Expenses $ Actual FY 2014 Budget FY 2015 7.00 8.00 8.00 8.00 8.00 7.00 8.00 8.00 8.00 8.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Personnel Supplies & Contractual Capital Outlay $ Total Revenues Total Expenses $ 1,387,320 168,940 10,000 111,420 1,434,250 202,070 13,500 425,200 974,863 $ 4,932,067 $ 1,723,093 $ 1,677,680 $ 2,075,020 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 536,662 419,146 19,055 749,219 542,489 3,640,359 847,408 841,749 33,936 792,570 851,170 33,940 857,040 1,167,980 50,000 974,863 $ 4,932,067 $ 1,723,093 $ 1,677,680 $ 2,075,020 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 3,285 4,932,067 1,723,093 1,677,680 2,075,020 (974,863) $ (4,928,782) $ (1,723,093) $ (1,677,680) $ (2,075,020) ANNUAL COST PER CAPITA $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2013 Budget FY 2016 1,442,157 168,936 10,000 102,000 974,863 Net Operating Result Projected FY 2015 Budget FY 2016 1,260,311 3,643,227 28,529 Actual FY 2013 OPERATING RESULTS Projected FY 2015 953,817 19,055 1,991 - Actual FY 2013 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 FY 2014 FY 2015 102 FY 2016 Table of Contents Information Technology PURPOSE STATEMENT OBJECTIVES FY 2016 Protect the Gilbert's information, ensure technology infrastructure is sustainable, invest in strategic technologies that empower departments to provide exceptional service to the community while keeping staff levels lean, and build adequate infrastructure to prepare for localized disaster that may cause IT service interruptions. z z ACCOMPLISHMENTS FY 2015 z z z z z z z Agenda management system implemented for Town Council meetings Performance management system implemented Learning management system is prepared to go live at the start of FY 2016 Permitting, business licensing, and code compliance software implementation is underway and on schedule Went live with the electronic citations for Police Traffic Unit Disaster response testing completed for 911 dispatch, core financials, timekeeping and document management systems z z z z Learning management system will go live Employee onboarding system will go live Online employee recruitment system will be implemented and go live Permitting, business licensing, and code compliance system implementation will continue with go live anticipated in early FY 2017 Refine testing of disaster recovery systems for 911 dispatch Refine testing of disaster recovery systems for financial, timekeeping, and document management systems Complete first testing of half of tier 2 information technology systems BUDGET NOTES Two new FTE were approved for the FY 2016 budget; Help Desk Technician and GIS Administrator. Approximately $860,000 in one time projects are included in the FY 2016 IT budget. Projects include; electronic patient care tablet replacements, replace 911 call recorder system, date center network 10Gb upgrade, and modeling software. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 % of high priority work-orders resolved by Information Technology in 24 hours 70 74 77 80 % of critical work orders resolved in 2 hours 52 54 72 80 0.004 0.00 0.009 0.00 0.025 0.01 <0.050 <0.05 99.97 99.98 99.38 >99.90 99.97 99.98 99.38 >99.90 99.95 99.99 99.91 >99.90 PERFORMANCE MEASURES % Unplanned down time for phone system % Unplanned down time for data network % In service time for Utility Bill payment system % In service time for Building Inspection scheduling and results % In service time for Parks and Recreation reservations systems 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 Budget FY 2015 Projected FY 2015 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 2.00 9.00 19.00 8.00 0.00 34.00 36.00 36.00 36.00 38.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 254,723 3,960,699 2,429,234 720,317 4 301,475 3,628,091 3,555,080 658,048 - 262,880 3,488,520 3,075,220 642,720 - 292,920 3,396,900 3,761,300 782,040 - $ 5,680,348 $ 7,364,977 $ 8,142,694 $ 7,469,340 $ 8,233,160 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Personnel Supplies & Contractual Capital Outlay 2,724,130 2,597,668 358,550 3,260,712 3,459,906 644,359 3,742,327 4,400,367 - 3,319,800 4,149,540 - 3,924,500 4,308,660 - $ 5,680,348 $ 7,364,977 $ 8,142,694 $ 7,469,340 $ 8,233,160 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 250,744 2,238,065 2,363,250 671,510 156,779 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 5,680,348 1,214 7,364,977 8,142,694 7,469,340 8,233,160 $ (5,680,348) $ (7,363,763) $ (8,142,694) $ (7,469,340) $ (8,233,160) COST PER FTE $10,000.00 $8,000.00 $6,000.00 $4,000.00 $2,000.00 $0.00 FY 2013 FY 2014 FY 2015 104 FY 2016 Table of Contents Management and Budget PURPOSE STATEMENT OBJECTIVES FY 2016 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 z ACCOMPLISHMENTS FY 2015 z z z z z z z z Received the Distinguished Budget Presentation Award for the 16th consecutive year from the Government Finance Officers Association (GFOA) Received the ICMA Center for Performance Management Certificate of Distinction Award for the second consecutive year; one of only 10 communities nationwide Refinanced the Town's 2006 Public Facilities MPC Revenue Bonds at a net present value savings of over $2.3 million Assisted in the achievement in the Town receiving an upgrade to a Aaa bond rating Successful in sale of $36.9 million subordinate lien pledged revenue obligations. Saint Xavier University will pay lease payments equal to the debt service payment Restructuring of Executive Team budget approval process Creation of a centralized fee schedule Successfully completed 66 Lean Six Sigma projects and 19 are currently in progress z z z z Update the Gilbert Benchmark Report Receive the Distinguished Budget Presentation Award for the 17th consecutive year from the Government Finance Officers Association Receive the ICMA Center for Performance Management Certificate of Excellence Award for the 3rd consecutive year Revise Policies of Sound Financial Management to include minimum fund balance for Enterprise funds and debt service Complete analysis of town's fees and charges Complete CIP optimization Complete Lean Six Sigma greenbelt certification Complete General Fund Long-Range Financial Plan BUDGET NOTES Staffing levels remain consistent at FY 2015 levels. A consultant to assist with the Lean Six Sigma initiative is budgeted with one time funding in FY 2016. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Maintain high quality bond rating and ultimately achieve AAA for G.O. (Standard & Poor's) Maintain high quality bond rating and ultimately achieve Aaa for G.O. (Moody's) Percentage of budgeted operating funds spent Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 AA AA AA+ AA+ Aa1 Aa1 Aaa Aaa 92.39% 93.92% 97.32% 100.00% 105 Table of Contents Management and Budget PERSONNEL BY ACTIVITY Actual FY 2013 Actual FY 2014 Budget FY 2015 Management and Budget 4.25 6.00 6.00 6.00 6.00 4.25 6.00 6.00 6.00 6.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Total Personnel EXPENSES BY ACTIVITY Management and Budget Total Expenses 391,636 $ 391,636 629,184 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 391,636 Total Revenues Total Expenses $ 391,636 Net Operating Result $ 698,269 (391,636) $ 629,184 $ 743,590 Actual FY 2014 698,269 (629,184) $ $ 743,590 698,269 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2015 106 $ (743,590) $ $5.00 FY 2014 642,180 68,300 - 743,590 (698,269) $ FY 2016 710,480 Budget FY 2016 Projected FY 2015 ANNUAL COST PER CAPITA FY 2013 $ 642,740 100,850 - Budget FY 2015 629,184 710,480 Projected FY 2015 641,019 57,250 $ Budget FY 2016 743,590 Budget FY 2015 589,532 39,652 - Actual FY 2013 OPERATING RESULTS $ Budget FY 2016 Projected FY 2015 698,269 Actual FY 2014 380,705 10,931 - Total Expenses 629,184 Projected FY 2015 710,480 Budget FY 2016 710,480 (710,480) Table of Contents Town Clerk PURPOSE STATEMENT OBJECTIVES FY 2016 The Town Clerk serves citizens in a courteous, impartial manner that promotes confidence and trust, provides all customers with quality service in an efficient and timely manner, and works in harmony with elected officials. The Clerk’s Office prepares Council agendas and related documents; records legislative actions; attests official actions of the Council; maintains, protects, 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 z z z z z ACCOMPLISHMENTS FY 2015 z z Conducted 2014 Primary Election Responded to approximately 100 public records requests with approximately 80% of responses in less than 24 hours Continued to work in partnership with Information Technology on OnBase Administration for implementation of electronic document management Continued to deliver hands-on user training for OnBase search/retrieval and email retention Completed Wildly Important Goal (WIG) to update procedures and cross-train staff so there is at least one back up in all functions Implemented OnBase Agenda Manager for Council agendas and trained all end users Created a Board and Commission Member Resource page on the website that contains the Board and Commission Handbook, other publications, and links to other records z 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 Fall 2016 elections in compliance with federal, state, and local laws Continue focus on records management activities and programs in the organization Begin implementation of OnBase Agenda Manager for all Board and Commission agendas and meetings BUDGET NOTES No major changes in funding or level of service. Expenditures for FY 2015 were lower than anticipated as there was no general election, only a primary in the fall of calendar year 2014. Reduced appropriation in FY 2016 is the result of there being no election next year. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Percentage of public records requests responded to within 24 hours 65% 71% 80% 65% Percentage of subpoenas responded to within timeframe established by law 100% 100% 100% 100% Percentage of agendas and public notices posted at least 24 hours prior to meeting in conformance with Open Meeting Law 100% 100% 100% 100% Percentage of draft minutes posted to the website within three working days of meeting for accessibility and transparency 100% 100% 100% 100% Percentage of elections held that comply with federal, state, and local laws 100% N/A 100% N/A Percentage of regular Council meeting agendas and items posted to the website for accessibility and transparency at least 7 days prior to the meeting N/A 100% 100% 100% PERFORMANCE MEASURES 107 Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Actual FY 2013 Actual FY 2014 Budget FY 2015 6.49 6.00 6.00 6.00 6.00 6.49 6.00 6.00 6.00 6.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 674,792 Total Expenses $ $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 674,792 515,470 674,792 $ Total Revenues Total Expenses 2,851 674,792 Net Operating Result $ (671,941) $ 515,470 667,680 $ 569,640 Actual FY 2014 8,342 515,470 (507,128) $ 667,680 $ Budget FY 2015 569,640 2,000 667,680 (665,680) $ $4.00 $3.00 $2.00 $1.00 $0.00 FY 2015 108 FY 2016 593,380 Budget FY 2016 557,560 35,820 - $ Projected FY 2015 $5.00 FY 2014 $ 474,110 95,530 - ANNUAL COST PER CAPITA FY 2013 593,380 Projected FY 2015 508,437 159,243 $ Budget FY 2016 569,640 Budget FY 2015 480,367 35,103 - Actual FY 2013 OPERATING RESULTS $ Budget FY 2016 Projected FY 2015 667,680 Actual FY 2014 527,756 147,036 $ 515,470 Projected FY 2015 1,500 569,640 (568,140) $ 593,380 Budget FY 2016 2,000 593,380 (591,380) Table of Contents General Counsel PURPOSE STATEMENT OBJECTIVES FY 2016 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 2015 z z z z z z z z z z Assisted in transitioning Gilbert’s interest in Phoenix Mesa Gateway Airport Prepared updates to several chapters of the municipal code (massage, escort services, ecigarettes) per request of Council and worked with staff to complete several Land Development Code (LDC) amendments Prepared IGA with Chandler for joint detention facility and assisted with policy development for the Gilbert Chandler Unified Holding Facility Advised Council on Cox audit appeal hearing Assisted and advised with issues concerning ambulance services and Certificate of Necessity application Conducted process for outside legal services, developed list of approved providers Assisted with Town defense in Reed v. Gilbert before the U.S. Supreme Court Assisted in preparations for mid-decade census Counseled planning staff, Planning Commission and Town Council with proposed regulation of behavioral health hospitals Assisted with analysis and drafting of regulations for recovery residences z z z z z z z z z z Assist with training regarding contract and procurement procedures Continue to assist town to comply with developments in the laws that affect Gilbert Continue to implement and refine management of outside counsel processes Provide report on total legal costs to Gilbert Continue to develop body worn video camera policy and procedures Continue to develop records redaction system Continue to develop training for civilian and sworn staff Continue to review and revise General Orders Coordinate review of Town Code provisions with Code Compliance and prosecutors to improve enforcement procedures Continue to improve forms and processes for planning and engineering matters BUDGET NOTES Supplies and contractual budget has decreased in FY 2016 as the Town Attorney’s Office is fully staffed and there is less reliance on outside counsel representation. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Per capita legal expenditures Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 3.61 4.50 3.36 4.24 109 Table of Contents General Counsel Actual FY 2013 Actual FY 2014 Budget FY 2015 General Counsel 3.00 3.00 4.00 4.00 4.00 Total Personnel 3.00 3.00 4.00 4.00 4.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel Total Expenses $ 1,023,362 1,084,437 794,065 $ 1,023,362 $ 1,084,437 Actual FY 2014 Budget FY 2015 Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 794,065 $ 794,065 - 273,354 750,008 - 514,017 570,420 - 794,065 $ 1,023,362 $ 1,084,437 Actual FY 2014 Budget FY 2015 Actual FY 2013 OPERATING RESULTS Total Revenues Total Expenses 794,065 Net Operating Result $ 1,023,362 Projected FY 2015 Projected FY 2015 $ (794,065) $ (1,023,362) $ (1,084,437) $ $4.00 $3.00 $2.00 $1.00 $0.00 FY 2015 110 $ 1,015,130 Budget FY 2016 515,960 274,180 - 533,190 481,940 - 790,140 $ 1,015,130 Budget FY 2016 1,015,130 (790,140) $ (1,015,130) $5.00 FY 2014 790,140 790,140 ANNUAL COST PER CAPITA FY 2013 1,015,130 Projected FY 2015 1,084,437 Budget FY 2016 790,140 Projected FY 2015 $ Budget FY 2016 FY 2016 Table of Contents Prosecutor PURPOSE STATEMENT OBJECTIVES FY 2016 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 ACCOMPLISHMENTS FY 2015 z z z z z z z Tested an external portal that defense attorneys can use to view their cases and obtain electronic discovery materials directly from our case management system. Partnered with a few of the public defenders for testing before rolling out to all defense attorneys Continued using volunteers to assist with victim advocacy and file destruction Utilized a legal intern from Phoenix School of Law to assist with attorney duties including drafting motion responses 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 Effectively prosecuted crimes and held defendants accountable for their actions while assisting victims Effectively used technology to increase office efficiencies and reduce demands on human resources while providing excellent service to both inside and outside customers z z z z z z Implement eCitations with Brazos resulting in further efficiencies and the reduction of data input by staff Develop and implement import system between Full Court and eCourt so that dates will be automatically entered into our case management system, once again resulting in further efficiencies and the reduction of data input by staff Activate the external portal in order to allow defense attorneys to view their cases and obtain electronic discovery materials directly from Gilbert case management system Begin electronically filing longform complaints with the Court 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 BUDGET NOTES There were no significant changes to the FY 2016 Prosecutor budget. In FY 2016, the Prosecutor's Office was moved from Legal and Court to the Town Attorney's Office under the Management & Policy section of the budget document. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Percentage of cases charged after review 71% 71% 71% 71% Number of Criminal Cases Percentage of DV offenders referred to counseling programs Volunteer Hours Served 5,237 5,109 5,500 5,500 100% 100% 100% 100% 784.70 102.25 130.00 150.00 PERFORMANCE MEASURES 111 Table of Contents Prosecutor PERSONNEL BY ACTIVITY Prosecutor Total Personnel EXPENSES BY ACTIVITY Prosecutor Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Actual FY 2013 Actual FY 2014 Budget FY 2015 18.00 19.00 19.00 19.00 19.00 18.00 19.00 19.00 19.00 19.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 1,638,838 1,756,006 1,749,264 1,756,170 1,753,490 $ 1,638,838 $ 1,756,006 $ 1,749,264 $ 1,756,170 $ 1,753,490 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,556,141 82,697 - 1,691,799 64,207 - 1,706,484 42,780 - 1,712,500 43,670 - 1,704,500 48,990 - $ 1,638,838 $ 1,756,006 $ 1,749,264 $ 1,756,170 $ 1,753,490 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 10,382 1,638,838 Net Operating Result Projected FY 2015 11,531 1,756,006 10,000 1,749,264 12,000 1,756,170 12,000 1,753,490 $ (1,628,456) $ (1,744,475) $ (1,739,264) $ (1,744,170) $ (1,741,490) COST PER CASE $375.00 $300.00 $225.00 $150.00 $75.00 $0.00 FY 2013 FY 2014 FY 2015 112 FY 2016 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 113 Economic Development High Performing Government Table of Contents MANAGEMENT SERVICES Actual FY 2013 Actual FY 2014 Budget FY 2015 Administration Accounting Purchasing Tax Compliance 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 1.00 9.00 7.00 4.00 Total Personnel 18.00 19.00 19.00 19.00 21.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 Administration Accounting Purchasing Tax Compliance 184,493 800,526 257,359 318,608 184,786 896,590 356,054 375,781 187,480 1,081,685 386,856 413,075 194,350 922,070 395,450 415,450 187,090 919,220 543,930 465,420 Total Expenses $ 1,560,986 $ 1,813,211 $ 2,069,096 $ 1,927,320 $ 2,115,660 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 1,340,160 220,826 - 1,662,811 150,400 - 1,889,761 179,335 - 1,743,310 184,010 - 1,889,640 226,020 - $ 1,560,986 $ 1,813,211 $ 2,069,096 $ 1,927,320 $ 2,115,660 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 873,585 1,560,986 $ 716,689 1,813,211 629,000 2,069,096 520,500 1,927,320 522,000 2,115,660 (687,401) $ (1,096,522) $ (1,440,096) $ (1,406,820) $ (1,593,660) 114 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 z ACCOMPLISHMENTS FY 2015 z z z z z z z z z Received Certificate of Achievement for Excellence in Financial Reporting for the 24th consecutive year from 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 Implemented a paperless process for the following areas: cash receipts and 25% of accounts receivable invoices Completed the business mapping with the Information Technology Department Created a new Sharepoint/Eden process to better track returned checks Added a new bank account for Parks and Recreation department cash receipts and implemented a new reconciliation process Assisted the Parks and Recreation department with the identification of customer accounts with credit balances and processed refunds in a timely manner With the assistance of the Information Technology department, implemented vendor payment terms in Eden for all vendors to auto assign due dates of invoices and also to be able to automatically accept discounts offered by vendors z Provided Eden general ledger and report training to Town staff Provided Eden utility billing and credit card training to the customer service professionals; created instruction guide for utility refunds Provided Eden accounts receivable training to administrative assistants Refinanced the Town's 2006 Public Facilities MPC Revenue Bonds at a net present value savings of over $2.3 million Assisted in the achievement in the Town receiving an upgrade to a Aaa bond rating OBJECTIVES FY 2016 z 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 Continue to provide Accounts Payable training to all newly hired administrative assistants and newly promoted supervisors or managers Work with Bank of America to increase Epayables and the Town's rebate Work with the Information Technology department to develop plan, start implementation and identify process conversions from EDEN to the new financial software system BUDGET NOTES Increase to the budget for additional training and travel that are related to the conversion from Eden software to the new financial software computer system. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 # of material weaknesses in internal controls reported by the auditors 0 0 0 0 % of time processes and reports are completed by required deadlines 100% 100% 100% 100% PERFORMANCE MEASURES 115 Table of Contents Accounting PERSONNEL BY ACTIVITY Accounting Total Personnel EXPENSES BY ACTIVITY Accounting Total Expenses $ Budget FY 2015 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 9.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 800,526 $ Actual FY 2013 Personnel Supplies & Contractual Capital Outlay $ 800,526 $ Actual FY 2013 Total Revenues Total Expenses 37,437 800,526 $ 896,590 1,081,685 896,590 $ 1,081,685 Actual FY 2014 671,258 129,268 - OPERATING RESULTS Net Operating Result Actual FY 2014 800,526 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 (763,089) $ 936,320 145,365 - 896,590 $ 1,081,685 45,248 896,590 Budget FY 2016 922,070 $ 922,070 919,220 $ Projected FY 2015 $ Budget FY 2015 25,000 1,081,685 922,070 919,220 Budget FY 2016 776,200 145,870 - (851,342) $ (1,056,685) $ 116 Budget FY 2016 Projected FY 2015 Budget FY 2015 769,435 127,155 - Actual FY 2014 Projected FY 2015 779,640 139,580 $ Projected FY 2015 20,500 922,070 (901,570) $ 919,220 Budget FY 2016 22,000 919,220 (897,220) Table of Contents Purchasing PURPOSE STATEMENT OBJECTIVES FY 2016 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 z z ACCOMPLISHMENTS FY 2015 z z z z z z z Established Local Business Opportunity Policy that was approved by the Town Council in October 2014 Implemented online vendor database to support the Town's Local Business Opportunity Policy Cost avoidance of approximately $712,000 by procuring items identified through spend analysis Completed Spend Analysis of selected commodity purchases to determine opportunities for savings Completed "current state" mapping process of purchasing operation as part of Lean Six Sigma purchasing optimization Completed transfer of shop stores operation from Public Works to Purchasing Division in September 2014 Submitted six CQI Ideas for enhancing and improving efficiency of purchasing processes to the CQI Steering Committee, which were all approved z z Recruit for a contract specialist position approved in the FY 2016 budget Complete major revisions and update to Town Purchasing Code Complete comprehensive formal training program and update of Purchasing Manual (Note: This was delayed in FY 2015 due to ongoing Lean Six Sigma purchasing optimization process) Complete revisions/updates to selected town solicitation and contract templates Achieve cost avoidance of approximately $800,000 based on spend analysis conducted on selected commodity purchases in FY 2015 and FY 2016 BUDGET NOTES Increased personnel budget reflects a new contract specialist position that was approved in the FY 2016 budget process. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Savings achieved based on spend analysis Customer Loyalty Net Promoter Score N/A N/A $592,945 N/A $712,340 61 $800,000 70 Level of Interest rating of purchasing training program before and after class (high/very high increase) 53% N/A N/A 65% PERFORMANCE MEASURES 117 Table of Contents Purchasing PERSONNEL BY ACTIVITY Purchasing Total Personnel EXPENSES BY ACTIVITY Purchasing Total Expenses $ Budget FY 2015 4.00 5.00 5.00 5.00 7.00 4.00 5.00 5.00 5.00 7.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 257,359 356,054 $ Actual FY 2013 Personnel Supplies & Contractual Capital Outlay $ 257,359 $ 84,778 257,359 $ $ (172,581) $ 356,054 $ 87,709 356,054 (268,345) $ 386,856 Budget FY 2016 395,450 $ 395,450 543,930 $ Projected FY 2015 382,531 4,325 - Actual FY 2014 118 386,856 Budget FY 2016 Projected FY 2015 Budget FY 2015 350,724 5,330 - Actual FY 2013 Total Revenues Total Expenses 356,054 Projected FY 2015 386,856 Actual FY 2014 253,740 3,619 - OPERATING RESULTS Net Operating Result Actual FY 2014 257,359 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 Budget FY 2016 391,820 3,630 $ Budget FY 2015 100,000 386,856 (286,856) $ 395,450 543,930 529,970 13,960 $ Projected FY 2015 100,000 395,450 (295,450) $ 543,930 Budget FY 2016 100,000 543,930 (443,930) Table of Contents Tax Compliance PURPOSE STATEMENT OBJECTIVES FY 2016 To promote voluntary tax compliance through systematic and comprehensive tax compliance programs designed to educate the community in a fair, equitable and cost-effective manner, while providing superior customer service to all of our customers. z ACCOMPLISHMENTS FY 2015 z z z z z z z z z z Achieved 94% compliance rate from reviewed taxpayers Achieved 98% customer satisfaction Initiated Transaction Privilege Tax (TPT) simplification implementation Enhanced website to better inform taxpayers of new tax law changes Hosted Arizona Department of Revenue (AZDOR) taxpayer education seminars on new tax law changes Redesigned tax compliance programs to meet new AZDOR standards Actively participated in all-jurisdiction implementation of new tax laws to affect positive change for Gilbert taxpayers Assisted AZDOR in training all-jurisdiction staff in new compliance standards Gilbert Tax Division staff successfully completed AZDOR new compliance training z z z Achieve 90% compliance rate from reviewed taxpayers Achieve 90% customer satisfaction Continue to timely provide our taxpayers with the most current information regarding the ongoing TPT Simplification efforts Continue active role as Pilot City for new AZDOR processes in order to affect positive change for taxpayers and all other taxing jurisdictions, statewide Continue to enhance our processes as AZDOR continues TPT Simplification implementation BUDGET NOTES The increase of approximately $40,000 to the supplies and contractual budget reflects the addition of two part-time internships within the Tax Division. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 % of Reviewed Taxpayers brought into Compliance 91% 92% 94% 90% Customer Satisfaction 85% 95% 98% 90% 119 Table of Contents Tax Compliance Actual FY 2013 Actual FY 2014 Budget FY 2015 Tax Compliance 4.00 4.00 4.00 4.00 4.00 Total Personnel 4.00 4.00 4.00 4.00 4.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Tax Compliance Total Expenses 318,608 $ Personnel Supplies & Contractual Capital Outlay $ 318,608 $ 432,762 375,781 207,951 120 $ $ 413,075 $ 415,450 $ 465,420 Budget FY 2016 395,870 69,550 - $ Projected FY 2015 504,000 413,075 90,925 $ 392,120 23,330 - Budget FY 2015 $ 415,450 465,420 Projected FY 2015 386,495 26,580 - 583,732 375,781 $ 413,075 Budget FY 2016 415,450 Budget FY 2015 Actual FY 2014 751,370 318,608 $ $ 359,730 16,051 - Actual FY 2013 Total Revenues Total Expenses 375,781 Budget FY 2016 Projected FY 2015 413,075 Actual FY 2014 248,279 70,329 - OPERATING RESULTS Net Operating Result $ Actual FY 2013 EXPENSES BY CATEGORY Total Expenses 318,608 375,781 Projected FY 2015 465,420 Budget FY 2016 400,000 415,450 400,000 465,420 (15,450) $ (65,420) Table of Contents Municipal Court _________________________________ Municipal Court Summary Municipal Court Table of Contents MUNICIPAL COURT DEPARTMENT DESCRIPTION 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 ORGANIZATIONAL CHART MUNICIPAL COURT Municipal Court 121 Economic Development High Performing Government Table of Contents MUNICIPAL COURT Actual FY 2013 Actual FY 2014 Budget FY 2015 Municipal Court 29.92 30.92 30.92 30.92 30.92 Total Personnel 29.92 30.92 30.92 30.92 30.92 Actual FY 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY DIVISION EXPENSES BY DIVISION 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 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 2,752,748 2,979,809 3,146,321 3,112,640 3,117,380 $ 2,752,748 $ 2,979,809 $ 3,146,321 $ 3,112,640 $ 3,117,380 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 2,382,631 370,117 - 2,587,913 391,896 - 2,702,991 443,330 - 2,683,000 429,640 - 2,694,060 423,320 - $ 2,752,748 $ 2,979,809 $ 3,146,321 $ 3,112,640 $ 3,117,380 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 241,907 2,752,748 240,498 2,979,809 213,000 3,146,321 219,000 3,112,640 219,000 3,117,380 $ (2,510,841) $ (2,739,311) $ (2,933,321) $ (2,893,640) $ (2,898,380) 122 Table of Contents Municipal Court PURPOSE STATEMENT OBJECTIVES FY 2016 To resolve the cases filed in the court in a timely and just manner, consistent with the Constitutions of the United States and Arizona, Arizona State Law and local ordinances. z ACCOMPLISHMENTS FY 2015 z z z z z Made significant progress towards electronic document filing with the installation of an integrated electronic document management system using offender paid funds; the court is now able to receive, distribute, reference and manage documents electronically Implemented an electronic notification process to inform the court's home detention vendor, counseling department, public defenders, prosecutors and the Superior Court in Maricopa County about case proceedings The court hosted eight educational events for court personnel in the metropolitan area, contributing to the high performing government strategic initiative by improving knowledge among court personnel Implemented three new elements of the Courtrools court performance management methodology, an Access & Fairness survey, Age of Active Cases and Time to Disposition measures Confirmed the court's ability to destroy electronic records in accordance with requirements imposed by the Arizona Supreme Court z z z z To further expand the court's electronic document management system to include the digitization and indexing of all incoming documents. This includes the ability for the prosecutor to file pleadings and complaints using electronic means The implementation and expansion of electronic citations as primary means for Gilbert Police Officers to file complaints Outfitting courtrooms to display video evidence captured by body-worn cameras and presented by the state during trials. Managing digital evidence submitted to the court and ensuring a secure chain of custody Complying with Arizona Supreme Court Administrative Order 2014-108 establishing case processing time standards and associated reporting requirements Participation in and implementation of Gilbert's Employee Safety Initiative BUDGET NOTES There were no significant changes to the Municipal Court budget in FY 2016. The decrease of approximately $20,000 in the supplies and contractual budget is largely due to a decrease in public defender fees, which was determined after an analysis of historical usage. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Dispose of at least 55% of active cases within 90 days Maintain a case disposition rate of 1.0 or greater Maintain competitive cost per disposed case rate relative to benchmarked courts Maintain higher revenue per case disposed rate relative to benchmarked courts Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 N/A 55% 80% 80% 0.97 0.99 1.0 1.0 $109.15 $115.57 $123.00 $125.00 $256.76 $260.59 $262.00 $264.00 123 Table of Contents Municipal Court Actual FY 2013 Actual FY 2014 Budget FY 2015 Municipal Court 29.92 30.92 30.92 30.92 30.92 Total Personnel 29.92 30.92 30.92 30.92 30.92 Actual FY 2013 Actual FY 2014 Budget FY 2015 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 2015 Budget FY 2016 Budget FY 2016 2,752,748 2,979,809 3,146,321 3,112,640 3,117,380 $ 2,752,748 $ 2,979,809 $ 3,146,321 $ 3,112,640 $ 3,117,380 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 2,382,631 370,117 - 2,587,913 391,896 - 2,702,991 443,330 - 2,683,000 429,640 - 2,694,060 423,320 - $ 2,752,748 $ 2,979,809 $ 3,146,321 $ 3,112,640 $ 3,117,380 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 241,907 2,752,748 Net Operating Result Projected FY 2015 240,498 2,979,809 213,000 3,146,321 219,000 3,112,640 219,000 3,117,380 $ (2,510,841) $ (2,739,311) $ (2,933,321) $ (2,893,640) $ (2,898,380) COST PER CAPITA $20.00 $16.00 $12.00 $8.00 $4.00 $0.00 FY 2013 FY 2014 FY 2015 124 FY 2016 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 4.00 0.00 40.80 11.00 2.00 2.00 40.80 11.00 2.00 5.50 40.80 11.00 2.00 5.50 40.80 11.00 2.00 5.50 40.80 11.00 55.80 55.80 59.30 59.30 59.30 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 349,344 486,665 3,380,907 1,035,549 289,904 395,243 3,463,885 1,139,116 279,328 618,034 3,566,286 1,102,046 234,530 595,860 3,429,290 1,045,600 265,800 618,540 3,615,710 1,072,520 $ 5,252,465 $ 5,288,148 $ 5,565,694 $ 5,305,280 $ 5,572,570 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 4,650,513 531,646 70,306 4,774,060 514,088 - 5,100,867 464,827 - 4,867,980 437,300 - 5,072,210 500,360 - $ 5,252,465 $ 5,288,148 $ 5,565,694 $ 5,305,280 $ 5,572,570 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 7,240,774 5,252,465 6,783,444 5,288,148 $ 1,988,309 $ 1,495,296 126 $ 6,244,500 5,565,694 6,494,000 5,305,280 678,806 $ 1,188,720 6,244,000 5,572,570 $ 671,430 Table of Contents Permits and Licensing PURPOSE STATEMENT OBJECTIVES FY 2016 Permits and Licensing services are 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 2015 z z z A credit card surcharge of 2.68% was added to permit credit card payments to recover costs associated with credit card usage Training and reference materials were updated and placed on the department website. Utilization of these new materials increased the efficiency of training new staff Training sessions were completed in cooperation with the Planning Division to familiarize staff with all areas of Development Services z z Implement a means by which customers can provide formal feedback on customer service at the front counter Successfully implement a new Permit and Licensing software that will enhance the efficiency of the division BUDGET NOTES There were no significant changes to the budget for FY 2016. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 2:00 10% 1:10 9% :56 6% :55 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 2015 0.00 2.00 5.50 5.50 5.50 0.00 2.00 5.50 5.50 5.50 Actual FY 2013 Actual FY 2014 Budget FY 2015 486,665 395,243 $ Actual FY 2013 Personnel Supplies & Contractual Capital Outlay $ 486,665 $ 50 486,665 $ $ (486,615) $ 395,243 618,034 Actual FY 2014 618,034 $ 595,860 618,540 $ Projected FY 2015 $ Budget FY 2015 574,500 618,034 (15,521) $ (43,534) $ 595,860 618,540 Budget FY 2016 367,460 228,400 - 379,722 395,243 128 Budget FY 2016 595,860 368,034 250,000 $ Budget FY 2016 Projected FY 2015 Budget FY 2015 129,489 265,754 - Actual FY 2013 Total Revenues Total Expenses 395,243 Projected FY 2015 618,034 Actual FY 2014 304,285 130,156 52,224 OPERATING RESULTS Net Operating Result Actual FY 2014 486,665 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 364,920 253,620 $ Projected FY 2015 429,000 595,860 (166,860) $ 618,540 Budget FY 2016 429,000 618,540 (189,540) Table of Contents Plan Review and Inspection PURPOSE STATEMENT OBJECTIVES FY 2016 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. ACCOMPLISHMENTS FY 2015 z z z z z z z z Processed 4,180 permit applications Processed 506 commercial permits valuing $111,255,975 of which 59 were large commercial projects Processed 1,625 single family home permits, which includes, 8 custom homes and 584 standard homes Implementation of residential fire sprinkler inspections conducted by the building inspectors Implemented the use of computer tablets in the field by all Engineering Inspectors Responded to 98% of code compliance complaints within one working day of receipt Processed and reviewed 100% of business license applications related to Home Occupations within established guidelines Resolved 99% of code compliance cases without the need for legal action via citation or long form complaint z z z z Complete all plan reviews and requested inspections within established timelines Respond to 95% of code compliance complaints received within one working day of receipt Review all business license requests within established guidelines Resolve 98% of total number of Code Compliance cases without issuing citations or filing long form complaints BUDGET NOTES There are no significant changes to the FY 2016 personnel budget. The supplies and contractual budget increased slightly with the anticipated implementation of Energov; new permitting software system. A one-time expense was included related to records retention storage requirements. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 11.27 12.00 13.00 13.00 Avg. # of working days to complete 1st review of custom and standard homes goal is 12 days 12 12 12 12 % of building safety inspection requests completed within scheduled times 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 99% 98% 98% 95% 99% 99% 99% 98% PERFORMANCE MEASURES Avg. # of working days to complete 1st review of large commercial projects - goal is 13 days % of fire inspections completed within 48 hours of requests % of business license application reviews completed within established guidelines % of code compliance complaints responded to within one working day of receipt % of code compliance cases resolved without the issuance of citations or filing long form complaints 129 Table of Contents Plan Review and Inspection Actual FY 2013 Actual FY 2014 Budget FY 2015 Administration Building Fire Engineering Planning Code 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 2.00 16.55 2.45 8.95 3.05 7.80 Total Personnel 40.80 40.80 40.80 40.80 40.80 Actual FY 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Building Fire Engineering Planning Code Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 296,150 1,187,316 204,087 900,183 254,176 538,995 221,850 1,389,701 177,975 845,905 261,135 567,319 228,919 1,373,090 205,819 918,864 264,387 575,207 231,000 1,350,650 187,400 891,070 264,820 504,350 232,500 1,417,340 210,120 913,330 264,410 578,010 $ 3,380,907 $ 3,463,885 $ 3,566,286 $ 3,429,290 $ 3,615,710 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 3,082,473 280,352 18,082 3,321,434 142,451 - 3,416,714 149,572 - 3,274,880 154,410 - 3,433,800 181,910 - $ 3,380,907 $ 3,463,885 $ 3,566,286 $ 3,429,290 $ 3,615,710 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 6,207,563 3,380,907 5,746,502 3,463,885 5,135,000 3,566,286 5,480,000 3,429,290 5,230,000 3,615,710 $ 2,826,656 $ 2,282,617 $ 1,568,714 $ 2,050,710 $ 1,614,290 130 Table of Contents Planning Services PURPOSE STATEMENT OBJECTIVES FY 2016 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 2015 z z z z z z z z z z Completed annual General Plan update for the Santan Character Area Amended Land Development Code with five sets of revisions that include edits to regulations and best in class processes Entitled Saint Xavier University for college and office development in the Heritage District Entitled Parc Lucero for employment uses in the Gilbert Road/Loop 202 Growth Corridor Created “Everyone is a Customer” program and team website to assist customers at the OneStop-Shop Implemented Taking Care of Small Businesses program Entitled: Phase II of Heritage Marketplace with mixed use buildings in the Heritage District redevelopment area, Gilbert Spectrum Business Park employment center, Hampton Inn & Suites to support Banner MD Anderson Cancer Center, Rivulon office building and retail shops continuing Phase I, Agritopia’s Epicenter for mixed use structures with commercial and Multifamily uses, five new health care facilities, and 11 subdivision plans accounting for 1,900 new homes z z z z Continue to support a freeway interchange at Lindsay/202 through ADOT Study Continue to support Growth Areas by maintaining zoning districts that will accommodate targeted growth Continue to process text amendments to the Land Development Code to provide best in class development regulations and processes Complete annual General Plan update Continue efforts to implement new Energov permitting system Coordinate review of circulation plan for areas in the Santan Character Area Continue to foster the 'Find a Way to Say Yes' (FAWTSY) philosophy and recognize these efforts BUDGET NOTES There are no significant changes to the FY 2016 budget. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 % of items continued due to ad errors 1% 1% 1% 1% % of draft minutes completed within 72 hours 100% 100% 100% 100% % of Design Review Board and Planning Commission packets produced on time 100% 100% 100% 100% 98% 98% 98% 98% 98% 98% 98% 98% PERFORMANCE MEASURES % of planning review comments returned on schedule % of planning projects completed within established schedules 131 Table of Contents Planning Services PERSONNEL BY ACTIVITY Planning Services Total Personnel EXPENSES BY ACTIVITY Planning Services Total Expenses Budget FY 2015 Projected FY 2015 Budget FY 2016 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 11.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,139,116 1,102,046 1,045,600 1,072,520 $ 1,035,549 $ 1,139,116 $ 1,102,046 $ 1,045,600 $ 1,072,520 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Personnel Supplies & Contractual Capital Outlay 943,985 91,564 - 1,062,035 77,081 - 1,054,677 47,369 - 1,008,730 36,870 - 1,025,490 47,030 - $ 1,035,549 $ 1,139,116 $ 1,102,046 $ 1,045,600 $ 1,072,520 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 1,035,549 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 674,995 1,035,549 $ (360,554) $ 657,220 1,139,116 (481,896) $ 132 535,000 1,102,046 (567,046) $ 585,000 1,045,600 (460,600) $ 585,000 1,072,520 (487,520) 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 2013 Actual FY 2014 Budget FY 2015 Administration Development Traffic 1.60 1.00 3.00 1.60 1.00 3.00 1.60 2.00 3.00 1.60 2.00 3.00 1.60 2.00 3.00 Total Personnel 5.60 5.60 6.60 6.60 6.60 Actual FY 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Development Traffic Total Expenses 235,882 122,944 279,109 $ Personnel Supplies & Contractual Capital Outlay $ 637,935 $ 1,179 637,935 $ $ (636,756) $ 770,330 $ $ 24,200 770,330 (746,130) $ 758,368 659,540 199,730 189,200 376,500 $ Projected FY 2015 692,554 65,814 - Actual FY 2014 134 758,368 Budget FY 2016 148,250 126,510 384,780 Budget FY 2015 541,751 228,579 - Actual FY 2013 Total Revenues Total Expenses 770,330 Budget FY 2016 Projected FY 2015 239,460 191,775 327,133 Actual FY 2014 539,802 80,528 17,605 OPERATING RESULTS Net Operating Result $ Actual FY 2013 EXPENSES BY CATEGORY Total Expenses 637,935 265,239 153,928 351,163 Projected FY 2015 Budget FY 2016 539,300 120,240 $ Budget FY 2015 758,368 (758,368) $ 659,540 765,430 630,690 134,740 $ Projected FY 2015 659,540 (659,540) $ 765,430 Budget FY 2016 765,430 (765,430) Table of Contents Engineering Services PURPOSE STATEMENT OBJECTIVES FY 2016 Engineering Services provides excellent customer service while promoting safe and efficient public infrastructure improvements, minimizing long-term maintenance requirements, and balancing developer needs. z ACCOMPLISHMENTS FY 2015 z z z z z z z z z Council adoption of the Integrated Multimodal Transportation Plan Update of the Town’s Public Works and Engineering Standards and Details Prioritized eligible SRP Aesthetics Program projects throughout the Town, and received approval for over $6M in project work Re-timing of traffic signals in the Power Road corridor and the northwest section of Gilbert Implementation of advance detection at twelve signalized intersections Upgrade of traffic signal radio communications from 900 MHz to broadband Upgrade of ramps on Baseline Road and Elliot Road segments to comply with American Disabilities Act (ADA) guidelines Data collection to support the development of traffic signal performance measures z z z Develop a standard policies and practices manual Adopt new Flood Insurance Rate Maps and notify/assist affected citizens through public outreach efforts Complete the Neighborhood Traffic Management guidelines with Council adoption Complete the Traffic Signal Performance Measures guidelines Continue timely engineering review of residential and commercial subdivisions BUDGET NOTES There are no significant changes to the personnel budget for FY 2016. The supplies and contractual budget increased slightly for one-time expenses associated with the design and installation of a midblock crossing. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Percentage of citizen contacts responded to within 24 hours Percentage of engineering review comments returned on schedule Percentage of traffic signals connected to the Traffic Operation Center Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 90% 90% 95% 95% 90% 90% 92% 95% 40% 42% 46% 50% 135 Table of Contents Engineering Services Actual FY 2013 Actual FY 2014 Budget FY 2015 Administration Development Traffic 1.60 1.00 3.00 1.60 1.00 3.00 1.60 2.00 3.00 1.60 2.00 3.00 1.60 2.00 3.00 Total Personnel 5.60 5.60 6.60 6.60 6.60 Actual FY 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Development Traffic Total Expenses 235,882 122,944 279,109 $ Personnel Supplies & Contractual Capital Outlay $ 637,935 $ 1,179 637,935 $ $ (636,756) $ 770,330 $ $ 24,200 770,330 (746,130) $ 758,368 659,540 199,730 189,200 376,500 $ Projected FY 2015 692,554 65,814 - Actual FY 2014 136 758,368 Budget FY 2016 148,250 126,510 384,780 Budget FY 2015 541,751 228,579 - Actual FY 2013 Total Revenues Total Expenses 770,330 Budget FY 2016 Projected FY 2015 239,460 191,775 327,133 Actual FY 2014 539,802 80,528 17,605 OPERATING RESULTS Net Operating Result $ Actual FY 2013 EXPENSES BY CATEGORY Total Expenses 637,935 265,239 153,928 351,163 Projected FY 2015 Budget FY 2016 539,300 120,240 $ Budget FY 2015 758,368 (758,368) $ 659,540 765,430 630,690 134,740 $ Projected FY 2015 659,540 (659,540) $ 765,430 Budget FY 2016 765,430 (765,430) 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 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 Professional Standards Contracted Services Internal Affairs Investigations General Investigations Counseling Services Hiring/Inspections 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 Support Services Patrol Services Records Tactical Operations Uniform Patrol Communication Special Investigations Detention/Court Support Property Crime Apprehension Enforcement Support Planning and Research SWAT Civilian Support 137 Table of Contents POLICE PERSONNEL BY DIVISION Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Administration Contracted Services Professional Standards Patrol Services Support Services Counseling Services Investigations Special Enforcement Tactical Operations Total Sworn Total Civilian 4.50 0.00 17.00 153.50 64.50 8.50 39.00 42.00 13.00 227.00 115.00 4.50 0.00 17.00 156.50 64.50 8.50 39.00 42.00 13.00 228.00 117.00 4.50 0.00 17.00 161.50 64.50 8.50 40.00 42.00 12.00 229.00 121.00 4.50 0.00 17.00 159.50 64.50 8.50 40.00 44.00 12.00 229.00 121.00 4.50 0.00 18.00 161.50 64.50 8.50 43.00 42.00 12.00 231.00 123.00 342.00 345.00 350.00 350.00 354.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 618,303 1,606,713 1,196,108 16,836,316 4,673,105 815,861 5,125,633 4,576,093 1,650,136 832,230 1,554,413 1,508,988 17,679,840 5,265,218 910,116 5,570,938 5,182,757 1,864,515 676,381 1,798,325 1,596,861 18,472,424 5,303,376 916,603 6,029,011 5,167,067 1,864,475 669,210 1,643,970 1,669,060 18,892,590 4,967,950 747,200 5,698,720 5,168,310 1,943,870 699,930 1,645,000 1,822,400 19,458,330 5,235,220 853,080 6,973,950 5,559,030 1,929,470 $ 37,098,268 $ 40,369,015 $ 41,824,523 $ 41,400,880 $ 44,176,410 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 31,822,578 5,228,268 47,422 34,941,576 5,210,886 216,553 35,971,876 5,691,747 160,900 36,065,990 5,237,560 97,330 38,188,130 5,833,280 155,000 $ 37,098,268 $ 40,369,015 $ 41,824,523 $ 41,400,880 $ 44,176,410 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 4,083,593 37,098,268 3,920,204 40,369,015 3,335,000 41,824,523 3,406,000 41,400,880 3,405,000 44,176,410 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 $(33,014,675) $(36,448,811) $(38,489,523) $(37,994,880) $(40,771,410) 138 Table of Contents Contracted Services PURPOSE STATEMENT OBJECTIVES FY 2016 The Town of Gilbert has entered into two separate intergovernmental agreements (IGA) with Maricopa County: Animal Care and Control, and Incarceration. Animal Care and 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. ACCOMPLISHMENTS FY 2015 z z Continue terms of IGA with Maricopa County for FY 2015 incarceration and animal control services until contract expiration Completed the Gilbert-Chandler Unified Holding Facility (G-CUHF) project in conjunction with the Chandler Police Department and opened the fully operational facility for short-term holds; longer-term holds will be processed through the county z Enter into an IGA with the Humane Society, to fill gaps in service, not currently or in the future covered by the IGA with Maricopa County Animal Care and Control BUDGET NOTES Incarceration booking rates for the county increased to $285.94 for FY 2016 from $266.41 in FY 2015 (7.3% increase) while housing rates increased to $85.49 for FY 2016 from $81.85 in FY 2015 (4.4% increase). The Police Department will monitor activity with the new G-CUHF to determine estimated county expenses for FY 2017. Estimated expenses for incarceration were decreased by $150,000 to reflect the prior year's activity with Maricopa County. The IGA with the Humane Society is budgeted in Investigations to assist with incidents involving animals. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Calls for Animal Control Service 383 250 250 263 Cost per Call – Animal Control Cost per Capita – Animal Control $375.89 $0.66 $575.86 $0.64 $575.86 $0.61 $547.39 $0.60 Daily Inmate Housing Rates $85.91 $78.90 $81.85 $85.49 Cost Per Capita - Incarceration $7.20 $6.27 $7.00 $6.26 PERFORMANCE MEASURES 139 Table of Contents Contracted Services Actual FY 2013 Actual FY 2014 Budget FY 2015 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 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Animal Control Incarceration Total Expenses Projected FY 2015 148,325 1,650,000 143,970 1,500,000 145,000 1,500,000 $ 1,606,713 $ 1,554,413 $ 1,798,325 $ 1,643,970 $ 1,645,000 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,606,713 - 1,554,413 - 1,798,325 - 1,643,970 - 1,645,000 - $ 1,606,713 $ 1,554,413 $ 1,798,325 $ 1,643,970 $ 1,645,000 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Total Expenses 948,376 1,606,713 $ (658,337) $ 869,549 1,554,413 (684,864) $ 800,000 1,798,325 750,000 1,643,970 (998,325) $ (893,970) $ COST PER CAPITA - CONTRACTED SERVICES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2013 Budget FY 2016 91,035 1,463,378 Personnel Supplies & Contractual Capital Outlay Net Operating Result Budget FY 2016 143,966 1,462,747 EXPENSES BY CATEGORY Total Expenses Projected FY 2015 FY 2014 FY 2015 140 FY 2016 750,000 1,645,000 (895,000) 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. ACCOMPLISHMENTS FY 2015 z z z z z z z z The Quarterly Risk Management Program continues to monitor measurements of accountability & 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 and policy compliance. Quarterly inspections for 2014 reported 100% compliance Monthly claims audit was performed to ensure that collisions, property damage, property losses and police actions that give rise to a claim have been properly reported and documented GPD Volunteers provided 12,550 hours of service Provided 61 police department tours for 679 citizens and children Continue new Child ID Program and completed four child ID events, which include CD of child, digital fingerprints, photographs, videos and audio file of child as well as a laminated ID card; a total of 157 children participated Provided holiday gifts through “Blue Line of Love” police toy drive to 95 needy Gilbert families z Organized and maintained participation in fundraising events such as LE Torch Run; Fry’s Fuel of Dreams; Shred Events; Over the Edge; Five-O Car Show, to benefit the Special Olympics Conducted policy compliance and accountability inspections in each section of the police department resulting in policy and procedure updates OBJECTIVES FY 2016 z z z z Maintain all allotted officer and civilian positions approved by Town Council Complete 50% of total internal affairs investigations within 30 days Complete and route 75% of total internal affairs investigations within 60 days Maintain community relations projects that benefit charitable organizations BUDGET NOTES The FY 2016 budget includes the addition of a records clerk to assist with the body-worn cameras program. Additionally a position was moved from Counseling Services to Hiring/Accreditation. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES % of total investigations completed within 30 days % of total investigations completed and routed within 60 days (including those completed within 30 days) Actual number of officers and civilians hired including over-hires % of authorized positions filled Number of public contacts by Crime Prevention Unit Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 40% 47% 50% 50% 67% 73% 75% 75% 21 22 15 15 96% 97% 100% 100% 4,600,000 4,700,000 4,700,000 4,800,000 141 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 2015 Projected FY 2015 4.00 5.00 1.00 4.00 3.00 5.00 12.00 4.00 5.00 1.00 4.00 3.00 5.00 12.00 4.00 5.00 1.00 4.00 3.00 5.00 12.00 4.00 5.00 1.00 4.00 3.00 5.00 12.00 4.00 5.00 1.00 5.00 3.00 5.00 13.00 17.00 17.00 17.00 17.00 18.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 509,184 312,640 89,482 359,021 238,661 508,269 335,583 68,782 442,456 241,771 509,600 418,790 63,190 436,660 240,820 526,630 430,300 70,410 549,880 245,180 $ 1,196,108 $ 1,508,988 $ 1,596,861 $ 1,669,060 $ 1,822,400 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Personnel Supplies & Contractual Capital Outlay 1,124,297 71,811 - 1,341,407 167,581 - 1,319,734 277,127 - 1,433,180 235,880 - 1,504,150 318,250 - $ 1,196,108 $ 1,508,988 $ 1,596,861 $ 1,669,060 $ 1,822,400 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 471,758 296,252 68,335 123,159 236,604 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 119,590 1,196,108 142,735 1,508,988 115,000 1,596,861 120,000 1,669,060 120,000 1,822,400 $ (1,076,518) $ (1,366,253) $ (1,481,861) $ (1,549,060) $ (1,702,400) COST PER POLICE FTE $6,000.00 $5,000.00 $4,000.00 $3,000.00 $2,000.00 $1,000.00 $0.00 FY 2013 FY 2014 FY 2015 142 FY 2016 Table of Contents Patrol Services PURPOSE STATEMENT OBJECTIVES FY 2016 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. Patrol Services also includes the Civilian Patrol Technicians (CPT) and newlyclassified Civilian Crime Scene Technicians (CST). z z z ACCOMPLISHMENTS FY 2015 z z z z z z Maintained patrol zone staffing in the Central District with two zones and six beats, and the SanTan District with two zones and five beats Participated in Data Driven Approach to Crime and Traffic Safety (DDACTS) II in cooperation with the Special Operations Division Maintained the Town of Gilbert as the 2nd safest city in the U.S. for cities with a population greater than 200,000 (source: Law Street Media) based on FBI statistics Completed the Gilbert-Chandler Unified Holding Facility (G-CUHF) project in conjunction with the Chandler Police Department Implemented the use of body worn cameras in patrol, including policy development and redaction process Successfully hired two civilian Crime Scene Technicians in FY 2015 to implement the department's crime scene evidence collection program z Redesign the patrol shift model for more effective patrol officer deployment and adherence to minimum officer staffing on teams Participation in Data Driven Approaches to Crime and Traffic Safety (DDACTS) III, supporting the Special Operations Division in the goal of crime and collision reduction in beat 13 Increase the total number of officer-initiated traffic contacts by 20%, focused on high crash areas and violations causal to collisions. Maintain Gilbert’s ranking as the 2nd safest city with a population greater than 200,000 BUDGET NOTES Increases to the FY 2016 personnel budget were driven primarily by: an increase in the Arizona Public Safety Personnel Retirement System (PSPRS) rate; step and range movement for sworn officers; and changes to overtime, callout and standby to more closely reflect historical usage. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Crimes committed per 1,000 population Number of felony arrests 16.5 2,052 16.6 2,074 16.2 2,100 16.4 2,075 Number of Misdemeanor Arrests 6,682 6,400 6,800 6,627 Dispatched Calls for Service 61,348 62,269 64,500 67,725 Officer initiated Calls for Service 131,278 123,706 110,500 121,828 143 Table of Contents Patrol Services PERSONNEL BY ACTIVITY Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Uniform Patrol Detention/Court Support Enforcement Support Civilian Support Total Sworn Total Civilian 147.50 6.00 0.00 0.00 133.00 20.50 138.50 6.00 12.00 0.00 134.00 22.50 135.50 8.00 12.00 6.00 135.00 26.50 133.50 8.00 12.00 6.00 133.00 26.50 135.50 8.00 12.00 6.00 135.00 26.50 153.50 156.50 161.50 159.50 161.50 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 16,379,822 456,359 135 - 16,413,487 509,888 756,465 - 16,535,390 709,807 771,295 455,932 17,158,950 675,510 787,660 270,470 17,482,380 664,400 791,210 520,340 $ 16,836,316 $ 17,679,840 $ 18,472,424 $ 18,892,590 $ 19,458,330 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 15,272,860 1,563,456 - 16,291,237 1,357,659 30,944 17,008,420 1,313,304 150,700 17,398,090 1,398,530 95,970 18,019,950 1,383,380 55,000 $ 16,836,316 $ 17,679,840 $ 18,472,424 $ 18,892,590 $ 19,458,330 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 895,730 16,836,316 883,605 17,679,840 745,000 18,472,424 802,000 18,892,590 800,000 19,458,330 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 Net Operating Result $(15,940,586) $(16,796,235) $(17,727,424) $(18,090,590) $(18,658,330) PATROL SERVICES SWORN PER 1,000 POPULATION 1.00 0.80 0.60 0.40 0.20 0.00 FY 2013 FY 2014 FY 2015 144 FY 2016 Table of Contents Support Services PURPOSE STATEMENT The Support Services Division is responsible for providing all necessary logistical and police strategic support for the police department and other Town of Gilbert departments. Support Services personnel provide support through their roles in the 9-1-1 Communications Dispatch Center, Central Records, Property & Evidence, Planning & Research, Youth & Adult Resources and Information Technology liaison. ACCOMPLISHMENTS FY 2015 z z z z z z z z z z z z z z z OBJECTIVES FY 2016 z z The Communications Dispatch Center responded to 114,525 calls, including 46,793 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 93.0% of all 9-1-1 calls within 10 seconds Successfully completed Intergraph Computer Aided Dispatch (CAD)/ Records Management System (RMS) upgrade Implemented ruggedized tablet solution as a field computer for traffic unit members Conducted pilot testing of e-citation program Conducted pilot test for body worn camera project – 32 units tested Continued to develop and update staffing study to reflect changing workload conditions Central records processed 22,481 information requests; 22,050 police incident reports and 22,708 citations Implemented bond program to more efficiently accept criminal case bonds Impounded 27,031 items for secure storage Assigned final disposition of 11,662 items from secure storage Transported 6,027 items from labs Copied 6,242 items for internal and public requests Assisted in the implementation of body worn camera (BWC) and copy and release of BWC videos z z z z z z z z z Evaluate full implementation of BWC project and required resources Monitor and apply for grant funding opportunities Complete a feasibility assessment on digital evidence management Reduce staffing attrition by 10 and fill all vacant Communications Center positions 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 nonemergency phone lines within 30 seconds Finish full audit of all items in RMS and continue imaging of paper records /documents into digital RMS for archiving Implement and evaluate roll-out of E-citation project Fill vacant Records Manager, Records Clerk, Evidence Technician and Office Assistant positions, and complete entry level training Continue to evaluate criminal bond program Implement a firearms sale/trade process to comply with state statute BUDGET NOTES There were no significant changes to the Support Services FY 2016 budget; overtime was reduced slightly to better reflect historical usage and vacancies. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 31 seconds 27 seconds 30 seconds 30 seconds Success rate answering 911 calls within 10 seconds 94.0% 93.6% 93.2% 95.0% Success rate answering Non Emergency calls within 30 seconds 99.7% 99.0% 99.7% 99.0% PERFORMANCE MEASURES Time between emergency call received to dispatching an officer 145 Table of Contents Support Services PERSONNEL BY ACTIVITY Actual FY 2013 Actual FY 2014 Budget FY 2015 Administration Records Communication Property Planning and Research Total Sworn Total Civilian 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 2.00 16.00 37.50 7.00 2.00 0.00 64.50 64.50 64.50 64.50 64.50 64.50 Actual FY 2013 Actual FY 2014 Budget FY 2015 Total Personnel EXPENSES BY ACTIVITY Administration Records Communication Property Planning and Research Total Expenses EXPENSES BY CATEGORY OPERATING RESULTS Budget FY 2016 546,285 935,972 2,982,823 635,806 164,332 488,286 1,002,949 3,029,046 616,961 166,134 473,620 803,910 2,949,640 574,180 166,600 419,390 1,018,620 3,022,780 607,150 167,280 $ 4,673,105 $ 5,265,218 $ 5,303,376 $ 4,967,950 $ 5,235,220 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 4,029,485 596,198 47,422 4,504,711 612,757 147,750 4,748,245 555,131 - 4,461,860 506,090 - 4,762,610 472,610 - $ 4,673,105 $ 5,265,218 $ 5,303,376 $ 4,967,950 $ 5,235,220 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Total Revenues Total Expenses 39,143 4,673,105 Net Operating Result Projected FY 2015 Budget FY 2016 561,980 881,996 2,489,246 572,364 167,519 Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2015 44,377 5,265,218 25,000 5,303,376 34,000 4,967,950 35,000 5,235,220 $ (4,633,962) $ (5,220,841) $ (5,278,376) $ (4,933,950) $ (5,200,220) COST PER CAPITA $30.00 $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2013 FY 2014 FY 2015 146 FY 2016 Table of Contents Counseling Services PURPOSE STATEMENT OBJECTIVES FY 2016 Gilbert Youth and Adult Resources (GYAR) provides a comprehensive counseling program to Gilbert residents 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. ACCOMPLISHMENTS FY 2015 z z z z z z z z z z z z z z z z 4000+ clients were provided with GYAR services Handled 100 crisis calls Conducted outreach to 800+ victims by offering counseling services Provided 12 community youth diversion classes, 12 adolescent life fundamentals classes, and 12 adolescent drug and alcohol classes 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%) Reviewed/responded to 400 danger assessments on intimate partner domestic violence cases within a 48-hour window All counselors trained in the Jacqueline Campbell Lethality Assessment Conducted mental health training to all sworn officers (22 teams) as part of domestic violence program z z z z z Provide a minimum of 15,500 units of individual, family, and group counseling (a unit is ½ hour of counseling) Implement a new comprehensive therapeutic program for adolescent with extensive social, family and justice issues (pending Town Council approval) Develop an integrated mental health response and violence prevention 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 1,000 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 A position formerly in Counseling was moved to Hiring/ Accreditation. A decrease in the personnel budget reflects this move; a corresponding increase is reflected in the Professional Standards budget. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Counseling Units of Service – Individual and Group Cost per counseling unit 18,500 14,462 15,000 15,500 $38.00 $65.00 $65.00 $65.00 Victims Offered Services 1,200 700 1,000 1,000 Number of crisis calls handled Average callout response time 100 25 min 112 21 min 100 25 min 100 23 min 95% 95% 95% 95% 4,300 3,800 4,000 4,100 % of youth violence referrals completing the program successfully Total Clients Served 147 Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Services Total Personnel EXPENSES BY ACTIVITY Counseling Services Actual FY 2013 Actual FY 2014 Budget FY 2015 8.50 8.50 8.50 8.50 8.50 8.50 8.50 8.50 8.50 8.50 Actual FY 2013 Actual FY 2014 Budget FY 2015 815,861 Total Expenses $ 815,861 910,116 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 815,861 Total Revenues Total Expenses $ 394,548 815,861 Net Operating Result $ 916,603 (421,313) $ 910,116 $ 747,200 Actual FY 2014 916,603 (529,590) $ $ 747,200 350,000 916,603 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2015 148 $ (397,200) $ $5.00 FY 2014 835,870 17,210 - 350,000 747,200 (566,603) $ FY 2016 853,080 Budget FY 2016 Projected FY 2015 COST PER CAPITA FY 2013 $ 726,080 21,120 - Budget FY 2015 380,526 910,116 853,080 Projected FY 2015 899,898 16,705 $ Budget FY 2016 747,200 Budget FY 2015 876,382 33,734 - Actual FY 2013 OPERATING RESULTS $ Budget FY 2016 Projected FY 2015 916,603 Actual FY 2014 779,226 36,635 - Total Expenses 910,116 Projected FY 2015 853,080 Budget FY 2016 350,000 853,080 (503,080) 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 2015 z z z z z z z z OBJECTIVES FY 2016 z z z 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 Exceeded national average for clearance rates for violent crimes Exceeded national average for clearance rates for property crimes Continued our partnership with Mesa Lab for DNA and other forensic testing, which is now providing significantly faster analysis returns, for quicker follow up on criminal cases z z z Maintain or exceed a clearance rate which is higher than the national average for crimes of violence Maintain or exceed a clearance rate which is higher than the national average for property crimes Maintain or surpass FY 2015 violent crime clearance rates Maintain or surpass FY 2015 property crime clearance rates Verify address information on all registered sex offenders registered in Gilbert within time limits established by policy and law based on classification Establish an on-site fingerprint analysis program to enhance our Crime Scene Technician program BUDGET NOTES In the FY 2016 budget two new positions were approved: a crime analyst and an officer for Persons Crimes - Child / Sex Crimes Unit (CSCU). A sworn position that formerly served the Crime Suppression Team and the Fusion Center was also moved to the Property Crimes unit. In addition, an IGA with the Humane Society was budgeted in Investigations to assist with incidents involving animals. A portion of the funds originally budgeted for the Mesa IGA will be utilized to purchase one-time fingerprint equipment and supplies for a newlyformed Gilbert program. An adjusted ongoing contract amount will be reflected in the FY 2017 budget. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Clearance rate – Violent Crimes 58.8% 64.5% 65.1% 65.5% Clearance rate – Property Crimes Total number of cases 21.6% 1,013 24.2% 1,024 24.8% 960 24.8% 1,000 Total number of arrests/complaints 262 348 335 345 Total number of cases inactivated Percentage of cases inactivated 306 30.2% 348 34.0% 340 32.0% 345 34.0% 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 2015 Projected FY 2015 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 4.00 10.00 7.00 10.00 9.00 32.00 8.00 4.00 11.00 7.00 11.00 10.00 34.00 9.00 39.00 39.00 40.00 40.00 43.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 1,178,304 1,204,665 1,005,163 1,372,166 810,640 1,359,044 1,260,881 1,065,533 1,375,088 968,465 1,156,740 1,178,160 1,043,290 1,361,290 959,240 1,448,630 1,496,450 1,337,130 1,522,520 1,169,220 $ 5,125,633 $ 5,570,938 $ 6,029,011 $ 5,698,720 $ 6,973,950 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Personnel Supplies & Contractual Capital Outlay 4,359,542 766,091 - 4,714,856 856,082 - 5,030,561 998,450 - 4,897,650 801,070 - 5,653,390 1,275,560 45,000 $ 5,125,633 $ 5,570,938 $ 6,029,011 $ 5,698,720 $ 6,973,950 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 1,131,221 1,035,345 948,175 1,258,821 752,071 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 8,739 5,125,633 30,081 5,570,938 6,029,011 5,698,720 6,973,950 $ (5,116,894) $ (5,540,857) $ (6,029,011) $ (5,698,720) $ (6,973,950) COST PER CASE $7,500.00 $6,000.00 $4,500.00 $3,000.00 $1,500.00 $0.00 FY 2013 FY 2014 FY 2015 150 FY 2016 Table of Contents Special Enforcement PURPOSE STATEMENT OBJECTIVES FY 2016 The Special Enforcement section provides support and addresses specific public safety issues, 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 and Traffic Investigations Unit. z z z ACCOMPLISHMENTS FY 2015 z z z 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 z z Maintain School Resource officer staffing in all public high schools located in the Town of Gilbert and two at large units to provide coverage to Junior High and Elementary 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 Family Violence Officers to the Crime Suppression Team to handle tasks related to domestic violence calls and the associated followup/analysis Add one Sergeant to the Crime Suppression Team to facilitate coverage seven days a week and balance span of control BUDGET NOTES The FY2016 budget includes the addition of a sergeant and the associated start-up one time expenses. Two officers approved in the FY 2015 budget were also moved to Special Enforcement Crime Suppression in FY 2016. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 2,025 1,725 1,859 2,350 Number of DUI arrests Alcohol related collisions per thousand residents Traffic contacts .47 .47 .46 .46 54,008 49,061 48,108 52,000 Collisions per thousand residents 11.95 12.10 13.60 13.00 151 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 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 14.00 18.00 12.00 44.00 0.00 14.00 18.00 10.00 42.00 0.00 42.00 42.00 42.00 44.00 42.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 1,270,449 2,234,958 1,070,686 1,440,637 2,662,280 1,079,840 1,495,030 2,445,020 1,227,017 1,548,620 2,496,850 1,122,840 1,857,740 2,546,010 1,155,280 $ 4,576,093 $ 5,182,757 $ 5,167,067 $ 5,168,310 $ 5,559,030 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 4,300,118 275,975 - 4,814,321 330,577 37,859 4,830,122 326,745 10,200 4,903,570 263,380 1,360 5,157,610 346,420 55,000 $ 4,576,093 $ 5,182,757 $ 5,167,067 $ 5,168,310 $ 5,559,030 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,677,467 4,576,093 1,569,331 5,182,757 1,300,000 5,167,067 1,350,000 5,168,310 1,350,000 5,559,030 $ (2,898,626) $ (3,613,426) $ (3,867,067) $ (3,818,310) $ (4,209,030) 152 Table of Contents Tactical Operations PURPOSE STATEMENT OBJECTIVES FY 2016 The Gilbert Police Department Tactical Operations Section is comprised of three units: Special Weapons and Tactics (SWAT), Special Investigations (SIT), and Criminal Apprehension (CAT). 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 provides direct support to other Investigations units and apprehends wanted felons. The Special Investigations Team works to suppress organized crime, narcotics trafficking and vice type crimes. All CAT and SIT members are trained SWAT members. ACCOMPLISHMENTS FY 2015 z z z z z z Using federal funds through an Urban Areas Security Initiative (UASI) grant, ballistic helmets and vests were purchased for the SWAT team 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 Using federal funds through a UASI grant, SWAT paramedics attended a basic SWAT school and Tactical Medicine School. This program has been a joint effort between GPD and Gilbert Fire SWAT conducted safety evaluations of all Parks and Recreation facilities, in addition to municipal buildings I and II. These evaluations were followed up with safety presentations for staff Conducted a major undercover criminal investigation in the downtown area z z z z z Provide one unit training day per month for entry team, precision rifle operators, tactical negotiations team, and tactical entry officers Provide one 4-hour block of firearms training/month for entry and precision rifle operators Provide one additional 4-hour block of firearms – sniper training to precision rifle operators and entry breachers Provide Basic SWAT School to new unit members Provide specialized tactical medicine to all new SWAT paramedics BUDGET NOTES There are no significant additions to the Tactical Operations program in FY 2016. Changes to personnel expenditures reflect movement through the established public safety range. In FY 2016, GPD SWAT does anticipate using the building that formerly served as Fire Station #7 on Cooper Road. SWAT intends to conduct minor renovations to the existing facility to transform it into a tactical training location. Ongoing maintenance and utility expenses will be requested in FY 2017. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Total Special Investigations Team Cases 200 180 160 160 % of special operations members trained in knowledge, skills and abilities 100% 100% 100% 100% 32 31 31 31 Number of special operations members completing the course of instruction Number of tactical operations 6.0 6.0 16.5 18.0 Training Hours 260 260 260 260 153 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 2015 Projected FY 2015 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 0.00 6.00 6.00 12.00 0.00 0.00 6.00 6.00 12.00 0.00 13.00 13.00 12.00 12.00 12.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 159,121 918,696 786,698 227,024 802,209 835,242 250,670 822,260 870,940 223,030 809,900 896,540 $ 1,650,136 $ 1,864,515 $ 1,864,475 $ 1,943,870 $ 1,929,470 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Personnel Supplies & Contractual Capital Outlay 1,386,525 263,611 - 1,624,049 240,466 - 1,528,585 335,890 - 1,629,400 314,470 - 1,628,610 300,860 - $ 1,650,136 $ 1,864,515 $ 1,864,475 $ 1,943,870 $ 1,929,470 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 139,544 840,173 670,419 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 1,650,136 1,864,515 1,864,475 1,943,870 1,929,470 $ (1,650,136) $ (1,864,515) $ (1,864,475) $ (1,943,870) $ (1,929,470) COST PER SWAT TACTICAL OPERATION $40,000.00 $30,000.00 $20,000.00 $10,000.00 $0.00 FY 2013 FY 2014 FY 2015 154 FY 2016 Table of Contents Fire and Rescue Department _________________________________ Fire and Rescue Department Summary Operations Prevention/Community Table of Contents FIRE AND RESCUE DEPARTMENT DESCRIPTION The Gilbert Fire and Rescue Department provides unconditional protection against natural and man-made crises through community education, fire code compliance, emergency management, fire suppression, rescue, and emergency medical services. 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 AND RESCUE Operations Emergency Operations Prevention/Community Operations Prevention Training Community Resource 155 Table of Contents FIRE AND RESCUE PERSONNEL BY DIVISION Administration Organizational Performance Operations Prevention/Community Emergency Operations Total Personnel EXPENSES BY DIVISION Administration Organizational Performance Operations Prevention/Community Emergency Operations Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 6.00 0.00 182.00 6.50 2.50 5.00 0.00 185.00 9.50 1.50 5.00 0.00 185.00 9.50 1.50 6.00 0.00 184.00 10.00 1.00 4.00 2.00 185.00 11.00 1.00 197.00 201.00 201.00 201.00 203.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 782,984 20,599,393 673,627 282,511 677,211 23,015,063 787,206 292,228 718,001 24,436,968 1,037,372 237,482 759,980 24,241,630 1,054,330 215,130 680,460 466,610 26,239,750 1,266,070 154,220 $ 22,338,515 $ 24,771,708 $ 26,429,823 $ 26,271,070 $ 28,807,110 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 19,832,383 2,493,792 12,340 22,116,412 2,630,360 24,936 22,511,713 3,918,110 - 22,473,020 3,798,050 - 23,992,160 4,753,800 61,150 $ 22,338,515 $ 24,771,708 $ 26,429,823 $ 26,271,070 $ 28,807,110 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,375,873 22,338,515 1,551,762 24,771,708 1,392,691 26,429,823 1,536,000 26,271,070 1,619,000 28,807,110 $(20,962,642) $(23,219,946) $(25,037,132) $(24,735,070) $(27,188,110) 156 Table of Contents Operations PURPOSE STATEMENT z 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. ACCOMPLISHMENTS FY 2015 z z z z z z z z z z z OBJECTIVES FY 2016 z Maintained a sub four-minute response time average to emergency incidents Delivered training sessions that meet or exceed local, state and national standards for firefighters and emergency medical providers Completed Insurance Services Office (ISO) review and improved rating from 4 to 2 Promoted two personnel from Captain to Battalion Chief, one Engineer to Captain, one Firefighter to Captain, and two Firefighters to Engineer Completed promotional testing process for Captain eligibility list, with 20 applicants, resulting in a list of eligible candidates Conducted advanced self-contained breathing apparatus (SCBA) training with 50 front-line employees Completed review and purchase of cardiac monitors for end-of-life replacement Received Heavy Medals Award from US Green Building Council for building efficiencies at Station 10 Activated Emergency Operations Center for flooding event Completed Function EOC Communication Exercise Participated in National Preparedness Month, with events, employee and citizen education, and social media activity Completed construction and began service delivery from relocated Station 7 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 Conduct promotional testing process for Engineer eligibility list Conduct advanced self-contained breathing apparatus (SCBA) training with 50 front-line employees Conduct review and purchase of self-contained breathing apparatus (SCBA) for end-of-life replacement Complete site and budget evaluation for Public Safety Training Center Conduct review and purchase of radios for endof-life replacement BUDGET NOTES An additional Service Aide (1 FTE) was approved to increase efficiency in Resource, which directly supports operations. One time appropriations of approximately $1,700,000 were approved for FY 2016. Items include extrication equipment for three ladder trucks, cardiac monitors, and replacement of 120 self contained breathing apparatus. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Average response time from apparatus en route to on scene (travel time in min : sec) Average time from dispatch to fire unit en route (turnout time in minutes : seconds) % of time second due fire unit arrives within 6 minutes (travel time) Training hours per operations employee Structure fires per 1,000 population Total volunteer participation hours Value, in dollars, of volunteer support Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 3:47 3:51 3:57 3:57 1:07 1:06 1:04 1:04 77% 81% 80% 80% 261 0.40 254 0.25 275 0.21 300 0.25 22,824 20,596 21,500 22,000 $505,329 $475,161 $496,005 $507,540 157 Table of Contents Operations PERSONNEL BY ACTIVITY Training Operations Resource Total Personnel EXPENSES BY ACTIVITY Training Operations Resource Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 6.00 176.00 0.00 5.00 180.00 0.00 5.00 180.00 0.00 5.00 179.00 0.00 5.00 175.00 5.00 182.00 185.00 185.00 184.00 185.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 858,529 19,740,864 - 864,232 22,150,831 - 737,833 23,699,135 - 696,550 23,540,080 5,000 741,920 23,371,250 2,126,580 $ 20,599,393 $ 23,015,063 $ 24,436,968 $ 24,241,630 $ 26,239,750 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 18,277,608 2,309,445 12,340 20,548,185 2,456,465 10,413 20,725,732 3,711,236 - 20,634,950 3,606,680 - 21,826,470 4,413,280 - $ 20,599,393 $ 23,015,063 $ 24,436,968 $ 24,241,630 $ 26,239,750 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,284,451 20,599,393 1,435,804 23,015,063 1,320,691 24,436,968 1,458,000 24,241,630 1,536,000 26,239,750 $(19,314,942) $(21,579,259) $(23,116,277) $(22,783,630) $(24,703,750) COST PER CAPITA $120.00 $100.00 $80.00 $60.00 $40.00 $20.00 $0.00 FY 2013 FY 2014 FY 2015 158 FY 2016 Table of Contents Prevention/Community PURPOSE STATEMENT OBJECTIVES FY 2016 The Prevention and Community Divisions focus on making our community a safe place to live, visit and work by embracing fire prevention principles through fire plan review, fire code compliance, fire investigation, and community interaction and education. z ACCOMPLISHMENTS FY 2015 z z z z z z z z z Utilized operations personnel to complete 100% of low hazard occupancy safety surveys Utilized a volunteer to streamline reporting and statistics of fire prevention activities Utilized a volunteer to assist with completion of re-inspections Implemented permitting and tracking of all food truck vendor within Gilbert Provided various life safety programs addressing smoke detectors, drowning prevention, car seat safety, bicycle helmet safety, and school talks reaching more than 16,000 citizens Certified seven employees as additional car seat installation technicians Increased use of social media for communication with citizens. Number of followers increased 66% over FY 2014 Created Home Safety Team to visit citizens and make safety recommendations z z z Work with Development Services to improve efficiency of reporting new construction buildings into Firehouse database Migrate the Engine Company Safety Survey program to a new platform to improve efficiency and effectiveness 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 Coordinate a safe driving event at local high school Certify three employees as additional car seat installation technicians BUDGET NOTES An additional Fire Inspector was approved during the budget process to assist the division in reaching 100% annual inspection of all commercial occupancies within two years. Capital outlay included a vehicle for the new Fire Inspector as well as a new vehicle for the new Division Chief/Public Information Officer created as a result of the reorganization that took place in the Fire and Rescue department in FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 % of total commercial occupancies inspected 30% 84% 73% 88% Arson fires per 1,000 population .031 .030 .038 .030 82 71 72 72 PERFORMANCE MEASURES Public education contacts per 1,000 population 159 Table of Contents Prevention/Community PERSONNEL BY ACTIVITY Prevention Community Total Personnel EXPENSES BY ACTIVITY Prevention Community Actual FY 2013 Actual FY 2014 Budget FY 2015 5.50 1.00 6.00 3.50 6.00 3.50 6.00 4.00 7.00 4.00 6.50 9.50 9.50 10.00 11.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 565,679 107,948 Total Expenses $ 673,627 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ 673,627 $ Actual FY 2013 OPERATING RESULTS Total Revenues Total Expenses 78,452 673,627 Net Operating Result $ (595,175) $ Projected FY 2015 Budget FY 2016 654,424 382,948 622,370 431,960 752,160 513,910 787,206 $ 1,037,372 $ 1,054,330 $ 1,266,070 Budget FY 2015 Projected FY 2015 Budget FY 2016 721,615 65,591 - 950,482 86,890 - 973,720 80,610 - 1,093,500 111,420 61,150 787,206 $ 1,037,372 $ 1,054,330 $ 1,266,070 Budget FY 2015 Projected FY 2015 Budget FY 2016 Actual FY 2014 92,582 787,206 62,000 1,037,372 (694,624) $ 68,000 1,054,330 (975,372) $ $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2014 FY 2015 160 73,000 1,266,070 (986,330) $ (1,193,070) ANNUAL COST PER CAPITA FY 2013 Budget FY 2016 603,321 183,885 Actual FY 2014 600,725 72,902 - Projected FY 2015 FY 2016 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 citizens 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, 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 Facilities Maintenance Parks and Open Space Parks Maintenance PKID Maintenance Aquatics Recreation Programs Recreation Centers Mesquite Pool Special Events Freestone Recreation Center Greenfield Pool Youth Sports McQueen Activity Center Perry Pool Adult Sports Community Center Williams Field Pool Special Needs Page Park Center Southeast Regional Library Perry Branch Library 161 Table of Contents PARKS AND RECREATION PERSONNEL BY DIVISION Administration Facilities Maintenance Parks and Open Space Aquatics Recreation Centers Recreation Programs Total Personnel EXPENSES BY DIVISION Administration 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 8.60 11.00 30.83 20.42 35.54 6.82 9.85 11.00 31.88 20.42 37.50 6.82 9.84 11.00 31.88 17.98 38.54 6.82 9.99 11.00 31.88 17.98 38.54 6.82 10.58 12.00 35.71 17.78 39.81 6.82 113.21 117.47 116.06 116.21 122.70 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 758,806 2,653,917 3,734,308 797,685 5,406,564 840,198 886,561 2,590,663 3,989,147 855,948 5,907,310 832,770 997,142 3,125,720 4,553,119 990,181 6,328,611 988,486 1,049,620 3,186,990 4,542,820 980,520 6,165,750 956,020 1,200,200 3,278,800 4,891,900 957,330 6,327,310 990,430 $ 14,191,478 $ 15,062,399 $ 16,983,259 $ 16,881,720 $ 17,645,970 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 5,487,484 8,703,994 - 6,074,598 8,942,135 45,666 6,484,655 10,447,604 51,000 6,406,360 10,447,360 28,000 6,974,240 10,585,730 86,000 $ 14,191,478 $ 15,062,399 $ 16,983,259 $ 16,881,720 $ 17,645,970 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 3,561,321 14,191,478 3,248,239 15,062,399 3,036,000 16,983,259 3,276,000 16,881,720 3,314,000 17,645,970 $(10,630,157) $(11,814,160) $(13,947,259) $(13,605,720) $(14,331,970) 162 Table of Contents Facilities Maintenance PURPOSE STATEMENT OBJECTIVES FY 2016 To maintain and repair assigned facilities and associated systems and keep equipment in proper working order for the safety and effective use of facilities and to respond to facility maintenance and repair needs of customers. ACCOMPLISHMENTS FY 2015 z z z z z z z z z z z Coordinated with various departments to complete necessary repairs and maintenance at the numerous facilities Upgraded lighting in the Council Chambers Completed work on the cooling system controls and valves at the Municipal Center Replaced batteries in the UPS backup system, and replaced two 8-channel video receivers for the fiber that runs the security cameras at the Public Safety Facility Implemented the threat assessment recommendations as identified by Police and Fire Security improvements made to Municipal Center I and Municipal Center II Upgraded the badge reader system at all facilities z z z z z Complete a facility assessment on all Town facilities by an outside consultant Paint front walkway entrance to Municipal Center Complete Public Works improvements including carpet, and DVR camera Complete Municipal Center II improvements including surveillance security system and carpeting Complete Public Safety Facility improvements including: replacing the parking garage lighting fixtures with energy efficient fixtures, apply a coating to the inside of the end bells of the two chillers, tile installation, two evaporative cooler replacements, painting, and recoat the flooring in the court holding cells Paint the two entrances and other metal trim in the front of South Area Service Center building Replace four air conditioners at the Radio Maintenance Facility Apply foam on roof at Public Works Facility to extend life Replace carpet and chairs in Council Chambers BUDGET NOTES One Facilities Maintenance Technician was approved to implement projects/repairs identified in the Long Range Infrastructure Plan (LRIP). One time requests totaling approximately $480,000 are also included in the FY 2016 budget. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 36 2 hours 39 2 hours 36 2 hours 38 2 hours $7.43 $8.36 $12.10 $9.21 $4.51 $3.67 $7.33 $5.49 $2.89 $2.92 $3.32 $3.84 $4.80 $4.28 $5.15 $5.24 Cost per square foot - South Area Service Center (86,000 square feet) $2.62 $2.43 $2.28 $2.56 Cost per square foot - Radio Maintenance Facility (7,580 square feet) $2.26 $1.98 $2.52 $5.55 PERFORMANCE MEASURES Number of emergency call outs Average time spent per emergency Cost per square foot-Municipal Center (51,050 square feet) Cost per square foot – Public Works (33,000 square feet) Cost per square foot - Municipal Center II (51,500 square feet) Cost per square foot - Public Safety Center (178,000 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 2013 Actual FY 2014 Budget FY 2015 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 12.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 11.00 11.00 11.00 11.00 12.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 839,126 380,353 148,676 148,955 854,472 225,545 39,667 17,123 881,557 426,753 120,973 150,225 762,522 209,256 24,395 14,982 979,010 620,300 233,735 158,560 894,965 179,980 35,660 23,510 990,190 617,610 241,820 170,990 916,930 195,930 34,430 19,090 1,203,160 470,230 181,230 197,850 933,250 220,040 30,980 42,060 $ 2,653,917 $ 2,590,663 $ 3,125,720 $ 3,186,990 $ 3,278,800 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 769,252 1,884,665 - 817,115 1,773,548 - 850,960 2,246,760 28,000 834,870 2,324,120 28,000 920,800 2,301,000 57,000 $ 2,653,917 $ 2,590,663 $ 3,125,720 $ 3,186,990 $ 3,278,800 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 247,850 2,653,917 Net Operating Result Projected FY 2015 254,022 2,590,663 253,000 3,125,720 228,000 3,186,990 228,000 3,278,800 $ (2,406,067) $ (2,336,641) $ (2,872,720) $ (2,958,990) $ (3,050,800) COST PER SQUARE FOOT OF FACILITIES $10.00 $8.00 $6.00 $4.00 $2.00 $0.00 FY 2013 FY 2014 FY 2015 164 FY 2016 Table of Contents Parks and Open Space PURPOSE STATEMENT z To provide clean, safe, and well-maintained parks, trails and open space areas for the residents of Gilbert and visiting patrons. Amenities include baseball and softball fields, multi-purpose play areas, playgrounds, sport courts (volleyball, tennis, basketball), a skate park, dog parks, lakes, trails, and picnic areas. Gilbert provides high quality parks, facilities, and related amenities creating a sense of community, enabling a safe and secure environment, and enhancing Gilbert's livability. z z z z z z z z z z z z z OBJECTIVES FY 2016 ACCOMPLISHMENTS FY 2015 z z Introduced various native trees at Riparian Preserve to enhance wildlife habitats, aesthetics, and educational programs Volunteers provided approximately 600 hours removing weedy and non-native vegetation at Riparian Preserve Riparian staff served over 1,800 children, both onsite and offsite, through field trips and outreach programs Held second annual "Riparian After Dark Event" Re-surfaced basketball court at Crossroads Re-surfaced tennis court at Circle G Park Added shade structure to Cosmo Park beach area Replaced irrigation filter system at Water Ranch Lake Completed improvements at Water Tower Plaza – painting, concrete repairs, light upgrades Added security lighting at Crossroads Park ball fields Shade covers replaced at the Riparian Preserve Established new fishing guidelines at Riparian Preserve Water Ranch Lake Developed a Conservation Plan for the Riparian Preserve Conducted biological surveys of bird life and dragonflies at the Riparian Preserve Established new partnership with Desert Fly Casters to provide free fly fishing clinics and demonstrations Made improvements to various Riparian Preserve habitats z z z z z z z z z z Replace light pole timers with photo cells Completion of lake study Replace ball field fencing at Freestone Park, McQueen Park, and Crossroads Park Refurbish the waterfall bridge at Freestone Park Repair and refurbish skate park concrete surface Paint concessions building at Crossroads Park Paint ramadas at Discovery and Freestone Park Paint all park restroom interiors Continue with deferred maintenance projects at the Riparian to increase sustainability and functionality Install updated directional and educational signage at the Riparian Preserve BUDGET NOTES One Facilities Maintenance Technician was approved to implement projects/repairs identified in the Long Range Infrastructure Plan (LRIP). In addition, 2.83 FTE, allocated to the Riparian Preserve, was transferred from the Wastewater Fund to the Parks Department of the General Fund based on functions of the positions. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Increase ramada rentals Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Economic Development Projected FY 2015 High Performing Government Anticipated FY 2016 828 773 900 950 1,773 1,850 1,950 2,000 $21,400 $13,700 $17,125 $21,400 Increase community partnerships at Riparian by one each year 2 3 4 5 Add three new programs/events at Riparian N/A N/A 5 8 Increase field trip educational programs at Riparian by 18% N/A N/A 22 26 Increase sport court rentals Increase Riparian revenue generated by 25% 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 2013 Actual FY 2014 Budget FY 2015 30.83 31.88 31.88 31.88 35.71 30.83 31.88 31.88 31.88 35.71 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 3,734,308 3,989,147 4,553,119 4,542,820 4,891,900 $ 3,734,308 $ 3,989,147 $ 4,553,119 $ 4,542,820 $ 4,891,900 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,648,986 2,085,322 - 1,746,875 2,242,272 - 1,870,484 2,659,635 23,000 1,789,430 2,753,390 - 2,155,620 2,707,280 29,000 $ 3,734,308 $ 3,989,147 $ 4,553,119 $ 4,542,820 $ 4,891,900 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 623,165 3,734,308 Net Operating Result Projected FY 2015 657,121 3,989,147 552,000 4,553,119 567,000 4,542,820 579,000 4,891,900 $ (3,111,143) $ (3,332,026) $ (4,001,119) $ (3,975,820) $ (4,312,900) COST PER CAPITA $25.00 $20.00 $15.00 $10.00 $5.00 $0.00 FY 2013 FY 2014 FY 2015 166 FY 2016 Table of Contents Aquatics PURPOSE STATEMENT OBJECTIVES FY 2016 To provide a variety of aquatics programs for the community to include public 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. z z z ACCOMPLISHMENTS FY 2015 z z z z The renovation of the Mesquite Aquatic Center, constructed in 1994 is now complete. The pool underwent a major renovation on plaster, decking, and mechanical systems and is now ready to provide another 20+ years of service to the community. Mesquite Pool is also now fully ADA compliant with a double chair lift system for use by those with disabilities The demolition of the Gilbert Junior High pool is now complete. This has allowed the resources allocated to maintaining the Gilbert Junior High pool site to be distributed to other aquatics complexes Expanded the program areas of youth swim and dive teams and swim lessons permanently into the Spring months of April and May at select locations. Three pre-season sessions of swimming lessons were offered this year at Greenfield Pool Record number of youths enrolled in the youth swim/dive team program for the second straight year. A total of 1,875 youth participated in these programs z Complete LRIP projects at Greenfield, Williams Field, and Perry pools on pool decks and chemical rooms Continue to expand the spring programming options, and look for alternative ideas for optimization of current facilities and resources Maximize the use of social media and the website to publicize aquatics programming and special events Continue to cooperate and work with our school district partners Gilbert, Higley, and Chandler to maintain the pool sites, all of which are on school district campuses for their use BUDGET NOTES Staff continues to refine the seasonal hours necessary to operate four pools. For FY 2016, there is a slight reduction in hours as a result of properly recognizing costs related to uniform allowances. This led to an increase in the supplies and contractual budget. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Increase attendance at recreation swim Increase number of swim lesson participants Increase swim team participation Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 34,910 34,843 36,000 36,100 7,119 7,065 7,500 7,575 1,503 1,875 1,900 1,925 167 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 2015 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 0.00 5.13 4.25 4.19 4.41 0.00 5.05 4.22 4.14 4.37 20.42 20.42 17.98 17.98 17.78 Actual FY 2013 Actual FY 2014 Budget FY 2015 797,685 3,970 270,897 209,670 175,983 195,428 $ Actual FY 2013 Personnel Supplies & Contractual Capital Outlay $ 797,685 $ 411,392 797,685 $ $ (386,293) $ 855,948 $ 416,171 855,948 (439,777) $ 990,181 Budget FY 2016 25,000 265,760 250,860 219,210 219,690 $ 980,520 275,600 251,600 216,330 213,800 $ Projected FY 2015 694,973 295,208 - Actual FY 2014 168 990,181 Budget FY 2016 Projected FY 2015 Budget FY 2015 584,700 271,248 - Actual FY 2013 Total Revenues Total Expenses 855,948 Projected FY 2015 25,000 275,619 250,360 219,394 219,808 Actual FY 2014 548,244 249,441 - OPERATING RESULTS Net Operating Result Actual FY 2014 22,629 239,696 200,509 166,277 168,574 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 Budget FY 2016 692,200 288,320 $ Budget FY 2015 420,000 990,181 (570,181) $ 980,520 957,330 652,820 304,510 $ Projected FY 2015 426,000 980,520 (554,520) $ 957,330 Budget FY 2016 427,000 957,330 (530,330) Table of Contents Recreation Centers PURPOSE STATEMENT z Recreation centers provide clean, safe and well maintained indoor recreational facilities for a wide variety of programs and activities. 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 citizens quality of life. z z z z z z z z OBJECTIVES FY 2016 z z z ACCOMPLISHMENTS FY 2015 z z In cooperation with Gilbert PD and Fire, conducted emergency safety training drills for all staff at all centers Building modifications were made to bring facilities in compliance with threat assessment recommendations Enhanced security measures at all recreation facilities to include new and replacement cameras, DVR’s, HVR’s, and staff badge access card readers where needed Extensive flooring repair and maintenance done at all centers Replaced broken and updated facility signage to align with current policies and procedures Resurfaced parking lot at McQueen Park Activity Center Replaced broken and outdated cardio equipment at the Freestone Recreation Center Implemented EFT (Electronic Funds Transfer) at the Freestone Recreation Center for monthly memberships Recorded over 11,000 visits at Freestone Recreation Center Kiddy Korner Ran over 1,250 classes and programs for the community at the various centers Recorded over 30,000 participants in the group fitness program at the Freestone Recreation Center z z z Work in conjunction with CIP to address the ongoing issues with roof leaks at the Freestone Recreation Center Revise and implement new rental and membership fees for the facilities Implement Optimization Plan recommendations as appropriate at the Freestone Recreation Center Develop Optimization Plan for the Gilbert Community Center and McQueen Park Activity Center Resurface Gilbert Community Center and Page Park Center parking lots Continue comprehensive reviews of all center policies and procedures BUDGET NOTES An additional part-time Custodian was approved for the Freestone Recreation Center to be able to cover the hours of operations at the center. Seasonal staff was added to all centers based on increased rentals and programs. No major changes in the supplies and contractual budget for FY 2016. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 242,346 245,521 227,394 229,000 Increase total number of Independent Contractor contracts executed for class programs 32 36 41 42 Increase total number of passes sold (annual, 6 month, monthly) at Freestone Recreation Center 7,628 8,045 8,100 8,200 PERFORMANCE MEASURES Increase Annual Participation at Freestone Recreation Center 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 2013 Actual FY 2014 Budget FY 2015 5.57 8.87 0.00 17.31 3.79 0.00 5.57 8.87 0.00 19.27 3.79 0.00 5.79 8.87 0.00 20.09 3.79 0.00 5.79 8.87 0.00 20.09 3.79 0.00 5.83 8.93 0.00 20.99 4.06 0.00 35.54 37.50 38.54 38.54 39.81 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 348,296 452,222 14,273 1,107,746 2,616,566 867,461 383,553 597,249 16,927 1,255,959 2,691,914 961,708 398,537 580,915 13,021 1,233,813 3,104,856 997,469 412,980 544,310 11,680 1,186,730 3,057,730 952,320 406,720 599,590 26,410 1,368,730 2,888,970 1,036,890 $ 5,406,564 $ 5,907,310 $ 6,328,611 $ 6,165,750 $ 6,327,310 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,413,138 3,993,426 - 1,615,260 4,246,384 45,666 1,748,915 4,579,696 - 1,664,310 4,501,440 - 1,781,390 4,545,920 - $ 5,406,564 $ 5,907,310 $ 6,328,611 $ 6,165,750 $ 6,327,310 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,703,671 5,406,564 Net Operating Result Projected FY 2015 1,461,791 5,907,310 1,236,000 6,328,611 1,369,000 6,165,750 1,470,000 6,327,310 $ (3,702,893) $ (4,445,519) $ (5,092,611) $ (4,796,750) $ (4,857,310) COST PER PARTICIPANT - FREESTONE RECREATION CENTER $8.00 $6.00 $4.00 $2.00 $0.00 FY 2013 FY 2014 FY 2015 170 FY 2016 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2016 To provide premium recreation services that contribute to community livability by promoting positive social/leisure opportunities to the residents of Gilbert, through diverse programs, activities and events. z ACCOMPLISHMENTS FY 2015 z z z z z z z Adaptive recreation cheerleading team awarded the Gold Medal at the Special Olympics State Competition for the fifth consecutive year Successful implementation of neighborhood notification for block party permits Began using both Twitter and Facebook for special event marketing, with an average of 3-4 posts per week, to aid in the advertisement of special events Began the downtown concert series which has proven successful both in sponsorship support (funding), and in increased traffic to the downtown restaurants during concert nights Planned and executed the Gilbert Outdoors Expo. The event was successful reaching an attendance of about 2,500 participants, and over 30 sponsors/partners Installed new ball field lights Freestone Softball complex. No program revenue loss occurred due to this project z z z Increase participation in State Special Olympics Bowling and Cheer Competitions by 8% 25% of existing special event sponsors will increase their event support to an amount greater than they sponsored in FY 2015 Increase traffic to the Special Events website by 20% over the page views of FY 2015 Increase registration numbers by 100 runners in both the Gilbert 5k and KA-Pow runs Implement a community special events committee to help assist with the notification and communication of events happening in Gilbert that include road closures BUDGET NOTES There are no significant changes in the personnel budget as staffing levels have remained consistent since FY 2013. Supplies and contractual expenditures remain steady at FY 2015 levels. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Increase the number of athletes representing Team Gilbert at Special Olympics State Bowling and Cheer Competitions by 8% Increase the number of community event sponsors supporting Town of Gilbert special events by 10% Increase the number of marketing avenues used to advertise special events by introducing 2 new avenues per year Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 33 35 51 55 44 52 60 66 2 5 7 9 171 Table of Contents Recreation Programs PERSONNEL BY ACTIVITY Youth Sports Adult Sports Special Events Admin Special Events Special Needs Total Personnel EXPENSES BY ACTIVITY Youth Sports Adult Sports Special Events Admin Special Events Special Needs Total Expenses $ Budget FY 2015 0.86 1.71 3.57 0.00 0.68 0.86 1.71 3.57 0.00 0.68 0.86 1.71 3.57 0.00 0.68 0.86 1.71 3.57 0.00 0.68 0.86 1.71 3.57 0.00 0.68 6.82 6.82 6.82 6.82 6.82 Actual FY 2013 Actual FY 2014 Budget FY 2015 840,198 74,860 225,206 293,864 188,753 50,087 $ Actual FY 2013 Personnel Supplies & Contractual Capital Outlay $ 840,198 $ 575,243 840,198 $ $ (264,955) $ 832,770 $ 529,583 832,770 (303,187) $ 988,486 Budget FY 2016 71,040 273,330 292,110 257,500 62,040 $ 956,020 85,160 272,810 304,420 271,820 56,220 $ Projected FY 2015 501,161 487,325 - Actual FY 2014 172 988,486 Budget FY 2016 Projected FY 2015 Budget FY 2015 532,296 300,474 - Actual FY 2013 Total Revenues Total Expenses 832,770 Projected FY 2015 85,005 275,591 301,140 269,410 57,340 Actual FY 2014 480,882 359,316 - OPERATING RESULTS Net Operating Result Actual FY 2014 65,818 248,426 268,368 210,949 46,637 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 Budget FY 2016 528,720 427,300 $ Budget FY 2015 535,000 988,486 (453,486) $ 956,020 990,430 501,780 488,650 $ Projected FY 2015 686,000 956,020 (270,020) $ 990,430 Budget FY 2016 595,000 990,430 (395,430) 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. Constellation Way Playground/Park Replacements Detention Facility Pool Repairs - Various Locations Transportation More detail on these CIP projects can be found in the Capital Improvements section. 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. Other Insurance Outside Agencies 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. 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. 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. Capital Projects The budget for capital projects is determined by the FY2016-2025 Capital Improvement Plan that was adopted by Council on June 4, 2015. The following projects require General Fund funding for FY 2016: Topaz Radio Finance, HR, and Payroll System Heritage Trail Middle Segment Permitting System Replacement Fire Station 7 Playground Replacements Freestone Recreation Center Roof Western Canal Trail Urban Lakes Renovation Elliott District Park Repairs Ash Street Extension Meadowbrook Reconstruction McQueen Activity Center Roof Lindsay/SR 202 Traffic Interchange Powerline-UPRR Grade Crossing Security Access System Upgrades Pool Chemical Room Modifications Police App/Network Support Reservation System Replacement Pool Pump Pit Upgrades Powerline Trail Drainage HR Talent Management System Palm Street Improvements Recker Road - Riggs to Hunt Hwy Fire Station Emergency Signals Fire Station Connectivity Support Parks and Trails Signs and Lighting 36,460 13,440 7,500 5,570 Copy Services The contract for the current copy services provider. $2,300,000 1,816,000 1,494,830 1,469,730 1,434,670 1,255,470 1,100,000 1,096,320 1,033,530 993,520 978,080 858,000 563,200 510,000 420,000 410,000 335,520 238,670 211,000 192,560 189,120 163,580 130,000 100,000 67,830 53,930 50,000 173 Pay for Performance/Step Increase 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 2016 for all nonsworn employees who demonstrate exceptional performance. An ongoing allowance has been budgeted for sworn Public Safety employees. 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. Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. Contingency for FY 2016 was calculated to equal the unassigned fund balance after all reserves were identified. Calculation for the contingency amount can be found in the Budget Process section of the document. 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 451,408 309,573 3,063,821 - 350,000 412,518 4,470,440 4,054,405 - 350,000 493,500 14,795,685 4,609,670 5,000,000 10,647,500 350,000 493,500 6,559,120 4,034,670 - 350,000 494,530 19,528,530 6,178,060 5,000,000 8,990,000 $ 3,824,802 $ 9,287,363 $ 35,896,355 $ 11,437,290 $ 40,541,120 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 3,824,802 - 5,507,698 3,779,665 1,100,000 20,297,928 14,498,427 4,878,170 6,559,120 1,321,890 19,690,700 19,528,530 $ 3,824,802 $ 9,287,363 $ 35,896,355 $ 11,437,290 $ 40,541,120 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 35,896,355 11,437,290 40,541,120 14,947 3,824,802 590,185 9,287,363 $ (3,809,855) $ (8,697,178) $(35,896,355) $(11,437,290) $(40,541,120) 174 Table of Contents Enterprise Funds __________________________________________ Enterprise Funds Summary Water Wastewater Environmental Services - Residential Environmental Services - Commercial Table of Contents SanTan Vista Water Treatment Plant Greenfield Wastewater Treatment Plant Environmental Services - Household Hazardous Waste Facility 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 to provide these services – including cost of internal support from the General Fund. Enterprise Funds include: Water Wastewater Env. Services Residential Commercial Ensure a safe, dependable water supply Provide a safe, dependable wastewater collection/treatment system, and a reclaimed water reuse system Environmentally sound collection and disposal of solid waste for residential customers, and environmental programs such as storm water 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 2016. Total Operating Revenues Water Wastewater $ 40,391,000 $ 25,302,000 Total Operating Expenses Operating Income (Loss) (26,513,150) (20,198,610) $ (10,867,600) $ (1,211,150) $ (4,323,610) $ (10,867,600) Operating Transfers In $ (1,211,150) - Operating Transfers Out Net Income $ 15,875,000 (51,258,600) Non-Operating Revenues (Expenses) Income (Loss) Before Transfers Environmental Services Residential Commercial (3,067,790) $ $ (4,323,610) 920,000 (10,295,360) (1,326,070) $ (24,642,090) $ (10,586,510) $ (5,494,680) ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Water Environmental Services - Residential Wastewater Environmental Services - Commercial (640,790) - $ 155,000 (13,774,490) 175 $ 2,427,000 (640,790) (261,680) $ (902,470) Table of Contents ENTERPRISE FUNDS Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial 118.20 41.68 71.72 7.28 117.95 44.68 76.22 7.28 116.45 45.39 76.72 7.28 116.45 45.24 76.72 7.28 124.95 42.50 86.05 8.28 Total Personnel 238.88 246.13 245.84 245.69 261.78 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 24,584,659 13,447,022 11,525,017 1,867,307 36,663,759 18,695,632 11,495,175 1,975,194 50,030,312 26,244,464 17,772,107 3,231,788 26,723,590 18,103,660 14,132,168 2,161,670 51,258,600 26,513,150 20,198,610 3,067,790 $ 51,424,005 $ 68,829,760 $ 97,278,671 $ 61,121,088 $101,038,150 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 15,763,496 35,337,110 323,399 16,393,312 48,752,554 3,683,894 18,237,502 48,105,557 30,935,612 16,903,560 39,696,188 4,521,340 19,161,750 44,863,540 37,012,860 $ 51,424,005 $ 68,829,760 $ 97,278,671 $ 61,121,088 $101,038,150 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 78,146,291 683,053 80,617,041 8,537,151 80,848,661 1,075,000 82,216,000 1,075,000 83,995,000 1,075,000 $ 78,829,344 $ 89,154,192 $ 81,923,661 $ 83,291,000 $ 85,070,000 46,365,120 17,834,729 63,736,351 14,463,570 87,490,510 21,681,657 54,210,498 19,409,532 89,440,410 29,436,550 Total Uses $ 64,199,849 $ 78,199,921 $ 109,172,167 $ 73,620,030 $118,876,960 Net Operating Result $ 14,629,495 $ 10,954,271 $ (27,248,506) $ 9,670,970 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 $ (33,806,960) Table of Contents Enterprise Funds Benchmarks $28.26 Average water rates for medium users in Gilbert *Figures assume single family residential water use to be 11,200 gallons on a ¾” meter. Source: Valley Benchmark Cities, FY 2013/14 *Figures assume single family residential water use to be 11,200 gallons on a ¾” meter. Source: Valley Benchmark Cities, FY 2013/14 Source: Valley Benchmark Cities, FY 2013/14 177 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 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 Quality Plant Production Distribution Utility Services Well Production Water Resources Metering Backflow Conservation Utility Locates 179 Table of Contents WATER Actual FY 2013 Actual FY 2014 Budget FY 2015 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 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 1.00 3.00 40.20 6.00 13.00 27.00 15.25 4.00 6.00 1.00 1.50 4.00 43.20 6.00 17.00 28.00 15.25 3.00 6.00 1.00 118.20 117.95 116.45 116.45 124.95 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 396,794 192,488 9,986,115 491,593 1,691,532 3,431,232 620,467 258,128 210,969 3,684,742 3,620,599 342,788 254,735 9,176,324 552,418 1,537,088 2,902,901 675,116 190,645 224,492 5,098,600 15,708,652 427,205 330,789 10,554,985 738,853 1,808,993 4,120,332 619,269 377,507 227,796 5,723,045 25,101,538 455,250 332,450 10,458,700 630,260 1,632,550 3,408,470 577,220 379,010 197,620 5,624,710 3,027,350 417,340 468,460 11,242,890 711,080 2,381,510 4,165,020 624,750 201,430 309,500 5,989,230 24,747,390 $ 24,584,659 $ 36,663,759 $ 50,030,312 $ 26,723,590 $ 51,258,600 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 6,680,144 17,610,768 293,747 6,866,339 27,400,972 2,396,448 7,686,696 21,476,338 20,867,278 7,161,330 18,178,460 1,383,800 8,286,720 20,971,410 22,000,470 $ 24,584,659 $ 36,663,759 $ 50,030,312 $ 26,723,590 $ 51,258,600 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 37,940,591 - 39,283,038 7,705,487 39,235,839 - 39,426,000 - 40,391,000 - $ 37,940,591 $ 46,988,525 $ 39,235,839 $ 39,426,000 $ 40,391,000 24,584,659 8,447,872 36,663,759 7,672,312 50,030,312 9,821,884 26,723,590 9,821,884 51,258,600 13,774,490 Total Uses $ 33,032,531 $ 44,336,071 $ 59,852,196 $ 36,545,474 $ 65,033,090 Net Operating Result $ 4,908,060 $ 2,652,454 $(20,616,357) $ 2,880,526 PERSONNEL BY DIVISION Administration Conservation Production Quality Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources Total Personnel EXPENSES BY DIVISION Administration Conservation Production Quality Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 180 Projected FY 2015 Budget FY 2016 $(24,642,090) Table of Contents Conservation PURPOSE STATEMENT OBJECTIVES FY 2016 To ensure Gilbert’s water supply is used in the most efficient manner, and that Gilbert complies with state regulations regarding water conservation, which includes meeting the target gallons per capita per day water use of 205 gallons. z z z ACCOMPLISHMENTS FY 2015 z z z z z z z z z Per capita water use was reduced to 185 gallons Expansion of grade school education to include 6th grade in addition to existing 4th grade programs Expansion of municipal landscape management assistance to now include all parks, streets and (Parkway Improvement District) PKID sites Developed a strategic plan for the Water Conservation Division to align Town goals with the Arizona Department of Water Resources 4th Management Plan Increased student education program participation by 30% Revision of Water Supply Reduction Management Plan, and creation of Salt River Project (SRP) Water Management Operational Guide Developed "Water Wise Gilbert" business recognition program Developed new reclaimed water use guidelines and adoption of revised Reclaimed Water Use Manual z z z Continue to maintain compliance with the Arizona Department of Water Resources Non Per Capita Conservation Program requirements Prioritize and audit two municipal facilities for water efficiency Review Gilbert water efficiency standards and identify areas for improvement Rollout Water Wise Gilbert program with intensive marketing plan; enroll three businesses Research and develop new methods to conserve water used by residential customers Maximize the use of reclaimed water, instead of potable water, when possible, and begin to explore conservation programs for reclaimed water customers Explore possibilities for partnerships to fund and expand the water festival BUDGET NOTES The FY 2016 budget includes one new FTE that will increase the capacity of the division to perform residential audits. Dependent on when the employee is hired/trained, the performance measure anticipated may change when actuals are reported. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Number of students participating in education programs Residential audits Number of HOAs participating in Landscape Management Assistance Program Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 1,088 2,972 3,862 3,800 130 160 248 220 2 15 31 40 181 Table of Contents Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Actual FY 2013 Actual FY 2014 Budget FY 2015 3.00 3.00 3.00 3.00 4.00 3.00 3.00 3.00 3.00 4.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 192,488 Total Expenses $ $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 192,488 254,735 192,488 $ 330,789 $ 254,735 $ 332,450 330,789 $ $2.00 $1.50 $1.00 $0.50 $0.00 FY 2014 FY 2015 182 $ FY 2016 332,450 468,460 Budget FY 2016 280,020 52,430 - COST PER CAPITA FY 2013 468,460 Projected FY 2015 279,432 51,357 $ Budget FY 2016 332,450 Budget FY 2015 204,924 49,811 - Budget FY 2016 Projected FY 2015 330,789 Actual FY 2014 164,899 27,589 $ 254,735 Projected FY 2015 346,040 95,790 26,630 $ 468,460 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. 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 2015 z z z z z z z z z z z Reconditioned/cleaned infrastructure at North Water Treatment Plant (NWTP) Updated various standard operating procedures Replaced all remaining propeller water meters at well sites with mag meters to increase accuracy and reduce maintenance cost associated with complying with the Water Delivery and Use Agreement Reservoir Site 3 rehabilitated, with new tank, TTHM aeration strippers and chlorination station Well Site 14 completed in-house rebuild of the controls and motor drive for the 300hp well Arsenic treatment system relocated from Site 26 to Well Site 28 to help meet SDWA MCL's for Arsenic Began construction of Well Site 7 rehabilitation New chlorination systems were installed at Well Sites 19 and 20 New Fluoride bulk chemical storage tank installed at Santan Vista WTP to replace existing tank that did not meet life expectancy Reorganized operational structure at NWTP to meet SCADA operating needs, as well as plan operations and maintenance Due to operational efficiencies a reduction in the number of after hours emergency callouts was realized. After hours callouts represent approx. 10% of the total overtime amount z z z z Developed staff training program for safety and required professional development hours needed to maintain certifications Rehabilitated high profile water features at the Gilbert Water Tower park using existing staff Earned SRP rebates for energy improvements in the NWTP at an annual savings of $1,582 in reduced lighting costs Prepared revised IGA with City of Chandler for operations of Santan Vista WTP expansion Conducted system wide water quality survey for corrosion control program. Completed survey and implemented program; resulting cost savings to be realized at end of FY 2016 OBJECTIVES FY 2016 z z z z z z z SCADA Programmer to begin SCADA system overhaul and upgrades necessary to provide continuous water systems operations Complete Well Site 7 rehabilitation Complete chemical line replacement CIP WA087 Complete chlorination system study CIP WA055 Continued measures to improve operational efficiencies within the Water Production department Reduce expensive pumping costs with improved pumping plans, and system operations Reduce overtime expenses by 50% with the addition of FTE's for NWTP and wells BUDGET NOTES The FY 2016 personnel budget includes three new FTE. The supplies and contractual budget has increased to include one-times related to programmed maintenance associated with the long range infrastructure plan. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Peak day demand (million gallons) Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 67 69 66 69 Daily average water production (million gallons) 42.5 43.2 43.0 43.0 # of exceeded MCL's for water quality 0 0 0 0 Average % of ground water production 22.78% 25.20% 24.00% 25.00% Average % of surface water production # of incidents/down-time considered a water outage # of times production was not able to meet system demand 77.21% 74.80% 76.00% 75.00% 0 0 0 0 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 17.33 11.33 7.34 2.20 18.33 11.33 8.34 2.20 18.33 11.33 8.34 2.20 18.33 11.33 8.34 2.20 20.33 11.33 9.34 2.20 38.20 40.20 40.20 40.20 43.20 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 5,257,969 1,981,982 2,552,385 193,779 3,967,199 2,201,447 2,813,559 194,119 4,786,776 2,355,213 3,216,911 196,085 4,761,800 2,450,380 3,049,960 196,560 4,937,950 2,637,160 3,471,110 196,670 $ 9,986,115 $ 9,176,324 $ 10,554,985 $ 10,458,700 $ 11,242,890 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 2,890,305 6,937,639 158,171 3,065,576 6,048,073 62,675 3,262,182 7,292,803 - 3,200,360 7,258,340 - 3,426,860 7,727,030 89,000 $ 9,986,115 $ 9,176,324 $ 10,554,985 $ 10,458,700 $ 11,242,890 184 Table of Contents Quality PURPOSE STATEMENT OBJECTIVES FY 2016 Ensure Gilbert's drinking water supply is safe and dependable for all customers, and water quality meets or exceeds all local, state and federal rules and regulations. Provide timely customer service to minimize drinking water quality discrepancy/issues. ACCOMPLISHMENTS FY 2015 z z z z z z z z z z z z z z Maintained 100% compliance with all drinking water regulations No notices of Violation or Public Notifications issued due to failure to meet drinking water standards Timely and accurate reporting of data to the appropriate agencies Provided timely response and service to all customer complaints and inquiries Decreased the number of customer complaints by 23% through efforts to mitigate brown water occurrences Scheduled and sampled two water treatment plants and 17 wells meeting all sampling requirements Maintained analytical lab compliance and certification with high productivity and accountability Added new methods and expanded existing methods to in-house lab certification which increased the number of analyses performed inhouse Re-designed, advertised and published the annual Consumer Confidence Report (CCR) to promote customer awareness and engagement Increased the frequency of in-house testing for arsenic and other trace metals 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 Provide support to water treatment plants by focusing on optimization of chemical usage and plant performance Complete staff cross training so all chemists are qualified and able to operate all analytical instruments at the water quality compliance laboratory Collaborate with other departments and professional organizations to increase public outreach activities Migrate to laptops for better support of field staff when responding to customer inquiries Research and implement upgraded software for better data storage and efficient report generation BUDGET NOTES Changes in the FY 2016 budget are the result of the zero based budget process. There slight decrease in the operating budget maintains the current level of service. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Number of violations per year 0 0 0 0 Number of missed deadlines for compliance reports 0 0 0 0 Number of analyses performed in-house 18,630 18,994 38,000 40,000 Number of customer complaints Percent of customer complaints resolved to their satisfaction 140 150 115 110 100% 100% 100% 100% 1.80% 2.00% 2.00% 2.00% PERFORMANCE MEASURES Percent deviated from annual department budget 185 Table of Contents Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Total Expenses Actual FY 2014 Budget FY 2015 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 491,593 $ 491,593 552,418 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 491,593 $ 552,418 186 $ 738,853 630,260 711,080 $ Projected FY 2015 466,924 271,929 $ Budget FY 2016 630,260 Budget FY 2015 330,587 221,831 $ 738,853 Budget FY 2016 Projected FY 2015 738,853 Actual FY 2014 349,597 141,996 $ 552,418 Projected FY 2015 Budget FY 2016 396,790 233,470 $ 630,260 711,080 485,040 226,040 $ 711,080 Table of Contents Distribution PURPOSE STATEMENT OBJECTIVES FY 2016 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 2015 z z z z z z z z z Implemented a defined 5-year Fire Hydrant Maintenance Program that aligns with long range infrastructure planning (LRIP). Each year, 20% of the total number of fire hydrants will be maintained Successfully repaired 144 fire hydrants throughout Gilbert saving an estimated $575,000 versus traditional replacement Maintained approximately $200,000 worth of repair inventory and conducted quarterly inventory counts in conjunction with the Finance Division Developed a productivity tracking mechanism to increase operational efficiencies by tracking overall and individual work performance Developed a training matrix to identify training requirements for classification specific positions to adhere to regulatory requirements Developed a distribution valve exercising program for more than 34,500 valves to ensure proper operation and extend the life cycle of the valves Developed safety related checklists as a means of increasing safety awareness/decreasing injuries and accidents Received a 100% safety audit score Process mapping was performed for several tasks performed by Distribution staff. Data obtained during the mapping processes was used to develop standard operating procedures z z z z z z z z Continue the development of standard operating procedures as a means of ensuring employee safety and overall work knowledge Begin implementation of the LRIP in-house fire hydrant replacement program with an annual replacement goal of 180 Continue to meet or exceed the fire hydrant maintenance program to achieve an annual goal of 2,324 total fire hydrants maintenance Continue with fire hydrant painting daily; to meet new goal of 1,000 annually Begin implementation of the LRIP water valve replacement program with an annual replacement goal of 170 Development of water distribution training programs necessary for operator development and regulatory mandated training requirements Continue to monitor and track overall work productivity to ensure LRIP program goals are met Operate annually, more than 8,000 valves to meet the goals set forth in the distribution valve exercising program Assist with the development of the Public Works health and safety program Strive to achieve 100% safety audit rating BUDGET NOTES The FY 2016 personnel budget includes the addition of a four person crew to implement the in-house fire hydrant replacement program. The supplies and contractual budget has increased due to one-time purchases associated with equipment for the crew. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES # of fire hydrants maintenance # of fire hydrant painted # of Lucity work orders completed Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 930 627 1,400 2,324 912 2,055 539 1,617 600 1,600 1,000 1,700 # of fire hydrant replacements 44 43 40 45 # of service leaks repaired 25 22 32 25 # of water main breaks repaired # of water valve replacements completed 7 3 8 2 10 3 10 10 4,002 4,455 5,262 8,200 # of water valves exercised 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 12.00 13.00 13.00 13.00 17.00 12.00 13.00 13.00 13.00 17.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 1,691,532 1,537,088 1,808,993 1,632,550 2,381,510 $ 1,691,532 $ 1,537,088 $ 1,808,993 $ 1,632,550 $ 2,381,510 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 734,790 839,636 117,106 692,278 840,814 3,996 894,817 914,176 - 698,730 933,820 - 1,116,470 1,265,040 - $ 1,691,532 $ 1,537,088 $ 1,808,993 $ 1,632,550 $ 2,381,510 188 Table of Contents Metering PURPOSE STATEMENT z 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. OBJECTIVES FY 2016 z ACCOMPLISHMENTS FY 2015 z z z z z z Updated the goals of the Water Meter Replacement Program by applying focus on meters that meet age and consumption criteria established for replacement. This program ensures the appropriate collection of revenue based on accurate consumption and brings Gilbert into compliance with Arizona Department of Water Resources guidelines for unaccounted water Continued the large meter field testing and replacement program to ensure large meter accuracy. Continued the zero consumption process to remove meters that have stopped registering on a weekly basis Implemented a meter testing program to bench test 10% of the Water Meter Replacement Program meters as a means of evaluating potential revenue loss, water loss and inoperable water meter trends Developed a productivity tracking mechanism to increase operational efficiencies by tracking overall and individual work performance Developed a training matrix to identify training requirements for classification specific positions to adhere to regulatory requirements Developed safety related checklists as a means of increasing safety awareness and decreasing injuries and accidents. Received a 100% safety audit score Process mapping was performed for several tasks completed by the Water Metering Section Standard Operating Procedures were also created as a result of this process z z z z z z z z Continue the Water Meter Replacement Program that focuses on the replacement of water meters that meet specified on age and consumption criteria Complete all large water meter tests and replace large water meters found to be under-registering Install water meters in a timely manner to increase customer confidence and minimize disruptions Read every water meter in Gilberts water system once a month Replace all meters that are not registering accurately or have stopped registering water flow Continue research on AMR/AMI radio reading water meters to increase efficiency and increase data for water conservation and customer service purposes Develop program that focuses on the field testing of all 1 1/2" and 2" water meters in Gilberts water system Assist with the development of the Public Works Health and Safety Program; strive to achieve 100% safety audit rating Continue to process map additional activities that require the use and development of standard operating procedures BUDGET NOTES No rate increase for water services was required for FY 2016. The FY 2016 personnel budget includes one new FTE. There are no significant changes to the supply and contractual budget. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 # of lock - off for delinquent payment 4,831 5,086 4,924 4,677 # of service orders per year Average meter read per cycle per M&O Worker 20,693 19,781 18,199 19,108 426 384 384 390 # of meter reads for the year # of new meters installed 863,428 2,083 872,552 1,826 878,395 1,580 887,178 1,595 5,177 4,723 5,652 5,934 0 0 400 1,500 PERFORMANCE MEASURES # of meter replacements # of meters tested 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 26.00 26.00 27.00 27.00 28.00 26.00 26.00 27.00 27.00 28.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 3,431,232 2,902,901 4,120,332 3,408,470 4,165,020 $ 3,431,232 $ 2,902,901 $ 4,120,332 $ 3,408,470 $ 4,165,020 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,600,178 1,831,054 - 1,652,534 1,250,367 - 1,727,445 2,362,887 30,000 1,665,400 1,699,360 43,710 1,779,040 2,385,980 - $ 3,431,232 $ 2,902,901 $ 4,120,332 $ 3,408,470 $ 4,165,020 ANNUAL COST PER METER READ $5.00 $4.00 $3.00 $2.00 $1.00 $0.00 FY 2013 Budget FY 2016 FY 2014 FY 2015 190 FY 2016 Table of Contents Utility Customer Service PURPOSE STATEMENT OBJECTIVES FY 2016 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. ACCOMPLISHMENTS FY 2015 z z z Outbound notification via emails and phone calls to customers using Phonetree software reduced the number of disconnects for non-payment Training and reference materials were updated and placed on the department website; utilization of the material increased the efficiency of training new staff The addition of a second Utility Billing Specialist allowed certain tasks to gradually move from Customer Service Professionals (CSPs) to the Billing Specialist by the end of FY 2015, freeing up time for CSPs to return to their primary focus of providing customer services on the phones z z Implement a means by which customers can provide formal feedback on customer service at the front counter Enhance marketing of e-bills to customers to increase percentage of customers viewing the utility statements online BUDGET NOTES There were no significant changes to the budget in FY 2016. There were slight increases in postage, bank and credit card fees. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES % of utility customers participating in Autopay % of utility customers signed up to view their utility billing statements online Answer incoming calls within the American Water Works Association industry standard of 58 seconds Maintain the abandoned call rate below the American Water Works Association industry standard of 5.8% Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 24% 27% 30% 32% 17% 18% 18% 18% 1:25 2:10 2:31 2:00 10% 13% 12% 10% 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 2014 Budget FY 2015 18.00 17.75 15.25 15.25 15.25 18.00 17.75 15.25 15.25 15.25 Actual FY 2013 Actual FY 2014 Budget FY 2015 620,467 $ 620,467 675,116 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 620,467 $ 675,116 192 $ 619,269 577,220 624,750 $ Projected FY 2015 352,820 266,449 $ Budget FY 2016 577,220 Budget FY 2015 410,053 265,063 $ 619,269 Budget FY 2016 Projected FY 2015 619,269 Actual FY 2014 353,368 267,099 $ 675,116 Projected FY 2015 Budget FY 2016 302,910 274,310 $ 577,220 624,750 353,030 271,720 $ 624,750 Table of Contents Public Works Administration PURPOSE STATEMENT OBJECTIVES FY 2016 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. 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. z z z z 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. ACCOMPLISHMENTS FY 2015 z z z z z Finalize the comprehensive, department wide safety initiative utilizing town resources and associated outside agencies Present the developed Standard Operating Procedures on a template for each division within Public Works to be used as a training tool for employee development Utilize identified written procedures against the day to day functions within Public Works to establish reasonable expectancies for crews and work teams Implement the remaining 50% of the Phase II Long Range Infrastructure Plan for critical assets within Public Works Evaluate the cost-effectiveness of department programs, procedures, and processes BUDGET NOTES The FY 2016 budget includes a reduction of one FTE, moving this position to the General Fund. The supplies and contractual budget for FY 2016 shows a reduction from FY 2015 due to the completion of one-time funding/projects. Began the process to formulate a comprehensive, department wide safety initiative utilizing town resources and associated outside agencies Gathered data for the prioritization of Public Works assets and components Continued 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 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 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 1:40.4 1:40.4 1:74.7 1:103.2 193 Table of Contents Public Works Administration PERSONNEL BY ACTIVITY Public Works Admin Total Personnel EXPENSES BY ACTIVITY Public Works Admin Total Expenses Actual FY 2014 Budget FY 2015 7.00 4.00 4.00 4.00 3.00 7.00 4.00 4.00 4.00 3.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 258,128 $ 258,128 190,645 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 258,128 $ 190,645 194 $ 377,507 379,010 201,430 $ Projected FY 2015 152,964 224,543 $ Budget FY 2016 379,010 Budget FY 2015 129,361 61,284 $ 377,507 Budget FY 2016 Projected FY 2015 377,507 Actual FY 2014 241,266 16,862 $ 190,645 Projected FY 2015 Budget FY 2016 154,470 224,540 $ 379,010 201,430 115,400 86,030 $ 201,430 Table of Contents Utility Locates PURPOSE STATEMENT z Protect Gilbert owned underground utilities from damage and or disruption of service to customers and facilitate the locating of utilities within parameters set forth by Arizona State law. ACCOMPLISHMENTS FY 2015 z z z z z z z z z z Developed a productivity mechanism to increase operational efficiencies by tracking overall and individual work performance Accurately located Gilbert owned utilities within parameters set forth by Arizona Revised Statutes (ARS) Received no fines from the Arizona Corporation Commission (ACC) Collaborated with Geographic Information System (GIS) staff to update inconsistencies found in the field Responded to all emergencies and unknown Blue Stake requests within specific timelines as required Participation in all Capital Improvement Projects (CIP) and final walk through Responded successfully to more than 20,100 utility locates requests from Arizona 811, consisting of 100,500 separate utilities to be located Participate and make recommendations in underground construction projects by conducting conflict reviews Developed a matrix to identify training requirements for classification specific positions to comply with regulatory requirements Developed safety related checklists as a means of increasing safety awareness and decreasing injuries and accidents z Received a 100% safety audit score based on safety measures taken in area Process mapping was performed for several tasks completed by the Utility Locating Section. SOP's were also created as a result of this process. OBJECTIVES FY 2016 z z z z z z z z Accurately locate all Gilbert owned utilities within parameters of the Arizona Revised Statutes (ARS) Respond to all routine, emergencies, and unknown Blue Stake requests within the timelines required Receive no fines from the Arizona Corporation Commission (ACC) Continue to update the Geographic Information System (GIS) as inconsistencies are found Develop and implement an asset identification operating procedure using a Global Position System (GPS) to identify field assets as needed Assist with the development of the Public Works Health and Safety Program Strive to achieve 100% Safety Audit Rating Continue to process map additional activities that require the use and development of standard operating procedures BUDGET NOTES There are no significant changes to personnel, contractual or capital budget for FY 2016. The Water Fund is the home fund for Utility Locates, a portion of the budget appropriation and expenditures are split among Water, Wastewater, and Streets budgets. This allocation is determined based on the percentage of time Utility Locates services are required. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES # of Utility Locates requests from Arizona 811 # of Emergency Locates requests from Arizona 811 Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 23,277 20,330 20,100 21,600 256 311 270 280 195 Table of Contents Utility Locates Actual FY 2013 Actual FY 2014 Budget FY 2015 Utility Locates 6.00 6.00 6.00 6.00 6.00 Total Personnel 6.00 6.00 6.00 6.00 6.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates Total Expenses 210,969 $ $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 210,969 224,492 210,969 $ 224,492 196 $ 227,796 197,620 309,500 $ Projected FY 2015 196,011 31,785 $ Budget FY 2016 197,620 Budget FY 2015 191,120 33,372 $ 227,796 Budget FY 2016 Projected FY 2015 227,796 Actual FY 2014 175,678 32,140 3,151 $ 224,492 Projected FY 2015 Budget FY 2016 184,280 13,340 $ 197,620 309,500 195,590 113,910 $ 309,500 Table of Contents Water Resources PURPOSE STATEMENT OBJECTIVES FY 2016 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 2015 z z z z z z Entered into agreement with Salt River Project to store Groundwater Storage Facility (GSF) Groundwater credits Entered into agreement with San Tan Irrigation District to store GSF Groundwater Credits Entered into agreement with New Magma Irrigation District to store GSF Groundwater Credits Renewed one-year lease with Fort McDowell Yavapai Nation for 13,933 af of Central Arizona Project (CAP) water Renewed one-year lease with San Carlos Apache Tribe for 20,000 AF of CAP water Completed application for Hoover Power request for Post-2017 Hoover Power 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 pursue options regarding purchase of additional long-term storage credits and renewable supplies Renew one-year leases with San Carlos Apache Tribe and Fort McDowell Yavapai Nation BUDGET NOTES The FY 2016 budget includes slight increases to CAP water supply delivery costs. No rate increase for water was required for FY 2016. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Gallons per capita per day water consumption % increase in surface water supply (additional supply acquisition) Addition to water portfolio of stored credits (in acre-feet) Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 196 199 190 194 0% 0% 0% 11.54% 33,933 33,933 30,000 28,500 197 Table of Contents Water Resources PERSONNEL BY ACTIVITY Water Resources Total Personnel EXPENSES BY ACTIVITY Water Resources Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 3,684,742 5,098,600 5,723,045 5,624,710 5,989,230 $ 3,684,742 $ 5,098,600 $ 5,723,045 $ 5,624,710 $ 5,989,230 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 84,220 3,600,522 - 126,608 4,971,992 - 126,653 5,596,392 - 127,310 5,497,400 - 126,940 5,862,290 - $ 3,684,742 $ 5,098,600 $ 5,723,045 $ 5,624,710 $ 5,989,230 198 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 $213,300 This is the Water Fund portion of the Public Entity Insurance package. Policies include Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Debt Debt is issued to finance construction of water facilities and is repaid through user fees. More information on this can be found in the Debt Section of this budget document. Pay for Performance $76,740 Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2016 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 2016, $2,500,000 is budgeted for contingency. Tuition Reimbursement $10,000 Based on historical usage, $10,000 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 2016-2025 Capital Improvement Plan that was adopted by Council on June 4, 2015. The following projects require Water Fund funding for FY 2016: Copy Services $8,000 The contract for the current copy services provider. Water Rights - WMA Settlement $ 10,048,000 Well Sight Upgrades 2,082,170 Meadows 12" Water Main 1,750,000 Waterline Ext McQueen/Industrial 1,308,000 Cooper and Guadalupe Inter 1,275,550 NWTP Backwash Pumps 1,012,000 Waterline Ext Desert Lane 875,000 NWTP Chemical Line Contain 826,640 Germann Rd - Val Vista to Higley 740,000 Santan Vista WTP 657,620 Arsenic Treatment Relocate 531,480 Ash Street 260,000 Well Blending Pipeline 162,320 Fiesta Tech Radio Expansion 115,000 North WTP Chlorine Conversion 98,720 Guadalupe and Gilbert Inter 90,370 HR Information System 50,000 Riggs - Val Vista to Recker 1,970 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 Debt Contingency Capital Projects Other 3,429,220 191,379 13,169,464 2,329,777 209,411 1,463,600 2,500,000 20,837,278 300,660 1,463,600 1,340,090 223,660 2,500,000 21,884,840 362,550 Total Expenses $ 3,620,599 $ 15,708,652 $ 25,101,538 $ 3,027,350 $ 24,747,390 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 3,620,599 - 13,378,875 2,329,777 77,000 4,187,260 20,837,278 1,687,260 1,340,090 131,250 2,731,300 21,884,840 $ 3,620,599 $ 15,708,652 $ 25,101,538 $ 3,027,350 $ 24,747,390 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 200 Table of Contents Wastewater _________________________________ Wastewater Summary Collection Plant Operations Reclaimed Quality Non-Departmental Table of Contents WASTEWATER FUND DESCRIPTION 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 Environmental Services Wastewater Collection Quality Reclaimed Neely Facility Effluent Re-Use Greenfield Facility 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 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 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 21.60 0.00 12.40 6.00 3.39 0.00 0.00 2.00 21.60 0.00 12.40 6.00 3.24 0.00 0.00 2.50 21.60 0.00 12.40 6.00 0.00 0.00 0.00 41.68 44.68 45.39 45.24 42.50 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 1,016,049 3,271,174 6,094,807 1,437,657 483,326 423,864 720,145 1,209,852 3,258,151 6,757,814 1,644,787 522,354 574,017 4,728,657 1,227,954 3,628,368 8,394,696 1,631,674 528,640 514,390 67,000 10,251,742 1,299,950 3,601,850 8,394,690 1,605,340 484,760 460,460 49,500 2,207,110 1,263,020 4,098,660 7,271,840 2,046,590 483,210 11,349,830 $ 13,447,022 $ 18,695,632 $ 26,244,464 $ 18,103,660 $ 26,513,150 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 3,583,531 9,863,491 - 3,914,287 13,502,992 1,278,353 4,091,376 16,414,956 5,738,132 3,813,460 12,776,700 1,513,500 3,765,510 13,513,990 9,233,650 $ 13,447,022 $ 18,695,632 $ 26,244,464 $ 18,103,660 $ 26,513,150 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 23,425,163 493,142 23,983,043 679,007 24,448,662 920,000 24,925,000 920,000 25,302,000 920,000 $ 23,918,305 $ 24,662,050 $ 25,368,662 $ 25,845,000 $ 26,222,000 13,447,022 9,088,615 18,695,632 6,491,168 26,244,464 7,789,688 18,103,660 7,789,688 26,513,150 10,295,360 Total Uses $ 22,535,637 $ 25,186,800 $ 34,034,152 $ 25,893,348 $ 36,808,510 Net Operating Result $ 1,382,668 $ Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out (524,750) $ (8,665,490) $ 202 (48,348) $(10,586,510) Table of Contents Collection PURPOSE STATEMENT OBJECTIVES FY 2016 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 2015 z 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 Performed odor control monitoring activities throughout the sewer system and routinely added odor control chemicals to the system Performed routine pipeline cleaning of 23% of the sewer system to prevent blockages, overflows, and odors (program goal was 20%) Conducted routine inspections of 15% of the sewer system using televised inspection equipment (CCTV) in order to identify problem areas that can lead to blockages, overflows, and deterioration of infrastructure (program goal was 15%) Lift station force main air release valves were all inspected and serviced The Layton Lakes Lift Station force main pipeline was successfully repaired on Greenfield road without any sewer service interruptions A new odor control scrubbing system was constructed and commissioned at the Neely Lift Station site z z 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 profile the sewer system to analyze corrosion and odor control efforts and to identify problem areas Continue to routinely add odor control chemicals to the sewer system to minimize odors and customer complaints Complete the installation of new odor control systems at the Crossroads and Gilbert Commons Lift Station sites (Capital project #WW091) Conduct safety training for specific operational tasks for all appropriate staff to ensure that operations are performed correctly and safely BUDGET NOTES There are no significant changes to the FY 2016 personnel budget. The supplies and contractual budget has increased due to one-time funding allocated for long range infrastructure planning. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Percent of sewer system cleaned 18% 24% 23% 20% Percent of sewer system inspected 12% 20% 15% 15% Number of sewer odor complaints Number of sewer line blockage complaints 135 68 134 41 129 65 120 58 100% 100% 100% 100% 2,051 2,192 2,228 2,318 100% 100% 100% 100% PERFORMANCE MEASURES Percent of lift station pumps pulled for preventive maintenance/service Total annual gallons pumped by lift stations (Million Gallons) Percent of employees receiving required safety training 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 18.60 20.60 21.60 21.60 21.60 18.60 20.60 21.60 21.60 21.60 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 3,271,174 3,258,151 3,628,368 3,601,850 4,098,660 $ 3,271,174 $ 3,258,151 $ 3,628,368 $ 3,601,850 $ 4,098,660 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,215,173 2,056,001 - 1,290,931 1,947,541 19,679 1,496,355 2,132,013 - 1,334,330 2,239,520 28,000 1,470,790 2,627,870 - $ 3,271,174 $ 3,258,151 $ 3,628,368 $ 3,601,850 $ 4,098,660 COST PER MILLION GALLONS INFLUENT $1,000 $800 $600 $400 $200 $0 FY 2013 Budget FY 2016 FY 2014 FY 2015 204 FY 2016 Table of Contents Plant Operations PURPOSE STATEMENT OBJECTIVES FY 2016 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. z z ACCOMPLISHMENTS FY 2015 z z z z Scheduled preventative maintenance work was tracked and performed on wastewater treatment plant equipment at the Greenfield WRP and Neely plants The contract agreement associated with the operation and maintenance of the Neely WRP was renewed for a one year term at the end of FY 2015, the agreement renewal includes options for up to four additional one year renewal terms Gilbert participated with its Greenfield WRP partners (City of Mesa and Town of Queen Creek) in the selection of consultants that will be performing engineering and construction services related to the Greenfield WRP's phase three expansion project The Gilbert Solar Facility, which provides electrical power for the Neely WRP, was profiled by the Alliance For Innovation during their National Conference that was held in Phoenix in FY 2015 z z 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 operations contractor (Severn Trent) and the Greenfield WRP operations agency (City of Mesa) Evaluate reclaimed water quality by tracking test results from the Neely WRP and Greenfield WRP Conduct daily coordination with the Neely WRP operations contractor (Severn Trent) and the Greenfield WRP operations staff (City of Mesa) regarding reclaimed water production operations In association with the City of Mesa and Town of Queen Creek, complete the pre-design effort (design concept report) related to the Greenfield WRP's phase three expansion project BUDGET NOTES The FY 2016 budget shows a reduction from FY 2015 based on anticipated volumes and required maintenance per the terms of the contract/intergovernmental agreement for both Neely and Greenfield plants. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Cost of treatment - Neely (per Million Gallons) $1,369.12 $1,346.39 $1,486.77 $1,454.32 Cost of treatment - Greenfield (per Million Gallons) $1,373.95 $1,697.86 $1,551.30 $1,568.47 3,154.10 3,130.60 3,033.00 3,128.00 1,513.60 1,516.04 1,789.00 1,930.00 79% 78% 76% 78% 52% 53% 61% 66% Average daily influent - Neely (Million Gallons/Day) 8.64 8.58 8.31 8.57 Average daily influent - Greenfield (Million Gallons/Day) 4.15 4.24 4.90 5.29 PERFORMANCE MEASURES Total annual gallons of wastewater influent - Neely (Million Gallons) Total annual gallons of wastewater influent - Greenfield (Million Gallons) % of available treatment capacity utilized Neely % of available treatment capacity utilized Greenfield 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 4,317,668 1,777,139 3,964,578 2,793,236 4,503,523 3,891,173 4,503,520 3,891,170 4,549,190 2,722,650 $ 6,094,807 $ 6,757,814 $ 8,394,696 $ 8,394,690 $ 7,271,840 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 6,094,807 - 6,757,814 - 8,394,696 - 8,394,690 - 7,271,840 - $ 6,094,807 $ 6,757,814 $ 8,394,696 $ 8,394,690 $ 7,271,840 COST PER MILLION GALLONS TREATED $2,000 $1,600 $1,200 $800 $400 $0 FY 2013 Budget FY 2016 FY 2014 FY 2015 206 FY 2016 Table of Contents Reclaimed PURPOSE STATEMENT z The Effluent Reuse and Recharge Sections are 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 high use customers. z z z z z z z z z z OBJECTIVES FY 2016 z z z z z ACCOMPLISHMENTS FY 2015 Performed daily reclaimed water monitoring and delivery operations for all customers to meet water demands Operated and maintained the reclaimed water distribution system Operated and maintained all reclaimed water reservoir and pump station sites Operated and maintained all recovered water well sites and met customer water demands Provided safety training to all personnel Conducted reclaimed water system pressure monitoring to track system performance Exercised reclaimed water system valves Inspected, maintained, and took readings at all reclaimed and recovered water system meters Performed all permit required water quality sampling and monitoring and submitted regulatory reports on schedule Completed the installation of an automated reclaimed water delivery and monitoring system for the Freestone Park lake As part of long range infrastructure planning, the reclaimed water distribution system infrastructure was inventoried using field GPS units z z z z Perform water quality sampling and monitoring of to ensure compliance with regulations Respond to emergency events within one hour to minimize hazards and interruptions in service Exercise all reclaimed water system valves once annually to verify operability Monitor reclaimed water meter accuracy Monitor and track reclaimed water delivered to recharge operations Distribute educational brochures and information to customers relating to reclaimed water Conduct annual safety training for specific operational tasks Begin scheduled reclaimed water meter conversion project, transitioning to Magnetic (Mag) type meters for improved accuracy and lower ongoing maintenance costs as part of the long range infrastructure plan Complete the installation of automated reclaimed water delivery/monitoring systems at the Crossroads Park and McQueen Park lake systems BUDGET NOTES There are no significant changes to the FY 2016 personnel budget. Supplies and contractual has increased due to the allocation of one-time funding for long range infrastructure planning projects. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 0 0 0 0 2 1 0 0 Annual reclaimed water produced/reused (Million Gallons) 4,545 4,531 4,600 4,866 % of total reclaimed water supply directly reused 37% 38% 35% 36% % of total reclaimed water supply recharged to aquifer 63% 62% 65% 64% % of employees receiving required safety training 100% 100% 100% 100% PERFORMANCE MEASURES # of permit limit violations/year (APP and reuse) Number of reclaimed water overflow events at user sites and facilities per year 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 939,960 497,697 1,068,325 576,462 1,033,559 598,115 1,012,590 592,750 1,411,360 635,230 $ 1,437,657 $ 1,644,787 $ 1,631,674 $ 1,605,340 $ 2,046,590 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 926,587 511,070 - 924,436 703,135 17,216 951,909 679,765 - 938,930 666,410 - 945,830 1,100,760 - $ 1,437,657 $ 1,644,787 $ 1,631,674 $ 1,605,340 $ 2,046,590 COST PER MILLION GALLONS PRODUCED/REUSED $500 $400 $300 $200 $100 $0 FY 2013 Budget FY 2016 FY 2014 FY 2015 208 FY 2016 Table of Contents Quality PURPOSE STATEMENT z 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 z z z z z z OBJECTIVES FY 2016 z z ACCOMPLISHMENTS FY 2015 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 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 pretreatment program compliance strategies and education Coordinated with Development Services to review new commercial and industrial business design plans Provided the necessary safety training to all Wastewater Quality personnel Processed all business licenses/questionnaires Achieved a full compliance standing during a Pretreatment Program audit performed by the Arizona Department of Environmental Quality Incorporated a remote sewer flow monitoring system that allows for continuous data collection during sewer flow monitoring studies z z z z z Perform annual inspections and sampling activities at all industrial user sites requiring a wastewater discharge permit to ensure regulation compliance 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 Conduct annual safety training Incorporate tablets for electronic industrial and commercial field inspections BUDGET NOTES The FY 2016 personnel budget shows a slight reduction due to changes in benefit elections and the budgeting of vacant positions at the minimum of the range. There are no significant changes in the supplies and contractual budget. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Number of commercial businesses of concern inspected 1,380 1,438 1,169 1,250 Percent of commercial businesses of concern inspected 100% 100% 100% 100% Number of permitted industrial users 21 26 27 28 Percent of permitted industrial users inspected 100% 100% 100% 100% Number of new business development plans reviewed for compliance 110 132 148 130 Number of wastewater sampling events (days) 25 22 24 24 1,090 937 831 950 PERFORMANCE MEASURES Number of new business registrations processed 209 Table of Contents Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Actual FY 2013 Actual FY 2014 Budget FY 2015 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 483,326 Total Expenses $ $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 483,326 522,354 483,326 $ 522,354 $ 484,760 528,640 $ $150 $120 $90 $60 $30 $0 FY 2014 FY 2015 210 $ FY 2016 484,760 483,210 Budget FY 2016 424,730 60,030 - COST PER MILLION GALLONS TREATED FY 2013 483,210 Projected FY 2015 457,729 70,911 $ Budget FY 2016 484,760 Budget FY 2015 454,679 67,675 $ 528,640 Budget FY 2016 Projected FY 2015 528,640 Actual FY 2014 441,552 41,774 $ 522,354 Projected FY 2015 427,580 55,630 $ 483,210 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 $62,550 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. Pay for Performance $25,940 Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. In FY 2016, $2,000,000 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 2016 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 Tuition Reimbursement Contingency The budget for Capital Projects is determined by the 2016-2025 Capital Improvement Plan that was adopted by Council on June 4, 2015.The following projects require Wastewater Fund funding for FY 2016: Fiesta Tech Sewer Service Reclaimed Water Reservoir GWRP - Plant Improvements EMF 12" Reclaimed Water Line Greenfield Water Plant Phase III Monitor Well Replacements Reclaimed Water Valve Stations Santan Lift Station Odor Control Ash Street Extension HR Information System Riggs Rd - Val Vista to Recker $3,000 Based on historical usage, $3,000 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. Copy Services $3,632,450 1,584,560 1,331,000 1,119,500 562,060 383,880 296,000 188,200 110,000 20,000 6,000 $2,000 The contract for the current copy services provider. More detail on these CIP projects can be found in the Capital Improvements section of this document. 211 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 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 2013 Actual FY 2014 Budget FY 2015 Personnel Supplies & Contractual Capital Outlay $ Projected FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 664,968 55,177 3,417,023 1,241,458 70,176 656,580 3,750,000 5,738,132 107,030 656,580 1,485,500 65,030 2,000,000 9,233,650 116,180 720,145 $ 4,728,657 $ 10,251,742 $ 2,207,110 $ 11,349,830 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Actual FY 2013 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 720,145 - 3,487,199 1,241,458 42,000 4,471,610 5,738,132 721,610 1,485,500 48,630 2,067,550 9,233,650 720,145 $ 4,728,657 $ 10,251,742 $ 2,207,110 $ 11,349,830 212 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. Starting with the FY 2016 budget year, the Residential fund has added Street Cleaning (sweeping), and Storm Water to the services provided. These were previously under the Streets Fund. These programs are in line with the mission of the Environmental Services division and promote the public health and safety of our citizens. 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 213 Wastewater High Performing Government Table of Contents ENVIRONMENTAL SERVICES - RESIDENTIAL PERSONNEL BY DIVISION Administration Residential Collections Street Cleaning Storm Water Non-Departmental Total Personnel EXPENSES BY DIVISION Administration Residential Collections Street Cleaning Storm Water Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 3.52 68.20 0.00 0.00 0.00 5.52 70.70 0.00 0.00 0.00 5.52 71.20 0.00 0.00 0.00 5.52 71.20 0.00 0.00 0.00 5.52 71.20 7.33 2.00 0.00 71.72 76.22 76.72 76.72 86.05 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 977,229 10,468,062 79,726 1,088,376 10,312,233 94,566 1,237,525 13,388,317 3,146,265 1,120,348 12,743,060 268,760 1,158,470 12,087,990 940,250 323,420 5,688,480 $ 11,525,017 $ 11,495,175 $ 17,772,107 $ 14,132,168 $ 20,198,610 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 5,029,233 6,466,132 29,652 5,085,059 6,401,766 8,350 5,907,536 7,983,946 3,880,625 5,302,090 7,221,578 1,608,500 6,492,720 8,600,870 5,105,020 $ 11,525,017 $ 11,495,175 $ 17,772,107 $ 14,132,168 $ 20,198,610 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 14,367,820 189,911 14,866,687 152,657 14,700,929 155,000 15,375,000 155,000 15,875,000 155,000 $ 14,557,731 $ 15,019,344 $ 14,855,929 $ 15,530,000 $ 16,030,000 11,525,017 1,832,282 11,495,175 1,894,053 17,772,107 1,161,004 14,132,168 1,161,004 20,198,610 1,326,070 Total Uses $ 13,357,299 $ 13,389,228 $ 18,933,111 $ 15,293,172 $ 21,524,680 Net Operating Result $ 1,200,432 $ 1,630,116 $ (4,077,182) $ Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 214 236,828 $ (5,494,680) Table of Contents Residential Collections PURPOSE STATEMENT OBJECTIVES FY 2016 The Residential Collections Section of the Environmental Services Division manages Gilbert's residential solid waste operations by providing efficient and effective services through best management practices to meet the needs of the community. Services provided to protect the health, safety and wellness of the community include the collection and disposition of contained and uncontained refuse, recycling, household hazardous waste, and green organics material. ACCOMPLISHMENTS FY 2015 z z z z z z z z Solidified management staff by filling critical vacancies Began the utilization of the regional disposal agreement realizing a savings of approximately $65,000 in the first three months comprised of saved staff time by reducing overtime and miles driven reducing fuel and maintenance costs Increased compressed natural gas fleet to 11 pieces of heavy equipment Completed design of compressed natural gas fueling station Decrease the division's OSHA recordable injury rate below 5 recordable incidents per 200,000 hours worked z (Number of injuries and illnesses X 200,000) / Employee hours worked = Incident rate) Modify bulk trash zone boundaries; endeavor to stay on schedule 100% of the time Modify the residential contained collection schedule to reduce overtime and equipment costs by 10% Reduce reported service misses to less than 1% of the division's scheduled collections BUDGET NOTES The FY 2016 departmental budget reflects the addition of Environmental Programs; incorporating street cleaning and storm water into the division. There were no other significant changes to the FY 2016 budget. There were no rate adjustments required for FY 2016. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Economic Development Projected FY 2015 High Performing Government Anticipated FY 2016 Number of residential customers 70,436 72,006 73,000 74,550 Total tons of contained refuse collected 68,217 69,476 71,500 72,930 Total tons of uncontained refuse collected Total tons of recycling collected - Blue Barrel Prgm 15,241 16,099 18,478 20,000 18,695 19,851 19,418 19,500 Recycling rate - Residential Contained Households served by Household Hazardous Waste (HHW) Facility Pounds of HHW collected 21.5% 22.2% 21.4% 21.1% 6,308 7,112 7,488 7,863 393,674 428,896 440,143 455,548 92.0% 92.3% 92.5% 92.5% Percent of HHW recycled 215 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 2014 Budget FY 2015 Projected FY 2015 28.00 21.00 8.70 4.50 6.00 30.00 21.00 9.20 4.50 6.00 31.00 21.00 9.70 4.50 5.00 31.00 21.00 9.70 4.50 5.00 31.00 21.00 9.70 4.50 5.00 68.20 70.70 71.20 71.20 71.20 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 5,661,550 2,331,413 1,685,517 386,687 402,895 5,576,075 2,296,023 1,648,997 433,863 357,275 7,338,760 3,034,934 2,168,631 481,044 364,948 6,578,090 3,179,270 2,298,030 442,890 244,780 6,984,630 2,498,090 1,792,810 445,600 366,860 $ 10,468,062 $ 10,312,233 $ 13,388,317 $ 12,743,060 $ 12,087,990 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 4,365,700 6,072,710 29,652 4,316,106 5,996,127 - 4,985,414 6,019,403 2,383,500 4,572,940 6,741,240 1,428,880 4,980,520 6,022,070 1,085,400 $ 10,468,062 $ 10,312,233 $ 13,388,317 $ 12,743,060 $ 12,087,990 ANNUAL COST PER RESIDENTIAL CUSTOMER $200.00 $160.00 $120.00 $80.00 $40.00 $0.00 FY 2013 FY 2014 FY 2015 216 FY 2016 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 Insurance 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 2016, $1,500,000 is budgeted for contingency. Pay for Performance $50,010 Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2016 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 FY 2016-2025 Capital Improvement Plan that was adopted by Council on June 4, 2015. The following projects require Environmental Services Residential Fund funding for FY 2016: CNG Fueling Station Commerce Avenue Drainage HR Information System Ash Street Extension $81,200 This is the Environmental Services Residential Fund portion of the Public Entity Insurance package. Policies include Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Tuition Reimbursement $5,000 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. $ 2,784,900 1,154,720 30,000 50,000 Copy Services More detail on these CIP projects can be found in the Capital Improvements section of this budget document. $5,000 The contract for the current copy services provider. 217 Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Contingency Capital Projects Other Total Expenses Actual 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 2013 Actual FY 2014 Budget FY 2015 79,726 $ 79,726 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 79,726 1,500,000 1,497,125 149,140 94,566 $ 3,146,265 Actual FY 2014 79,726 $ 8,350 86,216 $ Projected FY 2015 $ Budget FY 2015 86,216 8,350 60,000 1,589,140 1,497,125 94,566 $ 3,146,265 218 Projected FY 2015 Budget FY 2016 179,620 89,140 1,500,000 4,019,620 168,860 268,760 $ 5,688,480 Projected FY 2015 $ Budget FY 2016 Budget FY 2016 89,140 179,620 77,660 1,591,200 4,019,620 268,760 $ 5,688,480 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. Gilbert offers three, four, six and eight cubic yard front-end load containers, as well as 10, 20, and 40 cubic yard, roll-off boxes. Staff collaborates with customers to engage in innovative opportunities for recycling. Commercial Collections is an enterprise fund that must be self-supporting. The goal is to always charge a price that is fair to customers and to provide excellent customer service. Services are offered seven days a week. Operations and services are directed toward ensuring the public health and welfare through the disposal of commercial solid waste from commercial/industrial sources. The division promotes the diversion of these wastes through comprehensive recycling programs. Commercial services are provided to all of the Town of Gilbert facilities and staff are available to respond to emergency situations. 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 219 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 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 7.80 0.00 7.28 7.28 7.28 7.28 8.28 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 47,482 1,812,098 7,727 48,280 1,918,036 8,878 64,100 2,224,141 943,547 51,470 2,084,690 25,510 57,820 2,388,710 621,260 $ 1,867,307 $ 1,975,194 $ 3,231,788 $ 2,161,670 $ 3,067,790 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 470,588 1,396,719 - 527,627 1,446,824 743 551,894 2,230,317 449,577 626,680 1,519,450 15,540 616,800 1,777,270 673,720 $ 1,867,307 $ 1,975,194 $ 3,231,788 $ 2,161,670 $ 3,067,790 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Transfers In 2,412,717 - 2,484,273 - 2,463,231 - 2,490,000 - 2,427,000 - $ 2,412,717 $ 2,484,273 $ 2,463,231 $ 2,490,000 $ 2,427,000 1,867,307 268,590 1,975,194 291,740 3,231,788 189,460 2,161,670 189,460 3,067,790 261,680 Total Uses $ 2,135,897 $ 2,266,934 $ 3,421,248 $ 2,351,130 $ 3,329,470 Net Operating Result $ $ $ Total Sources Total Expenses Transfers Out 276,820 217,339 220 (958,017) $ 138,870 $ (902,470) Table of Contents Commercial Collections PURPOSE STATEMENT OBJECTIVES FY 2016 The Commercial Collection Section of the Environmental Services Division strives to offer safe, efficient, and effective solid waste and recycling collection to town facilities, non-profit institutions, and the business community of Gilbert. The section endeavors to promote fair competition amongst all commercial haulers that operate within the town through competitive pricing and customer service. ACCOMPLISHMENTS FY 2015 z z z Increased revenue to assist the fund in becoming more sustainable Remained competitive not requiring a rate increase for customer base Completed customer service level audit z z z z Optimize service levels for customers Optimize routing strategy Increase recycling commodities collected Decrease OSHA recordable injury rate BUDGET NOTES The FY 2016 budget includes one new FTE for the roll-off area. There were no significant changes to the supplies and contractual budget. The capital budget is reflective of a carryforward expenses related to vehicle/equipment purchases from FY 2015. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Tons of refuse collected Cubic yards of refuse collected Tons of recycling collected Recycling rate Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 21,460 713,262 22,228 709,797 22,800 750,120 23,484 725,000 622 660 700 742 2.9% 3.0% 3.1% 3.2% 221 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 5.80 1.00 5.80 1.00 5.80 1.00 5.80 1.00 5.80 2.00 6.80 6.80 6.80 6.80 7.80 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 1,426,511 385,587 1,512,536 405,500 1,807,842 416,299 1,579,100 505,590 1,853,460 535,250 $ 1,812,098 $ 1,918,036 $ 2,224,141 $ 2,084,690 $ 2,388,710 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 426,960 1,385,138 - 486,125 1,431,911 - 493,371 1,408,770 322,000 586,690 1,498,000 - 554,250 1,512,460 322,000 $ 1,812,098 $ 1,918,036 $ 2,224,141 $ 2,084,690 $ 2,388,710 222 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 Contingency Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. In FY 2016, $250,000 is budgeted for contingency. Pay for Performance The budget for Capital Projects is determined by the 2016-2025 Capital Improvement Plan that was adopted by Council on June 4, 2015. The following projects require Environment Services Commercial Fund funding for FY 2016: Tuition Reimbursement $ $4,920 Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2016 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 CNG Fueling Station Ash Street Drainage $9,300 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. $1,000 Based on historical usage, $1,000 is budgeted to reimburse employees of the Environmental Services Commercial Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Additional amounts could be funded through contingency if needed. 251,720 100,000 More detail on these CIP projects can be found in the Capital Improvements section of this budget document. 223 Table of Contents Non-Departmental PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Contingency Capital Projects Other Total Expenses Actual 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 2013 Actual FY 2014 Budget FY 2015 7,727 $ 7,727 743 8,135 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 7,727 $ 8,878 224 $ 943,547 25,510 250,000 351,720 19,540 $ Projected FY 2015 6,000 809,970 127,577 $ Budget FY 2016 15,540 9,970 Budget FY 2015 8,135 743 $ 943,547 Budget FY 2016 Projected FY 2015 800,000 127,577 15,970 Actual FY 2014 7,727 $ 8,878 Projected FY 2015 Budget FY 2016 9,970 15,540 $ 25,510 621,260 9,240 260,300 351,720 $ 621,260 Table of Contents Streets Fund _____________________________________ Streets Fund Summary Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response Non-Departmental Table of Contents Street Repairs Hazard Response Unit Performing preventative maintenance – crack seal team Table of Contents STREETS FUND FUND DESCRIPTION It is Streets mission to provide a safe, reliable, and an efficient roadway system that encompasses the following operations: streets maintenance, traffic control systems, rights-ofway, and storm drain systems. To responsibly and efficiently accomplish this mission, goals have been set for each area of responsibility. In order to maintain proactive operation and maintenance programs, planning and teamwork are emphasized. The Streets Division maintains the necessary tools, equipment, and properly trained and skilled personnel in order to meet customer 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. Beginning in FY 2016, the Street Cleaning (sweeping) and Storm Water functions were moved under Environmental Services - Residential fund. 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 Fog Sealing Street Signs Shoulder Maintenance Preventive Maintenance Street Lighting Concrete Repair Crack Sealing Street Marking Street Cleaning Traffic Operations Center Hazard Response 225 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 1.00 22.42 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 2.00 27.67 19.66 5.33 2.34 0.00 0.00 3.00 20.34 19.66 5.33 2.34 0.00 0.00 51.00 57.00 57.00 57.00 50.67 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 271,557 4,874,910 3,945,865 2,160,891 133,089 88,570 392,461 5,587,582 4,172,365 2,700,824 194,278 34,521 4,360,840 423,602 5,624,272 4,275,368 3,119,042 197,948 64,750 8,914,502 381,500 5,617,270 4,407,400 3,110,860 210,220 60,400 4,880,910 510,430 6,797,630 5,051,800 3,316,600 204,810 9,236,230 $ 11,474,882 $ 17,442,871 $ 22,619,484 $ 18,668,560 $ 25,117,500 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 3,294,855 5,496,821 2,683,206 3,662,703 6,692,845 7,087,323 4,059,260 9,127,992 9,432,232 3,885,520 7,334,120 7,448,920 3,715,850 9,658,710 11,742,940 $ 11,474,882 $ 17,442,871 $ 22,619,484 $ 18,668,560 $ 25,117,500 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 18,707,581 50,000 19,475,356 2,750,968 19,674,000 50,000 20,954,000 50,000 21,838,000 50,000 $ 18,757,581 $ 22,226,324 $ 19,724,000 $ 21,004,000 $ 21,888,000 11,474,882 4,025,376 17,442,871 3,255,566 22,619,484 4,494,160 18,668,560 4,494,160 25,117,500 4,575,940 Total Uses $ 15,500,258 $ 20,698,437 $ 27,113,644 $ 23,162,720 $ 29,693,440 Net Operating Result $ 3,257,323 $ 1,527,887 $ (7,389,644) $ (2,158,720) $ (7,805,440) Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 226 Table of Contents Streets Fund Benchmarks 712 estimated miles of roadways in Gilbert Source: Valley Benchmark Cities, FY 2013/14 75.0 Pavement Condition Index (PCI) ranking of Gilbert streets Source: Valley Benchmark Cities, FY 2013/14 Note: Phoenix does not have a target rating; data not available for Peoria, AZ 227 Table of Contents 228 Table of Contents Streets Maintenance PURPOSE STATEMENT OBJECTIVES FY 2016 The mission of Streets Maintenance is to maintain the roadway system ensuring a high degree of reliability, safety, ride ability and meeting or exceeding all applicable regulations for roadways in a cost effective manner. z z ACCOMPLISHMENTS FY 2015 z z z z z z z z z z Crack sealed 100% of all scheduled subdivisions and arterial roadways Fog sealed 100% of all scheduled subdivisions Patched 100% of all subdivisions prior to scheduled maintenance All arterial streets were swept no less than twice per month All residential streets swept no less than once per month Pavement Management System fully operational Completed 783,541 square yards of residential slurry seal Completed 226,067 square yards of arterial micro surfacing Completed 126,798 square yards of thin overlays z z z z z z z z Maintain existing Pavement Condition Index Establish sequencing priority for LRIP(modeling) Establish pavement data collection frequency Complete Islands subdivision overlay project (phase1) Complete Islands subdivision handicap ramp improvements (phase1) Sweep all arterial streets no less than once twice per month Sweep all residential streets no less than once per month Resolve all concrete deviation complaints within same business day Patch 100% of all scheduled roadways prior to scheduled maintenance Fog Seal 100% of all scheduled maintenance Crack seal 100% of all roadways prior to scheduled maintenance BUDGET NOTES The FY 2016 budget includes a reduction due to street cleaning moving under Environmental Services - Residential; however, the capital expenses associated with maintenance projects increased substantially. These projects are evaluated annually to determine the long-term financial impact to the streets fund. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Percentage of arterial roadways swept twice per month Percentage of residential roadways swept once per month Pavement Condition Index (PCI) % of areas crack sealed prior to yearly scheduled maintenance % of areas fog sealed for scheduled maintenance % of areas patched prior to yearly scheduled maintenance Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 100% 100% 100% 100% 100% 100% 100% 100% 80 73 72 72 100% 100% 100% 100% 100% 100% 100% 100% 229 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 3.25 7.34 2.33 4.25 5.25 3.33 7.33 3.34 8.34 5.33 3.33 7.33 3.34 8.34 5.33 3.33 7.33 3.34 8.34 5.33 3.33 0.00 3.34 8.34 5.33 22.42 27.67 27.67 27.67 20.34 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 262,836 932,425 2,874,132 326,016 479,501 338,937 906,699 3,359,630 525,268 457,048 299,504 870,874 3,183,741 620,661 649,492 335,250 859,350 3,141,570 634,170 646,930 342,270 5,170,130 633,390 651,840 $ 4,874,910 $ 5,587,582 $ 5,624,272 $ 5,617,270 $ 6,797,630 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,192,806 1,060,469 2,621,635 1,345,756 1,425,335 2,816,491 1,582,188 1,215,504 2,826,580 1,509,180 1,281,510 2,826,580 1,107,740 1,041,200 4,648,690 $ 4,874,910 $ 5,587,582 $ 5,624,272 $ 5,617,270 $ 6,797,630 230 Table of Contents Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2016 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 for all Regulatory Infrastructure. ACCOMPLISHMENTS FY 2015 z z z z z z z z z Reduced the streetlight pole replacements after being knocked down by 3 days from 15 to 12 days Reduced traffic signal cabinet knockdowns from 4.5 hours to 4 hours Installed 85% of the countdown pedestrian heads on signals Completed all long line and short line striping maintenance Stop signs replaced within 1 hour of receiving notification z z z z z z Complete 100% of all street light work orders within 5-10 business days of receiving notification from customers Initiate a night check on major roadway streetlights once a month Generate work orders resulting from the night checks and repair within 5-10 business days Recalibrate 100% of traffic signal monitors within the calendar year allowing the signal equipment to operate effectively and efficiently Inspect 100% of the traffic signal poles each year Initiate a traffic signal pole replacement schedule based on the results of the annual inspection allowing us to remove poles that reach their life expectancy allowing us to maintain a safe solid foundation for the signal system Create a schedule for school crosswalks to be restriped on an annual basis prior to the start of the calendar school year Restripe the identified school crosswalks based on the results of the schedule created Replace all damaged or knocked down stop signs within 1 hour of receiving notification Initiate a paperless work order system in the Traffic Signs department that will improve efficiency BUDGET NOTES The FY 2016 supplies and contractual budget increase significantly due to one time funding for long-range infrastructure projects, as well as increased energy costs for street lights. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Percentage of signal monitors tested (MMU) 100% 100% 100% 100% Number of high pressure sodium lamps replaced 2,607 2,393 2,400 2,400 Total number of traffic signals energized Percentage of streetlight work orders completed within 10 business days 177 182 188 188 99% 99% 99% 99% 1 4 5 10 100% 100% 100% 100% 100% 100% 100% 100% PERFORMANCE MEASURES Number of traffic signals painted Percentage of all long line and short line striping Percentage of stop signs replaced within 1 hour 231 Table of Contents Traffic Control PERSONNEL BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Personnel EXPENSES BY ACTIVITY Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 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 0.33 4.33 4.50 6.50 4.00 0.33 4.33 4.50 6.50 4.00 20.00 19.66 19.66 19.66 19.66 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 510,509 419,722 1,440,343 1,212,943 362,348 509,494 527,314 1,537,700 1,171,470 426,387 681,063 453,411 1,478,286 1,147,952 514,656 677,030 571,390 1,477,080 1,168,850 513,050 640,260 441,680 1,844,250 1,613,310 512,300 $ 3,945,865 $ 4,172,365 $ 4,275,368 $ 4,407,400 $ 5,051,800 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,403,425 2,512,309 30,131 1,509,132 2,663,233 - 1,556,251 2,701,117 18,000 1,507,920 2,881,200 18,280 1,571,820 3,479,980 - $ 3,945,865 $ 4,172,365 $ 4,275,368 $ 4,407,400 $ 5,051,800 232 Table of Contents Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2016 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 z ACCOMPLISHMENTS FY 2015 z z z z z z z z Maintained all shoulders and dirt roads for safety and complied with all PM-10 regulations Maintained all alleys for weed control and dust control Inspected 100% of all Streets, Parks, and PKID drywells Inspected 25% of storm water inlets Re-planted 260 replacement trees in ROW Contractor maintained trash pickup on all bus shelters weekly Contractor pressure washed all bus shelters monthly Contractor painted 15 bus shelters z z Maintain all dirt roads, shoulders and alleys for safety, dust prevention in compliance with PM 10 regulations and weed control Inspect and maintain dry wells and storm structures in compliance with the Storm Water Management Plan Continue with our tree planting program Maintain trash pickup and cleanup of bus stops and structures BUDGET NOTES The FY 2016 budget contains increases for right-ofway maintenance related to landscaping due to projected increased square footage. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 ROW acres maintained by contractor Storm inlets cleaned 342 2,980 342 2,550 350 2,200 355 4,900 Shoulder, alleys and dirt roads inspected 3 times annually 100% 100% 100% 100% Review irrigation controllers weekly 50% 50% 40% 50% 100% 100% 100% 100% 114 114 116 131 PERFORMANCE MEASURES Shoulders and dirt roads reconstructed within five working days of a storm event or customer request Bus shelter trash picked up weekly and pressure washed monthly by contractor 233 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 2.50 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 5.33 5.33 5.33 5.33 5.33 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 1,194,624 282,086 684,181 1,710,702 213,469 776,653 2,023,895 264,809 830,338 2,032,940 238,500 839,420 2,197,160 235,290 884,150 $ 2,160,891 $ 2,700,824 $ 3,119,042 $ 3,110,860 $ 3,316,600 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 352,241 1,777,210 31,440 346,958 2,353,866 - 396,347 2,722,695 - 404,660 2,706,200 - 410,770 2,905,830 - $ 2,160,891 $ 2,700,824 $ 3,119,042 $ 3,110,860 $ 3,316,600 234 Table of Contents Hazard Response PURPOSE STATEMENT OBJECTIVES FY 2016 The mission is to keep right of way clear of driving hazards and unsightly graffiti within expected times. ACCOMPLISHMENTS FY 2015 z z z z z Removed 100% of the dead animal from the rights-of-way within 1 hour of the call Removed 90% of the graffiti within 48 hours of notification from the police department Delivered 100% of the barricades on the scheduled date z z z z Respond to 100% of dead animal calls with the rights of way within 1 hour of receiving the request eliminating any possibility of road hazard Deliver 100% of block party barricades and street closure signs to assigned address on scheduled dates Respond and remove 100% of graffiti within 48 hours of notice from the police department keeping within best in class Initiate a paperless work order system for the Hazardous Response department that will improve efficiency Initiate a Standard Operating Procedure for the day to day maintenance of equipment that is used for storm cleanup. This allows our teams to be better prepared when a storm strikes When notified of a traffic control emergency, staff will respond to the scene as efficiently and effectively as possible to assist police and fire BUDGET NOTES There are no significant changes to the FY 2016 budget. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 % of dead animals removed from right-ofway within 1 hour of the call 100% 100% 100% 100% % of graffiti removed within 48 hours of notification from the police department 100% 100% 100% 100% % of barricades delivered on scheduled dates 100% 100% 100% 100% PERFORMANCE MEASURES 235 Table of Contents Hazard Response PERSONNEL BY ACTIVITY Hazard Response Total Personnel EXPENSES BY ACTIVITY Hazard Response Total Expenses Actual FY 2014 Budget FY 2015 2.25 2.34 2.34 2.34 2.34 2.25 2.34 2.34 2.34 2.34 Actual FY 2013 Actual FY 2014 Budget FY 2015 133,089 $ 133,089 194,278 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 133,089 $ 194,278 236 $ 197,948 210,220 204,810 $ Projected FY 2015 152,955 44,993 $ Budget FY 2016 210,220 Budget FY 2015 151,388 42,890 $ 197,948 Budget FY 2016 Projected FY 2015 197,948 Actual FY 2014 110,258 22,831 $ 194,278 Projected FY 2015 Budget FY 2016 167,760 42,460 $ 210,220 204,810 165,210 39,600 $ 204,810 Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly contributed to a business unit. An overview of each section is below. Miscellaneous Insurance 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 2016, $2,000,000 is budgeted for contingency. Pay for Performance $29,570 Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2016 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 2016-2025 Capital Improvement Plan that was adopted by Council on June 4, 2015. The following projects require Street Fund funding for FY 2016: Arterial Streets Reconstruction Neighborhood Streetlight Rehab PM10 Paving Ocotillo -Recker to Power Consolidated Canal Bridge Repair ADA Transition Replacement Power Rd & Verona Advanced Traffic Mgmt System Higley Groves Pavement Rehab Left Turn Safety Enhancements Higley & Williamsfield East Valley Travel Monitoring Baseline Road Fiber Optic HR System Replacement Pecos Road Conduit Install Integrated Multi-Modal Master Plan Traffic Ops Signal System Replace $94,540 This is the Streets Fund portion of the Public Entity Insurance package. Policies include Auto Liability, Auto Damage, Contractor’s Equipment, Property, General Liability, and General Excess. Tuition Reimbursement $1,755,000 1,635,220 1,287,930 700,000 432,860 316,270 293,200 214,950 116,500 115,910 49,270 43,920 37,930 25,000 21,630 14,670 10,990 More detail on these CIP projects can be found in the Capital Improvements section of this document. 237 $12,000 Based on historical usage, $12,000 is budgeted to reimburse employees of the Streets Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Pre-authorization is required for all classes. Copy Services $3,000 The contract for the current copy services provider. Table of Contents Non-Departmental PERSONNEL No Personnel Allocation Total Personnel EXPENSES Contingency Capital Projects Miscellaneous Total Expenses $ Actual 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 2013 Actual FY 2014 Budget FY 2015 Personnel Supplies & Contractual Capital Outlay $ Projected FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 88,570 4,270,832 90,008 2,000,000 6,559,152 355,350 4,575,560 305,350 2,000,000 7,071,250 164,980 88,570 $ 4,360,840 $ 8,914,502 $ 4,880,910 $ 9,236,230 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Actual FY 2013 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 88,570 - 90,008 4,270,832 50,000 2,305,350 6,559,152 305,350 4,575,560 55,440 2,109,540 7,071,250 88,570 $ 4,360,840 $ 8,914,502 $ 4,880,910 $ 9,236,230 238 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 2015: $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 Information Technology Copy Services Town Council Health Self Insurance Dental Self Insurance 239 Table of Contents INTERNAL SERVICE FUNDS Actual FY 2013 Actual FY 2014 Budget FY 2015 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 7,439,037 252,143 12,366,316 1,044,726 7,508,266 418,243 15,186,080 1,031,633 8,676,874 802,974 14,275,920 1,057,100 7,979,460 450,000 14,275,920 1,057,100 8,533,880 310,740 16,134,680 1,160,000 $ 21,102,222 $ 24,144,222 $ 24,812,868 $ 23,762,480 $ 26,139,300 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,481,277 19,620,945 - 1,660,729 22,408,414 75,079 1,851,192 22,627,646 334,030 1,741,870 21,970,610 50,000 1,866,600 24,206,670 66,030 $ 21,102,222 $ 24,144,222 $ 24,812,868 $ 23,762,480 $ 26,139,300 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 21,597,679 - 22,434,268 - 23,264,000 - 25,126,000 - 23,572,000 - $ 21,597,679 $ 22,434,268 $ 23,264,000 $ 25,126,000 $ 23,572,000 21,102,222 - 24,144,222 - 24,812,868 - 23,762,480 - 26,139,300 - Total Uses $ 21,102,222 $ 24,144,222 $ 24,812,868 $ 23,762,480 $ 26,139,300 Net Operating Result $ $ (1,709,954) $ (1,548,868) $ 1,363,520 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 495,457 240 Projected FY 2015 Budget FY 2016 $ (2,567,300) Table of Contents Fleet Maintenance PURPOSE STATEMENT OBJECTIVES FY 2016 To provide vehicle and equipment maintenance, repair, acquisition, disposition and get-ready expenses in a cost effective manner, while ensuring maximum availability for duty and extending vehicle life through a proactive preventative maintenance program. ACCOMPLISHMENTS FY 2015 z z z z z Continued to improve on the quality and depth of the safety program Participated in implementation of audit plan as identified by Human Resources and Risk Management Exceeded Fleet industry standard for schedule vs. unscheduled repairs Complete the newly required decommissioning of Town of Gilbert Stage II fuel systems early within the prescheduled window as determined by the Environmental Protection Agency (EPA), Arizona Department of Environmental Quality (ADEQ), and Arizona Department of Weights and Measures (AZDWM) Develop an on-time preventive maintenance measurement tool for all classifications of vehicles to assist with the objective of achieving and maintaining a 95% or better preventative maintenance program BUDGET NOTES The FY 2016 Fleet Maintenance budget for fuel was decreased in order to better reflect historical usage and current market prices. The budget for parts has increased due to an aging fleet and increased number of repairs and maintenance. 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 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 71.88% 71.33% 72.34% 72.35% 1,389 1,417 1,600 1,450 Total number of work orders 8,747 8,983 9,065 9,095 Total preventive maintenance work orders Total unscheduled work orders 6,983 1,599 7,033 1,770 7,322 1,562 7,350 1,550 Total number of vehicles/equipment in Gilbert Fleet 745 745 764 775 Total number of vehicles/equipment in Queen Creek Fleet 8 9 9 9 241 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 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,412,154 1,707,589 3,144,197 1,173,937 1,160 1,478,919 1,778,310 3,104,372 1,141,455 5,210 1,729,773 1,839,191 3,389,216 1,195,484 523,210 1,602,590 1,787,690 3,388,370 1,195,600 5,210 1,723,430 1,909,830 3,174,910 1,196,460 529,250 $ 7,439,037 $ 7,508,266 $ 8,676,874 $ 7,979,460 $ 8,533,880 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 1,481,277 5,957,760 - 1,660,729 5,834,339 13,198 1,851,192 6,741,652 84,030 1,741,870 6,237,590 - 1,866,600 6,601,250 66,030 $ 7,439,037 $ 7,508,266 $ 8,676,874 $ 7,979,460 $ 8,533,880 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Transfers In 7,449,241 - 7,478,957 - 8,210,000 - 7,998,000 - 8,159,000 - $ 7,449,241 $ 7,478,957 $ 8,210,000 $ 7,998,000 $ 8,159,000 7,439,037 - 7,508,266 - 8,676,874 - 7,979,460 - 8,533,880 - Total Uses $ 7,439,037 $ 7,508,266 $ 8,676,874 $ 7,979,460 $ 8,533,880 Net Operating Result $ $ Total Sources Total Expenses Transfers Out 10,204 (29,309) $ 242 (466,874) $ 18,540 $ (374,880) Table of Contents Copy Services PURPOSE STATEMENT OBJECTIVES FY 2016 Copy Services provides support for mail services and reproduction, encompassing printing, copying, and scanning ACCOMPLISHMENTS FY 2015 z z z z Evaluate the effectiveness of the new contract Implement the five-year equipment replacement plan BUDGET NOTES A new contract for copy center, mail room, copy machine maintenance, and printer maintenance was awarded to Pacific Office Automation. The contract reduced contract staffing from 3 FTE to 2 FTEs A five-year plan for equipment replacement was established Copy services are provided by a contracted vendor. Included in the FY 2016 budget is a one-time appropriation of $37,350 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 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 0.040 4,609,686 0.021 5,714,032 0.023 5,287,410 0.021 5,200,000 243 Table of Contents Copy Services Actual FY 2013 Actual FY 2014 Budget FY 2015 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 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Copy Services Total Expenses 252,143 $ Personnel Supplies & Contractual Capital Outlay $ 252,143 $ Total Expenses Transfers Out 256,353 418,243 252,143 - 435,167 $ 802,974 588,000 $ $ 252,143 $ 418,243 $ Net Operating Result $ 4,210 $ 16,924 $ 802,974 450,000 310,740 $ 401,000 401,000 $ 450,000 $ (214,974) $ 450,000 310,740 Budget FY 2016 401,000 $ 310,740 Budget FY 2016 Projected FY 2015 802,974 - Total Uses $ 400,000 50,000 588,000 $ 450,000 310,740 Projected FY 2015 Budget FY 2015 418,243 - 244 $ 552,974 250,000 435,167 $ 802,974 Budget FY 2016 450,000 Budget FY 2015 Actual FY 2014 256,353 $ $ 356,362 61,881 Actual FY 2013 Total Revenues Transfers In 418,243 Budget FY 2016 Projected FY 2015 802,974 Actual FY 2014 252,143 - OPERATING RESULTS Total Sources $ Actual FY 2013 EXPENSES BY CATEGORY Total Expenses 252,143 418,243 Projected FY 2015 401,000 310,740 - $ 310,740 (49,000) $ 90,260 Table of Contents Health Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2016 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 2015 z z 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 2015 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 8/31/14 lagged fiscal year end 2014. If stop loss reimbursement for FY 2014 posted to FY 2014, health trust reserve would reflect an increase of $323,141. Adjustment for Incurred But Not Reported Claims (IBNR) has not yet been made, so the final impact to reserve is not known z z Maintain a reserve equivalent to a minimum of three months of medical and dental claims in excess of claims incurred but not reported Conduct pharmacy audit BUDGET NOTES 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 for the base plan option. Retirees and COBRA participants are responsible for full premium costs. Performance Measures Notes: *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 and FY 2015; stop loss recoveries received after year end exceeded the reduction in the fiscal year end reserve STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 $978 $1,255 $1,101 $1,139 $1,029* $1,048 $1,076 $1,062 Average actual town premium contribution per employee per month $823 $840 $860 $850 Health plan participants Reserve in excess of estimated Incurred But Not Reported (IBNR) claims** 3,199 3,289 3,328 3,245 $4,380,935 $4,648,987 $4,144,221** $4,043,848** PERFORMANCE MEASURES Average total plan cost (expense) per participating employee per month Average actual total premium per employee per month* 245 Table of Contents Health Self Insurance Actual FY 2013 Actual 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 12,366,316 15,186,080 14,275,920 14,275,920 16,134,680 $ 12,366,316 $ 15,186,080 $ 14,275,920 $ 14,275,920 $ 16,134,680 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 12,366,316 - 15,186,080 - 14,275,920 - 14,275,920 - 16,134,680 - $ 12,366,316 $ 15,186,080 $ 14,275,920 $ 14,275,920 $ 16,134,680 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 12,782,960 - 13,407,723 - 13,345,000 - 15,580,000 - 13,855,000 - $ 12,782,960 $ 13,407,723 $ 13,345,000 $ 15,580,000 $ 13,855,000 12,366,316 - 15,186,080 - 14,275,920 - 14,275,920 - 16,134,680 - Total Uses $ 12,366,316 $ 15,186,080 $ 14,275,920 $ 14,275,920 $ 16,134,680 Net Operating Result $ $ (1,778,357) $ 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 416,644 246 Projected FY 2015 (930,920) $ 1,304,080 Budget FY 2016 $ (2,279,680) Table of Contents Dental Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2016 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 2015 z z z z Maintain 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 Held current fees, resulting in no premium increase for FY 2016 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 Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Average total plan cost (expense) per participating employee per month $87 $85 $85 $85 Average actual premium per employee per month $88 $87 $87 $87 Average actual town premium contribution per employee per month $70 $69 $68 $68 3,171 3,183 3,411 3,438 PERFORMANCE MEASURES Dental plan participants 247 Table of Contents Dental Self Insurance PERSONNEL BY ACTIVITY Dental Self Insurance Total Personnel EXPENSES BY ACTIVITY Dental Self Insurance Total Expenses Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1,044,726 1,031,633 1,057,100 1,057,100 1,160,000 $ 1,044,726 $ 1,031,633 $ 1,057,100 $ 1,057,100 $ 1,160,000 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 1,044,726 - 1,031,633 - 1,057,100 - 1,057,100 - 1,160,000 - $ 1,044,726 $ 1,031,633 $ 1,057,100 $ 1,057,100 $ 1,160,000 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Transfers In 1,109,125 - 1,112,421 - 1,121,000 - 1,147,000 - 1,157,000 - $ 1,109,125 $ 1,112,421 $ 1,121,000 $ 1,147,000 $ 1,157,000 1,044,726 - 1,031,633 - 1,057,100 - 1,057,100 - 1,160,000 - Total Uses $ 1,044,726 $ 1,031,633 $ 1,057,100 $ 1,057,100 $ 1,160,000 Net Operating Result $ $ $ $ $ Total Sources Total Expenses Transfers Out 64,399 80,788 248 63,900 89,900 (3,000) 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. 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. Transfers were reinstated in FY 2015. FY 2016 includes an ongoing contribution of $793k and a onetime contribution of $250k. 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. 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. 249 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, 2015 for each replacement fund is listed below. Fund Fund Balance General Water Wastewater Environmental Services - Residential Environmental Services - Commercial Streets Fleet Maintenance $ 13,317,288 50,937,974 47,401,573 6,888,146 577,054 4,652,200 241,040 Total Fund Balance $ 124,015,275 Based on budgeted revenues and expenditures for FY 2016, the anticipated ending fund balance for each replacement fund is as follows: Fund Fund Balance General Water Wastewater Environmental Services - Residential Environmental Services - Commercial Streets Fleet Maintenance $ $ $ $ $ $ $ 10,110,108 51,564,884 48,651,803 4,634,996 82,554 4,032,150 241,040 Total Fund Balance $ 119,317,535 250 Table of Contents REPLACEMENT FUNDS Actual FY 2013 GENERAL REPLACEMENT FUND Total Revenues Transfers In Total Sources 82,296 $ Total Expenses Transfers Out 82,296 $ Net Operating Result $ 815,564 $ 69,964 $ Total Revenues Transfers In (733,268) $ Total Expenses Transfers Out 5,576,629 $ 205,993 78,549 $ 5,540,000 40,000 1,043,160 $ 1,000,000 - 1,083,160 4,290,340 - $ 4,053,950 $ 1,000,000 $ (529,860) $ 1,476,050 $ 4,540,000 $ (3,207,180) Budget FY 2015 293,322 5,290,699 $ 5,530,000 Budget FY 2016 40,000 5,500,000 4,053,950 - Actual FY 2014 289,709 5,286,920 $ 599,824 Projected FY 2015 30,000 5,500,000 599,824 - Actual FY 2013 WATER REPLACEMENT FUND Budget FY 2015 69,964 - 705,220 110,344 Total Uses Total Sources Actual FY 2014 5,584,021 Projected FY 2015 50,000 6,953,294 $ 7,003,294 2,535,898 - 11,519,053 - $ 4,290,340 Budget FY 2016 200,000 6,953,294 200,000 10,971,440 7,153,294 $ 11,171,440 1,102,930 - 10,544,530 - Total Uses $ 284,542 $ 2,535,898 $ 11,519,053 $ 1,102,930 $ 10,544,530 Net Operating Result $ 5,292,087 $ 3,048,123 $ (4,515,759) $ 6,050,364 $ Actual FY 2013 WASTEWATER REPLACEMENT FUND Total Revenues Transfers In Total Sources Actual FY 2014 207,141 5,701,870 $ Total Expenses Transfers Out 5,909,011 Budget FY 2015 279,678 5,701,870 $ 5,981,548 80,612 - Projected FY 2015 100,000 6,819,818 $ 267,994 - 6,919,818 Budget FY 2016 200,000 6,819,818 $ 4,488,064 - 7,019,818 626,910 200,000 9,305,750 $ 3,265,040 - 9,505,750 8,255,520 - Total Uses $ 80,612 $ 267,994 $ 4,488,064 $ 3,265,040 $ 8,255,520 Net Operating Result $ 5,828,399 $ 5,713,554 $ 2,431,754 $ 3,754,778 $ 1,250,230 Actual FY 2013 ENVIRO SVCS RES REPLACEMENT FUND Total Revenues Transfers In Total Sources Actual FY 2014 42,818 1,246,160 $ Total Expenses Transfers Out 1,288,978 Budget FY 2015 64,898 1,246,160 $ 1,311,058 579,343 - Projected FY 2015 40,000 389,474 $ 914,318 - 429,474 40,000 389,474 $ 2,020,000 - $ 579,343 $ 914,318 $ Net Operating Result $ 709,635 $ 396,740 $ (1,590,526) $ 251 429,474 40,000 496,660 $ 755,230 - Total Uses 2,020,000 Budget FY 2016 $ 755,230 536,660 2,789,810 - $ 2,789,810 (325,756) $ (2,253,150) Table of Contents REPLACEMENT FUNDS Actual FY 2013 ENVIRO SVCS COMM REPLACEMENT FUND Total Revenues Transfers In Total Sources 3,847 186,210 $ Total Expenses Transfers Out $ Net Operating Result $ $ 190,057 Total Revenues Transfers In $ $ Total Expenses Transfers Out 32,503 $ Net Operating Result $ 297,310 $ Total Revenues Transfers In $ (264,807) $ Total Expenses Transfers Out 1,482 (147,059) $ 184,614 368,768 $ $ - 609,870 $ 609,870 (279,640) $ 62,770 $ (494,500) Projected FY 2015 425,000 743,900 Budget FY 2016 20,000 425,000 $ 445,000 20,000 428,290 $ 100,000 100,000 $ (318,900) $ 345,000 $ - Projected FY 2015 - - 1,068,340 (620,050) Budget FY 2016 $ 448,290 1,068,340 - $ - - 115,370 7,590 Budget FY 2015 $ $ $ 743,900 - (184,154) $ 1,273 350,000 70,360 3,000 112,370 7,590 - 425,000 1,273 $ $ Budget FY 2015 Actual FY 2014 1,482 $ $ 368,768 - Actual FY 2013 FLEET MAINTENANCE REPLACEMENT FUND 337,134 70,360 Budget FY 2016 3,000 67,360 350,000 - 184,614 - 297,310 - Total Uses $ Actual FY 2014 32,503 $ 190,075 Projected FY 2015 3,000 67,360 337,134 - Actual FY 2013 STREETS REPLACEMENT FUND Total Sources 190,057 Budget FY 2015 3,865 186,210 - Total Uses Total Sources Actual FY 2014 $ - - Total Uses $ - $ - $ - $ - $ - Net Operating Result $ 1,482 $ 1,273 $ - $ - $ - 252 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 a distinct type of fund that are used to account for a specific activity. The activities range from System Development Fees to Police Security. Each fund is treated like a separate checkbook. These funds are typically used to provide additional transparency on the use of revenues which have special restrictions. 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. 253 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 Actual FY 2014 Budget FY 2015 0.95 0.00 0.00 4.00 2.60 2.00 0.70 0.00 0.00 4.00 2.60 3.00 2.00 0.00 0.00 4.00 2.60 3.00 1.85 0.00 0.00 4.00 2.60 3.00 1.85 0.00 0.00 4.00 2.60 3.00 9.55 10.30 11.60 11.45 11.45 Actual FY 2013 Actual FY 2014 Budget FY 2015 Personnel Supplies & Contractual Capital Outlay Budget FY 2016 Projected FY 2015 Budget FY 2016 826,623 589,479 274,982 2,456,273 1,594,138 1,120,160 4,361,713 1,057,955 278,880 2,452,104 1,622,876 991,732 9,662,351 6,548,048 302,732 2,733,270 3,914,897 557,130 6,533,000 595,400 252,140 2,547,450 2,680,470 1,895,160 11,556,160 7,963,510 308,560 2,859,410 4,248,250 5,741,495 $ 10,893,688 $ 24,153,030 $ 13,165,590 $ 28,831,050 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Actual FY 2013 EXPENSES BY CATEGORY Projected FY 2015 1,738,772 3,849,410 153,313 1,781,322 4,585,814 4,526,552 1,900,040 11,179,813 11,073,177 1,911,960 4,348,300 6,905,330 2,070,090 12,648,330 14,112,630 5,741,495 $ 10,893,688 $ 24,153,030 $ 13,165,590 $ 28,831,050 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 55,318,250 11,679 45,724,923 1,974,590 55,142,089 - 43,875,947 - 51,876,470 - $ 55,329,929 $ 47,699,513 $ 55,142,089 $ 43,875,947 $ 51,876,470 5,741,495 31,314,827 10,893,688 24,999,170 24,153,030 24,619,360 13,165,590 24,619,360 28,831,050 24,028,750 Total Uses $ 37,056,322 $ 35,892,858 $ 48,772,390 $ 37,784,950 $ 52,859,800 Net Operating Result $ 18,273,607 $ 11,806,655 $ $ $ Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out $ 254 6,369,699 6,090,997 (983,330) Table of Contents CDBG/HOME PURPOSE STATEMENT OBJECTIVES FY 2016 The Neighborhood & Outreach Services function within the Town Manager's Office 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 2015 z z z z z 85 eligible homeowners received emergency and minor home repair assistance to make their homes safe and habitable Facility improvements were made to Central Arizona Shelter Services (CASS) to sustain the emergency homeless shelter's longevity creating efficiency improvements and allowing resources to be directed to direct service rather than building maintenance The Heritage District Water and Sewer Assessment was completed to provide a strategic plan for repairing and replacing aging infrastructure in the Gilbert downtown area Purchased and rehabilitated two single-family units to be used as permanent affordable housing for qualified/eligible renters with dependent children z z z Preserve and improve habitability of owneroccupied housing through emergency and minor home repair improvements for 100 eligible Gilbert homeowners Promote neighborhood stabilization through infrastructure improvements by implementing Phase I of the Heritage District Water/Sewer Replacement Project as prioritized in the previous year's assessment Explore the concept of creating a neighborhoodbased one-stop shop for resources, referrals and direct services through the Gilbert Wellness and Resource Center Complete a building master plan of Page Park Center to determine capacity and capability of providing services through the Gilbert Wellness and Resource Center Purchase and rehabilitate one additional singlefamily unit to be used as permanent affordable housing for qualified/eligible renters with dependent children BUDGET NOTES This fund receives revenue from federal grants. The Gilbert Town Council approves specific projects annually based on community and/or infrastructure needs and funding availability. Oversight of these projects is provided by staff. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES # of households receiving repair and rehab # of households benefiting from revitalization and infrastructure improvements # of units added to the Gilbert affordable rental housing stock Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 65 68 85 100 750 578 650 325 10 0 2 1 255 Table of Contents CDBG/HOME Actual FY 2013 Actual FY 2014 Budget FY 2015 CDBG/HOME 0.95 0.70 2.00 1.85 1.85 Total Personnel 0.95 0.70 2.00 1.85 1.85 Actual FY 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses $ Personnel Supplies & Contractual Capital Outlay $ 826,623 $ 1,120,160 Total Revenues Transfers In $ Total Expenses Transfers Out Total Uses $ Net Operating Result $ $ 168,466 658,157 - 150,176 969,984 - 826,623 $ 1,120,160 1,120,219 - 826,442 $ 1,120,219 826,623 127 1,120,160 79 826,750 $ 1,120,239 (308) $ $ 991,732 $ Budget FY 2015 834,624 $ 991,732 $ 991,732 557,130 1,895,160 557,130 $ 1,895,160 Budget FY 2016 175,880 381,250 - 178,820 1,716,340 - 557,130 $ 1,895,160 Projected FY 2015 834,624 $ Budget FY 2016 Projected FY 2015 203,803 787,929 - (20) $ 256 $ Budget FY 2015 Actual FY 2014 826,442 - 991,732 Budget FY 2016 Projected FY 2015 991,732 Actual FY 2014 Actual FY 2013 OPERATING RESULTS Total Sources 1,120,160 Actual FY 2013 EXPENSES BY CATEGORY Total Expenses 826,623 Projected FY 2015 $ (157,108) $ Budget FY 2016 557,130 - 1,895,160 - 557,130 $ 1,895,160 557,130 - 1,895,160 - 557,130 $ 1,895,160 - $ - Table of Contents System Development Fees services that were once provided elsewhere in the municipality, except for the portion of such a 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 $450 Following are descriptions and fees for a typical single-family residential permit: 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 for specific intersection improvements to be completed over the next ten years. Water System & Resource Parks and Recreation FEE DESCRIPTIONS $5,901 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 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. 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, and the 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. Facilities in parks larger than thirty acres must provide a direct benefit to the development to be eligible for the use of SDFs. BUDGET NOTES In 2011, Senate Bill 1525 was introduced which significantly amended the development fee enabling legislation. In response, 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 9463.05. $2,469 Public Safety SDFs represent a combination of Fire, Police and Public Safety Debt Service. The charge is to new development to recover Gilbert’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 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. 257 Table of Contents System Development Fees PERSONNEL BY ACTIVITY No Personnel Allocation Total Personnel EXPENSES BY ACTIVITY Wastewater Plant Repair Solid Waste Container Fee Traffic Signals Police Fire General Government Parks and Recreation Water System Water Resources Wastewater System Total Expenses $ Actual 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 2013 Actual FY 2014 Budget FY 2015 - 350,075 197,153 20,257 19,648 3,771,339 3,241 - $ 4,361,713 Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2013 $ $ 4,361,713 - $ 4,361,713 9,662,351 $ Budget FY 2015 9,662,351 Budget FY 2016 744,280 870,970 1,840 855,420 4,053,180 7,310 3,368,850 826,300 871,910 430,330 5,137,650 921,120 6,533,000 $ 11,556,160 Projected FY 2015 9,662,351 $ Budget FY 2016 Projected FY 2015 2,692,998 1,884,796 69,175 897,050 4,027,332 91,000 Actual FY 2014 - Projected FY 2015 $ Budget FY 2016 6,533,000 11,556,160 6,533,000 $ 11,556,160 Actual FY 2013 Actual FY 2014 Budget FY 2015 48,860,729 - 38,992,837 1,972,233 42,030,000 - 36,359,000 - 35,645,000 - $ 48,860,729 $ 40,965,070 $ 42,030,000 $ 36,359,000 $ 35,645,000 31,068,939 4,361,713 22,100,787 9,662,351 24,433,440 6,533,000 24,433,440 11,556,160 23,842,830 Total Uses $ 31,068,939 $ 26,462,500 $ 34,095,791 $ 30,966,440 $ 35,398,990 Net Operating Result $ 17,791,790 $ 14,502,570 $ $ $ OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 258 7,934,209 Projected FY 2015 5,392,560 Budget FY 2016 246,010 Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2016 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 2015 z z Received $1,189,561 in grant funds Completed single audit report for FY 2014 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 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 $1,227,089 $1,744,335 $1,189,561 $1,500,000 259 Table of Contents Grants PERSONNEL BY ACTIVITY Grants Total Personnel EXPENSES BY ACTIVITY Grants Total Expenses $ Personnel Supplies & Contractual Capital Outlay $ 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 2013 Actual FY 2014 Budget FY 2015 589,479 1,057,955 6,548,048 589,479 $ 1,057,955 $ 6,548,048 Actual FY 2014 Budget FY 2015 169,640 342,059 77,780 251,264 641,852 164,839 19,606 5,137,116 1,391,326 589,479 $ 1,057,955 $ 6,548,048 Actual FY 2014 Budget FY 2015 Actual FY 2013 OPERATING RESULTS Total Revenues Transfers In Total Sources Actual FY 2014 Actual FY 2013 EXPENSES BY CATEGORY Total Expenses Actual FY 2013 1,163,164 10,930 1,137,914 2,278 6,548,048 - $ 1,174,094 $ 1,140,192 $ 6,548,048 589,479 49,194 1,057,955 2,700,000 6,548,048 $ 6,548,048 Total Expenses Transfers Out Total Uses $ 638,673 $ 3,757,955 Net Operating Result $ 535,421 $ (2,617,763) $ 260 - Projected FY 2015 Budget FY 2016 Projected FY 2015 $ Budget FY 2016 595,400 7,963,510 595,400 $ 7,963,510 Projected FY 2015 $ Budget FY 2016 165,330 77,240 352,830 147,690 5,259,350 2,556,470 595,400 $ 7,963,510 Projected FY 2015 $ $ $ Budget FY 2016 595,400 - 7,963,510 - 595,400 $ 7,963,510 595,400 - 7,963,510 - 595,400 $ 7,963,510 - $ - Table of Contents Police Impound PURPOSE STATEMENT OBJECTIVES FY 2016 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 managed pursuant to, A.R.S. 283511. 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 Assist in training departmental employees and provide updates on A.R.S. 28-3511 statutory changes BUDGET NOTES There were no significant changes to the budget in FY 2016. ACCOMPLISHMENTS FY 2015 z z z During FY 2015 staff conducted over 2,100 tow hearings Issued citations for violations of ARS-3512J; all of which resulted in “responsible” findings Continued the use of current existing towing contracts to maintain efficiency as well as customer service STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Number of Tow Hearings Conducted Number of Proper Tows 1,913 1,793 1,942 1,833 2,140 2,016 2,350 2,350 Number of Vehicles Eligible for Early Release 1,793 1,833 2,016 2,350 PERFORMANCE MEASURES 261 Table of Contents Police Impound Actual FY 2013 Actual FY 2014 Budget FY 2015 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 2013 Actual FY 2014 Budget FY 2015 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Police Impound 274,982 Total Expenses $ 274,982 278,880 $ Actual FY 2013 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay $ 274,982 Total Revenues Transfers In $ $ Total Expenses Transfers Out 238,951 278,880 302,732 274,982 34,540 290,907 278,880 44,309 Total Uses $ 309,522 Net Operating Result $ (70,571) $ $ 323,189 285,000 $ (32,282) $ 358,652 252,140 285,000 $ 308,060 (73,652) $ $200.00 $150.00 $100.00 $50.00 $0.00 FY 2014 FY 2015 262 $ FY 2016 308,560 Budget FY 2016 298,000 - $ 252,140 55,920 COST PER TOW HEARING FY 2013 271,860 36,700 - 285,000 $ 308,560 Budget FY 2016 Projected FY 2015 302,732 55,920 $ $ 229,690 22,450 - 285,000 $ 252,140 308,560 Projected FY 2015 Budget FY 2015 290,907 $ $ 266,013 36,719 $ Budget FY 2016 252,140 Budget FY 2015 Actual FY 2014 238,951 - Total Sources 302,732 256,861 22,019 - Actual FY 2013 OPERATING RESULTS $ Budget FY 2016 Projected FY 2015 302,732 Actual FY 2014 254,263 20,719 - Total Expenses 278,880 Projected FY 2015 298,000 308,560 55,920 $ (23,060) $ 364,480 (66,480) 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 established funds to account 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 364 SLIDs, and more are added annually. The amount levied in FY 2016 is $844,120. The anticipated expenditures are $1,033,960. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted an FY 2016 budget of $1,825,450 and a levy of $1,731,680. The levy is assessed to property tax parcels within each district based upon the relative value of each parcel. 263 Table of Contents Special Districts PERSONNEL BY ACTIVITY Actual FY 2013 Actual FY 2014 Budget FY 2015 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 2013 Actual FY 2014 Budget FY 2015 Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Improvement Total Expenses Budget FY 2016 Projected FY 2015 Budget FY 2016 1,535,735 920,538 1,596,201 855,903 1,731,670 1,001,600 1,631,670 915,780 1,825,450 1,033,960 $ 2,456,273 $ 2,452,104 $ 2,733,270 $ 2,547,450 $ 2,859,410 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2015 170,031 2,286,242 - 174,162 2,277,942 - 179,180 2,534,590 19,500 172,000 2,355,950 19,500 179,170 2,680,240 - $ 2,456,273 $ 2,452,104 $ 2,733,270 $ 2,547,450 $ 2,859,410 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Transfers In 2,365,396 - 2,368,248 - 2,536,160 - 2,536,160 - 2,571,320 - $ 2,365,396 $ 2,368,248 $ 2,536,160 $ 2,536,160 $ 2,571,320 2,456,273 - 2,452,104 - 2,733,270 - 2,547,450 - 2,859,410 - Total Uses $ 2,456,273 $ 2,452,104 $ 2,733,270 $ 2,547,450 $ 2,859,410 Net Operating Result $ Total Sources Total Expenses Transfers Out (90,877) $ (83,856) $ 264 (197,110) $ (11,290) $ (288,090) 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 Salt River Project 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. 265 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 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 1.00 1.00 0.00 1.00 2.00 3.00 3.00 3.00 3.00 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Special Revenue 1,594,138 1,622,876 3,914,897 2,680,470 4,248,250 Total Expenses $ 1,594,138 $ 1,622,876 $ 3,914,897 $ 2,680,470 $ 4,248,250 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 976,372 542,233 75,533 948,859 674,017 - 1,231,438 2,683,459 - 1,169,060 1,511,410 - 1,292,550 2,955,700 - $ 1,594,138 $ 1,622,876 $ 3,914,897 $ 2,680,470 $ 4,248,250 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 OPERATING RESULTS Total Revenues Transfers In 1,863,568 749 1,814,798 79 2,908,257 - 3,543,257 - 3,503,480 - $ 1,864,317 $ 1,814,877 $ 2,908,257 $ 3,543,257 $ 3,503,480 1,594,138 162,027 1,622,876 153,995 3,914,897 130,000 2,680,470 130,000 4,248,250 130,000 Total Uses $ 1,756,165 $ 1,776,871 $ 4,044,897 $ 2,810,470 $ 4,378,250 Net Operating Result $ $ $ (1,136,640) $ Total Sources Total Expenses Transfers Out 108,152 38,006 266 732,787 $ (874,770) Table of Contents Other Capital Funds __________________________________________ Capital Projects Administration Capital Improvements Overview Capital Improvement Maintenance Costs Capital Improvement Plan Summary Capital Improvement Detail Table of Contents Table of Contents OTHER CAPITAL FUNDS PURPOSE STATEMENT OBJECTIVES FY 2016 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 2015 z z z z z z z z z z Completed the FY 2016 - 2025 CIP/IIP update Completed the design of 32 capital projects Started the construction of 32 capital projects Initiated 11 Parkway Improvement District Projects and completed seven Completed Gilbert's first parking garage and commenced construction on first university Received Leadership in Energy & Environmental Design (LEED) Gold award for Fire Station 10 z z Develop performance measures to track project delivery of time, quality and costs Refine and standardize processes and procedures in administration of CIP projects Increase job-related training for division employees Complete FY 2017 - 2026 CIP/IIP update Complete design of 30 capital projects Commence construction of 30 capital projects BUDGET NOTES The FY 2016 personnel budget does not contain significant changes. The contractual budget has slightly increased due to historical legal expenses. STRATEGIC INITIATIVES Community Livability Technology Leader Economic Development High Performing Government Financial Plan Infrastructure PERFORMANCE MEASURES Actual FY 2013 Actual FY 2014 Projected FY 2015 Anticipated FY 2016 Total project costs of CIP projects with construction completed in fiscal year $53,953,000 $39,640,227 $159,975,081 $70,019,000 267 Table of Contents OTHER CAPITAL FUNDS Actual FY 2013 Actual FY 2014 Budget FY 2015 Capital Projects Administration 8.15 7.40 7.40 7.40 7.40 Total Personnel 8.15 7.40 7.40 7.40 7.40 Actual FY 2013 Actual FY 2014 Budget FY 2015 775,881 170 25,842,248 327,600 18,674 1,116,987 10,802,493 75,930 1,957,343 738,408 2,895,022 11,889,762 1,357,036 1,250,016 - 977,775 64,750,000 24,347,694 59,460,045 - 762,240 782,870 23,393,160 6,739,860 - 882,480 100,000,000 12,728,560 51,288,980 14,905,850 - $ 40,917,326 $ 18,130,244 $149,535,514 $ 31,678,130 $179,805,870 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 588,697 562,771 39,765,858 689,925 612,687 16,827,632 710,890 1,148,886 147,675,738 662,240 100,000 30,915,890 787,920 94,560 178,923,390 $ 40,917,326 $ 18,130,244 $149,535,514 $ 31,678,130 $179,805,870 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 14,085,722 19,613,133 5,886,753 21,950,168 130,379,962 - 51,316,240 - 163,919,480 - $ 33,698,855 $ 27,836,921 $130,379,962 $ 51,316,240 $163,919,480 40,917,326 2,281,168 18,130,244 31,101,180 149,535,514 - 31,678,130 - 179,805,870 - Total Uses $ 43,198,494 $ 49,231,424 $149,535,514 $ 31,678,130 $179,805,870 Net Operating Result $ (9,499,639) $ (21,394,503) $ (19,155,552) $ 19,638,110 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Capital Projects Administration CIP Contingency Improvement Districts Outside Sources Bonds Proceeds Prop 400 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 268 Projected FY 2015 Projected FY 2015 Budget FY 2016 Budget FY 2016 $ (15,886,390) 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 2015-16 Assessed Value (AV) increased by 6.4%, with 2.6% attributable to new growth. This is the second year in which the assessed valuation has shown an increase. Previously, the ability to issue voter approved bonds for streets and parks projects was limited, by internal policy, to a secondary property tax rate of $1.15 per $100 of net assessed valuation. Historically secondary property tax 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. With the enactment of House Bill 2347, in 2013 legislative session, municipalities are required 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. For FY 2016, Council adopted a levy in the amount of $19,500,000, utilizing existing fund balance of approximately $3M to meet debt obligations. The adopted levy resulted in an effective tax rate of $1.0567. 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 2016-2025 Capital Improvement Plan includes project costs that total $1,675,996,000 which is an increase of $284,490,000 (20.44%) from the FY 2015-19 Plan of $1,391,506,000. FY 2016-2025 Program Areas Parks and Open Space 33.5% Streets Improvements 31.2% Traffic Control Improvements 1.2% Municipal Facilities 2.4% Wastewater System Improvements 6.7% Water System Improvements 15.7% Storm Water Improvements 0.3% Redevelopment 3.4% Public Safety 5.7% 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 does 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. 269 Table of Contents Capital Improvements Overview 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.” Utilizing the prioritization ranking, the executive team and town management evaluate the projects further for additional considerations. 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 After this evaluation is completed, the projects that have been identified are included in the proposed budget that is presented to Council for preliminary adoption. 270 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 forecasted operating resources. The Council adopted the Capital Improvement Plan on June 4, 2015. The first year of the five-year program is included in the FY 2016 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 2016. CIP Contingency Streets Improvements Traffic Control Improvements Municipal Facilities Redevelopment Public Safety Storm Water Improvements Water System Improvements Wastewater System Improvements Parks and Open Space $ $ 100,000,000 42,553,000 5,850,000 9,532,000 23,527,000 2,635,000 1,155,000 52,723,000 18,168,000 12,768,000 268,911,000 The following table shows the project breakdown by funding of total capital improvements scheduled for FY 2016 excluding CIP Contingency. GO Bonds CDBG CIP Outside Sources City of Chandler Environmental Services Res Fund Environmental Services Comm Fund Federal Grant Fire SDF Future Bonds General Fund Gilbert Public Schools MAG RTP Arterial Fund MAG RTP Transit Fund Revenue Bonds Park SDF PFMPC Bonds Signal SDF State Grant Streets Fund Wastewater Fund Wastewater Replacement Fund Wastewater SDF Water Fund Water Replacement Fund Waster Resources SDF Water SDF WRMPC Future Bonds $ $ 271 14,743,000 970,000 2,514,000 10,095,000 4,070,000 302,000 2,393,000 826,000 2,544,000 19,523,000 125,000 14,224,000 681,000 20,784,000 872,000 179,000 3,368,000 96,000 7,073,000 9,232,000 5,201,000 921,000 21,886,000 7,681,000 5,138,000 430,000 13,040,000 168,911,000 Table of Contents Maintenance Costs FY 2016 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 budgeted in the operating departments once the project is completed. Below is a summary table that provides the future operating impacts by fiscal year. Category 2017 2018 2019 Streets Traffic Control Municipal Facilities Redevelopment Public Safety Stormwater Water Wastewater Parks and Recreation 31,000 358,000 8,000 540,000 2,526,000 50,000 15,000 Total Operating Costs $ 994,000 Cumulative Total 2020 96,000 178,000 7,000 1,000 2,049,000 488,000 74,000 628,000 8,000 $ $ 58,000 $ 708,000 $ $ 4,329,000 $ 1,000 $ 2,195,000 $ 1,309,000 $ 89,000 $ 2,815,000 $ 2,981,000 $ 1,899,000 $ 8,689,000 19,000 350,000 1,263,000 The following table details the impact of these maintenance costs by expense category: Category Personnel Streets Traffic Control Municipal Facilities Redevelopment Public Safety Stormwater Water Wastewater Parks and Recreation 3,774,000 Total Operating Costs $ 4,700,000 Contractual Utilities Insurance Total 45,000 1,000 30,000 904,000 61,000 420,000 66,000 24,000 1,021,000 41,000 6,000 380,000 202,000 21,000 1,000 $ $ 58,000 $ 708,000 $ $ 4,329,000 $ 1,000 $ 2,195,000 $ 1,309,000 $ 89,000 $ 1,059,000 $ 2,188,000 717,000 $ 25,000 $ 8,689,000 18,000 764,000 162,000 Supplies 50,000 650,000 8,000 40,000 $ 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. FY 2017 is the first year in which projects proposed for the planning period are reflective of the situation described above. Several significant repair/replacement projects have been proposed for the planning period. Several of these projects are related to streets or water infrastructure, such as; streets reconstruction (ST163, ST164) and water infrastructure replacement (WA074, WA089, WA103). The detail for each of these projects is included in the Capital Improvement Detail. 272 Table of Contents Capital Improvement Plan Summary The summary below represents the Capital Improvement Plan by type: Capital Expenses (1,000s) Streets Traffic Control Municipal Facilities Redevelopment Public Safety Storm Water Water Wastewater Parks, Recreation and Open Total Capital Expenses Prior Years $133,849 2,856 1,818 28,126 22,267 44 49,111 2,541 71,081 $311,693 2016 $ 42,553 5,850 9,532 23,527 2,635 1,155 52,723 18,168 12,768 $168,911 2017 $ 28,015 1,313 5,862 652 4,799 2,373 97,621 17,400 17,973 $176,008 2018 2019 $ 50,767 679 13,692 604 39,187 970 24,352 35,649 103,756 $269,656 2020 $ 18,992 554 813 250 12,016 $ 5,186 1,889 1,285 16,588 21,919 11,318 $ 82,450 13,492 9,407 45,043 $ 89,168 12,866 6-10 years Beyond 10 Years $194,152 $ 49,111 6,592 744 6,867 2,876 156 1,385 635 8,982 300 1,447 5,550 223,516 75,797 $440,329 $137,781 The Capital Improvement Plan shown above by type is depicted below by funding source: Capital Sources (1,000) 2006 GO Bonds 08 2007 GO Bonds 08 2007 GO Bonds 08-Future 2007 GO Bonds-Future Beyond 10 Years CDBG Chandler USD CIP Outside Sources City of Chandler City of Mesa Developer Contribution Developer Contributions Env Svcs Com Fund Env Svcs Res Fund Federal Grant Fire SDF Future Bonds General Fund General Replacement Fund Gilbert Public Schools GO Bonds Higley USD Investment Income MAG RTP Arterial Fund MAG RTP Transit Fund Revenue Bonds Outside Sources Prior Years $ 83,389 20,332 2016 2017 $ 11,765 2,896 2018 2019 2020 6-10 years Beyond 10 Years 4,760 4,775 1,674 9,686 15,138 97,276 30 6,041 194 970 402 54 2,514 10,095 4,341 22,860 36,954 7,595 1,451 2,690 17 188 3 3,134 12,955 570 239 4,496 30 141 11,871 719 17,618 302 4,070 2,393 826 2,544 19,523 2,973 7 1,616 43 18,712 7,705 1,224 66,748 2,794 22,622 961 1,332 1,873 840 3,865 25,265 850 20,099 1,645 8,475 215 888 152,849 5,471 27,573 192 125 82 14,224 681 20,784 273 20,171 Table of Contents Capital Improvement Plan Summary Capital Sources (1,000) Park SDF PFMPC Bonds PFMPC-2009 Bonds PFMPC-Future Bonds Private Fund Proceeds from sale of land Residential Dev Tax Salt River Project Signal SDF State Grant Streets Fund Unfunded Wastewater Fund Wastewater Replacement Wastewater SDF Water Fund Water Replacement Fund Water Resources SDF Water SDF WRMPC-2007 Bonds WRMPC-2009 Bonds WRMPC-Future Bonds Total Capital Sources Prior Years $ 9,829 7,224 56,780 2016 $ 872 179 2017 $ 2018 9,540 $ 1,650 25,435 2019 $ 2020 6-10 years Beyond 10 Years 850 2,185 1,350 20,545 554 250 390 4,154 5,550 935 1,889 6,592 35,250 971 199,473 767 8,640 1,011 1,447 3,160 650 1,231 1,248 42,000 1,670 19 1,285 484 9,156 4,975 207 1,001 5,689 3,634 41,412 2,879 13 88 $311,652 3,368 96 7,073 9,232 5,201 921 21,886 7,681 5,138 430 13,040 $168,911 1,313 350 1,722 2,255 874 3,957 2,558 12,642 963 13,400 57,767 $176,008 679 250 552 1,060 650 950 4,592 3,758 600 3,523 5,550 300 2,500 808 5,988 10,540 5,822 40,642 $269,656 25,434 $ 82,450 2,352 $ 89,168 $440,329 274 $137,781 Table of Contents Capital Improvement Detail About this Section Each section below provides the following summary: • Description of the project • Project evaluation and prioritization • Associated maintenance costs • Expenses and sources for the life of the project CIP Contingency For FY 2016, the Town established an allowance of $100,000,000 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. Streets ST057 - Greenfield Road - Pecos to Germann Total Project Cost: $9,660 Project Evaluation and Prioritization: 10 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) Professional Services FY 2016 Sources: (1,000s) $ Construction Mgmt Land/ROW 2007 GO Bonds 08 - Investment Income - Water Fund - 23 Construction FY 2016 Total Expenses - $ 23 $ Wastewater Fund FY 2016 Total Sources 23 $ 23 __________________________________________________________________________________________ ST058 - Germann Road - Val Vista to Higley Total Project Cost: $13,656 Project Evaluation and Prioritization: 12 New Maintenance Costs: $0 Completion of Germann Road in accordance with the Maricopa Association of Governments (MAG) Regional Transportation Plan approved by voters as Proposition 400 in 2004. Improvements are to major arterial roadway standards, including six lanes, a raised median, sidewalks, bike lanes, street lights, and improvements to the bridge over the Eastern Canal. This project will complete gaps in Germann Road left between areas previously completed by development between Val Vista Drive and Higley Road and install a 16" waterline for the future reservoir and direct system well. FY 2016 Expenses: (1,000s) Professional Services Construction Mgmt Land/ROW Construction FY 2016 Sources: (1,000s) 2006 GO Bonds 08 $ 2007 GO Bonds 08 Developer Contribution Water Fund 740 MAG RTP Arterial Fund 6,724 FY 2016 Total Expenses $ 7,464 FY 2016 Total Sources $ 7,464 __________________________________________________________________________________________ $ 379 567 580 5,938 275 Table of Contents Capital Improvement Detail ST062 - Higley and Williams Field Improvements Project Evaluation and Prioritization: 10 Total Project Cost: New Maintenance Costs: $21,233 $50 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. 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. The project also includes improvements to at-grade railroad crossing on Higley, 8” sanitary sewer in Williams Field from Higley to UPRR, and traffic signal modifications at Higley and Williams Field. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 255 2006 GO Bonds 08 $ 325 Construction Mgmt 13 Developer Contribution Land/ROW 139 Water Replacement Fund 173 Construction 141 Wastewater Fund Equipment & Furniture Streets Fund 50 FY 2016 Total Expenses FY 2016 Total Sources $ 548 $ 548 __________________________________________________________________________________________ ST084 - Hunt Highway - Val Vista to 164th Street Total Project Cost: $12,998 Project Evaluation and Prioritization: 16 New Maintenance Costs: $0 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. Includes a 16-inch water line from Val Vista Drive to 164th Street. Initial project phase will construct two lanes and a striped median on the north half of the alignment. South side of project to hold R/W line at Gila River Indian Community (GRIC) boundary. South side to be single curb only with streetlights and no sidewalk. All drainage will be included on the north side of the roadway, avoiding encroachment onto GRIC land. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ Future Bonds $ Construction Mgmt Developer Contribution Land/ROW Water Fund Construction 5 CIP Outside Sources 5 FY 2016 Total Expenses $ 5 FY 2016 Total Sources $ 5 __________________________________________________________________________________________ ST094 - Cooper and Guadalupe Intersection Total Project Cost: $17,730 Project Evaluation and Prioritization: 43 New Maintenance Costs: $0 Intersection improvements at Cooper and Guadalupe Roads in accordance with the Maricopa Association of Governments (MAG) Regional Transportation Plan approved by the voters as Proposition 400 in 2004. Improvements being made to reduce congestion include widening to accommodate dual left turn lanes in all four directions, additional through and right turn lanes as justified by traffic studies, and related drainage improvements. This project also includes the replacement of an existing AC waterline pipe with new ductile iron pipe. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 250 2006 GO Bonds 08 $ 4,411 Construction Mgmt 626 2007 GO Bonds 08 Land/ROW 710 MAG RTP Arterial Fund 4,296 Construction 8,397 Water Fund 1,276 FY 2016 Total Expenses $ 9,983 FY 2016 Total Sources $ 9,983 __________________________________________________________________________________________ 276 Table of Contents Capital Improvement Detail ST095 - Williamsfield Road - UPRR to Power Total Project Cost: $37,989 Project Evaluation and Prioritization: 11 New Maintenance Costs: $0 Complete Williamsfield 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 Williamsfield from UPRR to Power; and sanitary sewers. FY 2016 Expenses: (1,000s) Professional Services Construction Mgmt Land/ROW Construction FY 2016 Sources: (1,000s) 2006 GO Bonds 08 $ 588 Water Fund Wastewater Fund CIP Outside Sources Wastewater SDF FY 2016 Total Expenses $ 588 FY 2016 Total Sources $ 588 __________________________________________________________________________________________ $ 588 - ST100 - Riggs Road - Val Vista to Recker Total Project Cost: $15,665 Project Evaluation and Prioritization: 5 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 1 2006 GO Bonds 08 $ Construction Mgmt 1 2007 GO Bonds 08 Land/ROW CIP Outside Sources Construction 6 Water Fund 2 Equipment & Furniture Wastewater Fund 6 FY 2016 Total Expenses $ 8 FY 2016 Total Sources $ 8 __________________________________________________________________________________________ ST102 – Ocotillo Road – Recker to Power Total Project Cost: $3,940 Project Evaluation and Prioritization: 24 New Maintenance Costs: $0 Complete Ocotillo Road from Recker Road to Power Road to minor arterial standards with four traffic lanes and a striped two-way left turn median lane, bike lanes and street lights. Queen Creek is the lead agency. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ Streets Fund $ 700 Construction Mgmt Developer Contribution Land/ROW Construction 700 FY 2016 Total Expenses $ 700 FY 2016 Total Sources $ 700 __________________________________________________________________________________________ ST103 - Power Road - San Tan Freeway to Pecos Road Total Project Cost: $6,262 Project Evaluation and Prioritization: 15 New Maintenance Costs: $190 Complete Power Road improvements from the Santan Freeway to Pecos Road to major arterial standards in accordance with the Maricopa Association of Governments (MAG) Regional Transportation Plan. 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 40 2007 GO Bonds 08 $ 2,873 Construction Mgmt 2 MAG RTP Arterial Fund 2,008 Land/ROW Construction 4,839 FY 2016 Total Expenses $ 4,881 FY 2016 Total Sources $ 4,881 __________________________________________________________________________________________ 277 Table of Contents Capital Improvement Detail ST111 - Bus Stop Passenger Improvements - Phase III Total Project Cost: $1,400 Project Evaluation and Prioritization: 10 New Maintenance Costs: $0 Improvements to existing bus stops and construction of new bus stops at various locations throughout Gilbert. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 28 MAG RTP Transit Fund $ 681 Construction Mgmt 30 Construction 616 Equipment & Furniture 7 FY 2016 Total Expenses $ 681 FY 2016 Total Sources $ 681 __________________________________________________________________________________________ ST112 - Val Vista Drive - Appleby to Riggs Total Project Cost: $24,663 Project Evaluation and Prioritization: 31 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 409 2006 GO Bonds 08 $ 1,013 Construction Mgmt 43 2007 GO Bonds 08 Land/ROW 561 2007 GO Bonds 08-Future Construction Water Fund FY 2016 Total Expenses $ 1,013 FY 2016 Total Sources $ 1,013 __________________________________________________________________________________________ ST116 – Recker Road – Riggs to Hunt Highway Total Project Cost: $8,008 Project Evaluation and Prioritization: 32 New Maintenance Costs: $0 Complete Recker Road to full improvements for a major collector street from Riggs Road to Hunt Highway. Improvements to include a two-lane section with striped two-way left turn median lane, bike lanes, sidewalk and street lighting. FY 2016 portion is related to improvements on Riggs Road in coordination with Maricopa County Dept of Transportation. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 5 General Fund $ 100 Construction Mgmt 5 Future Bonds Land/ROW 5 Beyond 10 Years Construction 85 FY 2016 Total Expenses $ 100 FY 2016 Total Sources $ 100 __________________________________________________________________________________________ ST119 - PM10 Paving Total Project Cost: $1,360 Project Evaluation and Prioritization: 30 New Maintenance Costs: $0 Project consists of paving various unpaved streets within the town for compliance with air quality requirements. Examples of 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); and 164th St, Coldwater to Stacey (1/4 mi). FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 65 Streets Fund $ 1,288 Construction Mgmt 102 Land/ROW 8 Construction 1,113 FY 2016 Total Expenses $ 1,288 FY 2016 Total Sources $ 1,288 __________________________________________________________________________________________ 278 Table of Contents Capital Improvement Detail ST126 - Gilbert Road Median Landscaping Total Project Cost: $388 Project Evaluation and Prioritization: 5 New Maintenance Costs: $0 Project includes the completion of median landscaping and irrigation system from south of Civic Center Drive to Frye Road. Project includes adjacent intersecting arterial streets where non-landscaped raised medians exist. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 2 GO Bonds $ 21 Construction 19 FY 2016 Total Expenses $ 21 FY 2016 Total Sources $ 21 __________________________________________________________________________________________ ST129 - Guadalupe and Gilbert Intersection Total Project Cost: $10,874 Project Evaluation and Prioritization: 15 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 8 2006 GO Bonds 08 $ Construction Mgmt 7 MAG RTP Arterial Fund 1,196 Land/ROW 176 Water Fund 91 Construction 1,096 Equipment & Furniture FY 2016 Total Expenses $ 1,287 FY 2016 Total Sources $ 1,287 __________________________________________________________________________________________ ST145 – Germann Road – Gilbert to Val Vista Total Project Cost: $20,704 Project Evaluation and Prioritization: 42 New Maintenance Costs: $0 Improvements being made 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 Gilbert Road and Val Vista Drive. The project will also include Lindsay Road improvements between SR202 and Germann Road, building Lindsay Road to minor arterial standards, including four traffic lanes, a stripe two-way left-turn median lane, sidewalk and streetlights. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 1,293 Future Bonds $ 2,544 Construction Mgmt 50 CIP Outside Sources Land/ROW 1,201 Construction FY 2016 Total Expenses $ 2,544 FY 2016 Total Sources $ 2,544 __________________________________________________________________________________________ ST146 - Higley and Baseline Intersection Total Project Cost: $6,231 Project Evaluation and Prioritization: 15 New Maintenance Costs: $0 Complete Higley and Baseline Roads at this intersection on the south and east legs to full improvements for major arterial roadways. Improvements include six-lane sections with raised, landscaped median, bike lanes, sidewalks and street lights. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ CIP Outside Sources $ 9 Construction Mgmt 5 Water Fund Land/ROW 3 Developer Contribution Construction 1 MAG RTP Arterial Fund Equipment & Furniture Wastewater Fund FY 2016 Total Expenses $ 9 FY 2016 Total Sources $ 9 __________________________________________________________________________________________ 279 Table of Contents Capital Improvement Detail ST147 – Intersection/Circulation Imprv. Master Plan Total Project Cost: $553 Project Evaluation and Prioritization: 5 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) Professional Services Construction Mgmt FY 2016 Sources: (1,000s) 2007 GO Bonds 08 $ CIP Outside Sources General Fund Streets Fund 15 FY 2016 Total Expenses $ 15 FY 2016 Total Sources $ 15 __________________________________________________________________________________________ $ 9 6 ST148 - Neighborhood Streetlight Rehabilitation Total Project Cost: $5,968 Project Evaluation and Prioritization: 38 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 40 Streets Fund $ 1,635 Construction Mgmt 161 Construction 1,434 FY 2016 Total Expenses $ 1,635 FY 2016 Total Sources $ 1,635 __________________________________________________________________________________________ ST150 - Higley Groves West Pavement Reconstruction Total Project Cost: $3,512 Project Evaluation and Prioritization: 10 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 29 Streets Fund $ 117 Construction Mgmt 62 Construction 26 Equipment & Furniture FY 2016 Total Expenses $ 117 FY 2016 Total Sources $ 117 __________________________________________________________________________________________ ST151 - McQueen Rd Median Landscaping Total Project Cost: $706 Project Evaluation and Prioritization: 5 New Maintenance Costs: $0 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 non-landscaped raised medians exist. Project includes approximately 96,000 square feet of area. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 2006 GO Bonds 08 $ Construction Mgmt 8 GO Bonds 61 Construction 53 FY 2016 Total Expenses $ 61 FY 2016 Total Sources $ 61 __________________________________________________________________________________________ 280 Table of Contents Capital Improvement Detail ST154 - Left-Turn Safety Enhancements Total Project Cost: $469 Project Evaluation and Prioritization: 36 New Maintenance Costs: $0 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 left-turn sight distance at Gilbert and Warner, McQueen and Elliot and Greenfield and Warner intersections. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 17 Streets Fund $ 116 Construction Mgmt Construction 99 FY 2016 Total Expenses $ 116 FY 2016 Total Sources $ 116 __________________________________________________________________________________________ ST155 - ADA Transition - Ramps/Push Buttons Total Project Cost: $1,695 Project Evaluation and Prioritization: 38 New Maintenance Costs: $0 This program is a multi-year program and systematically replaces and repairs deficient sidewalk, sidewalk ramps, driveways, pedestrian push buttons and limited deficiencies within major parks. The ADA Transition Plan is used to prioritize locations to be compliant with the minimum ADA standards. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 25 Streets Fund $ 316 Construction Mgmt 37 Construction 254 FY 2016 Total Expenses $ 316 FY 2016 Total Sources $ 316 __________________________________________________________________________________________ ST156 - Consolidated Canal Bridge Repair Total Project Cost: $470 Project Evaluation and Prioritization: 15 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 33 Streets Fund $ 433 Construction Mgmt 28 Construction 372 FY 2016 Total Expenses $ 433 FY 2016 Total Sources $ 433 __________________________________________________________________________________________ ST157 – Constellation Way, South of Coldwater Total Project Cost: $2,128 Project Evaluation and Prioritization: 27 New Maintenance Costs: $0 Project includes the design and construction of Constellation Way from Coldwater Boulevard south approximately 2400 feet. Improvements are to residential collector standards including two lanes, bike lanes, sidewalks and street lights. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ General Fund $ 36 Construction Mgmt Future Bonds Land/ROW 36 Construction FY 2016 Total Expenses $ 36 FY 2016 Total Sources $ 36 __________________________________________________________________________________________ 281 Table of Contents Capital Improvement Detail ST158 – Lindsay Road/SR 202 Traffic Interchange Total Project Cost: $29,640 Project Evaluation and Prioritization: 43 New Maintenance Costs: $0 Construction of a new full access traffic interchange at Lindsay Road and SR 202 (Santan Freeway) to provide access to SR202 and a frontage road system on the north side of SR 202. The improvements will include the construction of the entry/exit ramps and frontage road, improvements to the mainline SR202 to accommodate the new TI, reconstruction of Lindsay Road between the ramp termini, relocation of utilities along the Lindsay Road and Eastern Canal alignments, reconfiguration and mitigation measures for Zanjero Park, purchase of additional right-of-way for the TI, and other minor improvements to the existing street network to accommodate the TI. ADOT will be a partner agency in design review and construction of the TI. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 510 General Fund $ 510 Construction Mgmt Outside Sources Land/ROW Construction FY 2016 Total Expenses $ 510 FY 2016 Total Sources $ 510 __________________________________________________________________________________________ ST163 – Arterial Streets Reconstruction Total Project Cost: $1,755 Project Evaluation and Prioritization: 32 New Maintenance Costs: $0 Complete reconstruction of asphalt and pedestrian walkways of Meadowbrook Village. Expense estimates include removal and replacement of 4,300 square yards of roadway, over excavate 9 inches, place and compact 3 inches of asphalt on 6 inches ABC along with Geotextile fabric installation. Remove and replace all rolled curbing, sidewalk and handicap ramps within Meadowbrook Village Cul de Sacs. All mobilization; grading, public information, Storm Water Pollution Prevention Plan, traffic control, pavement marking, utility adjustments. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 140 Streets Fund $ 1,755 Construction Mgmt 150 Construction 1,465 FY 2016 Total Expenses $ 1,755 FY 2016 Total Sources $ 1,755 __________________________________________________________________________________________ ST164 – Meadowbrook Village Reconstruction Total Project Cost: $858 Project Evaluation and Prioritization: 36 New Maintenance Costs: $0 Complete reconstruction of asphalt and pedestrian walkways of Meadowbrook Village. Expense estimates include removal and replacement of 4,300 square yards of roadway, along with Geotextile fabric installation. Remove and replace all rolled curbing, sidewalk and handicap ramps within Meadowbrook Village Cul de Sacs. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 73 General Fund $ 858 Construction Mgmt 75 Construction 710 FY 2016 Total Expenses $ 858 FY 2016 Total Sources $ 858 __________________________________________________________________________________________ ST165 – Palm Street Improvements Total Project Cost: $642 Project Evaluation and Prioritization: 26 New Maintenance Costs: $0 Improvements of the west half of Palm Street around the Municipal Complex to residential collector standards including two lanes, bike lanes, sidewalks and street lights. Also includes modifications to the existing parking lot. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 15 General Fund $ 130 Construction Mgmt 15 Construction 100 FY 2016 Total Expenses $ 130 FY 2016 Total Sources $ 130 __________________________________________________________________________________________ 282 Table of Contents Capital Improvement Detail Traffic Control TS122 – Higley Road and Warner Road Total Project Cost: $414 Project Evaluation and Prioritization: 5 New Maintenance Costs: $4 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 19 Signal SDF $ 334 Construction Mgmt 3 Construction 312 FY 2016 Total Expenses $ 334 FY 2016 Total Sources $ 334 __________________________________________________________________________________________ TS123 - Ray Road and Recker Road Total Project Cost: $372 Project Evaluation and Prioritization: 17 New Maintenance Costs: $4 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 32 Signal SDF $ 352 Construction Mgmt 15 Construction 245 Equipment & Furniture 60 FY 2016 Total Expenses $ 352 FY 2016 Total Sources $ 352 __________________________________________________________________________________________ TS132 - Advanced Traffic Mgmt System - Phase IV Total Project Cost: $1,477 Project Evaluation and Prioritization: 9 New Maintenance Costs: $5 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 156 Federal Grant $ 1,096 Construction Mgmt Signal SDF 205 Construction 1,145 FY 2016 Total Expenses $ 1,301 FY 2016 Total Sources $ 1,301 __________________________________________________________________________________________ TS135 - ATMS – Network CCTV Cameras Total Project Cost: $401 Project Evaluation and Prioritization: 10 New Maintenance Costs: $2 Advanced Traffic Management System - 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Construction Mgmt $ 4 Streets Fund $ 215 Equipment & Furniture 211 FY 2016 Total Expenses $ 215 FY 2016 Total Sources $ 215 __________________________________________________________________________________________ 283 Table of Contents Capital Improvement Detail TS152 – Gilbert/Queen Creek Fiber Interconnection Total Project Cost: $205 Project Evaluation and Prioritization: 10 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 18 Federal Grant $ 138 Construction Mgmt Streets Fund Construction 120 FY 2016 Total Expenses $ 138 FY 2016 Total Sources $ 138 __________________________________________________________________________________________ TS156 – Greenfield Road and Ocotillo Road Total Project Cost: $391 Project Evaluation and Prioritization: 35 New Maintenance Costs: $4 Design and installation of a major arterial traffic signal at the intersection of Greenfield Road and Ocotillo Road, and connection to the signal system. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 36 Signal SDF $ 384 Construction Mgmt 7 Construction 341 FY 2016 Total Expenses $ 384 FY 2016 Total Sources $ 384 __________________________________________________________________________________________ TS165 - Baseline Road Fiber Optic Infrastructure Total Project Cost: $568 Project Evaluation and Prioritization: 11 New Maintenance Costs: $2 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 150 Federal Grant $ 411 Construction Mgmt 6 Streets Fund 38 Construction 293 FY 2016 Total Expenses $ 449 FY 2016 Total Sources $ 449 __________________________________________________________________________________________ TS167 - TOC Signal Subsystem Replacement Total Project Cost: $483 Project Evaluation and Prioritization: 10 New Maintenance Costs: $0 Traffic Operations Center - 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ Streets Fund $ 11 Construction Mgmt 2 Construction 9 Equipment & Furniture FY 2016 Total Expenses $ 11 FY 2016 Total Sources $ 11 __________________________________________________________________________________________ 284 Table of Contents Capital Improvement Detail TS169 - Pecos Rd Conduit Installation Total Project Cost: $174 Project Evaluation and Prioritization: 5 New Maintenance Costs: $0 Installation of a single four-inch PVC conduit with collapsible inner ducts along the Pecos Road alignment across the East Maricopa Floodway and Roosevelt Water Conversation District Canal. Connects to existing conduit on both ends. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 11 Streets Fund $ 22 Construction Mgmt 1 Construction 10 FY 2016 Total Expenses $ 22 FY 2016 Total Sources $ 22 __________________________________________________________________________________________ TS171 - Gilbert Road and Vaughn Avenue Total Project Cost: $300 Project Evaluation and Prioritization: 5 New Maintenance Costs: $2 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 11 Signal SDF $ 17 Construction Mgmt Construction 5 Equipment & Furniture 1 FY 2016 Total Expenses $ 17 FY 2016 Total Sources $ 17 __________________________________________________________________________________________ TS172 - Val Vista and Frye Total Project Cost: $382 Project Evaluation and Prioritization: 5 New Maintenance Costs: $2 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 4 Signal SDF $ 15 Construction Mgmt Construction Equipment & Furniture 11 FY 2016 Total Expenses $ 15 FY 2016 Total Sources $ 15 __________________________________________________________________________________________ TS173 - East Valley Travel Monitoring Total Project Cost: $295 Project Evaluation and Prioritization: 43 New Maintenance Costs: $4 Install Anonymous Re-identification Devices (ARID) at 40 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, Germann, Higley, Williamsfield, Lindsay and Val Vista. The travel time data will be reported to a regional website for the public’s travel information. This project is a multi-jurisdictional project with the City of Mesa and the City of Tempe, with the City of Mesa being the lead agency. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 30 Federal Grant $ 214 Construction Mgmt Streets Fund 44 Construction 228 FY 2016 Total Expenses $ 258 FY 2016 Total Sources $ 258 __________________________________________________________________________________________ 285 Table of Contents Capital Improvement Detail TS174 – Advanced Detection Safety Improvement Total Project Cost: $1,485 Project Evaluation and Prioritization: 28 New Maintenance Costs: $15 The project will implement advanced detection at intersections that have correctable personal injury crashes and at intersections that will have operation benefit with advanced detection. By detecting the flow of traffic in realtime, the signal controller can transition right-of-way such that fewer drivers are caught within dilemma zones. Reduction in severity crashes is estimated at 39% by the Federal Highway Administration. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Construction Mgmt $ 5 Signal SDF $ 165 Equipment & Furniture 160 FY 2016 Total Expenses $ 165 FY 2016 Total Sources $ 165 __________________________________________________________________________________________ TS176 - Higley Road and Seville Blvd Total Project Cost: $325 Project Evaluation and Prioritization: 5 New Maintenance Costs: $4 Design and installation of an arterial traffic signal at the intersection of Higley Road and Seville Boulevard and connection to the traffic signal system. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 3 Signal SDF $ 279 Construction Mgmt 8 Construction 260 Equipment & Furniture 8 FY 2016 Total Expenses $ 279 FY 2016 Total Sources $ 279 __________________________________________________________________________________________ TS177 - Lindsay Road and Settlers Point Drive Total Project Cost: $325 Project Evaluation and Prioritization: 5 New Maintenance Costs: $4 Design and installation of arterial traffic signal at the intersection of Lindsay Road and Setters Point Drive and connection to the traffic signal system. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 30 Signal SDF $ 320 Construction Mgmt 10 Construction 260 Equipment & Furniture 20 FY 2016 Total Expenses $ 320 FY 2016 Total Sources $ 320 __________________________________________________________________________________________ TS178 - Higley Road and Willis Road/Portola Valley Drive Total Project Cost: $325 Project Evaluation and Prioritization: 5 New Maintenance Costs: $4 Design and installation of an arterial traffic signal at the intersection of Higley Road and Willis Road/Portola Valley Drive and connection to the traffic signal system. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 10 Signal SDF $ 243 Construction Mgmt 7 Construction 226 Equipment & Furniture FY 2016 Total Expenses $ 243 FY 2016 Total Sources $ 243 __________________________________________________________________________________________ 286 Table of Contents Capital Improvement Detail TS179 - Higley Road and Agritopia Loop Total Project Cost: $325 Project Evaluation and Prioritization: 5 New Maintenance Costs: $4 Design and installation of an arterial traffic signal at the intersection of Higley Road and Agritopia Loop and connection to the traffic signal system. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 8 Signal SDF $ 256 Construction Mgmt 9 Construction 239 Equipment & Furniture FY 2016 Total Expenses $ 256 FY 2016 Total Sources $ 256 __________________________________________________________________________________________ TS181 – Power Road and Verona Avenue Total Project Cost: $311 Project Evaluation and Prioritization: 33 New Maintenance Costs: $4 Design and installation of a three-legged arterial traffic signal at the intersection of Power Road and Verona Avenue. Based on the shared border traffic signal IGA, the City of Mesa will reimburse the Town of Gilbert 1/3 of the cost of design and construction of the traffic signal upon completion of the project. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 15 Streets Fund $ 293 Construction Mgmt 5 Construction 270 Equipment & Furniture 3 FY 2016 Total Expenses $ 293 FY 2016 Total Sources $ 293 __________________________________________________________________________________________ TS182 – Williams Field Road and Palomino Creek Total Project Cost: $409 Project Evaluation and Prioritization: 33 New Maintenance Costs: $2 Design and construction of a traffic signal at the intersection of Williams Field Road and Palomino Creek Drive and connection to the signal system. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 31 Signal SDF $ 409 Construction Mgmt 7 Construction 371 FY 2016 Total Expenses $ 409 FY 2016 Total Sources $ 409 __________________________________________________________________________________________ th TS183 – Queen Creek Road and 156 Street Total Project Cost: $389 Project Evaluation and Prioritization: 33 New Maintenance Costs: $2 Design and construction of a traffic signal at the intersection of Queen Creek Road and 156th Street, and connection to the signal system. This proposed new signal is scheduled for FY16 based on a traffic engineering study. This intersection is adjacent to Perry High School and Chandler Unified School District has expressed their interest in having this signal installed. Conduits for the signal wiring will not be included in the scope of this project as it has previously been installed. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 31 Signal SDF $ 389 Construction Mgmt 7 Construction 351 FY 2016 Total Expenses $ 389 FY 2016 Total Sources $ 389 __________________________________________________________________________________________ 287 Table of Contents Capital Improvement Detail Municipal Facilities MF017 - Fire Station Emergency Signals Total Project Cost: $2,133 Project Evaluation and Prioritization: 30 New Maintenance Costs: $2 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, oncoming traffic is stopped. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 26 General Fund $ 68 Construction Mgmt 13 Fire SDF 192 Construction 221 Equipment & Furniture FY 2016 Total Expenses $ 260 FY 2016 Total Sources $ 260 __________________________________________________________________________________________ MF055 - Fire Station Connectivity Infrastructure Support Total Project Cost: $312 Project Evaluation and Prioritization: 23 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ General Fund $ 54 Construction Mgmt Equipment & Furniture 54 FY 2016 Total Expenses $ 54 FY 2016 Total Sources $ 54 __________________________________________________________________________________________ MF056 - Human Resources Talent Management System Total Project Cost: $499 Project Evaluation and Prioritization: 19 New Maintenance Costs: $0 A talent management system to include replacement of the Neogov recruitment system and implementation of an automated onboarding system; includes performance management and learning management. FY 2016 Expenses: (1,000s) Equipment & Furniture FY 2016 Sources: (1,000s) General Fund $ 163 Water Fund 50 Wastewater Fund 20 Env Svcs Res Fund 30 Streets Fund 25 FY 2016 Total Expenses $ 288 FY 2016 Total Sources $ 288 __________________________________________________________________________________________ $ 288 MF217 - Fire Station 7 Total Project Cost: $5,945 Project Evaluation and Prioritization: 13 New Maintenance Costs: $17 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 a more timely response. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ Fire SDF $ 634 Construction Mgmt 87 General Fund 1,435 Land/ROW Construction 1,982 Equipment & Furniture FY 2016 Total Expenses $ 2,069 FY 2016 Total Sources $ 2,069 __________________________________________________________________________________________ 288 Table of Contents Capital Improvement Detail MF222 - Police Application and Network Support Total Project Cost: $1,441 Project Evaluation and Prioritization: 13 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 14 General Fund $ 239 Construction Mgmt 225 General Replacement Fund Equipment & Furniture State Grant FY 2016 Total Expenses $ 239 FY 2016 Total Sources $ 239 __________________________________________________________________________________________ MF223 – Topaz Radio Total Project Cost: $9,182 Project Evaluation and Prioritization: 33 New Maintenance Costs: $0 The cities of Mesa, Gilbert, Apache Junction have formed an East Valley Cooperative to provide radio support and communications infrastructure for the public safety entities of these cities. This covers our police, fire and public works radio systems. Linking the radio systems of multiple jurisdictions maximizes public safety, promotes interoperability and fosters regional efficiencies which ultimately better serves our citizens. The Topaz website http//www.topazrwc.org/AboutTRWC.aspx provides comprehensive details on the location and scope of this project. FY 2016 Expenses: (1,000s) Professional Services Equipment & Furniture FY 2016 Sources: (1,000s) General Fund $ 2,300 Investment Income Water Fund FY 2016 Total Expenses $ 2,300 FY 2016 Total Sources $ 2,300 __________________________________________________________________________________________ $ 2,300 MF226 - Security Access System Upgrades Total Project Cost: Project Evaluation and Prioritization: 5 New Maintenance Costs: Upgrade/replace the badge reader system on all facilities town-wide. $410 $0 FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Construction $ 108 General Fund $ 410 Equipment & Furniture 302 FY 2016 Total Expenses $ 410 FY 2016 Total Sources $ 410 __________________________________________________________________________________________ MF227 - Permitting System Replacement Total Project Cost: $2,000 Project Evaluation and Prioritization: 18 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 384 General Fund $ 1,470 Equipment & Furniture 1,086 FY 2016 Total Expenses $ 1,470 FY 2016 Total Sources $ 1,470 __________________________________________________________________________________________ 289 Table of Contents Capital Improvement Detail MF228 - CNG Fueling Station Total Project Cost: $3,241 Project Evaluation and Prioritization: 17 New Maintenance Costs: $58 Construction of a Compressed Natural Gas fueling station at 4760 S. Greenfield Rd. for the Town's refuse collection fleet. The facility proposes to install a time fill fueling facility capable of fueling 42 trucks in an eight hour overnight window at the City's fleet yard by means of 42 single hose time-fill posts. The station will also include a dual fast-fill hose capable of fueling each truck with three to five diesel gallon equivalents per minute. The station is proposed to be a redundant compression system utilizing two electric drive compressors which ensures that if one unit is taken offline for maintenance, the system can still supply fuel to the fleet. Related site improvements for the utilization of existing facility for fueling purposes will also be a part of this project. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 10 Construction Mgmt 227 Env Svcs Comm Fund $ 252 Construction 2,800 Env Svcs Res Fund 2,785 FY 2016 Total Expenses $ 3,037 FY 2016 Total Sources $ 3,037 __________________________________________________________________________________________ MF230 - Detention Facility Total Project Cost: $398 Project Evaluation and Prioritization: 5 New Maintenance Costs: $0 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 will consist of camera upgrades and showering areas. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 5 General Fund $ 8 Construction Mgmt 8 City of Chandler 5 Construction Equipment & Furniture FY 2016 Total Expenses $ 13 FY 2016 Total Sources $ 13 __________________________________________________________________________________________ MF232 – Finance, HR, and Payroll System Replacement Total Project Cost: $2,029 Project Evaluation and Prioritization: 14 New Maintenance Costs: $250 Replace the Town's Finance, Human Resources, and payroll systems. The current systems were implemented in 2001 and the vendor has announced that the system will no longer be sold in competitive bid situations. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 1,816 General Fund $ 1,816 FY 2016 Total Expenses $ 1,816 FY 2016 Total Sources $ 1,816 __________________________________________________________________________________________ MF234 – P & R Reservation System Replacement Project Evaluation and Prioritization: 25 Replace the Parks and Recreation reservations system. Total Project Cost: New Maintenance Costs: $211 $78 FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 15 General Fund $ 211 Construction Mgmt 161 Equipment & Furniture 35 FY 2016 Total Expenses $ 211 FY 2016 Total Sources $ 211 __________________________________________________________________________________________ 290 Table of Contents Capital Improvement Detail Redevelopment RD110 - Vaughn Avenue Parking Structure Total Project Cost: $8,301 Project Evaluation and Prioritization: 16 New Maintenance Costs: $0 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. Ongoing operating costs of $50,000 for utilities and cleaning were included in the FY 2015 budget. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ PFMPC Bonds $ 179 Construction Mgmt Construction 179 FY 2016 Total Expenses $ 179 FY 2016 Total Sources $ 179 __________________________________________________________________________________________ RD114 - Downtown Transit Stops Total Project Cost: $1,267 Project Evaluation and Prioritization: 15 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ State Grant $ 96 Construction Mgmt Construction 96 FY 2016 Total Expenses $ 96 FY 2016 Total Sources $ 96 __________________________________________________________________________________________ RD115 - Saint Xavier University Total Project Cost: $40,305 Project Evaluation and Prioritization: 18 New Maintenance Costs: $0 The facility is 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 includes academic space, administrative space, laboratories, parking, retail, and lease space. In addition, the building is being built with sustainable building products that ultimately lower the long-term maintenance and operations of the facility. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ Other $ 20,784 Construction Mgmt Construction 13,284 Equipment & Furniture 7,500 FY 2016 Total Expenses $ 20,784 FY 2016 Total Sources $ 20,784 __________________________________________________________________________________________ RD116 – Ash Street – Phase 1 Total Project Cost: $1,560 Project Evaluation and Prioritization: 36 New Maintenance Costs: $0 Extend Ash Street from the Western Power Line Trail north to Juniper Avenue with a tie in connection to Heather Court to the west. FY 2016 Expenses: (1,000s) Professional Services Construction Mgmt Construction FY 2016 Total Expenses $ 68 205 1,225 $ 1,498 FY 2016 Sources: (1,000s) Env Svcs Com Fund Env Svcs Res Fund General Fund Wastewater Fund Water Fund FY 2016 Total Sources $ $ 50 100 978 110 260 1,498 __________________________________________________________________________________________ 291 Table of Contents Capital Improvement Detail RD201 – Heritage District Water and Sewer Imp Total Project Cost: $930 Project Evaluation and Prioritization: 36 New Maintenance Costs: $0 This project will repair and replace water and sewer lines located in priority locations within the Heritage District based on the Heritage District Water and Sewer Assessment. The project will be completed in three phases. Infrastructure improvements in the Heritage District are identified as a high priority in the U.S. Department of Housing and Community Development (HUD) Community Development Block Grant (CDBG) Five Year Consolidated Plan approved by Gilbert Town Council. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 74 CDBG $ 474 Construction Mgmt 80 Construction 320 FY 2016 Total Expenses $ 474 FY 2016 Total Sources $ 474 __________________________________________________________________________________________ RD202 – Gilbert Wellness and Resource Ctr Total Project Cost: $496 Project Evaluation and Prioritization: 36 New Maintenance Costs: $0 The project will rehabilitate Page Park Center, a 10,000 square foot vacant town-owned building, and be retrofitted to accommodate a multi-faceted health and wellness center. The Center will provide preventative medical care, preventative and restorative oral health care, mental health services and house a community resource center available to eligible residents at low or no cost. The proposed partnership includes Dignity Health, four local non-profits and private practice doctors and dentists. The Center will address many of the top priority needs and gaps in services identified in the 2014 Gilbert Community Needs Assessment and Mercy Gilbert Medical Center’s 2014 Community Health Needs Assessment. Rehabilitation costs will be 100% funded by federal Community Development Block Grant (CDBG) funds as identified in the U.S. Department of Housing and Community Development (HUD) Community Development Block Grant (CDBG) Five Year Consolidated Plan. FY 2016 Expenses: (1,000s) Professional Services Construction Mgmt Construction FY 2016 Sources: (1,000s) CDBG $ 496 Env Svcs Res Fund 496 General Fund Wastewater Fund Water Fund FY 2016 Total Expenses $ 496 FY 2016 Total Sources $ 496 __________________________________________________________________________________________ Storm Water SW006 - Commerce Avenue Drainage Improvements Total Project Cost: $4,542 Project Evaluation and Prioritization: 5 New Maintenance Costs: $1 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 2016 Expenses: (1,000s) Professional Services Construction Mgmt Land/ROW Construction FY 2016 Total Expenses $ $ 100 69 275 711 1,155 FY 2016 Sources: (1,000s) General Fund Env Svcs Res Fund $ 1,155 FY 2016 Total Sources $ 1,155 __________________________________________________________________________________________ 292 Table of Contents Capital Improvement Detail Water WA027 - Well, 2 MG Reservoir and Pump Station Total Project Cost: $11,440 Project Evaluation and Prioritization: 5 New Maintenance Costs: $0 Design and construct a 2.0 MGD well, two million gallon in ground reservoir, and pump station. Reservoir to be located near East Galveston and Recker Roads. The project is identified in the Water Resources Master Plan. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ Water SDF $ 41 Construction Mgmt Land/ROW 41 Construction FY 2016 Total Expenses $ 41 FY 2016 Total Sources $ 41 __________________________________________________________________________________________ WA052 - Water Rights - Phase I Total Project Cost: Project Evaluation and Prioritization: 42 New Maintenance Costs: Project is for the acquisition of water rights (lease) for 11,640 acre-feet of water. $43,950 $0 FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Land/ROW $ 2,538 Water Resources SDF $ 2,538 FY 2016 Total Expenses $ 2,538 FY 2016 Total Sources $ 2,538 __________________________________________________________________________________________ WA055 - NWTP Chlorine Conversion Total Project Cost: $3,997 Project Evaluation and Prioritization: 30 New Maintenance Costs: $0 A study will be completed in FY 2016 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 99 Water Fund $ 99 Construction Mgmt Construction FY 2016 Total Expenses $ 99 FY 2016 Total Sources $ 99 __________________________________________________________________________________________ WA066 - Meadows 12" Water Main Total Project Cost: $1,750 Project Evaluation and Prioritization: 8 New Maintenance Costs: $1 This project is for design and construction of approximately 2800 LF of 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. This project is included in the Water Resources Master Plan. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 175 Water Fund $ 1,750 Construction Mgmt 125 Land/ROW 450 Construction 1,000 FY 2016 Total Expenses $ 1,750 FY 2016 Total Sources $ 1,750 __________________________________________________________________________________________ 293 Table of Contents Capital Improvement Detail WA070 - SVWTP - Phase II Total Project Cost: $81,748 Project Evaluation and Prioritization: 44 New Maintenance Costs: $1,984 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 4,850 City of Chandler $ 10,090 Construction Mgmt 1,128 WRMPC-Future Bonds 10,090 Construction 14,860 Water Fund 658 FY 2016 Total Expenses $ 20,838 FY 2016 Total Sources $ 20,838 __________________________________________________________________________________________ WA074 - Reservoir #7 Tank Replacement/Site Imp. Total Project Cost: $6,545 Project Evaluation and Prioritization: 5 New Maintenance Costs: $0 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. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 244 Water Fund $ Construction Mgmt 302 Water Replacement Fund 5,968 Construction 5,422 FY 2016 Total Expenses $ 5,968 FY 2016 Total Sources $ 5,968 __________________________________________________________________________________________ WA083 - Water Rights - WMA Settlement Total Project Cost: $21,748 Project Evaluation and Prioritization: 42 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Land/ROW $ 10,048 Water Fund $ 10,048 FY 2016 Total Expenses $ 10,048 FY 2016 Total Sources $ 10,048 __________________________________________________________________________________________ WA087 - Well Blending Pipeline Total Project Cost: $830 Project Evaluation and Prioritization: 13 New Maintenance Costs: $1 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. Install nitrate monitoring equipment at Well 20 reservoir and Well 22. Integrate into PLC programs and plant SCADA system. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ Water Fund $ 162 Construction Mgmt 6 Construction 156 FY 2016 Total Expenses $ 162 FY 2016 Total Sources $ 162 __________________________________________________________________________________________ 294 Table of Contents Capital Improvement Detail WA089 - Reservoir #3 Tank Replacement/Site Imp. Total Project Cost: $2,965 Project Evaluation and Prioritization: 10 New Maintenance Costs: $0 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. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 70 Water Replacement Fund $ 457 Construction Mgmt Construction 387 FY 2016 Total Expenses $ 457 FY 2016 Total Sources $ 457 __________________________________________________________________________________________ WA093 - Well Site Upgrades at Various Sites Total Project Cost: Project Evaluation and Prioritization: 41 New Maintenance Costs: This project will upgrade and perform site improvements at the Booster #5, #8, #12, and #14. $2,652 $15 FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 172 Water Fund $ 2,082 Construction Mgmt 150 Construction 1,760 FY 2016 Total Expenses $ 2,082 FY 2016 Total Sources $ 2,082 __________________________________________________________________________________________ WA094 – Water Rights – Phase II Total Project Cost: $31,852 Project Evaluation and Prioritization: 40 New Maintenance Costs: $0 Project is for the acquisition of water rights (lease) for 8,360 acre-feet of water. This project adds 8,360 acre-feet of water rights to the system, which equates to a total of 19,122 additional Equivalent Residential Units (ERUs). FY 2016 Expenses: (1,000s) Land/ROW FY 2016 Sources: (1,000s) Water Resources SDF $ 2,600 WRMPC-Future Bonds FY 2016 Total Expenses $ 2,600 FY 2016 Total Sources $ 2,600 __________________________________________________________________________________________ WA097 - Arsenic Treatment Facility Relocation Total Project Cost: $1,000 Project Evaluation and Prioritization: 15 New Maintenance Costs: $0 Move Arsenic Treatment Facility from Well Site 26 located at 5539 E. Baseline Rd to Well Site 28 located at 2820 E. Riggs Rd. Maintenance for the arsenic facility was already built into the operating budget, prior to the equipment relocation. $ 2,600 FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 21 Water Fund $ 531 Construction Mgmt 165 Construction 295 Equipment & Furniture 50 FY 2016 Total Expenses $ 531 FY 2016 Total Sources $ 531 __________________________________________________________________________________________ 295 Table of Contents Capital Improvement Detail WA099 - NWTP - Chemical Line Containment Total Project Cost: $841 Project Evaluation and Prioritization: 10 New Maintenance Costs: $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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 90 Water Fund $ 827 Construction Mgmt 47 Construction 690 FY 2016 Total Expenses $ 827 FY 2016 Total Sources $ 827 __________________________________________________________________________________________ WA100 - NWTP – Backwash Pumps Total Project Cost: $1,012 Project Evaluation and Prioritization: 30 New Maintenance Costs: $25 Currently the use of head pressure from the effluent channel to clean the filters at the North Water Treatment provides an inefficient and deficient filter backwash. The addition of the pumps will ensure optimal filter performance through thorough backwashing. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Construction Mgmt 112 Water Fund 1,012 Construction 900 FY 2016 Total Expenses $ 1,012 FY 2016 Total Sources $ 1,012 __________________________________________________________________________________________ WA101 - Waterline - McQueen Road/Industrial Park Total Project Cost: $1,308 Project Evaluation and Prioritization: 9 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 300 Water Fund $ 1,308 Construction Mgmt 508 Land/ROW 100 Construction 400 FY 2016 Total Expenses $ 1,308 FY 2016 Total Sources $ 1,308 __________________________________________________________________________________________ WA102 - Waterline – Desert Lane to San Angelo Total Project Cost: $875 Project Evaluation and Prioritization: 11 New Maintenance Costs: $0 Completion a 1600 lineal feet of 8” water line loop on Arizona Avenue between San Angelo and Desert Lane Loop is necessary due to separation from the City of Mesa system. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 75 Water Fund $ 875 Construction Mgmt 50 Land/ROW 150 Construction 600 FY 2016 Total Expenses $ 875 FY 2016 Total Sources $ 875 __________________________________________________________________________________________ 296 Table of Contents Capital Improvement Detail WA103 – NWTP South Reservoir Roof Total Project Cost: $685 Project Evaluation and Prioritization: 30 New Maintenance Costs: $5 The replacement of the south reservoir roof at the North Water Treatment Plant (NWTP). The reservoir at the NWTP is made up of two different reservoirs built at different times. The south half was built in 1993 and the roof is nearing the end of its life. The roof is showing signs of wear and must be replaced in the near future. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 70 Water Replacement Fund $ 685 Construction Mgmt 65 Construction 550 FY 2016 Total Expenses $ 685 FY 2016 Total Sources $ 685 __________________________________________________________________________________________ Total Project Cost: $115 WA105 – Fiesta Tech Radio Expansion Project Evaluation and Prioritization: 10 New Maintenance Costs: $0 Implementation of drive-by radio reading in business park. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Equipment & Furniture $ 115 Water Fund $ 115 FY 2016 Total Expenses $ 115 FY 2016 Total Sources $ 115 __________________________________________________________________________________________ WA108 – NWTP – LLP VFD Replacement Total Project Cost: Project Evaluation and Prioritization: 26 New Maintenance Costs: Replacement of Variable Frequency Drive's for LLP #1, 2 and soft starts for pumps #3, 7. $600 $0 FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 20 Construction Mgmt 80 Construction 200 Water Replacement Fund $ 300 FY 2016 Total Expenses $ 300 FY 2016 Total Sources $ 300 __________________________________________________________________________________________ WA109 – NWTP – Finished Water VFD Replacement Total Project Cost: $1,061 Project Evaluation and Prioritization: 26 New Maintenance Costs: $0 Replacement of two finished water variable frequency drives #4 and #1 and three soft starts, #5, #8, and #9. These pumps are used to move water out of the NWTP reservoir and to maintain system pressures. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 98 Water Replacement Fund $ 98 FY 2016 Total Expenses $ 98 FY 2016 Total Sources $ 98 __________________________________________________________________________________________ WA110 – Constellation Way Water Main Total Project Cost: $389 Project Evaluation and Prioritization: 32 New Maintenance Costs: $0 Complete design and construction of a 12" water main in the Constellation Way (164th St) alignment from Coldwater Boulevard south 2400 ft. This project completes a loop in the water distribution system that is needed to service the Adora Trails subdivision. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 34 Water SDF $ 389 Construction Mgmt 33 Construction 322 FY 2016 Total Expenses $ 389 FY 2016 Total Sources $ 389 __________________________________________________________________________________________ 297 Table of Contents Capital Improvement Detail Wastewater WW044 - Reclaimed Water Valve Stations Total Project Cost: $1,258 Project Evaluation and Prioritization: 28 New Maintenance Costs: $1 Complete 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 8 Wastewater SDF $ Construction Mgmt 27 WRMPC-Future Bonds Land/ROW 27 Wastewater Fund 296 Construction 234 FY 2016 Total Expenses $ 296 FY 2016 Total Sources $ 296 __________________________________________________________________________________________ WW070 - Candlewood Lift Station and Force Main Total Project Cost: $8,815 Project Evaluation and Prioritization: 29 New Maintenance Costs: $10 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. This project is identified in the Water Resources Master Plan. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 3 Wastewater Fund $ Construction Mgmt 3 Wastewater SDF 81 Land/ROW 75 WRMPC-Future Bonds Construction FY 2016 Total Expenses $ 81 FY 2016 Total Sources $ 81 __________________________________________________________________________________________ WW075 - Greenfield Water Reclamation - Phase III Project Evaluation and Prioritization: 39 Total Project Cost: New Maintenance Costs: $42,712 $300 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 2016. 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. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 3,262 WRMPC-Future Bonds $ 2,950 Construction Mgmt 250 Wastewater Fund 562 Construction FY 2016 Total Expenses $ 3,512 FY 2016 Total Sources $ 3,512 __________________________________________________________________________________________ 298 Table of Contents Capital Improvement Detail WW080 - Santan Lift Station Odor Control Conv. Total Project Cost: $717 Project Evaluation and Prioritization: 4 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 12 Wastewater Fund $ 188 Construction Mgmt 29 Construction 147 FY 2016 Total Expenses $ 188 FY 2016 Total Sources $ 188 __________________________________________________________________________________________ WW083 - Reclaimed Water Reservoir #1 Rehab Total Project Cost: $1,595 Project Evaluation and Prioritization: 28 New Maintenance Costs: $0 This project will rehabilitate two reclaimed water reservoirs by recoating the inside and outside of the tanks and making miscellaneous minor repairs. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 130 Wastewater Fund $ 1,584 Construction Mgmt 109 Construction 1,345 FY 2016 Total Expenses $ 1,584 FY 2016 Total Sources $ 1,584 __________________________________________________________________________________________ WW091 - Lift Station Odor Scrubber Rplcmnt Total Project Cost: $1,420 Project Evaluation and Prioritization: 15 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 155 Wastewater Rplcmnt Fund $ 1,183 Construction Mgmt 78 Construction 950 FY 2016 Total Expenses $ 1,183 FY 2016 Total Sources $ 1,183 __________________________________________________________________________________________ WW092 - EMF 12” Reclaimed Water Line Total Project Cost: $1,844 Project Evaluation and Prioritization: 30 New Maintenance Costs: $2 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 56 Wastewater Fund $ 1,119 Construction Mgmt 68 Construction 795 Equipment & Furniture 200 FY 2016 Total Expenses $ 1,119 FY 2016 Total Sources $ 1,119 __________________________________________________________________________________________ 299 Table of Contents Capital Improvement Detail WW093 - Monitor Well Replacements Total Project Cost: $750 Project Evaluation and Prioritization: 5 New Maintenance Costs: $4 The design and installation of nine 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 2 Wastewater Fund $ 384 Construction Mgmt 21 Land/ROW 40 Construction 321 FY 2016 Total Expenses $ 384 FY 2016 Total Sources $ 384 __________________________________________________________________________________________ WW097 – GWRP-Various Plant Improvements Total Project Cost: $5,953 Project Evaluation and Prioritization: 28 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Construction $ 1,331 Wastewater Fund $ 1,331 FY 2016 Total Expenses $ 1,331 FY 2016 Total Sources $ 1,331 __________________________________________________________________________________________ WW099 – Fiesta Tech Sewer & Lift Station Total Project Cost: $3,635 Project Evaluation and Prioritization: 34 New Maintenance Costs: $0 Construct a new lift station site to be located at the northwest corner of Fiesta Boulevard and Tech Boulevard. The lift station will be designed to accommodate a peak flow of up to 1.1 MGD, on site odor control scrubbing equipment, 5,520 feet of 8” force main pipeline, and 2,000 feet of new gravity sewer pipeline with up to five new sewer manhole structures. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 302 Wastewater Fund $ 3,632 Construction Mgmt 370 Land/ROW 100 Construction 2,860 FY 2016 Total Expenses $ 3,632 FY 2016 Total Sources $ 3,632 __________________________________________________________________________________________ WW100 – Alt. Recovery Well R-5, McQueen Pk Total Project Cost: $840 Project Evaluation and Prioritization: 34 New Maintenance Costs: $15 This project involves drilling an alternative recovery well to replace current Recovery Well R-1. This new well will be drilled into the middle aquifer, equipped with pump and SCADA controls, and tied to the recovered water system that provides water to 2 ski-lake communities and an additional water source to the north area reclaimed water distribution system. This deeper recovery well will provide a secure source of higher quality recovered water for the customers. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 150 Wastewater SDF $ 840 Construction Mgmt 70 Construction 620 FY 2016 Total Expenses $ 840 FY 2016 Total Sources $ 840 __________________________________________________________________________________________ 300 Table of Contents Capital Improvement Detail WW101 – Layton Lakes Lift Station Force Main Total Project Cost: $6,005 Project Evaluation and Prioritization: 44 New Maintenance Costs: $0 This project is the rehabilitation of two sewer force main pipelines that serve the Layton Lakes Lift Station. The existing 18-inch and 14-inch concrete lined Ductile Iron Pipe (DIP) force mains both need to be rehabilitated due to pipeline corrosion. The primary location of this project is the two mile stretch of Queen Creek road between Greenfield and Lindsay. The approximate length of each pipeline to be rehabilitated is 12,067 feet (or 2.28 miles). FY 2016 Expenses: (1,000s) Professional Services Construction Mgmt Construction FY 2016 Total Expenses $ $ 367 242 3,409 4,018 FY 2016 Sources: (1,000s) Wastewater Rplcmnt Fund $ 4,018 - FY 2016 Total Sources $ 4,018 Parks, Recreation and Open Spaces PR006 - Heritage Trail Middle Segment Total Project Cost: $1,805 Project Evaluation and Prioritization: 34 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 11 General Fund $ 1,495 Construction Mgmt 103 Park SDF Land/ROW 99 Construction 1,282 FY 2016 Total Expenses $ 1,495 FY 2016 Total Sources $ 1,495 __________________________________________________________________________________________ PR011 - Western Canal Trail Total Project Cost: $1,371 Project Evaluation and Prioritization: 34 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 36 General Fund $ 1,096 Construction Mgmt 100 Developer Contribution Land/ROW 15 Investment Income Construction 945 FY 2016 Total Expenses $ 1,096 FY 2016 Total Sources $ 1,096 __________________________________________________________________________________________ PR031 – Chandler Heights Basin Total Project Cost: $74,090 Project Evaluation and Prioritization: 38 New Maintenance Costs: $0 Joint effort with the Flood Control District of Maricopa County, this project will be the largest public park assembled in Gilbert. The land will be designed to serve two purposes: flood control and storm water retention, as well as park and recreation amenities. Situated along the East Maricopa Floodway (Superstition-Santan Corridor and Marathon Trail), the park will be a destination facility for a variety of recreation pursuits for a regional population. Maintenance costs will be determined upon completion of design. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 710 Park SDF $ 790 Construction Mgmt 80 Construction FY 2016 Total Expenses $ 790 FY 2016 Total Sources $ 790 __________________________________________________________________________________________ 301 Table of Contents Capital Improvement Detail PR056 – Parks/Trails Sign and Lighting Prgrm Total Project Cost: $6,660 Project Evaluation and Prioritization: 34 New Maintenance Costs: $10 This project includes signs for parks, trails, and funds for trail lighting. The project will develop sign designs and themes for trail signage (50 signs) to include informational and directional signage. Parks signs (40 signs) are to replace worn and outdated rules/regulations signage. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 40 General Fund $ 50 Construction Mgmt 10 FY 2016 Total Expenses $ 50 FY 2016 Total Sources $ 50 __________________________________________________________________________________________ PR057 – Urban Lakes Renovation Total Project Cost: $1,085 Project Evaluation and Prioritization: 36 New Maintenance Costs: $0 Dredge and renovate the urban lakes at Freestone Park, Crossroads Park, McQueen Park, Discovery Park, Cosmo Park, Water Ranch Lake and the Municipal Center lake. The lakes have accumulated varying quantities of biomass, sludge, and debris, impacting water quality and the balance of the lake ecosystems. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 35 General Fund $ 1,034 Construction Mgmt 106 Construction 893 FY 2016 Total Expenses $ 1,034 FY 2016 Total Sources $ 1,034 __________________________________________________________________________________________ PR078 - Powerline Trail at Holliday Farms Total Project Cost: Project Evaluation and Prioritization: 12 New Maintenance Costs: Grading and drainage improvements along the Powerline Trail to prevent damage after rainfall. $245 $0 FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 3 General Fund $ 189 Construction Mgmt 16 Construction 170 FY 2016 Total Expenses $ 189 FY 2016 Total Sources $ 189 __________________________________________________________________________________________ PR089 - Playground-Park Equip Replacements Total Project Cost: $396 Project Evaluation and Prioritization: 19 New Maintenance Costs: $0 Remove and replace play structures, and replace or upgrade miscellaneous park equipment at Freestone Park. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ General Fund $ 13 Construction Mgmt GO Bonds Construction 13 FY 2016 Total Expenses $ 13 FY 2016 Total Sources $ 13 __________________________________________________________________________________________ PR095 - Trail Crossing Signals – Phase II Project Evaluation and Prioritization: 13 Signalize trail crossings at various locations. Total Project Cost: New Maintenance Costs: $638 $12 FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 41 Park SDF $ 82 Construction Mgmt 13 Federal Grant 534 Construction 562 FY 2016 Total Expenses $ 616 FY 2016 Total Sources $ 616 __________________________________________________________________________________________ 302 Table of Contents Capital Improvement Detail PR098 - Pool Repairs - Various Locations Total Project Cost: $1,399 Project Evaluation and Prioritization: 26 New Maintenance Costs: $15 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 2016 Expenses: (1,000s) Professional Services Construction Mgmt Construction FY 2016 Sources: (1,000s) GO Bonds $ General Fund Chandler USD Gilbert Public Schools 125 Higley USD FY 2016 Total Expenses $ 125 FY 2016 Total Sources $ 125 _________________________________________________________________________________________ $ 6 119 PR103 - Playground Replacements - Various Total Project Cost: $3,345 Project Evaluation and Prioritization: 29 New Maintenance Costs: $0 Remove and replace play structures at: McQueen Ballfield North, Villa Madeira, Freestone Soccer Fields. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 43 General Fund $ 1,255 Construction Mgmt 41 Construction 1,171 FY 2016 Total Expenses $ 1,255 FY 2016 Total Sources $ 1,255 __________________________________________________________________________________________ PR105 - Pool Pump Pit Upgrades Total Project Cost: $193 Project Evaluation and Prioritization: 14 New Maintenance Costs: $0 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 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 35 General Fund $ 193 Construction Mgmt 18 Construction 140 FY 2016 Total Expenses $ 193 FY 2016 Total Sources $ 193 __________________________________________________________________________________________ PR106 - Pool Chemical Room Modifications Total Project Cost: $354 Project Evaluation and Prioritization: 15 New Maintenance Costs: $0 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. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 42 General Fund $ 335 Construction Mgmt 16 Construction 277 FY 2016 Total Expenses $ 335 FY 2016 Total Sources $ 335 __________________________________________________________________________________________ 303 Table of Contents Capital Improvement Detail PR113 – Western Powerline Trail – UPRR Grade Separated Pedestrian Crossing Total Project Cost: $4,773 Project Evaluation and Prioritization: 42 New Maintenance Costs: $0 The Town of Gilbert operates a shared use recreational trail designated as the Western Powerline Trail (WPT) along the Salt River Project’s (SRP) Lateral and parallel to SRP’s high voltage transmission facilities. At the project location, the trail has termini on either side of the Union Pacific Railroad (UPRR) Phoenix Subdivision (Mainline) at Neely Street and at a pedestrian bridge crossing the canal about ¼ mile east of the UPRR mainline. This project would design and construct a grade separated pedestrian crossing at the UPRR mainline establishing safer, unobstructed pedestrian connectivity to a heavily used regional trail system. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 355 General Fund $ 420 Construction Mgmt 65 Construction FY 2016 Total Expenses $ 420 FY 2016 Total Sources $ 420 __________________________________________________________________________________________ PR114 - Elliott District Park Repairs - Phase I Total Project Cost: $28,964 Project Evaluation and Prioritization: 21 New Maintenance Costs: $0 Complete the repair work necessary to correct construction and design deficiencies at the Elliot District Park. The remaining safety design scope of work includes: 1) ADA compliant ramps/stairs in the clubhouse buildings, 2) height of playground shade structure, 3) ADA compliant stadium stairs/handrails, 4) depressed stairways for ADA compliance around the perimeter of the clubhouse buildings, 5) ADA compliant stairs/handrails at dugout stairways, 6) ADA compliant switchback walking surfaces, and 7) ADA defined trip hazards in existing flatwork. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 2,648 General Fund $ 994 Construction Mgmt 58 CIP Outside Sources 2,500 Construction Equipment & Furniture 103 Miscellaneous 685 FY 2016 Total Expenses $ 3,494 FY 2016 Total Sources $ 3,494 __________________________________________________________________________________________ Total Project Cost: $563 PR119 – McQueen Activity Ctr Roof Resurface Project Evaluation and Prioritization: 28 New Maintenance Costs: $0 The McQueen Park Activity Center, which was constructed in 1997, has developed leaks. This project is for the installation of a foam roof over the original section of the center, approximately 15,000 square feet. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 50 General Fund $ 563 Construction Mgmt 59 Construction 454 FY 2016 Total Expenses $ 563 FY 2016 Total Sources $ 563 __________________________________________________________________________________________ PR122 – Freestone Recreation Ctr Roof Repair Total Project Cost: $1,100 Project Evaluation and Prioritization: 36 New Maintenance Costs: $0 The budget proposed is currently for this assessment and the removal and replacement of the metal roof section of Freestone Recreation Center and a review for any other structural issues. FY 2016 Expenses: (1,000s) FY 2016 Sources: (1,000s) Professional Services $ 116 General Fund $ 1,100 Construction Mgmt 132 Construction 852 FY 2016 Total Expenses $ 1,100 FY 2016 Total Sources $ 1,100 __________________________________________________________________________________________ 304 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 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, 2015. PRINCIPAL AMOUNT OUTSTANDING TYPE OF BOND General Obligation Street and Highway User Revenue Public Facility Municipal Property Corporation Water Resources Municipal Property Corporation Subordinate Lien Pledged Revenue Obligations Improvement District $ 122,715,000 12,165,000 112,575,000 98,225,000 36,980,000 8,275,000 Total Bonds Outstanding $ 390,935,000 Subordinate Lien Pledged Revenue Obligations 10% Improvement District 2% General Obligation 31% Water Resources Municipal Property Corporation 27% Street and Highway User Revenue 3% Public Facility Municipal Property Corporation 29% 305 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. Year 2006/2007 2007/2008 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 Secondary Assessed Valuation* 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 1,845,325,449 Percent Change 17.18% 61.59% 16.80% -3.45% -14.06% -18.98% -9.98% -4.81% 14.72% 0.87% Property Tax 16,799,669 26,345,117 30,836,167 30,116,880 25,796,000 21,502,322 19,183,696 18,315,083 19,422,848 19,500,000 *Note: Beginning in 2015, the Maricopa County Assessor no longer distinguishes between primary and secondary assessed value. Valuations after that date are reported in one combined “primary” category which is used for both primary and secondary property tax calculations. The average annual valuation growth of 10.19% (since 2000) 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 Town decreased the rate to about $1.06 per $100 in assessed valuation again in FY 2015. Council has chosen to use debt service fund balance in FY 2016 to keep the rate at $1.06 which should generate about $19.5 million of revenue. Actual debt service obligations for FY 2016 are scheduled to be just above $22.8 million. Assessed value for Property Tax purposes lags market by nearly two years. 306 Table of Contents Debt Service The Arizona Constitution and State Statute limits Gilbert’s bonded debt capacity to certain percentages of Gilbert’s secondary assessed valuation by the type of project to be constructed. There is a limit of 20% of secondary assessed valuation for projects involving streets, water, sewer, artificial lighting, parks, open space, and recreational facility improvements. There is a limit of 6% of secondary assessed valuation for any other general-purpose project. Voter authorization is required before General Obligation Bonds can be issued. In 2001 a Citizens Bond Committee recommended the Council forward to the voters a bond authorization election in the amount of $57,481,000. The Council approved this action and the bond authorization election was successful. In May 2003, the voters approved general obligation bonds in the amount of $80 million to pay for street construction and in March 2006, voters approved $75 million for street improvements and $10 million for parks and recreation facilities. In November 2007, voters approved $174 million for street improvements. The following table outlines the remaining authorization for each voter approved election: Election Date November 2001 May 2003 March 2006 November 2007 Authorized $ $ $ $ 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, 2015. Debt Capacity with Bond Premiums Included 6% Limitation FY 2016 Secondary Assessed Valuation $ 1,845,325,449 Allowable 6% Debt 110,719,527 Less: 6% Debt Outstanding Unused 6% Debt Capacity $ 110,719,527 20% Limitation FY 2016 Secondary Assessed Valuation $ 1,845,325,449 Allowable 20% Debt 369,065,090 Less: 20% Debt Outstanding (135,310,000) Unused 20% Debt Capacity $ 233,755,090 The following table provides the detail for the FY 2016 general obligation debt budget. Revenue is provided from the secondary property tax levy. Issue Name GO Refunding Series 2005 GO Series 2008 Total General Obligation Debt Issued 14,115,000 187,990,000 $202,105,000 307 Debt Outstanding 9,715,000 113,000,000 $122,715,000 Tax Supported Debt Payments 10,200,750 12,613,750 $22,814,500 Table of Contents Debt Service The last General Obligation Bond sale occurred in July 2008. That issue received a Moody’s rating of Aa2, which was an upgrade from the previous Aa3 rating. In April 2015, Moody’s Gilbert’s GO ratings to Aaa; Fitch and S&P have set their underlying GO ratings for the Town of Gilbert at 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. Street and Highway User Revenue (HURF) 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 2016 FY 2017 FY 2018 FY 2019 HURF Revenue 13,500,000 14,506,000 14,941,000 15,389,000 Debt Service 3,395,050 3,411,250 3,412,250 3,412,500 Coverage 4.0x 4.3x 4.4x 4.5x 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. Subordinate Lien Pledged Revenue Obligations are payable only from a junior and subordinate pledge of revenues generated by the Town of Gilbert from Excise Taxes and State Shared Revenues. Payments on obligations are not a direct obligation of the Town and may not be paid by revenues from ad valorem property taxes. These bonds may be issued without voter approval. The Town currently has one Subordinate Lien obligation which is paid using revenues from a lease with Saint Xavier University. 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 $8,275,000. 308 Table of Contents Debt Service The following table indicates the principal amount of debt paid annually by type of debt: Fiscal Year 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 General Obligation 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 2,845,000 2,975,000 3,095,000 3,250,000 MPC Public Facilities 8,000,000 9,005,000 10,540,000 11,040,000 11,555,000 11,720,000 5,000,000 2,850,000 5,075,000 9,025,000 6,575,000 10,990,000 11,200,000 $122,715,000 $12,165,000 $112,575,000 309 Suborninate Improvement MPC Water Resources Lien District 4,275,000 0 440,000 4,500,000 655,000 470,000 4,750,000 670,000 495,000 4,975,000 700,000 500,000 5,225,000 735,000 530,000 5,500,000 770,000 560,000 5,775,000 810,000 590,000 6,075,000 850,000 620,000 6,350,000 895,000 650,000 6,650,000 935,000 680,000 7,000,000 985,000 730,000 7,350,000 1,035,000 765,000 7,725,000 1,085,000 610,000 8,125,000 1,140,000 635,000 8,525,000 1,195,000 5,425,000 1,235,000 1,275,000 1,320,000 1,365,000 1,415,000 1,470,000 1,525,000 1,580,000 1,640,000 1,695,000 1,810,000 1,900,000 1,995,000 2,095,000 2,200,000 $98,225,000 $36,980,000 $8,275,000 Table of Contents Debt Service The following table indicates the total interest payments per year by type of debt: Fiscal Year 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 General Obligation 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 550,050 436,250 317,250 162,500 MPC Public Facilities 5,642,225 5,271,175 4,844,225 4,340,950 3,823,225 3,258,700 2,679,575 2,429,575 2,287,075 2,033,325 1,582,075 1,220,450 616,000 $22,340,750 $1,466,050 $40,028,575 310 Subordinate Improvement MPC Water Resources Lien District 4,715,438 1,815,566 412,370 4,496,063 1,605,906 389,063 4,264,813 1,586,256 364,348 4,021,688 1,559,456 338,863 3,766,688 1,524,456 312,478 3,498,563 1,487,706 284,555 3,216,688 1,449,206 255,098 2,935,625 1,408,706 224,103 2,648,125 1,366,206 191,570 2,339,375 1,321,456 157,500 2,006,438 1,274,706 121,383 1,647,688 1,225,456 83,090 1,270,813 1,173,706 47,940 874,563 1,119,456 16,193 464,563 1,062,456 128,844 1,023,619 981,938 937,313 891,113 843,338 786,738 733,450 678,169 620,894 561,444 500,000 409,500 314,500 214,750 110,000 $42,295,969 $30,587,466 $3,198,550 Table of Contents Debt Service Actual FY 2013 Actual FY 2014 Budget FY 2015 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 2013 Actual FY 2014 Budget FY 2015 19,077,886 3,332,724 16,574,929 13,324,153 1,143,920 19,092,886 2,724,150 20,902,853 12,205,559 1,529,130 18,577,030 3,383,320 19,148,642 13,093,640 6,584,050 18,577,030 3,383,320 13,548,680 13,093,640 6,584,050 22,816,500 3,396,300 13,650,980 12,503,250 2,020,230 6,515,470 $ 53,453,612 $ 56,454,578 $ 60,786,682 $ 55,186,720 $ 60,902,730 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 53,453,612 - 52,097,039 4,357,539 55,186,720 5,599,962 55,186,720 - 60,902,730 - $ 53,453,612 $ 56,454,578 $ 60,786,682 $ 55,186,720 $ 60,902,730 Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 20,680,962 32,648,387 20,545,732 30,128,587 25,761,577 33,307,030 24,267,883 33,307,030 28,300,060 32,726,630 $ 53,329,349 $ 50,674,319 $ 59,068,607 $ 57,574,913 $ 61,026,690 53,453,612 5,191,117 56,454,578 907,271 60,786,682 205,000 55,186,720 1,787,000 60,902,730 - Total Uses $ 58,644,729 $ 57,361,849 $ 60,991,682 $ 56,973,720 $ 60,902,730 Net Operating Result $ (5,315,380) $ (6,687,530) $ (1,923,075) $ PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Obligation Street and Highway Public Facilities MPC Water Resources MPC Subordinate Lien Improvement Districts Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 311 Projected FY 2015 Budget FY 2016 Projected FY 2015 601,193 Budget FY 2016 $ 123,960 Table of Contents 312 Table of Contents Appendix __________________________________________ Personnel Detail Capital Outlay Transfer Schedule Schedules A-G Glossary/Acronyms Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Mayor and Council Assistant Governmental Relationship Assistant Total Mayor and Council 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 Manager Town Manager Assistant Town Manager Assistant to Town Manager Executive Assistant to Town Manager Executive Staff Assistant Total Manager 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 1.00 1.00 3.00 1.00 1.00 7.00 Communication Communications Manager Chief Digital Officer Digital Media and Marketing Officer Digital Journalist Multi-Media Analyst Mobile Applications Analyst Total Communication 1.00 0.00 1.00 2.00 1.00 0.00 5.00 0.00 1.00 1.00 2.00 1.00 0.00 5.00 0.00 1.00 1.00 2.00 1.00 1.00 6.00 0.00 1.00 1.00 2.00 1.00 1.00 6.00 0.00 1.00 1.00 2.00 1.00 1.00 6.00 Intergovernmental Governmental Relationship Assistant Intergovernmental Relations Manager Governmental Relationship Director Total Intergovernmental 1.00 1.00 0.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 4.00 0.00 1.00 1.00 1.00 2.00 10.00 1.00 4.00 2.00 1.00 2.00 0.00 2.00 12.00 1.00 4.00 2.00 1.00 2.00 0.00 2.00 12.00 1.00 4.00 2.00 1.00 2.00 0.00 2.00 12.00 1.00 4.00 2.00 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 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 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 Human Resources: Personnel Administration Human Resources Director Senior Human Resources Analyst Human Resources Manager Human Resources Supervisor Human Resources Specialist Employee Relations Administrator Administrative Assistant Total Personnel Administration 313 Table of Contents Personnel Detail Actual FY 2013 Payroll Senior Payroll Specialist Payroll Specialist Total Payroll Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1.00 1.75 2.75 2.00 0.75 2.75 2.00 1.00 3.00 2.00 1.00 3.00 2.00 1.00 3.00 18.75 20.75 21.00 21.00 21.00 Economic Development Economic Development Director Economic Development Manager Economic Development Administrator Economic Development Analyst Administrative Assistant Total Economic Development 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 1.00 1.00 4.00 1.00 1.00 8.00 Information Technology: Information Technology Administration Information Technology Director Administrative Assistant Total Information Technology 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 Communication Services IT Infrastructure Manager Systems Engineer Telecom Engineer Communications Engineer Network Administrator Radio Technician Audio/Visual Analyst Total Communication Services 1.00 4.00 0.00 0.00 1.00 1.00 1.00 8.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 9.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 9.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 9.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 9.00 1.00 1.00 4.00 0.00 0.00 6.00 4.00 0.00 16.00 1.00 1.00 4.00 2.00 2.00 4.00 4.00 0.00 18.00 1.00 1.00 4.00 2.00 2.00 4.00 4.00 0.00 18.00 1.00 1.00 4.00 2.00 2.00 4.00 4.00 0.00 18.00 1.00 1.00 4.00 2.00 2.00 4.00 4.00 1.00 19.00 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 1.00 2.00 2.00 2.00 1.00 8.00 Total Human Resources Application Operations and Support IT Applications Manager IT Desktop Supervisor Applications Administrator Applications Engineer Desktop Analyst Applications Analyst PC Technician Help Desk Technician Total Application Operations and Support GIS Operations and Support GIS Supervisor GIS Administrator Senior GIS Technician GIS Technician Addressing Technician Total GIS Operations and Support 314 Table of Contents Personnel Detail Actual FY 2013 Imaging Support Systems Analyst Total Imaging Support Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 34.00 36.00 36.00 36.00 38.00 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 0.00 1.00 3.00 1.00 1.00 6.00 77.00 84.75 86.00 86.00 88.00 Town Clerk Town Clerk Deputy Town Clerk Administrative Assistant Receptionist Management Support Specialist Early Elections Voting Clerk Total Town Clerk 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 1.00 1.00 1.00 1.00 2.00 0.00 6.00 Neighborhood Services Program Supervisor Program Coordinator Total Neighborhood Services 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.15 1.00 1.15 0.15 1.00 1.15 Legal Services: General Counsel Town Attorney Assistant Town Attorney Legal Advisor Legal Secretary Total General Counsel 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 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 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 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 1.00 7.00 3.00 1.00 2.00 2.00 3.00 19.00 Total Legal Services 21.00 22.00 23.00 23.00 23.00 107.49 115.75 118.00 118.15 120.15 Total Information Technology 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 Total Town Manager TOTAL MANAGEMENT AND POLICY 315 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 MANAGEMENT SERVICES Administration Finance & Management Services Director Total Management Services Administration 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 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 Inventory Services Specialist Purchasing Manager Total Purchasing 1.00 1.00 1.00 0.00 1.00 4.00 1.00 1.00 2.00 0.00 1.00 5.00 1.00 1.00 2.00 0.00 1.00 5.00 1.00 1.00 2.00 0.00 1.00 5.00 1.00 1.00 3.00 1.00 1.00 7.00 Tax Compliance Tax Compliance Specialist Tax Compliance Analyst Tax Compliance Manager Total Tax Compliance 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 1.00 2.00 1.00 4.00 18.00 19.00 19.00 19.00 21.00 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 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 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 COURT 29.92 30.92 30.92 30.92 30.92 TOTAL MANAGEMENT SERVICES COURT 316 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 DEVELOPMENT SERVICES Development Services Administration Development Services Director Development Services Representative Administrative Assistant Total Development Services Administration 1.00 2.00 1.00 4.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 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 2.00 0.00 0.00 2.00 4.30 0.50 0.70 5.50 4.30 0.50 0.70 5.50 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 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 Plan Review and Inspection - Building Inspection and Compliance Services Manager Inspections Supervisor 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 0.00 0.75 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 0.00 0.75 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 0.00 0.75 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 0.00 0.75 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 0.00 0.75 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 Total Plan Review and Inspection - Fire 0.00 0.25 1.00 1.00 0.20 2.45 0.00 0.25 1.00 1.00 0.20 2.45 0.00 0.25 1.00 1.00 0.20 2.45 0.00 0.25 1.00 1.00 0.20 2.45 0.00 0.25 1.00 1.00 0.20 2.45 Plan Review and Inspection - Engineering Inspector II Inspections Supervisor Plans Examiner Plans Review Supervisor Senior Plans Examiner Total Plan Review and Inspection - Engineering 5.00 0.95 1.00 1.00 1.00 8.95 5.00 0.95 1.00 1.00 1.00 8.95 5.00 0.95 1.00 1.00 1.00 8.95 5.00 0.95 1.00 1.00 1.00 8.95 5.00 0.95 1.00 1.00 1.00 8.95 317 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 0.00 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 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 Inspections Supervisor Inspector II Inspector I Administrative Assistant Customer Service Representative Total Plan Review and Inspection - Code 0.80 1.00 4.00 1.00 1.00 7.80 0.80 1.00 4.00 2.00 0.00 7.80 0.80 1.00 4.00 2.00 0.00 7.80 0.80 1.00 4.00 2.00 0.00 7.80 0.80 1.00 4.00 2.00 0.00 7.80 Total Plan Review and Inspection Services 40.80 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 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 1.00 1.00 3.00 2.00 1.00 2.00 1.00 11.00 TOTAL DEVELOPMENT SERVICES 55.80 55.80 59.30 59.30 59.30 PUBLIC WORKS - ENGINEERING Engineering Administration Town Engineer Senior Plans Examiner Total Engineering Administration 0.60 1.00 1.60 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 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 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 5.60 5.60 6.60 6.60 6.60 318 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 POLICE DEPARTMENT Police Administration Police Chief Police Lieutenant Police Sergeant Legal Advisor Administrative Assistant Office Assistant Total Police Administration 1.00 1.00 0.00 1.00 1.00 0.50 4.50 1.00 1.00 0.00 1.00 1.00 0.50 4.50 1.00 1.00 1.00 0.00 1.00 0.50 4.50 1.00 1.00 1.00 0.00 1.00 0.50 4.50 1.00 1.00 1.00 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 2.00 5.00 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 18.00 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 12.00 116.00 0.00 1.50 0.00 0.00 135.50 1.00 5.00 12.00 114.00 0.00 1.50 0.00 0.00 133.50 1.00 5.00 12.00 116.00 0.00 1.50 0.00 0.00 135.50 Total Office of Professional Standards Patrol Services: Uniform Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Teleserve Operators Administrative Assistant Civilian Patrol Technician Service Aide Total Uniform Patrol 319 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Detention / Court Support Detention Supervisor Detention Transport Officer Total Detention / Court Support 0.00 6.00 6.00 0.00 6.00 6.00 2.00 6.00 8.00 2.00 6.00 8.00 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 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 1.00 8.00 1.00 2.00 12.00 Civilian Patrol Civilian Patrol Technician Crime Scene Technician Total Civilain Patrol 0.00 0.00 0.00 0.00 0.00 0.00 6.00 0.00 6.00 4.00 2.00 6.00 4.00 2.00 6.00 153.50 156.50 161.50 159.50 161.50 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 18.00 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 1.00 5.00 18.00 13.50 37.50 Property Property and Evidence Supervisor Police Property and Evidence Technician Office Assistant Total Property 1.00 5.00 1.00 7.00 1.00 5.00 1.00 7.00 1.00 5.00 1.00 7.00 1.00 5.00 1.00 7.00 1.00 5.00 1.00 7.00 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 64.50 64.50 64.50 64.50 64.50 Total Patrol Services Total Support Services 320 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 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 Person Crimes - Child / Sex Crimes Unit Police Sergeant Police Officer Non-Sworn Public Safety Technician Total Person Crimes - Child / Sex Crimes Unit 1.00 5.00 3.00 9.00 1.00 6.00 3.00 10.00 1.00 6.00 3.00 10.00 1.00 6.00 3.00 10.00 1.00 7.00 3.00 11.00 1.00 9.00 10.00 1.00 9.00 10.00 1.00 9.00 10.00 1.00 9.00 10.00 1.00 10.00 11.00 Intel and Analysis Unit Police Sergeant Police Officer Crime Analyst Non-Sworn Public Safety Technician - Crime Analysis Audio/Visual Forensic Analyst Total Intel and Analysis Unit 1.00 4.00 2.00 1.00 1.00 9.00 1.00 3.00 2.00 1.00 1.00 8.00 1.00 4.00 2.00 1.00 1.00 9.00 1.00 4.00 2.00 1.00 1.00 9.00 1.00 4.00 3.00 1.00 1.00 10.00 Persons Crimes - Violent Crimes Unit Police Sergeant Police Officer Total Persons Crimes - Violent Crimes Unit 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 Total Investigations 39.00 39.00 40.00 40.00 43.00 Special Enforcement: Crime Suppression Police Sergeant Police Officer Total Crime Suppression 1.00 11.00 12.00 1.00 11.00 12.00 1.00 11.00 12.00 1.00 13.00 14.00 2.00 12.00 14.00 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 Property Crimes Police Sergeant Police Officer Total Property Crimes 321 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 9.00 10.00 Total Special Enforcement 42.00 42.00 42.00 44.00 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 5.00 6.00 1.00 5.00 6.00 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 12.00 12.00 12.00 342.00 345.00 350.00 350.00 354.00 FIRE AND RESCUE DEPARTMENT Administration: Administration Fire Chief Assistant Fire Chief Battalion Chief Fire Management Coordinator Administrative Assistant Office Assistant Total Fire Administration 1.00 1.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 0.00 5.00 1.00 1.00 1.00 1.00 1.00 0.00 5.00 1.00 2.00 1.00 1.00 1.00 0.00 6.00 1.00 2.00 0.00 1.00 0.00 0.00 4.00 Organizational Performance Battalion Chief Fire Captain Total Organizational Performance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 Total Administration 6.00 5.00 5.00 6.00 6.00 Operations: Fire Training Battalion Chief EMS Specialist Fire Captain Fire Engineer Administrative Assistant Total Fire Training 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 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 5.00 Tactical Operations: SWAT Total Tactical Operations TOTAL POLICE DEPARTMENT 322 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 1.00 7.00 45.00 39.00 81.00 0.00 1.00 1.00 1.00 176.00 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 0.00 7.00 47.00 39.00 82.00 1.00 1.00 1.00 1.00 179.00 0.00 7.00 46.00 39.00 82.00 0.00 0.00 1.00 0.00 175.00 Resource Fire Warehouse Manager Fire Equipment Technician Administrative Assistant Fire Service Aide Total Resouce 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 5.00 182.00 185.00 185.00 184.00 185.00 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 1.00 2.00 6.00 1.00 2.00 1.00 2.00 6.00 1.00 2.00 1.00 2.00 6.00 1.00 2.00 1.00 3.00 7.00 Community Battalion Chief Volunteer Coordinator Administrative Assistant Program Coordinator Total Community 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 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 Emergency Operations Center Emergency Management Coordinator Volunteer Coordinator Administrative Assistant Total Emergency Operations Center 1.00 1.00 0.50 2.50 1.00 0.00 0.50 1.50 1.00 0.00 0.50 1.50 1.00 0.00 0.00 1.00 1.00 0.00 0.00 1.00 197.00 201.00 201.00 201.00 203.00 0.95 1.00 1.00 0.10 3.00 2.55 0.00 0.00 8.60 1.00 1.00 1.00 0.30 5.55 0.00 1.00 0.00 9.85 0.80 1.34 1.00 0.15 5.55 0.00 1.00 0.00 9.84 0.85 1.59 1.00 0.00 5.55 0.00 1.00 0.00 9.99 1.00 2.00 1.00 0.00 5.55 0.00 1.00 0.03 10.58 Total Operations TOTAL FIRE DEPARTMENT PARKS AND RECREATION Parks and Recreation Administration Parks and Recreation Director Parks and Recreation Manager Administrative Supervisor Program Supervisor Administrative Assistant Customer Service Representative Program Support Analyst Recreation Leader Total Parks and Recreation Administration 323 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 5.00 12.00 Parks and Open Space: 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 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 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 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 3.00 14.98 1.00 0.00 2.00 0.50 32.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.38 0.00 2.00 0.45 2.83 30.83 31.88 31.88 31.88 35.71 Aquatics: Gilbert Pool Aquatic Facility Technician Total Gilbert Pool 0.05 0.05 0.05 0.05 0.00 0.00 0.00 0.00 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 0.25 0.05 0.33 0.44 0.39 0.70 0.89 1.92 0.00 5.13 0.16 0.25 0.05 0.33 0.44 0.39 0.70 0.89 1.92 0.00 5.13 0.16 0.25 0.05 0.33 0.44 0.39 0.69 0.86 1.88 0.00 5.05 Riparian Programs Parks and Recreation Director Parks and Recreation Manager Recreation Instructor Program Supervisor Program Coordinator Grounds Maintenance Worker Total Riparian Program Total Parks and Open Space 324 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 0.25 0.05 0.33 0.44 0.38 1.20 1.44 0.00 4.25 0.16 0.25 0.05 0.33 0.44 0.38 1.20 1.44 0.00 4.25 0.16 0.25 0.05 0.33 0.44 0.38 1.19 1.42 0.00 4.22 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 0.25 0.05 0.29 0.20 0.67 1.51 1.06 0.00 4.19 0.16 0.25 0.05 0.29 0.20 0.67 1.51 1.06 0.00 4.19 0.16 0.25 0.05 0.29 0.20 0.66 1.49 1.04 0.00 4.14 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 0.25 0.05 0.29 0.44 0.29 0.72 2.21 0.00 4.41 0.16 0.25 0.05 0.29 0.44 0.29 0.72 2.21 0.00 4.41 0.16 0.25 0.05 0.29 0.44 0.29 0.71 2.18 0.00 4.37 20.42 20.42 17.98 17.98 17.78 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 0.25 0.20 1.00 0.70 1.62 0.50 1.39 0.13 5.79 0.25 0.20 1.00 0.70 1.65 0.51 1.39 0.13 5.83 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 325 Table of Contents Personnel Detail Actual FY 2013 McQueen Activity Center Recreation Supervisor Custodian Recreation Coordinator Custodial Supervisor Recreation Leader Recreation Instructor Recreation Instructor Fitness Senior Recreation Leader Total McQueen Activity Center Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 0.25 1.00 1.00 0.20 3.04 2.64 0.24 0.50 8.87 0.25 1.00 1.00 0.20 3.09 2.64 0.24 0.51 8.93 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 1.84 0.86 19.27 0.25 2.00 0.40 2.00 1.74 10.79 1.66 1.25 20.09 0.25 2.00 0.40 2.00 1.74 10.79 1.66 1.25 20.09 0.25 2.00 0.40 2.75 1.77 10.91 1.66 1.25 20.99 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 0.25 0.20 1.00 1.00 0.50 0.42 0.69 4.06 35.54 37.50 38.54 38.54 39.81 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 Special Events Recreation Coordinator Program Supervisor Senior Recreation Coordinator Senior Recreation Leader Recreation Leader Total Special Events 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 1.50 1.00 0.00 0.75 0.32 3.57 1.50 1.00 0.00 0.75 0.32 3.57 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 326 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 6.82 6.82 6.82 6.82 6.82 TOTAL PARKS AND RECREATION 113.21 117.47 116.06 116.21 122.70 TOTAL GENERAL FUND 869.02 890.54 900.88 901.18 917.67 ENTERPRISE OPERATIONS Water Water Administration Water Manager Engineer (Applications) Total Water Administration 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.50 1.50 Water Conservation Water Conservation Supervisor Water Conservation Specialist Mgmt Support Spec - Water Conservation Total Water Conservation 1.00 2.00 0.00 3.00 1.00 2.00 0.00 3.00 1.00 2.00 0.00 3.00 1.00 2.00 0.00 3.00 1.00 2.00 1.00 4.00 Water Production: North Water Plant Production Water Production Supervisor Utility Supervisor Instrumentation and Controls Specialist Water Treatment Plant Mechanic Water Treatment Plant Operator Lead Water Treatment Operator SCADA Programmer Senior Utility Worker Administrative Assistant Total North Water Plant Production 1.00 1.33 2.00 2.00 10.00 0.00 0.00 0.00 1.00 17.33 1.00 1.33 2.00 2.00 10.00 0.00 0.00 1.00 1.00 18.33 1.00 1.33 2.00 2.00 10.00 0.00 0.00 1.00 1.00 18.33 1.00 1.33 2.00 2.00 10.00 0.00 0.00 1.00 1.00 18.33 1.00 1.33 2.00 2.00 10.00 1.00 1.00 1.00 1.00 20.33 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 11.33 327 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Water Well Production Instrumentation and Controls Specialist Utility Supervisor Lead Instrumentation and Wells Specialist Electrician Wells Technician Senior Utility Worker Total Water Well Production 1.00 1.34 0.00 0.00 0.00 1.00 7.34 1.00 1.34 1.00 1.00 0.00 0.00 8.34 1.00 1.34 1.00 1.00 0.00 0.00 8.34 1.00 1.34 1.00 1.00 0.00 0.00 8.34 1.00 1.34 1.00 1.00 1.00 0.00 9.34 Backflow Prevention Inspections Supervisor Inspector II Total Backflow Prevention 0.20 2.00 2.20 0.20 2.00 2.20 0.20 2.00 2.20 0.20 2.00 2.20 0.20 2.00 2.20 38.20 40.20 40.20 40.20 43.20 3.00 1.00 2.00 6.00 3.00 1.00 2.00 6.00 3.00 1.00 2.00 6.00 3.00 1.00 2.00 6.00 3.00 1.00 2.00 6.00 Water Distribution Utility Supervisor Water Distribution Superintendent Senior Utility Technician Water Distribution Specialist Sr. Utility Worker Utility Worker Total Water Distribution 1.00 0.00 4.00 0.00 0.00 7.00 12.00 1.00 1.00 4.00 0.00 0.00 7.00 13.00 1.00 1.00 4.00 0.00 0.00 7.00 13.00 1.00 1.00 4.00 0.00 0.00 7.00 13.00 1.00 1.00 4.00 1.00 1.00 9.00 17.00 Water Metering Utility Billing Technician Water Meter Supervisor Senior Utility Technician Instrumentation Technician M&O Worker Administrative Assistant Total Water Metering 2.00 2.00 4.00 1.00 17.00 0.00 26.00 2.00 2.00 4.00 1.00 17.00 0.00 26.00 2.00 2.00 4.00 1.00 18.00 0.00 27.00 2.00 2.00 4.00 1.00 18.00 0.00 27.00 2.00 2.00 4.00 1.00 18.00 1.00 28.00 Utility Customer Service Financial Services Manager Customer Service Manager Accountant Customer Service Professional Utility Billing Technician Customer Service Supervisor Total Utility Customer Service 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 0.00 0.50 1.00 10.45 2.00 1.30 15.25 0.00 0.50 1.00 10.45 2.00 1.30 15.25 Total Water Production Water Quality Assurance Water Quality Technician Water Quality Supervisor Chemist Total Water Quality Assurance 328 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Public Works Administration Public Works Director Administrative Assistant Inventory Services Specialist Customer Service Professional Total Public Works Administration 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 1.00 1.00 0.00 1.00 3.00 Utility Locates Utility Locator Utility Supervisor Total Utility Locates 5.00 1.00 6.00 5.00 1.00 6.00 5.00 1.00 6.00 5.00 1.00 6.00 5.00 1.00 6.00 Water Resources Water Resources Manager Total Water Resources 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 118.20 117.95 116.45 116.45 124.95 1.00 0.00 0.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.50 1.00 2.50 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 1.00 7.00 20.60 2.00 6.00 0.60 4.00 1.00 1.00 7.00 21.60 2.00 6.00 0.60 4.00 1.00 1.00 7.00 21.60 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 Total Water Wastewater Wastewater Administration Wastewater Manager Engineer (Applications) Administrative Assistant Total Wastewater Administration Total Wastewater Reclaimed 329 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Wastewater Quality Pretreatment Program Coordinator Industrial Pretreatment Inspector Wastewater Quality Inspector Total Wastewater Quality 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 Riparian Programs Parks and Recreation Director Parks and Recreation Manager Recreation Instructor Program Supervisor Program Coordinator Grounds Maintenance Worker Naturalist Total Riparian Program 0.00 1.00 0.68 0.00 1.00 0.00 1.00 3.68 0.00 1.00 0.68 0.00 2.00 0.00 0.00 3.68 0.15 0.41 0.68 0.15 2.00 0.00 0.00 3.39 0.15 0.41 0.23 0.00 2.00 0.45 0.00 3.24 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 41.68 44.68 45.39 45.24 42.50 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 0.86 1.00 1.00 1.00 0.88 0.78 5.52 Residential Collections: 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 0.00 2.50 28.00 1.00 0.50 26.00 0.00 2.50 30.00 1.00 0.50 26.00 1.00 2.50 31.00 1.00 0.50 26.00 1.00 2.50 31.00 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 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 1.00 1.00 2.00 17.00 21.00 Recycling Environmental Services Supervisor Environmental Services Crew Leader Heavy Equipment Operator Total Recycling 0.70 1.00 7.00 8.70 0.70 1.00 7.50 9.20 0.70 1.00 8.00 9.70 0.70 1.00 8.00 9.70 0.70 1.00 8.00 9.70 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 330 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Environmental Programs Environmental Services Supervisor HHW Technician Administrative Assistant Total Environmental Programs 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 1.00 3.00 0.50 4.50 Outreach Programs Recycling Administrator Solid Waste Crew Leader Environmental Outreach Specialist Total Outreach Programs 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 1.00 0.00 4.00 5.00 1.00 0.00 4.00 5.00 1.00 0.00 4.00 5.00 68.20 70.70 71.20 71.20 71.20 Street Cleaning Streets Supervisor Heavy Equipment Operator Total Street Cleaning 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.33 7.00 7.33 Storm Water Infrastructure M&O Worker - Storm Water Total Storm Water Infrastructure 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 71.72 76.22 76.72 76.72 86.05 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 2.00 2.00 Total Environmental Services - Commercial 7.28 7.28 7.28 7.28 8.28 238.88 246.13 245.84 245.69 261.78 1.00 0.00 0.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 3.00 Total Residential Collections Total Environmental Services - Residential TOTAL ENTERPRISE OPERATIONS STREETS Streets Administration Streets Manager Administrative Assistant Streets Superintendent Total Streets Administration 331 Table of Contents Personnel Detail Actual FY 2013 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 Streets Maintenance: Asphalt Patching Streets Supervisor Senior Streets Maintenance Technician Streets Maintenance Worker Total Asphalt Patching 0.25 1.00 2.00 3.25 0.33 1.00 2.00 3.33 0.33 1.00 2.00 3.33 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 0.33 7.00 7.33 0.33 7.00 7.33 0.33 7.00 7.33 0.00 0.00 0.00 Preventive Maintenance Streets Supervisor Pavement Maintenance Specialist Preventive Maintenance Technician Total Preventive Maintenance 0.33 1.00 1.00 2.33 0.34 1.00 2.00 3.34 0.34 1.00 2.00 3.34 0.34 1.00 2.00 3.34 0.34 1.00 2.00 3.34 Crack Sealing Streets Supervisor Senior Streets Maintenance Technician Streets Maintenance Worker Total Crack Sealing 0.25 1.00 3.00 4.25 0.34 2.00 6.00 8.34 0.34 2.00 6.00 8.34 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 0.33 1.00 1.00 3.00 5.33 0.33 1.00 1.00 3.00 5.33 0.33 1.00 1.00 3.00 5.33 0.33 1.00 1.00 3.00 5.33 22.42 27.67 27.67 27.67 20.34 Street Traffic Control: Street Marking Streets Supervisor Total Street Marking 0.50 0.50 0.33 0.33 0.33 0.33 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 0.33 1.00 3.00 4.33 0.33 1.00 3.00 4.33 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 4.00 4.50 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 Total Streets Maintenance 332 Table of Contents Personnel Detail Actual FY 2013 Traffic Operations Center Traffic Operations Supervisor Assistant Town Traffic Engineer Intelligent Transportation Systems Technician Intelligent Transportation Systems Specialist Total Traffic Operations Center Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 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 20.00 19.66 19.66 19.66 19.66 Right of Way Maintenance: Landscape Maintenance Streets Supervisor Senior Grounds Maintenance Technician Total Landscape 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 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 5.33 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 0.34 2.00 2.34 0.34 2.00 2.34 0.34 2.00 2.34 0.34 2.00 2.34 TOTAL STREETS 51.00 57.00 57.00 57.00 50.67 INTERNAL SERVICE FUND Fleet Maintenance: Shop Operations Administrative Assistant Fleet Supervisor Fleet Specialist Welder Technician Fleet Technician Service Aide Total Shop Operations 0.75 2.00 2.00 1.00 14.00 1.00 20.75 0.75 2.00 2.00 1.00 13.00 1.00 19.75 0.75 2.00 2.00 1.00 13.00 1.00 19.75 0.75 2.00 2.00 1.00 13.00 1.00 19.75 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 1.00 1.75 2.00 4.75 1.00 1.75 3.00 5.75 1.00 1.75 3.00 5.75 1.00 1.75 3.00 5.75 1.00 1.75 3.00 5.75 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Street Traffic Control Fuel Administrative Assistant Total Fuel 333 Table of Contents Personnel Detail Actual FY 2013 Commercial Operations Administrative Assistant Total Commercial Operations Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Total Fleet Maintenance 26.00 26.00 26.00 26.00 26.00 TOTAL INTERNAL SERVICE 26.00 26.00 26.00 26.00 26.00 SPECIAL REVENUE CDBG/HOME Administration Program Supervisor Program Coordinator Parks and Recreation Manager Parks and Recreation Director Total CDBG Administration 0.90 0.00 0.00 0.05 0.95 0.70 0.00 0.00 0.00 0.70 0.70 1.00 0.25 0.05 2.00 0.85 1.00 0.00 0.00 1.85 0.85 1.00 0.00 0.00 1.85 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 TOTAL SPECIAL REVENUE 9.55 10.30 11.60 11.45 11.45 OTHER CAPITAL FUNDS Town Engineer Assistant Town Engineer Project Manager Senior Project Manager Project Coordinator Administrative Assistant TOTAL OTHER CAPITAL FUNDS 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 0.40 1.00 2.00 2.00 1.00 1.00 7.40 1,202.60 1,237.37 1,248.72 1,248.72 1,274.97 GRAND TOTAL POSITIONS 334 Table of Contents Personnel Detail Actual FY 2013 Limited Term Agreements*: GENERAL FUND Development Services Inspector II Inspector I Manager Management Support Analyst TOTAL GENERAL FUND *Excluding Census workers 335 Actual FY 2014 Budget FY 2015 Projected FY 2015 Budget FY 2016 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 3.00 1.00 3.00 Table of Contents Capital Outlay Department Description Amount GENERAL FUND Redevelopment Fire Prevention Services Fire Community Programs Police Patrol Police - CIS Child Sex Crimes Unit Parks & Open Space Facilities Maintenance Facilities Maintenance Police Patrol Capital Projects Capital Projects Land purchase 1/2 Ton Truck with Utility and Upfit Sedan with Light Package Interceptor Utility Vehicle with Upfit Sedan with Upfit 3/4 Ton Truck with Service Body 3/4 Ton Truck with Utlity Bed 3/4 Ton Truck Carry Forward 3/4 Ton Truck with Upfit Carryforward Various - New Budget Various - Carry Forward Total General Fund Capital $ 50,000 32,000 29,150 55,000 45,000 29,000 29,000 28,000 55,000 10,074,200 9,454,330 $ 19,880,680 GENERAL REPLACEMENT FUND 498 536 551 558 573 614 419 635 1084 1171 1269 1297 1321 1324 1330 1331 1825 1839 1840 1857 1859 1862 1863 1867 1897 1903 1978 1979 1980 2010 636 366 616 1891 Parks & Open Space Intel & Analysis Unit Insp & Comp - Eng Parks & Open Space Fire Operations Insp & Comp - Eng Fire Operations Fire Operations Patrol Traffic Unit Canine Police Admin Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Traffic Unit Traffic Unit Traffic Unit Traffic Unit Traffic Unit Parks & Open Space Parks & Open Space Fire Operations PD - Court Support - Warrants 1/2 Ton Truck 1/2 Ton Truck 1/2 Ton Truck 3/4 Ton Truck Sedan 1/2 Ton Truck Sedan 3/4 Ton Truck Ranger Compact Pickup Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Interceptor Utility Motorcycle Motorcycle Motorcycle Motorcycle Motorcycle Tractor Riding Sand Rake 3/4 Ton Truck Carry Forward Full Size Van Carry Forward 336 $ 26,630 34,560 26,640 40,930 35,260 26,640 22,000 70,320 24,370 48,690 46,420 41,000 42,840 42,840 42,840 42,840 42,840 42,840 42,840 42,840 42,840 42,840 42,840 42,840 45,130 34,240 34,240 34,240 34,240 34,240 28,120 13,050 36,700 38,600 Table of Contents Capital Outlay Department Description Non-Departmental Capital Allowance Total General Replacement Fund Amount 3,000,000 $ 4,290,340 $ 23,000 4,648,690 4,472,000 2,599,250 STREET FUND Streets Maintenance Preventive Maintenance Capital Projects Capital Projects 1/2 Ton Truck Maintenance Various - New Budget Various - Carry Forward Total Street Fund Capital $ 11,742,940 STREET REPLACEMENT FUND 502 503 570 642 704 792 Crack Sealing Crack Sealing Traffic Signal Maint. Street Lighting Fog Sealing Asphalt Patching Non-Departmental Isuzu NPR Isuzu NPR 3/4 Ton Truck with Upfit 3/4 Ton Truck 3/4 Ton Truck 3/4 Ton Truck Capital Allowance Total Street Replacement Fund 114,950 114,950 42,360 32,460 33,000 30,620 700,000 $ 1,068,340 $ 25,000 32,000 32,000 26,630 3,249,000 18,635,840 WATER FUND Water Production and Quality Wells and Reservoirs Wells and Reservoirs Water Resources and Conservation Capital Projects Capital Projects 1/2 Ton Truck 3/4 Ton Truck with Utility Bed 3/4 Ton Truck with Utility Bed SUV - Explorer Various - New Budget Various - Carry Forward Total Water Fund Capital $ 22,000,470 WATER REPLACEMENT FUND 712 Water Meters 716 Water Distribution Capital Projects Capital Projects Non-Departmental 1/2 Ton Truck with Lighting and Tool Box 3/4 Ton Truck with Service Body Upgrade Various - New Budget Various - Carry Forward Capital Allowance Total Water Replacement Fund Capital $ 26,240 36,250 1,083,000 6,599,040 2,800,000 $ 10,544,530 WASTEWATER FUND Capital Projects Capital Projects Various - New Budget Various - Carry Forward Total Wastewater Fund Capital 337 $ 4,314,000 4,919,650 $ 9,233,650 Table of Contents Capital Outlay Department Description Amount WASTEWATER REPLACEMENT FUND 501 Wastewater Collection 754 Effluent Recharge Capital Projects Capital Projects Non-Departmental 1/2 Ton Truck 3/4 Ton Truck Various - New Budget Various - Carry Forward Capital Allowance Total Wastewater Replacement Fund Capital $ 26,790 27,490 4,018,000 1,183,240 3,000,000 $ 8,255,520 $ 300,000 300,000 300,000 175,000 10,400 1,550,000 2,469,620 $ 5,105,020 $ 39,530 30,650 30,650 39,530 30,650 323,760 323,760 323,760 323,760 323,760 1,000,000 $ 2,789,810 $ $ 315,000 7,000 240,000 111,720 $ 673,720 $ $ 259,870 350,000 $ 609,870 ENVIRONMENTAL SERVICES - RESIDENTIAL Residential Collections Residential Collections Residential Collections Residential Collections Uncontained Capital Projects Capital Projects Automated Side Loader Carry Forward Automated Side Loader Carry Forward Automated Side Loader Carry Forward Small Automated Loader Carry Forward Trailer Carry Forward Various - New Budget Various - Carry Forward Total Environmental Services Residential Capital ENVIRONMENTAL SERVICES - RESIDENTIAL REPLACEMENT 478 625 626 662 737 1872 1873 1874 1877 1878 Uncontained Collections Uncontained Collections Recycling Residential Collections Recycling Residential Collections Residential Collections Residential Collections Residential Collections Residential Collections Non-Departmental Isuzu NPR 3/4 Ton Truck with Lift Gate 3/4 Ton Truck with Lift Gate Isuzu NPR 3/4 Ton Truck with Lift Gate Automated Side Loader Automated Side Loader Automated Side Loader Automated Side Loader Automated Side Loader Capital Allowance Total Environmental Services Residential Replacement Capital ENVIRONMENTAL SERVICES - COMMERCIAL Commercial Collections Commercial Collections Capital Projects Capital Projects Front End Loader Carry Forward Trailer Carry Forward Various - New Budget Various - Carry Forward Total Environmental Services Commercial Capital ENVIRONMENTAL SERVICES - COMMERCIAL REPLACEMENT 525 Commercial Roll-Off Non-Departmental Roll-Off Vehicle with CNG Upgrade Capital Allowance Total Environmental Services Commercial Replacement Capital 338 Table of Contents Capital Outlay Department Description Amount CIP OUTSIDE SOURCES Capital Projects Capital Projects Non-Departmental Various - New Budget Various - Carry Forward CIP Allowance Total CIP Outside Sources Capital $ 12,590,000 138,560 100,000,000 $ 112,728,560 DEVELOPMENT FUNDS Capital Projects Capital Projects Various - New Budget Various - Carry Forward Total Development Funds $ 8,380,000 3,176,160 $ 11,556,160 FLEET FUND Fleet Maintenance Fleet Maintenance SASC Shade Structure Carry Forward NASC Shade Structure Carry Forward Total Fleet Capital 32,450 33,580 $ 66,030 BOND PROCEEDS Capital Projects Capital Projects Various - New Budget Various - Carry Forward Total Bond Proceeds $ 16,324,000 34,964,980 $ 51,288,980 GRANT FUND Transportation Capital Projects Capital Projects Transit Improvement Various - New Budget Various - Carry Forward Total Grant Fund Capital $ 66,890 1,310,000 1,179,580 $ 2,556,470 PROP. 400 Capital Projects Various - Carry Forward Total Prop. 400 Capital $ 14,905,850 $ 14,905,850 TOTAL CAPITAL OUTLAY $ 289,296,940 339 Table of Contents Transfer Detail Interfund transfers are scheduled for FY 2016, but not appropriated to avoid double counting the expenditure. The following section details the revenue transfers that are anticipated for FY 2016 by fund. Water Fund $35,000 Funds are transferred from the Water Fund to the General Fund to share in the cost for exercising the fire hydrants. If this was not completed by the Fire Department, the Water Department would need to perform these duties. General Fund Overhead Wastewater Fund $4,618,980 Development Fees 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 Water Fund 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. $185,920 This transfer is from three sources: 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. 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. 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 $820,000 This transfer from the Water Fund into the Wastewater Fund is based on the anticipated amount of reclaimed water that will be consumed by the Water Fund for daily operations. $ 1,898,050 989,610 829,410 149,310 752,600 Special Revenue $100,000 Funds are transferred from Wastewater SDF Fund to the Wastewater Fund to cover costs associated with the internal borrowing of Wastewater Funds in advance of collecting Wastewater SDF fees. $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. 340 Table of Contents Transfer Detail Replacement Funds Various Funds MPC – Water System $22,357,670 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 $ 1,043,160 10,971,440 9,305,750 496,660 112,370 428,290 HURF Bonds Additional detail on Debt Service is located in the Debt Service section of the budget document. Debt $16,828,580 Transfers from various funds are scheduled to finance debt service payments and 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 $3,395,050 Gilbert issues debt to finance capital project construction. Transfers of funds from the Streets Fund to the Debt Service Fund are scheduled to finance the debt service payments for street and transportation related activities. Additional information regarding replacement funds is located in the Replacement Fund section of the budget document. MPC – Public Facilities $12,503,000 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. $ 5,843,750 2,663,170 663,500 2,326,950 5,331,210 341 Table of Contents Transfer Summary Revenue Transfers In Expenditure Transfers Out General Fund Wastewater Enviro Svcs Residential Streets Replacement Funds Debt General Fund $ 6,886,910 1,043,160 Water $ 13,774,490 1,933,050 Wastewater $ 10,295,360 989,610 9,305,750 Enviro Svcs-Residential $ 1,326,070 829,410 496,660 Enviro Svcs-Commercial $ 261,680 149,310 112,370 Streets $ 4,575,940 752,600 428,290 Solid Waste Container $ 155,000 Police SDF $ 2,663,170 Fire SDF $ 763,500 General SDF $ 2,326,950 2,326,950 Park & Rec SDF $ 5,331,210 5,331,210 Water SDF $ 12,503,000 12,503,000 Wastewater SDF $ 100,000 Special Revenue $ 185,920 Transfer In Amount $ 61,149,200 820,000 50,000 5,843,750 10,971,440 3,395,050 155,000 2,663,170 100,000 663,500 100,000 185,920 $ 4,939,900 $ 920,000 342 $ 155,000 $ 50,000 $ 22,357,670 $ 32,726,630 Table of Contents 343 Table of Contents Schedules A-G TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2016 (Schedule A) S c h Fiscal Year FUNDS General Fund Special Revenue Fund 2015 Adopted/Adjusted Budgeted Expenditures/Expenses* E 156,419,434 47,518,914 2015 Actual Expenditures/Expenses** E 129,175,500 31,936,650 2016 Fund Balance/Net Position at July 1*** 80,477,819 69,847,925 2016 Primary Property Tax Levy B 0 2016 Secondary Property Tax Levy B 19,500,000 2016 Estimated Revenues Other than Property Taxes C 137,119,000 55,869,470 2016 Other Financing Sources D 0 0 2016 Other Financing (Uses) D 0 0 2016 Interfund Transfers In D 5,983,060 478,290 2016 Interfund Transfers (Out) D 6,886,910 16,101,690 2016 Reduction for Amounts Not Available: 236,192,969 110,093,995 169,904,050 55,019,390 LESS: Amounts for Future Debt Retirement: 2016 Total Financial Resources Available 2016 Budgeted Expenditures/Expenses * ** *** E Includes Expenditure Adjustments Approved in the 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 on this line 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). 344 Table of Contents Schedules A-G TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2016 (Schedule A) FUNDS Debt Service Fund Capital Projects Fund Permanent Fund Enterprise Internal Service Total All Funds Funds Available Funds 60,786,682 149,535,514 0 115,655,788 24,812,868 554,729,200 55,186,720 31,678,130 0 66,251,878 23,762,480 337,991,358 23,919,728 70,807,285 175,157,923 5,238,589 425,449,269 0 19,500,000 28,300,060 163,919,480 0 102,303,000 23,572,000 511,083,010 0 0 0 0 0 0 0 0 0 0 0 0 20,223,630 0 0 21,961,220 0 48,646,200 0 0 0 25,657,600 0 48,646,200 0 0 0 0 72,443,418 234,726,765 0 273,764,543 28,810,589 956,032,279 60,902,730 179,805,870 0 123,237,880 26,139,300 615,009,220 2015 $ 554,729,200 2016 $ 615,009,220 554,729,200 615,009,220 $ 554,729,200 $ $ 615,009,220 $ EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation 345 Table of Contents Schedules A-G TOWN OF GILBERT Tax Levy and Tax Rate Information Fiscal Year 2016 (Schedule B) 2015 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2016 $ 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 $ 19,500,000 19,500,000 $ 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 1.0659 1.0567 (3) Total city/town tax rate 1.0659 1.0567 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating 375 special assessment districts for which secondary property taxes are levied. For information pertaining to these special assessment districts and their tax rates, please contact the city/town. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. 346 Table of Contents Schedules A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2016 (Schedule C) ESTIMATED REVENUES 2015 SOURCE OF REVENUES ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2016 GENERAL FUND Local taxes Local taxes, audit, & franchise fees $ 71,214,000 $ 73,745,000 $ 75,525,000 Licenses and permits 4,388,000 4,593,000 4,398,000 46,639,691 46,910,000 47,404,000 5,148,500 5,559,000 5,570,000 3,361,000 3,410,000 3,405,000 850,000 30,000 776,000 40,000 777,000 40,000 Intergovernmental Charges for services Fines and forfeits Interest on investments General Fund General Fund - Replacement Fund In-lieu property taxes Contributions Miscellaneous Total General Fund $ 131,631,191 $ 135,033,000 $ 137,119,000 $ 12,200,000 7,370,000 104,000 $ $ $ 19,674,000 $ 13,000,000 7,850,000 104,000 20,000 20,974,000 $ 13,500,000 8,234,000 104,000 20,000 21,858,000 Grants $ $ 6,548,048 6,548,048 $ $ 595,400 595,400 $ $ 7,963,510 7,963,510 Other Special Revenue System Development Fees $ 2,908,257 15,715,000 18,623,257 $ 3,543,257 17,579,000 21,122,257 $ 3,503,480 17,780,000 21,283,480 SPECIAL REVENUE FUNDS HURF Auto Lieu Other Streets Revenue Streets Replacement Fund Interest Income $ 347 $ $ Table of Contents Schedules A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2016 (Schedule C) SOURCE OF REVENUES CDBG/HOME ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2015 ESTIMATED REVENUES 2016 1,895,160 1,895,160 $ $ 834,624 834,624 $ $ 557,130 557,130 $ $ $ $ $ 1,634,020 902,140 2,536,160 $ $ 1,634,020 902,140 2,536,160 $ 1,731,680 839,640 2,571,320 $ $ 285,000 285,000 $ $ 285,000 285,000 $ $ 298,000 298,000 Total Special Revenue Funds $ 48,501,089 $ 46,069,947 $ 55,869,470 SLID PKID Police Impound DEBT SERVICE FUNDS Secondary Property Tax - Schedule B $ $ 18,676,000 18,676,000 $ $ 18,676,000 18,676,000 $ $ 21,300,000 21,300,000 Special Assessments $ $ 7,085,577 7,085,577 $ $ 5,591,883 5,591,883 $ $ 7,000,060 7,000,060 Total Debt Service Funds $ 25,761,577 $ 24,267,883 $ 28,300,060 CAPITAL PROJECTS FUNDS Improvement Districts $ $ 129,402,187 129,402,187 $ $ 50,554,000 50,554,000 $ $ 163,037,000 163,037,000 CIP Administration - Charges for Service $ $ 977,775 977,775 $ $ 762,240 762,240 $ $ 882,480 882,480 Total Capital Projects Funds $ 130,379,962 $ 51,316,240 $ 163,919,480 PERMANENT FUNDS $ $ $ $ $ $ Total Permanent Funds $ $ $ ENTERPRISE FUNDS Water Operating Water Replacement Water and Water Resources SDF $ $ 39,235,839 50,000 14,150,000 53,435,839 348 $ $ 39,426,000 200,000 11,750,000 51,376,000 $ $ 40,391,000 200,000 11,750,000 52,341,000 Table of Contents Schedules A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2016 (Schedule C) SOURCE OF REVENUES Wastewater Operating Wastewater Replacement Wastewater SDF ACTUAL REVENUES* 2015 ESTIMATED REVENUES 2015 $ 24,448,662 100,000 12,000,000 36,548,662 $ 14,700,929 40,000 165,000 14,905,929 $ $ $ 2,463,231 3,000 2,466,231 Total Enterprise Funds $ $ Environmental Services/Residential Env. Services - Res.Replacement Fund Solid Waste Container Fee $ $ Environmental Services/Commercial Env. Services - Comm Replacement Fund $ ESTIMATED REVENUES 2016 24,925,000 200,000 6,870,000 31,995,000 $ 15,375,000 40,000 160,000 15,575,000 $ $ $ 2,490,000 3,000 2,493,000 $ 2,427,000 3,000 2,430,000 107,356,661 $ 101,439,000 $ 102,303,000 $ $ $ $ 25,302,000 200,000 5,950,000 31,452,000 15,875,000 40,000 165,000 16,080,000 INTERNAL SERVICE FUNDS Fleet Maintenance $ $ 8,210,000 8,210,000 $ $ 7,998,000 7,998,000 $ $ 8,159,000 8,159,000 Copy Services $ $ 588,000 588,000 $ $ 401,000 401,000 $ $ 401,000 401,000 Health Self Insurance $ $ 13,345,000 13,345,000 $ $ 15,580,000 15,580,000 $ $ 13,855,000 13,855,000 Dental Self Insurance $ $ 1,121,000 1,121,000 $ $ 1,147,000 1,147,000 $ $ 1,157,000 1,157,000 Total Internal Service Funds $ 23,264,000 $ 25,126,000 $ 23,572,000 TOTAL ALL FUNDS $ 466,894,480 $ 383,252,070 $ 511,083,010 * 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. 349 Table of Contents Schedules A-G TOWN OF GILBERT Other Financing Sources/ and Interfund Transfers Fiscal Year 2016 (Schedule D) FUND GENERAL FUND General Fund Operating $ General Fund Repair & Replacement Total General Fund $ SPECIAL REVENUE FUNDS Streets $ Streets Replacement Fund Grants Other Special Revenues System Development Fees Solid Waste Container Total Special Revenue Funds $ OTHER FINANCING 2016 SOURCES INTERFUND TRANSFERS 2016 IN $ $ $ $ $ $ 4,939,900 1,043,160 5,983,060 $ 6,886,910 $ 6,886,910 50,000 428,290 $ 4,575,940 185,920 11,184,830 155,000 16,101,690 $ $ 478,290 $ $ $ $ $ 20,223,630 20,223,630 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Total Internal Service Funds $ $ $ $ $ TOTAL ALL FUNDS $ $ $ DEBT SERVICE FUNDS $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS $ Total Capital Projects Funds $ PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS Water $ Wastewater Environmental Services - Residential Environmental Services - Commercial Total Enterprise Funds $ 10,971,440 10,225,750 651,660 112,370 21,961,220 $ $ 13,774,490 10,295,360 1,326,070 261,680 25,657,600 INTERNAL SERVICE FUNDS 350 $ $ 48,646,200 $ 48,646,200 Table of Contents Schedules A-G TOWN OF GILBERT Expenditures/Expenses by Fund Fiscal Year 2016 (Schedule E) FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2015 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2015 ACTUAL EXPENDITURES/ EXPENSES* 2015 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 Total General Fund $ 19,692,045 2,069,096 3,146,321 5,565,694 758,368 41,824,523 26,429,823 16,983,259 4,053,950 35,896,355 156,419,434 $ $ $ $ SPECIAL REVENUE FUNDS Streets $ Grants CDBG/HOME Police Impound Special Districts Trust Accounts Development Fees Other Special Revenue Total Special Revenue Funds $ 23,363,384 6,548,048 991,732 302,732 2,733,270 2,500 9,662,351 3,914,897 47,518,914 $ $ $ 60,786,682 60,786,682 149,535,514 149,535,514 BUDGETED EXPENDITURES/ EXPENSES 2016 21,179,760 1,927,320 3,112,640 5,305,280 659,540 41,400,880 26,271,070 16,881,720 1,000,000 11,437,290 129,175,500 $ $ $ 18,768,560 595,400 557,130 252,140 2,547,450 2,500 6,533,000 2,680,470 31,936,650 $ 26,185,840 7,963,510 1,895,160 308,560 2,859,410 2,500 11,556,160 4,248,250 55,019,390 $ $ $ $ 55,186,720 55,186,720 $ $ 60,902,730 60,902,730 $ $ $ $ 31,678,130 31,678,130 $ $ 179,805,870 179,805,870 $ $ $ $ 61,549,365 30,732,528 23,373,895 115,655,788 $ $ $ 24,812,868 24,812,868 554,729,200 $ $ $ $ 22,872,060 2,115,660 3,117,380 5,572,570 765,430 44,176,410 28,807,110 17,645,970 4,290,340 40,541,120 169,904,050 DEBT SERVICE FUNDS $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS $ Total Capital Projects Funds $ PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS Water $ Wastewater Environmental Services Total Enterprise Funds $ $ $ $ $ 27,826,520 21,368,700 17,056,658 66,251,878 $ 61,803,130 34,768,670 26,666,080 123,237,880 $ $ $ 23,762,480 23,762,480 337,991,358 $ $ $ 26,139,300 26,139,300 615,009,220 INTERNAL SERVICE FUNDS $ Total Internal Service Funds $ TOTAL ALL 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. 351 Table of Contents Schedules A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2016 (Schedule F) DEPARTMENT/FUND List Department: Management and Policy General Fund $ CDBG/HOME Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2015 2015 2015 2016 19,692,045 991,732 20,683,777 $ 21,179,760 557,130 21,736,890 $ 22,872,060 1,895,160 24,767,220 $ List Department: Finance/Management Services General Fund $ Department Total $ 2,069,096 2,069,096 $ $ $ $ 1,927,320 1,927,320 $ $ 2,115,660 2,115,660 List Department: Legal and Court General Fund $ Department Total $ 3,146,321 3,146,321 $ $ $ $ 3,112,640 3,112,640 $ $ 3,117,380 3,117,380 List Department: Development Services General Fund $ 5,565,694 $ $ 5,305,280 $ 5,572,570 Department Total $ 5,565,694 $ $ 5,305,280 $ 5,572,570 List Department: Public Works Streets Fund $ Water Fund Wastewater Fund Environ Serv - Res - Fund Environ Serv - Comm - Fund General Fund Department Total $ 23,363,384 61,549,365 30,732,528 19,792,107 3,581,788 758,368 139,777,540 $ $ $ $ $ 18,768,560 27,826,520 21,368,700 14,887,398 2,169,260 659,540 85,679,978 26,185,840 61,803,130 34,768,670 22,988,420 3,677,660 765,430 150,189,150 List Department: Police General Fund $ Police Impound Department Total $ 41,824,523 302,732 42,127,255 $ $ $ $ $ 41,400,880 252,140 41,653,020 $ 44,176,410 308,560 44,484,970 List Department: Fire General Fund $ Department Total $ 26,429,823 26,429,823 $ $ $ $ 26,271,070 26,271,070 $ $ 28,807,110 28,807,110 List Department: Parks and Recreation General Fund $ Department Total $ 16,983,259 16,983,259 $ $ $ $ 16,881,720 16,881,720 $ $ 17,645,970 17,645,970 352 $ Table of Contents Schedules A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2016 (Schedule F) DEPARTMENT/FUND List Department: Parks and Recreation General Fund $ Department Total $ 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 $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2015 2015 2015 2016 16,983,259 16,983,259 $ $ $ $ 16,881,720 16,881,720 $ $ 17,645,970 17,645,970 35,896,355 24,812,868 4,053,950 6,548,048 2,733,270 3,914,897 149,535,514 60,786,682 2,500 9,662,351 297,946,435 $ $ $ $ $ 11,437,290 23,762,480 1,000,000 595,400 2,547,450 2,680,470 31,678,130 55,186,720 2,500 6,533,000 135,423,440 40,541,120 26,139,300 4,290,340 7,963,510 2,859,410 4,248,250 179,805,870 60,902,730 2,500 11,556,160 338,309,190 $ * 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. 353 Table of Contents Schedules A-G TOWN OF GILBERT Full-Time Employees and Personnel Compensation Fiscal Year 2016 (Schedule G) FUND GENERAL FUND Employee Salaries and Hourly Costs 2016 Full-Time Equivalent (FTE) 2016 Retirement Costs 2016 Healthcare Costs 2016 Total Estimated Personnel Compensation 2016 Other Benefit Costs 2016 917.67 $ 70,609,123 $ 10,531,171 $ 9,383,319 $ 5,652,677 $ 96,176,290 50.67 $ 1.85 279,728 $ 15,359 179,920 21,846 14,155 5,067 9,731 6,883 506,565 $ 16,372 336,374 $ 10,405 26,820 15,026 12,276 3,311 6,592 4,575 142 62.12 $ 2,494,203 $ 136,684 807,350 194,134 126,153 45,074 86,399 60,554 9,278 147,690 4,107,519 $ 532,689 $ 631,231 $ 415,521 $ 3,616,870 178,820 1,014,090 271,860 179,170 67,070 116,340 85,630 9,420 147,690 5,686,960 $ $ $ $ $ $ $ $ $ $ 7.40 $ 7.40 $ 593,019 $ 593,019 $ 66,820 $ 66,820 $ 83,131 $ 83,131 $ 44,950 $ 44,950 $ Total Permanent Funds $ $ $ $ $ $ $ $ $ $ ENTERPRISE FUNDS Water Wastewater Environ Serv - Residential Environ Serv - Commercial Total Enterprise Funds 124.95 $ 42.50 86.05 8.28 261.78 $ 6,690,353 $ 2,258,221 4,163,367 415,759 13,527,700 $ 752,649 $ 253,439 467,797 46,626 1,520,511 $ 1,297,670 $ 441,942 973,230 86,399 2,799,241 $ 629,178 $ 219,468 507,146 53,406 1,409,198 $ 9,369,850 3,173,070 6,111,540 602,190 19,256,650 Total Internal Service Fund 26.00 $ 26.00 $ 1,321,610 $ 1,321,610 $ 148,464 $ 148,464 $ 273,559 $ 273,559 $ 122,967 $ 122,967 $ 1,866,600 1,866,600 TOTAL ALL FUNDS 1274.97 $ 90,158,971 $ 12,799,655 $ 13,170,481 $ 7,645,313 $ 123,774,420 SPECIAL REVENUE FUNDS Streets Fund CDBG/Home Police Security Police Impound Fund Parkway Maint. Imp. Dist. Court Enhancement Fund Judicial Collection Enhancement Fu Transportation Assistance Native American Intern GOHS Grant Total Special Revenue Funds 4.00 2.60 1.00 1.00 1.00 40,854 26,586 13,618 13,618 13,618 DEBT SERVICE FUNDS Total Debt Service Funds CAPITAL PROJECTS FUNDS Total Capital Projects Funds 787,920 787,920 PERMANENT FUNDS INTERNAL SERVICE FUND 354 Table of Contents Glossary/Acronyms Account Financial reporting unit for budget, management, or accounting purposes. Accrual An accounting process that matches revenue to the period earned and the expenditures to the period incurred. Actuals Refers to the actual expenditures paid by and revenues paid to Gilbert. ADA Americans with Disabilities Act is the Federal Law regarding issues and facilities for those with disabilities. 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. Appropriation A legal authorization granted by Council which permits Gilbert to make expenditures of resources and to incur obligations for specific purposes. Arizona Auditor General Schedules A-G Arizona Revised Statutes (A.R.S.) §§42-17101 and 42-17102 require cities and towns to prepare annual budgets on forms the Office of the Auditor General developed. The official forms on Schedules A through G include all elements statute requires that the cities and towns must include in their budget 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. 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. 355 Table of Contents Glossary/Acronyms 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. Blue Stake Location of underground utilities before excavation of right of way. Bond A written instrument to pay a specified sum of money (the face value or principal amount) on a specified date (the maturity date) at a specified interest rate. The interest payments and the repayment of the principal are detailed in a bond resolution or ordinance. Bond – General Obligation (G.O.) Bonds Bonds that finance a variety of public projects and require voter approval. These bonds are backed by the full faith and credit of the Town. Limitations for bonding capacity are set by State statute. The Town may issue general obligation bonds up to 20% of its secondary assessed valuation for water, wastewater, artificial lighting, parks, open space, public safety and emergency services, streets, transportation, and recreational facility improvements. The Town may issue general obligation bonds up to 6% of its secondary assessed valuation for any other general-purpose improvement. Bond – Highway Users Revenue (HURF) Bonds This type of revenue bond is used solely for street and highway improvements and requires voter approval. State law imposes the maximum limitation of highway user revenue that shall be used for debt servicing of revenue bonds. The amount shall not exceed 50% of the total from highway user revenue for the previous twelve-month period. Bond – Municipal Property Corporation (MPC) Bonds This is a source of funding used to build current municipal facilities as well as major water and wastewater infrastructure facilities. Pledged against these bonds are the excise taxes of the community which include Town sales tax, franchise tax revenue, State shared sales tax, revenue sharing, and system development fee collections for growth-related projects. 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. 356 Table of Contents Glossary/Acronyms 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. CAFR A Comprehensive Annual Financial Report (CAFR) is a set of U.S. government financial statements comprising the financial report of a state, municipal or other governmental entity that complies with the accounting requirements promulgated by the Governmental Accounting Standards Board (GASB). CAP – Central Arizona Project Central Arizona Project (CAP) is Arizona's single largest resource for renewable water supplies. CAP is designed to bring about 1.5 million acre-feet of water from the Colorado River to Central and Southern Arizona every year. 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 Improvement Program The Capital Improvement Program (CIP) is a comprehensive plan of capital investment projects which identifies priorities as to: need, method of financing, project costs, and revenues that will result during a ten-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. 357 Table of Contents Glossary/Acronyms CDBG Community Development Block Grants provide Federal Grant Program funds on an annual basis to support specific low to moderate income community development opportunities. 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. 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. 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. 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. 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. 358 Table of Contents Glossary/Acronyms 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. 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 govern the form and content of the basic financial statements of an entity. These principals encompass the conventions, rules, and procedures that define the accepted accounting practices at a particular time. General 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. General Plan A planning and legal document that outlines the community vision in terms of land use. 359 Table of Contents Glossary/Acronyms 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. 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. GO Bonds General Obligation Bonds are secured by Gilbert property tax and must be approved by a vote of the citizens. Goal Desired end result statement that provides a framework for what will be accomplished. GPD Gilbert Police Department GPEC Greater Phoenix Economic Council aims to attract quality businesses to the Greater Phoenix region from around the world, and to advocate and champion foundational efforts to improve the region’s competitiveness. Grants State and Federal subsidies received in response to a specific need. GSF Groundwater Storage Facility is a water exchange authorized under state law where the operator of the GSF (typically an irrigation district) will substitute renewable surface water (CAP water) for groundwater that it has a legal right to pump. This substitution of surface water for groundwater essentially “saves” groundwater that would have been pumped and is legally considered analogous to direct recharge. The customer storing at a GSF receives long-term storage credits that can later be recovered and not counted as groundwater pumping. Heritage District Historic Downtown Gilbert is an area of up-scale restaurants, entertainment, and shopping. 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. Improvement District (ID) 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. 360 Table of Contents Glossary/Acronyms Infrastructure The physical assets of the town. Assets include streets, water, wastewater, public buildings, and parks. 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. JCEF The Judicial Collection Enhancement Fund was established to improve the administration of justice by enhancing the enforcement of court orders. Lean Six Sigma Lean Six Sigma allows quality and efficiency improvements to be effectively realized. The focus of Lean is about speed, efficiency and taking waste out of a process. Six Sigma focuses on effectiveness and removal of errors. When combined and implemented properly it can be a powerful management tool that can greatly improve an organization’s performance, by providing a structured approach to resolving problems. 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. LRIP Long Range Infrastructure Plan - A plan that includes an asset inventory, condition based assessment and programed repair and replacement of all Town infrastructure assets. Focusing on strategic investments in infrastructure and reducing the overall cost of ownership. 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. 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. 361 Table of Contents Glossary/Acronyms 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. PFMPC Public Facilities Municipal Property Corporation PKID Parkway Improvement Districts provide a method to maintain the parkways within specific areas and charge the cost to the benefited property with the property tax bill. PM-10 Regulations PM-10 (particulate matter less than 10 microns) regulations are also known as the “dust control regulations”. PM-10 emissions, including dust generating activities, are regulated by Maricopa County. It is a major component of the “brown cloud” in the metropolitan Phoenix area. Property Tax Levy The total amount to be raised by general property taxes for purposes specified in the Tax levy Ordinance. In Arizona, the property tax system is divided into primary and secondary rates. Property Tax – Primary Gilbert does not have a primary property tax. A Primary Property tax is a limited tax levy used for general government operations based on the Primary Assessed Valuation and Primary tax rate. The total levy for primary taxes is restricted to a 2% annual increase, plus allowances for annexations, new construction, and population increases. Property Tax – Secondary An unlimited tax levy restricted to general bonded debt obligations and for voter approved budget overrides. These taxes are based on the Secondary Assessed Valuation and Secondary Tax rate. Reserve To set aside a portion of a fund balance to guard against economic downturn or emergencies. Resource Constrained Process A budget process that is limited by the projected revenues based on current tax rates and fees. Revenue Receipts from items such as taxes, intergovernmental sources, and user fees or resources from voter-authorized bonds, system development fees, and grants. RFP Request for Proposal – part of the competitive bidding process 362 Table of Contents Glossary/Acronyms 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. SCADA SCADA (Supervisory Control and Data Acquisition) is a software system used to automate and/or monitor industrial processes in various vertical markets: manufacturing, transportation, energy management, building automation, and any other field where real time operational data is used to make decisions. 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. SharePoint Microsoft software for the town’s intranet. The intranet is a communication and project collaboration tool for employees of all departments. The intranet also provides for live document management and process automation. SLID Street Light Improvement Districts are established to charge the cost of electricity for street lights to property in subdivisions based on the actual cost of electricity and allocated based on their home value. SPARK –App League Students Participate in App Resources and Knowledge (SPARK) App League is the first mobile application development contest for high school students. Created by Gilbert, Arizona in 2012, this nonprofit program is hosted in partnership with Arizona State University’s Ira A. Fulton Schools of Engineering and is sponsored by Google. SRP Aesthetics Program SRP allocates funds to towns, cities and counties within SRP's service territory on an annual basis. Funds are used for aesthetic improvements to SRP water or power facilities (e.g., putting in block walls and landscaping around substations, undergrounding lower-voltage power lines [12kV or 69kV distribution lines], piping open ditches or enhancing canal-banks). SRP works directly with the municipalities to decide which projects each jurisdiction will fund with its allocation. 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. 363 Table of Contents Glossary/Acronyms 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. Transfers Movement of cash from one fund to another to reimburse costs or provide financial support. TOC Traffic Operations Center TOG Town of Gilbert ULDC Unified Land Development Code is a compilation of town codes that govern subdivision and development of lands. Water Resource Master Plan A plan that combines all water resources: ground, surface, recharged, and reclaimed water, into one document to determine future actions required to maintain water resources in Gilbert. WIGS Wildly Important Goals, a process developed by Franklin Covey that will help employees accomplish their goals while also managing the demands of day-to-day responsibilities. WRMPC Water Resources Municipal Property Corporation Zero-Based The base for the budget built from zero. Zoning A specific legal classification of property for purpose of development. 364 Table of Contents gilbertaz.gov