2nd Safest City in the U.S. (FBI Uniform Crime Report Data, 2015) Annual Budget Aaa 2016-2017 Rating from Moody’s on Gilbert’s General Obligation Bonds GILBERT, ARIZONA #1 Most Financially Savvy City Nationionally for Wallet Wellness (WalletHub, 2015) Adopted June 9, 2016 This is Gilbert In Flux Art Installation Gilbert Farmers Market Gilbert Water Tower Plaza Gilbert Heritage District Table of Contents INTRODUCTORY SECTION Budget Message...............................................1 Guide to the Budget Document ........................4 Distinguished Budget Award ............................7 ICMA Certificate of Excellence .........................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 .......................................46 Revenue Summary by Fund ...........................52 Revenue Summary by Fund by Type .............53 Revenue Detail ...............................................55 Expense Summary .........................................62 Expense Detail ...............................................63 Revenue Sources ...........................................73 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 Water Projects Summary............................. 321 Water Project Detail ..................................... 323 Wastewater Project Locator ........................ 336 Wastewater Projects Summary ................... 337 Wastewater Project Detail ........................... 338 Parks and Recreation Project Locator ......... 345 Parks and Recreation Projects Summary ... 346 Parks and Recreation Project Detail............ 348 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 Health Self Insurance ...................................243 Dental Self Insurance ...................................245 REPLACEMENT FUNDS Replacement Funds Summary .....................247 Replacement Funds Detail ...........................249 SPECIAL REVENUE Special Revenue Funds Summary ...............251 CDBG/HOME ...............................................253 System Development Fees ..........................255 Grants ...........................................................257 Police Impound .............................................259 Special Districts ............................................261 Other Special Revenue ................................263 OTHER CAPITAL FUNDS Administration ...............................................265 Plan Summary ..............................................267 Operating Impacts ........................................271 Guide to the Project Detail ...........................272 Street Project Locator ...................................273 Street Projects Summary .............................274 Street Project Detail......................................276 Traffic Control Project Locator......................291 Traffic Control Projects Summary ................292 Traffic Control Project Detail ........................294 Municipal Facility Project Locator .................306 Municipal Facility Projects Summary............307 Municipal Facility Project Detail ....................308 Redevelopment Project Locator ...................315 Redevelopment Projects Summary ..............316 Redevelopment Project Detail ......................317 Water Project Locator ...................................320 DEBT SERVICE Debt Service Summary................................ 359 Debt Service Detail ...................................... 360 Debt Service Financial ................................. 365 APPENDIX Personnel Detail .......................................... 367 Capital Outlay .............................................. 389 Transfer Detail ............................................. 393 Transfer Summary ....................................... 395 Schedules A-G............................................. 396 Glossary/Acronyms...................................... 407 Table of Contents Budget Message June 9, 2016 Honorable Mayor, Council Members, and the Gilbert Community: Gilbert, Arizona continues to effectively manage rapid growth and economic expansion while successfully preserving hometown traditions. With an estimated population of over 247,000 residents, Gilbert has become the fifth largest city in Arizona and the 85th largest city across the nation. Yet, amid this growth, Gilbert has been deemed the 2nd Safest City in the U.S. according to the 2015 FBI Uniform Crime Report as well as Wallet hub’s 3rd Best Place to find a Job and 14th Best City for Families. Gilbert is also very proud to report that Standard & Poor’s upgraded Gilbert’s utility system bond credit rating to AAA and maintains a Moody’s general obligation bond rating of Aaa, which are the highest ratings available. These decisions were based on Gilbert’s exceptionally strong credit characteristics, including a demonstrated commitment to building and maintaining strong reserves, robust long-term planning, strengthening regional economy, and manageable debt burdens. The increased credit ratings, market conditions, and strong financial strength of the Town allowed Gilbert to save citizens nearly $15 million in a recent water bond refunding. The Aaa rating places Gilbert in the top 1% of municipalities nationally. Gilbert also welcomed eight new businesses who have made the Heritage District their home and the opening of Insagenix International that spans 150,000 square feet and four stories, creating 645 new job opportunities for Gilbert residents. At completion, the Rivulon Development will double Gilbert’s current Class A Office Space inventory increasing available business opportunities for companies seeking growth prospects. A progressive community demands progressive governance, and Gilbert’s Council and executive leadership stepped up. Gilbert now undertakes a zero-based process for one third of the organization every year, and always applies priority, program, and performance-based approaches. Directors are 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. Gilbert staff and Council align both short-term goals and resources toward the long-term realization of Gilbert’s established strategic initiatives: Community Livability; Technology Leader; Long and Short Term Financial Plans; Infrastructure; Economic Development; and High Performing Government. These strategic initiatives guide the formulation of organizational goals and corresponding budget for the following fiscal year. The Council retreat as well as the budget kickoff in August 2016 allow staff to initiate the process with clear direction and focus governing the priorities for service delivery in FY 2017. 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 1 Table of Contents Budget Message • Innovations and Efficiencies The budget for FY 2017 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 utility rates (for the 8th consecutive year), 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 $850,494,630 is an increase of $235,485,410 million from FY2016. The change from FY 2017 primarily reflects the budget necessary for carry forward and new/potential capital projects. It reflects a CIP and operational carryforwards of $102 million from FY 2016, a $100 million placeholder for the 2007 WRMPC Bond refunding, and capital expenditures for the Santan and Greenfield treatment plant expansions. The budget also includes a capital projects contingency budget of $100 million to allow Council the flexibility and legal authority to respond to community needs. Balanced Financial Plan: The adopted FY 2017 Budget is balanced based upon identified revenues and expenditures. Constitutional Expenditure Limit: The proposed FY 2017 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 2017 budget reflects an increase of over $8 million in State-Shared revenues, $5 million of which is based upon Census population adjustments in the statutory distribution formula. Secondary Property Tax Levy: Typically Council adopts the secondary property tax levy at the same time as the final budget adoption. This year there was a change in state statute that allows Gilbert to include the upcoming $71m of GO Streets Bonds in the FY2017 secondary property tax levy. The new legislation didn’t go into effect until August 6, 2016, so the Council waited to adopt the secondary property tax levy at a special meeting on August 9, 2016. The Council adopted a levy of $21m (approximate rate of $1.06 per $100 of assessed value). Because debt service obligations are anticipated to be $22.7m, up to $1.7m of debt service will be used to buy down the rate to $1.06, which is the same rate that has been in place for the past two years and down from the $1.15 rate which was in place for twelve years prior to that. Utility Rate Modifications: The proposed FY 2017 budget reflects revenues projected from Gilbert’s current water, wastewater, environmental services, and reclaimed water rates. Both the Santan Vista Water Treatment Plant and the Greenfield Wastewater Treatment Plant are being expanded to increase capacity and provide service to our growing community. No rate increases are recommended for this fiscal year; however, given the expanding services, the need for rate increases in water and wastewater funds will be evaluated over the next year to ensure fiscal health in FY 2018 and beyond. Fund Balance: The Revenue Summary lists the use of carry over funds in an amount just under $169 million. This reflects a carry forward of $102 million for FY 2016 budgeted CIP and department 2 Table of Contents Budget Message expenses that were not completed during the current fiscal year, as well as budgeted expenses for the Santan Vista Water Treatment Plant expansion where the revenues are anticipated to be recorded in FY 2016. Capital Project Financing – System Development Fees: The proposed FY 2017 budget reflects revenues projected from the continued collection of System Development Fees as allowed under current state law. FUNDING CHALLENGES The challenge continues to responsibly apply revenues generated by growth to the ongoing service demands created by growth. Property tax supports a significant portion of the budget available for necessary infrastructure to support the growing community, making any decrease of this revenue source a critical component of Gilbert’s future. If Gilbert maintained a target rate of $1.06 per $100 of Assessed Value (AV), and AV grew at an assumed rate of 3% per year, approximately $130 million of future projects would be above the anticipated funding capacity. Over the next several years, this gap will be monitored and evaluated. Some projects may need to be reprioritized, delayed, reduced in scope, or changed to another funding source. 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 is charged to maintain the existing level of service. The cost to Gilbert is anticipated to be about $505,000 in FY 2017 (up from about $450,000 in FY 2016) and has been included as an expense in the budget. Gilbert is concerned about and continues to monitor additional pass through costs and/or revenue cuts which come from legislative action each year. 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 will help the Town realize a greater, more accurate, portion of state shared revenues which are divided based on relative populations of the recipient jurisdictions. In FY 2017, state shared sales tax and urban revenue sharing will be about $5 million higher due to the updated population numbers used in the calculations. New legislation passed in 2016 changed the distribution formula to be updated more regularly and thus removed the need for costly special census operations in the future. 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 document 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 a summary of 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 Gilbert’s available revenues (sources) and the expenditures (intended uses). The fund balance pages provide a look at the level of beginning fund 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. 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 2016 Benchmark Report, available online at www.gilbertaz.gov. 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 in the full 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 brief 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 department goals and Strategic Initiatives of the entire organization. Budget Notes: Explain any noteworthy changes from the previous year. 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 pages 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 progress towards the desired service levels. Personnel by Activity: Depict total approved 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 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 are integrated into Gilbert’s short and long-term 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, 2015. 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. In addition to receiving the award, the Town of Gilbert received the following special recognition: Outstanding as a Policy Document. 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 Excellence The International City/County Management Association (ICMA) recognized Gilbert, Arizona with a Certificate of Excellence from the ICMA Center for Performance Analytics™ for its performance management efforts. The 2016 certificate recipients were recognized on the basis of criteria that include program prioritization, cost reduction, and quality improvement. It also encourages accountability and transparency through 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 2016, ICMA recognized 52 local governments for exemplary performance management initiatives. Gilbert is among 34 jurisdictions receiving the Certificate of Excellence – the highest level awarded. 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 Jared Taylor Councilmember Eddie Cook Councilmember Jenn Daniels Councilmember Victor Petersen Councilmember Brigette Peterson Councilmember Jordan Ray 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 Interim Intergovernmental Relations Director, Heather Wilkey Management and Budget Director, Kelly Pfost 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, Lisa Maxwell Assistant to Town Manager, Jacob Ellis Assistant to Town Manager, Leah Hubbard-Rhineheimer Assistant to Town Manager, Mary Vinzant ACKNOWLEDGEMENTS Management and Budget Director, Kelly Pfost Management and Budget Administrator, Amber Costa Management and Budget Analyst, Cris Parisot Management and Budget Analyst, Laura Lorenzen Management and Budget Analyst, Justine Bruno Management Support Specialist, Kim Leone Special thanks to Zara Bish, Multi-Media Specialist, 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 2017 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 places 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. 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. 14 Table of Contents Strategic Initiatives 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 2017: 15 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 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 Continuous Improvement Framework Strategic Planning Innovation Strategic Plan Performance Metrics Measure People Process Financial Technology Hard $ Savings (budget impact)  Dashboard Development  ID Value Streams  ID & Prioritize Innovation Opportunities  Create Innovation Plan  JDIs – Just Do Its  RIEs – Rapid Improvement Events  Projects – Larger scope, Multidepartmental  New/Updated Technology  Strategic Resource Alignments (SRA’s) Benefits Tracking Benchmarks Soft $ Savings Service Level Improvements Human Development 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 247,542 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 2014 American Community Survey data, more than 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 $85,187*. Gilbert’s current estimated population of 247,542 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 the Best Phoenix Suburb by Thrillist. This past year, the thriving community was also named in the Top 10 Cleanest Cities in America by Expedia, and nd the 2 Safest City in the United States for communities over 100,000 residents by Law Street Media. *ESRI Business Analyst 2016 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 Census 2010 Population: 208,352 Census Annual Estimates (as of 7/1/15): Estimated Population (as of 7/1/16): 247,542 247,600 Median age: Annual average rainfall: Annual sunshine days: Average Temperature (High/Low): January April July October 6.8" inches 334 days 71/45 87/58 105/81 89/65 Transaction Privilege Tax Rate: State/County Gilbert 7.8% 6.3% 1.5% Total Housing Units: Vacancy Rate 77,240 7.3% More information and statistics can be found at: http://www.gilbertaz.gov 32.6 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 32.1% 7.3% 31.1% 22.3% 7.2% 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 32.6 35.4 EDUCATIONAL ATTAINMENT Gilbert High school graduate Some college, no degree Associate degree Bachelor’s degree Graduate/ professional degree 16.8% 27.3% 11.0% 27.5% 12.9% Greater Phoenix 23.9% 25.3% 8.5% 18.6% 10.3% High school graduate or higher Bachelor’s degree or higher 95.5% 40.3% 86.4% 28.8% Source: U.S. Census American Community Survey, 2010-2014 HOUSEHOLD CHARACTERISTICS Median owner-occupied housing value Median household income Average household size Gilbert Greater Phoenix $170,200 $54,993 2.75 $231,100 $85,187 3.11 Source: U.S. Census American Community Survey, 2010-2014. Median household income: ESRI Business Analyst, 2016 RACE / ETHNICITY White, 71.5% Hispanic, 15.6% Asian, 6.2% Other Race, 0.1% Black or African American, 3.2% American Indian or Alaska Native, 0.8% Native Hawaiian and Other Pacific, 0.1% Two or More Races, 2.6% Source: U.S. Census American Community Survey, 2010-2014 21 Table of Contents Gilbert Facts AWARDS / RECOGNITION • Best Phoenix Suburb (Thrillist, 2016) • 2nd Safest City in the United States (Law Street Media, 2016) • Best Place to Live if You’re Trying to Save Money (GOBankingRates, 2016) • 11th Hardest Working City in America (Wallet Hub, 2016) • Top 10 Cleanest Cities in America (Expedia, 2016) • Top 5 Safest Cities to Build Your Startup (Tech. Co, 2016) • Top 80 Best Places to Retire in America, (The Benefit Link, 2016) • 4th Best City for Driving, (WalletHub, 2016) • Playful City USA: 10-Time Honoree (KaBoom!, 2016) • 8th Best City for People with Disabilities (WalletHub, 2015) • 16th Best City for First-Time Home Buyers (WalletHub, 2015) • 22nd Best Place to Live in the U.S. (Money Magazine, 2014) 2nd Safest City in the U.S. GILBERT GROWTH CIVILIAN LABOR FORCE PRINCIPAL EMPLOYERS 2015 Labor force = 126,468 Gilbert Unified School District Banner Health Town of Gilbert Wal-Mart Stores, Inc. GoDaddy Software, Inc. Higley Unified School District Fry's Food Stores B H Drywall Dignity Health Hunter Contracting Source: Arizona Department of Administration, Special Unemployment Report - 2015 3,572 2,758 1,356 1,348 1,216 1,037 1,009 997 971 650 ECONOMIC HIGHLIGHTS • More than 91,900 estimated jobs in Gilbert (Maricopa Association of Governments, 2016) • Arizona’s only economic development organization to be accredited by the International Economic Development Council (IEDC, 2016) • With nearly 1,400 buildings with rentable space, Gilbert boasts: 4.0 million square feet of office; 11.2 million square feet of retail; and 8.6 million square feet of industrial/flex spaces. (Xceligent, Q2 2016) 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.  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.  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. Other Capital Funds – These funds include CIP Admin, bonds, outside sources and Maricopa County of Government funding.  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. 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.  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 Table of Contents Fund Structure PROPRIETARY FUNDS following are considered major internal service funds: • Fleet • Health Self Insurance 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 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. Internal Service Funds (Major Funds) – Gilbert has three Internal Service Funds: fleet maintenance, 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 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 The expenditure limit base approved by the voters must be used in determining Gilbert’s expenditure limit until a new base is adopted. The expenditure limit for FY 2017 is $391,440,269. 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 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%)  The secondary property tax rate for FY 2017 is proposed to remain at $1.0609 per $100 of assessed value. The rate is the result of the levy that is required to fund anticipated debt service payments. Use of $1.7 million of fund balance is also budgeted.  Maintain minimum fund balance policies BUDGET AMENDMENTS Under Arizona Revised Statutes, the budget cannot increase once 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 and assists departments undergoing the zero based budget process. The major steps in preparation of the budget were:  Council input on initiatives, boundaries, and priorities  Review business case for new requests or changes to existing requests for funding tying each back to specific services  Update FY 2016 revenue and expense projections and five-year projections for operating funds  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 reviews and adopts 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. 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 2017 the ongoing budgeted expenditures were $137.6M. When calculated at 25% plus one year of debt service, the minimum fund balance requirement is $40.3M. The Budget Calendar page depicts the timing in more detail. STATE EXPENDITURE LIMIT The State of Arizona sets a limit on the expenditures of local jurisdictions. State statute sets the limits unless otherwise approved by the voters. 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 2017, the General Fund contingency is approximately $15.0M. Gilbert budgets for contingencies in the following funds: 26 Table of Contents Budget Process            The major differences between the budget and the Comprehensive Annual Financial Report (CAFR) are: General Streets Water Wastewater Environmental Services – Residential Environmental Services – Commercial Replacement Funds CIP Grants Special Revenues Fleet  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 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, Environmental Services, 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. Fund Type Governmental Fund - General Fund Governmental Fund - Streets Fund Proprietary Fund - Water Proprietary Fund - Wastewater Proprietary Fund - Environmental Services 27 Accounting Basis Modified Accrual Modified Accrual Full Accrual Full Accrual Full Accrual Budgeting Basis Modified Accrual Modified Accrual Full Accrual Full Accrual Full Accrual Table of Contents Budget Calendar Date Action August 11, 2015 Budget kickoff August - September 15, 2015 CIP - Initial departmental meetings (review/prioritize new/existing CIP projects) September 15 – November 30, 2015 Departments enter and update new and existing CIP projects into SharePoint September 15 – December 7, 2014 Departments enter requests in SharePoint for FY 2017 budget and 5 year plans September 15 – November 30, 2015 Analysts meet with Departments to review base budgets, new budget requests, CIP needs, position changes, possible re-org's, and contract renewal needs September 15 – October 15, 2015 Deadline for updated CIP Project Sheets (project timing, scope, cash flows) December 1 – 17, 2015 Financial review of CIP projects January 1 – 28, 2016 Departments revise year end projections based on six months activity January 6 – February 3, 2016 Executive Team reviews departmental requests February 9, 2016 Present Executive Team recommendations to Town Management March 1, 2016 Town Manager recommendations to Executive Team March 2 – April 30, 2016 Departments complete; purpose statements, current year accomplishments, FY 2017 objectives, and performance measures/benchmarks. April 12, 2016 Council Study Session - FY 2017 Budget Recommendations April 2016 OMB discussions with Mayor and Council May 5, 2016 Council adopts Preliminary budget June 9, 2016 Council Adopts final budget June 23, 2016 Property Tax public hearing August 9, 2016 Property Tax Levy public hearing and adoption 28 Table of Contents Financial Policies INTRODUCTION The Policies of Responsible Financial Management were revised and adopted in July 2016 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 Gilbert. PURPOSE Gilbert’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 Gilbert 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 acceptance 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 manner and to provide 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 Gilbert’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 between funds, projects, or contingency transactions to accommodate Council-approved actions, such as bond transactions, will be administered by the Office of Management and Budget, and will not exceed available revenues or the maximum approved expenditure authorization. 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) Interfund Loans Gilbert may loan resources from one fund to another fund experiencing a temporary cash shortage. Interfund loans differ from a transfer of funds in that the amounts are provided with a requirement for repayment. Loans shall be documented with repayment terms clearly described. The Town Manager or his/her designee is authorized to approve interfund loans up to $50,000 which have a repayment term within the following fiscal year. All other interfund loans must be approved through Council action. Factors to be considered when evaluating an interfund loan may include: borrowing funds current financial condition, estimates of the borrowing fund’s future resources to repay the loan, purpose of the loan, established repayment terms (including whether interest will be paid), the loan’s current status, and the frequency of making loans. 30 Table of Contents Financial Policies 4) Long-Range Planning Gilbert 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 Management and Budget Director shall annually develop, in coordination with 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 Gilbert, 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. 5) Repair and Replacement Funding Outlines requirements for each of the Gilbert’s repair and replacement funds; Water, Wastewater, Environmental Services, Streets and General Fund. Funding for each of the replacement funds will be determined based on the needs of Gilbert 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. 6) 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. 7) Revenue Diversification Provides guidelines for improving the stability of revenue sources in the General Fund. Gilbert 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 can only be used for voter-authorized general obligation debt and not for operating expenditures. Gilbert 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. 8) 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 31 Table of Contents Financial Policies 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. 9) Fees and Charges User fees and charges are payments for purchased, publicly provided services that benefit specific individuals. Gilbert relies on user fees and charges to supplement other revenue sources in order to provide public services. On a regular basis, Gilbert 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. 10) Debt Management Provides guidelines for the issuance of debt, preservation of Gilbert’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 Gilbert’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 Gilbert include General Obligation (G.O.) bonds, Revenue bonds, Municipal Property Corporation (MPC) bonds, and Improvement District bonds. Restrictions on debt issuance: • Where appropriate, the Gilbert will consider “pay as you go” capital financing and/or the use of impact fees. 32 Table of Contents Financial Policies • • • Gilbert will not issue bonds to fund current operations. Gilbert 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: • Gilbert will monitor the debt portfolio for restructuring or refunding opportunities. Refunding bonds will be measured against a standard of the net present value debt service savings exceeding 3% of the principal amount of the bonds being refunded, or if the net present value savings exceed $500,000, or for the purposes of modifying restrictive covenants or to modify the existing debt structure to the benefit of the Town. • Gilbert will maintain regular contact with rating agencies through telephonic conferences, meetings, or visits on and off-site. Gilbert 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. 11) 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. 12) 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. 13) 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. 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 Gilbert Council pursuant to the timeline established in the annual budget 33 Table of Contents Financial Policies preparation schedule. The Capital Improvement Plan will incorporate a methodology to determine a general sense of project priority according to developed criteria. The Capital Improvement Program shall provide: • A statement of the objectives of the Capital Improvement Plan, including the relationship with the Town’s General Plan, department master plans, necessary service levels, and expected facility needs, as appropriate. • An implementation program for each of the capital improvements that provides for the coordination and timing of project construction among various Town departments. • An estimate of each project’s costs, anticipated sources of revenue for financing the project, and an estimate of the impact of each project on Town revenues and operating budgets. No capital project shall be funded unless operating impacts have been assessed and the necessary funds can be reasonably anticipated to be available when needed. • For the systematic improvement, maintenance, and replacement of the Town’s capital infrastructure as needed. • A summary of proposed debt requirements. • The Town will match programs and activities identified in the Capital Improvement Plan with associated funding sources. Reimbursements shall be applied to like projects and activities. • The performance and continued use of capital infrastructure is essential to delivering public services. Deferring essential maintenance and/or asset replacement can negatively impact service delivery and increase long term costs. As such, the Town will periodically assess the condition of assets and infrastructure and appropriately plan for required major maintenance and replacement needs. Efforts will be made to allocate sufficient funds in the multi-year capital plan and operating budgets for condition assessment, preventative and major maintenance, and repair and replacement of critical infrastructure assets. 14) 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. 15) 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. 34 Table of Contents Financial Policies Fund balance is an important indicator of Gilbert’s financial position. Maintaining reserves is considered a prudent management practice. Adequate fund balances are maintained to allow Gilbert to continue providing services to the community in case of unexpected emergencies or requirements and/or economic downturns. A minimum unrestricted fund balance policy ensures the continuance of sound financial management of public resources when faced with unanticipated events that could adversely affect the financial condition of Gilbert and jeopardize the continuation of public services. This policy will ensure Gilbert maintains adequate unrestricted fund balance in the general fund to provide the capacity to: • Provide funds for unforeseen expenditures related to emergencies • Mitigate significant economic downturns or revenue shortfalls • Stabilize the volatility of primary revenue streams • Allow for responsiveness to legislative changes • Secure and maintain investment grade bond ratings • Provide for long-term stability of the Town’s financial status Gilbert shall establish and maintain a minimum unrestricted fund balance for the General Fund. This fund balance shall be adjusted for non-spendable funds to ensure adequate balance is retained based on actual cash available. For purposes of initially establishing the balance and maintaining hereafter, Gilbert shall retain a minimum requirement of 90 days working capital of the current fiscal year, which is equal to approximately 25% of General Fund budgeted expenditures, plus one year’s worth of General Fund debt service payments. Current fiscal year expenditures shall be less capital outlay and transfers out budgeted for the General Fund. For purposes of this calculation, the expenditures shall be the budget as originally adopted by ordinance. Appropriation from the minimum unrestricted fund balance shall require the approval of Council. The Council may authorize use of the minimum unrestricted fund balance for unanticipated events threatening the public health, safety or welfare. The use of minimum unrestricted fund balance should be utilized only after all budget sources have been examined for available funds. Any use of the minimum unrestricted fund balance must include a repayment plan based on a multiyear financial projection that plans to restore the fund balance to the minimum adopted level within the three fiscal years following the fiscal year in which the event occurred. Compliance with the provisions of this policy shall be reviewed as part of the annual budget adoption process. 16) Debt Service Reserve Policy Revenues from the secondary property tax rate are used exclusively to pay debt service on the Town’s general obligation bonds. In 2013, the Legislature passed HB 2347 which requires that the property tax levy not exceed the amount necessary to pay that year’s principal and interest payments and may include a reasonable delinquency factor. In 2016, the legislature passed HB 2538 which allows the property tax levy to include projected payments of principal and interest on new debt planned for the ensuing year and an amount necessary to correct prior year error or shortages in the levy. Annual changes in debt service payments and property valuation will result in volatility of the property tax rate. The change in statute also does not allow for municipalities to purposefully create reserve funds to smooth annual rate volatility or to proactively protect against unexpected collection risk or delinquency. The Town has reserve funds to protect against unforeseen risk in the debt service fund. These reserves were in place prior to HB 2347. Gilbert’s debt service reserve policy moving forward will be as follows: After current year debt service payments are encumbered, if the debt service fund balance exceeds 5% of next year’s debt service cost, Council may consider the use of fund balance (in excess of the 5%) for the following purposes in order: 35 Table of Contents Financial Policies 1) 2) 3) 4) Reduce total interest cost Reduce total term of debt outstanding Reduce the proposed levy/tax rate, and/or Hold the balance to leverage for future opportunities. 17) 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. 18) 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. 19) 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. 36 Table of Contents Revenue and Expenditure Summary General Fund 19.7% Capital Funds 27.0% Streets Fund 3.3% Enterprise Funds 14.4% Debt Service 14.0% Special Revenue 9.1% Replacement Funds 12.5% The funds available for FY 2017 are approximately $1,173,534,000. 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 32.4% General Fund 22.2% Streets Fund 3.1% Enterprise Funds 12.4% Debt Service 19.8% Replacement Funds 4.2% Special Revenue 5.9% The total expenditures for FY 2017 are approximately $850,495,000. The expenditure detail for each area is found within the budget document – either in the summary section or in the budget detail for that department. The graph above shows percent of expenditures by major category, excluding Internal Service Funds. 37 Table of Contents Fund Balances Starting Balance GENERAL FUND $ 69,217,941 Transfer Revenue Revenue $ 155,210,500 $ Total Sources 7,552,970 $ 231,981,411 ENTERPRISE FUNDS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 44,889,690 18,459,097 15,382,440 1,748,457 41,201,000 25,645,000 14,775,500 2,374,670 820,000 170,000 - $ $ $ $ 86,090,690 44,924,097 30,327,940 4,123,127 STREETS 12,378,601 24,801,000 - $ 37,179,601 2,291,035 130,193 394,603 8,159,000 19,714,630 1,157,000 - $ $ $ 10,450,035 19,844,823 1,551,603 11,613,150 59,668,229 59,914,357 5,193,478 482,511 4,888,872 242,594 40,000 200,000 200,000 40,000 3,000 20,000 - 1,993,160 10,971,440 9,305,750 496,660 112,370 428,290 - $ $ $ $ $ $ $ 13,646,310 70,839,669 69,420,107 5,730,138 597,881 5,337,162 242,594 31,850,640 $ 632,287,188 INTERNAL SERVICE Fleet Maintenance 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 306,895,248 $ 293,541,300 $ 10,086 10,000 7,328,547 (469,499) (13,441,598) (7,143,498) 26,202,792 6,286,554 8,656,621 1,879,845 1,584,426 13,100,267 1,437,867 95,450 (10,107) 94,310 2,173,248 1,938,500 165,000 1,815,000 4,000,000 2,100,000 2,700,000 8,865,000 10,580,000 2,150,000 1,000,000 6,300,000 7,709,650 310,000 1,952,850 1,001,140 3,758,140 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,948,586 175,000 9,143,547 3,530,501 (11,341,598) (4,443,498) 35,067,792 16,866,554 10,806,621 1,879,845 2,584,426 19,400,267 9,147,517 405,450 1,942,743 1,095,450 5,931,388 OTHER CAPITAL FUNDS CIP Administration Outside Sources GO Bonds Proceeds Contingency Prop 400 Parks, Recreation & Open Space WRMPC - Future Bonds 19,430,778 14,920,134 15,076,067 4,453,130 53,450,300 1,696,650 2,056,000 71,010,000 100,000,000 27,084,000 - $ $ $ $ $ $ $ 1,696,650 21,486,778 85,930,134 100,000,000 15,076,067 4,453,130 80,534,300 DEBT SERVICE 29,625,092 130,065,000 34,470,310 $ 194,160,402 89,846 - - $ 89,846 Wastewater SDF - Neely Wastewater SDF - Greenfield Grants Police Impound Street Light Improvement Parkway Improvement Other Special Revenue TRUST ACCOUNTS TOTAL ALL FUNDS $ 491,735,906 $ 38 681,798,230 $ 66,320,950 $ 1,239,855,086 Table of Contents Fund Balances Transfer Expense Expense GENERAL FUND $ 182,675,720 $ Total Uses Ending Balance 9,042,110 $ 191,717,830 $ 40,263,581 ENTERPRISE FUNDS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 51,336,170 29,924,710 17,809,910 2,481,980 13,880,800 10,291,540 1,369,770 248,460 $ $ $ $ 65,216,970 40,216,250 19,179,680 2,730,440 $ $ $ $ 20,873,720 4,707,847 11,148,260 1,392,687 STREETS 25,397,400 4,878,160 $ 30,275,560 $ 6,904,041 INTERNAL SERVICE Fleet Maintenance Health Self-Insurance Dental Self-Insurance 9,443,580 17,801,840 1,200,000 2,000,000 - $ $ $ 9,443,580 19,801,840 1,200,000 $ $ $ 1,006,455 42,983 351,603 REPLACEMENT FUNDS General Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Streets Fleet Maintenance 4,347,820 8,158,790 16,951,140 3,474,000 508,450 1,052,520 - - $ $ $ $ $ $ $ 4,347,820 8,158,790 16,951,140 3,474,000 508,450 1,052,520 - $ $ $ $ $ $ $ 9,298,490 62,680,879 52,468,967 2,256,138 89,431 4,284,642 242,594 41,710,840 $ 414,274,870 $ 218,012,318 1,948,460 3,616,510 2,037,280 2,236,000 1,845,980 16,181,360 1,711,120 3,304,000 7,709,650 355,580 1,997,650 1,097,720 4,271,060 170,000 2,686,950 783,920 2,390,260 5,334,910 13,014,070 50,000 180,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,948,460 170,000 3,616,510 2,686,950 2,821,200 2,390,260 7,570,910 14,860,050 16,181,360 1,711,120 3,304,000 7,709,650 405,580 1,997,650 1,097,720 4,451,060 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 126 5,000 5,527,037 843,551 (14,162,798) (6,833,758) 27,496,882 2,006,504 (5,374,739) 168,725 2,584,426 16,096,267 1,437,867 (130) (54,907) (2,270) 1,480,328 OTHER CAPITAL FUNDS CIP Administration Outside Sources GO Bonds Proceeds Contingency Prop 400 Parks, Recreation & Open Space WRMPC - Future Bonds 1,696,650 13,661,670 42,764,540 100,000,000 7,909,770 4,453,130 96,085,310 - $ $ $ $ $ $ $ 1,696,650 13,661,670 42,764,540 100,000,000 7,909,770 4,453,130 96,085,310 $ $ $ $ $ $ $ 7,825,108 43,165,594 7,166,297 (15,551,010) DEBT SERVICE 163,044,660 - $ 163,044,660 $ 31,115,742 2,500 - $ 2,500 $ 87,346 66,320,950 $ 916,815,580 $ 323,039,506 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 Wastewater SDF - Neely Wastewater SDF - Greenfield Grants Police Impound Street Light Improvement Parkway Improvement Other Special Revenue TRUST ACCOUNTS TOTAL ALL FUNDS $ 372,564,030 850,494,630 $ $ - 45 – 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. • WRMPC Bonds – Progress on the Greenfield Wastewater Treatment Plant project is underway, and significant design/construction activity is anticipated in FY 2018. In order to optimize the timing of the bond issuance and avoid unnecessary interest costs, the bonds will not be sold until construction is ready to begin, thus leaving this fund with a planned deficit for FY 2017. The deficit will be reimbursed after bonds are sold. • 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. 40 Table of Contents Budget Summary PERSONNEL BY ACTIVITY Actual FY 2014 Actual FY 2015 Budget FY 2016 General Fund Enterprise Funds Streets Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 890.54 246.13 57.00 26.00 0.00 10.30 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 0.00 917.67 258.78 50.67 26.00 0.00 11.45 7.40 0.00 0.00 940.96 268.78 50.67 26.00 0.00 12.10 7.40 0.00 0.00 1,237.37 1,248.72 1,274.97 1,271.97 1,305.91 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 2016 Budget FY 2017 121,637,925 68,829,760 17,442,871 24,144,222 5,023,936 10,893,688 18,130,244 56,454,578 2,500 127,299,305 57,114,884 18,712,919 24,347,619 4,382,804 14,065,271 41,285,373 82,427,209 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 2,500 138,800,617 59,732,885 18,577,930 27,754,540 9,554,440 9,257,021 16,112,816 56,295,596 2,500 182,675,720 101,552,770 25,397,400 28,445,420 34,492,720 48,312,370 266,571,070 163,044,660 2,500 $ 322,559,724 $ 369,637,884 $ 615,009,220 $ 336,088,345 $ 850,494,630 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 108,179,246 164,446,985 49,933,493 111,872,140 185,033,420 72,732,324 123,778,500 201,933,780 289,296,940 117,896,079 171,067,096 47,125,170 136,237,770 317,735,270 396,521,590 $ 322,559,724 $ 369,637,884 $ 615,009,220 $ 336,088,345 $ 850,494,630 41 Table of Contents Budget Summary Actual FY 2014 REVENUE BY ACTIVITY General Fund Enterprise Funds Streets Fund Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts Total Revenue Budget FY 2016 Projected FY 2016 Budget FY 2017 129,306,121 80,617,041 19,475,356 22,434,268 897,614 45,724,923 5,886,753 20,545,732 49 136,904,146 81,733,032 21,123,702 24,668,322 1,110,623 46,981,252 7,770,427 92,902,631 68 137,079,000 83,995,000 21,838,000 23,572,000 503,000 51,876,470 163,919,480 28,300,060 - 141,210,000 83,413,780 22,051,000 24,542,130 503,000 45,900,980 17,316,180 79,413,000 - 155,210,500 83,996,170 24,801,000 29,030,630 503,000 56,345,280 201,846,650 130,065,000 - $ 324,887,857 $ 413,194,203 $ 511,083,010 $ 414,350,070 $ 681,798,230 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 REVENUE BY CATEGORY Taxes and Fees License and Permits Intergovernmental Charges for Service Fine and Forfeits Special Assessments Other Non-Operating Total Revenue Actual FY 2015 128,673,491 4,817,422 71,706,195 108,003,684 4,470,095 2,311,579 4,905,391 136,555,510 4,848,775 78,349,859 109,059,304 4,476,290 1,373,315 78,531,150 134,546,320 4,458,000 96,213,670 113,409,570 3,966,000 107,000,060 51,489,390 142,341,320 4,028,700 89,547,270 112,845,950 4,330,000 2,113,000 59,143,830 149,453,990 4,008,000 122,932,780 119,883,730 4,180,000 177,975,000 103,364,730 $ 324,887,857 $ 413,194,203 $ 511,083,010 $ 414,350,070 $ 681,798,230 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 OPERATING RESULTS Total Revenues Transfers In 324,887,857 82,318,732 413,194,203 58,484,520 511,083,010 61,149,200 414,350,070 73,858,810 681,798,230 66,320,950 $ 407,206,589 $ 471,678,723 $ 572,232,210 $ 488,208,880 $ 748,119,180 322,559,724 82,318,731 369,637,884 58,484,521 615,009,220 61,149,200 336,088,345 73,858,810 850,494,630 66,320,950 Total Uses $ 404,878,455 $ 428,122,405 $ 676,158,420 $ 409,947,155 $ 916,815,580 Net Operating Result $ $ 43,556,318 $ (103,926,210) $ 78,261,725 Total Sources Total Expenses Transfers Out 2,328,134 42 $ (168,696,400) Table of Contents Long-Term Financial Planning Background Gilbert prepares an annual update to the Long Term Financial Plan (LTFP). The plan is a tool that provides Council and citizens with information necessary to understand Gilbert’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 Gilbert’s General Fund, 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 and any impacts that may be significant in the five year forecast. Through these discussions with the departments, ratings are applied to each revenue or expense trend. Possible ratings are: Favorable, Favorable/Caution, Warning, or Unfavorable. 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 Gilbert 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, staffing plans, and the annual rate and fee analysis. The five year forecasts 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 Gilbert’s Policies of Responsible Financial Management in an effort to determine any updates that will need to be brought to Council for consideration and 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. This review ensures compliance with Gilbert’s Policies of Responsible Financial Management and legal requirements. Financial Strategies Development Objective To analyze cash flows and funding gaps for capital projects and develop a gap-closing strategy which will meet the future infrastructure needs of Gilbert, and ensure that anticipated resources will be able to sustain ongoing operations. Long Term Financial Plan Process The long term financial planning activities 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, 43 Table of Contents Long-Term Financial Planning Management, the Office of Management and Budget, and staff in various departments are tasked throughout the year to participate in completing each of these activities. Goal Setting • Council Retreat – Strategic Initiative Development • Executive Team – Development of Organizational Strategic Goals Monitor/Measure Long Term Financial Planning • Quarterly Financial Report to Council • Key Organization Metrics – Dashboard • Publication of Benchmark document • Financial Trend/Environmental Analysis • Long Term Revenue/Expenditure Forecasting (Five and Ten Year Plans) • Debt and Financial Balance Analysis • Financial Strategies Development • Fiscal Policy Review Develop Balanced Budget • Collaborative Budget Development Process • Alignment of Department/Employee Goals to Strategic Initiatives • Capital Improvement Program • Long-Range Infrastructure Planning Goal Setting Each year, usually in August, the Town Council meets with staff at a Council Retreat. Topics of particular interest to Council and staff are presented and discussed. Among those topics is the development of the Strategic Priorities or organization goals that will guide the organization for the upcoming fiscal year and which support Gilbert’s Strategic Initiatives. 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. After the Strategic Priorities 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. 44 Table of Contents Long-Term Financial Planning Long Term Financial Planning During the second quarter of the fiscal year, Gilbert 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 the 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, Gilbert 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 policy, legal requirements and best practices. If any policy changes are anticipated 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. Ideally, the comparison of available/anticipated sources of funding vs. available/anticipated uses aligns. If any gaps are noted, financial strategies are developed to align sources and uses. 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 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. 45 Table of Contents General Fund Five-Year Forecast Budget FY 2017 BEGINNING FUND BALANCE (Less Committed) Projected FY 2018 Projected FY 2019 Projected FY 2020 Projected FY 2021 69,217,000 40,263,000 40,123,000 43,732,000 48,501,000 REVENUE 155,211,000 159,284,000 164,477,000 168,950,000 172,798,000 TOTAL REVENUE 155,211,000 159,284,000 164,477,000 168,950,000 172,798,000 7,553,000 5,553,000 5,553,000 5,553,000 5,553,000 TOTAL SOURCES 231,981,000 205,100,000 210,153,000 218,235,000 226,852,000 ONGOING EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR PLAN 137,642,000 - 137,642,000 917,000 1,272,000 137,642,000 3,036,000 2,995,000 137,642,000 5,051,000 6,113,000 137,642,000 6,992,000 8,514,000 SUB-TOTAL ONGOING EXPENDITURES 137,642,000 139,831,000 143,673,000 148,806,000 153,148,000 ONE-TIME EXPENDITURES ONE TIME EXPENDITURES FIVE YEAR PLAN CAPITAL OUTLAY/CAPITAL IMPROVEMENTS CONTINGENCY ECONOMIC DEVELOPMENT RESERVE 10,093,000 19,941,000 10,000,000 5,000,000 3,136,000 14,066,000 - 4,351,000 10,789,000 - 11,155,000 2,180,000 - 2,080,000 7,256,000 - SUB-TOTAL ONE-TIME EXPENDITURES 45,034,000 17,202,000 15,140,000 13,335,000 9,336,000 9,042,000 7,944,000 7,608,000 7,593,000 7,941,000 TOTAL USES 191,718,000 164,977,000 166,421,000 169,734,000 170,425,000 ANNUAL OPERATING RESULT (28,954,000) 3,609,000 4,769,000 7,926,000 TRANSFERS IN TRANSFERS OUT (140,000) FUND BALANCE 40,263,000 40,123,000 43,732,000 48,501,000 56,427,000 MINIMUM FUND BALANCE 40,260,000 39,340,000 40,310,000 41,590,000 42,670,000 3,000 783,000 3,422,000 6,911,000 13,757,000 FUND BALANCE ABOVE MINIMUM Five Year Plan Assumptions:     Compensation structure is maintained as implemented for FY 2015 Minimum fund balance per policy is calculated at three months of operating expenses and one year of debt service Contingency is included in FY 2017 at $10,000,000, but will be evaluated annually during the budget process to determine appropriate budget levels in subsequent years FY 2017 revenue includes an adjustment to state shared revenue due to the special census 46 Table of Contents Water Fund Five-Year Forecast Notes Budget FY 2017 Projected FY 2018 Projected FY 2019 Projected FY 2020 Projected FY 2021 BEGINNING FUND BALANCE 44,889,690 20,873,720 11,067,740 12,456,867 11,853,247 AVAILABLE FUND BALANCE 44,889,690 20,873,720 11,067,740 12,456,867 11,853,247 40,894,560 306,440 42,042,244 492,073 45,028,504 575,964 46,168,401 688,698 47,309,176 796,062 41,201,000 42,534,318 45,604,468 46,857,099 48,105,238 - - 16,000,000 - - 86,090,690 63,408,038 72,672,208 59,313,966 59,958,484 9,583,050 9,338,000 9,432,480 - 9,760,960 9,620,234 9,660,427 - 10,041,811 10,136,479 10,004,251 - 10,343,066 10,633,187 10,253,667 - 10,653,358 12,018,329 10,580,819 - 28,353,530 29,041,621 30,182,541 31,229,919 33,252,506 329,000 20,153,640 2,500,000 9,417,877 - 16,152,000 - 600,000 - - SUB-TOTAL ONE-TIME EXPENDITURES 22,982,640 9,417,877 16,152,000 600,000 - TRANSFERS OUT 13,880,800 13,880,800 13,880,800 15,630,800 15,630,800 TOTAL USES 65,216,970 52,340,298 60,215,341 47,460,719 48,883,306 ANNUAL OPERATING RESULT (24,015,970) (9,805,980) 1,389,127 UNRESERVED FUND BALANCE 20,873,720 11,067,740 12,456,867 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 SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES DEBT RETIREMENT CAPITAL OUTLAY CAPITAL IMPROVEMENT PROGRAM CONTINGENCY 4 4 4 5 (603,620) 11,853,247 (778,068) 11,075,178 The Five Year Forecast for the Water Fund includes the following assumptions:  Note 1 – Growth in customer accounts is estimated at 2,300 per year for the five-year planning period. This will be evaluated annually based on customer billing data trends.  Note 2 – Water rates are reviewed annually to ensure that operating revenues meet operating needs. During the FY 2016 rate analysis, it was determined that a rate increase was not necessary for FY 2017.  Note 3 – One time revenues include investment income and other related account fees.  Note 4 – FY 2017 includes a partial year of expenses related to the personnel, variable and fixed operating costs associated with the expansion of the San Tan Water Treatment Plant. These costs will increase in FY 2018 as the plant will be on line for the entire fiscal year. A cost escalation factor of 3% is applied to personnel, and an average cost escalation factor of 2.5% is applied to variable and fixed operating costs.  Note 5 – Capital Project WA083 – estimated at $10.5M is budgeted in FY 2017. If needed, the funds will be borrowed internally with a multi-year repayment. The Town is also exploring business case need, options for efficiency, and additional funding to balance FY 2019 and beyond. This five year forecast assumes a 5% rate increase in FY 2019 and internal borrowing and repayment (over ten years) to finance capital projects. 47 Table of Contents Wastewater Fund Five-Year Forecast Notes Budget FY 2017 Projected FY 2018 Projected FY 2019 Projected FY 2020 Projected FY 2021 BEGINNING FUND BALANCE 18,459,097 4,707,848 4,508,454 4,210,658 6,254,676 AVAILABLE FUND BALANCE 18,459,097 4,707,848 4,508,454 4,210,658 6,254,676 25,560,756 84,244 26,337,671 47,686 27,073,506 43,603 27,809,342 45,141 28,545,177 56,325 25,645,000 26,385,357 27,117,109 27,854,483 28,601,502 820,000 820,000 820,000 820,000 820,000 44,924,097 31,913,205 32,445,563 32,885,140 35,676,178 4,169,840 1,680,450 11,141,700 - 4,243,971 1,536,847 8,995,718 - 4,367,934 1,795,003 10,393,054 - 4,495,531 1,854,971 10,988,423 - 4,626,871 1,916,805 10,268,014 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES CAPITAL OUTLAY CAPITAL IMPROVEMENT PLAN CONTINGENCY 16,991,990 14,776,536 16,555,990 17,338,925 16,811,690 10,932,720 2,000,000 2,590,450 - 2,387,374 - - 392,974 - SUB-TOTAL ONE-TIME EXPENDITURES 12,932,720 2,590,450 2,387,374 - 392,974 TRANSFERS OUT 10,291,540 10,037,765 9,291,540 9,291,540 9,291,540 TOTAL USES 40,216,250 27,404,751 28,234,905 26,630,465 26,496,204 2,044,018 2,925,298 6,254,676 9,179,974 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 ANNUAL OPERATING RESULT (13,751,250) UNRESERVED FUND BALANCE 4,707,847 (199,394) 4,508,454 (297,796) 4,210,658 The Five Year Forecast for the Wastewater Fund includes the following assumptions:  Note 1 - Growth in customer accounts is estimated at 2,300 per year for the five-year planning period.  Note 2 – Wastewater rates are reviewed annually to ensure that operating revenues meet operating needs. During the FY 2016 rate analysis, it was determined that a rate increase was not necessary for FY 2017.  Note 3 – One time revenues include investment income and other related account fees.  Note 4 – The five-year forecast includes capital expenses related to the Greenfield Plant expansion, as well as the anticipated increase in operating costs related to utility and contractual costs as outlined by the IGA with the City of Mesa. A cost escalation factor of 3% is applied to personnel, and an average cost escalation factor of 2.5% is applied to variable and fixed operating costs. 48 Table of Contents Environmental Services – Residential Five-Year Forecast Notes Budget FY 2017 Projected FY 2018 Projected FY 2019 Projected FY 2020 Projected FY 2021 BEGINNING FUND BALANCE 15,382,440 11,148,260 10,795,494 9,326,008 9,030,127 AVAILABLE FUND BALANCE 15,382,440 11,148,260 10,795,494 9,326,008 9,030,127 14,622,582 152,917 15,836,394 176,641 16,113,300 203,025 16,390,207 224,208 16,667,113 236,327 14,775,500 16,013,035 16,316,325 16,614,415 16,903,440 170,000 170,000 170,000 170,000 170,000 30,327,940 27,331,294 27,281,819 26,110,423 26,103,568 7,319,510 1,610,740 5,381,430 - 7,453,252 1,666,128 5,399,810 - 7,674,651 1,723,272 5,714,739 - 7,902,636 1,782,224 5,869,750 - 8,137,405 1,843,041 6,068,795 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES DEBT RETIREMENT CAPITAL OUTLAY CAPITAL IMPROVEMENT PROGRAM CONTINGENCY 14,311,680 14,519,190 15,112,662 15,554,611 16,049,241 754,000 1,244,230 1,500,000 646,840 - 151,373 1,322,006 - 155,914 - 160,592 - SUB-TOTAL ONE-TIME EXPENDITURES 3,498,230 646,840 1,473,379 155,914 160,592 TRANSFERS OUT 1,369,770 1,369,770 1,369,770 1,369,770 1,369,770 TOTAL USES 19,179,680 16,535,800 17,955,811 17,080,295 17,579,603 ANNUAL OPERATING RESULT (4,234,180) UNRESERVED FUND BALANCE 11,148,260 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 (352,766) 10,795,494 (1,469,486) 9,326,008 (295,881) 9,030,127 (506,163) 8,523,964 The Five Year Forecast for the Residential Fund includes the following assumptions:  Note 1 - Growth in customer accounts is estimated at 1,300 per year for the five-year planning period.  Note 2 – Residential rates are reviewed annually to ensure that operating revenues meet operating needs. During the FY 2016 rate analysis, it was determined that no rate increases are necessary for the planning period of FY 2017-21.  Note 3 – One time revenues include investment income and other related account fees.  Note 4 – A cost escalation factor of 3% is applied to personnel, and an average cost escalation factor of 2.5% is applied to variable and fixed operating. 49 Table of Contents Environmental Services - Commercial Five-Year Forecast Notes Budget FY 2017 Projected FY 2018 Projected FY 2019 Projected FY 2020 Projected FY 2021 BEGINNING FUND BALANCE 1,748,457 1,392,687 1,363,067 1,274,619 1,140,140 AVAILABLE FUND BALANCE 1,748,457 1,392,687 1,363,067 1,274,619 1,140,140 2,342,686 31,983 2,347,969 36,867 2,347,969 43,001 2,347,969 48,615 2,347,969 53,341 2,374,670 2,384,837 2,390,970 2,396,584 2,401,310 - - - - - 4,123,127 3,777,523 3,754,037 3,671,203 3,541,450 673,720 282,620 1,170,450 - 693,848 278,966 1,193,183 - 714,578 285,940 1,223,013 - 735,927 293,088 1,253,588 - 757,915 300,415 1,284,928 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES DEBT RETIREMENT CAPITAL OUTLAY CAPITAL IMPROVEMENT PROGRAM CONTINGENCY 2,126,790 2,165,997 2,223,530 2,282,604 2,343,259 105,190 250,000 - 7,427 - - - SUB-TOTAL ONE-TIME EXPENDITURES 355,190 - 7,427 - - TRANSFERS OUT 248,460 248,460 248,460 248,460 248,460 2,730,440 2,414,457 2,479,417 2,531,064 2,591,719 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 ANNUAL OPERATING RESULT UNRESERVED FUND BALANCE 4 4 4 (355,770) 1,392,687 (29,620) 1,363,067 (88,447) 1,274,619 (134,480) 1,140,140 (190,408) 949,731 The Five Year Forecast for the Commercial Fund includes the following assumptions:  Note 1 – Growth in customer accounts is held constant for the five year planning period.  Note 2 – Commercial rates are reviewed annually to ensure that operating revenues meet operating needs. During the FY 2016 rate analysis, it was determined that no rate increases are necessary for the planning period of FY 2017-21.  Note 3 – One time revenues include investment income and other related account fees.  Note 4 – A cost escalation factor of 3% is applied to personnel, and an average cost escalation factor of 2.5% is applied to variable and fixed operating. 50 Table of Contents Streets Fund Five-Year Forecast PROPOSED - FIVE YEAR STREETS FUND FORECAST Budget Projected Projected FY 2017 FY 2018 FY 2019 Projected FY 2020 Projected FY 2021 BEGINNING FUND BALANCE 12,378,000 6,904,000 7,552,000 9,281,000 14,936,000 AVAILABLE FUND BALANCE 12,378,000 6,904,000 7,552,000 9,281,000 14,936,000 REVENUE REVENUES - ONGOING 24,801,000 24,802,000 25,297,000 25,802,000 26,316,900 TOTAL REVENUE 24,801,000 24,802,000 25,297,000 25,802,000 26,316,900 - - - - - TOTAL SOURCES 37,179,000 31,706,000 32,849,000 35,083,000 41,252,900 EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR PLAN 13,719,000 - 13,494,000 100,000 155,000 13,494,000 100,000 - 13,494,000 100,000 - 13,494,000 100,000 - SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES ONE-TIME EXPENDITURES FIVE YEAR PLAN - ONE TIME CIP - ONE TIME EXPENDITURES OTHER CAPITAL OUTLAY CONTINGENCY 13,719,000 13,749,000 13,594,000 13,594,000 13,594,000 225,000 4,196,000 5,857,000 1,400,000 230,000 2,105,000 3,191,000 - 530,000 1,374,000 3,191,000 - 230,000 1,665,000 3,191,000 - 230,000 3,191,000 - SUB-TOTAL ONE-TIME EXPENDITURES 11,678,000 5,526,000 5,095,000 5,086,000 3,421,000 4,878,000 4,879,000 4,879,000 1,467,000 1,467,000 TOTAL USES 30,275,000 24,154,000 23,568,000 20,147,000 18,482,000 ANNUAL OPERATING RESULT (5,474,000) 648,000 1,729,000 5,655,000 7,834,900 UNRESERVED FUND BALANCE 6,904,000 7,552,000 9,281,000 14,936,000 22,770,900 TRANSFERS IN TRANSFERS OUT 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.  Contingency is included in FY 2017 at $1.4M, but will be evaluated annually during the budget process to determine appropriate budget level in subsequent years.  FY 2020 – Transfers out decrease significantly due to the retirement of 2007 HURF bonds. 51 Table of Contents Revenue Summary By Fund 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 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 $ 129,306,121 120,290,519 96,352 537,640 258,841 6,720,575 3,887,639 1,572,650 3,483,893 56,037 $ 136,904,146 121,665,000 91,000 522,000 219,000 6,244,000 3,405,000 1,619,000 3,314,000 $ 137,079,000 125,894,000 89,500 414,000 232,000 5,843,000 3,755,000 1,653,000 3,329,500 $ 141,210,000 140,205,000 91,500 394,000 233,000 5,773,000 3,601,000 1,690,000 3,223,000 $ 155,210,500 $ 38,938,293 24,730,318 15,608,152 2,456,269 81,733,032 $ 40,391,000 25,302,000 15,875,000 2,427,000 83,995,000 $ 40,321,000 24,966,700 15,571,470 2,554,610 83,413,780 $ 41,201,000 25,645,000 14,775,500 2,374,670 83,996,170 ENTERPRISE OPERATIONS: Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial TOTAL ENTERPRISE $ 39,283,038 23,983,043 14,866,687 2,484,273 80,617,041 STREETS $ 19,475,356 $ 211,237,002 $ 21,838,000 $ 22,051,000 $ 24,801,000 INTERNAL SERVICES $ 22,434,268 $ 24,668,322 $ 23,572,000 $ 24,542,130 $ 29,030,630 REPLACEMENT FUNDS: General Street Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial Fleet TOTAL REPLACEMENT FUNDS $ 69,964 184,614 293,322 279,678 64,898 3,865 1,273 897,614 $ 118,990 104,746 341,562 335,302 205,275 3,203 1,545 1,110,623 $ 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 $ 40,000 20,000 200,000 200,000 40,000 3,000 503,000 SUB TOTAL OPERATING FUNDS $ 252,730,400 $ 265,539,825 $ 266,987,000 $ 271,719,910 $ 293,541,300 $ 826,213 40,623,303 1,140,164 303,879 2,531,281 1,556,412 46,981,252 1,895,160 35,645,000 7,963,510 298,000 2,571,320 3,503,480 51,876,470 $ 610,270 39,775,000 296,000 310,000 2,571,320 2,338,390 45,900,980 $ 1,938,500 39,675,000 7,709,650 310,000 2,953,990 3,758,140 56,345,280 $ 163,919,480 $ 17,316,180 $ 201,846,650 $ 130,065,000 SPECIAL REVENUE FUNDS: CDBG/HOME Development Fees Grants Police Impound Special Districts Other Special Revenue TOTAL SPECIAL REVENUE $ 1,120,219 38,992,837 1,137,914 290,907 2,368,248 1,814,798 45,724,923 OTHER CAPITAL FUNDS $ 5,886,753 $ 7,770,427 DEBT SERVICE $ 20,545,732 $ 92,902,631 $ 28,300,060 $ 79,413,000 TRUST ACCOUNTS $ 49 $ 68 $ - $ - GRAND TOTAL REVENUE $ 324,887,857 $ 413,194,203 $ $ 511,083,010 $ 414,350,070 $ - $ 681,798,230 CARRY OVER FUNDS $ 168,696,400 TOTAL RESOURCES $ 850,494,630 52 Table of Contents Revenue Summary By Fund By Type GENERAL FUND Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL GENERAL FUND ENTERPRISE FUNDS Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL ENTERPRISE FUNDS 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 69,471,587 4,748,311 44,039,433 5,850,987 3,861,173 1,334,630 $ 129,306,121 74,530,974 4,790,601 47,052,109 5,841,655 3,846,881 841,926 $ 136,904,146 75,525,000 4,398,000 47,404,000 5,570,000 3,405,000 777,000 $ 137,079,000 79,190,000 3,958,000 47,833,000 5,741,000 3,718,000 770,000 $ 141,210,000 84,220,000 3,948,000 57,128,000 5,576,500 3,576,000 762,000 $ 155,210,500 $ 69,111 1,082,133 78,898,249 1,293 566,255 80,617,041 $ 58,174 1,144,303 80,009,472 159 520,924 81,733,032 $ 60,000 1,000,000 82,392,000 543,000 83,995,000 $ 70,700 1,000,000 81,830,080 513,000 83,413,780 $ 60,000 1,100,000 82,370,170 466,000 83,996,170 $ 19,172,565 6,462 2,321 294,008 19,475,356 $ 20,865,938 5,452 8,873 243,439 21,123,702 $ 21,734,000 4,000 100,000 21,838,000 $ 21,950,000 1,000 100,000 22,051,000 $ 24,700,000 1,000 100,000 24,801,000 $ 625,447 21,681,650 127,171 22,434,268 $ 550,270 21,764,165 2,353,887 24,668,322 $ 605,000 22,908,000 59,000 23,572,000 $ 605,000 23,136,690 800,440 24,542,130 $ 605,000 28,361,290 64,340 29,030,630 $ 30,372 731 8,886 705,010 897,614 $ 172,109 790 75,004 862,720 1,110,623 $ 503,000 503,000 $ 503,000 503,000 $ 503,000 503,000 $ 40,886,821 2,236,108 1,515,692 604,577 957 480,768 45,724,923 $ 42,601,688 1,959,741 1,260,923 619,587 1,049 538,264 46,981,252 $ 37,821,320 10,473,670 1,653,090 561,000 1,367,390 51,876,470 $ 41,951,320 1,521,270 1,459,000 612,000 357,390 45,900,980 $ 42,233,990 10,259,780 1,878,120 604,000 1,369,390 56,345,280 53 Table of Contents Revenue Summary By Fund By Type Actual FY 2014 OTHER CAPITAL FUNDS Intergovernmental Charges for Service Special Assessments Other Non-Operating TOTAL OTHER CAPITAL FUNDS $ Actual FY 2015 4,397,894 232,121 1,256,738 5,886,753 DEBT SERVICE Taxes and Fees Special Assessments Other Non-Operating TOTAL DEBT SERVICE $ 18,315,083 2,069,615 140,762 20,545,732 TRUST ACCOUNTS Other Non-Operating TOTAL TRUST ACCOUNTS $ 49 49 GRAND TOTAL REVENUE $ 324,887,857 Budget FY 2016 Projected FY 2016 $ 6,777,498 118,422 874,507 7,770,427 14,997,000 882,480 100,000,000 48,040,000 $ 163,919,480 $ 19,422,848 1,178,840 72,295,415 92,902,631 $ 68 68 $ 413,194,203 54 Budget FY 2017 $ 16,638,000 678,180 17,316,180 29,140,000 1,696,650 171,010,000 $ 201,846,650 $ 21,200,000 7,000,060 100,000 28,300,060 $ 21,200,000 2,113,000 56,100,000 79,413,000 23,000,000 6,965,000 100,100,000 $ 130,065,000 $ - $ - $ 511,083,010 $ 414,350,070 $ - $ 681,798,230 Table of Contents Revenue Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 66,187,929 1,834,769 380,324 484,833 18,118,706 23,204,633 1,286,862 386,895 246,406 - 71,374,278 1,804,405 381,530 551,368 19,041,027 25,222,298 1,200,604 383,583 329,541 1,885 72,760,000 1,500,000 385,000 480,000 19,375,000 25,085,000 1,375,000 475,000 230,000 - 76,000,000 2,000,000 390,000 500,000 20,000,000 25,085,000 1,180,000 400,000 339,000 - 81,000,000 2,000,000 395,000 550,000 22,800,000 30,356,000 1,205,000 400,000 1,499,000 - $ 112,131,357 $ 120,290,519 $ 121,665,000 $ 125,894,000 $ 140,205,000 61,596 62,910 70,000 70,000 70,000 2,352 3,341 - - - Human Resources: Administration Risk Management Total Human Resources 8,967 2,256 11,223 5,802 2,978 8,780 7,000 7,000 7,000 7,000 7,000 7,000 Economic Development 3,285 - - - - InformationTechnology: Application Operations Total InformationTechnology 1,214 1,214 3,077 3,077 - - - Town Clerk 8,342 839 2,000 500 500 11,531 13,768 12,000 12,000 12,000 GENERAL FUND NON-ALLOCATED: Privilege License Tax CATV Franchise Fee Electric Franchise Natural Gas Franchise State Shared Priv License Tax Urban Revenue Sharing SRP in Lieu Investment Income Other Revenue Use Permit Fees TOTAL NON-ALLOCATED MANAGEMENT AND POLICY Mayor and Council Town Manager Town Prosecutor TOTAL MANAGEMENT AND POLICY $ MANAGEMENT SERVICES Accounting Purchasing Tax Compliance TOTAL MANAGEMENT SERVICES $ 96,352 45,248 87,709 583,732 $ MUNICIPAL COURT Municipal Court TOTAL MUNICIPAL COURT 99,543 716,689 27,736 90,511 419,393 $ 537,640 240,498 $ 240,498 $ 258,841 55 $ 22,000 100,000 400,000 $ 258,841 $ 91,000 522,000 219,000 $ 19,000 95,000 300,000 $ 219,000 $ 89,500 414,000 19,000 100,000 275,000 $ 232,000 $ 232,000 91,500 394,000 233,000 $ 233,000 Table of Contents Revenue Detail Actual FY 2014 DEVELOPMENT SERVICES Permits and Licensing Plan Review & Inspection-Bldg Plan Review & Inspection-Fire Plan Review & Inspection-Eng Plan Review & Inspection-Code Planning Services 379,722 3,394,959 386,135 1,964,713 695 657,220 TOTAL DEVELOPMENT SERVICES $ 6,783,444 PUBLIC WORKS Engineering Services TOTAL PUBLIC WORKS $ PARKS AND RECREATION Administration Public Safety Center Heritage Annex Municipal Center Facilities Administration $ 6,720,575 $ $ 3,920,204 1,551,762 $ $ 3,887,639 $ 1,572,650 (70,449) 217,800 35,962 148 112 83 217,800 11,424 - 56 $ - $ 3,405,000 $ 1,619,000 15,000 218,000 10,000 - $ - $ 3,755,000 $ 1,653,000 218,000 10,000 - - 630,000 458,000 1,630,000 385,000 30,000 3,000 150,000 315,000 $ 10,000 47,000 1,523,000 73,000 $ 5,773,000 - 700,000 452,000 1,705,000 380,000 30,000 3,000 160,000 325,000 - 10,000 13,000 1,523,000 73,000 $ 5,843,000 514,000 3,300,000 350,000 1,075,000 534,000 - 750,000 445,000 1,350,000 355,000 30,000 5,000 120,000 350,000 - 11,417 9,770 1,459,436 85,516 6,141 230 140 $ 6,244,000 Budget FY 2017 509,000 3,300,000 350,000 1,103,000 581,000 - 500 155 778,802 538,988 1,622,007 399,185 32,087 6,512 143,610 4,513 352,027 1,500 7,634 119 23,376 13,960 1,421,844 91,947 635 $ - Projected FY 2016 429,000 3,300,000 350,000 1,580,000 585,000 - 184 869,365 477,834 1,569,331 405,771 34,791 9,586 142,735 380,526 15,199 11,900 2,982 FIRE AND RESCUE DEPARTMENT Administration Training Operations Prevention Public Education Investigations Emergency Operations Center TOTAL FIRE AND RESCUE 24,200 Budget FY 2016 486,105 3,638,386 336,772 1,688,264 880 570,168 24,200 POLICE DEPARTMENT Internal Affairs Animal Control Incarceration Uniform Patrol Traffic Unit Detention / Court Support Records Property Alarm Management Training Coordination Counseling Services General Investigations Property Crimes Persons Crimes VCU TOTAL POLICE DEPARTMENT Actual FY 2015 3,601,000 10,000 84,000 1,523,000 73,000 $ 1,690,000 218,000 10,000 - Table of Contents Revenue Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Parks and Open Space Freestone Park Crossroads Park McQueen Park Hetchler Park Discovery Park Cosmo Park Elliot District Park Sunview Park Villa Madeira Park Water Tower Park Trail System Riparian 42,423 70,381 176,053 99,704 7,135 58,623 4,931 193,706 663 1,470 2,032 - 17,177 100,739 134,259 132,395 388 64,169 5,813 201,836 800 225 504 - 8,000 66,000 137,000 96,000 8,000 62,000 2,000 200,000 - 25,000 90,500 145,000 132,000 6,000 82,000 1,000 190,000 26,000 25,000 93,000 128,000 132,000 6,000 82,000 1,000 75,000 26,000 Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool Wililams Field Pool 95 83,929 138,651 96,440 97,056 22 76,122 146,687 105,726 85,026 82,000 137,000 105,000 103,000 81,000 140,000 103,000 80,000 81,000 140,000 103,000 80,000 Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Perry Branch Library 145,071 245,187 4,367 805,352 144,179 117,635 162,887 230,305 8,830 770,089 153,213 138,079 143,000 215,000 845,000 142,000 125,000 123,000 196,000 815,000 144,000 126,000 138,000 211,000 815,000 138,000 125,000 Youth Sports Adult Sports Special Events Adaptive Recreation Outdoor Programs 70,599 218,262 226,379 14,343 - 51,045 365,942 276,529 21,714 4,065 55,000 275,000 250,000 15,000 - 50,000 275,000 250,000 21,000 - 50,000 275,000 250,000 21,000 - TOTAL PARKS AND RECREATION $ NON DEPARTMENTAL Capital Projects 3,248,239 $ 3,483,893 590,185 56,037 $ 56,037 3,314,000 $ - $ $ - 3,223,000 - $ TOTAL GENERAL FUND $ 129,306,121 $ 136,904,146 $ 137,079,000 $ 141,210,000 $ 155,210,500 35,784,566 249,924 282,574 301,021 35,347,439 256,399 211,760 293,570 37,000,000 275,000 200,000 300,000 37,000,000 275,000 220,000 300,000 37,800,000 275,000 200,000 300,000 57 $ 3,329,500 TOTAL NON DEPARTMENTAL ENTERPRISE OPERATIONS WATER Non-Allocated: Meter Water Sales Meter Installation Hydrant Water Metered Sales Account Activation Fee 590,185 $ $ - Table of Contents Revenue Detail Delinquency/Late Fee Investment Income Other Non-Allocated Total Non-Allocated Production: North Water Plant Production Santan Vista Treatment Plant Total Production Distribution Metering Public Works Administration TOTAL WATER $ WASTEWATER Non-Allocated: Reuse/Recharge Water Use Commercial Wastewater Residential Wastewater Investment Income Total Non-Allocated Actual FY 2014 Actual FY 2015 Budget FY 2016 1,103,989 246,498 157,260 38,125,832 1,007,228 229,977 163,199 37,509,572 1,065,000 275,000 6,000 39,121,000 975,000 275,000 6,000 39,051,000 975,000 275,000 6,000 39,831,000 2,347 1,082,133 1,084,480 68 1,144,303 1,144,371 1,000,000 1,000,000 1,000,000 1,000,000 1,100,000 1,100,000 16,554 30,516 - 5,360 47,827 231,163 40,000 230,000 40,000 230,000 40,000 230,000 39,283,038 $ 38,938,293 $ Projected FY 2016 40,391,000 $ Budget FY 2017 40,321,000 $ 41,201,000 782,962 2,042,193 20,570,940 120,265 23,516,360 855,190 2,248,939 21,454,357 103,963 24,662,449 800,000 2,300,000 22,072,000 120,000 25,292,000 896,000 2,404,000 21,566,000 90,000 24,956,000 880,000 2,300,000 22,412,000 43,000 25,635,000 422,979 38,374 - - - Plant Operations: Neely Treatment Facility Total Plant Operations 5,836 5,836 - - - - Reclaimed: Effluent Recharge Total Reclaimed 3,444 3,444 - - - - Quality Riparian Programs 9,111 25,313 10,174 19,321 10,000 - 10,700 - 10,000 - Collection TOTAL WASTEWATER $ 23,983,043 ENVIRONMENTAL SVC - RESIDENTIAL Non-Allocated: Collection 14,055,635 Investment Income 89,415 Other Non-Allocated 3,600 Total Non-Allocated 14,148,650 Administration Uncontained Recycling Environmental Programs $ 24,730,318 $ 25,302,000 $ 24,966,700 $ 25,645,000 14,516,976 108,719 1,519 14,627,214 15,000,000 100,000 15,100,000 14,734,170 100,000 14,834,170 14,116,000 100,000 14,216,000 22,351 942,306 16,281 25,000 735,000 15,000 17,530 700,310 19,460 25,000 519,500 15,000 27,333 675,086 15,618 58 Table of Contents Revenue Detail Actual FY 2014 TOTAL ENVIRO SVC RESIDENTIAL $ ENVIRONMENTAL SVC - COMMERCIAL Non-Allocated: Collection Investment Income Other Non-Allocated Total Non-Allocated Administration Collections Rolloffs 14,866,687 Actual FY 2015 $ 15,608,152 (501) 9,854 2,220 11,573 Budget FY 2016 $ (8,309) 11,838 2,319 5,848 60,000 1,793,387 619,313 48,000 1,857,896 544,525 Projected FY 2016 15,875,000 $ Budget FY 2017 15,571,470 $ 14,775,500 13,000 13,000 13,000 13,000 13,000 13,000 50,000 1,767,000 597,000 60,000 1,836,200 645,410 50,000 1,714,670 597,000 TOTAL ENVIRO SVC COMMERCIAL $ 2,484,273 $ 2,456,269 $ 2,427,000 $ 2,554,610 $ 2,374,670 $ 80,617,041 $ 81,733,032 $ 83,995,000 $ 83,413,780 $ 83,996,170 TOTAL ENTERPRISE STREETS Non-Allocated: Highway User Tax Auto Lieu Tax Investment Income Other Non-Allocated Total Non-Allocated Street Maintenance: Asphalt Patching Fog Sealing Total Street Maintenance Traffic Control: Street Signs Street Lighting Traffic Signal Maintenance Total Traffic Control Right of Way Maintenance: Landscape Maintenance Concrete Repair Total Right of Way Maintenance TOTAL STREETS $ INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance Dental Self-Insurance TOTAL INTERNAL SERVICES 11,747,325 7,425,240 93,593 42,428 19,308,586 12,900,529 7,960,788 94,559 19,549 20,975,425 13,500,000 8,234,000 100,000 21,834,000 13,500,000 8,450,000 100,000 22,050,000 15,000,000 9,700,000 100,000 24,800,000 846 130 976 4,621 4,621 - - - 6,157 117,823 38,397 162,377 2,720 111,107 25,481 139,308 4,000 4,000 1,000 1,000 1,000 1,000 2,347 1,070 3,417 900 2,261 4,348 - - - 19,475,356 $ 7,478,957 435,167 13,407,723 1,112,421 $ 22,434,268 21,123,702 $ 7,474,597 1,282 16,079,619 1,112,824 $ 24,668,322 59 21,838,000 $ 8,159,000 401,000 13,855,000 1,157,000 $ 23,572,000 22,051,000 $ 8,159,000 15,226,130 1,157,000 $ 24,542,130 24,801,000 8,159,000 19,714,630 1,157,000 $ 29,030,630 Table of Contents Revenue Detail Actual FY 2014 REPLACEMENT FUNDS General Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial Streets Fleet Actual FY 2015 69,964 293,322 279,678 64,898 3,865 184,614 1,273 118,990 341,562 335,302 205,275 3,203 104,746 1,545 $ 1,110,623 Projected FY 2016 40,000 200,000 200,000 40,000 3,000 20,000 $ 503,000 Budget FY 2017 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 $ 252,730,400 $ 265,539,825 $ 266,987,000 $ 271,719,910 $ 293,541,300 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 Wastewater SDF - Neely Wastewater SDF - Greenfield Grants Police Impound Street Light Improvement Parkway Improvement Other Special Revenue 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 1,814,798 826,213 160,678 1,688,300 3,914,269 2,063,008 2,595,244 8,759,378 10,582,761 2,711,735 968,485 384,110 6,795,335 1,140,164 303,879 1,628,379 902,902 1,556,412 1,895,160 165,000 2,015,000 2,300,000 3,100,000 2,300,000 8,065,000 9,600,000 2,150,000 450,000 5,500,000 7,963,510 298,000 1,731,680 839,640 3,503,480 610,270 165,000 1,715,000 4,000,000 2,100,000 2,700,000 8,865,000 10,580,000 2,150,000 1,200,000 6,300,000 296,000 310,000 1,731,680 839,640 2,338,390 1,938,500 165,000 1,815,000 4,000,000 2,100,000 2,700,000 8,865,000 10,580,000 2,150,000 1,000,000 6,300,000 7,709,650 310,000 1,952,850 1,001,140 3,758,140 TOTAL SPECIAL REVENUE FUNDS $ 45,724,923 OTHER CAPITAL FUNDS Administration CIP Contingency Source Outside Sources Prop 400 Bond Proceeds MPC Intergovernmental TOTAL OTHER CAPITAL FUNDS DEBT SERVICE General Obligation Debt Improvement Districts MPC - Public Facilities 897,614 Budget FY 2016 $ 738,408 3,349,597 1,566,627 232,121 $ 5,886,753 18,397,512 2,094,274 42,882 $ 46,981,252 $ 51,876,470 728,620 861,275 6,062,110 118,422 - 882,480 100,000,000 12,590,000 2,407,000 48,040,000 - 7,770,427 $ 163,919,480 52,016,992 1,189,312 (31,565) 60 21,300,000 7,000,060 - $ $ 45,900,980 $ 56,345,280 678,180 11,935,000 4,703,000 - 1,696,650 100,000,000 2,056,000 71,010,000 27,084,000 17,316,180 $ 201,846,650 21,300,000 2,113,000 - 23,100,000 6,965,000 - Table of Contents Revenue Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 $ 4,353 37,084 39,686,455 92,902,631 $ 28,300,060 $ 56,000,000 79,413,000 $ 68 $ - $ - MPC - Water Miscellaneous Revenue Obligations TOTAL DEBT SERVICE $ 3,942 7,122 20,545,732 TRUST ACCOUNTS $ 49 GRAND TOTAL REVENUE $ 324,887,857 $ 413,194,203 61 Projected FY 2016 $ 511,083,010 Budget FY 2017 $ 414,350,070 100,000,000 $ 130,065,000 $ - $ 681,798,230 Table of Contents Expense Summary Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 21,295,942 19,528,330 22,872,060 21,155,875 22,476,985 Management Services 1,813,211 1,933,317 2,115,660 2,121,960 2,298,695 Municipal Court 2,979,809 3,120,401 3,117,380 3,177,980 3,237,830 Development Services 5,288,148 5,381,493 5,572,570 5,496,590 6,014,940 770,330 675,675 765,430 566,070 1,050,950 Police 40,369,015 41,224,157 44,176,410 43,442,490 47,993,310 Fire and Rescue 24,771,708 25,418,802 28,807,110 28,070,760 29,860,230 Parks and Recreation 15,062,399 16,227,305 17,645,970 17,538,102 17,907,050 9,287,363 13,789,825 26,551,120 12,730,790 36,835,730 - - 13,990,000 4,500,000 15,000,000 $ 121,637,925 $ 127,299,305 $ 165,613,710 $ 138,800,617 $ 182,675,720 Water 36,663,759 24,607,127 51,258,600 26,723,463 51,336,170 Wastewater 18,695,632 16,124,319 26,513,150 15,600,525 29,924,710 Environmental Svc - Residential 11,495,175 14,218,263 20,198,610 15,056,030 17,809,910 GENERAL FUND: Management and Policy Public Works - Engineering Non-Departmental Contingency/Reserves TOTAL GENERAL FUND ENTERPRISE OPERATIONS: 2,165,175 3,067,790 2,352,867 2,481,980 TOTAL ENTERPRISE Environmental Svc - Commercia $ 68,829,760 1,975,194 $ 57,114,884 $ 101,038,150 $ 59,732,885 $ 101,552,770 STREETS $ 17,442,871 $ 18,712,919 $ 25,117,500 $ 18,577,930 $ 25,397,400 INTERNAL SERVICES $ 24,144,222 $ 24,347,619 $ 26,139,300 $ 27,754,540 $ 28,445,420 REPLACEMENT FUNDS: General 599,824 1,070,020 4,290,340 2,800,000 4,347,820 Streets 368,768 64,916 1,068,340 332,000 1,052,520 2,535,898 2,012,172 10,544,530 3,879,990 8,158,790 Wastewater 267,994 319,187 8,255,520 89,450 16,951,140 Environmental Svc - Residential 914,318 908,919 2,789,810 2,243,000 3,474,000 Environmental Svc - Commercia 337,134 7,590 609,870 210,000 508,450 Water TOTAL REPLACEMENT FUNDS $ 5,023,936 $ 4,382,804 $ 27,558,410 $ 9,554,440 $ 34,492,720 SUBTOTAL OPERATING FUNDS $ 237,078,714 $ 231,857,531 $ 345,467,070 $ 254,420,412 $ 372,564,030 CDBG/HOME 1,120,160 835,764 1,895,160 599,467 1,948,460 Development Fees 4,361,713 7,416,240 11,556,160 3,557,720 30,932,250 Grants SPECIAL REVENUE FUNDS: 1,057,955 1,308,161 7,963,510 295,800 7,709,650 Police Impound 278,880 251,977 308,560 324,760 355,580 Special Districts 2,452,104 2,545,656 2,859,410 2,732,359 3,095,370 Other Special Revenue 1,622,876 1,707,473 4,248,250 1,746,915 4,271,060 TOTAL SPECIAL REVENUE $ 10,893,688 $ 14,065,271 $ 28,831,050 $ 9,257,021 OTHER CAPITAL FUNDS $ 18,130,244 $ 41,285,373 $ 179,805,870 $ 16,112,816 $ 266,571,070 DEBT SERVICE $ 56,454,578 $ 82,427,209 $ 60,902,730 $ 56,295,596 $ 163,044,660 TRUST ACCOUNTS $ 2,500 $ 2,500 $ 2,500 $ 2,500 GRAND TOTAL EXPENSES $ 322,559,724 $ 369,637,884 62 $ 615,009,220 $ 336,088,345 $ $ 48,312,370 2,500 $ 850,494,630 Table of Contents Expense Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 GENERAL FUND MANAGEMENT AND POLICY Mayor and Council Boards and Commissions 647,739 23,477 661,228 25,132 825,090 35,500 685,410 27,300 797,950 33,440 Town Manager Communications Intergovernmental Relations 986,120 750,129 274,637 2,917,040 797,034 300,285 3,833,970 825,110 297,460 3,292,000 809,340 183,450 1,280,010 973,180 316,430 Human Resources: Administration Learning and Development Risk Management Payroll Total Human Resources 1,282,524 409,367 362,085 227,847 2,281,823 1,237,279 393,468 348,388 224,547 2,203,682 1,474,740 487,880 346,490 228,880 2,537,990 1,193,920 456,280 361,220 239,000 2,250,420 1,552,090 409,890 465,070 232,680 2,659,730 Economic Development: Economic Development Admin Redevelopment Shop Gilbert Tourism Total Economic Development 1,260,311 3,643,227 28,529 4,932,067 1,317,045 111,867 9,829 101,920 1,540,661 1,434,250 202,070 13,500 425,200 2,075,020 1,284,950 119,820 13,500 476,040 1,894,310 1,521,500 3,470 13,500 328,860 1,867,330 Information Technology: Administration Communication Services Application Operations GIS Application and Support Imaging Support Copy and Printing Services Total InformationTechnology 254,723 3,960,699 2,429,234 720,317 4 7,364,977 265,251 3,242,349 3,030,349 655,034 7,192,983 292,920 3,396,900 3,761,300 782,040 8,233,160 289,740 3,233,350 3,836,775 689,280 260,000 8,309,145 297,320 4,620,960 4,258,345 806,630 260,000 10,243,255 629,184 515,470 110,951 722,524 578,130 3,414 710,480 593,380 136,280 621,140 528,790 15,870 682,460 655,160 121,800 1,023,362 1,756,006 2,779,368 802,722 1,783,495 2,586,217 1,015,130 1,753,490 2,768,620 807,370 1,731,330 2,538,700 1,039,780 1,806,460 2,846,240 Management and Budget Town Clerk Neighborhood Services Legal: General Counsel Prosecutor Total Legal TOTAL MANAGEMENT AND POLIC $ MANAGEMENT SERVICES Finance: Administration Accounting Purchasing Tax Compliance Total Finance 21,295,942 184,786 896,590 356,054 375,781 1,813,211 $ 19,528,330 196,535 916,621 406,095 414,066 1,933,317 63 $ 22,872,060 187,090 919,220 543,930 465,420 2,115,660 $ 21,155,875 252,570 927,030 524,550 417,810 2,121,960 $ 22,476,985 304,200 950,000 551,520 492,975 2,298,695 Table of Contents Expense Detail Actual FY 2014 1,813,211 TOTAL MANAGEMENT SERVICES $ Actual FY 2015 $ 1,933,317 COURT Municipal Court TOTAL COURT $ $ DEVELOPMENT SERVICES Administration Permits and Licensing 2,979,809 2,979,809 3,120,401 3,120,401 Budget FY 2016 $ 2,115,660 $ 3,117,380 3,117,380 Projected FY 2016 $ 2,121,960 $ 3,177,980 3,177,980 Budget FY 2017 $ 2,298,695 $ 3,237,830 3,237,830 289,904 395,243 233,006 613,962 265,800 618,540 207,130 652,930 212,940 697,160 Plan Review and Inspection: Administration Building Fire Engineering Planning Code Total Plan Review and Inspection 221,850 1,389,701 177,975 845,905 261,135 567,319 3,463,885 229,281 1,344,654 194,150 923,960 266,651 508,132 3,466,828 232,500 1,417,340 210,120 913,330 264,410 578,010 3,615,710 236,800 1,505,340 179,460 880,640 259,820 509,450 3,571,510 240,940 1,509,590 238,540 960,130 278,010 580,850 3,808,060 Planning Services 1,139,116 1,067,697 1,072,520 1,065,020 1,296,780 TOTAL DEVELOPMENT SERVICES $ PUBLIC WORKS Engineering Services: Administration Development Traffic Total Engineering Services TOTAL PUBLIC WORKS POLICE DEPARTMENT Administration Animal Control Incarceration Professional Standards: Internal Affairs Hiring/Inspections Alarm Management Training & Program Coordination Crime Prevention Total Professional Standards Patrol Services: Uniform Patrol Detention / Court Support Enforcement Support Civilian Support Total Patrol Services 5,288,148 $ 265,239 153,928 351,163 770,330 $ 770,330 5,381,493 $ 148,795 145,402 381,478 675,675 $ 675,675 5,572,570 $ 199,730 189,200 376,500 765,430 $ 765,430 5,496,590 $ 143,460 204,990 217,620 566,070 $ 566,070 6,014,940 375,480 190,040 485,430 1,050,950 $ 1,050,950 832,230 91,035 1,463,378 686,327 143,966 1,454,453 699,930 145,000 1,500,000 720,210 144,000 1,400,000 2,348,540 145,000 1,581,000 509,184 312,640 89,482 359,021 238,661 1,508,988 506,057 430,139 70,201 419,720 245,423 1,671,540 526,630 430,300 70,410 549,880 245,180 1,822,400 557,640 453,900 463,170 191,850 1,666,560 532,560 564,330 441,240 228,050 1,766,180 16,413,487 509,888 756,465 17,679,840 16,900,722 691,831 813,345 426,966 18,832,864 17,482,380 664,400 791,210 520,340 19,458,330 17,841,220 802,920 803,220 399,490 19,846,850 19,254,460 900,240 834,910 336,640 21,326,250 64 Table of Contents Expense Detail Actual FY 2014 Support Services: Administration Records Communications Property Planning and Research Total Support Services Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 546,285 935,972 2,982,823 635,806 164,332 5,265,218 384,075 855,808 2,945,937 608,500 169,177 4,963,497 419,390 1,018,620 3,022,780 607,150 167,280 5,235,220 385,460 1,034,760 3,025,860 591,130 167,730 5,204,940 452,440 1,091,870 3,198,700 635,100 174,850 5,552,960 910,116 747,497 853,080 809,550 877,520 Investigations: General Investigations Persons Crimes - CSCU Persons Crimes - VCU Property Crimes Intel and Analysis Unit Crime Scene Unit Total Investigations 1,178,304 1,204,665 1,005,163 1,372,166 810,640 5,570,938 1,167,749 1,173,057 1,026,284 1,337,831 1,017,967 5,722,888 1,448,630 1,496,450 1,337,130 1,522,520 1,169,220 6,973,950 667,130 1,364,450 1,066,050 1,326,610 1,160,670 684,520 6,269,430 680,710 1,467,820 995,800 1,494,570 1,341,310 733,880 6,714,090 Special Enforcement: Crime Suppression Traffic Unit School Programs Total Special Enforcement: 1,440,637 2,662,280 1,079,840 5,182,757 1,491,450 2,434,969 1,124,121 5,050,540 1,857,740 2,546,010 1,155,280 5,559,030 1,876,530 2,534,070 1,183,480 5,594,080 1,888,550 2,590,150 1,208,860 5,687,560 Tactical Operations: SWAT Crime Apprehension Special Investigations Total Tactical Operations 159,121 918,696 786,698 1,864,515 291,389 807,402 851,794 1,950,585 223,030 809,900 896,540 1,929,470 233,580 789,820 763,470 1,786,870 272,370 837,230 884,610 1,994,210 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 $ 40,369,015 $ 41,224,157 $ 44,176,410 $ 43,442,490 $ 47,993,310 677,211 677,211 721,193 4,278 725,471 680,460 466,610 1,147,070 678,710 457,570 1,136,280 1,056,550 316,130 1,372,680 864,232 22,150,831 23,015,063 681,118 22,736,678 5,951 23,423,747 741,920 23,371,250 2,126,580 26,239,750 713,010 22,596,360 2,194,840 25,504,210 817,580 23,888,070 2,325,880 27,031,530 603,321 183,885 292,228 615,324 449,428 204,832 752,160 513,910 154,220 715,500 560,120 154,650 742,170 557,820 156,030 24,771,708 $ 25,418,802 65 $ 28,807,110 $ 28,070,760 $ 29,860,230 Table of Contents Expense Detail Actual FY 2014 PARKS AND RECREATION Administration Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 886,561 1,155,371 1,200,200 1,216,790 1,174,120 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 881,557 426,753 120,973 150,225 762,522 209,256 24,395 14,982 2,590,663 974,407 490,931 115,431 158,319 963,490 202,646 27,659 11,533 2,944,416 1,203,160 470,230 181,230 197,850 933,250 220,040 30,980 42,060 3,278,800 930,575 464,210 296,260 192,970 923,060 206,410 28,180 37,940 3,079,605 1,108,090 435,490 143,780 189,520 1,139,900 215,370 42,380 18,740 3,293,270 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 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 2,181,461 384,095 456,066 249,291 162,868 47,226 35,599 10,348 3,511 40,833 25,612 19,832 9,180 9,775 21,669 12,787 11,783 166,647 165,282 95,145 23,178 19,460 26,280 51,131 78,648 32,201 68,305 4,408,213 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 2,247,117 491,020 531,790 263,630 122,430 53,120 34,100 5,000 362,830 10,230 7,870 46,260 26,270 28,550 15,960 7,950 23,770 12,700 16,600 222,790 134,270 75,680 30,250 27,500 35,970 88,650 117,760 10,500 71,760 5,122,327 2,404,760 519,050 325,760 252,920 142,030 46,140 35,950 5,000 405,880 11,100 6,920 55,900 24,520 27,440 13,900 7,400 25,760 13,330 16,830 227,080 154,030 75,350 32,220 27,450 30,570 22,750 107,050 22,500 72,020 5,111,610 3,970 270,897 209,670 175,983 24,954 263,892 229,580 177,952 275,600 251,600 216,330 260 243,790 245,570 213,760 281,520 240,300 253,720 Aquatics: Gilbert Pool Mesquite Pool Greenfield Pool Perry Pool 66 Table of Contents Expense Detail Williams Field Pool Total Aquatics Recreation Centers: Community Center McQueen Activity Center Page Park Center Freestone Recreation Center SE Regional Library Perry Branch Library Total Recreation Centers Recreation Programs: Youth Sports Adult Sports Special Events Administration Special Events Adaptive Recreation Total Recreation Programs TOTAL PARKS AND RECREATION $ Actual FY 2014 195,428 855,948 Actual FY 2015 205,085 901,463 Budget FY 2016 213,800 957,330 Projected FY 2016 207,480 910,860 Budget FY 2017 246,340 1,021,880 383,553 597,249 16,927 1,255,959 2,691,914 961,708 5,907,310 426,923 524,026 11,318 1,084,296 2,935,777 874,553 5,856,893 406,720 599,590 26,410 1,368,730 2,888,970 1,036,890 6,327,310 398,080 575,670 26,410 1,262,660 2,870,950 1,036,890 6,170,660 431,080 575,830 14,310 1,305,130 2,809,940 1,137,890 6,274,180 74,860 225,206 293,864 188,753 50,087 832,770 74,469 291,408 303,100 231,014 60,958 960,949 85,160 272,810 304,420 271,820 56,220 990,430 73,090 268,560 302,920 334,270 59,020 1,037,860 88,140 280,200 322,150 271,820 69,680 1,031,990 15,062,399 $ 16,227,305 $ 17,645,970 $ 17,538,102 $ 17,907,050 NON-DEPARTMENTAL Transportation: Phoenix Mesa Gateway Airport Total Transportation 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 Outside Agencies: Youth Special Programs Senior Programs Social Services Museum Support Culture and Arts Total Outside Agencies 123,000 238,059 51,459 412,518 123,000 137,000 178,500 51,480 489,980 138,030 305,000 51,500 494,530 115,000 138,000 302,000 51,500 606,500 138,030 437,000 51,500 626,530 4,470,440 4,054,405 8,576,495 4,373,350 5,000,000 19,528,530 8,990,000 6,178,060 6,203,120 4,500,000 5,571,170 5,000,000 19,277,600 10,000,000 16,581,600 ED Reserve Capital Projects Contingency Other 13,789,825 $ 40,541,120 $ 17,230,790 $ 51,835,730 $ TOTAL GENERAL FUND $ 121,637,925 $ 127,299,305 $ 165,613,710 $ 138,800,617 $ 182,675,720 342,788 254,735 416,006 339,332 417,340 468,460 356,520 362,400 755,070 508,190 3,967,199 4,029,957 4,937,950 4,812,570 4,768,950 ENTERPRISE OPERATIONS WATER Administration Water Conservation Production: North Water Treatment Plant 9,287,363 $ TOTAL NON-DEPARTMENTAL 67 Table of Contents Expense Detail Santan Vista Water Treatment Pla Well Production Backflow Prevention Total Production Quality Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources Non-Departmental: Debt Service Contingency Capital Projects Other Total Non-Departmental TOTAL WATER FUND WASTEWATER Administration: Administration Utility Customer Service Public Works Administration Utility Locates Total Administration $ Actual FY 2014 2,201,447 2,813,559 194,119 9,176,324 Actual FY 2015 2,341,546 2,685,296 195,614 9,252,413 Budget FY 2016 2,637,160 3,471,110 196,670 11,242,890 Projected FY 2016 2,621,710 3,382,530 201,250 11,018,060 Budget FY 2017 3,042,220 3,542,740 207,090 11,561,000 552,418 1,537,088 2,902,901 675,116 190,645 224,492 5,098,600 613,379 1,689,125 3,519,605 612,338 185,551 223,626 5,527,565 711,080 2,381,510 4,165,020 624,750 201,430 309,500 5,989,230 564,030 1,884,400 3,867,450 695,580 126,920 188,633 5,990,560 817,680 2,841,230 4,163,220 661,260 227,310 267,850 6,175,380 13,169,464 2,329,777 209,411 15,708,652 252,044 1,774,428 201,715 2,228,187 2,500,000 21,884,840 362,550 24,747,390 1,435,610 233,300 1,668,910 2,500,000 20,153,640 704,340 23,357,980 36,663,759 $ 24,607,127 $ 51,258,600 $ 26,723,463 $ 51,336,170 260,934 623,429 101,183 224,306 1,209,852 317,234 583,585 98,400 223,626 1,222,845 292,890 582,530 78,100 309,500 1,263,020 235,270 582,530 78,100 309,500 1,205,400 602,490 615,750 134,320 267,850 1,620,410 Collection 3,258,151 3,489,685 4,098,660 4,135,795 3,704,220 Plant Operations: Neely Treatment Facility Greenfield Treatment Facility Total Plant Operations 3,964,578 2,793,236 6,757,814 4,408,450 2,741,575 7,150,025 4,549,190 2,722,650 7,271,840 4,464,190 2,802,490 7,266,680 4,643,460 3,675,320 8,318,780 Reclaimed: Effluent Reuse Effluent Recharge Total Reclaimed 1,068,325 576,462 1,644,787 1,014,127 558,414 1,572,541 1,411,360 635,230 2,046,590 1,406,860 627,180 2,034,040 1,063,510 644,490 1,708,000 Quality Riparian Programs Storm Water 522,354 574,017 - 502,289 440,718 26,913 483,210 - 458,770 - 526,410 - Non-Departmental: Debt Contingency Capital Projects 3,417,023 1,241,458 1,644,491 2,000,000 9,233,650 435,290 2,000,000 10,932,720 68 Table of Contents Expense Detail Actual FY 2014 Other Total Non-Departmental TOTAL WASTEWATER Actual FY 2015 70,176 4,728,657 $ 18,695,632 Budget FY 2016 74,812 1,719,303 $ 16,124,319 Projected FY 2016 116,180 11,349,830 $ 26,513,150 Budget FY 2017 64,550 499,840 $ 15,600,525 1,114,170 14,046,890 $ 29,924,710 ENVIRONMENTAL SERVICES - RESIDENTIAL Administration: Residential Administration Utility Customer Service Public Works Administration Total Administration 390,533 619,579 78,264 1,088,376 415,914 573,823 79,459 1,069,196 517,270 578,660 62,540 1,158,470 461,990 578,660 62,540 1,103,190 665,170 612,170 116,150 1,393,490 Residential Collections Uncontained Collections Recycling Environmental Programs Recycling Outreach Street Cleaning Storm Water 5,576,075 2,296,023 1,648,997 433,863 357,275 - 6,996,864 3,093,063 2,115,933 440,601 216,803 - 6,984,630 2,498,090 1,792,810 445,600 366,860 940,250 323,420 6,297,950 2,310,470 1,682,290 424,670 229,670 865,250 329,590 6,497,690 2,860,790 1,717,210 482,060 318,190 937,250 403,660 8,350 86,216 94,566 209,304 76,499 285,803 1,500,000 4,019,620 168,860 5,688,480 1,725,750 87,200 1,812,950 1,500,000 1,244,230 455,340 3,199,570 Non-Departmental: Contingency Capital Projects Other Total Non-Departmental TOTAL ENVIRO SVC - RESIDENTIA$ 11,495,175 $ 14,218,263 ENVIRONMENTAL SERVICES - COMMERCIAL Administration: Commercial Administration 29,810 Utility Customer Service 6,737 Public Works Administration 11,733 Total Administration 48,280 $ 20,198,610 $ 15,056,030 $ 17,809,910 26,151 5,147 12,317 43,615 38,700 6,480 12,640 57,820 27,150 6,480 12,640 46,270 39,950 5,410 17,570 62,930 Commercial Collections Commercial Rolloffs 1,512,536 405,500 1,580,027 517,054 1,853,460 535,250 1,680,517 471,220 1,477,460 543,690 Non-Departmental: Contingency Capital Projects Other Total Non-Departmental 743 8,135 8,878 16,512 7,967 24,479 250,000 351,720 19,540 621,260 145,560 9,300 154,860 250,000 105,190 42,710 397,900 TOTAL ENVIRO SVC - COMMERCI $ 1,975,194 $ 2,165,175 TOTAL ENTERPRISE OPERATION $ 68,829,760 $ 57,114,884 69 $ 3,067,790 $ 2,352,867 $ 101,038,150 $ 59,732,885 $ 2,481,980 $ 101,552,770 Table of Contents Expense Detail Actual FY 2014 STREETS Administration: Administration Public Works Administration Utility Locates Total Administration Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 269,535 73,080 49,846 392,461 272,385 68,920 49,695 391,000 377,580 64,070 68,780 510,430 284,070 64,070 68,780 416,920 340,180 120,820 59,530 520,530 Streets Maintenance: Asphalt Patching Street Cleaning Preventive Maintenance Crack Sealing Fog Sealing Total Streets Maintenance 338,937 906,699 3,359,630 525,268 457,048 5,587,582 384,021 921,922 3,146,012 671,246 515,770 5,638,971 342,270 5,170,130 633,390 651,840 6,797,630 456,000 5,193,235 683,690 626,620 6,959,545 337,580 6,210,890 696,370 661,160 7,906,000 Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Traffic Control 509,494 527,314 1,537,700 1,171,470 426,387 4,172,365 526,874 359,158 1,801,937 1,273,745 513,712 4,475,426 640,260 441,680 1,844,250 1,613,310 512,300 5,051,800 638,870 443,400 1,929,310 1,751,520 525,415 5,288,515 641,180 467,450 3,501,970 2,182,600 686,760 7,479,960 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 1,710,702 213,469 776,653 2,700,824 1,710,218 232,225 822,625 2,765,068 2,197,160 235,290 884,150 3,316,600 1,926,600 225,740 909,052 3,061,392 2,198,450 240,900 931,260 3,370,610 194,278 34,521 223,224 43,958 204,810 - 209,388 - 209,770 - 4,270,832 90,008 4,360,840 5,110,421 64,851 5,175,272 2,000,000 7,071,250 164,980 9,236,230 2,546,630 95,540 2,642,170 1,400,000 4,195,920 314,610 5,910,530 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 REPLACEMENT FUNDS General Water Wastewater 17,442,871 $ 7,508,266 418,243 15,186,080 1,031,633 $ 24,144,222 599,824 2,535,898 267,994 18,712,919 $ 7,489,311 285,690 15,530,060 1,042,558 $ 24,347,619 1,070,020 2,012,172 319,187 70 25,117,500 $ 8,533,880 310,740 16,134,680 1,160,000 $ 26,139,300 4,290,340 10,544,530 8,255,520 18,577,930 $ 6,590,030 20,006,510 1,158,000 $ 27,754,540 2,800,000 3,879,990 89,450 25,397,400 9,443,580 17,801,840 1,200,000 $ 28,445,420 4,347,820 8,158,790 16,951,140 Table of Contents Expense Detail Actual FY 2014 914,318 337,134 368,768 Environmental Svc - Residential Environmental Svc - Commercial Streets $ 4,382,804 Budget FY 2016 2,789,810 609,870 1,068,340 $ 27,558,410 Projected FY 2016 2,243,000 210,000 332,000 $ 9,554,440 Budget FY 2017 3,474,000 508,450 1,052,520 $ 34,492,720 TOTAL REPLACEMENT FUNDS $ SUB-TOTAL OPERATING FUNDS $ 237,078,714 $ 231,857,531 $ 345,467,070 $ 254,420,412 $ 372,564,030 87,380 1,032,780 1,120,160 100,012 735,752 835,764 168,740 1,726,420 1,895,160 126,490 472,977 599,467 171,250 1,777,210 1,948,460 Development Fees: Traffic Signal SDF Fire SDF Parks and Recreation SDF Water SDF Water Resource Fee Wastewater SDF Wastewater SDF - Greenfield Total Development Fees 350,075 197,153 20,257 19,648 3,771,339 3,241 4,361,713 955,275 1,335,206 5,457 855,416 4,248,228 16,658 7,416,240 3,368,850 826,300 871,910 430,330 5,137,650 921,120 11,556,160 1,261,560 73,090 3,250 2,161,170 58,650 3,557,720 3,616,510 2,037,280 2,236,000 1,845,980 16,181,360 1,711,120 3,304,000 30,932,250 Grants Police Impound 1,057,955 278,880 1,308,161 251,977 7,963,510 308,560 295,800 324,760 7,709,650 355,580 Special Districts: Street Light Improvement Parkway Improvement Total Special Districts 1,596,201 855,903 2,452,104 1,682,203 863,453 2,545,656 1,825,450 1,033,960 2,859,410 1,774,800 957,559 2,732,359 1,997,650 1,097,720 3,095,370 Other Special Revenue 1,622,876 1,707,473 4,248,250 1,746,915 4,271,060 SPECIAL REVENUE FUNDS CDBG/HOME: Administration Projects Total CDBG/HOME 5,023,936 Actual FY 2015 908,919 7,590 64,916 TOTAL SPECIAL REVENUE FUNDS$ 10,893,688 OTHER CAPITAL FUNDS Administration CIP Contingency Outside Sources Bond Proceeds Prop 400 Revenue Obligations Municipal Property Corporation Redevelopment 738,408 2,895,022 11,889,762 1,357,036 1,250,016 TOTAL OTHER CAPITAL FUNDS $ 18,130,244 $ $ 14,065,271 $ 28,831,050 728,620 880,968 3,849,263 10,886,393 24,940,129 - 882,480 100,000,000 12,728,560 17,285,570 14,905,850 20,784,090 13,219,320 - 41,285,373 $ 179,805,870 71 $ $ 9,257,021 $ 48,312,370 678,180 4,299,710 2,849,540 5,295,745 2,989,641 - 1,696,650 100,000,000 13,661,670 42,764,540 7,909,770 4,453,130 96,085,310 - 16,112,816 $ 266,571,070 Table of Contents Expense Detail DEBT SERVICE General Obligation Debt Street and Highway Public Facilities MPC Water Resources MPC Subordinate Lien Improvement Districts TOTAL DEBT SERVICE $ TRUST ACCOUNTS Fire Pension Actual FY 2014 Actual FY 2015 Budget FY 2016 19,092,886 2,724,150 20,902,853 12,205,559 1,529,130 18,324,984 3,383,320 48,102,913 10,793,864 208,601 1,613,527 22,816,500 3,396,300 13,650,980 12,503,250 2,020,230 6,515,470 56,454,578 $ 82,427,209 2,500 TOTAL TRUST ACCOUNTS $ 2,500 GRAND TOTAL EXPENSES $ 322,559,724 $ 2,500 $ 2,500 $ 369,637,884 72 60,902,730 Projected FY 2016 $ 2,500 $ 2,500 $ 615,009,220 $ Budget FY 2017 22,816,500 3,396,300 13,650,980 12,503,250 1,815,566 2,113,000 23,082,250 3,416,250 14,296,180 113,014,070 2,270,910 6,965,000 56,295,596 $ 163,044,660 2,500 2,500 2,500 $ 336,088,345 $ 2,500 $ 850,494,630 Table of Contents Revenue Sources ALL REVENUE SOURCES This section of the budget document includes detailed information regarding revenue types, including historical information, assumptions for the FY 2017 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 2017 is $748,119,180. Of this amount, $681,798,230 is anticipated in new revenue collections and $66,320,950 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 summary section of the budget. The major revenue sources for all funds are shown on the table and graph below by major categories: FY 2017 Revenue Sources All Funds by Type (Excludes Transfers) Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Special Assessments Other Non-Operating Total Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 128,673,491 4,817,422 71,706,195 108,003,684 4,470,095 2,311,579 4,905,391 $ 324,887,857 136,555,510 4,848,775 78,349,859 109,059,304 4,476,290 1,373,315 78,531,150 $ 413,194,203 134,546,320 4,458,000 96,213,670 113,409,570 3,966,000 107,000,060 51,489,390 $ 511,083,010 142,341,320 4,028,700 89,547,270 112,845,950 4,330,000 2,113,000 59,143,830 $ 414,350,070 149,453,990 4,008,000 122,932,780 119,883,730 4,180,000 177,975,000 103,364,730 $ 681,798,230 Other NonOpera ting 15% Ta xes a nd Fees 22% Li cense a nd Permit 0% Special Assessments 26% Intergovernmental 18% Fi nes and Forfeits 1% Cha rges for Service 18% 73 Table of Contents Revenue Sources TAXES AND FEES Local Sales Tax Gilbert levies a one and one-half percent sales tax on sales transacted 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, and allocates $5 million of sales tax received from construction activities to one-time instead of ongoing expenses. The projections are based on the following assumptions, which remain consistent from last year:      Retail sales tax will remain somewhat stable in Gilbert, and will continue to increase over time Any future spikes in construction sales tax will be considered one-time, not sustainable Permit activity will level off as growth continues at a more even pace Other sales tax areas will grow at the same pace as retail The sales tax rate will hold steady at 1.5% Below is a five year history of the three major revenue sources for the General Fund: Property Tax Gilbert has 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 $1.0609 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. 74 Table of Contents Revenue Sources Assessments Assessment districts are established for street lights, parkway improvements, and capital improvements that benefit specific users. The street light district (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. 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 assessed 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. 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. Gilbert completed a full SDF study in partnership with a third party consultant, adopted May 2014, to ensure that our fee structure is in line with the current environment and compliant with legislative changes. A revision to the Water Resources, Water, Wastewater (Greenfield and Neely Service areas) SDF areas is underway and should be completed by fall 2016. 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 is subject to changes in the construction industry. 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 2015 is distributed to cities in FY 2017. 75 Table of Contents Revenue Sources 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. FY 2016 projections for Highway User Revenues funds are estimated at $13.5M. Based on the observed trends, and a population adjustment due to participation in the special census, the FY 2017 budget for Highway User Revenues is $15.0M; this represents an 11% increase over FY 2016. 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. The FY 2016 projection for Vehicle License Tax is $8.5M, which is approximately a 6% increase over FY 2015. The FY 2017 budget has been increased based on observed trends and a population adjustment due to participation in a special census. FY 2017 is budgeted at $9.7M, approximately a 15% increase from FY 2016. Local Transportation Assistance Fund (LTAF): The State Lottery distributes funds based on population. LTAF funds are applied only to transit-related expenses. FY 2016 funding is estimated at $615,000. No significant changes are anticipated for FY 2017. 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. Gilbert completes an annual rate review to examine the rates and rate structures for water, wastewater, and environmental services. No rate increases or structure changes are recommended for FY 2017. 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. The largest revenue source for the Water Fund is revenues received from meter water sales. FY 2016 projections estimate an approximate 5% increase over prior year. Although no rate increases are planned for FY 2017, based on new customer account growth revenues are anticipated to increase 76 Table of Contents Revenue Sources approximately 2%, accounting for $37.8M of the total fund revenues. Water rates have not changed since FY 2010. 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. Wastewater revenues primarily consist of residential/commercial wastewater charges for and charges for reclaimed water. Of these three revenue sources, the largest revenue source is residential sewer, contributing approximately 86% of the total fund revenues. Commercial and reclaimed revenues account for 10% and 4% respectively. In FY 2016, residential charges remained consistent with prior year, however Commercial and reuse/recharge revenues exceeded prior year by 8% and 9% respectively. FY 2017 residential revenues are projected to be 4% higher than FY 2016 based on growth in new customer accounts. Wastewater rates have not changed since FY 2010. 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, as well as storm water. Annual rate reviews ensure that revenue covers the total 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. Residential Revenues for FY 2017 are projected to decrease based on changes in the commodity markets that will reduce revenues from recycling activities. A 5% decrease has been budgeted for the fund. Commercial will also see a reduction in revenues due to changes in legislation that will impact multi-family residential customers. The potential revenue loss, along with market trends, resulted in FY 2017 budgeted revenues being reduced by 8%. There was no rate increase necessary for FY 2017, however the fund will be closely monitored as the projected revenue reductions impact actual collections. 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. 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 77 Table of Contents Revenue Sources unpredictable and is included in the budget at a minimal amount unless a specific source is known during budget preparation. BOND PROCEEDS The FY 2017 revenue budget includes bond proceeds. It is anticipated that General Obligation (GO) Bonds will be issued in FY 2017, utilizing existing voter authorization (November 2007), in the amount of $71,010,000. This funding will be utilized for streets capital improvement projects. For further details related to these projects, please refer to the Capital Improvement Plan FY 2017-2026 on the Town of Gilbert Website. Projects scheduled to receive this funding will have an identified revenue source of ‘2017 Future Streets Bonds’. In addition to the GO Bonds, Gilbert is in the process of expanding the San Tan Vista Water Treatment Plant. The Water Resources Municipal Property Corporation has authorized a refunding of the 2007 WRMPC bonds, and an issuance of new bonds for the plant expansion. Dependent upon the timing of construction and conditions of the bond market, bonds for this project will be sold when most advantageous to the citizens of Gilbert. To accommodate this bond refunding and sale, a placeholder of $100M is included in the FY 2017 budget, although the bonds are likely to be sold in late June 2016. 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 57% 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 2017 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% Special Districts 14% Town of Gilbert 12% 20% 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 1.40 1.24 0.50 0.20 0.00 0.00 4.86 $8.20 $0.00 1.40 1.24 0.50 0.20 0.00 0.00 4.19 $7.53 $0.00 1.36 1.26 0.51 0.20 0.00 0.00 4.84 $8.17 $0.00 1.36 1.26 0.51 0.20 0.00 0.00 4.78 $8.11 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 0.18 0.06 0.14 0.11 1.06 0.05 2.08 $3.92 $0.00 0.23 0.01 0.18 0.06 0.14 0.11 1.06 0.05 2.33 $4.17 $0.00 0.23 0.01 0.18 0.06 0.14 0.11 1.06 0.05 3.10 $4.94 $0.00 0.23 0.01 0.18 0.06 0.14 0.11 1.06 0.05 2.78 $4.62 $0.00 1.40 1.47 0.50 0.01 0.18 0.06 0.14 0.31 1.06 0.05 6.94 $12.12 $0.00 1.40 1.47 0.50 0.01 0.18 0.06 0.14 0.31 1.06 0.05 6.52 $11.70 $0.00 1.36 1.49 0.51 0.01 0.18 0.06 0.14 0.31 1.06 0.05 7.94 $13.11 $0.00 1.36 1.49 0.51 0.01 0.18 0.06 0.14 0.31 1.06 0.05 7.56 $12.73 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 FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 GENERAL FUND Management and Policy Management Services Court Development Services Public Works Police Fire and Rescue Parks and Recreation TOTAL GENERAL FUND 115.75 19.00 30.92 55.80 5.60 345.00 201.00 117.47 890.54 118.15 19.00 30.92 59.30 6.60 350.00 201.00 116.21 901.18 120.15 21.00 30.92 59.30 6.60 354.00 203.00 122.70 917.67 120.15 21.00 30.92 60.30 6.60 353.00 203.00 122.70 917.67 123.00 21.00 30.92 61.30 6.60 365.00 210.00 123.14 940.96 ENTERPRISE FUNDS Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial ENTERPRISE FUNDS 117.95 44.68 76.22 7.28 246.13 116.45 45.24 76.72 7.28 245.69 124.95 42.50 86.05 8.28 261.78 123.95 42.50 84.05 8.28 258.78 129.95 42.50 88.05 8.28 268.78 STREETS FUND 57.00 57.00 50.67 50.67 50.67 INTERNAL SERVICE FUNDS 26.00 26.00 26.00 26.00 26.00 SPECIAL REVENUE 10.30 11.45 11.45 11.45 12.10 7.40 7.40 7.40 7.40 7.40 1,237.37 1,248.72 1,274.97 1,271.97 1,305.91 CIP ADMINISTRATION TOTAL TOWN POSITIONS FY 2017 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 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 2017 Budgeted Expenses FY 2017 Fee Supported FY 2017 Transfer Supported FY 2017 Tax Supported FY 2017 % Tax Supported Management and Policy* Management Services* Municipal Court Development Services Public Works Engineering Police Fire and Rescue Parks and Recreation Non-Departmental* $ 22,476,985 2,298,695 3,237,830 6,014,940 1,050,950 47,993,310 29,860,230 17,907,050 60,877,840 $ 91,500 394,000 233,000 5,773,000 3,601,000 1,690,000 3,223,000 - $ 3,824,980 615,420 150,000 80,000 35,000 417,970 2,429,600 $ 18,560,505 1,289,275 2,854,830 241,940 1,050,950 44,312,310 28,135,230 14,266,080 58,448,240 83% 56% 88% 4% 100% 92% 94% 80% 96% Total General Fund $ 191,717,830 $ 15,005,500 $ 7,552,970 $ 169,159,360 88% *Expenses include transfers. The total General Fund Revenue budget including fees and taxes is $155,210,500. Fees charged to recover the cost of service total $15,005,500. The tax supported (non-allocated) revenue of $140,205,000 is detailed in the Financial Overview section of this document. The tax supported amount includes use of fund balance. 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 $7,552,970. 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 Gilbert’s revenues. 81 Table of Contents GENERAL FUND PERSONNEL BY ACTIVITY Actual FY 2014 Actual FY 2015 Budget FY 2016 Management and Policy Management Services Municipal Court Development Services Public Works Engineering Police Fire and Rescue Parks and Recreation Non-Departmental 115.75 19.00 30.92 55.80 5.60 345.00 201.00 117.47 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 0.00 120.15 21.00 30.92 60.30 6.60 353.00 203.00 122.70 0.00 123.00 21.00 30.92 61.30 6.60 365.00 210.00 123.14 0.00 890.54 901.18 917.67 917.67 940.96 Actual FY 2014 Actual FY 2015 Budget FY 2016 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 19,528,330 1,933,317 3,120,401 5,381,493 675,675 41,224,157 25,418,802 16,227,305 13,789,825 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 21,155,875 2,121,960 3,177,980 5,496,590 566,070 43,442,490 28,070,760 17,538,102 17,230,790 22,476,985 2,298,695 3,237,830 6,014,940 1,050,950 47,993,310 29,860,230 17,907,050 51,835,730 $ 121,637,925 $ 127,299,305 $ 165,613,710 $ 138,800,617 $ 182,675,720 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 83,991,255 29,295,132 8,351,538 86,377,878 35,891,363 5,030,064 96,176,290 49,556,740 19,880,680 92,498,820 39,764,195 6,537,602 104,655,740 58,079,160 19,940,820 $ 121,637,925 $ 127,299,305 $ 165,613,710 $ 138,800,617 $ 182,675,720 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 129,306,121 4,552,329 136,904,146 6,847,116 137,079,000 4,939,900 141,210,000 4,999,900 155,210,500 7,552,970 $ 133,858,450 $ 143,751,262 $ 142,018,900 $ 146,209,900 $ 162,763,470 121,637,925 5,706,271 127,299,305 11,356,982 165,613,710 6,886,910 138,800,617 8,964,600 182,675,720 9,042,110 Total Uses $ 127,344,196 $ 138,656,287 $ 172,500,620 $ 147,765,217 $ 191,717,830 Net Operating Result $ $ $ (30,481,720) $ Total Sources Total Expenses Transfers Out 6,514,254 5,094,975 82 (1,555,317) $ (28,954,360) Table of Contents General Fund Benchmarks 3,632 average number of residents who live in a square mile within Gilbert Source: July 1, 2015 Census Population Estimates 68.14 total square miles of incorporated area within 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 2014/15 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: Municipal National Citizen Survey (NCS). Gilbert report completed in 2015; Palo Alto, 2015; Scottsdale 2014; Peoria 2013; Aurora, 2013; and Tacoma 2014. 83 Table of Contents General Fund Benchmarks 5.3 Adopted Full Time Equivalents (FTE) per 1,000 residents in Gilbert FY 2017 Source: FY 2017 Municipal Budget Documents; July 1, 2015 Census Population Estimates $1,418 average residential household cost of service in Gilbert Source: City of Tempe, 2016 Comparative Cost of Services Report 8.44% rate of turnover for Gilbert employees in FY 2016 Note: Data represents full time (sworn and non-sworn), excluding seasonal and part-time. Source: 2016 Gilbert Benchmarking Report 84 Table of Contents General Fund Benchmarks 29,756 court cases filed in Gilbert in FY 2015 $122.90 average cost per court case in FY 2015 *Cost of processing a case that results in a sufficient outcome. Comparison to Benchmark Communities Cases Clearance City / Town Cases Filed Disposed Rate Glendale, AZ 34,974 40,526 1.16 Flagstaff, AZ 16,016 17,235 1.08 Chandler, AZ 36,134 36,797 1.02 Peoria, AZ 15,669 15,765 1.01 Gilbert, AZ 29,756 27,938 0.94 Source: Arizona Administrative Office of the Courts Statistical Data Reports, FY 2015 *Total number of single family building permits for calendar year 2015. Source: Central Homebuilders Association of Arizona 85 Table of Contents General Fund Benchmarks 0.87 reported violent crimes per 1,000 residents of Gilbert in 2014 * Violent crime rate measures the reported number of violent crimes per 1,000 residents Source: Uniform Crime Reporting data, Calendar Year 2014. Population data uses July 1, 2014 Census Estimates. 14.51 reported property crimes per 1,000 residents of Gilbert in 2014 * Property crime rate measures the reported number of property crimes per 1,000 residents Source: Uniform Crime Reporting data, Calendar Year 2014. Population data uses July 1, 2014 Census Estimates. 18,133 calls for service in FY 2015 Source: Valley Benchmark Cities, FY 2014/15 86 Table of Contents General Fund Benchmarks 605 total developed acres of Parks and Recreation space in Gilbert Source: Valley Benchmark Cities, FY 2014/15 39 miles of recreational trails in Gilbert Source: Valley Benchmark Cities, FY 2014/15 87 Table of Contents 88 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-to-day oversight and management of all departments and coordination of all municipal programs and services. The Town Clerk’s main responsibilities include the coordination of the Town Council agenda process, administration of elections, and administration of the town’s records management program. 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 1.15 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 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 2.00 0.00 7.00 7.00 2.00 8.00 22.00 38.00 6.00 6.00 1.00 5.00 19.00 115.75 118.15 120.15 120.15 123.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 1,756,006 661,228 25,132 2,917,040 797,034 300,285 1,540,661 2,203,682 7,192,983 722,524 578,130 3,414 802,722 1,783,495 825,090 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 1,753,490 685,410 27,300 3,292,000 809,340 183,450 1,894,310 2,250,420 8,309,145 621,140 528,790 15,870 807,370 1,731,330 797,950 33,440 1,280,010 973,180 316,430 1,867,330 2,659,730 10,243,255 682,460 655,160 121,800 1,039,780 1,806,460 $ 21,295,942 $ 19,528,330 $ 22,872,060 $ 21,155,875 $ 22,476,985 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 11,292,134 5,719,090 4,284,718 12,081,206 7,430,281 16,843 15,413,270 7,408,790 50,000 14,009,780 7,121,095 25,000 13,531,730 8,945,255 - $ 21,295,942 $ 19,528,330 $ 22,872,060 $ 21,155,875 $ 22,476,985 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 99,543 21,295,942 96,352 19,528,330 91,000 22,872,060 89,500 21,155,875 91,500 22,476,985 $(21,196,399) $(19,431,978) $(22,781,060) $(21,066,375) $(22,385,485) 90 Table of Contents Mayor and Council ♦ PURPOSE STATEMENT ♦ 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 the participation of our citizens. The Town Council is comprised of the 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, representing the entire community. Members are elected for four year terms at general municipal elections that are held every two years, resulting in an overlap in the terms of office. OBJECTIVES FY 2017 ♦ ♦ ♦ ♦ ♦ ♦ Provide vision and implement strategic initiatives Continue to develop, foster, maintain and facilitate relationships with Federal, State, County, Tribal and local partners Revamp constituent and neighborhood services communication and outreach efforts BUDGET NOTES ACCOMPLISHMENTS FY 2016 ♦ Furthered the Town's Sister City Partnership with Leshan, China Worked with community partners to provide additional services to residents such as baseball clinics and computers to low income students No significant changes occurred in the Mayor and Council budget for FY 2017. Initiated the Mayor’s Behavioral Health & Substance Use Task Force and created community resource guide Participated in the AZ Mayor's Education Roundtable to prevent high school dropouts and address youth challenges Led and assembled the team to conduct the Mayor's Youth Advisory Committee and corresponding events Hosted U.S. Senate Field Hearing on Veterans Affairs STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES # of National Committees with Councilmember participation # of Statewide Committees with Councilmember participation # of Regional Committees with Councilmember participation 91 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 N/A 0 1 2 N/A 3 5 7 N/A 11 13 14 Table of Contents Mayor and Council PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Total Expenses $ Budget FY 2016 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 647,739 661,228 $ Actual FY 2014 Personnel Supplies & Contractual Capital Outlay $ 647,739 $ 61,596 647,739 $ $ (586,143) $ 661,228 $ 62,910 661,228 (598,318) $ 825,090 Budget FY 2017 685,410 $ 685,410 797,950 $ Projected FY 2016 550,480 274,610 - Actual FY 2015 92 825,090 Budget FY 2017 Projected FY 2016 Budget FY 2016 480,643 180,585 - Actual FY 2014 Total Revenues Total Expenses 661,228 Projected FY 2016 825,090 Actual FY 2015 497,673 150,066 - OPERATING RESULTS Net Operating Result Actual FY 2015 647,739 EXPENSES BY CATEGORY Total Expenses Actual FY 2014 Budget FY 2017 484,080 201,330 $ Budget FY 2016 70,000 825,090 (755,090) $ 685,410 797,950 506,980 290,970 $ Projected FY 2016 70,000 685,410 (615,410) $ 797,950 Budget FY 2017 70,000 797,950 (727,950) Table of Contents Town Manager PURPOSE STATEMENT ♦ The Town Manager implements the policies developed by the Town Council by providing leadership to departments while working with outside agencies, and by ensuring responsive, cost effective local government services to Gilbert residents. OBJECTIVES FY 2017 ♦ ♦ 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 analysis; performs budgetary control functions; submits recommendations to the Town Council; promotes economic development; coordinates special projects; and supervises and coordinate the daily activities of the Town government. ♦ ♦ ♦ ♦ ♦ Implement a constituent services 311 system for Gilbert Identify a customer service strategy for the organization Review, identify, and implement a new employee recognition program Review and action a plan for the Workplace Climate survey BUDGET NOTES Staffing levels remain consistent from FY 2016. The personnel and supplies and contractual budget decreases significantly due to the completion of the Special Census. ACCOMPLISHMENTS FY 2016 ♦ Fostered regional partnerships with Native American Tribes, municipalities and other regional government agencies, in addition to local, state and federal elected officials Completed the mid-decade Census to ensure the Town receives state shared revenue based on updated population figures Finalized construction of St. Xavier University in the Heritage District Fostered 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 Published Gilbert’s second benchmarking report highlighting performance in more than 80 areas STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Overall Quality of Life in Gilbert (good or excellent) per NCS Percentage of residents rating value for service for taxes paid (good or excellent) per NCS Percentage of residents rating overall quality of city/town services (good or excellent) per NCS 93 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 96% 99% 99% 99% 77% 74% 78% 80% 90% 90% 92% 94% Table of Contents Town Manager Actual FY 2014 Actual FY 2015 Budget FY 2016 Town Manager 7.00 7.00 7.00 7.00 7.00 Total Personnel 7.00 7.00 7.00 7.00 7.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Town Manager Total Expenses $ Personnel Supplies & Contractual Capital Outlay Total Expenses $ Total Revenues Total Expenses Net Operating Result 3,833,970 3,292,000 1,280,010 986,120 $ 2,917,040 $ 3,833,970 $ 3,292,000 $ 1,280,010 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 819,890 166,230 - 1,058,847 1,858,193 - 3,565,850 268,120 - 2,877,730 414,270 - 1,131,100 148,910 - 986,120 $ 2,917,040 $ 3,833,970 $ 3,292,000 $ 1,280,010 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 2,352 986,120 $ Budget FY 2017 2,917,040 Actual FY 2014 OPERATING RESULTS Projected FY 2016 Budget FY 2017 986,120 Actual FY 2014 EXPENSES BY CATEGORY Projected FY 2016 3,341 2,917,040 3,833,970 3,292,000 1,280,010 (983,768) $ (2,913,699) $ (3,833,970) $ (3,292,000) $ (1,280,010) 94 Table of Contents Communications PURPOSE STATEMENT OBJECTIVES FY 2017 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 media, 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 are engaging residents and visitors with sleek web design, high-quality and high-definition video production, mobile applications, social media and other forms of digital media. ♦ ♦ ♦ ♦ BUDGET NOTES Personnel costs increase as a result of an additional FTE and the change in benefit costs in FY 2017. The addition of a Social Media Specialist will allow a dedicated employee to oversee in excess of 25 social channels including Facebook, Twitter, YouTube, and Periscope. In prior years, these duties had been split among six staff members and an outside contractor. ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ Expand social media strategy and training with new Social Media Specialist position Continue Digital Roadmap Phase II implementation Continue to grow SPARK App League Surpass 15,000 views of the Digital State of the Town Continued implementation and strategy for new social media channels and training for various departments, now managing more than 25 social channels Began Digital Roadmap Phase II implementation Incorporated teacher and student training for SPARK App League Developed and successfully implemented complex marketing campaigns for two major community-wide efforts: Special Census and new trash rollout Expanded reach of Digital State of the Town to more than 13,000 views on YouTube STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Social Media Following: Facebook 1,511 2,578 5,114 7,500 Social Media Following: Twitter 5,765 8,253 11,100 12,500 YouTube subscribers N/A N/A 570 750 Videos produced N/A N/A 150 175 PERFORMANCE MEASURES 95 Table of Contents Communications Actual FY 2014 Actual FY 2015 Budget FY 2016 Communications 5.00 6.00 6.00 6.00 7.00 Total Personnel 5.00 6.00 6.00 6.00 7.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Communications Total Expenses 750,129 $ Personnel Supplies & Contractual Capital Outlay $ 750,129 $ 750,129 $ $ (750,129) $ 797,034 $ $ 3,000 797,034 (794,034) $ 825,110 809,340 973,180 $ Projected FY 2016 663,090 162,020 - Actual FY 2015 96 825,110 Budget FY 2017 809,340 Budget FY 2016 679,310 117,724 - Actual FY 2014 Total Revenues Total Expenses 797,034 Budget FY 2017 Projected FY 2016 825,110 Actual FY 2015 651,447 98,682 - OPERATING RESULTS Net Operating Result $ Actual FY 2014 EXPENSES BY CATEGORY Total Expenses 750,129 797,034 Projected FY 2016 Budget FY 2017 648,040 161,300 $ Budget FY 2016 825,110 (825,110) $ 809,340 973,180 794,880 178,300 $ Projected FY 2016 809,340 (809,340) $ 973,180 Budget FY 2017 2,000 973,180 (971,180) Table of Contents Intergovernmental Relations ♦ PURPOSE STATEMENT 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. 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 in addition to the Mayor and Council. OBJECTIVES FY 2017 ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ Developed communications plan for Intergovernmental/constituent issues with Town Leadership and Departments Developed, fostered and maintained relationships and partnerships between the Town and numerous Federal, State, County, Tribal and local entities Actively reviewed, researched and tracked all state legislation impacting Gilbert Staffed the Town Council and Management on National, Statewide and Regional assignments including the League of Arizona Cities and Towns, Maricopa Association of Governments, Regional Public Transportation Authority, Arizona Municipal Water Users Association and Phoenix-Mesa-Gateway Airport Authority Conducted public policy research and analysis as assigned by the Town Council and Town Management ♦ ♦ Continue to develop, foster and maintain relationships and partnerships with Federal, State, County, Tribal and local elected officials and their staff Identify key legislative and policy issues and protect the Town's interests in various legislative and stakeholder processes Revamp neighborhood and constituent services communication and outreach efforts Advise Town leadership in the implementation of a strategic plan to position Gilbert to be a major stakeholder in the development of regional transportation policy initiatives Continue to staff the Council and Town Management on National, Statewide and Regional assignments Provide internship and mentorship opportunities for students pursuing educational and career prospects in local government and public policy BUDGET NOTES While staffing levels remain the same as FY 2016, personnel costs increase as a result of benefit changes. No other significant changes occurred in the Intergovernmental Relations budget for FY 2017. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Satisfaction of Council with preparation and support for National, Statewide and Regional Committees Total number of bills introduced during the annual Arizona State Legislative Session Number of bills tracked that had a direct impact on Gilbert 97 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 N/A N/A 80% 90% 1,205 1,163 1,219 1,200 80 120 150 150 Table of Contents Intergovernmental Relations PERSONNEL BY ACTIVITY Intergovernmental Relations Total Personnel EXPENSES BY ACTIVITY Intergovernmental Relations Total Expenses $ Budget FY 2016 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 274,637 300,285 $ Actual FY 2014 Personnel Supplies & Contractual Capital Outlay $ 274,637 $ 274,637 $ $ (274,637) $ 300,285 $ 300,285 (300,285) $ 297,460 Budget FY 2017 183,450 $ 183,450 316,430 $ Projected FY 2016 268,730 28,730 - Actual FY 2015 98 297,460 Budget FY 2017 Projected FY 2016 Budget FY 2016 271,871 28,414 - Actual FY 2014 Total Revenues Total Expenses 300,285 Projected FY 2016 297,460 Actual FY 2015 250,487 24,150 - OPERATING RESULTS Net Operating Result Actual FY 2015 274,637 EXPENSES BY CATEGORY Total Expenses Actual FY 2014 Budget FY 2017 141,390 42,060 $ Budget FY 2016 297,460 (297,460) $ 183,450 316,430 284,740 31,690 $ Projected FY 2016 183,450 (183,450) $ 316,430 Budget FY 2017 316,430 (316,430) Table of Contents Human Resources PURPOSE STATEMENT OBJECTIVES FY 2017 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 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. ♦ ♦ ♦ ♦ ♦ BUDGET NOTES Personnel costs increase in FY 2017 as a result of the approval of an additional Human Resource Analyst to assist in recruiting and benefit changes. Supplies and Contractual decrease due the completion of one-time projects in FY 2016. ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ Implement HRIS/Payroll Implement Phase III Employee Safety Strategy Conduct Staffing Study/Analysis Implement Wellness Program Address Workplace Climate Survey Results Developed and implemented sustainment plan for STAR Employee Performance Management Deployed Talent Management System to end users Deployed SkillSoft eLearning Recruited and brought onboard 500+ employees for the FY 2016 Special Census STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government PERFORMANCE MEASURES Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Turnover rate for regular employees 8.26% 8.44% 8.20% 8.32% Percentage of successful placements 83% 85% 84% 84% Direct Learning expenditure per employee $377 $363 $420 $337 Benefits as a % of total compensation (not including overtime) 39% 40% 43% 44% Experience modification rate 0.97 0.98 1.29 1.25 Worker’s Compensation premium cost per employee $1,351 $1,441 $2,400 $2,400 Average value of public entity insurance claims $2,400 $2,311 $2,400 $2,400 Human Resources staff to employee ratio 1:53.63 1:59.46 1:54.09 1:58.61 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 Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 12.00 3.00 3.00 2.75 12.00 3.00 3.00 3.00 12.00 3.00 3.00 3.00 11.00 3.00 4.00 3.00 12.00 3.00 4.00 3.00 20.75 21.00 21.00 21.00 22.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 1,282,524 409,367 362,085 227,847 1,237,279 393,468 348,388 224,547 1,474,740 487,880 346,490 228,880 1,193,920 456,280 361,220 239,000 1,552,090 409,890 465,070 232,680 $ 2,281,823 $ 2,203,682 $ 2,537,990 $ 2,250,420 $ 2,659,730 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,937,823 344,000 - 1,987,361 216,321 - 2,025,370 512,620 - 1,892,770 357,650 - 2,253,030 406,700 - $ 2,281,823 $ 2,203,682 $ 2,537,990 $ 2,250,420 $ 2,659,730 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 11,223 2,281,823 8,780 2,203,682 7,000 2,537,990 7,000 2,250,420 7,000 2,659,730 $ (2,270,600) $ (2,194,902) $ (2,530,990) $ (2,243,420) $ (2,652,730) 100 Table of Contents Economic Development ♦ PURPOSE STATEMENT The purpose of the Gilbert Office of Economic Development is to attract, grow, and retain business and industry to the community. The Office of Economic Development works with other divisions and departments to ensure Gilbert's tourism, redevelopment, real estate and overall business climate remains competitive and open to business. ♦ 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 Completed an entrepreneurship feasibility study to guide future entrepreneurship support efforts ACCOMPLISHMENTS FY 2016 OBJECTIVES FY 2017 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Competed year four of a 5-year strategic plan focused on job growth and capital investment Developed a 5-year Tourism Strategic Plan and conducted a conference center feasibility study Launched SPARK Space in partnership with ASU and the Southeast Regional Library to support Gilbert based entrepreneurs Engaged customers utilizing web content management, web analytics and marketing campaigns integrated with Gilbert's CRM system Leveraged and developed Ambassador Network to broaden site selection networks and create 1:1 lead connections in target markets like CA, IL and Canada Completed a community wide survey regarding the growth and development of the Gilbert Heritage District ♦ ♦ ♦ ♦ Complete year five of a 5-year strategic plan focused on job growth and capital investment Develop a new 5-year strategic plan Implement approved recommendations from the entrepreneurship feasibility study Implement approved recommendations from the 5-year tourism strategic plan Complete the update of the Redevelopment plan and prepare it for adoption BUDGET NOTES Staffing levels remain consistent from FY 2016. The increase in personnel costs is due to the change in benefits. Completion of one-time projects in the Redevelopment and Tourism has resulted in a decrease in supplies and contractual costs for FY 2017. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Lead Generation Staff Assisted Projects Announced Capital Investment Announced Jobs Retention Calls Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 230 Actual FY 2015 254 Projected FY 2016 300 Anticipated FY 2017 350 23 43 45 50 $198,395,800 $290,626,383 $295,000,000 $300,000,000 1,772 1,658 2,600 3,100 55 53 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 8.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 1,260,311 3,643,227 28,529 1,317,045 111,867 9,829 101,920 1,434,250 202,070 13,500 425,200 1,284,950 119,820 13,500 476,040 1,521,500 3,470 13,500 328,860 $ 4,932,067 $ 1,540,661 $ 2,075,020 $ 1,894,310 $ 1,867,330 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 749,219 542,489 3,640,359 816,918 706,900 16,843 857,040 1,167,980 50,000 905,160 964,150 25,000 898,930 968,400 - $ 4,932,067 $ 1,540,661 $ 2,075,020 $ 1,894,310 $ 1,867,330 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 3,285 4,932,067 1,540,661 2,075,020 1,894,310 1,867,330 $ (4,928,782) $ (1,540,661) $ (2,075,020) $ (1,894,310) $ (1,867,330) 102 Table of Contents Information Technology PURPOSE STATEMENT OBJECTIVES FY 2017 Protect 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. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Implemented Learning Management System Replaced the online recruitment system Permitting, business licensing, and code compliance implementation progressed on scheduled and is anticipated to go live in FY 2017 911 Dispatch testing has been refined and full scale fail over testing is anticipated in late FY 2016 or early FY 2017 Disaster recovery was successfully tested for the directory services, financial, timekeeping, document management and work order systems Upgraded the Police Department core switching equipment Upgraded the wireless network authentication system ♦ ♦ ♦ Complete implementation of the initial phase of permitting, electronic plan review, business licensing, and code compliance systems Begin implementation of the finance system replacement which is anticipated to be a 12 to 36 month project Begin implementation of the Parks and Recreation reservations system replacement Complete implementation of the new electronic patient care system Upgrade the municipal network core switch equipment Complete replacement of the 911 call center call recording system Upgrade three fire stations from commercial provider communications to Gilbert owned fiber optic BUDGET NOTES While staffing levels remain the same as FY 2016, personnel costs increase as a result of benefit changes. During FY 2016 Copy and Printing Services activities were moved from non-departmental into the Information Technology budget. The supplies and contractual budget increases due to additional one-time projects being budgeted in FY 2017. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 % of high priority work-orders resolved by Information Technology in 24 hours 74 77 75 80 % of critical work orders resolved in 2 hours 54 72 81 80 % Unplanned down time for phone system 0.009 0.025 0.000 <0.050 % Unplanned down time for data network 0.000 0.010 0.034 <0.050 % In service time for Utility Bill payment system 99.98 99.38 99.63 >99.50 % In service time for Building Inspection scheduling and results % In service time for Parks and Recreation reservations systems 99.98 99.38 99.63 >99.50 99.99 99.91 99.97 >99.50 PERFORMANCE MEASURES 103 Table of Contents Information Technology PERSONNEL BY ACTIVITY Information Technology Admin Communication Services Application Operations GIS Application and Support Imaging Support Copy Services Total Personnel EXPENSES BY ACTIVITY Information Technology Admin Communication Services Application Operations GIS Application and Support Imaging Support Copy Services Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 2.00 9.00 18.00 7.00 0.00 0.00 2.00 9.00 18.00 7.00 0.00 0.00 2.00 9.00 19.00 8.00 0.00 0.00 2.00 9.00 19.00 8.00 0.00 0.00 2.00 9.00 19.00 8.00 0.00 0.00 36.00 36.00 38.00 38.00 38.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 254,723 3,960,699 2,429,234 720,317 4 - 265,251 3,242,349 3,030,349 655,034 - 292,920 3,396,900 3,761,300 782,040 - 289,740 3,233,350 3,836,775 689,280 260,000 297,320 4,620,960 4,258,345 806,630 260,000 $ 7,364,977 $ 7,192,983 $ 8,233,160 $ 8,309,145 $ 10,243,255 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 3,260,712 3,459,906 644,359 3,379,521 3,813,462 - 3,924,500 4,308,660 - 3,773,790 4,535,355 - 4,034,790 6,208,465 - $ 7,364,977 $ 7,192,983 $ 8,233,160 $ 8,309,145 $ 10,243,255 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,214 7,364,977 3,077 7,192,983 8,233,160 8,309,145 10,243,255 $ (7,363,763) $ (7,189,906) $ (8,233,160) $ (8,309,145) $(10,243,255) 104 Table of Contents Management and Budget PURPOSE STATEMENT OBJECTIVES FY 2017 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. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received the Distinguished Budget Presentation Award for the 17th consecutive year from the Government Finance Officers Association with special distinction for being an Outstanding Policy Document Achieved a rating upgrade from Standard & Poor's from AA- to AA+ on the 2007 WRMPC Bonds Developed the CIP prioritization model Successfully completed 29 Lean Six Sigma projects and 24 are currently in progress Reviewed and updated the Policies for debt service minimum fund balance requirements Implemented the Development Agreement Database for monitoring/ tracking various agreements and obligations Completed George Washington University Lean Six Sigma Green Belt Certification Achieved a AAA bond rating from Standard and Poors on the 2016 MPC Water bonds Received the ICMA Center for Performance Management Certificate of Excellence Award ♦ ♦ ♦ Receive the Distinguished Budget Presentation Award for the 18th consecutive year from the Government Finance Officers Association Receive the ICMA Center for Performance Management Certificate of Excellence Award for the 2nd consecutive year Receive additional special recognition for performance measures and Capital Improvement Plan Complete analysis of town's fees and charges Refine General Fund Long-Range Financial Plan Secure appropriate bond financing for approved Capital Improvement Plan Projects Implement annual Zero Based Budget 1/3 of Town departments BUDGET NOTES Staffing levels have remained consistent since FY 2014. The supplies and contractual budget decreases from the FY 2016 adopted budget. This decrease can be attributed to no longer having an outside consultant assist with the Lean Six Sigma projects. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure 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) Maintain high quality bond rating for G.O.(Fitch) Improve Budget Review Rating received from GFOA 105 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 AA AA+ AA+ AA+ Aa1 Aaa Aaa Aaa AA+ 16% AA+ 30% AA+ 65% AA+ 70% Table of Contents Management and Budget PERSONNEL BY ACTIVITY Actual FY 2014 Actual FY 2015 Budget FY 2016 Management and Budget 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Total Personnel EXPENSES BY ACTIVITY Management and Budget Total Expenses 629,184 $ Personnel Supplies & Contractual Capital Outlay $ 629,184 $ 629,184 $ $ (629,184) $ 722,524 $ $ 637 722,524 (721,887) $ 710,480 621,140 682,460 $ Projected FY 2016 642,180 68,300 - Actual FY 2015 106 710,480 Budget FY 2017 621,140 Budget FY 2016 650,675 71,849 - Actual FY 2014 Total Revenues Total Expenses 722,524 Budget FY 2017 Projected FY 2016 710,480 Actual FY 2015 589,532 39,652 - OPERATING RESULTS Net Operating Result $ Actual FY 2014 EXPENSES BY CATEGORY Total Expenses 629,184 722,524 Projected FY 2016 Budget FY 2017 551,220 69,920 $ Budget FY 2016 710,480 (710,480) $ 621,140 682,460 634,860 47,600 $ Projected FY 2016 621,140 (621,140) $ 682,460 Budget FY 2017 682,460 (682,460) Table of Contents Town Clerk ♦ PURPOSE STATEMENT The Town Clerk serves citizens in a courteous, impartial manner that promotes confidence and trust, provides all customers with quality service in an efficient and timely manner, and works in harmony with elected officials. The Clerk's Office prepares Council agendas and related documents; records legislative actions; attests official actions of the Council; maintains, protects, preserves official records of the Town; and conducts fair and impartial Town elections in accordance with federal, state and local laws. OBJECTIVES FY 2017 ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ Continued to work on the implementation of OnBase Agenda Manager for Council agendas and offering refresher classes for end users Responded to approximately 75 public records requests with approximately 95% 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 Created and delivered staff liaison training for Town staff who support the Town's Boards and Commissions ♦ ♦ Respond to 100% of all subpoenas within timeframe established by law Respond to 90% of all public records requests within 24 hours of receipt, excluding Fridays, weekends and holidays Post agendas and public notices at official posting locations at least 24 hours prior to meeting or event Post 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 Continue focus on records management activities and programs in the organization BUDGET NOTES Staffing levels remain consistent from FY 2016. Increase in supplies and contractual expenditures is as a result of the bi-annual election being held in November 2016. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Percentage of public records requests responded to within 24 hours Percentage of subpoenas responded to within timeframe established by law Percentage of agendas and public notices posted at least 24 hours prior to meeting in conformance with Open Meeting Law Percentage of draft minutes posted to the website within three working days of meeting for accessibility and transparency Percentage of elections held that comply with federal, state and local laws 107 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 71% 80% 95% 90% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% N/A 100% N/A 100% Table of Contents Town Clerk PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Total Expenses $ Budget FY 2016 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 515,470 578,130 $ Actual FY 2014 Personnel Supplies & Contractual Capital Outlay $ 515,470 $ 8,342 515,470 $ $ (507,128) $ 578,130 $ 839 578,130 (577,291) $ 593,380 Budget FY 2017 528,790 $ 528,790 655,160 $ Projected FY 2016 557,560 35,820 - Actual FY 2015 108 593,380 Budget FY 2017 Projected FY 2016 Budget FY 2016 488,552 89,578 - Actual FY 2014 Total Revenues Total Expenses 578,130 Projected FY 2016 593,380 Actual FY 2015 480,367 35,103 - OPERATING RESULTS Net Operating Result Actual FY 2015 515,470 EXPENSES BY CATEGORY Total Expenses Actual FY 2014 Budget FY 2017 495,560 33,230 $ Budget FY 2016 2,000 593,380 (591,380) $ 528,790 655,160 434,280 220,880 $ Projected FY 2016 500 528,790 (528,290) $ 655,160 Budget FY 2017 500 655,160 (654,660) Table of Contents General Counsel PURPOSE STATEMENT OBJECTIVES FY 2017 ♦ The mission of the 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 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Assisted Development Services with entitlement and permitting processes, including combining the Planning Commission and Design Review process Finalized major revisions to the Land Development Code’s signage regulation Prepared updates to several chapters of the municipal code and worked with staff to complete several LDC amendments Assisted and advised with issues concerning ambulance services and obtaining a Certificate of Necessity Established a policy for the use of Townowned property for wireless communication sites Assisted with the update and adoption of construction and building standard supplements Developed Search Warrant Training and Employment Law Training for the Police Department Assisted with the agreement and lease for Welcome Home Veterans Park and MD Heritage for the development of Lots A & B in the Heritage District and with Orbital ATK ♦ ♦ Revise easement forms to be used by CIP and Development Services to establish standard operating procedures Assist with policy development for the Gilbert Chandler Unified Holding Facility Develop a comprehensive 4th Amendment curriculum Continue to develop body worn video camera policy and procedures Continue to review and revise General Orders Coordinate the review of Town Code provisions with Code Compliance and the Prosecutor’s Office to improve enforcement procedures Continue to improve forms and processes for planning and engineering matters Provide a report on the total legal expenses to the Town Council BUDGET NOTES The increase in personnel costs reflects the addition of one Assistant Town Attorney; however, this increase is largely offset by the reduction in budget for supplies and contractual. Authorizing the new Assistant Town Attorney position allows General Counsel to reduce the use of outside legal services by more than $130,000, after it was determined that the longterm needs of the department would be better served by bringing these services in-house. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Per Capita Legal Expenditures 109 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 $4.50 $3.41 $3.37 $4.20 Table of Contents General Counsel Actual FY 2014 Actual FY 2015 Budget FY 2016 General Counsel 3.00 4.00 4.00 4.00 5.00 Total Personnel 3.00 4.00 4.00 4.00 5.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY General Counsel 1,023,362 Total Expenses $ 1,023,362 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ Actual FY 2014 1,015,130 802,722 $ 1,015,130 Actual FY 2015 273,354 750,008 $ 1,023,362 802,722 $ Actual FY 2014 1,023,362 $ (1,023,362) $ 533,190 481,940 - 802,722 $ 1,015,130 802,722 Projected FY 2016 $ Budget FY 2016 522,214 280,508 - Actual FY 2015 Projected FY 2016 Budget FY 2016 1,015,130 (802,722) $ (1,015,130) $ 110 Budget FY 2017 807,370 1,039,780 807,370 $ 1,039,780 Projected FY 2016 $ Budget FY 2017 Budget FY 2017 544,130 263,240 - 690,660 349,120 - 807,370 $ 1,039,780 Projected FY 2016 807,370 Budget FY 2017 1,039,780 (807,370) $ (1,039,780) Table of Contents Prosecutor PURPOSE STATEMENT OBJECTIVES FY 2017 The Prosecutor’s Office is dedicated to handling criminal misdemeanor cases in a fair and just manner, safeguarding the rights of both the victim and the accused, and protecting the citizens of Gilbert. We are committed to pursuing justice with professionalism and integrity. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ Partnered with the Motor Unit of the Police Department to test Brazos eCitations Tested an external portal with a select number of public defenders, to view their cases and obtain electronic discovery materials directly from the existing case management system Assisted crime victims in receiving monetary reparation from the defendant when they were financially impacted by criminal activity Assisted crime victims in obtaining counseling services with outside local agencies ♦ ♦ ♦ Train an additional prosecutor to litigate civil forfeiture cases, helping increase revenues Decrease time spent processing long form complaints on Domestic Violence (DV) cases from 30-days to 15-days Provide in-house training to law enforcement officers on report preparation and investigation techniques to increase quality and likelihood of conviction Partner with DV officers and community educators to increase contact and services to DV victims, to secure the best outcome and participation in the prosecution process Increase initial contact with DV victims by 25% where the victim chooses not to invoke their victim’s rights and increase initial contact with all other victims by 10% on cases where the victim chooses not to invoke their victim’s rights Improve communication to victims by creating and updating victim notification documents Team with Police to submit felony cases to the County for review, meeting statutory time limit requirements BUDGET NOTES There were no significant changes to the FY 2017 Prosecutor’s budget. Personnel increases are driven by benefit changes; no FTE added. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Percentage of cases charged after review 71% 68% 70% 71% Number of Criminal Cases 5,109 5,164 5,200 5,300 Percentage of DV offenders referred to counseling programs 100% 100% 100% 100% Volunteer Hours Served 784.70 164.00 400.00 200.00 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 Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 19.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 1,756,006 1,783,495 1,753,490 1,731,330 1,806,460 $ 1,756,006 $ 1,783,495 $ 1,753,490 $ 1,731,330 $ 1,806,460 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,691,799 64,207 - 1,742,460 41,035 - 1,704,500 48,990 - 1,680,280 51,050 - 1,761,180 45,280 - $ 1,756,006 $ 1,783,495 $ 1,753,490 $ 1,731,330 $ 1,806,460 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 11,531 1,756,006 13,768 1,783,495 12,000 1,753,490 12,000 1,731,330 12,000 1,806,460 $ (1,744,475) $ (1,769,727) $ (1,741,490) $ (1,719,330) $ (1,794,460) 112 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 Community Livability Technology Leader Financial Plan Infrastructure department. 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 2014 Actual FY 2015 Budget FY 2016 Administration Accounting Purchasing Tax Compliance 1.00 9.00 5.00 4.00 1.00 9.00 5.00 4.00 1.00 9.00 7.00 4.00 1.00 9.00 7.00 4.00 1.00 9.00 7.00 4.00 Total Personnel 19.00 19.00 21.00 21.00 21.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 PERSONNEL BY DIVISION EXPENSES BY DIVISION Projected FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 Administration Accounting Purchasing Tax Compliance 184,786 896,590 356,054 375,781 196,535 916,621 406,095 414,066 187,090 919,220 543,930 465,420 252,570 927,030 524,550 417,810 304,200 950,000 551,520 492,975 Total Expenses $ 1,813,211 $ 1,933,317 $ 2,115,660 $ 2,121,960 $ 2,298,695 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 1,662,811 150,400 - 1,775,678 157,639 - 1,889,640 226,020 - 1,941,780 180,180 - 2,097,640 201,055 - $ 1,813,211 $ 1,933,317 $ 2,115,660 $ 2,121,960 $ 2,298,695 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 716,689 1,813,211 537,640 1,933,317 522,000 2,115,660 414,000 2,121,960 394,000 2,298,695 $ (1,096,522) $ (1,395,677) $ (1,593,660) $ (1,707,960) $ (1,904,695) 114 Table of Contents Accounting ♦ PURPOSE STATEMENT 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, capital assets, cash and debt management, and grant accounting. OBJECTIVES FY 2017 ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Implemented a new process that includes best practices for invoice numbering, including training of Town personnel ♦ Received Certificate of Achievement for Excellence in Financial Reporting for the 25th consecutive year from the Government Finance Officers Association (GFOA) Received an unmodified opinion on the Comprehensive Annual Financial Report (CAFR) with no weaknesses noted Met all required processing and reporting deadlines for responsible areas Worked with the Information Technology division in the selection and purchasing process for the new financial software system and attended the trainings for the new system Created Document Types and Groups in the OnBase System to store Accounting's electronic documents and to ensure proper retention schedules of all documents stored Worked with Bank of America to increase Epayables and the Town's rebate Streamlined the weekly p-card process and started a paperless process in the reconciliation of p-cards ♦ ♦ 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 the Information Technology division in the implementation and conversion from EDEN to the new financial software system BUDGET NOTES There were no significant changes to the Accounting budget in FY 2017. Personnel expense increases are related to changes in benefits; no FTE added. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Number of material weaknesses in internal controls reported by the auditors Percent of time processes and reports are completed by the required deadlines % of Invoices paid within 30-days 115 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 0 0 0 0 100% 100% 100% 100% N/A 75.0% 71.8% 75.0% Table of Contents Accounting Actual FY 2014 PERSONNEL BY ACTIVITY Accounting Total Personnel Accounting Personnel Supplies & Contractual Capital Outlay Total Expenses 9.00 9.00 9.00 9.00 9.00 9.00 Actual FY 2015 896,590 896,590 Total Revenues Total Expenses $ 916,621 $ (851,342) $ 916,621 $ 27,736 916,621 (888,885) $ 919,220 Budget FY 2016 Budget FY 2017 927,030 $ 927,030 950,000 $ Projected FY 2016 779,640 139,580 - Actual FY 2015 116 919,220 Budget FY 2016 786,861 129,760 $ Projected FY 2016 919,220 Actual FY 2015 45,248 896,590 $ Budget FY 2016 916,621 Actual FY 2014 OPERATING RESULTS Net Operating Result 9.00 769,435 127,155 $ Budget FY 2017 9.00 Actual FY 2014 EXPENSES BY CATEGORY Projected FY 2016 9.00 896,590 $ Budget FY 2016 9.00 Actual FY 2014 EXPENSES BY ACTIVITY Total Expenses Actual FY 2015 Budget FY 2017 788,880 138,150 $ 927,030 810,020 139,980 $ Projected FY 2016 22,000 919,220 (897,220) $ 950,000 19,000 927,030 (908,030) $ 950,000 Budget FY 2017 19,000 950,000 (931,000) Table of Contents Purchasing PURPOSE STATEMENT OBJECTIVES FY 2017 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. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ Completed major revisions and updates to Town Purchasing Code Completed "Future State" Lean Six Sigma Mapping Process; final report included observations, findings, and recommendations Projected savings of approximately $225,000 by procuring items identified through Spend Analysis, using formal and informal competitive solicitations, and existing cooperative agreements Complete comprehensive formal Purchasing training program for departments and update of Purchasing Manual Complete Revisions/Updates to selected Town solicitation and contract templates Achieve savings of approximately $300,000 based on Spend Analysis conducted on selected commodity purchases in FY 2017 BUDGET NOTES A decrease in the budget for supplies and contractual can be attributed to one-time expenses that were related to the new Contract Specialist position, hired in FY 2016. Any increases in personnel expenses are related to changes in benefits; no FTE added. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government PERFORMANCE MEASURES Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Savings achieved based on spend analysis $592,945 $712,340 $225,000 $300,000 N/A 61 70 80 Customer Loyalty Net Promoter Score 117 Table of Contents Purchasing PERSONNEL BY ACTIVITY Purchasing Total Personnel EXPENSES BY ACTIVITY Purchasing Total Expenses $ Budget FY 2016 5.00 5.00 7.00 7.00 7.00 5.00 5.00 7.00 7.00 7.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 356,054 406,095 $ Actual FY 2014 Personnel Supplies & Contractual Capital Outlay $ 356,054 $ 87,709 356,054 $ $ (268,345) $ 406,095 $ 90,511 406,095 (315,584) $ 543,930 Budget FY 2017 524,550 $ 524,550 551,520 $ Projected FY 2016 529,970 13,960 - Actual FY 2015 118 543,930 Budget FY 2017 Projected FY 2016 Budget FY 2016 401,697 4,398 - Actual FY 2014 Total Revenues Total Expenses 406,095 Projected FY 2016 543,930 Actual FY 2015 350,724 5,330 - OPERATING RESULTS Net Operating Result Actual FY 2015 356,054 EXPENSES BY CATEGORY Total Expenses Actual FY 2014 Budget FY 2017 510,050 14,500 $ Budget FY 2016 100,000 543,930 (443,930) $ 524,550 551,520 543,630 7,890 $ Projected FY 2016 95,000 524,550 (429,550) $ 551,520 Budget FY 2017 100,000 551,520 (451,520) Table of Contents Tax Compliance PURPOSE STATEMENT OBJECTIVES FY 2017 To promote voluntary tax compliance through systematic and comprehensive tax compliance programs designed to educate the community in a fair, equitable and cost-effective manner, while providing superior customer service to all of our customers. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Anticipate achieving a 97% Compliance Rate from Reviewed Taxpayers On-track to achieve a 95% Customer Satisfaction rating Continued active role as a pilot city for the new AZDOR processes to achieve TPT Simplification Collaborated with AZDOR & other cities to test new AZDOR tax system being designed to enhance tax data that the Town receives from AZDOR Initiated process to encourage AZDOR to enter into payment plans with Gilbert taxpayers for delinquent taxes Conducted and participated in numerous Taxpayer Education Seminars regarding tax law and process changes Implemented Tax Compliance Internship Program ♦ Achieve 95% Taxpayer Compliance Achieve 95% Customer Satisfaction rating Continue to play an active role in the statewide TPT Simplification efforts and implementation process, keeping Gilbert customers updated with the latest requirements Identify additional opportunities and implement solutions to assist our taxpayers with their AZDOR compliance requirements As more detailed and reliable tax data is made available from AZDOR, develop an enhanced tax data analysis and reporting system BUDGET NOTES In the FY 2017 Tax Compliance budget, approximately $20,000 was moved from temporary staff in supplies and contractual, to personnel to account for the Tax Division internship that was approved as a limited-term agreement. Other increases include the onetime purchase of tax data analysis software. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 % of Reviewed Taxpayers brought into Compliance 92% 94% 97% 95% Customer Satisfaction 95% 98% 95% 95% PERFORMANCE MEASURES 119 Table of Contents Tax Compliance Actual FY 2014 Actual FY 2015 Budget FY 2016 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 2014 Actual FY 2015 Budget FY 2016 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Tax Compliance Total Expenses 375,781 $ Personnel Supplies & Contractual Capital Outlay $ 375,781 $ 207,951 414,066 5,327 120 $ $ 465,420 $ $ 400,000 465,420 (65,420) $ 417,810 492,975 Budget FY 2017 394,850 22,960 - Budget FY 2016 $ 417,810 492,975 Projected FY 2016 395,870 69,550 - 419,393 414,066 $ 465,420 Budget FY 2017 417,810 Budget FY 2016 Actual FY 2015 583,732 375,781 $ $ 401,230 12,836 - Actual FY 2014 Total Revenues Total Expenses 414,066 Budget FY 2017 Projected FY 2016 465,420 Actual FY 2015 359,730 16,051 - OPERATING RESULTS Net Operating Result $ Actual FY 2014 EXPENSES BY CATEGORY Total Expenses 375,781 414,066 Projected FY 2016 448,540 44,435 $ Projected FY 2016 300,000 417,810 (117,810) $ 492,975 Budget FY 2017 275,000 492,975 (217,975) 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 Community Livability Technology Leader Financial Plan Infrastructure department. ORGANIZATIONAL CHART MUNICIPAL COURT Municipal Court 121 Economic Development High Performing Government Table of Contents MUNICIPAL COURT Actual FY 2014 Actual FY 2015 Budget FY 2016 Municipal Court 30.92 30.92 30.92 30.92 30.92 Total Personnel 30.92 30.92 30.92 30.92 30.92 Actual FY 2014 Actual FY 2015 Budget FY 2016 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 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 2,979,809 3,120,401 3,117,380 3,177,980 3,237,830 $ 2,979,809 $ 3,120,401 $ 3,117,380 $ 3,177,980 $ 3,237,830 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 2,587,913 391,896 - 2,723,879 396,522 - 2,694,060 423,320 - 2,753,980 424,000 - 2,810,710 427,120 - $ 2,979,809 $ 3,120,401 $ 3,117,380 $ 3,177,980 $ 3,237,830 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 240,498 2,979,809 258,841 3,120,401 219,000 3,117,380 232,000 3,177,980 233,000 3,237,830 $ (2,739,311) $ (2,861,560) $ (2,898,380) $ (2,945,980) $ (3,004,830) 122 Table of Contents Municipal Court PURPOSE STATEMENT OBJECTIVES FY 2017 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. ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ Expanded electronic document management to include the digitization of paper documents and signatures using hardware and software solutions in service areas Expanded the filing of electronic citations to the Gilbert Police Department's Traffic Unit Advanced technology in courtrooms by installing monitors and cabling capable of playing back body worn camera videos and other electronic evidence Implemented case processing standards in adherence with Arizona Supreme Court Administrative Order 2014-108 Started Twitter page, establishing social media presence ♦ ♦ ♦ Improve access to the court by implementing an electronic portal for litigants to file pleadings with the court remotely, incorporating applicable case management actions Expand the use of electronic citation processing beyond the Police Department's Traffic Unit Comply with Arizona Supreme Court Administrative Order 2014-108 establishing case processing time standards and associated reporting requirements Expand the Court's presence in social media to further enhance its role in high performing government Expand data sharing with the Arizona Supreme Court to support the Central Case Index, further improving access to the court system BUDGET NOTES There were no significant changes to the Municipal Court budget in FY 2017, aside from an increase in personnel expenses. The increase in personnel is largely driven by benefit changes; no new FTE added. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Dispose of at least 55% of active cases within 90 days 55% 79% 85% 85% Maintain a case disposition rate of 1.00 or greater 0.99 0.99 0.99 1.00 $115.57 $111.86 $105.00 $105.00 $260.59 $271.75 $268.00 $270.00 PERFORMANCE MEASURES Maintain a competitive cost per disposed case relative to benchmarked courts Maintain higher revenue per case disposed rate relative to benchmarked courts 123 Table of Contents Municipal Court Actual FY 2014 Actual FY 2015 Budget FY 2016 Municipal Court 30.92 30.92 30.92 30.92 30.92 Total Personnel 30.92 30.92 30.92 30.92 30.92 Actual FY 2014 Actual FY 2015 Budget FY 2016 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 Net Operating Result Projected FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 2,979,809 3,120,401 3,117,380 3,177,980 3,237,830 $ 2,979,809 $ 3,120,401 $ 3,117,380 $ 3,177,980 $ 3,237,830 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 2,587,913 391,896 - 2,723,879 396,522 - 2,694,060 423,320 - 2,753,980 424,000 - 2,810,710 427,120 - $ 2,979,809 $ 3,120,401 $ 3,117,380 $ 3,177,980 $ 3,237,830 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 240,498 2,979,809 258,841 3,120,401 219,000 3,117,380 232,000 3,177,980 233,000 3,237,830 $ (2,739,311) $ (2,861,560) $ (2,898,380) $ (2,945,980) $ (3,004,830) 124 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 6.50 39.80 12.00 2.00 6.50 38.80 14.00 55.80 59.30 59.30 60.30 61.30 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 289,904 395,243 3,463,885 1,139,116 233,006 613,962 3,466,828 1,067,697 265,800 618,540 3,615,710 1,072,520 207,130 652,930 3,571,510 1,065,020 212,940 697,160 3,808,060 1,296,780 $ 5,288,148 $ 5,381,493 $ 5,572,570 $ 5,496,590 $ 6,014,940 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 4,774,060 514,088 - 4,966,687 414,806 - 5,072,210 500,360 - 5,007,890 488,700 - 5,522,170 488,770 4,000 $ 5,288,148 $ 5,381,493 $ 5,572,570 $ 5,496,590 $ 6,014,940 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 6,783,444 5,288,148 6,720,575 5,381,493 $ 1,495,296 $ 1,339,082 126 6,244,000 5,572,570 $ 671,430 5,843,000 5,496,590 $ 346,410 5,773,000 6,014,940 $ (241,940) Table of Contents Permits and Licensing PURPOSE STATEMENT OBJECTIVES FY 2017 Permits and Licensing is responsible for providing accurate and timely service for business licenses and building and burglar alarm permitting functions with quality service. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ A customer service survey was implemented for all staff to receive feedback on service provided to customers Preparation, testing and training was completed for Energov, the new Permit and Licensing software to be implemented at the beginning of FY 2017 The lobby Information Desk was renovated to be more efficient for staff and the public; materials were developed for customers based on common requests to serve the public Expand the use of customer service surveys Develop online forms for customers to use, increasing efficiency for customers and staff Cross train staff on the alarm permit process Successfully implement Energov, the new Permit and Licensing software Explore the areas in which the burglar alarm system can be made more efficient and automated BUDGET NOTES The FY 2017 budget reflects an increase of one FTE. The alarm program, previously administered by the Police Department, is now under Permits and Licensing. This created a customer service efficiency for Gilbert residents. There are no other significant changes to the budget. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Answer incoming calls within the American Water Works Association industry standard of 58 seconds Maintain the abandoned call rate below the American Water Works Association industry standard of 5.8% 127 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 1:10 0:56 0:40 0:40 9.0% 6.0% 5.0% 5.0% Table of Contents Permits and Licensing PERSONNEL BY ACTIVITY Permits and Licensing Total Personnel EXPENSES BY ACTIVITY Permits and Licensing Total Expenses $ Budget FY 2016 2.00 5.50 5.50 6.50 6.50 2.00 5.50 5.50 6.50 6.50 Actual FY 2014 Actual FY 2015 Budget FY 2016 395,243 613,962 $ Actual FY 2014 Personnel Supplies & Contractual Capital Outlay $ 395,243 $ 379,722 395,243 $ $ (15,521) $ 613,962 $ 486,105 613,962 (127,857) $ 618,540 Budget FY 2017 652,930 $ 652,930 697,160 $ Projected FY 2016 364,920 253,620 - Actual FY 2015 128 618,540 Budget FY 2017 Projected FY 2016 Budget FY 2016 371,020 242,942 - Actual FY 2014 Total Revenues Total Expenses 613,962 Projected FY 2016 618,540 Actual FY 2015 129,489 265,754 - OPERATING RESULTS Net Operating Result Actual FY 2015 395,243 EXPENSES BY CATEGORY Total Expenses Actual FY 2014 Budget FY 2017 444,700 208,230 $ Budget FY 2016 429,000 618,540 (189,540) $ 652,930 697,160 437,870 259,290 $ Projected FY 2016 509,000 652,930 (143,930) $ 697,160 Budget FY 2017 514,000 697,160 (183,160) Table of Contents Plan Review and Inspection PURPOSE STATEMENT OBJECTIVES FY 2017 The Plan Review and Inspections 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 related to construction, backflow prevention, signage, zoning and other Gilbert requirements. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ Processed 2,585 permit applications Processed 170 commercial permits valuing $42,988,452; 33 of which were large commercial projects Processed 945 residential building permits; 24 custom homes and 902 standard homes 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 Complete all plan reviews and requested inspections within established timeframes Respond to 95% of code compliance complaints received within one working day of receipt Review all Home Occupation business license requests within established guidelines Resolve 98% of the total number of code compliance cases without issuing citations or filing long form complaints BUDGET NOTES The FY 2017 increase in budget is primarily due to changes in benefits. Due to a re-organization the FTE count for this area is reduced; a corresponding increase is noted in the Planning division. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Avg.# of working days to complete 1st review of large commercial projects - goal is 13 days Avg.# or working days to complete 1st review of custom and standard homes - goal is 12 days % of building safety inspection requests completed within scheduled times % of fire inspections completed within 48 hours of requests % of Home Occupation business license reviews completed within established timeframes % 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 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 12.00 13.00 12.55 13.00 12.00 12.00 11.85 12.00 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 99% 99% 99% 98% 99% 98% 99% 98% Table of Contents Plan Review and Inspection Actual FY 2014 Actual FY 2015 Budget FY 2016 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 1.00 16.55 2.45 8.95 3.05 7.80 1.00 16.55 2.45 8.95 3.05 6.80 Total Personnel 40.80 40.80 40.80 39.80 38.80 Actual FY 2014 Actual FY 2015 Budget FY 2016 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 2016 Budget FY 2017 Projected FY 2016 Budget FY 2017 221,850 1,389,701 177,975 845,905 261,135 567,319 229,281 1,344,654 194,150 923,960 266,651 508,132 232,500 1,417,340 210,120 913,330 264,410 578,010 236,800 1,505,340 179,460 880,640 259,820 509,450 240,940 1,509,590 238,540 960,130 278,010 580,850 $ 3,463,885 $ 3,466,828 $ 3,615,710 $ 3,571,510 $ 3,808,060 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 3,321,434 142,451 - 3,347,889 118,939 - 3,433,800 181,910 - 3,351,450 220,060 - 3,639,590 164,470 4,000 $ 3,463,885 $ 3,466,828 $ 3,615,710 $ 3,571,510 $ 3,808,060 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 5,746,502 3,463,885 5,664,302 3,466,828 5,230,000 3,615,710 4,753,000 3,571,510 $ 2,282,617 $ 2,197,474 $ 1,614,290 $ 1,181,490 130 4,725,000 3,808,060 $ 916,940 Table of Contents Planning Services PURPOSE STATEMENT OBJECTIVES FY 2017 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 2016 ♦ ♦ ♦ ♦ ♦ ♦ Assisted Energov team with implementation of the new permitting system for Gilbert Entitled development in Rivulon: Isagenix, Mercedes, Retail/Office buildings Created new interactive mapping tool for customers to view proposed and approved projects and hearing dates Implemented customer service programs: Everyone is a Customer, and Taking Care of Small Business Entitled Districts Lofts, a new multi-family project in the Heritage District Maintained working relationships with Home Builders Association, Chamber of Commerce and Small Business Alliance ♦ ♦ ♦ ♦ ♦ Continue customer service programs, such as: Everyone is a Customer, and Taking Care of Small Business Continue to support targeted growth with: Best in Class zoning code amendments, the Lindsay/202 freeway interchange ADOT Study, and General Plan update for circulation in the Santan Character Area Continue to foster the 'Find a Way to Say Yes' (FAWTSY) philosophy and recognize these efforts Continue implementation efforts for the new Energov permitting system Create new Development Review Board comprised of Planning Commission and Design Review Board Amend Land Development Code to reflect current business practices and community desires Update and adopt sign code BUDGET NOTES The FY 2017 personnel budget reflects changes in the FTE count associated with a reorganization, as well as the addition of a Planner. No significant changes are noted in the supplies and contractual or capital budget. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government PERFORMANCE MEASURES Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 % of items continued due to ad errors 1% 1% 1% 1% 100% 100% 100% 100% 98% 98% 98% 98% 98% 98% 98% 98% % of draft minutes completed within 72 hours % 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 2016 Projected FY 2016 Budget FY 2017 11.00 11.00 11.00 12.00 14.00 11.00 11.00 11.00 12.00 14.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,067,697 1,072,520 1,065,020 1,296,780 $ 1,139,116 $ 1,067,697 $ 1,072,520 $ 1,065,020 $ 1,296,780 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Personnel Supplies & Contractual Capital Outlay 1,062,035 77,081 - 1,027,756 39,941 - 1,025,490 47,030 - 1,019,600 45,420 - 1,249,750 47,030 - $ 1,139,116 $ 1,067,697 $ 1,072,520 $ 1,065,020 $ 1,296,780 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2015 1,139,116 EXPENSES BY CATEGORY Total Expenses Actual FY 2014 657,220 1,139,116 $ (481,896) $ 570,168 1,067,697 (497,529) $ 132 585,000 1,072,520 (487,520) $ 581,000 1,065,020 (484,020) $ 534,000 1,296,780 (762,780) 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 2014 Actual FY 2015 Budget FY 2016 Administration Development Traffic 1.60 1.00 3.00 1.60 2.00 3.00 1.60 2.00 3.00 1.60 2.00 3.00 1.60 2.00 3.00 Total Personnel 5.60 6.60 6.60 6.60 6.60 Actual FY 2014 Actual FY 2015 Budget FY 2016 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Development Traffic Total Expenses 265,239 153,928 351,163 $ Personnel Supplies & Contractual Capital Outlay 675,675 $ 770,330 Actual FY 2014 Total Revenues Total Expenses 675,675 (746,130) $ $ $ (675,675) $ 765,430 $ Budget FY 2016 765,430 (765,430) $ Budget FY 2017 Budget FY 2017 143,460 204,990 217,620 375,480 190,040 485,430 566,070 $ 1,050,950 Projected FY 2016 630,690 134,740 - 675,675 134 765,430 Budget FY 2016 Actual FY 2015 24,200 770,330 $ $ 507,657 168,018 $ Projected FY 2016 199,730 189,200 376,500 Actual FY 2015 541,751 228,579 - OPERATING RESULTS Net Operating Result $ Actual FY 2014 EXPENSES BY CATEGORY Total Expenses 770,330 148,795 145,402 381,478 Projected FY 2016 Budget FY 2017 353,430 212,640 - 627,030 423,920 - 566,070 $ 1,050,950 Projected FY 2016 566,070 Budget FY 2017 1,050,950 (566,070) $ (1,050,950) Table of Contents Engineering Services PURPOSE STATEMENT OBJECTIVES FY 2017 Provide timely and excellent customer service while promoting safe and efficient public infrastructure improvements, minimizing longterm maintenance requirements, and balancing developer, departmental, and operations division needs. ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ Completed major update to Engineering Standards, Details, Specifications Implemented Maricopa County Department of Transportation "Entente" agreement with multiple projects - formal Letter Agreement Obtained grant funding for Coldwater Boulevard (75% construction $$ paid by the Flood Control District of Maricopa County) Developed an agreed-upon letter agreement with Flood Control District of Maricopa County for them to take the lead on a technical revision to the revised Flood Insurance Rate Maps, at no cost to Gilbert Negotiated a cost-share Intergovernmental Agreement with Flood Control District of Maricopa County for elevation certificates, for residents newly added to flood zone (50% County, 50% Town of Gilbert) Maintained consistent and timely reviews of a variety of development engineering submittals (FY15 - 527 completed reviews; FY16 - 600 reviews) ♦ ♦ ♦ ♦ Develop Standard Operating Procedures for key Development Engineering processes: Right-of-Way Annexation, Out-of-Town Water Service Agreements, Encroachment Permits, and Construction Assurances Utilize identified written procedures against the day-to-day functions within Development Engineering to establish performance goals/metrics for staff Provide a monthly status report highlighting accomplishments and workload, challenges, enhancements, improvements, and successes Evaluate the cost-effectiveness of Development Engineering programs, procedures, and processes; seek and provide input into an updated Fee Schedule for Development Services Provide consistent, efficient and effective engineering support services operating groups (and other Departments) Develop a Stakeholder Group to meet at least two times per year and discuss updates to the Engineering Standards, Details and specifications adopted by Town Council Coordinate with GIS staff on periodic list of necessary additions/modifications to the Public Works GIS map BUDGET NOTES The FY 2017 budget increase is attributed to increases in the supplies and contractual budget. Several one-time projects are scheduled for Administration (ROW review), as well as the Traffic division (School crossings). STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Percentage of Citizen Contacts responded to within 24 hours Percentage of Engineering Review Comments returned on schedule 135 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 90% 90% 90% 95% 90% 90% 90% 95% Table of Contents Engineering Services Actual FY 2014 Actual FY 2015 Budget FY 2016 Administration Development Traffic 1.60 1.00 3.00 1.60 2.00 3.00 1.60 2.00 3.00 1.60 2.00 3.00 1.60 2.00 3.00 Total Personnel 5.60 6.60 6.60 6.60 6.60 Actual FY 2014 Actual FY 2015 Budget FY 2016 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Development Traffic Total Expenses 265,239 153,928 351,163 $ Personnel Supplies & Contractual Capital Outlay $ 770,330 $ 24,200 770,330 $ $ (746,130) $ 675,675 $ $ 675,675 (675,675) $ 765,430 $ Budget FY 2016 765,430 (765,430) $ Budget FY 2017 Budget FY 2017 143,460 204,990 217,620 375,480 190,040 485,430 566,070 $ 1,050,950 Projected FY 2016 630,690 134,740 - Actual FY 2015 136 765,430 Budget FY 2016 507,657 168,018 - Actual FY 2014 Total Revenues Total Expenses 675,675 Projected FY 2016 199,730 189,200 376,500 Actual FY 2015 541,751 228,579 - OPERATING RESULTS Net Operating Result $ Actual FY 2014 EXPENSES BY CATEGORY Total Expenses 770,330 148,795 145,402 381,478 Projected FY 2016 Budget FY 2017 353,430 212,640 - 627,030 423,920 - 566,070 $ 1,050,950 Projected FY 2016 566,070 Budget FY 2017 1,050,950 (566,070) $ (1,050,950) 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Administration Contracted Services Professional Standards Patrol Services Support Services Counseling Services Investigations Special Enforcement Tactical Operations Total Sworn Total Civilian 4.50 0.00 17.00 156.50 64.50 8.50 39.00 42.00 13.00 228.00 117.00 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 4.50 0.00 17.00 161.50 64.50 8.50 43.00 42.00 12.00 231.00 122.00 4.50 0.00 18.00 170.50 64.50 8.50 45.00 42.00 12.00 243.00 122.00 345.00 350.00 354.00 353.00 365.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 832,230 1,554,413 1,508,988 17,679,840 5,265,218 910,116 5,570,938 5,182,757 1,864,515 686,327 1,598,419 1,671,540 18,832,864 4,963,497 747,497 5,722,888 5,050,540 1,950,585 699,930 1,645,000 1,822,400 19,458,330 5,235,220 853,080 6,973,950 5,559,030 1,929,470 720,210 1,544,000 1,666,560 19,846,850 5,204,940 809,550 6,269,430 5,594,080 1,786,870 2,348,540 1,726,000 1,766,180 21,326,250 5,552,960 877,520 6,714,090 5,687,560 1,994,210 $ 40,369,015 $ 41,224,157 $ 44,176,410 $ 43,442,490 $ 47,993,310 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 34,941,576 5,210,886 216,553 35,840,219 5,287,646 96,292 38,188,130 5,833,280 155,000 37,902,200 5,356,990 183,300 41,853,900 5,894,910 244,500 $ 40,369,015 $ 41,224,157 $ 44,176,410 $ 43,442,490 $ 47,993,310 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 3,920,204 40,369,015 3,887,639 41,224,157 3,405,000 44,176,410 3,755,000 43,442,490 3,601,000 47,993,310 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 $(36,448,811) $(37,336,518) $(40,771,410) $(39,687,490) $(44,392,310) 138 Table of Contents Contracted Services PURPOSE STATEMENT OBJECTIVES FY 2017 The Town of Gilbert has entered into two separate intergovernmental agreements (IGA) with Maricopa County: Animal Control and Incarceration. Animal Control promotes and protects health, safety, and welfare of pets and people. The incarceration agreement funds detainee booking fees and housing fees for pretrial misdemeanor offenses and misdemeanants. ♦ ♦ BUDGET NOTES ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ Execute IGA with Arizona Humane Society for services not filled by Maricopa County Animal Control Continue to provide animal control and sheltering services through Maricopa County IGA Incarceration booking rates for the County increased to $306.84 for FY 2017 from $285.94 in FY 2016 (7.3% increase), while housing rates increased to $90.37 for FY 2017 from $85.49 in FY 2016 (5.7% increase). These increases are reflected in Supplies and Contractual budget for FY 2017. Continued terms of IGA with Maricopa County for FY 2016 incarceration and animal control services until contract expiration Continued operation of the Unified Holding Facility (G-CUHF) project in conjunction with the Chandler Police Department and opened the fully operational facility for short-term holds; long-term holds will continue with the county Submitted proposal for an IGA with the Arizona Humane Society to fill service gaps not covered by the IGA with Maricopa County Animal Control The IGA with the Humane Society is budgeted in Investigations to assist with incidents involving animals. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 250 264 240 230 $575.86 $545.33 $599.86 $630.43 Cost per Capita – Animal Control $0.64 $0.61 $0.60 $0.59 Daily Inmate Housing Rates $78.90 $81.85 $85.49 $90.37 Cost per Capita - Incarceration $6.27 $6.18 $5.84 $6.39 PERFORMANCE MEASURES Calls for Animal Control Services Cost per Call – Animal Control 139 ` Table of Contents Contracted Services Actual FY 2014 Actual FY 2015 Budget FY 2016 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 2014 Actual FY 2015 Budget FY 2016 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Animal Control Incarceration Total Expenses Budget FY 2017 143,966 1,454,453 145,000 1,500,000 144,000 1,400,000 145,000 1,581,000 $ 1,554,413 $ 1,598,419 $ 1,645,000 $ 1,544,000 $ 1,726,000 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Personnel Supplies & Contractual Capital Outlay 1,554,413 - 1,598,419 - 1,645,000 - 1,544,000 - 1,726,000 - $ 1,554,413 $ 1,598,419 $ 1,645,000 $ 1,544,000 $ 1,726,000 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2016 Budget FY 2017 91,035 1,463,378 EXPENSES BY CATEGORY Total Expenses Projected FY 2016 869,549 1,554,413 $ (684,864) $ 778,957 1,598,419 (819,462) $ 140 ` 750,000 1,645,000 (895,000) $ 700,000 1,544,000 630,000 1,726,000 (844,000) $ (1,096,000) Table of Contents Professional Standards PURPOSE STATEMENT OBJECTIVES FY 2017 ♦ The Gilbert Police Department Office of Professional Standards oversees internal affairs, recruiting, hiring and accreditation, training, public information, crime prevention and the volunteer program; emphasizing the maintenance of professional police standards and open lines of communication in the furtherance of the department mission. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintain all allotted officer and civilian positions approved by Town Council Complete 50% of total internal investigations within 30-days Complete and route 75% of total internal investigations within 60-days Maintain community relations projects that benefit charitable organizations Increase the footprint of the recruiting program BUDGET NOTES Quarterly property room inspection completed, with 100% compliance reported Monthly claims audit performed to ensure police actions had been properly reported and documented GPD volunteers provided 9,434 hours of service and provided 34 police department tours for 348 citizens and children Crime Prevention issued a CD to parents and guardians that contained important child information along with ID card; 256 children participated in the program Organized and maintained participation in multiple community and fundraising events Conducted policy compliance inspections for entire police department, resulting in policy and procedure updates Alarm program transferred to Developmental Services to promote efficient administration of similar programs The FY 2017 budget includes the addition of one background investigator to assist with Police’s 5year staffing needs. Additionally, the Alarm Program was transferred to Development Services to improve consistency and efficiency in program administration. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan PERFORMANCE MEASURES Infrastructure High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 47% 45% 50% 50% 73% 71% 75% 75% 22 29 30 30 97% 94% 100% 100% 4,700,000 4,700,000 4,800,000 4,800,000 % 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 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 4.00 5.00 0.00 5.00 3.00 5.00 12.00 4.00 6.00 0.00 5.00 3.00 5.00 13.00 17.00 17.00 18.00 17.00 18.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 509,184 312,640 89,482 359,021 238,661 506,057 430,139 70,201 419,720 245,423 526,630 430,300 70,410 549,880 245,180 557,640 453,900 463,170 191,850 532,560 564,330 441,240 228,050 $ 1,508,988 $ 1,671,540 $ 1,822,400 $ 1,666,560 $ 1,766,180 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,341,407 167,581 - 1,451,313 220,227 - 1,504,150 318,250 - 1,347,090 319,470 - 1,514,400 251,780 - $ 1,508,988 $ 1,671,540 $ 1,822,400 $ 1,666,560 $ 1,766,180 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 142,735 1,508,988 144,110 1,671,540 120,000 1,822,400 160,000 1,666,560 150,000 1,766,180 $ (1,366,253) $ (1,527,430) $ (1,702,400) $ (1,506,560) $ (1,616,180) 142 Table of Contents Patrol Services PURPOSE STATEMENT OBJECTIVES FY 2017 The Patrol Services Division provides the first response to both emergency and nonemergency calls for service including, inprogress crimes, traffic collisions, and reports of felony and misdemeanor crimes. Additional services include search and rescue, community policing, proactive intelligence-based patrolling, fielding public safety concerns, and traffic enforcement. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ Maintained patrol zone staffing: Central District – two zones/six beats; San Tan District – two zones/five beats Participated in Data-Driven Approaches to Crime and Traffic Safety (DDACTS) III in cooperation with the Special Operations Division Maintained the Town of Gilbert as the second safest city in the U.S. for cities over 200,000 residents based on FBI statistics Full implementation of body worn cameras in patrol Completed a lean process mapping via the Office of Management and Budget for administrative assistants Evaluate the patrol shift model for more effective patrol officer deployment and adherence to minimum officer staffing on teams Continue DDACTS model in areas where it supports the Special Operations Division towards the goal of crime and collision reduction in the appropriate area Increase the total number of officer-initiated traffic contacts by 20%, with an emphasis on high crash areas and violations causal to collisions Maintain Town of Gilbert as the second safest city in the U.S. for cities over 200,000 residents BUDGET NOTES Increases to the FY 2017 Patrol budget are largely driven by changes in personnel, with the addition of eight new police officers, two sergeants, and one detention transport officer. Additionally, two FTE’s were removed from Civilian Support and transferred to the Investigations division. The additional sworn positions require patrol vehicles (2 officers per vehicle), uniforms, and other necessary equipment. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Crimes committed per 1,000 population 16.6 15.4 16.0 16.5 Number of felony arrests 2,074 2,030 2,075 2,080 Number of misdemeanor arrests 6,400 6,819 6,627 6,700 Dispatched Calls for Service 62,269 64,574 67,725 68,000 Officer initiated Calls for Service 123,706 108,225 110,000 111,000 PERFORMANCE MEASURES 143 Table of Contents Patrol Services PERSONNEL BY ACTIVITY Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Uniform Patrol Detention/Court Support Enforcement Support Civilian Support Total Sworn Total Civilian 138.50 6.00 12.00 0.00 134.00 22.50 133.50 8.00 12.00 6.00 133.00 26.50 135.50 8.00 12.00 6.00 135.00 26.50 135.50 8.00 12.00 6.00 135.00 26.50 145.50 8.00 13.00 4.00 145.00 25.50 156.50 159.50 161.50 161.50 170.50 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 16,413,487 509,888 756,465 - 16,900,722 691,831 813,345 426,966 17,482,380 664,400 791,210 520,340 17,841,220 802,920 803,220 399,490 19,254,460 900,240 834,910 336,640 $ 17,679,840 $ 18,832,864 $ 19,458,330 $ 19,846,850 $ 21,326,250 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 16,291,237 1,357,659 30,944 17,194,946 1,542,986 94,932 18,019,950 1,383,380 55,000 18,456,400 1,382,050 8,400 19,542,510 1,539,240 244,500 $ 17,679,840 $ 18,832,864 $ 19,458,330 $ 19,846,850 $ 21,326,250 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 883,605 17,679,840 938,173 18,832,864 800,000 19,458,330 832,000 19,846,850 843,000 21,326,250 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 $(16,796,235) $(17,894,691) $(18,658,330) $(19,014,850) $(20,483,250) 144 Table of Contents Support Services PURPOSE STATEMENT OBJECTIVES FY 2017 The Support Services Division is responsible for providing all necessary logistical and police strategic support for the police department. Support Services personnel provide support through their roles in the 9-1-1 Communications Dispatch Center, Central Records & Property Section, Planning & Research, Youth & Adult Resources and technology liaison. ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ The Communications Dispatch Center Handled 87,495 incoming calls including 34,912 9-1-1 calls; dispatched 99% of emergency calls within 90-seconds; answered 99.7% of non-emergency calls within 30-seconds; and answered 93.5% of 9-1-1 calls within 10-seconds The digitization of paper records for archival; Records and Property processed 22,941 information requests, 22,563 police incident reports, and 21,904 citations; completed full deployment of e-citation program (Phase I); assisted in the implementation of Body Worn Cameras (BWC), plus the copy and release of BWC videos; impounded 28,016 items for secure storage; and assigned final disposition of 14,232 items from secure storage Planning and Research completed deployment of BWC project; updated Police Department 5-year Staffing Plan through FY2021; completed the Department's Annual Report ♦ The Communications Dispatch Center will continue to dispatch all emergency calls within 90-seconds; answer 90% of 9-1-1 calls within 10-seconds and non-emergency calls within 30-seconds Records and Property should continue the digitization of paper records/documents for archival; develop and implement records management protocol for e-citations, including the establishment of an e-citation specialty clerk within the Records Section; develop and implement electronic records request and document delivery methods within the Records Section; and establish protocols for the disposal of evidence from the Property Section, when the statute of limitations for the items expire as well as disposal of obsolete evidence records Planning and Research should evaluate full roll-out of Body Worn Camera (BWC) project; monitor and apply for grant funding opportunities for the department; and continue to evaluate the 5-year staffing plan BUDGET NOTES The FY 2017 budget increases are driven mostly by increases in subscriptions and contract services. Additionally, the Special Investigations Team room will undergo improvements that include rewiring cable connections to support workflow changes. Personnel increases are largely related to changes in benefits; no FTE added. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Actual FY 2014 PERFORMANCE MEASURES Time between emergency call received to dispatching an officer 27 seconds Economic Development Actual FY 2015 25 seconds High Performing Government Projected FY 2016 26 seconds Anticipated FY 2017 26 seconds Success rate answering 911 calls within 10-seconds 93.6% 93.1% 93.5% 93.9% Success rate answer Non-Emergency 911 calls within 30-seconds 99.0% 99.7% 99.7% 99.7% 145 Table of Contents Support Services PERSONNEL BY ACTIVITY Actual FY 2014 Actual FY 2015 Budget FY 2016 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 2014 Actual FY 2015 Budget FY 2016 Total Personnel EXPENSES BY ACTIVITY Administration Records Communication Property Planning and Research Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Projected FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 546,285 935,972 2,982,823 635,806 164,332 384,075 855,808 2,945,937 608,500 169,177 419,390 1,018,620 3,022,780 607,150 167,280 385,460 1,034,760 3,025,860 591,130 167,730 452,440 1,091,870 3,198,700 635,100 174,850 $ 5,265,218 $ 4,963,497 $ 5,235,220 $ 5,204,940 $ 5,552,960 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 4,504,711 612,757 147,750 4,522,067 441,430 - 4,762,610 472,610 - 4,745,780 459,160 - 5,050,920 502,040 - $ 5,265,218 $ 4,963,497 $ 5,235,220 $ 5,204,940 $ 5,552,960 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 44,377 5,265,218 43,112 4,963,497 35,000 5,235,220 33,000 5,204,940 33,000 5,552,960 $ (5,220,841) $ (4,920,385) $ (5,200,220) $ (5,171,940) $ (5,519,960) 146 Table of Contents Counseling Services ♦ PURPOSE STATEMENT 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, 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 diversion programming. OBJECTIVES FY 2017 ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Coordinated and conducted Crisis Intervention Training (CIT) Police Mental Health Training 4200+ clients were provided with GYAR services Handled 110 crisis calls 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 the court’s order 3% recidivism rate for domestic violence clients; 1% recidivism rate for juvenile status offenders Reviewed 615 danger assessments submitted and responded to 344 (56%) of intimate partner domestic violence high-risk cases within a 48-hour window ♦ ♦ Provide a minimum of 8,000 counseling hours for individuals, families, and groups Implement a new comprehensive therapeutic program for adolescents with extensive social, family and justice issues Offer services to a minimum of 1,000 victims Respond to all crisis calls within 30-minutes of request by police and fire Develop and provide domestic violence and grief drop-in support groups Maintain a recidivism rate of less than 5% on domestic violence offenses Conduct danger assessments on intimate partner domestic violence cases to identify those cases where early contact with domestic violence victims is prudent Coordinate and conduct on-going CIT Police Mental Health Training with the East Valley CIT collaboration BUDGET NOTES There are no significant changes to Counseling Services in FY 2017. Changes to personnel expenditures reflect changes in benefits; no FTE added. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Victims Offered Services 700 875 1,000 1,000 Number of crisis calls handled 112 80 110 110 Average callout response time (in minutes) 21 25 24 24 % of youth violence referrals completing the program successfully 95% 95% 95% 95% Total clients served 3,800 3,900 4,200 4,200 PERFORMANCE MEASURES 147 Table of Contents Counseling Services PERSONNEL BY ACTIVITY Counseling Services Total Personnel EXPENSES BY ACTIVITY Counseling Services Total Expenses $ Budget FY 2016 8.50 8.50 8.50 8.50 8.50 8.50 8.50 8.50 8.50 8.50 Actual FY 2014 Actual FY 2015 Budget FY 2016 910,116 747,497 $ Actual FY 2014 Personnel Supplies & Contractual Capital Outlay $ 910,116 $ 380,526 910,116 $ $ (529,590) $ 747,497 $ 352,027 747,497 (395,470) $ 853,080 Budget FY 2017 809,550 $ 809,550 877,520 $ Projected FY 2016 835,870 17,210 - Actual FY 2015 148 853,080 Budget FY 2017 Projected FY 2016 Budget FY 2016 729,022 18,475 - Actual FY 2014 Total Revenues Total Expenses 747,497 Projected FY 2016 853,080 Actual FY 2015 876,382 33,734 - OPERATING RESULTS Net Operating Result Actual FY 2015 910,116 EXPENSES BY CATEGORY Total Expenses Actual FY 2014 Budget FY 2017 792,790 16,760 $ Budget FY 2016 350,000 853,080 (503,080) $ 809,550 877,520 855,260 22,260 $ Projected FY 2016 325,000 809,550 (484,550) $ 877,520 Budget FY 2017 315,000 877,520 (562,520) Table of Contents Investigations ♦ PURPOSE STATEMENT The Gilbert Police Department Investigations Section is dedicated to conducting timely and thorough investigations leading to successful prosecution and justice for victims. Investigations is comprised of the Violent Crimes Unit, Child / Sex Crimes Unit, Property Crimes Unit and Intelligence Unit. The Criminal Investigations Section investigates complex felony crimes such as: homicide, aggravated assault, sexual assault, child abuse/endangerment, robbery, burglary, theft, fraud and organized retail theft. ♦ OBJECTIVES FY 2017 ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ Provided information to support Data-Driven Approaches to Crime and Traffic Safety (DDACTS) and Intelligence-Led Policing (ILP) programs as well as distributed bulletins to support efforts of proactive enforcement and crime prevention Exceeded national average for clearance rates for violent crimes and property crimes Investigated and cleared numerous armed robberies, aggravated assaults, sexual assaults, and homicide cases Transitioned the position at the East Valley Fusion Center from a sworn detective to a civilian crime analyst Proactively worked to investigate internet based crimes against children via the Internet Crimes Against Children (ICAC) program resulting in several search warrants, suspect arrests, and successful prosecutions Initiated latent fingerprint program with crime scene tech attending latent print comparison academy Maintain or exceed the national average for crimes of violence and property Maintain or exceed the department’s clearance rates for the previous year for crimes of violence and property Expand the capacity of the Crime Scene Unit to include a latent print analysis and comparison program BUDGET NOTES In the FY 2017 budget a new cost center was added: Crime Scene Unit. This cost center reallocated 2 FTE’s and corresponding expenses from Civilian Patrol to Crime Scene Unit. Additionally, the contract services with Mesa Crime Lab moved from General Investigations to Crime Scene Unit, including a reduction of $160,000 for fingerprint services, which have subsequently been brought inhouse. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 64.5% Actual FY 2015 61.1% Projected FY 2016 62.0% Anticipated FY 2017 62.0% Clearance rate – Property Crimes 24.2% 25.4% 25.5% 25.5% Total number of cases 1,024 896 1,062 1,060 Total number of arrests/complaints 348 205 250 250 Total number of cases inactivated 348 304 282 280 34.0% 33.9% 26.5% 26.4% PERFORMANCE MEASURES Clearance rate – Violent Crimes Percentage of cases inactivated 149 Table of Contents Investigations PERSONNEL BY ACTIVITY General Investigations Persons Crimes - CSCU Persons Crimes - VCU Property Crimes Intel and Analysis Unit Crime Scene Unit Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY General Investigations Persons Crimes - CSCU Persons Crimes - VCU Property Crimes Intel and Analysis Unit Crime Scene Unit Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 4.00 10.00 7.00 10.00 8.00 0.00 31.00 8.00 4.00 10.00 7.00 10.00 9.00 0.00 32.00 8.00 4.00 11.00 7.00 11.00 10.00 0.00 34.00 9.00 4.00 11.00 7.00 11.00 10.00 0.00 34.00 9.00 4.00 11.00 7.00 11.00 10.00 2.00 36.00 9.00 39.00 40.00 43.00 43.00 45.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 1,178,304 1,204,665 1,005,163 1,372,166 810,640 - 1,167,749 1,173,057 1,026,284 1,337,831 1,017,967 - 1,448,630 1,496,450 1,337,130 1,522,520 1,169,220 - 667,130 1,364,450 1,066,050 1,326,610 1,160,670 684,520 680,710 1,467,820 995,800 1,494,570 1,341,310 733,880 $ 5,570,938 $ 5,722,888 $ 6,973,950 $ 6,269,430 $ 6,714,090 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 4,714,856 856,082 - 4,922,707 800,181 - 5,653,390 1,275,560 45,000 5,143,410 1,005,620 120,400 5,657,710 1,056,380 - $ 5,570,938 $ 5,722,888 $ 6,973,950 $ 6,269,430 $ 6,714,090 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 30,081 5,570,938 9,253 5,722,888 6,973,950 6,269,430 6,714,090 $ (5,540,857) $ (5,713,635) $ (6,973,950) $ (6,269,430) $ (6,714,090) 150 Table of Contents Special Enforcement PURPOSE STATEMENT OBJECTIVES FY 2017 The Special Enforcement section provides support and addresses problem areas and crime trends through the use of data, research and specialized equipment. It is comprised of the Crime Suppression Team, School Resource Officers (SRO), Day and Night Traffic Teams, Traffic Investigations Unit, K-9 Officers, Family Violence Officers, as well as the Civilian Patrol Technicians (CPT). ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ Completed Data-Driven Approaches to Crime and Traffic Safety (DDACTS) III program, completing two of the three goals Worked jointly with other agencies (city, state and federal) to apprehend violent offenders Participated in numerous multi-agency DUI task forces 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 one thousand population Maintain or reduce alcohol/drug related traffic collision rates based upon alcohol/drug related collisions per one thousand population BUDGET NOTES In the FY 2017 budget, supply and contractual expenditures are increasing due to O&M costs for the K-9 units. Additionally, software and hardware increases for crime scene reconstruction and crash analysis services are budgeted. Increases in personnel costs are mostly related to benefit changes; no FTE added. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Number of DUI arrests 1,725 1,611 1,618 1,650 Alcohol related collisions per 1,000 residents 0.47 0.66 0.64 0.66 49,061 50,293 60,000 65,000 12.1 13.0 13.5 14.0 PERFORMANCE MEASURES Traffic contacts Collisions per 1,000 residents 151 Table of Contents Special Enforcement PERSONNEL BY ACTIVITY Crime Suppression Traffic Unit School Programs Total Sworn Total Civilian Total Personnel EXPENSES BY ACTIVITY Crime Suppression Traffic Unit School Programs Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 14.00 18.00 10.00 42.00 0.00 14.00 18.00 10.00 42.00 0.00 42.00 44.00 42.00 42.00 42.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 1,440,637 2,662,280 1,079,840 1,491,450 2,434,969 1,124,121 1,857,740 2,546,010 1,155,280 1,876,530 2,534,070 1,183,480 1,888,550 2,590,150 1,208,860 $ 5,182,757 $ 5,050,540 $ 5,559,030 $ 5,594,080 $ 5,687,560 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 4,814,321 330,577 37,859 4,753,513 295,667 1,360 5,157,610 346,420 55,000 5,272,180 267,400 54,500 5,322,870 364,690 - $ 5,182,757 $ 5,050,540 $ 5,559,030 $ 5,594,080 $ 5,687,560 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,569,331 5,182,757 1,622,007 5,050,540 1,350,000 5,559,030 1,705,000 5,594,080 1,630,000 5,687,560 $ (3,613,426) $ (3,428,533) $ (4,209,030) $ (3,889,080) $ (4,057,560) 152 Table of Contents Tactical Operations ♦ PURPOSE STATEMENT The Gilbert Police Department Tactical Operations Section is comprised of three units: SWAT, Special Investigations, and Criminal Apprehension Team. 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 Special Investigations Team (SIT) works to suppress organized crime, narcotics trafficking and vice. The Criminal Apprehension Team (CAT) provides direct support to other Investigations units and apprehends wanted felons. All CAT and SIT members are trained SWAT members. ♦ OBJECTIVES FY 2017 ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ Completed renovations to a former fire station to create a police canine and SWAT training facility SIT detectives seized a large amount of narcotics and over $900,000 in racketeering funds ♦ Using an Urban Areas Security Initiative (UASI) grant, ballistic helmets, communication headsets, and a medium tactical robot were purchased for the SWAT team Resolved all tactical operations without injury or loss of life to officers or innocent persons, and without injury or loss of life to suspects Completed full training on all elements of SWAT by sending all SWAT specialty officers through annual advanced officer training in their respective fields ♦ Provide one unit training day per month for Entry Team, Precision Rifle Operators, Tactical Negotiations Team, Breachers, and Tactical Equipment Operators Provide one 4-hour block of firearms training, per month, for Entry and Precision Rifle Operators Provide one additional 4-hour block of firearms – sniper training to Precision Rifle Operators Provide Basic SWAT School to new unit members Provide specialized tactical medicine to all new SWAT paramedics BUDGET NOTES FY 2017 budget increases are related to O&M costs from the new SWAT training facility and increases for staff development, training, and travel. Increases in personnel are largely related to step and range movements for sworn officers; no FTE added. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Total Special Investigations Team Cases % of special operations members trained in knowledge, skills, and abilities Number of special operations members completing the course of instruction Number of tactical operations Training Hours 153 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 180 180 160 100 100% 100% 100% 100% 31 31 31 31 6 16 15 12 260 260 260 260 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 0.00 6.00 6.00 12.00 0.00 13.00 12.00 12.00 12.00 12.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 159,121 918,696 786,698 291,389 807,402 851,794 223,030 809,900 896,540 233,580 789,820 763,470 272,370 837,230 884,610 $ 1,864,515 $ 1,950,585 $ 1,929,470 $ 1,786,870 $ 1,994,210 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,624,049 240,466 - 1,635,195 315,390 - 1,628,610 300,860 - 1,483,380 303,490 - 1,636,250 357,960 - $ 1,864,515 $ 1,950,585 $ 1,929,470 $ 1,786,870 $ 1,994,210 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,864,515 1,950,585 1,929,470 1,786,870 1,994,210 $ (1,864,515) $ (1,950,585) $ (1,929,470) $ (1,786,870) $ (1,994,210) 154 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 4.00 2.00 185.00 11.00 1.00 4.00 2.00 192.00 11.00 1.00 201.00 201.00 203.00 203.00 210.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 677,211 23,015,063 787,206 292,228 721,193 4,278 23,423,747 1,064,752 204,832 680,460 466,610 26,239,750 1,266,070 154,220 678,710 457,570 25,504,210 1,275,620 154,650 1,056,550 316,130 27,031,530 1,299,990 156,030 $ 24,771,708 $ 25,418,802 $ 28,807,110 $ 28,070,760 $ 29,860,230 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 22,116,412 2,630,360 24,936 22,184,860 3,233,942 - 23,992,160 4,753,800 61,150 23,721,340 4,288,420 61,000 25,991,420 3,478,090 390,720 $ 24,771,708 $ 25,418,802 $ 28,807,110 $ 28,070,760 $ 29,860,230 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,551,762 24,771,708 1,572,650 25,418,802 1,619,000 28,807,110 1,653,000 28,070,760 1,690,000 29,860,230 $(23,219,946) $(23,846,152) $(27,188,110) $(26,417,760) $(28,170,230) 156 Table of Contents Operations ♦ PURPOSE STATEMENT 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 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Hired an additional Service Aide to support activities at the Resource Center OBJECTIVES FY 2017 ♦ 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 purchase of self-contained breathing apparatus for end-of-life replacement Completed purchase of mobile and portable radios for end-of-life replacement Completed site and budget evaluation for Public Safety Training Facility Received approval from the Arizona Department of Health Services for an ambulance services Certificate of Necessity Entered a contract with American Medical Response to provide ambulance transportation services in Gilbert ♦ ♦ ♦ Maintain a sub four-minute response time average to emergency incidents Provide training to all operations personnel in order to maintain minimum requirements Complete purchase and take delivery of two pumper trucks for end-of-life replacement Implement an ambulance services program that allows Gilbert to meet the conditions of its Certificate of Necessity Implement a program to address low acuity medical responses within the community Utilize information provided in the training facility business plan to develop a long range training strategy Begin design of Fire Station #9 BUDGET NOTES Included in the FY 2017 budget are six Firefights to staff a Low Acuity Response Unit. This will be a pilot program to evaluate how a two person unit would address the non-life threatening calls in an effort to contain future costs. Capital outlay includes funds to purchase two ambulances to provide ambulance transportation services as required by the Certificate of Necessity. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 3:51 3:57 3:55 3:57 1:06 1:04 1:02 1:02 81% 80% 76% 75% Training hours per operations employee 254 265 270 270 Structure fires per 1,000 population 0.25 0.22 0.29 0.30 PERFORMANCE MEASURES Average response time from apparatus en route to on scene (travel time in minutes : seconds) 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) 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 5.00 180.00 0.00 5.00 179.00 0.00 5.00 175.00 5.00 5.00 175.00 5.00 5.00 182.00 5.00 185.00 184.00 185.00 185.00 192.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 864,232 22,150,831 - 681,118 22,736,678 5,951 741,920 23,371,250 2,126,580 713,010 22,596,360 2,194,840 817,580 23,888,070 2,325,880 $ 23,015,063 $ 23,423,747 $ 26,239,750 $ 25,504,210 $ 27,031,530 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 20,548,185 2,456,465 10,413 20,357,052 3,066,695 - 21,826,470 4,413,280 - 21,565,080 3,939,130 - 23,356,160 3,284,650 390,720 $ 23,015,063 $ 23,423,747 $ 26,239,750 $ 25,504,210 $ 27,031,530 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,435,804 23,015,063 1,469,206 23,423,747 1,536,000 26,239,750 1,570,000 25,504,210 1,607,000 27,031,530 $(21,579,259) $(21,954,541) $(24,703,750) $(23,934,210) $(25,424,530) 158 Table of Contents Prevention/Community PURPOSE STATEMENT OBJECTIVES FY 2017 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. ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Utilized operations personnel to complete 100% of low hazard occupancy safety surveys Utilized a volunteer to assist with completion of re-inspections Provided various life safety programs addressing smoke detectors, drowning prevention, car seat safety, bicycle helmet safety, and school talks reaching approximately 19,000 citizens Conducted a car seat technician training course Delivered two Community Emergency Response Team classes to Gilbert citizens Conducted Back to School and Holiday Toy drives for local needy families ♦ ♦ 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 Provide two Community Emergency Response Team classes to Gilbert citizens Provide various life safety programs addressing smoke detectors, drowning prevention, car seat safety, bicycle helmet safety, and school talks Conduct Back to School and Holiday Toy drives for local needy families Expand the use of technology to deliver and gather citizen and employee information more effectively BUDGET NOTES No additional FTE were requested during the FY 2017 budget process. Increases in the personnel budget can be attributed to the change in benefit costs. No other significant changes occurred in this area. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 % of total commercial occupancies inspected 84% 82% 84% 100% Arson fires per 1,000 population 0.03 0.04 0.04 0.04 71 72 75 75 20,596 20,835 21,000 21,500 $475,161 $480,658 $492,870 $515,355 PERFORMANCE MEASURES Public education contacts per 1,000 population Total volunteer participation hours Value, in dollars, of volunteer support 159 Table of Contents Prevention/Community PERSONNEL BY ACTIVITY Prevention Community Total Personnel EXPENSES BY ACTIVITY Prevention Community Total Expenses $ Personnel Supplies & Contractual Capital Outlay $ Budget FY 2016 6.00 3.50 6.00 4.00 7.00 4.00 7.00 4.00 7.00 4.00 9.50 10.00 11.00 11.00 11.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Total Revenues Total Expenses Projected FY 2016 Budget FY 2017 Budget FY 2017 615,324 449,428 752,160 513,910 715,500 560,120 742,170 557,820 787,206 $ 1,064,752 $ 1,266,070 $ 1,275,620 $ 1,299,990 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 721,615 65,591 - 991,657 73,095 - 1,093,500 111,420 61,150 1,111,420 103,200 61,000 1,183,470 116,520 - 787,206 $ 1,064,752 $ 1,266,070 $ 1,275,620 $ 1,299,990 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 92,582 787,206 $ Projected FY 2016 603,321 183,885 Actual FY 2014 OPERATING RESULTS Net Operating Result Actual FY 2015 Actual FY 2014 EXPENSES BY CATEGORY Total Expenses Actual FY 2014 (694,624) $ 91,887 1,064,752 73,000 1,266,070 73,000 1,275,620 73,000 1,299,990 (972,865) $ (1,193,070) $ (1,202,620) $ (1,226,990) 160 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 Adaptive Recreation 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, and 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 Adaptive Recreation 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 9.85 11.00 31.88 20.42 37.50 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 10.58 12.00 35.71 17.78 39.81 6.82 10.58 12.00 35.71 17.78 40.12 6.95 117.47 116.21 122.70 122.70 123.14 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 886,561 2,590,663 3,989,147 855,948 5,907,310 832,770 1,155,371 2,944,416 4,408,213 901,463 5,856,893 960,949 1,200,200 3,278,800 4,891,900 957,330 6,327,310 990,430 1,216,790 3,079,605 5,122,327 910,860 6,170,660 1,037,860 1,174,120 3,293,270 5,111,610 1,021,880 6,274,180 1,031,990 $ 15,062,399 $ 16,227,305 $ 17,645,970 $ 17,538,102 $ 17,907,050 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 6,074,598 8,942,135 45,666 6,297,692 9,898,892 30,721 6,974,240 10,585,730 86,000 6,808,420 10,664,500 65,182 7,186,110 10,696,940 24,000 $ 15,062,399 $ 16,227,305 $ 17,645,970 $ 17,538,102 $ 17,907,050 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 3,248,239 15,062,399 3,483,893 16,227,305 3,314,000 17,645,970 3,329,500 17,538,102 3,223,000 17,907,050 $(11,814,160) $(12,743,412) $(14,331,970) $(14,208,602) $(14,684,050) 162 Table of Contents Facilities Maintenance PURPOSE STATEMENT ♦ To maintain and repair assigned facilities and associated systems and equipment in proper working order for the safety and effective use of facilities and to respond to facility maintenance and repair needs of customers. ♦ Applied a coating to the inside of the end bells of the two chillers in the Public Safety center, as part on the preventive maintenance program Replaced the lighting fixtures with energy efficient fixtures in the police parking garage OBJECTIVES FY 2017 ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Painted the front walkway entrance of Municipal Center I, painted the exterior doors of Public Safety Center and some exterior trim on the South Area Service Center Recoated the flooring in the court holding cells with polymers mosaic epoxy coating Foamed roof the old portion of Public Works facility as part of our preventative maintenance program Implemented of the threat assessment by PD, which included camera system in Municipal Center II, door lock down systems, and panic buttons Replaced four air conditioning units on the Radio Maintenance facility as part of the LRIP program Replaced the carpet in the offices and conference rooms in the Public Works facility ♦ ♦ ♦ ♦ Replace security cameras at Public Safety Center and Municipal Center I Replace one cooling tower at Public Safety Center Replace two air conditioning units at the Heritage Annex building Replace the lobby furniture in the police lobby Add a backup air conditioning unit to the Public Safety Center 911 area BUDGET NOTES No new FTE were added during the FY 2017 budget process. Increases in personnel budget can be attributed to the changes in benefit costs. Increases in supplies and contractual is due to the various building repair and maintenance projects to be completed in FY 2017. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Cost per square foot – Municipal Center I (51,050 square feet) Cost per square foot – Public Works (33,000 square feet) Cost per square foot – Municipal Center II (51,500 square feet) Cost per square foot – Public Safety Center (178,000 square feet) Cost per square foot – South Area Service Center (86,000 square feet) Cost per square foot – Radio Maintenance Facility (7,580 square feet) 163 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 $8.36 $9.62 $9.09 $8.53 $3.67 $3.50 $8.98 $4.36 $2.92 $3.07 $3.75 $3.68 $4.28 $5.41 $5.19 $6.40 $2.43 $2.36 $2.40 $2.50 $1.98 $1.52 $5.01 $2.47 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 Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 12.00 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 12.00 12.00 12.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 881,557 426,753 120,973 150,225 762,522 209,256 24,395 14,982 974,407 490,931 115,431 158,319 963,490 202,646 27,659 11,533 1,203,160 470,230 181,230 197,850 933,250 220,040 30,980 42,060 930,575 464,210 296,260 192,970 923,060 206,410 28,180 37,940 1,108,090 435,490 143,780 189,520 1,139,900 215,370 42,380 18,740 $ 2,590,663 $ 2,944,416 $ 3,278,800 $ 3,079,605 $ 3,293,270 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 817,115 1,773,548 - 819,239 2,094,456 30,721 920,800 2,301,000 57,000 816,020 2,230,040 33,545 932,230 2,361,040 - $ 2,590,663 $ 2,944,416 $ 3,278,800 $ 3,079,605 $ 3,293,270 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 254,022 2,590,663 229,224 2,944,416 228,000 3,278,800 228,000 3,079,605 228,000 3,293,270 $ (2,336,641) $ (2,715,192) $ (3,050,800) $ (2,851,605) $ (3,065,270) 164 Table of Contents Parks and Open Space PURPOSE STATEMENT OBJECTIVES FY 2017 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. ♦ ♦ ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Made improvements to the Riparian Observatory with the installation of a handicap accessible telescope mount Increased number of field trips offered from 22 to 38 serving over 2,200 school aged children Introduced 4 new camps at the Riparian Replaced light pole timers with photo cells Completion of Lake Study Completed 25% of LRIP assets GPS location done for all park light poles Installed seven new playgrounds ♦ Increase number of field trips offered Increase Riparian program offerings Laser level all ballfields Complete ADA assessment for all parks and facilities Complete landscape adjacent to the new walkway at Crossroads Park Install new aeration system at Water Ranch Lake Install by-pass inlet pipe at Cosmo Park Lake Install self-cleaning intake filter at Cosmo Park Lake BUDGET NOTES No FTE were added in FY 2017 for Parks and Open Space in the General Fund. Additional Park Ranger positions had been requested but were not approved during budget process. Increases in personnel budget can be attributed to the change in benefit costs. Contracted landscape maintenance in excess of $150,000 was added to the supplies and contractual budget for various parks. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 773 897 900 925 1,850 2,037 1,800 1,950 Increase Riparian revenue generated $25,313 $19,321 $40,372 $26,000 Add new programs/events at Riparian 0.00 2.00 6.00 7.00 Increase field trip educational programs at Riparian N/A 22.00 38.00 44.00 PERFORMANCE MEASURES Increase ramada rentals Increase sport court rentals 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 Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 31.88 31.88 35.71 35.71 35.71 31.88 31.88 35.71 35.71 35.71 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 3,989,147 4,408,213 4,891,900 5,122,327 5,111,610 $ 3,989,147 $ 4,408,213 $ 4,891,900 $ 5,122,327 $ 5,111,610 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,746,875 2,242,272 - 1,820,251 2,587,962 - 2,155,620 2,707,280 29,000 2,124,620 2,966,070 31,637 2,240,710 2,846,900 24,000 $ 3,989,147 $ 4,408,213 $ 4,891,900 $ 5,122,327 $ 5,111,610 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 657,121 3,989,147 658,305 4,408,213 579,000 4,891,900 697,500 5,122,327 568,000 5,111,610 $ (3,332,026) $ (3,749,908) $ (4,312,900) $ (4,424,827) $ (4,543,610) 166 Table of Contents Aquatics PURPOSE STATEMENT OBJECTIVES FY 2017 To provide a variety of aquatics programs for the community to include public swimming lessons, swim team, dive team, Guardstart programs, special events, and pool rentals. The aquatics programs contribute to community livability by providing important spring and summer activities for youth and adults of our community. ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ Hosted 7,456 youths and adults through our swim lesson program. This program serves all ages and abilities including one-on-one instruction for those with special needs or developmental disabilities Provided aquatics maintenance services as required by our IGA's to maintain the pools for the Gilbert, Chandler, and Higley school districts for their program use Summer 2015 aquatics program was safe, with no serious accidents or injuries reported Gilbert increased private rental opportunities at the renovated Mesquite Aquatic Center for community groups in August, and also provided a birthday party ramada rental option at Mesquite Pool during the summer months Gilbert has increased our use of technology with the aquatics program-web based meet results (available weekly), streaming training videos to pool media centers, weekly program updates for parents through eblasts, and the use of lightning detectors ♦ ♦ Continue to refine LRIP asset inventory program developed for pool infrastructure and equipment inventory Continue to support Spring (late March) and Summer (May/June/July/August) programming. Adjust program demands and offerings based on school district use, customer demand, and offer new programming based on community needs Maximize the use of social media to promote program information and educate the public about the aquatics programs Continue excellent cooperation with our school district partners Gilbert, Chandler, and Higley to utilize the aquatics locations for the benefit of the community Implement Optimization strategies to increase revenues and decrease expenditures on an annual basis BUDGET NOTES While staffing levels remain the same as FY 2016, personnel costs increase as a result of benefit changes. One-time expenses totaling $60,000 are included in the supplies and contractual budget for repainting and resealing the deck at Perry and Williams Field pools. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Attendance at recreation swim 34,843 32,301 34,000 34,000 Increase number of swim lesson participants 7,065 7,456 7,600 7,700 Increase swim and dive team participation 1,875 1,815 1,875 1,900 PERFORMANCE MEASURES 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 2016 0.05 5.96 4.93 4.61 4.87 0.00 5.13 4.25 4.19 4.41 0.00 5.05 4.22 4.14 4.37 0.00 5.05 4.22 4.14 4.37 0.00 5.05 4.22 4.14 4.37 20.42 17.98 17.78 17.78 17.78 Actual FY 2014 Actual FY 2015 Budget FY 2016 855,948 24,954 263,892 229,580 177,952 205,085 $ Actual FY 2014 Personnel Supplies & Contractual Capital Outlay $ 855,948 $ 416,171 855,948 $ $ (439,777) $ 901,463 $ $ 413,583 901,463 (487,880) $ 957,330 Budget FY 2017 260 243,790 245,570 213,760 207,480 281,520 240,300 253,720 246,340 910,860 $ 1,021,880 Projected FY 2016 652,820 304,510 - Actual FY 2015 168 957,330 Budget FY 2017 Projected FY 2016 Budget FY 2016 602,631 298,832 - Actual FY 2014 Total Revenues Total Expenses 901,463 Projected FY 2016 275,600 251,600 216,330 213,800 Actual FY 2015 584,700 271,248 - OPERATING RESULTS Net Operating Result Actual FY 2015 3,970 270,897 209,670 175,983 195,428 EXPENSES BY CATEGORY Total Expenses Actual FY 2014 $ Budget FY 2016 427,000 957,330 (530,330) $ Budget FY 2017 652,820 258,040 - 669,770 352,110 - 910,860 $ 1,021,880 Projected FY 2016 404,000 910,860 (506,860) $ Budget FY 2017 404,000 1,021,880 (617,880) Table of Contents Recreation Centers ♦ PURPOSE STATEMENT 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 quality of life. OBJECTIVES FY 2017 ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Extensive facility maintenance improvements were made at all centers and the Southeast Regional Library to include paint, flooring, lighting, furniture and equipment upgrades Working cooperatively with CIP, a design build firm was selected to address the roof leaks at the Freestone Recreation Center New rental and membership fee structure was adopted by Council and implemented Several optimization plan recommendations for the Freestone Recreation Center have been implemented Optimization plans are being developed for the Gilbert Community Center and McQueen Park Activity Center Twelve new pre-school/youth based family programs/events were introduced giving approximately 1,500 attendees a new recreation experience Implemented a new seasonal evaluation process for Senior Recreation and Recreation Leaders ♦ ♦ ♦ Continue comprehensive reviews of all center policies and procedures Implement sponsorship package opportunities for center events and programs Implement applicable Optimization Plan recommendations for the Gilbert Community Center and McQueen Park Activity Center Develop a seasonal evaluation process for Recreation Instructors Develop a center based SOP related to seasonal onboarding Complete roof project at the Freestone Recreation Center Replace all strength equipment in the Freestone Recreation Center fitness area Actively monitor, modify and create as appropriate membership recruitment and retention programs, incentives and/or events for the Freestone Recreation Center BUDGET NOTES Additional seasonal hours were added at the Community Center to cover facility rentals and new programs. A decrease in supplies and contractual is due to the reduction of one-time expenditures from FY 2016. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Increase total number of passes sold (annual, 6 month, monthly) at the Freestone Recreation Center Increase annual participation at the Freestone Recreation Center Increase total number of Independent Contractor contracts executed for class programs 169 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 8,045 8,146 8,200 8,300 245,521 225,223 225,500 226,000 36 41 42 43 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 Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 5.57 8.87 0.00 19.27 3.79 0.00 5.79 8.87 0.00 20.09 3.79 0.00 5.83 8.93 0.00 20.99 4.06 0.00 5.83 8.93 0.00 20.99 4.06 0.00 6.14 8.93 0.00 20.99 4.06 0.00 37.50 38.54 39.81 39.81 40.12 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 383,553 597,249 16,927 1,255,959 2,691,914 961,708 426,923 524,026 11,318 1,084,296 2,935,777 874,553 406,720 599,590 26,410 1,368,730 2,888,970 1,036,890 398,080 575,670 26,410 1,262,660 2,870,950 1,036,890 431,080 575,830 14,310 1,305,130 2,809,940 1,137,890 $ 5,907,310 $ 5,856,893 $ 6,327,310 $ 6,170,660 $ 6,274,180 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,615,260 4,246,384 45,666 1,594,534 4,262,359 - 1,781,390 4,545,920 - 1,678,200 4,492,460 - 1,812,410 4,461,770 - $ 5,907,310 $ 5,856,893 $ 6,327,310 $ 6,170,660 $ 6,274,180 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,461,791 5,907,310 1,463,403 5,856,893 1,470,000 6,327,310 1,404,000 6,170,660 1,427,000 6,274,180 $ (4,445,519) $ (4,393,490) $ (4,857,310) $ (4,766,660) $ (4,847,180) 170 Table of Contents Recreation Programs PURPOSE STATEMENT OBJECTIVES FY 2017 To improve the quality of life by providing recreational, leisure and educational opportunities for all residents and community groups. We will accomplish this by providing quality programming, making the best use of our existing resources, developing a supportive population of participants and developing effective collaborations and partnerships with local businesses and community groups. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Event team permitted 49 Community Events, an increase of 6 events over FY 2015 Attendance at Gilbert Days Parade and Half Marathon was over 15,000 people AZTeK Award winner for the Ka‐Pow! Superhero Adventure Run Media Award Adaptive Recreation Cheerleading Team was awarded the Gold Medal at the Special Olympics Regional Competition Participants in the Adaptive Recreation Bowling program increased approximately 10% over the FY 2015 participation rate Participation in Special Olympics Bowling and Cheer competitions increased by 19.6% which surpassed the goal of 8.0% Adult sports leagues (softball, basketball, volleyball) and tournaments (softball) had a total of 641 teams registered Participation in Fall and Winter adult softball seasons exceeded 99% of capacity ♦ Provide a diverse selection of inviting, family friendly and safe special events for the community Expand the use of community service enhancing technologies Maintain positive relationships with current event supporters and expand those relationships to new businesses in Gilbert Increase Special Olympics sport offerings to include Basketball and Bocce Ball Increase participation in State Special Olympics competitions by 8% Operate adult sports leagues in softball (113 team max), basketball (56 team max), and volleyball (16 teams max) at 95% capacity for each of the three seasons Have all sports schedules, manuals, rosters, and standings online, and have standings for each league done nightly at the conclusion of games BUDGET NOTES Seasonal FTE hours increased for the Adaptive Recreation programs. Hours are needed for Special Olympic instructor training, certification requirements, class inclusion aides, and Special Olympics bocce ball instruction. Supplies and contractual were increased due to the increase in number of people participating in the programs. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Number of athletes representing Gilbert at Special Olympics State Bowling and Cheer Competitions Increase the number of electronic communication reaches (web page clicks, social media views, recreation guide ad views, video placement views) % of ratings above average or excellent on the event satisfaction surveys provided to participants and sponsors for each special event 171 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 35 51 61 66 N/A 11,647 146,945 180,000 N/A 76.43 93.15 85.00 Table of Contents Recreation Programs PERSONNEL BY ACTIVITY Youth Sports Adult Sports Special Events Admin Special Events Adaptive Recreation Total Personnel EXPENSES BY ACTIVITY Youth Sports Adult Sports Special Events Admin Special Events Adaptive Recreation Total Expenses $ Budget FY 2016 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 0.81 6.82 6.82 6.82 6.82 6.95 Actual FY 2014 Actual FY 2015 Budget FY 2016 832,770 74,469 291,408 303,100 231,014 60,958 $ Actual FY 2014 Personnel Supplies & Contractual Capital Outlay $ 832,770 $ 529,583 832,770 $ $ (303,187) $ 960,949 $ Actual FY 2015 719,295 960,949 (241,654) $ 172 Projected FY 2016 Budget FY 2017 Projected FY 2016 Budget FY 2017 85,160 272,810 304,420 271,820 56,220 73,090 268,560 302,920 334,270 59,020 88,140 280,200 322,150 271,820 69,680 990,430 $ 1,037,860 $ 1,031,990 Projected FY 2016 Budget FY 2017 Budget FY 2016 543,109 417,840 - Actual FY 2014 Total Revenues Total Expenses 960,949 Actual FY 2015 532,296 300,474 - OPERATING RESULTS Net Operating Result Actual FY 2015 74,860 225,206 293,864 188,753 50,087 EXPENSES BY CATEGORY Total Expenses Actual FY 2014 501,780 488,650 - 563,160 474,700 - 520,440 511,550 - 990,430 $ 1,037,860 $ 1,031,990 Projected FY 2016 Budget FY 2017 Budget FY 2016 595,000 990,430 (395,430) $ 596,000 1,037,860 (441,860) $ 596,000 1,031,990 (435,990) 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. 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. Transportation Transportation consists of the contract with Phoenix-Mesa Gateway Airport. The mission of Phoenix-Mesa Gateway Airport is to develop a safe, efficient, economical and environmentally acceptable air transportation facility. 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 2017 for all nonsworn employees who demonstrate exceptional performance. An ongoing allowance has been budgeted for sworn Public Safety employees. Outside Agencies The purpose of outside agencies is to augment funding for various social service agencies that provide service in Gilbert. Staff reviews and scores each application received. Based on the outcome of the scoring process, a proposed recommendation is made to Council. Compensation Council adopted a compensation philosophy which requires periodic classification and compensation studies to be completed to ensure that Gilbert is maintaining a compensation structure that is competitive with the market. The FY 2017 funding that is allocated purchase is a placeholder until the study is completed and a implementation strategy is approved by Council. Capital Projects The budget for capital projects is determined by the FY2017-2026 Capital Improvement Plan that was adopted by Council on June 23, 2016. Numerous projects have General Fund funding in FY 2017. The following is a summary of the expenditures by CIP category: Economic Development Reserve Municipal Facilities Parks and Recreation Streets Redevelopment Traffic Signals $ 8,289,000 7,558,000 1,632,000 1,105,000 696,000 $ 19,280,000 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. More detail on these CIP projects can be found in the Capital Improvements section. Contingency Other Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. Contingency for FY 2017 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. Insurance This is the General Fund portion of the Public Entity Insurance package. Policies include police liability, auto liability, auto damage, contractor’s equipment, property, general liability, and general excess. 173 Table of Contents Non-Departmental PERSONNEL No Personnel Allocations Total Personnel EXPENSES Transportation Outside Agencies Capital Projects Other ED Reserve Contingency Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 350,000 412,518 4,470,440 4,054,405 - 350,000 489,980 8,576,495 4,373,350 - 350,000 494,530 19,528,530 6,178,060 5,000,000 8,990,000 350,000 606,500 6,203,120 5,571,170 4,500,000 350,000 626,530 19,277,600 16,581,600 5,000,000 10,000,000 $ 9,287,363 $ 13,789,825 $ 40,541,120 $ 17,230,790 $ 51,835,730 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 5,507,698 3,779,665 8,903,617 4,886,208 1,321,890 19,690,700 19,528,530 11,027,670 6,203,120 5,035,030 27,523,100 19,277,600 $ 9,287,363 $ 13,789,825 $ 40,541,120 $ 17,230,790 $ 51,835,730 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 56,037 13,789,825 40,541,120 17,230,790 51,835,730 590,185 9,287,363 $ (8,697,178) $(13,733,788) $(40,541,120) $(17,230,790) $(51,835,730) 174 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 2017. Total Operating Revenues Water Wastewater $ 41,201,000 $ 25,645,000 Total Operating Expenses Operating Income (Loss) (29,924,710) (17,809,910) $ (10,135,170) $ (4,279,710) $ (3,034,410) - - $ (10,135,170) Operating Transfers In $ (4,279,710) - Operating Transfers Out Net Income $ 14,775,500 (51,336,170) Non-Operating Revenues (Expenses) Income (Loss) Before Transfers Environmental Services Residential Commercial (2,481,980) $ $ (3,034,410) 820,000 (10,291,540) (1,369,770) $ (23,909,660) $ (13,751,250) $ (4,234,180) ORGANIZATIONAL CHART PUBLIC WORKS Enterprise Funds Water Environmental Services - Residential Wastewater Environmental Services - Commercial (107,310) - $ 170,000 (13,774,490) 175 $ 2,374,670 (107,310) (248,460) $ (355,770) Table of Contents ENTERPRISE FUNDS Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial 117.95 44.68 76.22 7.28 116.45 45.24 76.72 7.28 124.95 42.50 86.05 8.28 123.95 42.50 84.05 8.28 129.95 42.50 88.05 8.28 Total Personnel 246.13 245.69 261.78 258.78 268.78 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 36,663,759 18,695,632 11,495,175 1,975,194 24,607,127 16,124,319 14,218,263 2,165,175 51,258,600 26,513,150 20,198,610 3,067,790 26,723,463 15,600,525 15,056,030 2,352,867 51,336,170 29,924,710 17,809,910 2,481,980 $ 68,829,760 $ 57,114,884 $ 101,038,150 $ 59,732,885 $101,552,770 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 16,393,312 48,752,554 3,683,894 17,221,492 34,315,855 5,577,537 19,161,750 44,863,540 37,012,860 17,925,443 37,102,495 4,704,947 21,746,120 46,287,870 33,518,780 $ 68,829,760 $ 57,114,884 $ 101,038,150 $ 59,732,885 $101,552,770 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 80,617,041 831,664 81,733,032 8,457,131 83,995,000 1,075,000 83,413,780 1,075,000 83,996,170 990,000 $ 81,448,705 $ 90,190,163 $ 85,070,000 $ 84,488,780 $ 84,986,170 63,736,351 17,124,833 49,723,057 16,812,464 89,440,410 21,704,994 51,368,805 21,704,994 92,235,030 25,684,260 Total Uses $ 80,861,184 $ 66,535,521 $ 111,145,404 $ 73,073,799 $117,919,290 Net Operating Result $ $ 23,654,642 $ (26,075,404) $ 11,414,981 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 587,521 176 $ (32,933,120) Table of Contents Enterprise Funds Benchmarks *Figures assume high-use for SFR equates to 17,000 gallons on a 1” meter; low-use for SFR equates to 9,000 gallons on a ¾ meter. Source: Valley Benchmark Cities, FY 2014/15 * Figures assume high-use for SFR equates to 12,000 gallons; low-use for SFR equates to 8,000 gallons. Source: Valley Benchmark Cities, FY 2014/15 21.0% Waste diverted by Gilbert customers Source: ValleyBenchmark Cities, FY 2014/15 177 Table of Contents 178 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 PERSONNEL BY DIVISION Administration Conservation Production Quality Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources Total Personnel EXPENSES BY DIVISION Administration Conservation Production Quality Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources Non-Departmental Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 1.50 4.00 43.20 6.00 17.00 28.00 15.25 3.00 6.00 1.00 1.50 4.00 42.20 6.00 17.00 28.00 15.25 3.00 6.00 1.00 1.50 4.00 47.20 6.00 17.00 28.00 15.25 4.00 6.00 1.00 117.95 116.45 124.95 123.95 129.95 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 342,788 254,735 9,176,324 552,418 1,537,088 2,902,901 675,116 190,645 224,492 5,098,600 15,708,652 416,006 339,332 9,252,413 613,379 1,689,125 3,519,605 612,338 185,551 223,626 5,527,565 2,228,187 417,340 468,460 11,242,890 711,080 2,381,510 4,165,020 624,750 201,430 309,500 5,989,230 24,747,390 356,520 362,400 11,018,060 564,030 1,884,400 3,867,450 695,580 126,920 188,633 5,990,560 1,668,910 755,070 508,190 11,561,000 817,680 2,841,230 4,163,220 661,260 227,310 267,850 6,175,380 23,357,980 $ 36,663,759 $ 24,607,127 $ 51,258,600 $ 26,723,463 $ 51,336,170 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 6,866,339 27,400,972 2,396,448 7,404,112 15,384,899 1,818,116 8,286,720 20,971,410 22,000,470 7,635,073 17,533,490 1,554,900 9,583,050 21,270,480 20,482,640 $ 36,663,759 $ 24,607,127 $ 51,258,600 $ 26,723,463 $ 51,336,170 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 39,283,038 - 38,938,293 7,705,487 40,391,000 - 40,321,000 - 41,201,000 - $ 39,283,038 $ 46,643,780 $ 40,391,000 $ 40,321,000 $ 41,201,000 36,663,759 8,447,872 24,607,127 7,672,312 51,258,600 9,821,884 26,723,463 9,821,884 51,336,170 13,774,490 Total Uses $ 45,111,631 $ 32,279,439 $ 61,080,484 $ 36,545,347 $ 65,110,660 Net Operating Result $ (5,828,593) $ 14,364,341 Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 180 $(20,689,484) $ 3,775,653 $(23,909,660) Table of Contents Conservation PURPOSE STATEMENT OBJECTIVES FY 2017 To ensure Gilbert's water supply is used in the most efficient manner, and that Gilbert complies with state regulations regarding water conservation. ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Audited four high-priority municipal facilities and provided customized water efficiency upgrade recommendations for each building. Initiated upgrades of water using fixtures at those sites Promoted and implemented Water Wise Gilbert program, performing Water Efficiency Checkups on seven commercial facilities; labeled three businesses as Water Wise Gilbert honorees Planned and executed the largest Gilbert Water Festival to date—1,153 Gilbert Public School 4th graders registered Increased enrollment in the Landscape Irrigation Assistance Program to 44 participants. Since 2015, sixteen of those enrolled have met the goal to be named a Water Wise Gilbert Community Partnered with Information Technology and Digital Communications staff to create the online residential water use calculator Initiated and facilitated updating of Parks Department irrigation design and construction standards Total water use in Gilbert declined year over year, despite residential and commercial growth ♦ ♦ ♦ ♦ Expand the Water Wise Gilbert program, performing Water Efficiency Checkups on ten commercial facilities Continue Town facility water audit and retrofits on two additional sites Develop a style guide to ensure all of the Water Conservation marketing materials have a cohesive, modern theme Research single family residential water end use to better understand changes in water demand over time Inventory and create water budgets for the Parks Departments Trail Systems landscapes Bring the San Tan Freeway landscape and ADOT into the Landscape Irrigation Assistance Program Develop an integrated reporting strategy and guide for participants in the Water Wise Gilbert program BUDGET NOTES The FY 2017 budget includes minor increases in personnel costs which is primarily driven by changes to benefits. The supplies and contractual budget has increased slightly to allow for expansion of current service levels, as well as to pilot new services; such as the pilot Turf Removal Program. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 2,792 3,862 4,029 4,200 Residential Water Checkups performed 160 281 300 450 Number of participants in the Landscape Irrigation Assistance Program 15 31 44 52 PERFORMANCE MEASURES Number of students participating in education programs 181 Table of Contents Conservation PERSONNEL BY ACTIVITY Conservation Total Personnel EXPENSES BY ACTIVITY Conservation Total Expenses Actual FY 2015 Budget FY 2016 3.00 3.00 4.00 4.00 4.00 3.00 3.00 4.00 4.00 4.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 254,735 $ 254,735 339,332 $ Actual FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 254,735 $ 339,332 182 $ 468,460 362,400 508,190 $ Projected FY 2016 346,040 95,790 26,630 $ Budget FY 2017 362,400 Budget FY 2016 289,546 49,786 $ 468,460 Budget FY 2017 Projected FY 2016 468,460 Actual FY 2015 204,924 49,811 $ 339,332 Projected FY 2016 Budget FY 2017 243,020 93,380 26,000 $ 362,400 508,190 394,760 113,430 $ 508,190 Table of Contents Production PURPOSE STATEMENT OBJECTIVES FY 2017 Provide safe Potable drinking water that meets or exceeds the EPA requirements. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Continued design development for Santan Vista Water Treatment Plant expansion Began implementation of Lucity work order system in Wells group to assist in preventive maintenance tracking and LRIP scheduling Well Site 22 - installed new NO3 online analyzer and flow control capabilities to accommodate a blending plan with well 20 to Reservoir 20. Nitrate analyzer also installed at reservoir 20 to ensure compliance Well Site 28 completed Arsenic Treatment Facility relocation. This increased the production for well 28 by approximately five times what it was before installation Installed new filtration system on the water features on Gilbert Road Completed replacement of North Water Treatment Plant (NWTP) chemical lines Improvements and upgrades to computer systems and control strategies to optimize plant operations ♦ ♦ ♦ SVWTP phase II design and start construction fall of 2016 Complete Well 5 rehabilitation CIP project Fully implement Lucity work order system for both preventive and corrective maintenance activities at the wells and reservoirs sites Hire and train five new staff members related to the Santan Vista WTP expansion Replace South Reservoir Roof at NWTP NWTP Purchase TOC analyzer to aid in improving plant performance and continuing to achieve water quality MCLs in the distribution system BUDGET NOTES The FY 2017 budget includes an increase of five FTE for the expansion of the San Tan Vista Water Treatment Plant – as per the IGA requirements. Supply and contractual line items decreased slightly due to the completion of onetime projects. This offset some of the personnel budget increase; with the total budget increasing approximately 2.75%. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Peak day demand (million gallons) 69.2 65.3 69.0 72.0 Daily average water production (million gallons) 43.2 42.9 43.0 45.0 # of exceeded MCL's for water quality 0 0 0 0 Average % of ground water production 25.2% 27.5% 25.0% 25.0% Average % of surface water production 74.8% 72.5% 75.0% 75.0% # of incidents/down-time considered a water outage 0 0 0 0 # of times Production was not able to meet system demand 0 0 0 0 PERFORMANCE MEASURES 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 18.33 11.33 8.34 2.20 18.33 11.33 8.34 2.20 20.33 11.33 9.34 2.20 19.33 11.33 9.34 2.20 18.33 16.33 10.34 2.20 40.20 40.20 43.20 42.20 47.20 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 3,967,199 2,201,447 2,813,559 194,119 4,029,957 2,341,546 2,685,296 195,614 4,937,950 2,637,160 3,471,110 196,670 4,812,570 2,621,710 3,382,530 201,250 4,768,950 3,042,220 3,542,740 207,090 $ 9,176,324 $ 9,252,413 $ 11,242,890 $ 11,018,060 $ 11,561,000 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 3,065,576 6,048,073 62,675 3,283,118 5,969,295 - 3,426,860 7,727,030 89,000 3,367,760 7,557,010 93,290 4,073,490 7,487,510 - $ 9,176,324 $ 9,252,413 $ 11,242,890 $ 11,018,060 $ 11,561,000 184 Table of Contents Quality PURPOSE STATEMENT OBJECTIVES FY 2017 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 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained 100% compliance with all drinking water regulations Completed staff cross training ensuring all chemists are qualified and able to operate all analytical instruments at the water quality compliance laboratory Migrated to laptops for better support of field staff when responding to customer inquiries Decreased the number of customer complaints by an estimated 15% through efforts to mitigate brown water occurrence and prevent disagreeable water taste or odor Scheduled and sampled two water treatment plants and 17 wells, meeting all sampling requirements Provided timely response and service to all customer complaints and inquiries ♦ ♦ Maintain compliance with all drinking water regulations Provide timely response and resolution to all customer complaints and inquiries Coordinate with water production reporting software implementation when upgrading data storage software Maintain analytical lab compliance and certification Expand the existing capabilities of testing in the water quality laboratory Assure publication of consumer confidence report with accuracy and in a timely manner Provide support to water treatment plants by focusing on optimization of chemical usage and plant performance BUDGET NOTES The increase in the FY 2017 budget is attributed primarily to an increase to the supplies and contractual budget. This increase is for onetime purchases associated with testing equipment and studies. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Number of violations per year 0 0 0 0 Number of missed deadlines for compliance reports 0 0 0 0 18,994 38,000 41,000 45,000 150 118 100 100 Percent of customer complaints resolved to their satisfaction 100% 100% 100% 100% Percent deviated from annual department budget 2.0% 2.0% 1.8% 1.8% PERFORMANCE MEASURES Number of analyses performed in-house Number of customer complaints 185 Table of Contents Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Total Expenses Actual FY 2015 Budget FY 2016 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 552,418 $ 552,418 613,379 $ Actual FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 552,418 $ 613,379 186 $ 711,080 564,030 817,680 $ Projected FY 2016 485,040 226,040 $ Budget FY 2017 564,030 Budget FY 2016 408,287 205,092 $ 711,080 Budget FY 2017 Projected FY 2016 711,080 Actual FY 2015 330,587 221,831 $ 613,379 Projected FY 2016 Budget FY 2017 444,660 119,370 $ 564,030 817,680 515,390 302,290 $ 817,680 Table of Contents Distribution PURPOSE STATEMENT OBJECTIVES FY 2017 Water Distribution ensures the integrity of Gilbert's underground water infrastructure by maintaining the water distribution system infrastructure and associated assets. ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Successfully administered and managed the fire hydrant long range infrastructure program (LRIP) by performing preventative maintenance on 20% of all fire hydrants Creation of 17 new standard operating procedures to increase employee safety/awareness Participated in the 88th Annual AZ Water Conference; fire hydrant operations and maintenance presentation Successfully repaired 90 fire hydrants; saving an estimated $450,000 versus traditional replacement with a contractor Received a 100% safety audit score on two Town safety inspections Developed a valve exercising program and prioritized all 34,500 valves based on criticality Started the valve exercising LRIP and continuing to make adjustments to ensure successful completion of 20% of the water distribution valves ♦ ♦ ♦ ♦ ♦ Continue the development of standard operating procedures as a means of ensuring employee safety and overall work knowledge Continue with fire hydrant painting to ensure high visibility for firefighting and maintenance needs with a goal of 1,000 for the fiscal year Successfully accomplish the fire hydrant replacement LRIP goal of 180 fire hydrant replacements Successfully accomplish the valve replacement LRIP goal of 170 valve replacements Continued development of water distribution workshops to ensure water operator regulatory compliance Operate and exercise a minimum of 8,000 water distribution system valves Meet or exceed the annual fire hydrant preventative maintenance goal by completing required maintenance on 2,325 fire hydrants BUDGET NOTES The FY 2017 personnel budget increased slightly due to changes in benefits; no new personnel have been included. The supplies and contractual budget increase is associated with the ongoing expansion of the hydrant and valve LRIP schedules. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES # of fire hydrant preventative maintenance performed # of fire hydrants painted Economic Development High Performing Government Actual FY 2014 627 Actual FY 2015 2,052 Projected FY 2016 4,877 Anticipated FY 2017 2,324 539 623 480 1,000 # of water valves replaced 2 13 50 170 # of fire hydrants replaced 43 52 70 180 # of water service leaks repaired 22 50 52 45 # of water main breaks repaired 8 9 21 15 4,455 5,216 5,300 8,000 # 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 13.00 13.00 17.00 17.00 17.00 13.00 13.00 17.00 17.00 17.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 1,537,088 1,689,125 2,381,510 1,884,400 2,841,230 $ 1,537,088 $ 1,689,125 $ 2,381,510 $ 1,884,400 $ 2,841,230 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 692,278 840,814 3,996 774,445 914,680 - 1,116,470 1,265,040 - 930,510 953,890 - 1,188,770 1,323,460 329,000 $ 1,537,088 $ 1,689,125 $ 2,381,510 $ 1,884,400 $ 2,841,230 188 Table of Contents Metering PURPOSE STATEMENT OBJECTIVES FY 2017 Provide accurate and timely meter readings for accounting of all domestic water produced by Gilbert that is used for residential, commercial, and/or industrial purposes through the installation of new water meters and the monthly reading of existing water meters. ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completion of the water meter replacement long range infrastructure program's (LRIP) annual goal, to ensure the appropriate collection of revenues based on accurate consumption. Complies with Arizona Department of Water Resources guidelines as it relates to unaccounted water loss Completed one year of testing small diameter water meters, with results indicating that 49% of the water meters identified are under registering by an average of 4% Completed one year of productivity tracking for individual/group performance and maintained training matrix for all employees Received a 100% safety audit score on two safety inspections Added nine new standard operating procedures (SOP's) to increase employee safety and awareness Developed and implemented a water meter testing program to test 1.5-inch and 2-inch water meters ♦ ♦ Continue the Water Meter Replacement Program (LRIP) to ensure water meters that meet age and consumption criteria are replaced. Re-evaluate the Water Meter Replacement Program to validate the accuracy of change out criteria Complete all large water meter tests for the year and replace large water meters found to be under-registering Continue installing all water meters in a timely manner to increase customer confidence and minimize disruption Replace all water meters that register as zero consumption at time of testing to increase customer confidence and accuracy Continue with the testing of all water meter sizes in Gilbert's water system to include 3/4-inch through 8-inch water meters to adhere to the Water Meter Testing Program (LRIP) BUDGET NOTES There are no significant changes to the budget for FY 2017. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 5,086 Actual FY 2015 4,924 Projected FY 2016 3,903 Anticipated FY 2017 4,637 19,781 18,199 19,642 19,207 384 384 361 376 872,552 878,395 994,455 1,007,335 # of new water meters installed 1,826 1,580 1,425 1,610 # of water meters replaced 4,723 5,652 8,787 9,050 0 400 1,322 1,450 PERFORMANCE MEASURES # of lock-off for delinquent payment # of service orders per year Average meter reads per cycle per M&O Worker # of meters read for the year # of water 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 26.00 27.00 28.00 28.00 28.00 26.00 27.00 28.00 28.00 28.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 2,902,901 3,519,605 4,165,020 3,867,450 4,163,220 $ 2,902,901 $ 3,519,605 $ 4,165,020 $ 3,867,450 $ 4,163,220 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,652,534 1,250,367 - 1,657,442 1,818,475 43,688 1,779,040 2,385,980 - 1,679,800 2,187,650 - 1,814,940 2,348,280 - $ 2,902,901 $ 3,519,605 $ 4,165,020 $ 3,867,450 $ 4,163,220 190 Table of Contents Utility Customer Service PURPOSE STATEMENT OBJECTIVES FY 2017 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 contacts the customer service center. ♦ ♦ ♦ BUDGET NOTES ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ Expand the use of customer service surveys Develop online forms for customers to use, increasing efficiency for customers and staff Continue to focus on marketing for E-bill and Neighbor to Neighbor programs. The FY 2017 includes minor increases in the personnel budget related to changes in benefits. The supplies and contractual increase is primarily attributed to increased costs associated with existing service levels, such as increased credit card processing fees, or Consumer Price Index increases that are authorized through contract renewals. A customer service survey was implemented for all staff to receive feedback on service provided to customers Online forms were created for use for customers to enhance efficiency for customers and staff The new online Autopay form included a checkbox for Neighbor to Neighbor which increased donations Emails to new customers were used to enhance marketing efforts for e-bill services STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES % of utility customers participating in Autopay % of utility customers participating in E-bills 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% 191 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 27% 31% 32% 35% 18% 17% 18% 20% 2:10 3:15 1:38 1:30 13% 16% 8% 6% Table of Contents Utility Customer Service PERSONNEL BY ACTIVITY Utility Customer Service Total Personnel EXPENSES BY ACTIVITY Utility Customer Service Total Expenses Actual FY 2015 Budget FY 2016 17.75 15.25 15.25 15.25 15.25 17.75 15.25 15.25 15.25 15.25 Actual FY 2014 Actual FY 2015 Budget FY 2016 675,116 $ 675,116 612,338 $ Actual FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 675,116 $ 612,338 192 $ 624,750 695,580 661,260 $ Projected FY 2016 353,030 271,720 $ Budget FY 2017 695,580 Budget FY 2016 346,893 265,445 $ 624,750 Budget FY 2017 Projected FY 2016 624,750 Actual FY 2015 410,053 265,063 $ 612,338 Projected FY 2016 Budget FY 2017 347,410 348,170 $ 695,580 661,260 365,450 295,810 $ 661,260 Table of Contents Public Works Administration PURPOSE STATEMENT OBJECTIVES FY 2017 ♦ The mission of the 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. ♦ Implement safety programs, as established, while continuing to identifying safety needs on an ongoing basis Continue to implement and develop department-wide Standard Operating Procedures as identified in the areas of safety, personnel rules and staff development Continue the evaluation of the costeffectiveness of department programs, procedures, and processes BUDGET NOTES 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. The FY 2017 budget includes one new FTE; a Deputy Public Works Director. There are no other significant changes to the budget. ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ Implement safety programs, as established, while continuing to identifying safety needs on an ongoing basis Continue to implement and develop department-wide Standard Operating Procedures as identified in the areas of safety, personnel rules and staff development Continue the evaluation of the costeffectiveness of department programs, procedures, and processes STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Ratio of administration staff to total department 193 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 1:40.4 1:74.7 1:102.2 1:78.9 Table of Contents Public Works Administration PERSONNEL BY ACTIVITY Public Works Admin Total Personnel EXPENSES BY ACTIVITY Public Works Admin Total Expenses Actual FY 2015 Budget FY 2016 4.00 4.00 3.00 3.00 4.00 4.00 4.00 3.00 3.00 4.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 190,645 $ 190,645 185,551 $ Actual FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 190,645 $ 185,551 194 $ 201,430 126,920 227,310 $ Projected FY 2016 115,400 86,030 $ Budget FY 2017 126,920 Budget FY 2016 161,835 23,716 $ 201,430 Budget FY 2017 Projected FY 2016 201,430 Actual FY 2015 129,361 61,284 $ 185,551 Projected FY 2016 Budget FY 2017 124,390 2,530 $ 126,920 227,310 177,560 49,750 $ 227,310 Table of Contents Utility Locates PURPOSE STATEMENT OBJECTIVES FY 2017 Protect Gilbert owned underground utilities from damage and or disruption of service to customers and facilitate the locating of utilities within the parameters set forth by Arizona State law. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Developed performance measures/metrics for all job related activities and tasks to evaluate operational efficiencies Accurately located Gilbert owned utilities within parameters set forth by Arizona Revised Statutes Received no fines from the Arizona Corporation Commission Collaborated with Geographic Information Systems (GIS) staff to update inconsistencies found in the field Responded to all emergencies and unknown Bluestake requests within specific timelines as required Participation in all Capital Improvement Projects and final walk throughs for town construction projects related to underground infrastructure Responded successfully to more than 21,197 utility locate requests from Arizona 811, consisting of 105,985 separate utilities to be located Maintained safety training matrix to ensure compliance with safety training for all employees ♦ ♦ ♦ ♦ Accurately locate all Gilbert owned utilities within the parameters of the Arizona Revised Statutes Respond to all utility locating requests within the specified timelines required Receive no fines from the Arizona Corporation Commission Continue the development of standard operating procedures as a means of ensuring employee safety and overall work knowledge Strive to achieve 100% safety audit ratings Continue with the interdepartmental cross training program to ensure training requirements are met Continue assisting with the development of Public Works related training programs Continue identifying discrepancies on GIS and ensure updates are made BUDGET NOTES The FY 2017 budget includes a minor increase in personnel based on benefit changes. The supplies and contractual budget is reduced based on one-time funding for purchases in FY 2016 that were completed and therefore not included in FY 2017. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES # of Utility Locates requests from Arizona 811 # of Emergency Locates requests from Arizona 811 195 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 20,330 19,337 21,197 21,500 311 275 291 300 Table of Contents Utility Locates Actual FY 2014 Actual FY 2015 Budget FY 2016 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 2014 Actual FY 2015 Budget FY 2016 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Utility Locates Total Expenses 224,492 $ $ Actual FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 224,492 223,626 224,492 $ 223,626 196 $ 309,500 188,633 267,850 $ Projected FY 2016 195,590 113,910 $ Budget FY 2017 188,633 Budget FY 2016 195,183 28,443 $ 309,500 Budget FY 2017 Projected FY 2016 309,500 Actual FY 2015 191,120 33,372 $ 223,626 Projected FY 2016 Budget FY 2017 160,163 28,470 $ 188,633 267,850 209,780 58,070 $ 267,850 Table of Contents Water Resources PURPOSE STATEMENT OBJECTIVES FY 2017 Ensure the availability of potable water to meet current and future demands for all water demand sectors in Gilbert, and to make certain the water supply is used in the most efficient and sustainable method. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Renewed one-year lease with San Carlos Apache Tribe for 20,000 AF of Central Arizona Project (CAP) water Entered into agreements with Salt River Project, New Magma Irrigation District and Queen Creek Irrigation District to store groundwater credits Initiated percolation enhancements at South Recharge Site to improve performance and increase long term storage credit accrual rate Modified well recovery permit to assure the most efficient use of all water sources Secured an allocation of Hoover Power for use beginning in 2018 Initiated permit modification and renewal for Riparian Preserve to increase flexibility for accrual of long term storage credits ♦ ♦ Continue advocacy for effective water management policies that do not adversely impact Gilbert Maximize Gilbert's ability to make use of all water resources available to the utility Develop a permit database and renewal schedule for all water resources permits to maintain compliance Develop a strategy and target for the accumulation and use of Long-Term Storage Credits Maintain and enhance relationships with key water delivery entities Work with the Arizona Department of Water Resources to complete all revisions to past reports with the goal of receiving an updated accounting of Gilbert's standing within the Assured Water Supply rule BUDGET NOTES The FY 2017 budget includes minor increases to personnel, based on benefit changes. Supplies and contractual increases are attributed to increased costs associated with the Central Arizona Project energy, capital and other maintenance and repair rate increases. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Gallons per capita per day water consumption % increase in surface water supply (additional acquisition) Addition to portfolio of stored credits (in acre feet) 197 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 199 191 188 188 00.00% 00.00% 00.00% 11.54% 33,933 32,000 29,000 23,000 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 5,098,600 5,527,565 5,989,230 5,990,560 6,175,380 $ 5,098,600 $ 5,527,565 $ 5,989,230 $ 5,990,560 $ 6,175,380 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 126,608 4,971,992 - 130,073 5,397,492 - 126,940 5,862,290 - 186,150 5,804,410 - 165,340 6,010,040 - $ 5,098,600 $ 5,527,565 $ 5,989,230 $ 5,990,560 $ 6,175,380 198 Table of Contents Non-Departmental The non-departmental section of the budget captures all expenditures that are not directly attributed to a business unit. An overview of each section is below. Other Insurance Debt Debt is issued to finance construction of water facilities and is repaid through user fees. More information on this can be found in the Debt Section of this budget document. Pay for Performance Contingency is budgeted for emergencies and unforeseen events at the time of budget approval. In FY 2017, $2,500,000 is budgeted for contingency. Compensation The budget for Capital Projects is determined by the FY 2017-2026 Capital Improvement Plan that was adopted as part of the budget, by Council on June 9, 2016. The following projects require Water Fund funding for FY 2017: NIA Priority CAP Water Acquisition San Tan Vista Phase III Baseline - Fiesta Tech to McQueen Reservoir, Pump Station, Well Conv Arsenic Treatment Facility Relocation Constellation Way NWTP Chemical Line Containment Waterline Extension - McQueen Rd Fiesta Tech Radio Expansion ADA Transition Plan Trend Homes Direct System Conv. Ash Street - Phase I Guadalupe and Gilbert Intersection HR Talent Mgmt System Gail Water Line Project Well Blending Pipeline $ 10,500,000 1,915,000 1,276,000 940,000 882,000 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. 875,000 $ $354,650 Council adopted a compensation philosophy which requires periodic classification and compensation studies to be conducted to ensure that Gilbert is maintaining a compensation structure that is competitive with the market. The FY 2017 funding that is allocated for this purchase is a placeholder until the study is completed and an implementation strategy is approved by Council. Capital Projects Gilbert Rd Railroad Crossing Upgrade $106,390 Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2017 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 Water Rights Settlement Well Site Upgrades at Various Sites Cooper and Guadalupe Intersection Germann - Val Vista to Higley Waterline Extension - Desert Lane $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. 750,000 608,000 575,000 411,000 289,000 271,000 266,000 200,000 115,000 75,000 60,000 60,000 43,000 30,000 9,000 4,000 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 Debt Contingency Capital Projects Other 13,169,464 2,329,777 209,411 252,044 1,774,428 201,715 2,500,000 21,884,840 362,550 1,435,610 233,300 2,500,000 20,153,640 704,340 Total Expenses $ 15,708,652 $ 2,228,187 $ 24,747,390 $ 1,668,910 $ 23,357,980 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 13,378,875 2,329,777 453,759 1,774,428 131,250 2,731,300 21,884,840 233,300 1,435,610 461,040 2,743,300 20,153,640 $ 15,708,652 $ 2,228,187 $ 24,747,390 $ 1,668,910 $ 23,357,980 200 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 3.24 0.00 0.00 2.50 21.60 0.00 12.40 6.00 0.00 0.00 0.00 2.50 21.60 0.00 12.40 6.00 0.00 0.00 0.00 2.50 21.60 0.00 12.40 6.00 0.00 0.00 0.00 44.68 45.24 42.50 42.50 42.50 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 1,209,852 3,258,151 6,757,814 1,644,787 522,354 574,017 4,728,657 1,222,845 3,489,685 7,150,025 1,572,541 502,289 440,718 26,913 1,719,303 1,263,020 4,098,660 7,271,840 2,046,590 483,210 11,349,830 1,205,400 4,135,795 7,266,680 2,034,040 458,770 499,840 1,620,410 3,704,220 8,318,780 1,708,000 526,410 14,046,890 $ 18,695,632 $ 16,124,319 $ 26,513,150 $ 15,600,525 $ 29,924,710 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 3,914,287 13,502,992 1,278,353 3,852,923 10,604,376 1,667,020 3,765,510 13,513,990 9,233,650 3,604,450 11,560,785 435,290 4,169,840 14,822,150 10,932,720 $ 18,695,632 $ 16,124,319 $ 26,513,150 $ 15,600,525 $ 29,924,710 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 23,983,043 679,007 24,730,318 590,920 25,302,000 920,000 24,966,700 920,000 25,645,000 820,000 $ 24,662,050 $ 25,321,238 $ 26,222,000 $ 25,886,700 $ 26,465,000 18,695,632 6,491,168 16,124,319 7,789,688 26,513,150 10,295,360 15,600,525 10,295,360 29,924,710 10,291,540 Total Uses $ 25,186,800 $ 23,914,007 $ 36,808,510 $ 25,895,885 $ 40,216,250 Net Operating Result $ 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) $ 1,407,231 202 $(10,586,510) $ (9,185) $(13,751,250) Table of Contents Collection PURPOSE STATEMENT OBJECTIVES FY 2017 Wastewater Collections is dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater collection system which includes sewer lines, manholes, lift stations, and sewer force mains. ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Provided safety training to all wastewater staff 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 Treated sanitary sewer manholes for roach control Performed routine sewer pipeline cleaning to prevent blockages, overflows, and odors Conducted routine inspections of the sewer system using televised inspection equipment (CCTV) in order to identify problem areas that can lead to blockages, overflows, and deterioration of infrastructure ♦ ♦ Clean 20% of the sanitary sewer system to prevent sewer line blockages, overflows, and odors Inspect 15% of the sanitary sewer system using television inspection (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 Continue to routinely add odd control chemicals to the sewer system to minimize system odors and customer complaints Conduct safety training for specific operational tasks for all appropriate staff to ensure that operations are performed correctly and safely BUDGET NOTES The FY 2017 personnel budget increase is attributed to changes in benefits; no new personnel have been included. Supplies and contractual decreased as one of the LRIP programs is now funded through the Wastewater Replacement Fund. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 24% Actual FY 2015 21% Projected FY 2016 20% Anticipated FY 2017 20% % of sewer system inspected 20% 16% 15% 15% # of sewer odor complaints 134 129 132 130 # of sewer line blockage complaints % of lift station pumps pulled for preventive maintenance/service Total annual gallons pumped by lift stations (Million Gallons) % of employees receiving required safety training 41 65 62 60 100% 100% 100% 100% 2,192 2,228 2,309 2,425 100% 100% 100% 100% PERFORMANCE MEASURES % of sewer system cleaned 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 20.60 21.60 21.60 21.60 21.60 20.60 21.60 21.60 21.60 21.60 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 3,258,151 3,489,685 4,098,660 4,135,795 3,704,220 $ 3,258,151 $ 3,489,685 $ 4,098,660 $ 4,135,795 $ 3,704,220 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,290,931 1,947,541 19,679 1,367,753 2,099,403 22,529 1,470,790 2,627,870 - 1,455,210 2,680,585 - 1,567,810 2,136,410 - $ 3,258,151 $ 3,489,685 $ 4,098,660 $ 4,135,795 $ 3,704,220 204 Table of Contents Plant Operations PURPOSE STATEMENT OBJECTIVES FY 2017 Wastewater Reclamation Plant (WRP) operations are dedicated to providing safe, reliable, efficient, and cost effective operation and maintenance of the wastewater treatment facility operations, sludge wasting operations, and reclaimed water production. ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ Preventative maintenance work was performed on wastewater treatment plant equipment at the Greenfield WRP Preventative maintenance work was performed on wastewater treatment plant equipment at the Neely WRP A preliminary design concept effort associated with the next Greenfield WRP expansion project was performed A review of the intergovernmental agreement associated with the Greenfield WRP began among the three partner agencies ♦ ♦ Continuously track and conduct treatment plant capacity evaluations with the Neely WRP operations contractor (Severn Trent) Continuously track and conduct treatment plant capacity evaluations with the Greenfield WRP (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 and the Greenfield WRP operations staff regarding reclaimed water production operations Initiate detailed design efforts associated with the Greenfield WRP Phase III Expansion Project Conduct a condition assessment of the Neely WRP facility and a performance review of the facility operations contractor BUDGET NOTES The FY 2017 increases are based on contractual obligations with Severn Trent and the Intergovernmental Agreement with the City of Mesa. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 $1,346.39 $1,486.77 $1,409.29 $1,428.28 $1,697.86 $1,551.30 $1,666.94 $1,541.00 3,130.60 3,033.00 3,228.00 3,248.00 1,516.04 1,789.00 1,894.23 2,080.00 78% 76% 80% 81% 53% 61% 65% 72% 12.82 13.21 14.03 14.60 PERFORMANCE MEASURES Cost of treatment - Neely Treatment Plant (per Million Gallons) Cost of treatment - Greenfield Treatment Plant (per Million Gallons) Total annual gallons of wastewater influent - Neely Treatment Plant (Million Gallons) Total annual gallons of wastewater influent Greenfield Treatment Plant (Million Gallons) Total annual gallons of wastewater influent – Neely Treatment Plant (Million Gallons) % of available treatment capacity utilized at Greenfield Treatment Plant Total Average Daily Influent - Neely & Greenfield WRPs Combined (Million Gallons Per Day) Economic Development 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 3,964,578 2,793,236 4,408,450 2,741,575 4,549,190 2,722,650 4,464,190 2,802,490 4,643,460 3,675,320 $ 6,757,814 $ 7,150,025 $ 7,271,840 $ 7,266,680 $ 8,318,780 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 6,757,814 - 7,150,025 - 7,271,840 - 7,266,680 - 8,318,780 - $ 6,757,814 $ 7,150,025 $ 7,271,840 $ 7,266,680 $ 8,318,780 206 Table of Contents Reclaimed PURPOSE STATEMENT OBJECTIVES FY 2017 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. ♦ ♦ ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Performed daily reclaimed water monitoring and delivery operations for all user sites and met customer water demands Provided safety training to all staff Inspected, maintained, and took readings at all reclaimed and recovered water 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 Crossroads Park lake Completed a MAG meter conversion project utilizing one-time funding; saving approximately $170,000 through purchasing negotiations ♦ Perform water quality sampling and monitoring of reclaimed water and recovered water to ensure compliance with regulations Respond to emergency customer contact events within a one hour to minimize hazards and interruptions in service Exercise reclaimed water system valves once annually to verify operability Monitor reclaimed water meter accuracy Inspect all well sites, reservoirs, and pump stations daily to verify proper performance Perform scheduled preventive maintenance on related pumping equipment and controls Monitor and distribute reclaimed water and recovered water to customer sites daily to meet irrigation demands, thus reducing the use of potable water Conduct annual safety training for specific operational tasks to ensure that operations are performed correctly and safely. BUDGET NOTES The FY 2017 budget decreased slightly due to the completion of the MAG meter replacement project in FY 2016. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 # of permit limit violations per year (APP and Reuse) 0 0 0 0 # of reclaimed water overflow events per year 1 0 0 0 Total annual reclaimed water produced/reused (Million Gallons) 4,531 4,482 4,815 4,950 % of total reclaimed water reused by customers 38% 31% 38% 40% % of total reclaimed water recharged to aquifer 62% 69% 62% 60% % of employees receiving required safety training 100% 100% 100% 100% PERFORMANCE MEASURES 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 1,068,325 576,462 1,014,127 558,414 1,411,360 635,230 1,406,860 627,180 1,063,510 644,490 $ 1,644,787 $ 1,572,541 $ 2,046,590 $ 2,034,040 $ 1,708,000 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 924,436 703,135 17,216 931,018 641,523 - 945,830 1,100,760 - 932,150 1,101,890 - 989,840 718,160 - $ 1,644,787 $ 1,572,541 $ 2,046,590 $ 2,034,040 $ 1,708,000 208 Table of Contents Quality ♦ PURPOSE STATEMENT 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. OBJECTIVES FY 2017 ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Transitioned to 100% paperless commercial and industrial user field inspections through the use of electronic tablets Inspected commercial businesses of concern for compliance with Wastewater and Storm Water code requirements and to ensure that proper pretreatment device operation and maintenance is being performed Performed required inspections and sampling events at permitted industrial sites Completed and submitted all required regulatory reports in a timely manner Continued to participate in the multi-city coordination group meetings to align commercial pretreatment program compliance strategies and education Coordinated with Development Services to review new commercial and industrial business design plans Provided necessary safety training to staff Processed all business licenses and wastewater discharge questionnaires ♦ ♦ ♦ ♦ Perform annual inspections and sampling activities at all industrial users requiring a wastewater discharge permit to ensure compliance with regulatory requirements Inspect and educate all commercial businesses of concern once annually to verify compliance with wastewater and storm water code requirements and ensure that proper pretreatment device operation and maintenance is being performed Review and process all new wastewater questionnaires to obtain familiarity with business operations relating to code requirements Continue to monitor industrial wastewater discharge permitting activity and review and process new permits when required Distribute related educational brochures and information to customers during inspections, service calls, and at public outreach events Conduct annual safety training for specific operational tasks to ensure that operations are performed correctly and safely BUDGET NOTES The FY 2017 personnel budget increase is due to changes in benefits, rather than the addition of personnel. There are no significant changes to the supplies and contractual budget. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Actual FY 2014 1,438 100% 26 100% 132 22 937 PERFORMANCE MEASURES Commercial businesses of concern inspected Commercial businesses of concern inspected Permitted industrial users Permitted industrial users inspected New business development plans reviewed Wastewater sampling events (days) New business registrations processed 209 Economic Development Actual FY 2015 1,169 100% 27 100% 148 24 831 High Performing Government Projected FY 2016 1,361 100% 27 100% 150 22 995 Anticipated FY 2017 1,400 100% 28 100% 150 22 1,000 Table of Contents Quality PERSONNEL BY ACTIVITY Quality Total Personnel EXPENSES BY ACTIVITY Quality Total Expenses Actual FY 2015 Budget FY 2016 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 6.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 522,354 $ 522,354 502,289 $ Actual FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 522,354 $ 502,289 210 $ 483,210 458,770 526,410 $ Projected FY 2016 427,580 55,630 $ Budget FY 2017 458,770 Budget FY 2016 442,816 59,473 $ 483,210 Budget FY 2017 Projected FY 2016 483,210 Actual FY 2015 454,679 67,675 $ 502,289 Projected FY 2016 Budget FY 2017 403,290 55,480 $ 458,770 526,410 466,780 59,630 $ 526,410 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 2017, $2,000,000 is budgeted for contingency. Pay for Performance $46,300 Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2017 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 2017-2026 Capital Improvement Plan that was adopted by Council on June 9, 2016. The following projects require Wastewater Fund funding for FY 2017: Compensation Fiesta Tech Sewer/Lift Station Reclaimed Water Res #1 Rehab GWRP - Plant Improvements Candlewood Lift Station Alternative Recovery Well R-5 Greenfield Odor Control Scrubber South Recharge Site - Phase II GWRP Plant - Phase III Santan Lift Station Odor Control Ash Street - Phase I ADA Transition Plan HR Talent Management System $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. $154,320 Council adopted a compensation philosophy which requires periodic classification and compensation studies to be conducted to ensure that Gilbert is maintaining a compensation structure that is competitive with the market. The FY 2017 funding that is allocated for this purchase is a placeholder until the study is completed and an implementation strategy is approved by Council. $3,999,000 1,461,000 1,327,000 1,126,000 899,000 753,000 575,000 548,000 149,000 57,000 25,000 $ 12,000 Tuition Reimbursement $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. 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 Actual FY 2014 Actual 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 2014 Actual FY 2015 Budget FY 2016 Debt Contingency Capital Projects Other 3,417,023 1,241,458 70,176 1,644,491 74,812 2,000,000 9,233,650 116,180 Total Expenses $ 4,728,657 $ 1,719,303 $ 11,349,830 Actual FY 2014 Actual FY 2015 Budget FY 2016 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 3,487,199 1,241,458 74,812 1,644,491 48,630 2,067,550 9,233,650 $ 4,728,657 $ 1,719,303 $ 11,349,830 212 Projected FY 2016 Projected FY 2016 $ Budget FY 2017 435,290 64,550 2,000,000 10,932,720 1,114,170 499,840 $ 14,046,890 Projected FY 2016 $ Budget FY 2017 Budget FY 2017 64,550 435,290 200,620 2,913,550 10,932,720 499,840 $ 14,046,890 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. The Residential Fund also contains Street Cleaning (sweeping), and Storm Water services. 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 5.52 70.70 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 5.52 68.20 7.33 3.00 0.00 5.52 72.20 7.33 3.00 0.00 76.22 76.72 86.05 84.05 88.05 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,088,376 10,312,233 94,566 1,069,196 12,863,264 285,803 1,158,470 12,087,990 940,250 323,420 5,688,480 1,103,190 10,945,050 865,250 329,590 1,812,950 1,393,490 11,875,940 937,250 403,660 3,199,570 $ 11,495,175 $ 14,218,263 $ 20,198,610 $ 15,056,030 $ 17,809,910 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 5,085,059 6,401,766 8,350 5,315,938 6,826,436 2,075,889 6,492,720 8,600,870 5,105,020 6,102,230 6,691,950 2,261,850 7,319,510 8,492,170 1,998,230 $ 11,495,175 $ 14,218,263 $ 20,198,610 $ 15,056,030 $ 17,809,910 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 14,866,687 152,657 15,608,152 160,724 15,875,000 155,000 15,571,470 155,000 14,775,500 170,000 $ 15,019,344 $ 15,768,876 $ 16,030,000 $ 15,726,470 $ 14,945,500 11,495,175 1,894,053 14,218,263 1,161,004 20,198,610 1,326,070 15,056,030 1,326,070 17,809,910 1,369,770 Total Uses $ 13,389,228 $ 15,379,267 $ 21,524,680 $ 16,382,100 $ 19,179,680 Net Operating Result $ 1,630,116 $ $ (5,494,680) $ Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 214 389,609 (655,630) $ (4,234,180) Table of Contents Residential Collections PURPOSE STATEMENT OBJECTIVES FY 2017 Residential Collections 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. ♦ ♦ ♦ BUDGET NOTES The FY 2017 personnel budget includes the addition of four FTE in the Uncontained (Bulk) Trash section. The supply and contractual budget reduction is attributed to reductions in fuel based on efficiencies achieved through the re-routing that was completed in FY 2016. The capital budget decreased based on the completion of one-time purchases during FY 2016. ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ Continue route optimization for more efficient service delivery and rate stabilization Develop an asset refurbishment and replacement schedule Continue to keep OSHA recordable injury rate below five Modified bulk trash boundaries Modified residential contained collection schedule Reported service misses increased - New trash and recycle schedule rolled out January 4, 2016 (provided go back service the entire month of January, as residents were getting used to their new schedule, to keep customer satisfaction rating high) Decreased OSHA recordable injury rate to two STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Number of residential customers 72,006 72,424 73,625 72,685 Total tons of contained refuse collected 69,476 70,271 71,841 70,529 Total tons of uncontained refuse collected 16,099 17,962 18,435 17,499 Total tons of recycling collected/blue barrel 19,851 18,870 19,128 19,283 Recycling rate - residential contained 22.2% 21.2% 21.0% 21.5% Households served by HHW Facility 7,112 7,077 7,952 7,380 428,896 452,894 435,317 439,036 92.3% 92.9% 90.0% 87.0% PERFORMANCE MEASURES Pounds of HHW collected % 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 20.00 8.70 4.50 4.00 31.00 24.00 8.70 4.50 4.00 70.70 71.20 71.20 68.20 72.20 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 5,576,075 2,296,023 1,648,997 433,863 357,275 6,996,864 3,093,063 2,115,933 440,601 216,803 6,984,630 2,498,090 1,792,810 445,600 366,860 6,297,950 2,310,470 1,682,290 424,670 229,670 6,497,690 2,860,790 1,717,210 482,060 318,190 $ 10,312,233 $ 12,863,264 $ 12,087,990 $ 10,945,050 $ 11,875,940 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 4,316,106 5,996,127 - 4,568,148 6,428,531 1,866,585 4,980,520 6,022,070 1,085,400 4,832,800 5,619,150 493,100 5,342,410 5,779,530 754,000 $ 10,312,233 $ 12,863,264 $ 12,087,990 $ 10,945,050 $ 11,875,940 216 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 2017, $1,500,000 is budgeted for contingency. Pay for Performance $81,260 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 2017-2026 Capital Improvement Plan that was adopted by Council on June 9, 2016. The following projects require Environmental Services Residential Fund funding for FY 2017: CNG Fueling Station Ash Street Extension ADA Transition Plan HR Talent Mangement System $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. Compensation $270,880 Council adopted a compensation philosophy which requires periodic classification and compensation studies to be conducted to ensure that Gilbert is maintaining a compensation structure that is competitive with the market. The FY 2017 funding that is allocated for this purchase is a placeholder until the study is completed and an implementation strategy is approved by Council. $ 1,157,000 44,000 25,000 $ 18,000 More detail on these CIP projects can be found in the Capital Improvements section of this budget document. Tuition Reimbursement $10,000 Based on historical usage, $10,000 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. 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 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 2014 Actual FY 2015 Budget FY 2016 8,350 86,216 $ 94,566 $ Actual FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 $ 94,566 Budget FY 2017 1,500,000 4,019,620 168,860 1,725,750 87,200 1,500,000 1,244,230 455,340 285,803 $ 5,688,480 $ 1,812,950 $ 3,199,570 Budget FY 2016 Projected FY 2016 Budget FY 2017 (25) 76,524 209,304 $ Projected FY 2016 Budget FY 2017 209,304 76,499 Actual FY 2015 86,216 8,350 Projected FY 2016 285,803 218 77,660 1,591,200 4,019,620 87,200 1,725,750 352,140 1,603,200 1,244,230 $ 5,688,480 $ 1,812,950 $ 3,199,570 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 is available to respond to emergency situations. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed through divisions within the Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government department. 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 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 0.48 6.80 0.00 0.48 6.80 0.00 0.48 7.80 0.00 0.48 7.80 0.00 0.48 7.80 0.00 7.28 7.28 8.28 8.28 8.28 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 48,280 1,918,036 8,878 43,615 2,097,081 24,479 57,820 2,388,710 621,260 46,270 2,151,737 154,860 62,930 2,021,150 397,900 $ 1,975,194 $ 2,165,175 $ 3,067,790 $ 2,352,867 $ 2,481,980 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 527,627 1,446,824 743 648,519 1,500,144 16,512 616,800 1,777,270 673,720 583,690 1,316,270 452,907 673,720 1,703,070 105,190 $ 1,975,194 $ 2,165,175 $ 3,067,790 $ 2,352,867 $ 2,481,980 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 OPERATING RESULTS Total Revenues Transfers In 2,484,273 - 2,456,269 - 2,427,000 - 2,554,610 - 2,374,670 - $ 2,484,273 $ 2,456,269 $ 2,427,000 $ 2,554,610 $ 2,374,670 1,975,194 291,740 2,165,175 189,460 3,067,790 261,680 2,352,867 261,680 2,481,980 248,460 Total Uses $ 2,266,934 $ 2,354,635 $ 3,329,470 $ 2,614,547 $ 2,730,440 Net Operating Result $ $ $ Total Sources Total Expenses Transfers Out 217,339 220 101,634 (902,470) $ (59,937) $ (355,770) Table of Contents Commercial Collections PURPOSE STATEMENT OBJECTIVES FY 2017 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. ♦ ♦ ♦ BUDGET NOTES ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ Continue route optimization for more efficient service delivery and rate stabilization Conduct full scale route audit Develop an asset refurbishment and replacement schedule The FY 2017 budget is reduced primarily due to the removal of capital expenses. This fund could be impacted by Senate Bill 1079 which allows multi-family residential customers to select their service provider. It is anticipated this could result in a minor decrease in revenues and therefore capital purchases have been delayed until the full impact is known. The performance measure shown below (tons of refuse collected) reflects the reduced tonnage that is anticipated for FY 2017. Optimized service levels for customers Optimized routing strategies Increased recycling commodities collected Decreased OSHA recordable injury rate set a baseline for measurement STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Tons of refuse collected 22,228 22,650 23,868 20,624 Cubic yards of refuse collected 709,797 727,848 732,940 723,528 Tons of recycling collected 660 666 766 697 Recycling rate - diversion 3.0% 3.0% 3.0% 3.4% PERFORMANCE MEASURES 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 5.80 1.00 5.80 1.00 5.80 2.00 5.80 2.00 5.80 2.00 6.80 6.80 7.80 7.80 7.80 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 1,512,536 405,500 1,580,027 517,054 1,853,460 535,250 1,680,517 471,220 1,477,460 543,690 $ 1,918,036 $ 2,097,081 $ 2,388,710 $ 2,151,737 $ 2,021,150 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 486,125 1,431,911 - 608,709 1,488,372 - 554,250 1,512,460 322,000 542,490 1,301,900 307,347 584,650 1,436,500 - $ 1,918,036 $ 2,097,081 $ 2,388,710 $ 2,151,737 $ 2,021,150 222 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 2017, $250,000 is budgeted for contingency. Pay for Performance The budget for Capital Projects is determined by the FY 2017-2026 Capital Improvement Plan that was adopted by Council on June 9, 2016. The following projects require Environment Services Commercial Fund funding for FY 2017: Compensation $ $7,480 Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2017 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 $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. $24,930 Council adopted a compensation philosophy which requires periodic classification and compensation studies to be conducted to ensure that Gilbert is maintaining a compensation structure that is competitive with the market. The FY 2017 funding that is allocated for this purchase is a placeholder until the study is completed and an implementation strategy is approved by Council. 105,000 More detail on this CIP projects can be found in the Capital Improvements section of this budget document. Tuition Reimbursement $1,000 Based on historical usage, $1,000 is budgeted to reimburse employees of the Environmental Services Commercial Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Additional amounts could be funded through contingency if needed. 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 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 2014 Actual FY 2015 Budget FY 2016 743 8,135 $ 8,878 16,512 7,967 $ Actual FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 8,878 $ 24,479 224 $ 621,260 154,860 250,000 105,190 42,710 $ Projected FY 2016 9,240 260,300 351,720 $ Budget FY 2017 145,560 9,300 Budget FY 2016 7,967 16,512 $ 621,260 Budget FY 2017 Projected FY 2016 250,000 351,720 19,540 Actual FY 2015 8,135 743 $ 24,479 Projected FY 2016 Budget FY 2017 9,300 145,560 $ 154,860 397,900 32,410 260,300 105,190 $ 397,900 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, and rights-of-way. 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. 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 3.00 20.34 19.66 5.33 2.34 0.00 0.00 3.00 20.34 19.66 5.33 2.34 0.00 0.00 57.00 57.00 50.67 50.67 50.67 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 392,461 5,587,582 4,172,365 2,700,824 194,278 34,521 4,360,840 391,000 5,638,971 4,475,426 2,765,068 223,224 43,958 5,175,272 510,430 6,797,630 5,051,800 3,316,600 204,810 9,236,230 416,920 6,959,545 5,288,515 3,061,392 209,388 2,642,170 520,530 7,906,000 7,479,960 3,370,610 209,770 5,910,530 $ 17,442,871 $ 18,712,919 $ 25,117,500 $ 18,577,930 $ 25,397,400 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 3,662,703 6,692,845 7,087,323 3,969,021 6,820,964 7,922,934 3,715,850 9,658,710 11,742,940 3,631,260 7,751,725 7,194,945 4,117,050 11,227,430 10,052,920 $ 17,442,871 $ 18,712,919 $ 25,117,500 $ 18,577,930 $ 25,397,400 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 19,475,356 2,750,968 21,123,702 50,000 21,838,000 50,000 22,051,000 50,000 24,801,000 - $ 22,226,324 $ 21,173,702 $ 21,888,000 $ 22,101,000 $ 24,801,000 17,442,871 3,255,566 18,712,919 4,494,280 25,117,500 4,575,940 18,577,930 4,575,940 25,397,400 4,878,160 Total Uses $ 20,698,437 $ 23,207,199 $ 29,693,440 $ 23,153,870 $ 30,275,560 Net Operating Result $ 1,527,887 $ (2,033,497) $ (7,805,440) $ (1,052,870) $ (5,474,560) Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 226 Table of Contents Streets Fund Benchmarks 688 Miles of paved arterial roadways in Gilbert Source: 2016 Gilbert Benchmarking Report Source: 2016 Gilbert Benchmarking Report 72.0 Pavement Condition Index (PCI) ranking of Gilbert streets Source: 2016 Gilbert Benchmarking Report Note: Actuals rounded to the nearest one 227 Table of Contents 228 Table of Contents Streets Maintenance PURPOSE STATEMENT OBJECTIVES FY 2017 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. ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ All arterial streets swept a minimum of twice per month All residential streets swept a minimum of once per month Islands Subdivision handicap ramp improvements completed Completed Islands Subdivision overlay project on schedule for completion Completed 491,573 square yards of residential slurry seal Completed approximately 827,706 square yards of arterial micro surfacing ♦ Resolve all concrete deviation complaints within same business day Complete Islands subdivision handicap ramp improvements (Phase II) Complete Islands subdivision overlay project (Phase II) 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 2017 budget increase is primarily attributed to the increase in capital expenses that are planned. The capital expenses fluctuate year over year, depending upon the area of Gilbert that is being maintained. An ongoing level of funding is accounted for long-term financial planning purposes, but the budget will vary year over year. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Arterials swept twice per month 100% 100% 100% 100% Residential roadways swept once per month 100% 100% 100% 100% 73.0 72.5 72.5 72.0 % of areas crack sealed prior to yearly scheduled maintenance 100% 100% 100% 100% % of areas fog sealed for scheduled maintenance 100% 100% 100% 100% % of areas patched prior to yearly scheduled maintenance 100% 100% 100% 100% PERFORMANCE MEASURES Pavement condition index(PCI) 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 3.33 0.00 3.34 8.34 5.33 3.33 0.00 3.34 8.34 5.33 27.67 27.67 20.34 20.34 20.34 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 338,937 906,699 3,359,630 525,268 457,048 384,021 921,922 3,146,012 671,246 515,770 342,270 5,170,130 633,390 651,840 456,000 5,193,235 683,690 626,620 337,580 6,210,890 696,370 661,160 $ 5,587,582 $ 5,638,971 $ 6,797,630 $ 6,959,545 $ 7,906,000 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,345,756 1,425,335 2,816,491 1,520,897 1,321,799 2,796,275 1,107,740 1,041,200 4,648,690 1,123,290 1,210,940 4,625,315 1,187,050 861,950 5,857,000 $ 5,587,582 $ 5,638,971 $ 6,797,630 $ 6,959,545 $ 7,906,000 230 Table of Contents Traffic Control PURPOSE STATEMENT OBJECTIVES FY 2017 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 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed 98% of all street light work orders within 5-12 business days of receiving notification from customers Completed 100% of the work orders that resulted from the night check inspections within 12 business days Completed 100% of the traffic signal monitors in the third quarter of the fiscal year Inspected 517 traffic signal structures Painted all of the school crosswalk locations in its perspective quadrant Replaced all damaged/knocked down stop signs within 1 hour of receiving notification Initiated a paperless work order system in the Traffic Signs department 100% of signal monitors tested 2,500 high pressure sodium lamps to be replaced 95% of streetlight work orders to be completed within ten business days 10% of traffic signals to be painted 100% of all long line and short line striping performed within the fiscal year 100% of stop signs replaced within one hour of receiving notification BUDGET NOTES The FY 2017 personnel budget changes are attributed to changes in benefits, as no new personnel were included. The supplies and contractual budget increase is primarily due to expansion of LRIP with regard to signals and street light maintenance. Capital Improvement Project ST148 – Streetlight Rehabilitation will close in FY 2017 and is also now included in the Streets operating budget; as the replacement schedule is ongoing and will be managed by the division. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Signal monitors tested (MMU) 100% 100% 100% 100% High pressure sodium lamps replaced 2,393 2,193 2,200 2,200 Traffic signals energized 182 187 189 190 Streetlight work orders completed within 10 business days 99% 98% 98% 98% 4 20 20 20 Long line and short line striping completed 100% 100% 100% 100% Stop signs replaced within one hour 100% 100% 100% 100% PERFORMANCE MEASURES Traffic signals painted 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 0.33 4.33 4.50 6.50 4.00 19.66 19.66 19.66 19.66 19.66 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 509,494 527,314 1,537,700 1,171,470 426,387 526,874 359,158 1,801,937 1,273,745 513,712 640,260 441,680 1,844,250 1,613,310 512,300 638,870 443,400 1,929,310 1,751,520 525,415 641,180 467,450 3,501,970 2,182,600 686,760 $ 4,172,365 $ 4,475,426 $ 5,051,800 $ 5,288,515 $ 7,479,960 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,509,132 2,663,233 - 1,556,838 2,902,350 16,238 1,571,820 3,479,980 - 1,632,230 3,656,285 - 1,684,820 5,795,140 - $ 4,172,365 $ 4,475,426 $ 5,051,800 $ 5,288,515 $ 7,479,960 232 Table of Contents Right of Way Maintenance PURPOSE STATEMENT OBJECTIVES FY 2017 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. ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained all shoulders, dirt roads and alleys for safety, compliance with PM-10 regulations and weed control Replanted 190 replacement trees that were lost during storms. Inspected 100% of Streets, Parks and PKID drywells Inspected 25% of storm water inlets Contractor maintained trash pickup on all bus shelters weekly Contractor pressure washed all bus shelters monthly Currently transitioning the bus shelter color from Light Blue to Chestnut. In FY 2016, 17 shelters have been painted Replaced batteries and solar controllers on bus shelters that weren't operable Completed evaluation of each bus shelter for needed repairs ♦ 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 goal of planting 200 trees during the fiscal year Maintain trash pickup and cleanup of bus stops, structures and Heritage District BUDGET NOTES There are no significant changes to the FY 2017 budget. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government PERFORMANCE MEASURES Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 ROW acres maintained by contractor 342 330 310 310 Storm inlets inspected and in proper working order 2,550 2,500 3,135 3,500 Shoulders, alleys and dirt roads inspected and weeds sprayed three times annually 100% 100% 100% 100% Review irrigation controllers weekly 50% 40% 40% 40% 100% 100% 100% 100% 114 116 116 131 Shoulder 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 1,710,702 213,469 776,653 1,710,218 232,225 822,625 2,197,160 235,290 884,150 1,926,600 225,740 909,052 2,198,450 240,900 931,260 $ 2,700,824 $ 2,765,068 $ 3,316,600 $ 3,061,392 $ 3,370,610 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 346,958 2,353,866 - 410,767 2,354,301 - 410,770 2,905,830 - 413,912 2,647,480 - 426,280 2,944,330 - $ 2,700,824 $ 2,765,068 $ 3,316,600 $ 3,061,392 $ 3,370,610 234 Table of Contents Hazard Response PURPOSE STATEMENT OBJECTIVES FY 2017 The mission is to keep right of way clear of driving hazards and unsightly graffiti within expected times. ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Responded to 100% of dead animal calls within the rights of way within one hour of receiving the request eliminating any possibility of road hazard Delivered 100% of block party barricades and street closure signs to assigned address on scheduled dates Responded and removed 100% of graffiti within 48 hours Initiated a paperless work order system for the Hazardous Response department that will improve efficiency Initiated a Standard Operating Procedure for the day to day maintenance of our water pumps that are used for storm cleanup. This allowed our teams to be better prepared when a storm strikes When notified of a traffic control emergency, staff responded to the scene as efficiently and effectively as possible to assist Police and Fire ♦ ♦ 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 Standard Operating Procedure for the day to day maintenance of our chain saws that are used for storm cleanup. This allows our teams to be better prepared when a storm strikes BUDGET NOTES There are no significant changes to the FY 2017 budget. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure PERFORMANCE MEASURES Dead animals removed from right-of-way within one hour of the call Graffiti removed within 48 hours of notification from the police department Barricades delivered on scheduled dates 235 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% Table of Contents Hazard Response PERSONNEL BY ACTIVITY Hazard Response Total Personnel EXPENSES BY ACTIVITY Hazard Response Total Expenses Actual FY 2015 Budget FY 2016 2.34 2.34 2.34 2.34 2.34 2.34 2.34 2.34 2.34 2.34 Actual FY 2014 Actual FY 2015 Budget FY 2016 194,278 $ 194,278 223,224 $ Actual FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 194,278 $ 223,224 236 $ 204,810 209,388 209,770 $ Projected FY 2016 165,210 39,600 $ Budget FY 2017 209,388 Budget FY 2016 169,891 53,333 $ 204,810 Budget FY 2017 Projected FY 2016 204,810 Actual FY 2015 151,388 42,890 $ 223,224 Projected FY 2016 Budget FY 2017 167,798 41,590 $ 209,388 209,770 174,170 35,600 $ 209,770 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 $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. 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 2017, $1,400,000 is budgeted for contingency. Pay for Performance $45,710 Council adopted a compensation philosophy which illustrates the importance of linking pay with exceptional service. An allowance is budgeted in FY 2017 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 2017-2026 Capital Improvement Plan that was adopted by Council on June 9, 2016. The following projects require Streets Fund funding for FY 2017: Compensation $152,360 Council adopted a compensation philosophy which requires periodic classification and compensation studies to be conducted to ensure that Gilbert is maintaining a compensation structure that is competitive with the market. The FY 2017 funding that is allocated for this purchase is a placeholder until the study is completed and an implementation strategy is approved by Council. Arterial Streets Reconstruction $1,672,000 PM10 Paving 775,000 Ocotillo Road - Recker to Power 700,000 ADA Transition Replacement 473,000 Advanced Traffic Mgmt - Network CC 125,000 Safe Routes to Schools Crosswalks 70,000 Power and Verona 59,000 Greenfield and Ocotillo 55,000 Advanced Detection Safety Imp 51,000 Warner and Concord 45,000 East Valley Travel Monitoring 44,000 Baseline Fiberoptic Infrastructure 36,000 Consolidated Canal Bridge Repair 33,000 Neighborhood Streetlight Rehab 10,000 Recker and Cooley Loop North 10,000 Recker and Cooley Loop South 10,000 Williams Field and Cooley Loop 10,000 Williams Field and Cooley Loop East 10,000 Adora Trails Improvement 6,000 Left Turn Safety Enhancements $ 2,000 Tuition Reimbursement $12,000 Based on historical usage, $12,000 is budgeted to reimburse employees of the Streets Fund for tuition expenses. This is capped at $5,000 per employee per fiscal year. Pre-authorization is required for all classes. More detail on these CIP projects can be found in the Capital Improvements section of this document. 237 Table of Contents Non-Departmental PERSONNEL No Personnel Allocation Total Personnel EXPENSES Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Budget FY 2017 Contingency Capital Projects Miscellaneous 4,270,832 90,008 5,110,421 64,851 2,000,000 7,071,250 164,980 2,546,630 95,540 1,400,000 4,195,920 314,610 Total Expenses $ 4,360,840 $ 5,175,272 $ 9,236,230 $ 2,642,170 $ 5,910,530 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 90,008 4,270,832 64,851 5,110,421 55,440 2,109,540 7,071,250 95,540 2,546,630 198,070 1,516,540 4,195,920 $ 4,360,840 $ 5,175,272 $ 9,236,230 $ 2,642,170 $ 5,910,530 238 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 2016: $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. Copy services was moved to General Fund during FY 2016 under the Information Technology umbrella. 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 Town Council Management Services Fleet Maintenance Health Self Insurance Dental Self Insurance 239 Table of Contents INTERNAL SERVICE FUNDS Actual FY 2014 Actual FY 2015 Budget FY 2016 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 7,508,266 418,243 15,186,080 1,031,633 7,489,311 285,690 15,530,060 1,042,558 8,533,880 310,740 16,134,680 1,160,000 6,590,030 20,006,510 1,158,000 9,443,580 17,801,840 1,200,000 $ 24,144,222 $ 24,347,619 $ 26,139,300 $ 27,754,540 $ 28,445,420 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,660,729 22,408,414 75,079 1,750,335 22,572,082 25,202 1,866,600 24,206,670 66,030 1,681,770 26,006,740 66,030 2,025,430 26,342,960 77,030 $ 24,144,222 $ 24,347,619 $ 26,139,300 $ 27,754,540 $ 28,445,420 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 22,434,268 - 24,668,322 - 23,572,000 - 24,542,130 2,077,690 29,030,630 - $ 22,434,268 $ 24,668,322 $ 23,572,000 $ 26,619,820 $ 29,030,630 24,144,222 - 24,347,619 - 26,139,300 - 27,754,540 - 28,445,420 - Total Uses $ 24,144,222 $ 24,347,619 $ 26,139,300 $ 27,754,540 $ 28,445,420 Net Operating Result $ (1,709,954) $ 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 320,703 240 Projected FY 2016 Budget FY 2017 $ (2,567,300) $ (1,134,720) $ 585,210 Table of Contents Fleet Maintenance PURPOSE STATEMENT OBJECTIVES FY 2017 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 2016 ♦ ♦ ♦ ♦ ♦ Continued to improve on the quality and depth of safety program as stated in the 2015 objectives Exceeded Fleet industry standard for schedule vs unscheduled repairs again this year Oversaw the construction and operation of Gilbert’s first Compressed Natural Gas (CNG) facility, which opened in May 2016. CNG provides a cleaner burning fuel, diminishing the number of pollutants and emissions from the fleet. By switching from diesel, the CNG equipped trucks could reduce fuel expenses by up to 40%. Complete the Environmental Protection Agency/Arizona Department of Environmental Quality/Arizona Department of Weights and Measures required decommissioning of TOG Stage II fuel systems early within the prescheduled window 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 PM program for all equipment classifications BUDGET NOTES The FY 2017 Fleet Maintenance budget for fleet shop operations has increased to replace lift equipment and improve security features for the existing parts inventory. The adopted budget also reflects an additional $200,000 budgeted in fleet commercial for outside repairs, based on historical actuals. In personnel, a vacant Administrative Support Tech position was reclassed to a Management Support Specialist position. Other increases in personnel are related to changes in benefits; no FTE added. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government PERFORMANCE MEASURES Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Technician productivity ratio 71.33% 70.29% 70.50% 70.50% Number of outsourced work orders 1,417 1,642 1,782 1,836 Total number of work orders 8,983 9,246 9,900 10,200 Total preventative maintenance work orders 7,033 7,422 7,920 8,160 Total unscheduled work orders 1,770 1,824 1,980 2,040 Total number of vehicles/equipment in Gilbert Fleet 745 768 787 799 Total number of vehicles/equipment in Queen Creek Fleet 9 10 10 10 241 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 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 19.75 5.75 0.25 0.25 0.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,478,919 1,778,310 3,104,372 1,141,455 5,210 1,594,962 1,893,762 2,554,887 1,445,700 - 1,723,430 1,909,830 3,174,910 1,196,460 529,250 1,669,840 1,791,420 1,872,150 1,256,620 - 1,854,410 1,918,530 3,175,810 1,397,380 1,097,450 $ 7,508,266 $ 7,489,311 $ 8,533,880 $ 6,590,030 $ 9,443,580 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 1,660,729 5,834,339 13,198 1,750,335 5,738,976 - 1,866,600 6,601,250 66,030 1,681,770 4,842,230 66,030 2,025,430 7,341,120 77,030 $ 7,508,266 $ 7,489,311 $ 8,533,880 $ 6,590,030 $ 9,443,580 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 OPERATING RESULTS Total Revenues Transfers In 7,478,957 - 7,474,597 - 8,159,000 - 8,159,000 - 8,159,000 - Total Sources $ 7,478,957 $ 7,474,597 $ 8,159,000 $ 8,159,000 $ 8,159,000 Total Expenses Transfers Out 7,508,266 - 7,489,311 - 8,533,880 - 6,590,030 - 9,443,580 - Total Uses $ 7,508,266 $ 7,489,311 $ 8,533,880 $ 6,590,030 $ 9,443,580 Net Operating Result $ (29,309) $ (14,714) $ 242 (374,880) $ 1,568,970 $ (1,284,580) Table of Contents Health Self Insurance employees and encourage behavior change to manage rising healthcare costs and promote work/life harmony PURPOSE STATEMENT 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. OBJECTIVES FY 2017 ♦ ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ Claims costs in FY 2016 were substantially impacted by large claims from individual members, in addition to increased medical and pharmacy costs Implemented additional cost-sharing a lowdeductible/co-insurance medical plan option (Preferred), in addition to the traditional plan option (Legacy) for the FY 2017 plan year Conducted a Pharmacy audit that resulted in a change from a 3-tier system to a 5-tier system, to align with industry standards, and balance cost-sharing Ensured appropriate compliance to the Affordable Care Act (ACA) through review of regular, temporary, contract, and terminated employees to ensure eligible employees were offered health insurance by Gilbert Launched “Gilbert Wellness”, an organization-wide plan to educate ♦ ♦ ♦ Repay loan from General Fund of $1.2M and close year without a deficit in the Health Trust Fund Provide a competitive benefit package to Town employees and provide education in order to improve utilization and understanding of benefits Continue implementation of Gilbert Wellness, to include education, events, evaluation of incentives, and establish a five-year plan to sustain the program Conduct claims audit Conduct a Request for Proposal (RFP) for a Third-Party Administrator of medical plan BUDGET NOTES Medical premiums are shared between Gilbert and its employees. The regular Gilbert contribution rate is 80% of the premium (both single and family coverage) for the base Plan option. Employees pay 20% of the premium. Retirees and COBRA participants are responsible for full premium costs. STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan PERFORMANCE MEASURES Average total plan cost (expense) per participating employee per month **Average actual total premium per employee per month Average actual town premium contribution per employee per month Health plan participants *Reserve in excess of estimated Incurred But Not Reported (IBNR) claims (reflects medical and dental) Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated $1,255 $1,101 $1,080 $1,296 $1,048 $1,074 $1,025 $1,030 $840 $860 $820 $824 3,289 3,332 3,359 3,390 $4,648,987 $4,144,221 ($1,115,313) $357,200 FY 2017 *Reserve change impacted by large individual claims in FY 2014; stop loss recoveries received following FY 2014 exceed the reduction in FY 2014 reserve **The increased claims costs in FY 2016 resulted in a fund deficit of $1.2M which resulted in a loan from the General Fund to sustain the Health Trust Fund 243 Table of Contents Health Self Insurance Actual FY 2014 Actual 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 15,186,080 15,530,060 16,134,680 20,006,510 17,801,840 $ 15,186,080 $ 15,530,060 $ 16,134,680 $ 20,006,510 $ 17,801,840 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 15,186,080 - 15,530,060 - 16,134,680 - 20,006,510 - 17,801,840 - $ 15,186,080 $ 15,530,060 $ 16,134,680 $ 20,006,510 $ 17,801,840 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 13,407,723 - 16,079,619 - 13,855,000 - 15,226,130 2,000,000 19,714,630 - $ 13,407,723 $ 16,079,619 $ 13,855,000 $ 17,226,130 $ 19,714,630 15,186,080 - 15,530,060 - 16,134,680 - 20,006,510 - 17,801,840 2,000,000 Total Uses $ 15,186,080 $ 15,530,060 $ 16,134,680 $ 20,006,510 $ 19,801,840 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 549,559 244 Projected FY 2016 Budget FY 2017 $ (2,279,680) $ (2,780,380) $ (87,210) Table of Contents Dental Self Insurance PURPOSE STATEMENT OBJECTIVES FY 2017 This fund provides financing for dental benefits for employees, dependents, and eligible members under retiree and Consolidated Omnibus Budget Reconciliation Act (COBRA) continuation. ♦ ♦ 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, and contributing to overall wellness BUDGET NOTES ACCOMPLISHMENTS FY 2016 ♦ ♦ The Dental Self Insurance Fund was implemented in FY 2011. Prior to this time, the dental plan was fully insured through a dental insurance company. The contribution rate for dental premiums is shared between the Town of Gilbert and employees. The Town of Gilbert contribution rate for dental premiums is 80% of the total premium (both single and family coverage). Employees pay 20% of the premium. Retirees and COBRA participants are responsible for full premium costs. Sufficient premiums to pay plan expenses Added two additional plan benefits during open enrollment for FY 2017: (1) CheckUp Plus and (2) Composite Fillings on All Teeth which resulted in a minimal increase to premiums STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Average total plan cost (expense) per participating employee per month $85 $85 $88 $96 Average actual premium per employee per month $87 $87 $88 $97 Average actual town premium contribution per employee per month $69 $68 $71 $77 3,183 3,411 3,192 3,197 PERFORMANCE MEASURES Dental plan participants 245 Table of Contents Dental Self Insurance PERSONNEL BY ACTIVITY Dental Self Insurance Total Personnel EXPENSES BY ACTIVITY Dental Self Insurance Total Expenses Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1,031,633 1,042,558 1,160,000 1,158,000 1,200,000 $ 1,031,633 $ 1,042,558 $ 1,160,000 $ 1,158,000 $ 1,200,000 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Actual FY 2014 1,031,633 - 1,042,558 - 1,160,000 - 1,158,000 - 1,200,000 - $ 1,031,633 $ 1,042,558 $ 1,160,000 $ 1,158,000 $ 1,200,000 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 OPERATING RESULTS Total Revenues Transfers In 1,112,421 - 1,112,824 - 1,157,000 - 1,157,000 - 1,157,000 - $ 1,112,421 $ 1,112,824 $ 1,157,000 $ 1,157,000 $ 1,157,000 1,031,633 - 1,042,558 - 1,160,000 - 1,158,000 - 1,200,000 - Total Uses $ 1,031,633 $ 1,042,558 $ 1,160,000 $ 1,158,000 $ 1,200,000 Net Operating Result $ $ $ Total Sources Total Expenses Transfers Out 80,788 70,266 246 (3,000) $ (1,000) $ (43,000) 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, but transfers were reinstated in FY 2015. FY 2017 includes an ongoing contribution of $1.09 million and a one-time contribution of $900k. 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 their useful life. 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 replace infrastructure that benefits the community as a whole, such as lift stations, larger diameter wastewater mains, reclaimed water reservoirs, and wastewater treatment facilities. The Wastewater Repair and Replacement Fund also 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, in order to finance 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 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 247 Table of Contents REPLACEMENT FUNDS 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. 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, 2016 for each replacement fund is listed below. Fund Fund Balance General Water Wastewater Environmental Services - Residential Environmental Services - Commercial Streets Fleet Maintenance $ 11,613,150 59,668,229 59,914,357 5,193,478 482,511 4,888,872 242,594 Total Fund Balance $ 142,003,191 Based on budgeted revenues and expenditures for FY 2017, 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 $ 9,298,490 62,680,879 52,468,967 2,256,138 89,431 4,284,642 242,594 Total Fund Balance $ 131,321,141 248 Table of Contents REPLACEMENT FUNDS Actual FY 2014 GENERAL REPLACEMENT FUND Total Revenues Transfers In Total Sources 69,964 $ Total Expenses Transfers Out 69,964 $ Net Operating Result $ 599,824 $ Total Revenues Transfers In Total Expenses Transfers Out $ 1,083,160 40,000 1,043,160 $ 4,290,340 - 1,083,160 40,000 1,993,160 $ 2,800,000 - (529,860) $ 4,548,970 $ (3,207,180) $ (1,716,840) $ (2,314,660) $ 2,535,898 - Budget FY 2016 2,800,000 4,347,820 - $ 5,584,021 $ 2,033,160 1,070,020 Actual FY 2015 4,290,340 Budget FY 2017 $ 293,322 5,290,699 $ 5,618,990 Projected FY 2016 40,000 1,043,160 1,070,020 - Actual FY 2014 WATER REPLACEMENT FUND Budget FY 2016 118,990 5,500,000 599,824 - Total Uses Total Sources Actual FY 2015 $ Projected FY 2016 4,347,820 Budget FY 2017 341,562 6,853,294 200,000 10,971,440 200,000 10,971,440 200,000 10,971,440 7,194,856 $ 11,171,440 $ 11,171,440 $ 11,171,440 2,012,172 - 10,544,530 - 3,879,990 - 8,158,790 - Total Uses $ 2,535,898 $ 2,012,172 $ 10,544,530 $ 3,879,990 $ 8,158,790 Net Operating Result $ 3,048,123 $ 5,182,684 $ $ 7,291,450 $ 3,012,650 Actual FY 2014 WASTEWATER REPLACEMENT FUND Total Revenues Transfers In Total Sources Actual FY 2015 279,678 5,701,870 $ Total Expenses Transfers Out 5,981,548 Budget FY 2016 335,302 6,819,818 $ 267,994 - 7,155,120 626,910 Projected FY 2016 200,000 9,305,750 $ 319,187 - 9,505,750 200,000 9,305,750 $ 8,255,520 - 9,505,750 $ 319,187 $ 8,255,520 $ 89,450 Net Operating Result $ 5,713,554 $ 6,835,933 $ 1,250,230 $ 9,416,300 Total Revenues Transfers In Total Sources 64,898 1,246,160 $ Total Expenses Transfers Out 1,311,058 Budget FY 2016 205,275 389,474 $ 914,318 - 594,749 $ 908,919 - Total Uses $ 914,318 $ Net Operating Result $ 396,740 $ 908,919 536,660 2,789,810 Budget FY 2017 40,000 496,660 $ 2,789,810 $ $ (7,445,390) Projected FY 2016 40,000 496,660 536,660 40,000 496,660 $ 2,243,000 $ 9,505,750 $ 16,951,140 267,994 Actual FY 2015 $ 16,951,140 - $ Actual FY 2014 200,000 9,305,750 89,450 - Total Uses ENVIRO SVCS RES REPLACEMENT FUND Budget FY 2017 2,243,000 536,660 3,474,000 - $ 3,474,000 (314,170) $ (2,253,150) $ (1,706,340) $ (2,937,340) 249 Table of Contents REPLACEMENT FUNDS Actual FY 2014 ENVIRO SVCS COMM REPLACEMENT FUND Total Revenues Transfers In Total Sources 3,865 186,210 $ Total Expenses Transfers Out $ Net Operating Result $ $ 337,134 Total Revenues Transfers In Total Expenses Transfers Out $ (147,059) $ 62,973 $ 184,614 Actual FY 2015 $ Net Operating Result $ 368,768 Total Revenues Transfers In $ Total Expenses Transfers Out $ 64,916 $ (184,154) $ 464,830 $ 1,273 Actual FY 2015 1,545 - (494,500) $ 448,290 1,068,340 - 210,000 $ $ (94,630) $ 448,290 $ $ (620,050) $ 116,290 $ Projected FY 2016 1,052,520 (604,230) Budget FY 2017 - - 448,290 1,052,520 - 332,000 - (393,080) 20,000 428,290 332,000 - $ 508,450 Budget FY 2017 $ - 115,370 508,450 - 20,000 428,290 $ $ Projected FY 2016 Budget FY 2016 1,545 $ $ 1,068,340 - $ 1,273 - 609,870 115,370 3,000 112,370 210,000 - 20,000 428,290 64,916 - Actual FY 2014 FLEET MAINTENANCE REPLACEMENT FUND 529,746 $ Budget FY 2016 104,746 425,000 $ 115,370 Budget FY 2017 3,000 112,370 609,870 - 7,590 368,768 - Total Uses $ $ 184,614 $ 70,563 Projected FY 2016 3,000 112,370 7,590 - Actual FY 2014 STREETS REPLACEMENT FUND Total Sources 190,075 Budget FY 2016 3,203 67,360 337,134 - Total Uses Total Sources Actual FY 2015 $ - - Total Uses $ - $ - $ - $ - $ - Net Operating Result $ 1,273 $ 1,545 $ - $ - $ - 250 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. 251 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 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Actual FY 2014 Actual FY 2015 Budget FY 2016 0.70 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 1.85 0.00 0.00 4.00 2.60 3.00 2.00 0.00 0.00 4.00 3.10 3.00 10.30 11.45 11.45 11.45 12.10 Actual FY 2014 Actual FY 2015 Budget FY 2016 1,120,160 4,361,713 1,057,955 278,880 2,452,104 1,622,876 835,764 7,416,240 1,308,161 251,977 2,545,656 1,707,473 1,895,160 11,556,160 7,963,510 308,560 2,859,410 4,248,250 $ 10,893,688 $ 14,065,271 $ 28,831,050 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Projected FY 2016 $ Budget FY 2017 Budget FY 2017 599,467 3,557,720 295,800 324,760 2,732,359 1,746,915 1,948,460 30,932,250 7,709,650 355,580 3,095,370 4,271,060 9,257,021 $ 48,312,370 Projected FY 2016 Budget FY 2017 1,781,322 4,585,814 4,526,552 1,905,124 4,331,610 7,828,537 2,070,090 12,648,330 14,112,630 $ 10,893,688 $ 14,065,271 $ 28,831,050 Actual FY 2014 Actual FY 2015 Budget FY 2016 45,724,923 1,974,590 46,981,252 98,364 51,876,470 - 45,900,980 - 56,345,280 - $ 47,699,513 $ 47,079,616 $ 51,876,470 $ 45,900,980 $ 56,345,280 10,893,688 24,999,170 14,065,271 22,001,580 28,831,050 24,028,750 9,257,021 34,660,670 48,312,370 24,610,110 Total Uses $ 35,892,858 $ 36,066,851 $ 52,859,800 $ 43,917,691 $ 72,922,480 Net Operating Result $ 11,806,655 $ 11,012,765 $ Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 252 $ 1,555,686 4,068,765 3,632,570 2,244,940 11,245,530 34,821,900 9,257,021 $ 48,312,370 Projected FY 2016 (983,330) $ 1,983,289 Budget FY 2017 $ (16,577,200) Table of Contents CDBG/HOME PURPOSE STATEMENT OBJECTIVES FY 2017 The Neighborhood and Outreach Services function within the Town Manager’s Office administers federal funds such as Community development Block Grants (CDBG) and HOME Investment Partnership Funds. 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 areas and households. ♦ ACCOMPLISHMENTS FY 2016 BUDGET NOTES ♦ The increase in FTE for FY 2017 is due to a reallocation of current FTE as a result of a reorganization of the department. Major projects in FY 2017 include the renovation of the Page Park Center and emergency and minor home repair improvements. ♦ ♦ ♦ ♦ 80 eligible homeowners received emergency and minor home repair assistance to make their homes safe and habitable Purchased and rehabilitated one singlefamily units to be used as permanent affordable housing for qualified/eligible renters with dependent children Completed master plan for Page Park Center building renovation Preserve and improve habitability of owneroccupied housing through emergency and minor home repair improvements for 75 eligible Gilbert homeowners Purchase and rehabilitate one single-family units to be used as permanent affordable housing for qualified/eligible renters with dependent children Complete design for Page Park Center building renovation STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure 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 253 Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 68 85 80 75 578 650 N/A 300 0 2 1 1 Table of Contents CDBG/HOME Actual FY 2014 Actual FY 2015 Budget FY 2016 CDBG/HOME 0.70 1.85 1.85 1.85 2.00 Total Personnel 0.70 1.85 1.85 1.85 2.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY CDBG/HOME Total Expenses 1,120,160 $ 1,120,160 Actual FY 2014 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ 1,120,160 $ Actual FY 2014 Total Revenues Transfers In 835,764 $ 1,895,160 179,035 656,729 - 178,820 1,716,340 - 835,764 $ 1,895,160 1,895,160 - 910,157 $ 1,895,160 835,764 - 1,895,160 - $ 835,764 $ 1,895,160 (20) $ 74,393 $ $ 1,120,219 $ 1,120,160 79 Total Uses $ 1,120,239 Net Operating Result $ 254 $ - Budget FY 2017 599,467 1,948,460 599,467 $ 1,948,460 Projected FY 2016 $ Budget FY 2016 826,213 83,944 Budget FY 2017 Projected FY 2016 Budget FY 2016 Actual FY 2015 1,120,219 - Total Expenses Transfers Out 1,895,160 Actual FY 2015 150,176 969,984 - OPERATING RESULTS Total Sources $ 835,764 Projected FY 2016 Budget FY 2017 184,877 339,740 74,850 232,520 430,250 1,285,690 599,467 $ 1,948,460 Projected FY 2016 Budget FY 2017 610,270 - 1,938,500 - 610,270 $ 1,938,500 599,467 - 1,948,460 - $ 599,467 $ 1,948,460 $ 10,803 $ $ (9,960) Table of Contents System Development Fees vehicles required to serve new growth. Fees cannot be used for facilities built to replace services that were once provided elsewhere in the municipality, except for the portion of such a 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 FEE DESCRIPTIONS Following are descriptions and fees for a typical single-family residential permit requiring a 3/4 inch meter: Water System & Resource $5,901 Parks and Recreation 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. 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. Fees are calculated based on a 3/4 inch meter, progressing up to a 2 inch meter. 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. 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. Fees are dependent upon the meter size, with costs progressively increasing from a 3/4 inch meter up to a 2 inch meter. Wastewater System Greenfield Neely $450 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. 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 Gilbert’s system development fees pursuant to the Arizona Revised Statue 9463.05. $2,469 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. 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 255 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 Wastewater SDF-Greenfield Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Actual FY 2014 Actual 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 2014 Actual FY 2015 Budget FY 2016 350,075 197,153 20,257 19,648 3,771,339 3,241 - 955,275 1,335,206 5,457 855,416 4,248,228 16,658 - 3,368,850 826,300 871,910 430,330 5,137,650 921,120 - $ 4,361,713 $ 7,416,240 $ 11,556,160 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Projected FY 2016 $ Budget FY 2017 Budget FY 2017 1,261,560 73,090 3,250 2,161,170 58,650 - 3,616,510 2,037,280 2,236,000 1,845,980 16,181,360 1,711,120 3,304,000 3,557,720 $ 30,932,250 Projected FY 2016 Budget FY 2017 4,361,713 7,416,240 11,556,160 $ 4,361,713 $ 7,416,240 $ 11,556,160 Actual FY 2014 Actual FY 2015 Budget FY 2016 38,992,837 1,972,233 40,623,303 - 35,645,000 - 39,775,000 - 39,675,000 - $ 40,965,070 $ 40,623,303 $ 35,645,000 $ 39,775,000 $ 39,675,000 4,361,713 22,100,787 7,416,240 21,782,888 11,556,160 23,842,830 3,557,720 34,474,750 30,932,250 24,380,110 Total Uses $ 26,462,500 $ 29,199,128 $ 35,398,990 $ 38,032,470 $ 55,312,360 Net Operating Result $ 14,502,570 $ 11,424,175 $ $ $ (15,637,360) Total Expenses OPERATING RESULTS Total Revenues Transfers In Total Sources Total Expenses Transfers Out 256 246,010 $ 3,557,720 30,932,250 3,557,720 $ 30,932,250 Projected FY 2016 1,742,530 Budget FY 2017 Table of Contents Grants PURPOSE STATEMENT OBJECTIVES FY 2017 The Grant Fund is required to segregate the costs associated with grant awards from the federal or state government. Grant funds require meticulous reporting of actual costs for reimbursement requests. ♦ BUDGET NOTES The grant fund 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. ACCOMPLISHMENTS FY 2016 ♦ ♦ Completion of single audit report with no findings Received $936,000 in grant funds Completed single audit report for FY 2015 with no material weaknesses STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 $1,744,335 $1,189,561 $936,000 $1,500,000 PERFORMANCE MEASURES Grants received Economic Development 257 Table of Contents Grants PERSONNEL BY ACTIVITY Grants Total Personnel EXPENSES BY ACTIVITY Grants Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Actual FY 2014 Actual 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 2014 Actual FY 2015 Budget FY 2016 1,057,955 1,308,161 7,963,510 $ 1,057,955 $ 1,308,161 $ 7,963,510 Actual FY 2014 Actual FY 2015 Budget FY 2016 251,264 641,852 164,839 337,188 579,473 391,500 147,690 5,259,350 2,556,470 $ 1,057,955 $ 1,308,161 $ 7,963,510 Actual FY 2014 Actual FY 2015 Budget FY 2016 1,137,914 2,278 1,140,164 85 7,963,510 - $ 1,140,192 $ 1,140,249 $ 7,963,510 1,057,955 2,700,000 1,308,161 - 7,963,510 - Total Uses $ 3,757,955 $ 1,308,161 $ 7,963,510 Net Operating Result $ (2,617,763) $ Total Sources Total Expenses Transfers Out (167,912) $ 258 - Projected FY 2016 Budget FY 2017 Projected FY 2016 $ Budget FY 2017 295,800 7,709,650 295,800 $ 7,709,650 Projected FY 2016 $ Budget FY 2017 126,800 169,000 - 116,950 5,137,340 2,455,360 295,800 $ 7,709,650 Projected FY 2016 Budget FY 2017 296,000 - 7,709,650 - 296,000 $ 7,709,650 295,800 - 7,709,650 - $ 295,800 $ 7,709,650 $ 200 $ $ - Table of Contents Police Impound PURPOSE STATEMENT OBJECTIVES FY 2017 Arizona Revised Statutes §28-3511 requires the mandatory tow and 30-day impound of vehicles when the driver commits specific civil and criminal traffic offenses. Under this statute, anyone of interest in the vehicle may request a tow hearing for its release. Tow hearings are held before a tow hearing coordinator who is responsible to determine if the vehicle in question was towed properly. The coordinator also reviews cases where a vehicle is eligible for early release. If the subject vehicle is ineligible for early release a hearing is required to determine vehicle disposition. These hearings are conducted after the 30-day impound period has closed. A $150 administrative fee is collected for every vehicle release; these fees are placed into the vehicle impound fund to cover staff and program costs. All fees are pursuant to Arizona Revised Statutes §28-3511. ♦ ♦ ♦ Conduct hearings as required pursuant to Arizona Revised Statutes §28-3511 Continue to review and manage the revised towing program that was implemented in FY 2014 and is being renewed in FY 2016 Provide training to staff on Arizona Revised Statutes §28-3511 to include statutory changes BUDGET NOTES There were no significant changes to the budget in FY 2017. Increases in personnel expenses are mostly related to benefit changes; no FTE added. ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ Conducted 2,064 tow hearings Issued citations for violations of Arizona Revised Statutes §28-3512J; all of which resulted in “responsible” findings Initiated 2016 RFP for tow program to provide tow services for a three year period. RFP seeks to identify five contract providers STRATEGIC INITIATIVES Community Livability Technology Leader Financial Plan Infrastructure Economic Development High Performing Government PERFORMANCE MEASURES Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 Number of Tow Hearings Conducted 1,942 2,064 2,259 2,485 Number of Proper Tows 1,833 2,064 2,259 2,485 Number of Vehicles Eligible for Early Release 1,833 2,064 2,259 2,485 259 Table of Contents Police Impound Actual FY 2014 Actual FY 2015 Budget FY 2016 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 2014 Actual FY 2015 Budget FY 2016 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Police Impound Total Expenses 278,880 $ Personnel Supplies & Contractual Capital Outlay $ 278,880 $ Total Expenses Transfers Out 290,907 251,977 278,880 44,309 303,879 $ $ 308,560 $ 251,977 45,124 318,880 36,700 $ $ 308,560 55,920 310,000 310,000 $ 324,760 55,920 $ 323,189 $ 297,101 $ 364,480 Net Operating Result $ (32,282) $ 6,778 $ (66,480) $ $ 380,680 355,580 Budget FY 2017 310,000 - Total Uses 260 324,760 355,580 Budget FY 2017 Projected FY 2016 298,000 298,000 $ 289,370 35,390 - Budget FY 2016 $ 324,760 355,580 Projected FY 2016 271,860 36,700 - 303,879 $ 308,560 Budget FY 2017 324,760 Budget FY 2016 Actual FY 2015 290,907 $ $ 234,837 17,140 - Actual FY 2014 Total Revenues Transfers In 251,977 Budget FY 2017 Projected FY 2016 308,560 Actual FY 2015 256,861 22,019 - OPERATING RESULTS Total Sources $ Actual FY 2014 EXPENSES BY CATEGORY Total Expenses 278,880 251,977 Projected FY 2016 310,000 355,580 50,000 $ (70,680) $ 405,580 (95,580) 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 363 SLIDs, and more are added annually. The amount levied in FY 2017 is $1,001,140. The anticipated expenditures are $1,097,720. The levy is based on prior year collections and adjustments for budget to actual expenses for prior years. The Council adopted an FY 2017 budget of $1,997,650 and a levy of $1,952,850. The levy is assessed to property tax parcels within each district based upon the relative value of each parcel. 261 Table of Contents Special Districts PERSONNEL BY ACTIVITY Actual FY 2014 Actual FY 2015 Budget FY 2016 Street Light Improvement Parkway Improvement 0.00 2.60 0.00 2.60 0.00 2.60 0.00 2.60 0.00 3.10 2.60 2.60 2.60 2.60 3.10 Actual FY 2014 Actual FY 2015 Budget FY 2016 Total Personnel EXPENSES BY ACTIVITY Street Light Improvement Parkway Improvement Total Expenses Budget FY 2017 Projected FY 2016 Budget FY 2017 1,596,201 855,903 1,682,203 863,453 1,825,450 1,033,960 1,774,800 957,559 1,997,650 1,097,720 $ 2,452,104 $ 2,545,656 $ 2,859,410 $ 2,732,359 $ 3,095,370 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses Projected FY 2016 174,162 2,277,942 - 184,652 2,340,207 20,797 179,170 2,680,240 - 172,059 2,560,300 - 240,700 2,854,670 - $ 2,452,104 $ 2,545,656 $ 2,859,410 $ 2,732,359 $ 3,095,370 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 OPERATING RESULTS Total Revenues Transfers In 2,368,248 - 2,531,281 - 2,571,320 - 2,571,320 - 2,953,990 - $ 2,368,248 $ 2,531,281 $ 2,571,320 $ 2,571,320 $ 2,953,990 2,452,104 - 2,545,656 - 2,859,410 - 2,732,359 - 3,095,370 - Total Uses $ 2,452,104 $ 2,545,656 $ 2,859,410 $ 2,732,359 $ 3,095,370 Net Operating Result $ Total Sources Total Expenses Transfers Out (83,856) $ (14,375) $ 262 (288,090) $ (161,039) $ (141,380) 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. 263 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 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 1.00 1.00 0.00 1.00 3.00 3.00 3.00 3.00 3.00 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Special Revenue 1,622,876 1,707,473 4,248,250 1,746,915 4,271,060 Total Expenses $ 1,622,876 $ 1,707,473 $ 4,248,250 $ 1,746,915 $ 4,271,060 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 948,859 674,017 - 969,412 738,061 - 1,292,550 2,955,700 - 782,580 964,335 - 1,335,890 2,786,570 148,600 $ 1,622,876 $ 1,707,473 $ 4,248,250 $ 1,746,915 $ 4,271,060 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 OPERATING RESULTS Total Revenues Transfers In 1,814,798 79 1,556,412 14,335 3,503,480 - 2,338,390 - 3,758,140 - $ 1,814,877 $ 1,570,747 $ 3,503,480 $ 2,338,390 $ 3,758,140 1,622,876 153,995 1,707,473 173,568 4,248,250 130,000 1,746,915 130,000 4,271,060 180,000 Total Uses $ 1,776,871 $ 1,881,041 $ 4,378,250 $ 1,876,915 $ 4,451,060 Net Operating Result $ $ Total Sources Total Expenses Transfers Out 38,006 (310,294) $ 264 (874,770) $ 461,475 $ (692,920) Table of Contents OTHER CAPITAL FUNDS PURPOSE STATEMENT OBJECTIVES FY 2017 Ensure Gilbert funded infrastructure is designed and constructed to the appropriate standards. ♦ ACCOMPLISHMENTS FY 2016 ♦ ♦ ♦ ♦ ♦ Completed a project manager manual for the consistent and reliable implementation of capital improvement projects Established an up to date and interactive GIS map for all active capital improvement projects Completed the design and construction of several capital improvement projects including a new corridor in the Heritage District and a new Compressed Natural Gas station to fuel Solid Waste fleet vehicles Created a project charter within the capital improvement project request document in order to define the needs, assumptions, risks, constraints and timing of projects to carry through project implementation and assist in project cost estimating ♦ ♦ Update all capital improvement project related contracts to include on-call service, JOC, construction and professional services contracts to current industry standards Create historic bid pricing database in order to provide accurate and timely budget and cost estimates to client divisions to assist with their decision making process Complete programmed capital projects within budget and schedule to the satisfaction of client divisions Continue to refine the project development phase for project incorporation into the Capital Improvement Plan BUDGET NOTES An analysis was completed during FY 2016 based on the number and type of projects that were underway and planned for FY 2017. Based on this analysis, three Limited Term Agreement staff were added in FY 2016 and two additional are budgeted in FY 2017. This accounts for the increase in personnel costs for the FY 2017 budget. Supplies and contractual have increased based on one-time funding for various projects, such as Right of Way review, development of contract documents and standard operating procedures. STRATEGIC INITIATIVES Community Livability Technology Leader PERFORMANCE MEASURES Total investment in capital projects Financial Plan Infrastructure Economic Development High Performing Government Actual FY 2014 Actual FY 2015 Projected FY 2016 Anticipated FY 2017 $43,600,830 $69,857,504 $35,078,719 $136,701,288 265 Table of Contents OTHER CAPITAL FUNDS Actual FY 2014 Actual FY 2015 Budget FY 2016 Capital Projects Administration 7.40 7.40 7.40 7.40 7.40 Total Personnel 7.40 7.40 7.40 7.40 7.40 Actual FY 2014 Actual FY 2015 Budget FY 2016 738,408 2,895,022 11,889,762 1,357,036 1,250,016 728,620 880,968 3,849,263 10,886,393 24,940,129 - 882,480 100,000,000 12,728,560 17,285,570 14,905,850 20,784,090 13,219,320 - 678,180 4,299,710 2,849,540 5,295,745 2,989,641 - 1,696,650 100,000,000 13,661,670 42,764,540 7,909,770 4,453,130 96,085,310 - $ 18,130,244 $ 41,285,373 $179,805,870 $ 16,112,816 $266,571,070 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 689,925 612,687 16,827,632 648,290 752,548 39,884,535 787,920 94,560 178,923,390 603,100 75,080 15,434,636 1,448,490 748,160 264,374,420 $ 18,130,244 $ 41,285,373 $179,805,870 $ 16,112,816 $266,571,070 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Capital Projects Administration CIP Contingency Outside Sources Bonds Proceeds Prop 400 Traffic Control Redevelopment Municipal Facilities Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Transfers In Projected FY 2016 Budget FY 2017 Budget FY 2017 7,770,427 - 163,919,480 - 17,316,180 - 201,846,650 - 7,770,427 $163,919,480 $ 17,316,180 $201,846,650 18,130,244 31,101,180 41,285,373 74,315 179,805,870 - 16,112,816 - 266,571,070 - Total Uses $ 49,231,424 $ 41,359,688 $179,805,870 $ 16,112,816 $266,571,070 Net Operating Result $ (21,394,503) $ (33,589,261) $ (15,886,390) $ Total Sources Total Expenses Transfers Out 5,886,753 21,950,168 Projected FY 2016 $ 27,836,921 $ 266 1,203,364 $ (64,724,420) Table of Contents Capital Improvement Plan Summary The Capital Improvement planning process beings in the late summer/fall each year and follows the same development schedule as the operating budgets. Departments identify capital needs, and present the business case for their requests to the CIP/Engineering group. The Engineering group reviews the capital needs with the departments, clarifies/refines the scope of work and provides cost estimates. Once cost estimates are provided, the Office of Management and Budget works with the departments to prioritize requests (discussed further in an upcoming section) and fund each project appropriately. The OMB review includes a review of the capital needs in relation to the five year plans and long term financial planning documents. The results of the prioritization and five year plans are utilized during Executive Team and Town Management discussions as projects are recommended/not recommended to Council for adoption in the proposed budget. In October/November, the prioritization of projects is the focus of CIP development. Departments/stakeholders review each recommended capital improvement project based on four evaluation criteria to determine which projects are the most advantageous to pursue. 267 Table of Contents Capital Improvement Plan Summary The Executive Team and Town Management provided input on how each of these scores is weighted when the total ranking is calculated. Based on this calculation, each project receives a single total project ranking score ranging from 0-3; with 3 being the highest possible score. The score is one of the elements that is considered in both the Executive Team and Town Management deliberations. Upon completion of this process, the CIP is incorporated into the proposed budget, and presented to Council for consideration. The FY 2017 – 2026 Capital Improvement Plan was adopted on June 23, 2016. Only the first year of the plan (FY 2017) is funded. The other years are adopted for planning purposes. The following is a summary of the ten year plan. Detailed descriptions of the projects budgeted for FY 2017 are included in this section as well. Capital Expenses (1,000s): Streets Improvements Traffic Control Improvements Municipal Facilities Redevelopment Storm Water Improvements Water System Improvements Total $ 581,855 Prior Years $ 139,812 FY 2017 $ FY 2018 58,494 $ FY 2019 44,734 $ FY 2020 61,251 $ FY 2021 69,355 $ 63,738 Years 6-10 Beyond 10 $ $ 115,025 29,446 34,401 4,185 7,357 3,898 2,005 7,273 1,136 8,547 - 140,628 30,201 11,813 15,019 5,055 54,057 744 16,659 7,080 54,066 33,844 7,469 5,370 3,852 440 - 3,091 - 714 66 - - - - 648 - - 268,144 60,326 120,393 31,306 23,064 10,600 - 22,455 - Wastewater System Improvements 159,846 3,275 44,868 55,121 35,564 429 2,473 10,552 7,564 Parks, Recreation, and Open Space 391,548 25,759 23,015 18,900 12,753 48,541 6,512 173,166 82,902 Total Capital Expenses $ 1,631,202 $ 297,468 $ 273,409 $ 268 174,348 $ 143,544 $ 190,695 $ 75,251 $ 349,495 $ 126,992 Table of Contents Capital Improvement Plan Summary Capital Sources: (1,000s) WRMPC-2007 Bonds WRMPC-2009 Bonds Prior Years Total $ 13 $ FY 2017 13 $ FY 2018 - $ FY 2019 - $ FY 2020 - $ FY 2021 - $ Years 6-10 - $ Beyond 10 - $ - 88 88 - - - - - - - WRMPC-Future Bonds 76,196 73 15,910 35,369 24,844 - - - - WRMPC - Intergov Contribution 27,084 797 26,287 - - - - - - WRMPC - Bonds (SDF) 55,568 1,679 53,889 - - - - - - PFMPC-2009 Bonds 24,764 24,764 - - - - - - - 198 198 - - - - - - - 2006 GO Bonds 08 78,098 71,876 6,222 - - - - - - 2007 GO Bonds 08 34,317 21,291 13,026 - - - - - - 2017 Future Streets Bonds 76,039 - 23,019 26,840 26,180 - - - - 2019 Future Public Safety Bonds 53,577 - - - - 53,577 - - - 2019 Future Streets Bonds 191,320 - - - 30,400 70,371 51,730 38,819 - 2021 Future Parks Bonds 136,217 - - - - - - 134,523 1,694 2001 GO Bonds 02-03 2025 Future Streets Bonds 60,252 - - - - - - 58,909 1,343 State Grant 1,935 485 570 220 220 440 - - - Federal Grant 1,863 4 1,859 - - - - - - CDBG 1,360 74 1,286 - - - - - - MAG RTP Arterial Fund 46,095 10,174 10,527 5,719 2,196 - 6,342 11,137 - MAG Revolving Fund 12,081 9,412 (2,616) 5,285 - - 1,208 (1,208) - Aesthetic Funds 4,519 - 2,619 1,900 - - - - - Developer Contribution 3,895 3,603 - - - 77 - 215 - 19 19 - - - - - - - 14,622 6,515 1,281 6,025 15 15 - 771 - CIP O/S Revolving Fund 8,766 (1,083) 9,762 117 (15) (15) - - - City of Mesa 8,475 - - - - - - 8,475 - 570 570 - - - - - - - Water Repl Fund 19,332 8,303 5,217 4,980 832 - - - - Wastewater Repl Fund 17,691 257 13,106 930 496 429 2,473 - - General Fund 95,575 18,044 19,280 14,066 10,789 2,180 7,256 23,721 239 Streets Fund 21,069 11,648 4,196 2,105 1,374 1,665 - 81 - Env. Services - Res. 14,049 1,944 1,244 628 1,246 - 1,907 - 7,080 Water Fund 61,834 7,764 20,154 10,164 16,152 600 2,850 4,150 - Wastewater Fund 40,147 5,570 10,931 7,670 8,063 - 349 - 7,564 Salt River Project CIP Outside Sources General Repl Fund Env. Services - Comm. 275 163 105 - 7 - - - - Fire SDF 14,981 3,671 2,037 7,531 871 - - 871 - Park SDF 31,692 7,130 2,236 10,305 2,495 9,526 - - - Signal SDF 18,175 2,654 3,617 2,638 1,136 4,515 1,136 2,479 - Water SDF 26,497 2,883 1,846 385 5,132 - - 16,251 - 3,933 1,069 1,711 234 919 - - - - Water Resources SDF 83,971 43,537 16,182 14,500 2,352 7,400 - - - Greenfield Wastewater SDF - Wastewater SDF 13,386 - 3,304 9,077 1,005 - - - Neely Wastewater SDF 3,350 - - 2,463 887 - - - - Future Growth Funding 64,541 - - 5,197 1,263 2,600 - 50,301 5,180 1,275 - - - - - - - 1,275 141 141 - - - - - - - 102,617 - - - - - - - 102,617 78,740 32,138 4,602 - 4,685 37,315 - - - $ 1,631,202 $ 297,468 $ 273,409 $ 174,348 $ 143,544 $ 190,695 Private Fund Investment Income Unidentified Miscellaneous Total Capital Sources 269 $ 75,251 $ 349,495 $ 126,992 Table of Contents Capital Improvement Plan Summary Operating Funds 17.5% Federal / State / County Funds 3.6% Replacement Funds 3.4% Other Municipalities / Schools 0.0% MPC Bonds 18.9% Other 8.3% GO Bonds 36.4% System Development Fees 11.9% 270 Table of Contents Capital Improvement Plan Operating Impacts One of the considerations when a project is being proposed is the operating impacts that will result upon completion of the project. These impacts most commonly involve additional costs that will need to be incorporated into the operating budget for personnel, supplies, contractual services or utility costs. Certain projects may also generate revenue upon completion. Operating impacts are summarized here and are also noted in the project detail pages of this section. Ongoing impacts are compounded year over year, while one-time impacts are shown in the anticipated year. Details can be found in the Project Detail pages of this document. The FY 2017-2026 expense operating impacts are shown by project type below: Operation and Maintenance Impact (1,000s): FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Streets Improvements $ $ $ $ $ Traffic Control Improvements Municipal Facilities 10 22 99 106 186 Total $ 423 42 40 49 50 55 236 328 631 2,611 3,539 3,971 11,081 Redevelopment - 30 30 133 133 326 Fire Protection Improvements - - - - - - Storm Water Improvements - - 1 - - 1 985 1,897 1,995 1,995 1,995 8,868 Wastewater System Improvements Water System Improvements 15 190 680 1,009 1,309 3,203 Parks, Recreation, and Open Space 12 24 263 408 2,382 3,089 7,241 $ 10,032 $ 27,227 Total Net Additional Operating Cost $ 1,392 $ 2,834 $ 5,729 $ The operating impacts by expense type and anticipated revenue are shown below: Operation and Maintenance Impact (1,000s): FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Personnel $ $ $ $ $ 302 930 2,847 3,312 4,365 $ 11,756 Contractual Services 358 379 785 1,622 2,961 6,105 Supplies 490 1,003 1,378 1,472 1,699 6,042 Utilities 242 521 705 813 980 3,260 - 2 14 21 28 64 $ 10,032 $ 27,227 $ $ Insurance Total O&M Impact $ 1,392 $ 2,834 $ 5,729 $ 7,241 Total Revenue $ - $ - $ - $ - Wastewater System Improvements 11.8% Water System Improvements 32.6% Parks, Recreation, and Open Space 11.3% Redevelopment 1.2% Streets Improvements 1.6% Traffic Control Improvements 0.9% Municipal Facilities 40.7% 271 - - Table of Contents Guide to the Project Detail Projects are grouped by project type. For each of the project types, a map is included at the beginning of the project detail. Each project is noted on the map by their project number.     Streets (ST) Redevelopment (RD) Water (WA) Traffic (TS)     Wastewater (WW) Storm Water (SW) Municipal Facilities (MF) Parks and Recreation (PR) The pages that follow show specific details of each project that is budgeted in FY 2017. Each project detail will contain: Project Title This represents a descriptive name for the requested capital project. It may name a specific building, development, section of roadway, park, intersection, or length of pipeline. Located next to the project name, a Repair and Maintenance Icon (shown right) may appear. This indicates that the purpose of the project is either repair of or replacement of existing infrastructure. This demonstrates Gilbert’s commitment to maintaining existing infrastructure to reduce the overall cost of ownership and provide for more reliable service to the citizens. Project Description This describes the requested capital project. The narrative generally includes the following information:   Physical description of the improvements (e.g. 24,000 square-foot building, three miles of road, 12-acre park with playground equipment, etc.); Justification for the project or alternatives to constructing the improvement. Project Ranking Icon For each project, a project ranking icon will be shown indicating the projects total ranking score. For more information on the score, please refer to the Capital Improvement Plan Process section of this document. Zero is the lowest priority ranking and three is the highest. Projects currently in progress and finishing from a prior year are ranked as a three. Expenses and Sources This represents an engineer’s preliminary estimate of the cost, timing of expenditures and applicable funding sources. It contains the estimates for major cost elements of the project, and all costs are stated in current day dollars. In addition to the expenditure side, a proposed source of funding to construct the project is presented. Operations/Maintenance and Revenue Impact This section presents the expenses associated with staffing, maintaining, and operating the completed project. This information is then carried over to Gilbert’s Long-Term Financial Plan and annual operating budget to reflect the ongoing income and expenses upon project completion. Additionally, any revenues that are generated from the completion of the project are shown. 272 Table of Contents FY 2017 Street Project Locator 273 Table of Contents Streets Projects Summary Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6-10 Beyond 10 Yrs $ $ $ - $ 61,103 $ $ $ Ocotillo Road - Greenfield to Higley ST054 $ 61,349 $ 246 - - - - - Greenfield Road - Pecos to Germann ST057 9,660 9,637 23 - - - - - - Germann Road - Val Vista to Higley ST058 13,916 12,090 1,826 - - - - - - Higley and Williams Field Improvements ST062 20,342 20,342 - - - - - - - Baseline Road - Burk to Consolidated Cana ST071 2,864 - - 416 2,448 - - - - Baseline Road - Greenfield to Power ST078 17,597 112 - - - - - 17,485 Recker Road - Ocotillo to Chandler Heights ST080 5,389 - - - - - - 5,389 - Hunt Highway - Val Vista to 164th Street ST084 13,239 40 - - - - - - 13,199 Cooper and Guadalupe Intersection ST094 18,088 3,322 14,766 - - - - - - Williams Field Road - UPRR to Power ST095 37,989 37,405 584 - - - - - - Recker Road - 660' North of Ray to 1320' No ST096 2,579 14 - 2,565 - - - - - 1,973 - - - - - 9,336 - Higley Road - Riggs to Hunt Highway ST098 11,309 Ocotillo Road - Val Vista to Greenfield ST099 10,755 - - - - - - 10,755 - Riggs Road - Val Vista to Recker ST100 15,658 15,658 - - - - - - - Ocotillo Road - Recker to Power ST102 2,969 2,269 700 - - - - - - Power Road - San Tan Freeway to Pecos Ro ST103 6,262 1,404 4,858 - - - - - - ST105 4,887 - - - - - - 4,887 - Bus Stop Passenger Improvement - Phase I ST111 Elliot Road Improvements - Neely to Burk 1,400 763 637 - - - - - - Val Vista Drive - Appleby to Riggs ST112 25,171 3,441 899 - - 5,315 15,516 - Lindsay Road - Queen Creek to Ocotillo ST114 2,446 - - 1,000 1,446 - - - - Hunt Highway - Higley to Recker ST115 14,904 - - - - - - - 14,904 Recker Road - Riggs to Hunt Highway ST116 8,359 - 100 - - - - 8,259 - Lindsay Road - Pecos to Germann ST117 5,959 - 1,100 4,859 - - - - - Warner Road - Power to 1/4 Mile West ST118 2,432 - - - - - - 2,432 - PM10 Paving ST119 1,360 585 775 - - - - - - Power Road - Guadalupe to San Tan Freewa ST120 10,719 - - - - - 10,719 - - Val Vista Drive - Riggs to Hunt Highway ST127 5,464 - - - - - - 5,464 - Ray Road - Val Vista to Power ST128 927 - - - - 927 - - - Guadalupe and Gilbert Intersection ST129 10,874 10,135 739 - - - - - - Warner and Greenfield Intersection ST130 10,972 - - - - - 10,972 - - Ray and Gilbert Intersection ST131 7,744 - - - - - - 7,744 - Elliot and Gilbert Intersection ST132 13,924 - 150 4,895 8,879 - - - - Guadalupe and Val Vista Intersection ST133 12,797 - - - - - - 12,797 - Guadalupe and Power Intersection ST134 7,554 - - - - - - 7,554 - Guadalupe and Greenfield Intersection ST135 10,646 - - - - - - 10,646 - Elliot and Greenfield Intersection ST136 12,582 - - - - - 12,582 - - Elliot and Val Vista Intersection ST137 15,081 - - - - 1,132 13,949 - - Elliot and Cooper Intersection ST138 15,511 - 1,058 5,874 8,579 - - - - Elliot and Higley Intersection ST139 11,497 - - - - - - 11,497 - Germann Road - Gilbert to Val Vista ST145 21,113 - 10,183 10,930 - - - - - Higley and Baseline Intersection ST146 6,231 6,222 9 - - - - - - Neighborhood Streetlight Rehabilitation ST148 4,799 4,789 10 - - - - - - Higley Groves West Pavement Reconstructio ST150 3,399 3,399 - - - - - - - McQueen Rd Median Landscaping ST151 645 645 - - - - - - - Higley and Warner Improvements ST152 8,054 3,925 4,129 - - - - - - Left-Turn Safety Enhancement ST154 1,048 166 2 520 180 180 - - - ADA Transition Replacement ST155 1,845 397 473 325 325 325 - - - Consolidated Canal Bridge Repair ST156 499 466 33 - - - - - - Constellation Way, South of Coldwater Blvd ST157 2,178 55 - - - - - 780 1,343 Lindsay Road/SR 202 Traffic Interchange ST158 37,539 122 7,017 - 30,400 - - - - 274 Table of Contents Streets Projects Summary Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6-10 Beyond 10 Yrs Higley & Pecos Improvements ST159 829 - - - 829 - - - - Gilbert Road Railroad Crossing Upgrade ST160 4,644 - 1,849 2,795 - - - - - Transit Master Plan ST161 255 - 255 - - - - - - Mesquite Street Sidewalk Improvements ST162 373 - - - - 373 - - - Arterial Streets Reconstruction ST163 1,755 83 1,672 - - - - - - Meadowbrook Village Reconstruction ST164 858 63 795 - - - - - - Palm Street Improvements ST165 325 - 325 - - - - - - Adora Trails Improvements ST166 50 44 6 - - - - - - Gilbert Rd - Baseline to North of Guadalupe ST168 6,070 - - 1,187 4,883 - - - - Val Vista Drive Reconstruction ST169 3,451 - 3,451 - - - - - - Stonebridge Lakes Reconstruction ST170 3,553 - - 711 2,842 - - - - Val Vista Drive/Eastern Canal Bridge Repair ST171 460 - - 20 440 - - - - 8,707 - 70 8,637 - - - - - $ 581,855 $ 139,812 $ 58,494 $ 44,734 $ 61,251 $ 69,355 $ 63,738 $ 115,025 TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE 2006 GO Bonds 08 $ 78,098 $ 71,876 2007 GO Bonds 08 34,317 21,291 13,026 - - - - - - 2017 Future Streets Bonds 75,459 - 22,439 26,840 26,180 - - - - 2019 Future Streets Bonds 187,629 - - - 30,400 68,773 51,730 36,726 - 2025 Future Streets Bonds 60,252 - - - - - - 58,909 1,343 Val Vista Lakes Overlay and Improvements Total Capital Expenses Capital Sources: (1,000s) ST172 State Grant $ 6,222 $ - $ - $ - $ - $ $ 29,446 TRUE - $ - 255 - 255 - - - - - - MAG RTP Arterial Fund 46,095 10,174 10,527 5,719 2,196 - 6,342 11,137 - MAG Revolving Fund (2,616) (1,208) - 12,081 9,412 Developer Contribution 3,769 3,477 CIP Outside Sources 9,444 5,685 CIP O/S Revolving Fund (576) City of Mesa (796) 5,285 - - 1,208 - - - 77 - 215 - 9 2,979 - - - 771 - 195 25 - - - - - 8,475 - - - - - - 8,475 - 608 608 - - - - - - - General Fund 1,872 240 1,632 - - - - - - Streets Fund 15,722 10,196 3,671 845 505 505 - - - 1,259 - - - - - 1,259 - - 14,810 3,815 3,134 3,041 1,970 - 2,850 - - Wastewater Fund 3,643 3,294 - - - - 349 - - Wastewater SDF 435 435 - - - - - - - Investment Income 105 105 - - - - - - - 28,103 - - - - - - - 28,103 $ 581,855 $ 139,812 $ 58,494 $ 44,734 $ 61,251 $ 69,355 $ 63,738 $ 115,025 $ $ $ $ $ $ Water Repl Fund Env. Services - Res. Water Fund Unidentified Total Sources Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost 10 - $ 275 10 22 - $ 22 99 - $ 99 106 - $ 106 186 - $ 186 - $ - $ 29,446 Table of Contents Street Project Detail Greenfield Road - Pecos to Germann ST057 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. Expenses: (1,000s) Prior Years Total Professional Services $ 1,422 Construction Mgmt $ 834 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs 1,422 - - - - - - - 834 - - - - - - - Land/ROW $ 1,311 1,288 23 - - - - - - Construction $ 6,093 6,093 - - - - - - - Equipment & Furniture $ - - Total Expenses $ 9,660 $ 9,637 - 2007 GO Bonds 08 $ 9,298 9,275 23 - - - - - - Water Fund $ 219 - - - - - - - $ 23 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 219 Wastewater Fund $ 97 97 - - - - - - - Investment Income $ 46 46 - - - - - - - Total Sources $ 9,660 $ 9,637 $ 23 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Germann Road - Val Vista to Higley ST058 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. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 1,327 987 340 - - - - - - Construction Mgmt $ 1,210 1,063 147 - - - - - - Land/ROW $ 3,159 2,759 400 - - - - - - Construction $ 8,220 7,281 939 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 13,916 $ 12,090 $ 1,826 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 2006 GO Bonds 08 $ 157 157 - - - - - - - 2007 GO Bonds 08 $ 1,683 1,683 - - - - - - - MAG RTP Arterial Fund $ 7,904 4,617 3,287 - - - - - - MAG Revolving Fund $ 2,987 5,388 (2,401) - - - - - - Developer Contribution $ 181 181 - - - - - - - Water Fund $ 1,000 60 940 - - - - - - Investment Income $ 4 4 - Total Sources $ 13,916 $ 12,090 $ 1,826 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 276 $ - $ - Table of Contents Street Project Detail ST094 Cooper and Guadalupe Intersection 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. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 1,893 1,671 222 - - - - - - Construction Mgmt $ 1,226 547 679 - - - - - - Land/ROW $ 1,000 288 712 - - - - - - Construction $ 13,834 816 13,018 - - - - - - Equipment & Furniture $ 135 - 135 - - - - - - Total Expenses $ 18,088 $ 3,322 $ 14,766 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 2006 GO Bonds 08 $ 1,036 891 145 - - - - - 2007 GO Bonds 08 $ 8,648 1,039 7,609 - - - - - - 2017 Future Streets Bonds $ 1,587 - 1,587 - - - - - - 1,783 3,404 - - - - - - 745 - - - - - - - - - - - MAG RTP Arterial Fund $ 5,187 MAG Revolving Fund $ Water Fund $ 1,287 11 1,276 Total Sources $ 18,088 $ 3,322 $ 14,766 343 (402) $ - $ - $ - $ - $ - - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies - 7 7 7 7 Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ 7 $ 7 $ 7 $ 7 Total Revenue $ - $ - $ - $ - $ - ST095 Williams Field Road - UPRR to Power Road Complete Williams Field Road improvements from Union Pacific Railroad (UPRR) to Power Road, and Recker Road improvements from Vest Road to the UPRR to major arterial standards. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 4,894 4,894 - - - - - - - Construction Mgmt $ 3,529 3,529 - - - - - - - Land/ROW $ 740 156 584 - - - - - - Construction $ 28,826 28,826 - - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 37,989 $ 37,405 2006 GO Bonds 08 $ 34,231 33,647 584 - - - - - - CIP Outside Sources $ 1,217 1,217 - - - - - - - Water Fund $ 1,186 1,186 - - - - - - - Wastewater Fund $ 920 920 - - - - - - - Wastewater SDF $ 435 435 - - - - - - Total Sources $ 37,989 $ 37,405 $ 584 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ 584 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 277 $ - $ - Table of Contents Street Project Detail Ocotillo Road - Recker to Power ST102 Complete Ocotillo Road from Recker Road to Power Road to minor arterial standards with four traffic lanes and a striped center left turn median lane, bike lanes and street lights. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 2,969 2,269 700 - - - - - - Equipment & Furniture $ - - Total Expenses $ 2,969 $ 2,269 - Developer Contribution $ 2,269 2,269 - - - - - - - Streets Fund $ 700 - 700 - - - - - - Total Sources $ 2,969 $ 2,269 $ 700 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ 700 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Power Road - Santan Freeway to Pecos Road ST103 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 approved by voters as Proposition 400 in 2004. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 37 1 36 - - - - - - Construction Mgmt $ 115 115 - - - - - - - Land/ROW $ 863 863 - - - - - - - Construction $ 5,247 425 4,822 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 6,262 $ 1,404 $ 4,858 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 2007 GO Bonds 08 $ 3,866 1,016 2,850 - - - - - - MAG Revolving Fund $ 2,396 388 2,008 - - - - - - Total Sources $ 6,262 $ 1,404 $ 4,858 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 278 $ - $ - Table of Contents Street Project Detail ST111 Bus Stop Passenger Improvements - Phase III The project includes improvements to existing bus stops and construction of new bus stops at various locations throughout Gilbert. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs - Professional Services $ 120 102 18 - - - - - Construction Mgmt $ 84 64 20 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,022 430 592 - - - - - - Equipment & Furniture $ 167 7 - - - - - - Total Expenses $ 1,400 174 $ 763 $ 637 $ - $ - $ - $ - $ - $ - Sources: (1,000s) MAG Revolving Fund $ 1,400 Total Sources $ 1,400 763 $ 763 637 $ 637 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - 5 Supplies 5 5 5 5 Utilities - - - - - Insurance - - - - - Total O&M Impact $ 5 $ 5 $ 5 $ 5 $ 5 Total Revenue $ - $ - $ - $ - $ - ST112 Val Vista Drive - Appleby to Riggs Complete Val Vista Drive from Appleby to Riggs to full width improvements to a major arterial standard. Expenses: (1,000s) Prior Years Total Professional Services $ 2,542 Construction Mgmt $ FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs 1,197 393 - - 952 - - - 446 102 38 - - 306 - - - Land/ROW $ 6,666 2,141 468 - - 4,057 - - - Construction $ 15,517 1 - - - - 15,516 - - Equipment & Furniture $ - - Total Expenses $ 25,171 $ 3,441 $ 899 $ - $ - - - - $ 5,315 $ 15,516 $ - $ - Sources: (1,000s) 2006 GO Bonds 08 $ 3,205 2,306 899 - - - - - - 2007 GO Bonds 08 $ 1,135 1,135 - - - - - - - 2019 Future Streets Bonds $ 18,954 - - - - 5,238 13,716 - - Developer Contribution - - - - 77 - - - $ 77 Env. Services - Res. $ 1,259 - - - - - 1,259 - - Water Fund $ 192 - - - - - 192 - - Wastewater Fund $ 349 - Total Sources $ 25,171 $ 3,441 $ 899 $ - $ - - 349 - $ 5,315 $ 15,516 Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - 80 Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ 80 Total Revenue $ - $ - $ - $ - $ - 279 $ - $ - Table of Contents Street Project Detail ST116 Recker Road - Riggs to Hunt Highway Complete Recker Road to full improvements for a major collector street from Riggs Road to Hunt Highway. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 776 - 5 - - - - 771 - Construction Mgmt $ 626 - 5 - - - - 621 - Land/ROW $ 1,078 - 5 - - - - 1,073 - Construction $ 5,879 - 85 - - - - 5,794 - Equipment & Furniture $ Total Expenses $ 8,359 - $ - $ 100 $ - $ - $ - $ - - - $ 8,259 $ - Sources: (1,000s) 2025 Future Streets Bonds $ 8,259 - - - - - - 8,259 - General Fund $ - 100 - - - - - - Total Sources $ 8,359 - $ 8,259 100 $ - $ 100 $ - $ - $ - $ $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - ST117 Lindsay Road - Pecos to Germann Complete Lindsay Road improvements from Pecos Road to South 144th Street to minor arterial standards. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 488 - 488 - - - - - - Construction Mgmt $ 512 - 512 - - - - - - Land/ROW $ 638 - 100 538 - - - - - Construction $ 4,321 - - 4,321 - - - - - Equipment & Furniture $ Total Expenses $ 5,959 - - - - - $ 1,100 $ 4,859 2017 Future Streets Bonds $ 2,980 - 1,100 1,880 - - - - - CIP Outside Sources $ 2,979 - - 2,979 - - - - - Total Sources $ 5,959 - $ 1,100 $ 4,859 $ $ - $ - $ - $ - $ - Sources: (1,000s) $ $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - 17 17 17 Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ 17 $ 17 $ 17 Total Revenue $ - $ - $ - $ - $ - 280 $ - $ - Table of Contents Street Project Detail ST119 PM10 Paving Project consists of paving various unpaved streets within the town for compliance with air quality requirements. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 113 79 34 - - - - - - Construction Mgmt $ 122 79 43 - - - - - - Land/ROW $ 10 10 - - - - - - - Construction $ 1,115 417 698 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 1,360 $ 585 $ 775 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Streets Fund $ 1,360 Total Sources $ 1,360 585 $ 585 775 $ 775 $ - $ - $ - $ - $ - - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - ST129 Guadalupe and Gilbert Intersection Intersection improvements at Guadalupe and Gilbert roads in accordance with the Maricopa Association of Governments (MAG) Regional Transportation Plan approved by voters as Proposition 400 in 2004. Expenses: (1,000s) Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 856 856 - - - - - - - Construction Mgmt $ 813 813 - - - - - - - Land/ROW $ 1,196 952 244 - - - - - - Construction $ 7,901 7,406 495 - - - - - - Equipment & Furniture $ 108 108 - - - - - - Total Expenses $ 10,874 $ 10,135 2006 GO Bonds 08 $ 4,786 4,321 465 - - - - - - MAG RTP Arterial Fund $ 7,610 3,774 3,836 - - - - - - MAG Revolving Fund $ (2,772) (3,605) - - - - - - Water Fund $ 1,250 1,207 - - - - - Total Sources $ 10,874 $ 10,135 $ 739 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 833 43 $ 739 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 281 $ - $ - Table of Contents Street Project Detail ST132 Elliot and Gilbert Intersection Intersection improvements at Elliot and Gilbert Roads in accordance with the Maricopa Association of Governments (MAG) Regional Transportation Plan approved by voters as Proposition 400 in 2004 Expenses: (1,000s) Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 1,189 - 150 1,039 - - - - - Construction Mgmt $ 1,026 - - 1,026 - - - - - Land/ROW $ 1,680 - - 1,680 - - - - - Construction $ 9,929 - - 1,150 8,779 - - - - Equipment & Furniture $ - - - 100 - - - - Total Expenses $ 13,924 150 $ 4,895 $ 8,879 100 $ - $ $ - $ - $ - $ - Sources: (1,000s) 2017 Future Streets Bonds $ 10,149 - 150 3,316 6,683 - - - - MAG RTP Arterial Fund $ 3,775 - - 1,579 2,196 - - - - Total Sources $ 13,924 150 $ 4,895 $ 8,879 $ - $ $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - 7 Supplies - - - 7 Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ 7 $ 7 Total Revenue $ - $ - $ - $ - $ - ST138 Elliot and Cooper Intersection Intersection improvements at Elliot and Cooper Roads in accordance with the Maricopa Association of Governments (MAG) Regional Transportation Plan approved by voters as Proposition 400 in 2004 Expenses: (1,000s) Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 1,099 - 100 999 - - - - - Construction Mgmt $ - 958 - - - - - - 958 Land/ROW $ 1,361 - - 1,361 - - - - - Construction $ 11,993 - - 3,514 8,479 - - - - Equipment & Furniture $ Total Expenses $ 15,511 100 - - - 100 - $ 1,058 $ 5,874 $ 8,579 2017 Future Streets Bonds $ 11,371 - 1,058 1,734 8,579 - - - - MAG RTP Arterial Fund $ 4,140 - - 4,140 - - - - - Total Sources $ 15,511 - $ 1,058 $ 5,874 $ 8,579 $ $ - $ - $ - $ - Sources: (1,000s) $ $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 282 $ - $ - Table of Contents Street Project Detail ST145 Germann Road - Gilbert to Val Vista 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. Expenses: (1,000s) Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 1,293 - 1,293 - - - - - - Construction Mgmt $ 1,161 - 1,161 - - - - - - Land/ROW $ 4,803 - 4,803 - - - - - - Construction $ 13,656 - 2,926 10,730 - - - - - Equipment & Furniture $ - - 200 - - - - - Total Expenses $ 21,113 - $ 10,183 $ 10,930 $ 2,544 - 2,544 - - - - - - 2017 Future Streets Bonds $ 13,284 - 7,639 5,645 - - - - - 200 $ $ - $ - $ - $ - $ - Sources: (1,000s) 2007 GO Bonds 08 MAG Revolving Fund $ 5,285 Total Sources $ 21,113 $ - - 5,285 - $ 10,183 $ 10,930 $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies - - 55 55 55 Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ 55 $ 55 $ 55 Total Revenue $ - $ - $ - $ - $ - ST146 Higley Road and Baseline Road Intersection Complete Higley and Baseline Roads at this intersection on the south and east legs to full improvements for major arterial roadways. Expenses: (1,000s) Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 537 537 - - - - - - - Construction Mgmt $ 533 528 5 - - - - - - Land/ROW $ 852 849 3 - - - - - - Construction $ 4,295 4,294 1 - - - - - - Equipment & Furniture $ 14 14 Total Expenses $ 6,231 $ 6,222 MAG Revolving Fund $ 2,442 Developer Contribution $ $ 9 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 2,442 - - - - - - - 43 43 - - - - - - - CIP Outside Sources $ 1,712 1,703 9 - - - - - - Water Fund $ 81 - - - - - - - 81 Wastewater Fund $ 1,953 1,953 Total Sources $ 6,231 $ 6,222 $ 9 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 283 $ - $ - Table of Contents Street Project Detail ST148 Neighborhood Streetlight Rehabilitation Remove and replace direct bury street light poles with new foundation mounted poles, and switch our luminaires to new energy efficient models. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6- Beyond 10 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ 282 278 4 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 4,517 4,511 6 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 4,799 $ 4,789 Streets Fund $ 4,799 4,789 Total Sources $ 4,799 $ 4,789 $ 10 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 10 $ 10 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - ST152 Higley and Warner Improvements Complete the intersection of Higley and Warner Roads to the full major arterial intersection configuration. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 1,421 838 583 - - - - - - Construction Mgmt $ 501 326 175 - - - - - - Land/ROW $ 1,022 1,022 - - - - - - - Construction $ 5,110 1,739 3,371 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 8,054 $ 3,925 $ 4,129 2006 GO Bonds 08 $ 8,054 3,925 4,129 Total Sources $ 8,054 $ 3,925 $ 4,129 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 284 $ - $ - Table of Contents Street Project Detail Left-Turn Safety Enhancements ST154 Modify various intersections that were constructed with a negative offset causing left-turn sight distance restrictions for turning traffic. Possible mitigations include reconstruction of medians and conversion to protectedonly left-turn signal operation. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 160 40 - 60 30 30 - - - Construction Mgmt $ 172 12 - 160 - - - - - Land/ROW $ - - - - - - - - - Construction $ 716 114 2 300 150 150 - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 1,048 $ 166 $ 2 $ 520 $ 180 $ 180 $ - $ - $ - Sources: (1,000s) Streets Fund $ 1,048 Total Sources $ 1,048 166 $ 166 2 $ 2 520 $ 520 180 $ 180 180 $ 180 $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - ADA Transition Replacement ST155 This program is a multi-year program and systematically replaces and repairs deficient sidewalk, sidewalk ramps, driveways and pedestrian push buttons. The ADA Transition Plan is used to prioritize locations to be compliant with the current PROWAG Guidelines. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs - Professional Services $ 125 - 50 25 25 25 - - Construction Mgmt $ 65 16 49 - - - - - - Land/ROW $ - - - - - - - - - 381 374 300 300 300 - - - - - - - - - - - Construction $ 1,655 Equipment & Furniture $ Total Expenses $ 1,845 $ 397 $ 473 $ 325 $ 325 $ 325 $ - $ - $ - Sources: (1,000s) Streets Fund $ 1,845 Total Sources $ 1,845 397 $ 397 473 $ 473 325 $ 325 325 $ 325 325 $ 325 $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 285 $ - $ - Table of Contents Street Project Detail Consolidated Canal Bridge Repair ST156 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. This project will consist of the design and re-construction of the deck surface using a bonded overlay of either microsilica or polymer concrete. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 45 43 2 - - - - - - Construction Mgmt $ 24 21 3 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 430 402 28 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 499 Streets Fund $ 499 Total Sources $ 499 $ 466 $ 33 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 466 $ 466 33 $ 33 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Lindsay Road/SR 202 Traffic Interchange ST158 Construction of a new full access traffic interchange at Lindsay Road and SR 202 to provide access to SR202 and a frontage road system on the north side of SR 202 between Lindsay Road and Gilbert Road. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 4,594 122 4,472 - - - - - - Construction Mgmt $ 1,645 - 1,645 - - - - - - Land/ROW $ 900 - 900 - - - - - - Construction $ 30,400 - - - 30,400 - - - - Equipment & Furniture $ Total Expenses $ 37,539 - - - 122 $ 7,017 2017 Future Streets Bonds $ 6,410 - 6,410 - - - - - 2019 Future Streets Bonds $ 30,400 - - - 30,400 - - - - 122 607 - - - - - - 122 $ 7,017 - $ 30,400 $ $ - - - $ 30,400 $ - $ - $ - $ - Sources: (1,000s) General Fund $ 729 Total Sources $ 37,539 $ $ $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 286 $ - - $ - Table of Contents Street Project Detail ST160 Gilbert Road Railroad Crossing Upgrade Upgrade the UPRR crossing at Gilbert Road (north of Elliot) to comply with existing federal standards. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 436 - 436 - - - - - - Construction Mgmt $ 386 - 386 - - - - - - Land/ROW $ 40 - 40 - - - - - - Construction $ 3,782 - 987 2,795 - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 4,644 - $ 1,849 $ 2,795 2017 Future Streets Bonds $ 1,232 - 974 258 - - - - - Water Fund $ 3,412 - 875 2,537 - - - - - Total Sources $ 4,644 - $ 1,849 $ 2,795 $ $ - $ - $ - $ - $ - Sources: (1,000s) $ $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - ST161 Transit Master Plan This project will develop the first Transit Master Plan for Gilbert, following the 2014 adoption of the Town’s first Transportation Master Plan. The study will look at land use, demographic and transit information to provide the feasibility and framework of transit service expansion. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 250 - 250 - - - - - - Construction Mgmt $ 5 - 5 - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 255 State Grant $ 255 Total Sources $ 255 $ - $ 255 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 255 $ 255 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 287 $ - $ - Table of Contents Street Project Detail Arterial Streets Reconstruction ST163 This project will address failing sections of Arterial pavement as follows: Complete reconstruction of Elliot Road west bound lanes from Higley Road west to Canal and complete reconstruction on Baseline Road west bound lanes from Greenfield intersection west to canal. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 140 70 70 - - - - - - Construction Mgmt $ 150 12 138 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,465 1 1,464 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 1,755 83 $ 1,672 83 1,672 83 $ 1,672 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) Streets Fund $ 1,755 Total Sources $ 1,755 $ $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Meadowbrook Village Reconstruction ST164 Complete reconstruction of asphalt and pedestrian walkways of Meadowbrook Village. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 73 49 24 - - - - - - Construction Mgmt $ 75 12 63 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 710 2 708 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 858 General Fund $ 858 Total Sources $ 858 $ 63 $ 795 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 63 $ 63 795 $ 795 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies 5 5 5 5 5 Utilities - - - - - Insurance - - - - - Total O&M Impact $ 5 $ 5 $ 5 $ 5 $ 5 Total Revenue $ - $ - $ - $ - $ - 288 $ - $ - Table of Contents Street Project Detail Palm Street Improvements ST165 Design and construction of the west half of Palm Street around the Municipal I Complex. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 15 - 15 - - - - - - Construction Mgmt $ 60 - 60 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 250 - 250 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 325 CIP O/S Revolving Fund $ 195 - 195 - - - - - General Fund $ 130 - 130 - - - - - Total Sources $ 325 $ - $ 325 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - $ 325 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies - 3 3 3 3 Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ 3 $ 3 $ 3 $ 3 Total Revenue $ - $ - $ - $ - $ - Adora Trails Improvements ST166 Consultant to provide engineering services for evaluations necessary for Adora Trails. The engineering services will provide a construction plan set depicting infrastructure improvements, replacements and new infrastructure to be built. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6- Beyond 10 10 Yrs Professional Services $ 44 43 1 - - - - - - Construction Mgmt $ 6 1 5 - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 50 Streets Fund $ 50 Total Sources $ 50 $ 44 $ 6 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 44 $ 44 6 $ 6 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 289 $ - $ - Table of Contents Street Project Detail Val Vista Drive Reconstruction ST169 Reconstruct deteriorated asphalt pavement on Val Vista Drive from Baseline Road through Raleigh Bay intersection, addressing drainage and tree root issues along corridor, and update all non-compliant ADA Concrete areas. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 332 - 332 - - - - - - Construction Mgmt $ 364 - 364 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 2,755 - 2,755 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 3,451 - $ 3,451 - 3,451 - $ 3,451 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) 2017 Future Streets Bonds $ 3,451 Total Sources $ 3,451 $ $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Val Vista Lakes Overlay and Improvements ST172 Edge line Mill & Overlay approx. 368,975 square yards of Residential Local and Residential Collector Roadway in Val Vista Lakes. Follow ADA Compliance by improving approximately 257 pedestrian ramps and 1,284 driveways. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 575 - 60 515 - - - - - Construction Mgmt $ 816 - 10 806 - - - - - Land/ROW $ 121 - - 121 - - - - - Construction $ 7,195 - - 7,195 - - - - - Equipment & Furniture $ - - - - - - - Total Expenses $ 8,707 70 $ 8,637 70 8,637 70 $ 8,637 $ - $ $ - $ - $ - $ - $ - Sources: (1,000s) 2017 Future Streets Bonds $ 8,707 Total Sources $ 8,707 $ - $ $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 290 $ - $ - Table of Contents FY 2017 Traffic Control Project Locator 291 Table of Contents Traffic Control Project Summary Capital Expenses: (1,000s) Higley and Warner TS122 Ray and Recker TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ $ $ 440 $ 83 357 - - - - - - TS123 392 142 250 - - - - - Val Vista and Baseline Signal Improvements TS130 617 37 580 - - - - - - Advanced Traffic Management System - Pha TS131 1,995 - - - - 1,995 - - - Advanced Traffic Management System - Pha TS132 1,477 330 1,147 - - - - - - Advanced Traffic Management System - Pha TS133 1,615 - - - - - - 1,615 - Advanced Traffic Management System - Pha TS134 1,252 - - - - - - 1,252 - Advanced Traffic Management System - Net TS135 401 276 125 - - - - - - Recker and Cooley Loop North TS144 492 - - 492 - - - - - Recker and Cooley Loop South TS145 492 - - - - 492 - - - Williams Field and Cooley Loop West TS146 492 - - - - 492 - - - Williams Field and Cooley Loop East TS147 492 - - 492 - - - - - Riggs and Recker TS150 457 - - - - 457 - - - Gilbert - Queen Creek Fiber Optic Interconne TS152 205 67 138 - - - - - - Val Vista and Ocotillo TS154 564 26 - 538 - - - - - Val Vista and Chandler Heights TS155 596 27 - - - 569 - - - Greenfield and Ocotillo TS156 439 - 439 - - - - - - Recker and Warner TS157 569 - 569 - - - - - - Recker and Ocotillo TS158 569 - - - - 569 - - - Higley and Coldwater TS162 538 - - - - 538 - - - Baseline Road Fiber Optic Infrastructure TS165 569 122 447 - - - - - - Fiber Optic Communications Infrastructure R TS166 734 - - 70 664 - - - - Traffic Ops Ctr Signal Subsystem Replacem TS167 472 472 - - - - - - - Traffic Operations Center Video Wall Replac TS168 196 - 196 - - - - - - Pecos Rd Conduit Installation - TS169 152 152 - - - - - - - Adaptive Signal Control System - San Tan V TS170 595 - - 595 - - - - - Gilbert and Vaughn TS171 283 283 - - - - - - - Val Vista and Frye TS172 367 367 - - - - - - - East Valley Travel Monitoring TS173 295 37 258 - - - - - - Advance Detection Safety Improvement TS174 1,970 114 51 575 205 1,025 - - - Safe Routes to School Enhanced Crosswalk TS175 72 2 70 - - - - - - Higley and Seville TS176 355 342 13 - - - - - - Lindsay and Settlers Point TS177 362 332 30 - - - - - - Higley and Willis/Portola Valley TS178 327 319 8 - - - - - - Higley and Agritopia Loop TS179 309 309 - - - - - - - Power and Verona TS181 311 252 59 - - - - - - Williams Field and Palomino Creek TS182 409 17 392 - - - - - - Queen Creek and 156th Street TS183 389 77 312 - - - - - - Elliot Rd W. of McQueen TS184 500 - 500 - - - - - - Warner and Concord TS185 502 - 502 - - - - - - Val Vista and Appleby TS186 457 - 457 - - - - - - Ray and Key Biscayne TS187 457 - 457 - - - - - - 10,224 - - 1,136 1,136 1,136 1,136 5,680 - Intersection Signal Program Total Capital Expenses ISP $ 34,401 $ 4,185 $ 292 7,357 $ 3,898 $ 2,005 $ 7,273 $ 1,136 $ 8,547 $ - Table of Contents Traffic Control Project Summary Capital Sources: (1,000s) Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6-10 Beyond 10 Yrs TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE 2017 Future Streets Bonds 580 - 580 - - - - - - 2019 Future Streets Bonds 3,691 - - - - 1,598 - 2,093 - Federal Grant 1,863 4 1,859 - - - - - - 75 15 15 15 15 15 - - - CIP O/S Revolving Fund 120 60 105 (15) (15) (15) - - - General Fund 696 - 696 - - - - - - 5,226 1,452 485 1,260 869 1,160 - - - 18,175 2,654 3,617 2,638 1,136 4,515 1,136 2,479 - 3,975 - - - - - - 3,975 - CIP Outside Sources Streets Fund Signal SDF Future Growth Funding Total Sources $ 34,401 $ 4,185 $ 7,357 $ 3,898 $ 2,005 $ 7,273 $ 1,136 $ 8,547 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 42 $ 40 $ 49 $ 50 $ 55 $ - Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost $ 293 42 $ 40 $ 49 $ 50 $ 55 $ - Table of Contents Traffic Control Project Detail TS122 Higley and Warner Design and installation of a major arterial traffic signal at the intersection of Higley Road and Warner Road, and connection to the signal system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 36 17 19 - - - - - - Construction Mgmt $ 7 3 4 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 334 - 334 - - - - - - Equipment & Furniture $ 63 63 - - - - - - Total Expenses $ 440 Signal SDF $ 440 Total Sources $ 440 $ 83 $ 357 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 83 $ 357 83 $ 357 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies 2 2 2 2 2 Utilities 2 2 2 2 2 Insurance - - - - - Total O&M Impact $ 4 $ 4 $ 4 $ 4 $ 4 Total Revenue $ - $ - $ - $ - $ - TS123 Ray and Recker Design and installation of a major arterial traffic signal at the intersection of Ray Road and Recker Road, and connection to the signal system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 50 39 11 - - - - - - Construction Mgmt $ 15 4 11 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 265 55 210 - - - - - - Equipment & Furniture $ 62 44 18 - - - - - - Total Expenses $ 392 Signal SDF $ 392 Total Sources $ 392 $ 142 $ 250 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 142 $ 142 250 $ 250 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies 2 2 2 2 2 Utilities 2 2 2 2 2 Insurance - - - - - Total O&M Impact $ 4 $ 4 $ 4 $ 4 $ 4 Total Revenue $ - $ - $ - $ - $ - 294 $ - $ - Table of Contents Traffic Control Project Detail TS130 Val Vista and Baseline Signal Improvements Work includes modifications to the raised median island and pavement markings on the south leg of the intersection to provide dual left turn lanes and bike lanes, modification of the pavement markings on the north leg to provide dual left-turn lanes, and new signal heads, signal poles and mast arms on the all corners. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 83 37 46 - - - - - - Construction Mgmt $ 45 - 45 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 399 - 399 - - - - - - Equipment & Furniture $ 90 - 90 - - - - - - Total Expenses $ 617 2017 Future Streets Bonds $ $ 37 $ 580 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 580 - 580 - - - - - Streets Fund $ 37 37 - - - - - - Total Sources $ 617 $ 37 $ 580 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - TS132 Advanced Traffic Management System - Phase IV Design and installation of the northwest fiber ring. Includes approximately seven miles of conduit, and fiber optic cable, enclosures and related infrastructure. Along Houston Avenue and Guadalupe, McQueen, Elliot, Cooper, and Warner Roads. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 293 264 29 - - - - - - Construction Mgmt $ 39 - 39 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,145 66 1,079 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 1,477 330 $ 1,147 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) Federal Grant $ 1,096 Signal SDF $ Total Sources $ 1,477 381 $ - 1,096 - - - - - - 330 51 - - - - - - 330 $ 1,147 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 295 $ - $ - Table of Contents Traffic Control Project Detail Advanced Traffic Management System - Network CCTV TS135 Furnish, install and integrate four CCTV Cameras, 15 video cameras, one multichannel video decoder, 50 broadband radios, traffic controllers, and a new core switch for the Traffic Operations Center. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ 5 2 3 - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ 396 274 122 - - - - - - Total Expenses $ 401 Streets Fund $ 401 Total Sources $ 401 $ 276 $ 125 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 276 $ 276 125 $ 125 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies 2 2 2 2 2 Utilities - - - - - Insurance - - - - - Total O&M Impact $ 2 $ 2 $ 2 $ 2 $ 2 Total Revenue $ - $ - $ - $ - $ - Gilbert - Fiber Optic Interconnection TS152 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 closed circuit television capabilities along Power at the Pecos, Germann and Queen Creek intersections. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 28 10 18 - - - - - - Construction Mgmt $ 20 - 20 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 157 57 100 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 205 Federal Grant $ 138 - 138 - - - - - - Streets Fund $ 67 67 - - - - - - - Total Sources $ 205 $ 67 $ 138 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ 67 $ 138 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - 4 Supplies 4 4 4 4 Utilities - - - - - Insurance - - - - - Total O&M Impact $ 4 $ 4 $ 4 $ 4 $ 4 Total Revenue $ - $ - $ - $ - $ - 296 $ - $ - Table of Contents Traffic Control Project Detail Greenfield and Ocotillo TS156 Design and installation of a major arterial traffic signal at the intersection of Greenfield Road and Ocotillo Road, and connection to the signal system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 36 - 36 - - - - - - Construction Mgmt $ 12 - 12 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 341 - 341 - - - - - - Equipment & Furniture $ 50 Total Expenses $ 439 $ - 50 $ 439 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Streets Fund $ 55 - 55 - - - - - - Signal SDF $ 384 - 384 - - - - - - Total Sources $ 439 $ - $ 439 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies 2 2 2 2 2 Utilities 2 2 2 2 2 Insurance - - - - - Total O&M Impact $ 4 $ 4 $ 4 $ 4 $ 4 Total Revenue $ - $ - $ - $ - $ - Recker and Warner TS157 Design and installation of a major arterial traffic signal at the intersection of Recker Road and Warner Road, and connection to the signal system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 51 - 51 - - - - - - Construction Mgmt $ 23 - 23 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 375 - 375 - - - - - - Equipment & Furniture $ 120 - 120 - - - - - - Total Expenses $ 569 Signal SDF $ 569 Total Sources $ 569 $ - $ 569 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 569 $ 569 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies - 2 2 2 2 Utilities - 2 2 2 2 Insurance - - - - - Total O&M Impact $ - $ 4 $ 4 $ 4 $ 4 Total Revenue $ - $ - $ - $ - $ - 297 $ - $ - Table of Contents Traffic Control Project Detail TS165 Baseline Road Fiber Optic Infrastructure Design and construction of fiber optic communication infrastructure on Baseline Road from Greenfield to Driftwood, including fiber optic cable, PTZ cameras, vaults, pull boxes and related facilities. Also includes replacement of fiber optic cable on Greenfield Road between Baseline and Guadalupe. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 185 35 150 - - - - - - Construction Mgmt $ 10 6 4 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 374 81 293 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 569 $ 122 $ 447 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Federal Grant $ 415 4 411 - - - - - - Streets Fund $ 154 118 36 - - - - - - Total Sources $ 569 $ 122 $ 447 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - TS168 Traffic Operation Center Video Wall Replacement Replace existing video wall in the Traffic Operations Center, including current layout, wall structure and replacing video wall cubes and processor. Also includes upgrading equipment for cameras connected to the system and upgrading TOC layout to be compatible with the new video layout. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 25 - 25 - - - - - - Construction Mgmt $ 53 - 53 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 118 - 118 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 196 General Fund $ 196 Total Sources $ 196 $ - $ 196 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 196 $ 196 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 298 $ - $ - Table of Contents Traffic Control Project Detail TS173 Easy Valley Traffic Monitoring 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 selected roadways. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 67 37 30 - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 228 - 228 - - - - - - Equipment & Furniture $ - Total Expenses $ 295 $ 37 $ 258 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Federal Grant $ 214 - 214 - - - - - - Streets Fund $ 81 37 44 - - - - - - Total Sources $ 295 $ 37 $ 258 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - 4 Supplies 4 4 4 4 Utilities - - - - - Insurance - - - - - Total O&M Impact $ 4 $ 4 $ 4 $ 4 $ 4 Total Revenue $ - $ - $ - $ - $ - TS174 Advance Detection Safety Improvement The project will implement advance detection at intersections that have correctable personal injury crashes and at intersections that will have operation benefit with advance detection. By detecting the flow of traffic in real-time, the signal controller can transition right-of-way such that fewer drivers are caught within dilemma zones. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ 90 - 5 25 10 50 - - - Land/ROW $ - - - - - - - - - Construction $ 160 114 46 - - - - - - Equipment & Furniture $ 1,720 - - 550 195 975 - - - Total Expenses $ 1,970 205 $ 1,025 205 1,025 205 $ 1,025 $ 114 $ 51 $ 575 $ $ - $ - $ - Sources: (1,000s) Streets Fund $ 1,970 Total Sources $ 1,970 114 $ 114 51 $ 51 575 $ 575 $ $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies - - 5 5 5 Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ 5 $ 5 $ 5 Total Revenue $ - $ - $ - $ - $ - 299 $ - $ - Table of Contents Traffic Control Project Detail TS175 Safe Routes to School Enhanced Crosswalks The project will design and construct pedestrian beacons to support Safe Routes to School at two locations: Elliot Road near Ash Street and Recker Road at Cullumber/ Park Avenue. The project is led by Arizona Department of Transportation (ADOT). Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 12 2 10 - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 60 - 60 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 72 Streets Fund $ 72 Total Sources $ 72 $ 2 $ 70 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 2 $ 2 70 $ 70 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - 2 2 2 2 Utilities - 2 2 2 2 Insurance - - - - - Total O&M Impact $ - $ 4 $ 4 $ 4 $ 4 Total Revenue $ - $ - $ - $ - $ - TS176 Higley Road and Seville Boulevard Design and installation of an arterial traffic signal at the intersection of Higley Road and Seville Boulevard and connection to the traffic signal system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 28 28 - - - - - - - Construction Mgmt $ 13 13 - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 269 256 13 - - - - - - Equipment & Furniture $ 45 45 - - - - - - - Total Expenses $ 355 Signal SDF $ 355 Total Sources $ 355 $ 342 $ 13 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 342 $ 342 13 $ 13 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 300 $ - $ - Table of Contents Traffic Control Project Detail Lindsay and Settlers Point TS177 Design and installation of an arterial traffic signal at the intersection of Lindsay Road and Settlers Point Drive and connection to the traffic signal system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 30 27 3 - - - - - - Construction Mgmt $ 10 6 4 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 276 253 23 - - - - - - Equipment & Furniture $ 46 46 - - - - - - - Total Expenses $ 362 Signal SDF $ 362 Total Sources $ 362 $ 332 $ 30 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 332 $ 332 30 $ 30 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Higley Road and Willis Road/Portola Valley Drive TS178 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. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 22 22 - - - - - - - Construction Mgmt $ 9 9 - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 234 231 3 - - - - - - Equipment & Furniture $ 62 57 5 - - - - - - Total Expenses $ 327 Signal SDF $ 327 Total Sources $ 327 $ 319 $ 8 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 319 $ 319 8 $ 8 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 301 $ - $ - Table of Contents Traffic Control Project Detail TS181 Power Road and Verona Avenue Design and installation of a three-legged arterial traffic signal at the intersection of Power Road and Verona Avenue. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 31 25 6 - - - - - - Construction Mgmt $ 5 5 - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 270 220 50 - - - - - - Equipment & Furniture $ 5 2 3 - - - - - Total Expenses $ 311 CIP Outside Sources $ 75 15 15 15 15 15 - - - CIP O/S Revolving Fund $ - 60 (15) (15) (15) (15) - - - Streets Fund $ 236 177 - - - Total Sources $ 311 $ 252 $ 59 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ 252 59 $ 59 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - TS182 Williams Field Road and Palomino Creek Drive Design and construction of a traffic signal at the intersection of Williams Field Road and Palomino Creek Drive, modification of median and connection to the signal system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 31 12 19 - - - - - - Construction Mgmt $ 7 1 6 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 321 4 317 - - - - - - Equipment & Furniture $ 50 - 50 - - - - - - Total Expenses $ 409 Signal SDF $ 409 Total Sources $ 409 $ 17 $ 392 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 17 $ 17 392 $ 392 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies 2 2 2 2 2 Utilities - - - - - Insurance - - - - - Total O&M Impact $ 2 $ 2 $ 2 $ 2 $ 2 Total Revenue $ - $ - $ - $ - $ - 302 $ - $ - Table of Contents Traffic Control Project Detail TS183 Queen Creek and 156th Street Design and construction of a traffic signal at the intersection of Queen Creek Road and 156th Street, and connection to the signal system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 31 23 8 - - - - - - Construction Mgmt $ 7 2 5 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 351 52 299 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 389 CIP O/S Revolving Fund $ 120 - 120 - - - - - Signal SDF $ 269 77 192 - - - - - Total Sources $ 389 $ 77 $ 312 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ 77 $ 312 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies 2 2 2 2 2 Utilities - - - - - Insurance - - - - - Total O&M Impact $ 2 $ 2 $ 2 $ 2 $ 2 Total Revenue $ - $ - $ - $ - $ - TS184 Elliot Road West of McQueen Design and construction of a traffic signal on Elliot Road west of McQueen Road and connection to the signal system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 38 - 38 - - - - - - Construction Mgmt $ 9 - 9 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 392 - 392 - - - - - - Equipment & Furniture $ 61 - 61 - - - - - - Total Expenses $ 500 General Fund $ 500 Total Sources $ 500 $ - $ 500 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 500 $ 500 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 303 $ - $ - Table of Contents Traffic Control Project Detail TS185 Warner Road and McQueen Street Design and construction of a traffic signal at the intersection of Warner Road and Concord Street, minor median modification and connection to the signal system. Reconstruction of intersection ramps to comply with PROWAG may be needed. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 45 - 45 - - - - - - Construction Mgmt $ 12 - 12 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 345 - 345 - - - - - - Equipment & Furniture $ 100 - 100 - - - - - - Total Expenses $ 502 $ - $ 502 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Streets Fund $ 45 - 45 - - - - - - Signal SDF $ 457 - 457 - - - - - - Total Sources $ 502 $ - $ 502 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - TS186 Val Vista Drive and Appleby Road Design and construction of a traffic signal at the intersection of Val Vista Drive and Appleby Road and connection to the signal system. Reconstruction of intersection ramps to comply with PROWAG will be completed with ST112. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 45 - 45 - - - - - - Construction Mgmt $ 12 - 12 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 300 - 300 - - - - - - Equipment & Furniture $ 100 - 100 - - - - - - Total Expenses $ 457 Signal SDF $ 457 Total Sources $ 457 $ - $ 457 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 457 $ 457 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 304 $ - $ - Table of Contents Traffic Control Project Detail TS187 Ray Road and Key Biscayne Drive Design and construction of a traffic signal at the intersection of Ray Road and key Biscayne Drive, and connection to the signal system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 45 - 45 - - - - - - Construction Mgmt $ 12 - 12 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 300 - 300 - - - - - - Equipment & Furniture $ 100 - 100 - - - - - - Total Expenses $ 457 Signal SDF $ 457 Total Sources $ 457 $ - $ 457 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 457 $ 457 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 305 $ - $ - Table of Contents FY 2017 Municipal Facility Project Locator 306 Table of Contents Municipal Facility Project Summary Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ $ Fire Station Emergency Signals MF017 Fire Station 9 MF023 $ 10,020 1,716 $ 1,459 734 1,755 257 7,531 - - - - - - Transfer Station MF032 7,080 - - - - - - - 7,080 Public Safety Training Facility MF040 73,511 14,496 214 5,224 - 53,577 - - - Municipal Center I Renovation - Phase II MF053 13,363 - 75 - - - - 13,288 - Human Resources Talent Management Syst MF056 299 211 88 - - - - - - Adaptive Response Unit (ARU 2) MF216 871 - - - - - - 871 - Fire Station 7 MF217 5,945 5,729 216 - - - - - - Police Application and Network Support MF222 1,441 1,202 239 - - - - - - Topaz Radio MF223 11,762 2,899 4,263 436 440 480 744 2,500 - Security Access System Upgrades MF226 410 336 74 - - - - - - Permitting System Replacement MF227 2,000 1,157 843 - - - - - - CNG Fueling Station MF228 3,240 1,978 1,262 - - - - - - Adaptive Response Unit 1 (ARU 1) MF229 871 - - - 871 - - - - Utility Billing System Replacement MF231 2,000 - - - 2,000 - - - - Finance, HR, and Payroll System Replaceme MF232 1,816 - 1,816 - - - - - - Environmental Services Records Manageme MF233 600 - - - 600 - - - - Parks and Recreation Reservation System R MF234 211 - 211 - - - - - - Fleet Maintenance Facility MF235 628 - - 628 - - - - - Public Safety Roof MF236 1,144 - - - 1,144 - - - - Welcome Home Veterans Park MF237 1,200 - - 1,200 - - - - - American with Disabilities Act (ADA) Transiti MF238 500 - 500 - - - - - - 30,201 $ 11,813 $ 15,019 5,055 $ 54,057 TRUE TRUE Total Capital Expenses Capital Sources: (1,000s) PFMPC-2009 Bonds $ 140,628 $ $ - - - - 53,577 - - - 63 63 - - - - - - - 570 570 - - - - - - - 42,478 9,374 8,289 6,219 1,584 480 744 15,788 - 40 - 40 - - - - - - 11,969 1,815 1,200 628 1,246 - - - 7,080 848 27 105 19 697 - - - - General Repl Fund General Fund Streets Fund Env. Services - Res. Water Fund Wastewater Fund Env. Services - Comm. Fire SDF Investment Income - $ - $ - $ TRUE - $ TRUE - $ - 1,309 - 37 622 650 - - - - 275 163 105 - 7 - - - - 14,981 3,671 2,037 7,531 871 - - 871 - 22 22 - - - - - - - 30,201 $ 11,813 $ 15,019 $ 5,055 $ 54,057 $ 744 $ 16,659 $ $ $ 2,611 $ $ 3,971 $ - $ 140,628 $ Operation and Maintenance Impact (1,000s) Total Revenue Net Additional Cost 7,080 $ 14,496 State Grant Total Operation and Maintenance Impact $ 53,577 $ TRUE 16,659 $ 14,496 - TRUE 744 TRUE $ TRUE $ TRUE 2019 Future Public Safety Bonds Total Sources $ 328 - $ 307 328 631 - $ 631 $ 2,611 3,539 - $ 3,539 $ 3,971 $ - $ 7,080 Table of Contents Municipal Facilities Project Detail MF017 Fire Station Emergency Signals Construction of traffic control signals at each fire station. A station merits installation of a signal when traffic volumn or speed increases and prohibits safe entry by emergency vehicles onto the arterial roadway. Signals are designed to be activated with the dispatch system so when vehicles leave on a call, traffic is stopped at the driveway. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 212 186 26 - - - - - - Construction Mgmt $ 29 20 9 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,349 1,127 222 - - - - - - Equipment & Furniture $ 126 126 Total Expenses $ 1,716 $ 1,459 $ 257 $ - $ - $ - $ - $ - $ - Sources: (1,000s) General Fund $ 161 93 68 - - - - - - Fire SDF $ 1,555 1,366 189 - - - - - - Total Sources $ 1,716 $ 1,459 $ 257 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - MF023 Fire Station 9 Construction of a new fire station with traffic signal on a three acre site generally located on Ocotillo Road east of Higley Road that was acquired in FY 2006 as part of the Basha development. The project includes a new fire pumper and related staffing. Expenses: (1,000s) Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 774 7 767 - - - - - - Construction Mgmt $ 995 7 988 - - - - - - Land/ROW $ 525 525 - - - - - - - Construction $ 6,496 195 - 6,301 - - - - - Equipment & Furniture $ 1,230 - - 1,230 - - - - - Total Expenses $ 10,020 734 $ 1,755 $ 7,531 734 1,755 7,531 734 $ 1,755 $ 7,531 $ $ - $ - $ - $ - $ - Sources: (1,000s) Fire SDF $ 10,020 Total Sources $ 10,020 $ $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - 243 1,135 1,135 Contractual Services - 3 15 15 15 Supplies - 30 140 140 140 Utilities - 5 22 22 22 Insurance - 2 8 8 8 $ 1,320 $ 1,320 $ 1,320 $ $ $ Total O&M Impact $ - $ 282 Total Revenue $ - $ - 308 - - 1,135 - $ - $ - Table of Contents Municipal Facilities Project Detail MF040 Public Safety Training Facility Construction and equipping a public safety training facility. The project will provide a campus of training props that will complement the public safety training concept throughout the Valley and provide a training facility for the growing needs of the Gilbert Fire and Police Departments. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 4,714 32 182 4,500 - - - - - Construction Mgmt $ 4,851 - 32 724 - 4,095 - - - Land/ROW $ 14,464 14,464 - - - - - - - Construction $ 49,482 - - - - 49,482 - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 73,511 $ 14,496 214 $ 5,224 - $ 53,577 PFMPC-2009 Bonds $ 14,496 14,496 - - - - - - - 2019 Future Public Safety $ 53,577 - - - - 53,577 - - - $ $ $ - $ - $ - Sources: (1,000s) General Fund $ 5,438 - Total Sources $ 73,511 $ 14,496 $ 214 5,224 214 $ 5,224 $ - - - $ 53,577 $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - 60 120 Contractual Services - - - 30 60 Supplies - - - 30 60 Utilities - - - 25 50 Insurance - - - 5 10 Total O&M Impact $ - $ - $ - $ 150 $ 300 Total Revenue $ - $ - $ - $ - $ - MF053 Municipal Center I Renovations - Phase II The Municipal Center was completed in 1992. This project will include the remodeling of the existing facilities in order to improve the function and use of the facility based upon current and future demand. Costs shown in FY 2017 are for an independent evaluation of the building to determine actual needs and corresponding costs. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 1,415 - 75 - - - - 1,340 - Construction Mgmt $ 1,536 - - - - - - 1,536 - Land/ROW $ - - - - - - - - - Construction $ 9,512 - - - - - - 9,512 - Equipment & Furniture $ - - - - - - 900 - Total Expenses $ 13,363 - $ 13,288 - 13,288 - $ 13,288 900 $ - $ 75 $ - $ - $ - $ $ - Sources: (1,000s) General Fund $ 13,363 Total Sources $ 13,363 $ - 75 $ 75 $ - $ - $ - $ Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 309 $ - Table of Contents Municipal Facilities Project Detail Human Resources Talent Management System MF056 Implement a talent management system to include replacement of the Neogov recruitment system and implementation of an automated onboarding system, performance management system and learning management system. Professional services to reconfigure the Kronos system to better manage leave cases. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 299 211 88 - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 299 General Fund $ 224 211 13 - - - - - - Streets Fund $ 15 - 15 - - - - - - Env. Services - Res. $ 18 - 18 - - - - - - Water Fund $ 30 - 30 - - - - - - Wastewater Fund $ 12 - 12 - - - - - Total Sources $ 299 $ 211 $ 88 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ 211 $ 88 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - MF217 Fire Station 7 The present location of Fire Station 7 at Cooper Road and the Western Canal has been found to be inadequate to provide four-minute response time to southwest portion of the fire station’s current response area. A new twostory, three-bay fire station at a new location near Cooper and Warner Roads will provide better coverage and assure a more timely response to this area. Expenses: (1,000s) Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 544 544 - - - - - - - Construction Mgmt $ 404 404 - - - - - - - Land/ROW $ 332 332 - - - - - - - Construction $ 4,648 4,432 216 - - - - - - Equipment & Furniture $ 17 17 Total Expenses $ 5,945 $ 5,729 $ 216 $ - $ - $ - $ - $ - $ - Sources: (1,000s) General Fund $ 4,281 4,158 123 - - - - - - Fire SDF $ 1,664 1,571 93 - - - - - - Total Sources $ 5,945 $ 5,729 $ 216 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 310 $ - $ - Table of Contents Municipal Facilities Project Detail MF222 Police Appliation and Network Support Upgrade the two factor authentication systems for the Police Department network, replace 25 mobile data computers mounted in police patrol cars, and upgrade the Police Department’s Computer Aided Dispatch (CAD), Mobile, Records Management System (RMS) and Mobile for Public Safety (MPS). Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 463 449 14 - - - - - - Construction Mgmt $ 225 - 225 - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ 753 753 - - - - - - Total Expenses $ 1,441 $ 1,202 $ 239 $ - $ - $ - $ - $ - $ - Sources: (1,000s) State Grant $ 63 63 - - - - - - - General Repl Fund $ 570 570 - - - - - - - General Fund $ 808 569 239 - - - - - - Total Sources $ 1,441 $ 1,202 $ 239 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - MF223 Topaz Radio The cities of Mesa, Gilbert, Apache Junction have formed an East Valley Cooperative to provide radio support and communications infrastructure for the public safety entities of these cities. This covers our police, fire and public works radio systems. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 589 589 - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ 11,173 2,310 4,263 436 440 480 744 2,500 - Total Expenses $ 11,762 $ 2,899 $ 4,263 744 $ 2,500 General Fund $ 11,713 2,850 4,263 436 440 480 744 2,500 - Water Fund $ 27 27 - - - - - - - Investment Income $ 22 22 - - - - - - - Total Sources $ 11,762 $ 2,899 $ 4,263 744 $ 2,500 $ 436 $ 440 $ 480 $ $ - Sources: (1,000s) $ 436 $ 440 $ 480 $ Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 311 $ - Table of Contents Municipal Facilities Project Detail Security Access System Upgrades MF226 Upgrade/replace the badge reader system on all facilities town-wide. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ 410 336 74 - - - - - - Total Expenses $ 410 General Fund $ 410 Total Sources $ 410 $ 336 $ 74 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 336 $ 336 74 $ 74 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - MF227 Permitting System Replacement Replace the EDEN Permitting system with a new, modern software application that can better automate the planning, building, engineering, inspections, and code compliance process. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 500 489 11 - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ 1,500 668 832 - - - - - - Total Expenses $ 2,000 $ 1,157 General Fund $ 2,000 1,157 Total Sources $ 2,000 $ 1,157 $ 843 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 843 $ 843 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 312 $ - $ - Table of Contents Municipal Facilities Project Detail CNG Fueling Station MF228 Construction of a compressed natural gas fueling station 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 Town's fleet yard by means of 42 single hose time-fill posts. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 253 250 3 - - - - - - Construction Mgmt $ 250 133 117 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 2,737 1,595 1,142 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 3,240 $ 1,978 $ 1,262 Env. Services - Res. $ 2,972 1,815 1,157 - - - - - Env. Services - Comm. $ 268 163 105 - - - - - Total Sources $ 3,240 $ 1,978 $ 1,262 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Finance, HR, and Payroll System Replacement MF232 Replace the town's finance, HR, 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. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6- Beyond 10 10 Yrs Professional Services $ 1,816 - 1,816 - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 1,816 - $ 1,816 - 1,816 - $ 1,816 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) General Fund $ 1,816 Total Sources $ 1,816 $ $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - 250 250 250 250 250 Supplies - - - - - Utilities - - - - - Insurance - - - - - Contractual Services Total O&M Impact $ 250 $ 250 $ 250 $ 250 $ 250 Total Revenue $ - $ - $ - $ - $ - 313 $ - $ - Table of Contents Municipal Facilities Project Detail Parks and Recreation Reservation System MF234 Replacement of the Parks and Recreation reservations system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 176 - 176 - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ 35 - 35 - - - - - - Total Expenses $ 211 General Fund $ 211 Total Sources $ 211 $ - $ 211 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 211 $ 211 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - 78 78 78 78 78 Supplies - - - - - Utilities - - - - - Insurance - - - - - Contractual Services Total O&M Impact $ 78 $ 78 $ 78 $ 78 $ 78 Total Revenue $ - $ - $ - $ - $ - America with Disabilities Act Assessment and Transition Plan MF238 This project will provide a full assessment of the current condition of Gilbert parks and Town facilities related to ADA accessibility, to include a Transition Plan for implementation. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 450 - 450 - - - - - - Construction Mgmt $ 50 - 50 - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ - Total Expenses $ 500 - General Fund $ 350 - 350 - - - - - - Streets Fund $ 25 - 25 - - - - - - $ - $ 500 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Env. Services - Res. $ 25 - 25 - - - - - - Water Fund $ 75 - 75 - - - - - - Wastewater Fund $ 25 Total Sources $ 500 $ - 25 $ 500 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 314 $ - $ - Table of Contents FY 2017 Redevelopment Project Locator 315 Table of Contents Redevelopment Project Summary Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6-10 Beyond 10 Yrs $ $ $ $ $ West Washington Street Parking RD112 $ Downtown Transit Stops RD114 1,617 422 315 220 220 440 - - - Saint Xavier University RD115 36,591 32,138 4,453 - - - - - - Ash Street - Phase I RD116 1,560 1,210 350 - - - - - - Park and Ride Enhancements Study RD117 126 - - - 126 - - - - Heritage District Parkway Pedestrian Pathwa RD118 126 - - 126 - - - - - Heritage District Parking Garage and Circula RD119 1,024 $ - - - - - - $ 1,024 $ - 136 - 136 - - - - - RD120 8,450 - 780 4,164 3,506 - - - - Heritage District Water and Sewer Improvem RD201 930 70 - 860 - - - - - Parking Structure Page Park Center Renovations RD202 1,439 4 1,435 - - - - - - Southeast Corner Elliot and Gilbert RD208 2,067 - - - - - - 2,067 - Total Capital Expenses $ $ CDBG General Fund Streets Fund Env. Services - Res. Water Fund Wastewater Fund Miscellaneous Total Sources $ TRUE Capital Sources: (1,000s) State Grant 54,066 $ 1,617 33,844 TRUE $ $ 7,469 TRUE 422 $ $ 5,370 TRUE 315 $ $ 3,852 TRUE 220 $ $ 440 TRUE 220 $ $ - $ TRUE 440 $ 3,091 TRUE - $ - $ - 1,360 74 1,286 - - - - - - 12,058 851 1,105 4,290 3,632 - - 2,180 - 81 - - - - - - 81 - 150 106 44 - - - - - - 1,950 200 60 860 - - - 830 - 110 53 57 - - - - - - 36,740 32,138 4,602 - - - - - - 54,066 $ 33,844 $ $ Total Revenue Net Additional Cost - TRUE 7,469 $ 5,370 $ 3,852 $ 440 $ - $ 3,091 - $ 30 $ 30 $ 133 $ 133 $ - Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact $ $ 316 - $ 30 $ 30 $ 133 $ 133 $ - $ - Table of Contents Redevelopment Project Detail RD114 Downtown Traffic Stops Upgrade/replace five transit stops in the Heritage District with new artistic transit stops. Proposed locations to be determined based on development patterns. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 239 104 27 27 27 54 - - - Construction Mgmt $ 287 72 43 43 43 86 - - - Land/ROW $ - - - - - - - - - Construction $ 1,091 246 245 150 150 300 - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 1,617 $ 422 $ 422 $ 315 $ 315 $ 220 $ 220 $ 220 $ 220 $ 440 $ 440 $ - $ - $ - $ - $ - $ - Sources: (1,000s) State Grant $ 1,617 Total Sources $ 1,617 422 315 220 220 440 - - - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - RD115 Saint Xavier University The facility will be an approximate 87,000 square-foot, four story building located on Vaughn Avenue, west of Gilbert Road. The project came in under budget and unspent bond funds remain. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 2,613 2,613 - - - - - - - Construction Mgmt $ 2,114 2,114 - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 30,633 26,180 4,453 - - - - - - Equipment & Furniture $ 1,231 1,231 - - - - - - - Total Expenses $ 36,591 $ 32,138 $ 4,453 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Miscellaneous $ 36,591 32,138 4,453 Total Sources $ 36,591 $ 32,138 $ 4,453 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 317 $ - $ - Table of Contents Redevelopment Project Detail RD116 Ash Street - Phase I Extend Ash Street from the Western Power Line Trail north to Juniper Avenue with a tie in connection to Heather Court to the west. This phase will complete a continuous pedestrian path in the Heritage District. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 130 123 7 - - - - - - Construction Mgmt $ 205 120 85 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,225 967 258 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 1,560 $ 1,210 General Fund $ 1,040 851 189 - - - - - - Env. Services - Res. $ 150 106 44 - - - - - - Water Fund $ 260 200 60 - - - - - - Wastewater Fund $ 110 53 57 - - - - - - Total Sources $ 1,560 $ 1,210 $ 350 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ 350 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - RD119 Parking Garage and Circulation Study in Heritage District Study the need and specifics for development of an additional multistory parking garage on a town owned parcel in the Heritage District. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 100 - 100 - - - - - - Construction Mgmt $ 36 - 36 - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 136 General Fund $ 136 Total Sources $ 136 $ - $ 136 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 136 $ 136 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 318 $ - $ - Table of Contents Redevelopment Project Detail RD120 Heritage District Parking Garage II Complete the feasibility study, design, and construction of the second parking garage in the Heritage District. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 1,300 - 250 1,050 - - - - - Construction Mgmt $ 650 - 36 614 - - - - - Land/ROW $ - - - - - - - - - Construction $ 6,500 - 494 2,500 3,506 - - - - Equipment & Furniture $ - - - - - - - Total Expenses $ 8,450 780 $ 4,164 $ 3,506 780 4,164 3,506 780 $ 4,164 $ 3,506 $ - $ $ - $ - $ - $ - Sources: (1,000s) General Fund $ 8,450 Total Sources $ 8,450 $ - $ $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - 50 50 Supplies - - - - - Utilities - - - 53 53 Insurance - - - - - Total O&M Impact $ - $ - $ - $ 103 $ 103 Total Revenue $ - $ - $ - $ - $ - RD202 Page Park Center Renovations 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. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 124 - 124 - - - - - - Construction Mgmt $ 131 - 131 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,184 4 1,180 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 1,439 4 $ 1,435 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) CDBG $ 1,290 4 1,286 - - - - - - Miscellaneous $ - 149 - - - - - - Total Sources $ 1,439 4 $ 1,435 149 $ $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - 10 10 10 10 Supplies - - - - - Utilities - 20 20 20 20 Insurance - - - - - Total O&M Impact $ - $ 30 $ 30 $ 30 $ 30 Total Revenue $ - $ - $ - $ - $ - 319 $ - $ - Table of Contents FY 2017 Water Project Locator 320 Table of Contents Water Project Summary Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6-10 Beyond 10 Yrs $ $ $ $ - $ 13,424 $ - - Well, 2 MG Reservoir and Pump Station WA027 $ 14,283 Water Rights - Phase I WA052 43,950 NWTP Chlorine Conversion WA055 8,205 Reservoir, Pump Station and Well Conversio WA062 18,529 $ 859 $ - 43,478 - - - - 472 - - - 72 - 2,204 5,929 - - - - 916 17,613 - - - - - - Meadows Drive 12" Water Main WA066 - - - - - - - - Zone 2 to Zone 4 Interconnect WA067 997 - - 385 612 - - - - Santan Vista Water Treatment Plant - Phase WA070 66,108 2,526 63,582 - - - - - - WA071 6,571 460 328 - 5,783 - - - - Reservoir #7 Tank Replacement and Site Im WA074 Ray - Recker Direct Well System 6,546 5,185 1,361 - - - - - - Direct System Well WA081 5,934 2 - - - - - 5,932 - Water Rights - WMA Settlement WA083 10,500 - 10,500 - - - - - - Well Blending Pipeline WA087 936 932 4 - - - - - - Trend Homes Direct System Well Conversio WA088 7,434 659 1,578 5,197 - - - - - Reservoir #3 Tank Replacement and Site Im WA089 2,509 2,509 - - - - - - - Well Site Upgrades at Various Sites WA093 2,653 738 1,915 - - - - - - Water Rights - Phase II WA094 31,852 290 4,710 14,500 2,352 10,000 - - - Arsenic Treatment Facility Relocation WA097 1,000 711 289 - - - - - - San Carlos Apache Tribe 100 Year Water Ri WA098 11,000 - 11,000 - - - - - - NWTP - Chemical Line Containment WA099 841 575 266 - - - - - - NWTP - Backwash Pumps WA100 6,205 1 - 1,384 4,820 - - - - Waterline Extension - McQueen Road/Indust WA101 234 34 200 - - - - - - Waterline Extension - Desert Lane to San An WA102 968 86 882 - - - - - - NWTP South Reservoir Roof Replacement WA103 970 71 899 - - - - - - Fiesta Tech Radio Expansion WA105 115 - 115 - - - - - - NIA Priority CAP Water Acquisition WA106 2,750 - 750 700 700 600 - - - NWTP - Finished Water Pump #10 WA107 1,155 - - 1,155 - - - - - NWTP - Variable Frequency Drive Replacem WA108 300 99 201 - - - - - - NWTP - Finished Water VFD Replacement - WA109 1,061 63 998 - - - - - - Constellation Way Water Main WA110 389 1 388 - - - - - - Gail Water Line Project WA111 68 59 9 - - - - - - Waterline - Power Road Elliot to Warner WA112 2,662 - - - - - - 2,662 - Waterline - Baseline Road WA113 437 - - - - - - 437 - Baseline - Fiesta Tech to McQueen WA114 2,611 - 575 - 2,036 - - - - Waterline - Gilbert Road WA115 3,343 - 749 2,594 - - - - - Waterline - Linda Lane Replacement WA116 832 - - - 832 - - - - NWTP - Office Space Expansion WA117 801 - - 801 - - - - - Waterline - Tankersley Replacement WA118 3,395 - 1,009 2,386 - - - - - 60,326 $ 120,393 $ 31,306 $ 23,064 $ 10,600 TRUE TRUE TRUE TRUE Total Capital Expenses Capital Sources: (1,000s) WRMPC-2007 Bonds $ 268,144 TRUE $ $ TRUE 13 $ 13 $ - $ - $ - $ $ - $ TRUE - $ 22,455 $ TRUE - $ - TRUE - $ - WRMPC - Intergov Contribution 27,084 797 26,287 - - - - - - WRMPC - Bonds (SDF) 55,568 1,679 53,889 - - - - - - PFMPC-2009 Bonds - - - - - - - - - 117 117 - - - - - - - CIP Outside Sources - - - - - - - - - CIP O/S Revolving Fund - 117 - - - - - - Developer Contribution (117) 321 Table of Contents Water Project Summary Capital Sources: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6-10 Beyond 10 Yrs Water Repl Fund 18,724 7,695 5,217 4,980 832 - - - - Water Fund 44,226 3,722 16,855 6,244 13,485 600 - 3,320 - Water SDF 26,497 2,883 1,846 385 5,132 - - 16,251 - Water Resources SDF 83,971 43,537 16,182 14,500 2,352 7,400 - - - Future Growth Funding 11,944 - - 5,197 1,263 2,600 - 2,884 - 60,326 $ 120,393 $ 31,306 $ 23,064 $ 10,600 $ - $ 22,455 $ $ $ $ $ 1,995 $ - Total Sources $ 268,144 $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost 985 - $ 322 985 1,897 - $ 1,897 1,995 - $ 1,995 1,995 - $ 1,995 $ 1,995 $ - $ - Table of Contents Water Project Detail WA052 Water Rights - Phase I Acquisition of water rights (lease) for 11,640 acre-feet of water. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ 43,950 43,478 472 - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ - - Total Expenses $ 43,950 $ 43,478 $ 472 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Water Fund $ 231 231 - - - - - - - Water Resources SDF $ 43,719 43,247 472 - - - - - - Total Sources $ 43,950 $ 43,478 $ 472 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Reservoir, Pump Station and Well Conversion WA062 Design and construct a 4 million gallon in ground reservoir and pump station, and equipping of a previously drilled Well 30 to feed the reservoir. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 1,331 1 1,330 - - - - - - Construction Mgmt $ 1,182 15 1,167 - - - - - - Land/ROW $ 1,311 900 411 - - - - - - Construction $ 14,705 - 14,705 - - - - - - Equipment & Furniture $ Total Expenses $ 18,529 $ - - 916 $ 17,613 $ - $ - $ - $ - $ - $ - Sources: (1,000s) WRMPC - Bonds (SDF) $ 17,202 - 17,202 - - - - - - Water Fund $ 411 - 411 - - - - - - Water SDF $ 916 916 - - - - - - - Total Sources $ 18,529 916 $ 17,613 $ $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies Utilities Insurance 1 1 1 1 1 24 24 24 24 24 - - - - - Total O&M Impact $ 25 $ 25 $ 25 $ 25 $ 25 Total Revenue $ - $ - $ - $ - $ - 323 $ - $ - Table of Contents Water Project Detail WA070 Santan Vista Water Treatment Plant - Phase II Phase II improvements will expand the SVWTP to an ultimate capacity of 48 million gallon per day. Gilbert will have 12 million gallon per day of the additional 24 million gallon per day capacity being added. The plant is a joint facility with the City of Chandler. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 4,850 2,320 2,530 - - - - - - Construction Mgmt $ 5,058 15 5,043 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 56,200 191 56,009 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 66,108 $ 2,526 $ 63,582 $ - $ - $ - $ - $ - $ - Sources: (1,000s) WRMPC - Intergov Contribu $ 27,084 797 26,287 - - - - - - 1,679 36,687 - - - - - - 658 50 608 - - - - - $ 66,108 $ 2,526 $ 63,582 WRMPC - Bonds (SDF) $ 38,366 Water Fund $ Total Sources $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel 300 600 600 600 - - - - - Supplies 420 840 840 840 840 Utilities 190 380 380 380 380 - - - - - $ 1,820 $ 1,820 $ 1,820 $ 1,820 $ $ $ $ Contractual Services Insurance Total O&M Impact $ 910 Total Revenue $ - - - - 600 - WA071 Ray- Recker Direct Well System Design, construct/convert two million gallon per day well located on the NE corner of Ray and Recker roads. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs - Professional Services $ 676 11 - - 665 - - - Construction Mgmt $ 565 10 24 - 531 - - - - Land/ROW $ 448 439 9 - - - - - - Construction $ 4,882 - 295 - 4,587 - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 6,571 - $ 5,783 $ 460 $ 328 $ $ - $ - $ - $ - Sources: (1,000s) Water SDF $ 5,514 460 328 - 4,726 - - - - Future Growth Funding $ 1,057 - - - 1,057 - - - - Total Sources $ 6,571 - $ 5,783 $ 460 $ 328 $ $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - 1 1 1 Utilities - - 24 24 24 Insurance - - - - - Total O&M Impact $ - $ - $ 25 $ 25 $ 25 Total Revenue $ - $ - $ - $ - $ - 324 $ - $ - Table of Contents Water Project Detail Reservoir #7 Tank Replacement and Site Improvements WA074 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. It also includes a new chlorinator with variable frequency drives capable of feeding chlorine to multiple points, including Well discharge, booster discharge, and backfill. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 670 516 154 - - - - - - Construction Mgmt $ 336 304 32 - - - - - - Land/ROW $ 112 112 - - - - - - - Construction $ 5,428 4,253 1,175 - - - - - - Equipment & Furniture $ - - - Total Expenses $ 6,546 $ 5,185 $ 1,361 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Water Repl Fund $ 6,532 5,171 1,361 - - - - - - Water Fund $ 14 14 - - - - - - - Total Sources $ 6,546 $ 5,185 $ 1,361 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Water Rights -Settlement WA083 Payment for additional Central Arizona Project water rights in association with the WMAT settlement. This project will result in a net increase in water rights available to Gilbert of 1,013 Acre-feet. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ 10,500 - 10,500 - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 10,500 - $ 10,500 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) Water Fund $ 10,500 Total Sources $ 10,500 $ - 10,500 - $ 10,500 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 325 $ - $ - Table of Contents Water Project Detail Well Blending Pipeline WA087 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. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 161 159 2 - - - - - - Construction Mgmt $ 73 73 - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 702 700 2 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 936 Water Fund $ 936 Total Sources $ 936 $ 932 $ 4 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 932 $ 4 932 $ 4 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - WA088 Trend Homes Direct System Well Conversion Design and construct a two million gallon per day well conversion from an existing irrigation use to a direct to system well. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 863 12 851 - - - - - - Construction Mgmt $ 741 14 727 - - - - - - Land/ROW $ 633 633 - - - - - - - Construction $ 5,197 - - 5,197 - - - - - Equipment & Furniture $ Total Expenses $ 7,434 $ - - - 659 $ 1,578 $ 5,197 $ - $ - $ - $ - $ - Sources: (1,000s) WRMPC-2007 Bonds $ 13 13 - - - - - - - Water Fund $ 60 - 60 - - - - - - Water SDF $ 2,164 646 1,518 - - - - - - Future Growth Funding $ 5,197 - - 5,197 - - - - - Total Sources $ 7,434 659 $ 1,578 $ 5,197 $ $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - 65 65 65 Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ 65 $ 65 $ 65 Total Revenue $ - $ - $ - $ - $ - 326 $ - $ - Table of Contents Water Project Detail Well Site #5 Upgrades WA093 The project consists of multiple upgrades and replacement of various components at Booster Site #5. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 210 199 11 - - - - - - Construction Mgmt $ 150 7 143 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 2,293 532 1,761 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 2,653 738 $ 1,915 738 1,915 738 $ 1,915 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) Water Fund $ 2,653 Total Sources $ 2,653 $ $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - 15 15 15 15 15 Utilities - - - - - Insurance - - - - - Supplies - Total O&M Impact $ 15 $ 15 $ 15 $ 15 $ 15 Total Revenue $ - $ - $ - $ - $ - Water Rights - Phase II WA094 Acquisition of water rights (long term lease) for 3,600 acre-feet of water, and continues a 1 year lease for 15,000 AF for 5 more years until the long term lease can be secured. This project adds 3,600 AF of water rights to the system, which equates to a total of 19,122 additional Equivalent Residential Units (ERU’s). Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ 31,852 290 4,710 14,500 2,352 10,000 - - - Construction $ - - - - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 31,852 290 $ 4,710 $ 14,500 $ 2,352 $ 10,000 $ $ - $ - $ - Sources: (1,000s) Water Resources SDF $ 29,252 290 4,710 14,500 2,352 7,400 - - - Future Growth Funding $ 2,600 - - - - 2,600 - - - Total Sources $ 31,852 290 $ 4,710 $ 14,500 $ 2,352 $ 10,000 $ $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 327 $ - $ - Table of Contents Water Project Detail WA097 Arsenic Treatment Facility Relocation Move arsenic treatment facility from Well Site 26 (located at 5539 E. Baseline Road) to Well Site 28 (located at 2820 E. Riggs Road). Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 110 96 14 - - - - - - Construction Mgmt $ 218 118 100 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 622 497 125 - - - - - - Equipment & Furniture $ 50 - 50 - - - - - - Total Expenses $ 1,000 $ 711 $ 289 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Water Fund $ 1,000 Total Sources $ 1,000 711 $ 711 289 $ 289 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - WA098 San Carlos Apache - 100 Year Water Rights Lease Purchase of water rights from the San Carlos Apache Tribe for a 100 year lease for the right to receive - each year for 100 years - 5,950 Acre Feet of Water. One Acre-Foot of Water is equal to 325,851 gallons of water. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ 11,000 - 11,000 - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 11,000 - $ 11,000 - 11,000 - $ 11,000 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) Water Resources SDF $ 11,000 Total Sources $ 11,000 $ $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 328 $ - $ - Table of Contents Water Project Detail WA099 NWTP - Chemical Line Containment Design and replacement of all chemical lines at the North Water Treatment Plant, with approximately 850 lineal feet of double containment chemical lines. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 90 39 51 - - - - - - Construction Mgmt $ 51 50 1 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 700 486 214 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 841 Water Fund $ 841 Total Sources $ 841 $ 575 $ 266 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 575 $ 575 266 $ 266 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services 5 5 5 5 5 Supplies 5 5 5 5 5 Utilities - - - - - Insurance - - - - - Total O&M Impact $ 10 $ 10 $ 10 $ 10 $ 10 Total Revenue $ - $ - $ - $ - $ - WA101 Waterline Extension - McQueen Road to Industrial Park Provide an approximately 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. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 50 30 20 - - - - - - Construction Mgmt $ 8 3 5 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 176 1 175 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 234 Water Fund $ 234 Total Sources $ 234 $ 34 $ 200 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 34 $ 34 200 $ 200 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 329 $ - $ - Table of Contents Water Project Detail Waterline Extension - Desert Lane to San Angelo WA102 Complete approximately 1600 LF of 8" water line loop on Arizona Ave between San Angelo and Desert Lane, including approximately 750 LF of 12-inch waterline in Baseline Road; east of Fiesta Tech Blvd. Loop is necessary due to separation from the City of Mesa system. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 107 75 32 - - - - - - Construction Mgmt $ 48 3 45 - - - - - - Land/ROW $ 33 - 33 - - - - - - Construction $ 780 8 772 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 968 Water Fund $ 968 Total Sources $ 968 $ 86 $ 882 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 86 $ 86 882 $ 882 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - NWTP South Reservoir Roof Replacement WA103 Replacement of the south reservoir roof at the NWTP. The reservoir at the NWTP is made up of two different reservoirs built at different times. The reservoir holds seven million gallons of potable water. This is also the optimum time to recoat the influent pipe and seal all the joints that are leaking. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 97 43 54 - - - - - - Construction Mgmt $ 103 1 102 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 770 27 743 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 970 Water Repl Fund $ 970 Total Sources $ 970 $ 71 $ 899 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 71 $ 71 899 $ 899 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 330 $ - $ - Table of Contents Water Project Detail Fiesta Tech Radio Expansion WA105 Implementation of drive-by radio reading in the business park. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ - - - - - - - - - Equipment & Furniture $ 115 - 115 - - - - - Total Expenses $ 115 Water Fund $ 115 Total Sources $ 115 $ - $ 115 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 115 $ 115 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - WA106 NIA Priority CAP Water Acquisition Gilbert has been informed that Arizona Department of Water Resources (ADWR) has accepted Gilbert's application for an allocation of Non-Indian Agriculture (NIA) Priority Central Arizona Project water; and the ADWR recommended to the U.S. Secretary of the Interior that the Town of Gilbert receive an allocation of 1,832 AF each year dependent upon supply availability. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ 2,750 - 750 700 700 600 - - - Construction $ - - - - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 2,750 $ - $ 750 $ 700 $ 700 $ 600 $ - $ - $ - Sources: (1,000s) Water Fund $ 2,750 Total Sources $ 2,750 $ - 750 $ 750 700 $ 700 700 $ 700 600 $ 600 $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 331 $ - $ - Table of Contents Water Project Detail WA108 NWTP - Variable Frequency Drive Replacements Replacement of Variable Frequency Drive's for LLP #1, 2 and soft starts for pumps #3, 7. These replacements are based on the replacement life cycle per industry standards and as recommended in the LRIP analysis. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 20 - 20 - - - - - - Construction Mgmt $ 80 - 80 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 200 99 101 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 300 Water Repl Fund $ 300 Total Sources $ 300 $ 99 $ 201 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 99 $ 99 201 $ 201 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - WA109 NWTP - Finished Water VFD Replacement - LRIP The replacement of 2 finished water variable frequency drives (#4,1) and 3 soft starts (#5,8,9). These pumps are used to move water out of the NWTP reservoir and to maintain system pressures. This is a result of the LRIP analysis. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 35 - 35 - - - - - - Construction Mgmt $ 143 - 143 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 883 63 820 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 1,061 $ 63 $ 998 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Water Repl Fund $ 1,061 Total Sources $ 1,061 63 $ 63 998 $ 998 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 332 $ - $ - Table of Contents Water Project Detail WA110 Constellation Way Water Main Design and construction of a 8" water main in the Constellation Way (164th St) alignment from Coldwater Blvd south 2400 ft. This project completes a loop in the water distribution system that is needed to service the Adora Trails subdivision, as well as future developments adjacent to Constellation Way. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 34 - 34 - - - - - - Construction Mgmt $ 33 1 32 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 322 - 322 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 389 Developer Contribution $ 117 CIP O/S Revolving Fund $ - $ 1 $ 388 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Water Fund $ 272 Total Sources $ 389 117 (117) 1 $ 1 - - - - - - - 117 - - - - - - 271 $ 388 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - WA111 Gail Water Line Installation of 1025 feet of 8” water main providing residents along Gail Drive (west of Recker) adequate fire protection and an opportunity for a potable water source. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6- Beyond 10 10 Yrs Professional Services $ 26 24 2 - - - - - - Construction Mgmt $ 5 1 4 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 37 34 3 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 68 Water Fund $ 68 Total Sources $ 68 $ 59 $ 9 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 59 $ 59 9 $ 9 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 333 $ - $ - Table of Contents Water Project Detail Baseline Road - Fiesta Tech to McQueen WA114 Design and Construction 3700 LF of a 16-inch DIP water main on Baseline Rd from Fiesta tech to Mcqueen Rd. This will ensure adequate fire protection to our commercial and residential customers. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 245 - 245 - - - - - - Construction Mgmt $ 330 - 330 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 2,036 - - - 2,036 - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 2,611 - $ 2,036 $ - $ 575 $ $ - $ - $ - $ - Sources: (1,000s) Water Fund $ 2,611 Total Sources $ 2,611 $ - 575 $ 575 $ - 2,036 - $ 2,036 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Waterline - Gilbert Road WA115 Design and construct 3900 LF of 16-inch ductile iron water main on Gilbert Road from West Olive Avenue to West Elliot Road. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 360 - 360 - - - - - - Construction Mgmt $ 369 - 369 - - - - - - Land/ROW $ 20 - 20 - - - - - - Construction $ 2,594 - - 2,594 - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 3,343 749 $ 2,594 $ - $ $ - $ - $ - $ - $ - Sources: (1,000s) Water Repl Fund $ 3,343 Total Sources $ 3,343 $ - $ 749 2,594 749 $ 2,594 $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 334 $ - $ - Table of Contents Water Project Detail WA118 Waterline - Tankersly Replacement Design and construction of several new C900 PVC water mains in the Tankersly Subdivision located near the northwest corner of Higley Road and Pecos Road. Construction will include replacement (upsizing) of existing infrastructure and the installation of new 8-inch and/or larger water mains. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 497 - 497 - - - - - - Construction Mgmt $ 312 - 312 - - - - - - Land/ROW $ 200 - 200 - - - - - - Construction $ 2,386 - - 2,386 - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 3,395 - $ 1,009 $ 2,386 $ $ - $ - $ - $ - $ - Sources: (1,000s) Water Repl Fund $ 3,395 Total Sources $ 3,395 $ - 1,009 2,386 - $ 1,009 $ 2,386 $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 335 $ - $ - Table of Contents FY 2017 Wastewater Project Locator 336 Table of Contents Wastewater Project Summary Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ $ Reclaimed Water Valve Stations WW044 $ 1,093 $ 88 - - 1,005 - - - - Relief Sewers WW069 14,977 - - - 7,413 - - - Candlewood Lift Station and Force Main WW070 10,156 199 2,339 7,618 - - - - - Germann and Higley - 18" Reclaimed Water WW072 5,416 - 940 4,476 - - - - - Greenfield Water Reclamation Plant - Phase WW075 - 7,564 76,758 87 16,458 35,369 24,844 - - - WW077 6,676 - 1,841 4,835 - - - - - GWRP Reclaimed Water Pump Station Expa WW078 1,596 - 1,596 - - - - - - South Recharge Site - Phase II Santan Lift Station Odor Control Conversion WW080 717 568 149 - - - - - WW083 1,595 134 1,461 - - - - - - Reclaimed Water Recovery Well at Elliot Dis WW089 2,257 451 - - 1,806 - - - - Lift Station Odor Scrubber Replacements WW091 2,032 269 1,763 - - - - - - EMF 12" Reclaimed Water Line WW092 729 729 - - - - - - - Monitor Well Replacements Reclaimed Water Reservoir #1 Rehab WW093 417 417 - - - - - - - Recharge Facility/South Area and 4 Recharg WW094 9,076 - - - - - - 9,076 - Reclaimed Water Line Extension in Chandler WW095 1,893 - - 1,893 - - - - - Riparian Preserve Distribution Structure ExpaWW096 1,476 - - - - - - 1,476 - GWRP - Various Plant Improvements WW097 8,205 4 3,873 930 496 429 2,473 - - Fiesta Tech Sewer Service and Lift Station WW099 4,310 311 3,999 - - - - - - Alternative Recovery Well R-5, McQueen Pa WW100 899 - 899 - - - - - - Layton Lakes Lift Station Force Mains Rehab WW101 7,315 18 7,297 - - - - - - WW102 753 - 753 - - - - - - Force Main Repair - Greenfield & Ryan Rds. WW103 1,500 - 1,500 - - - - - - 3,275 $ 44,868 $ 55,121 $ 35,564 Greenfield Odor Control Scrubber Total Capital Expenses Capital Sources: (1,000s) WRMPC-2009 Bonds $ 159,846 $ TRUE $ 88 WRMPC-Future Bonds 76,196 Wastewater Repl Fund Wastewater Fund Wastewater SDF TRUE $ TRUE 88 $ TRUE - 73 15,910 17,691 257 13,106 35,085 2,223 10,837 $ TRUE - $ 35,369 $ 429 TRUE - $ $ 2,473 $ TRUE - $ 10,552 $ TRUE - $ 7,564 TRUE - $ - 24,844 - - - - 930 496 429 2,473 - - 7,048 7,413 - - - 7,564 3,498 634 1,711 234 919 - - - - 13,386 - 3,304 9,077 1,005 - - - - Neely Wastewater SDF 3,350 - - 2,463 887 - - - - Future Growth Funding 10,552 - - - - - - 10,552 - 3,275 $ 44,868 $ 55,121 $ 35,564 $ 429 $ 2,473 $ 10,552 $ $ $ $ 1,009 $ 1,309 $ - Greenfield Wastewater SDF Total Sources $ 159,846 $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost 15 - $ 337 15 190 - $ 190 680 - $ 680 $ 1,009 $ 1,309 $ - $ 7,564 Table of Contents Wastewater Project Detail Candlewood Lift Station and Force Main WW070 Replacement of the Candlewood Lift Station to accommodate future flows per the Water Resources Master Plan. Also includes approximately 5,000 feet of 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. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 1,316 77 1,239 - - - - - - Construction Mgmt $ 1,055 30 1,025 - - - - - - Land/ROW $ 151 76 75 - - - - - - Construction $ 7,634 16 - 7,618 - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 10,156 199 $ 2,339 $ 7,618 $ $ - $ - $ - $ - $ - Sources: (1,000s) Wastewater Fund $ 6,297 16 1,126 5,155 - - - - - Wastewater SDF $ 1,396 183 1,213 - - - - - - Neely Wastewater SDF $ 2,463 Total Sources $ 10,156 $ - - 2,463 199 $ 2,339 $ 7,618 $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - 10 10 10 Insurance - - - - - Total O&M Impact $ - $ - $ 10 $ 10 $ 10 Total Revenue $ - $ - $ - $ - $ - WW072 Germann and Higley - 18" Reclaimed Water Main Install a reclaimed water main in Higley Road from one half mile north of Ocotillo Road to Germann Road and in Germann from Higley one quarter mile to the west. This project is to close a critical loop in the reclaimed water distribution system in order to better meet customer demands. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 410 - 410 - - - - - - Construction Mgmt $ 476 - 476 - - - - - - Land/ROW $ 54 - 54 - - - - - - Construction $ 4,476 - - 4,476 - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 5,416 940 $ 4,476 940 4,476 940 $ 4,476 $ - $ $ - $ - $ - $ - $ - Sources: (1,000s) Greenfield Wastewater SDF$ 5,416 Total Sources $ 5,416 $ - $ $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - 28 28 28 Insurance - - - - - Total O&M Impact $ - $ - $ 28 $ 28 $ 28 Total Revenue $ - $ - $ - $ - $ - 338 $ - $ - Table of Contents Wastewater Project Detail WW075 Greenfield Water Reclamation Plant - Phase III 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 is scheduled to be completed by the end of 2018 and bring Gilbert's share of the total capacity to 12 million gallons per day (MGD). Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 6,840 68 3,841 2,931 - - - - - Construction Mgmt $ 904 19 885 - - - - - - Land/ROW $ - - - - - - - - Construction $ 69,014 - 11,732 32,438 24,844 - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 76,758 87 $ 16,458 $ 35,369 $ 24,844 $ $ - $ - $ - $ - Sources: (1,000s) WRMPC-Future Bonds $ 76,196 73 15,910 35,369 24,844 - - - - Wastewater Fund $ 14 548 - - - - - - Total Sources $ 76,758 87 $ 16,458 $ 35,369 $ 24,844 562 $ $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - 300 600 900 Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ 300 $ 600 $ 900 Total Revenue $ - $ - $ - $ - $ - WW077 South Recharge Site - Phase III This project will increase the South Recharge Facility's capacity by constructing the southern half of the site with the installation of 4 new basins and the planned extension of the site's delivery canal. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 756 - 756 - - - - - - Construction Mgmt $ 663 - 663 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 5,257 - 422 4,835 - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 6,676 - $ 1,841 $ 4,835 $ $ - $ - $ - $ - $ - Sources: (1,000s) Wastewater Fund $ 575 - 575 - - - - - Wastewater SDF $ 234 - - 234 - - - - - Greenfield Wastewater SDF$ 5,867 - 1,266 4,601 - - - - - - $ 1,841 $ 4,835 Total Sources $ 6,676 $ $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - 75 75 75 Contractual Services - - - - - Supplies - - - - - Utilities - - 75 75 75 Insurance - - - - - Total O&M Impact $ - $ - $ 150 $ 150 $ 150 Total Revenue $ - $ - $ - $ - $ - 339 $ - - $ - Table of Contents Wastewater Project Detail WW078 Greenfield Reclaimed Water Pump Station Expansion Expansion of the pump station located at the reclaimed water reservoir adjacent to the Greenfield Water Reclamation Plant. Improvements include the addition of two new planned pumps, variable frequency drives and associated electrical equipment. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 159 - 159 - - - - - - Construction Mgmt $ 201 - 201 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,236 - 1,236 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 1,596 - $ 1,596 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) Wastewater SDF 498 - 498 - - - - - - Greenfield Wastewater SD $ 1,098 - 1,098 - - - - - - - $ 1,596 Total Sources $ $ 1,596 $ $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - 85 85 85 Contractual Services - - - - 85 - Supplies - 35 35 35 35 Utilities - 55 55 55 55 Insurance - - - - - Total O&M Impact $ - $ 175 $ 175 $ 175 $ 175 Total Revenue $ - $ - $ - $ - $ - Santan Lift Station Odor Control Conversion WW080 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. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs - Professional Services $ 128 123 5 - - - - - Construction Mgmt $ 79 53 26 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 510 392 118 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 717 Wastewater Fund $ 717 Total Sources $ 717 $ 568 $ 149 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 568 $ 568 149 $ 149 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 340 $ - $ - Table of Contents Wastewater Project Detail WW083 Reclaimed Water Reservoir #1 Rehabilitation This project will rehabilitate two older reclaimed water reservoir tanks by recoating the inside and outside of the tanks and making miscellaneous minor repairs. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 140 91 49 - - - - - - Construction Mgmt $ 110 43 67 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,345 - 1,345 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 1,595 134 $ 1,461 134 1,461 134 $ 1,461 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) Wastewater Fund $ 1,595 Total Sources $ 1,595 $ $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Lift Station Odor Scrubber Replacements WW091 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. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 380 246 134 - - - - - - Construction Mgmt $ 250 21 229 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,402 2 1,400 - - - - - - Equipment & Furniture $ Total Expenses $ 2,032 $ - - 269 $ 1,763 - 239 1,763 - - - - - - 30 - - - - - - - 269 $ 1,763 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Wastewater Repl Fund $ 2,002 Wastewater Fund $ Total Sources $ 2,032 30 $ $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 341 $ - $ - Table of Contents Wastewater Project Detail WW097 GWRP - Various Plant Improvements Pursuant to the Intergovernmental Agreement with the City of Mesa and Town of Queen Creek for the operation and maintenance of the Greenfield Wastewater Reclamation Plant (GWRP). Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 8,205 4 3,873 930 496 429 2,473 - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 8,205 4 $ 3,873 429 $ 2,473 $ $ 930 $ 496 $ $ - $ - Sources: (1,000s) Wastewater Repl Fund $ 6,874 - 2,546 930 496 429 2,473 - Wastewater Fund $ 1,331 4 1,327 - - - - - Total Sources $ 8,205 4 $ 3,873 429 $ 2,473 $ $ 930 $ 496 $ $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Fiesta Tech Sewer Service and Lift Station WW099 Sewer treatment service for this area is currently provided by the City of Mesa through an IGA. This project will resewer the Fiesta Tech area so it will instead flow to Gilbert's Neely Wastewater Plant for treatment. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 355 281 74 - - - - - - Construction Mgmt $ 370 22 348 - - - - - - Land/ROW $ 100 2 98 - - - - - - Construction $ 3,485 6 3,479 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 4,310 311 $ 3,999 311 3,999 311 $ 3,999 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) Wastewater Fund $ 4,310 Total Sources $ 4,310 $ $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 342 $ - $ - Table of Contents Wastewater Project Detail WW100 Alternate Recovery Well R-5, McQueen Park 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. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 150 - 150 - - - - - - Construction Mgmt $ 70 - 70 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 679 - 679 - - - - - - Equipment & Furniture $ - Total Expenses $ 899 Wastewater Fund $ 899 Total Sources $ 899 $ - $ 899 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 899 $ 899 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel 2 2 2 2 Contractual Services - - - - - Supplies 1 1 1 1 1 12 12 12 12 12 - - - - - Utilities Insurance 2 Total O&M Impact $ 15 $ 15 $ 15 $ 15 $ 15 Total Revenue $ - $ - $ - $ - $ - WW101 Layton Lakes Lift Station Force Main Rehabilitation Rehabilitation of two sewer force main pipelines that serve the Layton Lakes Lift Station. Existing 18-inch and 14inch concrete lined Ductile Iron Pipe (DIP) force mains both need to be rehabilitated due to pipeline corrosion. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 735 1 734 - - - - - - Construction Mgmt $ 702 17 685 - - - - - - Land/ROW $ 18 - 18 - - - - - - Construction $ 5,860 - 5,860 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 7,315 18 $ 7,297 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) Wastewater Repl Fund $ 7,315 Total Sources $ 7,315 $ 18 7,297 18 $ 7,297 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 343 $ - $ - Table of Contents Wastewater Project Detail WW102 Greenfield Odor Control Scrubber Rehabilitation and repair of the existing odor control scrubber at the Greenfield Water Reclamation facility and construction of a secondary odor control system to support future facility maintenance operations. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 753 - 753 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 753 Wastewater Fund $ 753 Total Sources $ 753 $ - $ 753 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 753 $ 753 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Force Main Repair - Greenfield and Ryan Road WW103 Repair of sinkhole located on Greenfield Road near Ryan Road. An emergency bypass plan to maintain wastewater service to Gilbert residents was executed. The excavation confirmed a wastewater pipe material failure. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ 400 - 400 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,100 - 1,100 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 1,500 - $ 1,500 - 1,500 - $ 1,500 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) Wastewater Repl Fund $ 1,500 Total Sources $ 1,500 $ $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 344 $ - $ - Table of Contents FY 2017 Parks & Recreation Project Locator 345 Table of Contents Parks and Recreation Project Summary Capital Expenses: (1,000s) Freestone Park Expansion (North) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6-10 Beyond 10 Yrs $ $ $ $ $ - $ 10,710 $ - - PR003 $ 10,710 Heritage Trail Middle Segment (Consolidated PR006 1,935 $ 311 - 1,624 - - - - - Western Canal Trail PR011 1,371 1,267 104 - - - - - - Nichols Park at Water Ranch Phases II and PR019 4,418 - - - - - 1,224 3,194 - Freestone Skate and Tennis Facility - Phase PR024 3,474 - - - - - - 3,474 - Gilbert Regional Park PR031 83,794 648 1,737 8,498 4,685 37,315 - 30,911 - Rittenhouse District Park PR032 75,793 16,715 - - - - - 59,078 - Marathon Trail ( East Maricopa Floodway) PR033 15,547 - - - - - - 15,547 - Skate Park PR034 1,011 - - - - - - 1,011 - Culture and Education Center PR037 67,750 - - - - - - - 67,750 Crossroads Park - Phase III PR039 8,195 24 - - - - - 8,171 - Freestone Recreation Center Pool PR042 7,599 - - - - - - 7,599 - Crossroads Park - Stabilization of Lake Emb PR053 3,021 - - - 3,021 - - - - Parks and Trails Signs PR056 402 - 50 352 - - - - - Urban Lakes Renovation PR057 5,782 - 1,034 380 268 - 1,038 1,368 1,694 Rittenhouse Trail PR058 3,653 - - - - - - - 3,653 Powerline Trail - Phase IV PR062 3,402 - 1,202 2,200 - - - - - McQueen Park - Phase IV PR063 1,952 - - - - - - 1,952 - Hetchler Park - Phase II PR069 3,030 - - - 692 2,338 - - - Riparian Education Center PR071 1,275 - - - - - - - 1,275 Powerline Trail Drainage at Holliday Farms PR078 90 90 - - - - - - - Crossroads Park NE Expansion - Phase II PR079 2,092 - - - - - - 2,092 - South Area Pool PR081 8,991 - - - 1,803 7,188 - - - Public Bike Park Facility PR082 1,147 - - - - - - - 1,147 Santan Vista Trail - Phase II PR084 2,496 - 489 2,007 - - - - - Santan Vista Trail - Phase III PR085 5,238 4 - - - - - 5,234 - Shade Structures - Various Locations PR092 1,897 - - 430 1,467 - - - - Trail Crossing Signals - Phase II PR095 129 124 5 - - - - - - Santan Vista Trail - Phase IV PR097 2,045 - - - - - - 2,045 - Pool Repairs - Various Locations PR098 1,399 1,364 35 - - - - - - Trail - Santan Freeway - Val Vista to Discove PR101 2,720 - - - - - - - 2,720 Trail - Santan Freeway - Discovery Park to C PR102 3,831 - - - - - - 1,371 2,460 Playground Replacements - Various Park Sit PR103 4,094 895 360 - 425 - - 2,175 239 Water Tower Plaza - System Repairs and Up PR104 392 - - - 392 - - - - Pool Chemial Room Modifications PR106 355 324 31 - - - - - - Riparian Preserve Yurts PR107 164 - - - - - - - 164 Discovery Park Playground Structure PR108 434 - - - - - - 434 - Riparian - Interpretive Sign Replacement PR109 489 - 165 162 - 162 - - - Powerline Trail - Recker to Power PR110 1,704 - - - - - - 1,704 - Southeast Regional Library - Fountain/Parkin PR111 600 - 600 - - - - - - Gilbert Youth Soccer Complex - Sprinkler Ad PR112 3,144 - - - - - - 3,144 - Western Powerline Trail - UPRR Grade Sepa PR113 4,708 10 1,667 3,031 - - - - - Elliot District Park Repairs Phase I PR114 4,173 3,873 300 - - - - - - Town Store - Southeast Regional Library PR115 129 - - - - - 129 - - Irrigation System Replacements PR116 16,265 - - - - 1,128 4,121 11,016 - Irrigation Controller Replacements PR117 1,890 - 50 1,840 - - - - - McQueen Activity Center Roof Resurface PR119 90 52 38 - - - - - - Santan Vista Trail - Phase V PR121 1,800 - - - - - - - 1,800 Freestone Recreation Center Roof PR122 2,222 58 2,164 - - - - - - 346 Table of Contents Parks and Recreation Project Summary Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6-10 Beyond 10 Yrs Trail Lighting PR123 936 - - - - - - 936 - Cosmo Park Turf Project PR124 410 - - - - 410 - - - Elliot District Park Improvements PR125 11,360 - 11,360 - - - - - - 25,759 $ 23,015 $ 18,900 $ 12,753 $ 48,541 6,512 $ 173,166 TRUE TRUE TRUE TRUE Total Capital Expenses Capital Sources: (1,000s) PFMPC-2009 Bonds $ 391,548 $ $ TRUE $ 10,268 $ 10,268 198 198 - - - - - - - 136,217 - - - - - - 134,523 1,694 4,519 - 2,619 1,900 - - - - - 2021 Future Parks Bonds Aesthetic Funds Developer Contribution $ - $ - $ - $ - $ TRUE 82,902 TRUE 2001 GO Bonds 02-03 TRUE $ - $ TRUE - $ - 9 9 - - - - - - - 19 19 - - - - - - - CIP Outside Sources 5,103 815 1,257 3,031 - - - - - CIP O/S Revolving Fund 9,222 (230) 9,345 107 - - - - - 6,512 5,753 239 Salt River Project General Fund 38,428 7,536 7,558 3,557 5,573 1,700 Park SDF 31,692 7,130 2,236 10,305 2,495 9,526 - - - Future Growth Funding 38,070 - - - - - - 32,890 5,180 1,275 - - - - - - - 1,275 14 14 - - - - - - - Unidentified 74,514 - - - - - - - 74,514 Miscellaneous 42,000 - - - 4,685 37,315 - - - Total Sources $ 391,548 25,759 $ 23,015 $ 18,900 $ 12,753 $ 48,541 $ 6,512 $ 173,166 $ $ $ $ $ 2,382 $ Private Fund Investment Income $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost 12 - $ 347 12 24 - $ 24 263 - $ 263 408 - $ 408 $ 2,382 - $ - $ 82,902 Table of Contents Parks and Recreation Project Detail Heritage Trail Middle Segment PR006 Multi-modal canal trail improvements from the Western Canal south to Warner Road. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 367 279 88 - - - - - - Construction Mgmt $ 111 31 80 - - - - - - Land/ROW $ 45 - 45 - - - - - - Construction $ 1,412 1 1,411 - - - - - - Equipment & Furniture $ - - - - - - - Total Expenses $ 1,935 311 $ 1,624 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) Aesthetic Funds $ 1,467 - 1,467 - - - - - - CIP O/S Revolving Fund $ (1,352) - (1,352) - - - - - - General Fund $ 1,702 193 1,509 - - - - - - Park SDF $ 118 - - - - - - Total Sources $ 1,935 311 $ 1,624 118 $ $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - 5 5 5 5 Supplies - - - - - Utilities - 1 1 1 1 Insurance - - - - - Total O&M Impact $ - $ 6 $ 6 $ 6 $ 6 Total Revenue $ - $ - $ - $ - $ - Western Canal Trail PR011 Improvements focus on the south side of the Western Canal in these areas: directly north of Crystal Point Estates, the section adjacent to McQueen Park, and the section west of McQueen Road to the Chandler boundary. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 257 246 11 - - - - - - Construction Mgmt $ 139 117 22 - - - - - - Land/ROW $ 15 15 - - - - - - - Construction $ 960 889 71 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 1,371 $ 1,267 $ 104 $ - $ - $ - $ - $ - $ - Sources: (1,000s) Aesthetic Funds $ 1,152 Developer Contribution $ CIP O/S Revolving Fund $ (1,152) General Fund $ 1,356 Investment Income $ Total Sources 9 - 1,152 - - - - - - 9 - - - - - - - - - - - - - - (1,152) 1,252 104 - - - - - - 6 6 - - - - - - - $ 1,371 $ 1,267 $ 104 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 348 $ - $ - Table of Contents Parks and Recreation Project Detail Gilbert Regional Park PR031 The park will be designed to serve two purposes: flood control and storm water retention, as well as park and recreation amenities. Tthe park will be a destination facility for a variety of recreation pursuits for a regional population. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 10,085 91 1,705 - 4,642 - - 3,647 - Construction Mgmt $ 129 20 32 - 43 - - 34 - Land/ROW $ - - - - - - - - - Construction $ 73,580 537 - 8,498 - 37,315 - 27,230 - Equipment & Furniture $ - - - - - - - - Total Expenses $ 83,794 648 $ 1,737 $ 8,498 $ 4,685 $ 37,315 - $ 30,911 $ $ $ - Sources: (1,000s) 2021 Future Parks Bonds $ 30,911 - - - - - - 30,911 - General Fund $ 1,205 109 703 393 - - - - - Park SDF $ 9,678 539 1,034 8,105 - - - - - Miscellaneous $ 42,000 - - - 4,685 37,315 - - Total Sources $ 83,794 648 $ 1,737 $ 8,498 $ 4,685 $ 37,315 - $ 30,911 $ $ $ - Operation and Maintenance Impact: (1,000s) Personnel - - 140 220 870 Contractual Services - - 70 110 435 Supplies - - 18 28 109 Utilities - - 4 6 22 Insurance - - - - $ 1,436 Total O&M Impact $ - $ - $ 231 $ 363 Total Revenue $ - $ - $ - $ - $ - Parks and Trails Signs PR056 The project will develop sign designs and themes for trail signage to include informational and directional signage. Parks signs are to replace worn and outdated rules/regulations signage. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 69 - 40 29 - - - - - Construction Mgmt $ 56 - 10 46 - - - - - Land/ROW $ - - - - - - - - - Construction $ 277 - - 277 - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 402 General Fund $ 402 Total Sources $ 402 $ - $ 50 $ 352 $ - $ - $ - $ - $ - Sources: (1,000s) $ - 50 $ 50 352 $ 352 $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 349 $ - $ - Table of Contents Parks and Recreation Project Detail Urban Lakes Renovation PR057 This project provides for lake dredging, lake liner replacements, sediment testing, seepage testing, pump replacements and upgrades, turf removal to eliminate run-off into lakes, addition of aerator equipment, and the reconditioning of pump stations. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 35 - 35 - - - - - - Construction Mgmt $ 106 - 106 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 5,641 - 893 380 268 - 1,038 1,368 1,694 Equipment & Furniture $ - - - - - - - - Total Expenses $ 5,782 - $ 1,034 - $ 1,038 $ 1,368 $ 1,694 $ $ 380 $ 268 $ Sources: (1,000s) 2021 Future Parks Bonds $ 3,062 - - - - - - 1,368 1,694 General Fund $ 2,720 - 1,034 380 268 - 1,038 - - Total Sources $ 5,782 - $ 1,034 - $ 1,038 $ 1,368 $ 1,694 $ $ 380 $ 268 $ Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Powerline Trail - Phase IV PR062 Multi-use trail improvements along the Western Canal/Powerline corridor from 1/2 mile east of Val Vista Road to Greenfield Road. Expenses: (1,000s) Total Prior Years FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 372 - 372 - - - - - - Construction Mgmt $ 286 - 286 - - - - - - Land/ROW $ 544 - 544 - - - - - - Construction $ 1,840 - - 1,840 - - - - - Equipment & Furniture $ - - 360 - - - - - Total Expenses $ 3,402 - $ 1,202 $ 2,200 360 $ $ - $ - $ - $ - $ - Sources: (1,000s) Park SDF $ 3,402 Total Sources $ 3,402 $ - 1,202 2,200 - $ 1,202 $ 2,200 $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - 2 2 2 Supplies - - - - - Utilities - - 1 1 1 Insurance - - - - - Total O&M Impact $ - $ - $ 3 $ 3 $ 3 Total Revenue $ - $ - $ - $ - $ - 350 $ - $ - Table of Contents Parks and Recreation Project Detail Santan Vista Trail - Phase II PR084 Multi-modal Canal trail improvements along the Eastern Canal (Santan Vista Trail) from Baseline Road south to Germann Road. Phase II includes improvements to the section from Warner Road to Ray Road. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 241 - 241 - - - - - - Construction Mgmt $ 248 - 248 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 2,007 - - 2,007 - - - - - Equipment & Furniture $ Total Expenses $ 2,496 - $ - $ - - 489 $ 2,007 $ - $ - $ - $ - $ - Sources: (1,000s) Aesthetic Funds $ 1,900 - - 1,900 - - - - - CIP O/S Revolving Fund $ - 489 107 - - - - - Total Sources $ 2,496 489 $ 2,007 596 $ - $ $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - 3 3 3 Supplies - - - - - Utilities - - 1 1 1 Insurance - - - - - Total O&M Impact $ - $ - $ 4 $ 4 $ 4 Total Revenue $ - $ - $ - $ - $ - Trail Crossing Signals - Phase II PR095 Design and construction of pedestrian actuated beacons (HAWKs) for trail crossings at SRP Powerline Trail at Elliot Road and Guadalupe Road, SanTan Vista Trail at Baseline Road. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 22 22 - - - - - - - Construction Mgmt $ 15 10 5 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 92 92 - - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 129 $ 124 $ 5 $ - $ - $ - $ - $ - $ - Sources: (1,000s) General Fund $ 103 98 5 - - - - - - Park SDF $ 26 26 - - - - - - - Total Sources $ 129 $ 124 $ 5 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies 6 6 6 6 6 Utilities 6 6 6 6 6 Insurance - - - - - Total O&M Impact $ 12 $ 12 $ 12 $ 12 $ 12 Total Revenue $ - $ - $ - $ - $ - 351 $ - $ - Table of Contents Parks and Recreation Project Detail Pool Repairs - Various Locations PR098 Pool repairs at Mesquite, Greenfield, Perry, and Williams Field pools. All four pools require Virginia Graeme Baker Act (VGBA) drain cover modifications/replacement and sump work. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 164 158 6 - - - - - - Construction Mgmt $ 55 55 - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,180 1,151 29 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 1,399 $ 1,364 $ 35 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 2001 GO Bonds 02-03 $ 197 197 - - - - - - - CIP Outside Sources $ 759 759 - - - - - - - CIP O/S Revolving Fund $ (174) (174) - - - - - - - General Fund $ 617 582 35 - - - - - - Total Sources $ 1,399 $ 1,364 $ 35 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Playground Replacements - Various Locations PR103 Remove and replace play structures in the following fiscal years and locations: FY 2017 – Villa Madeira, John Allen; FY 2019 – Page Park, Village Park West, McQueen Ballfield North, Freestone Soccer Fields, Circle G South, Sunview; Years 6-10 and Beyond 10 will be determined once in five year plan. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 403 49 20 - 62 - - 242 30 Construction Mgmt $ 312 26 15 - 73 - - 152 46 Land/ROW $ - - - - - - - - - Construction $ 3,379 820 325 - 290 - - 1,781 163 Equipment & Furniture $ - - - - - - - - Total Expenses $ 4,094 - $ 2,175 - 2,175 - $ 2,175 $ 895 $ 360 $ - $ 425 $ - $ $ 239 Sources: (1,000s) General Fund $ 4,094 Total Sources $ 4,094 895 $ 895 360 $ 360 $ - 425 $ 425 $ - $ Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 352 239 $ 239 Table of Contents Parks and Recreation Project Detail Pool Chemical Room Modifications PR106 Modify the chemical rooms at Mesquite, Greenfield, Williams Field, and Perry pools by adding a barrier wall between the chlorine and acid systems and modifying the chemical room ventilation systems at each of the four pools. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 43 32 11 - - - - - - Construction Mgmt $ 32 30 2 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 280 262 18 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 355 $ 324 $ 31 $ - $ - $ - $ - $ - $ - Sources: (1,000s) CIP Outside Sources $ 56 56 - - - - - - - CIP O/S Revolving Fund $ (56) (56) - - - - - - - General Fund $ 355 324 31 - - - - - - Total Sources $ 355 $ 324 $ 31 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - PR109 Riparian Interpretive Sign Replacement Replace original interpretive and informational signs located at the Riparian at Water Ranch. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 53 - 25 14 - 14 - - - Construction Mgmt $ 82 - - 41 - 41 - - - Land/ROW $ - - - - - - - - - Construction $ 354 - 140 107 - 107 - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 489 General Fund $ 489 Total Sources $ 489 $ - $ 165 $ 162 $ - $ 162 $ - $ - $ - Sources: (1,000s) $ - 165 $ 165 162 $ 162 $ - 162 $ 162 $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - Contractual Services - - - - - Supplies - - 1 1 2 Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ 1 $ 1 $ 2 Total Revenue $ - $ - $ - $ - $ - 353 $ - $ - Table of Contents Parks and Recreation Project Detail Southeast Regional Library Fountain and Parking Lot Connection PR111 The project modify will add a new drive aisle to provide vehicular connectivity between the existing west and north parking lots. In addition, the current fountain will be modified and repaired. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 50 - 50 - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 550 - 550 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 600 General Fund $ 600 Total Sources $ 600 $ - $ 600 $ - $ - $ - $ - $ - $ - Sources: (1,000s) $ - 600 $ 600 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - 3 3 3 3 Supplies - - - - - Utilities - 3 3 3 3 Insurance - - - - - Total O&M Impact $ - $ 6 $ 6 $ 6 $ 6 Total Revenue $ - $ - $ - $ - $ - Western Powerline Trail UPRR Grade Separated Pedistrian Crossing PR113 Construct a grade separated pedestrian crossing over the Union Pacific Railroad (UPRR) at the intersection of the Western Powerline Trail (WPT) approximately ½ mile west of Gilbert Road. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 700 10 690 - - - - - - Construction Mgmt $ 623 - 623 - - - - - - Land/ROW $ 354 - 354 - - - - - - Construction $ 3,031 - - 3,031 - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 4,708 10 $ 1,667 $ 3,031 $ $ - $ - $ - $ - $ - Sources: (1,000s) CIP Outside Sources $ 4,288 General Fund $ Total Sources $ 4,708 420 $ - 1,257 3,031 - - - - 10 410 - - - - - 10 $ 1,667 $ 3,031 $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 354 $ - $ - Table of Contents Parks and Recreation Project Detail Elliot District Park Repairs - Phase I PR114 Complete phase I repair work at Elliot District Park (EDP). Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 2,401 2,101 300 - - - - - - Construction Mgmt $ 223 223 - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,461 1,461 - - - - - - - Equipment & Furniture $ 88 88 - - - - - - - Total Expenses $ 4,173 $ 3,873 $ 300 $ - $ - $ - $ - $ - $ - Sources: (1,000s) CIP Outside Sources $ - - - - - - - - - CIP O/S Revolving Fund $ - - - - - - - - - General Fund $ 4,173 3,873 300 - - - - - Total Sources $ 4,173 $ 3,873 $ 300 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Irrigation Controller Replacements PR117 This project will replace obsolete irrigation controllers in parks and along trails. The $50,000 allocated in FY 2017 is for a pilot program to be tested at one park. This pilot program will help determine the return on investment once all new controllers are installed. The proposed controllers will include field communication capabilities, alert notifications, and automatic evapo-transpiration controls. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 202 - 5 197 - - - - - Construction Mgmt $ 253 - - 253 - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,435 - 45 1,390 - - - - - Equipment & Furniture $ - - - - - - - Total Expenses $ 1,890 50 $ 1,840 50 1,840 50 $ 1,840 $ - $ $ - $ - $ - $ - $ - Sources: (1,000s) General Fund $ 1,890 Total Sources $ 1,890 $ - $ $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 355 $ - $ - Table of Contents Parks and Recreation Project Detail McQueen Activity Center Roof Resurface PR119 Install a foam roof over the original section of the McQueen Park Activity Center, approximately 15,000 square feet, which was constructed in 1997 which has developed leaks. This resurface project will extend the life of the roof another 20 years. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ - - - - - - - - - Construction Mgmt $ - - - - - - - - - Land/ROW $ - - - - - - - - - Construction $ 90 52 38 - - - - - - Equipment & Furniture $ - - - - - - - - - Total Expenses $ 90 General Fund $ 90 Total Sources $ 90 $ 52 $ 38 $ - $ - $ - $ - $ - $ - Sources: (1,000s) 52 $ 38 52 $ 38 $ - $ - $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - Freestone Recreation Center Roof Repair PR122 This project addresses water intrusion issues at the Freestone Recreation Center through the roof, walls, and windows. Also included are foundation repairs and replacements. Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 610 Beyond 10 Yrs Professional Services $ 181 8 173 - - - - - - Construction Mgmt $ 153 50 103 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 1,888 - 1,888 - - - - - - Equipment & Furniture $ - - - - - - - Total Expenses $ 2,222 58 $ 2,164 58 2,164 58 $ 2,164 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) General Fund $ 2,222 Total Sources $ 2,222 $ $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 356 $ - $ - Table of Contents Parks and Recreation Project Detail Elliot District Park Improvements PR125 Construct improvements to the Elliot District Park (EDP). Expenses: (1,000s) Prior Years Total FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 Years 6- Beyond 10 10 Yrs Professional Services $ 1,000 - 1,000 - - - - - - Construction Mgmt $ 360 - 360 - - - - - - Land/ROW $ - - - - - - - - - Construction $ 10,000 - 10,000 - - - - - - Equipment & Furniture $ - - - - - - - - Total Expenses $ 11,360 - $ 11,360 $ $ - $ - $ - $ - $ - $ - Sources: (1,000s) CIP O/S Revolving Fund $ 11,360 Total Sources $ 11,360 $ - 11,360 - $ 11,360 $ - $ - $ - $ - Operation and Maintenance Impact: (1,000s) Personnel - - - - - Contractual Services - - - - - Supplies - - - - - Utilities - - - - - Insurance - - - - - Total O&M Impact $ - $ - $ - $ - $ - Total Revenue $ - $ - $ - $ - $ - 357 $ - $ - Table of Contents 358 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, 2016. 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 $ 105,250,000 9,320,000 115,940,000 104,575,000 36,980,000 6,480,000 Total Bonds Outstanding $ 378,545,000 Subordinate Lien Pledged Revenue Obligations 10% Improvement District 2% General Obligation 28% Water Resources Municipal Property Corporation 27% Street and Highway User Revenue 2% Public Facility Municipal Property Corporation 31% 359 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 2007/2008 2008/2009 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 Secondary Assessed Valuation* 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 1,979,359,269 Percent Change 61.59% 16.80% -3.45% -14.06% -18.98% -9.98% -4.81% 14.71% 0.87% 7.26% Property Tax Levy 27,757,550 31,836,500 30,739,000 26,418,130 21,400,000 19,300,000 18,440,000 19,500,000 19,500,000 21,000,000 *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 5.00% (since 2008) in the Town combined with strategic debt planning allowed Gilbert to keep the same property tax rate for 12 years from FY 2003 through FY 2014 at $1.15 per $100 in secondary assessed valuation.. The Town decreased the rate to approximately $1.06 per $100 in assessed valuation in FY 2015. Council has chosen to use debt service fund balance in FY 2017 to keep the rate at approximately $1.06 which should generate about $21.0 million of revenue. Actual debt service obligations for FY 2017 are scheduled to be just about $22.7 million. Assessed value for Property Tax purposes lags market by nearly two years. 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. 360 Table of Contents Debt Service There is a limit of 20% of secondary assessed valuation for projects involving streets, water, sewer, artificial lighting, parks, open space, and recreational facility improvements. There is a limit of 6% of secondary assessed valuation for any other general-purpose project. Voter authorization is required before General Obligation Bonds can be issued. In 2001 a Citizens Bond Committee recommended the Council forward to the voters a bond authorization election in the amount of $57,481,000. The Council approved this action and the bond authorization election was successful. In May 2003, the voters approved general obligation bonds in the amount of $80 million to pay for street construction and in March 2006, voters approved $75 million for street improvements and $10 million for parks and recreation facilities. In November 2007, voters approved $174 million for street improvements. The following table outlines the remaining authorization for each voter approved election: Election Date November 2001 May 2003 March 2006 November 2007 Authorized $ $ $ $ Issued 57,481,000 80,000,000 85,000,000 174,000,000 $ $ $ $ 45,722,000 80,000,000 85,000,000 102,990,000 Remaining 20% $ $ $ $ 11,759,000 71,010,000 The information below shows the legal bonding limit for General Obligation bonds as of July 1, 2016. Debt Capacity with Bond Premiums Included 6% Limitation FY 2017 Secondary Assessed Valuation $ 1,979,359,269 Allowable 6% Debt 118,761,556 Less: 6% Debt Outstanding Unused 6% Debt Capacity $ 118,761,556 20% Limitation FY 2017 Secondary Assessed Valuation $ 1,979,359,269 Allowable 20% Debt 395,871,854 Less: 20% Debt Outstanding (105,250,000) Unused 20% Debt Capacity $ 290,621,854 The following table provides the detail for the FY 2017 general obligation debt budget. Revenue is provided from the secondary property tax levy. Issue Name GO Series 2008 GO Series 2017 * (Anticipated) Total General Obligation Debt Issued 187,990,000 71,010,000 $259,000,000 Debt Outstanding 105,250,000 71,010,000 $176,260,000 Tax Supported Debt Payments 17,676,250 5,000,000 $22,676,250 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 upgraded Gilbert’s GO ratings to Aaa; S&P has set their underlying GO rating for the Town of Gilbert at AA+, the second 361 Table of Contents Debt Service highest possible rating. This is evidence of the Town’s emphasis on responsible financial stewardship, as well a reflection of a great community. Gilbert anticipates issuing the remaining $71M of November 2007 authorization in the spring of 2017. 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’. 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 15,000,000 15,000,000 15,300,000 Debt Service 3,395,050 3,411,250 3,412,250 3,412,500 Coverage 4.0x 4.4x 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, so there is no outstanding water or wastewater revenue bond debt. Water Resources and Public Facilities Municipal Property Corporation Bonds are issued by nonprofit corporations created by Gilbert as a financing mechanism for the purpose of funding the construction or acquisition of capital improvement projects. The Municipal Property Corporation is governed by a board of directors consisting of citizens from the community appointed by the Council. These bonds may be issued without voter approval. Water Resources issues are split into two funds based on the revenue source for debt repayment. There is a debt fund for Water projects and a debt fund for Wastewater projects. In June 2016, Gilbert refunded the outstanding 2007 WRMPC debt for a savings of nearly $15 million and issued new debt for the San Tan Vista Water Treatment Plant expansion. 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 $6,480,000. 362 Table of Contents Debt Service The following table indicates the principal amount of debt paid annually by type of debt: Fiscal Year 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 13,200,000 14,000,000 14,250,000 14,800,000 15,500,000 16,500,000 17,000,000 - Street and Highway 2,975,000 3,095,000 3,250,000 - MPC Public Facilities 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 - Suborninate Improvement MPC Water Resources Lien District 4,830,000 655,000 375,000 5,055,000 670,000 395,000 5,285,000 700,000 395,000 5,545,000 735,000 420,000 5,835,000 770,000 445,000 6,115,000 810,000 470,000 6,445,000 850,000 490,000 6,750,000 895,000 515,000 7,080,000 935,000 540,000 7,455,000 985,000 580,000 7,740,000 1,035,000 610,000 8,125,000 1,085,000 610,000 8,315,000 1,140,000 635,000 8,550,000 1,195,000 6,835,000 1,235,000 2,950,000 1,275,000 3,070,000 1,320,000 3,190,000 1,365,000 3,320,000 1,415,000 3,450,000 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 - $105,250,000 $9,320,000 $104,575,000 $115,940,000 363 $36,980,000 $6,480,000 Table of Contents Debt Service The following table indicates the total interest payments per year by type of debt: Fiscal Year 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 4,476,250 3,816,250 3,116,250 2,403,750 1,663,750 1,005,000 510,000 - Street and Highway 436,250 317,250 162,500 - MPC Public Facilities 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 - $16,991,250 $916,000 $34,386,350 364 Subordinate Improvement MPC Water Resources Lien District 4,984,570 1,605,906 321,073 4,777,563 1,586,256 301,428 4,524,813 1,559,456 281,273 4,260,563 1,524,456 260,478 3,983,313 1,487,706 238,405 3,691,563 1,449,206 215,058 3,385,813 1,408,706 190,563 3,063,563 1,366,206 164,920 2,726,063 1,321,456 138,000 2,372,063 1,274,706 109,423 2,073,863 1,225,456 79,060 1,686,863 1,173,706 47,940 1,504,050 1,119,456 16,193 1,254,600 1,062,456 912,600 1,023,619 639,200 981,938 521,200 937,313 398,400 891,113 270,800 843,338 138,000 786,738 733,450 678,169 620,894 561,444 500,000 409,500 314,500 214,750 110,000 $47,169,458 $28,771,900 $2,363,810 Table of Contents Debt Service Actual FY 2014 Actual FY 2015 Budget FY 2016 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 2014 Actual FY 2015 Budget FY 2016 19,092,886 2,724,150 20,902,853 12,205,559 1,529,130 18,324,984 3,383,320 48,102,913 10,793,864 208,601 1,613,527 22,816,500 3,396,300 13,650,980 12,503,250 2,020,230 6,515,470 22,816,500 3,396,300 13,650,980 12,503,250 1,815,566 2,113,000 23,082,250 3,416,250 14,296,180 113,014,070 2,270,910 6,965,000 $ 56,454,578 $ 82,427,209 $ 60,902,730 $ 56,295,596 $163,044,660 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 52,097,039 4,357,539 80,346,498 2,080,711 60,902,730 - 56,295,596 - 163,044,660 - $ 56,454,578 $ 82,427,209 $ 60,902,730 $ 56,295,596 $163,044,660 Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 20,545,732 30,128,587 92,902,631 30,682,450 28,300,060 32,726,630 79,413,000 32,726,630 130,065,000 33,270,110 $ 50,674,319 $123,585,081 $ 61,026,690 $112,139,630 $163,335,110 56,454,578 907,271 82,427,209 1,924,408 60,902,730 - 56,295,596 - 163,044,660 - Total Uses $ 57,361,849 $ 84,351,617 $ 60,902,730 $ 56,295,596 $163,044,660 Net Operating Result $ (6,687,530) $ 39,233,464 $ $ 55,844,034 $ 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 365 123,960 Projected FY 2016 Budget FY 2017 Projected FY 2016 Budget FY 2017 290,450 Table of Contents 366 Table of Contents Personnel Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 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 1.00 1.00 3.00 1.00 1.00 7.00 Communication Social Media Specialist Chief Digital Officer Digital Media and Marketing Officer Digital Journalist Multi-Media Analyst Mobile Applications Analyst Total Communication 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 1.00 1.00 1.00 2.00 1.00 1.00 7.00 Intergovernmental Governmental Relationship Assistant Governmental Relationship Director Total Intergovernmental 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 1.00 4.00 2.00 1.00 2.00 2.00 12.00 1.00 4.00 2.00 1.00 2.00 2.00 12.00 1.00 4.00 2.00 1.00 2.00 2.00 12.00 1.00 3.00 2.00 1.00 2.00 2.00 11.00 1.00 4.00 2.00 1.00 2.00 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 Safety Specialist Senior Claims Analyst Senior Human Resources Analyst Environmental and Safety Coordinator Total Risk Management 1.00 0.00 1.00 0.00 1.00 3.00 1.00 0.00 1.00 0.00 1.00 3.00 1.00 0.00 1.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 0.00 4.00 1.00 1.00 1.00 1.00 0.00 4.00 Human Resources: Personnel Administration Human Resources Director Senior Human Resources Analyst Human Resources Manager Human Resources Supervisor Human Resources Specialist Administrative Assistant Total Personnel Administration 367 Table of Contents Personnel Detail Actual FY 2014 Payroll Senior Payroll Specialist Payroll Specialist Total Payroll Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 2.00 0.75 2.75 2.00 1.00 3.00 2.00 1.00 3.00 2.00 1.00 3.00 2.00 1.00 3.00 20.75 21.00 21.00 21.00 22.00 Economic Development Economic Development Director Economic Development Manager Economic Development Administrator Economic Development Analyst Administrative Assistant Total Economic Development 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 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 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 3.00 1.00 1.00 1.00 1.00 1.00 9.00 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 4.00 2.00 2.00 4.00 4.00 1.00 19.00 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 2.00 2.00 2.00 1.00 8.00 1.00 2.00 2.00 2.00 1.00 8.00 1.00 2.00 2.00 2.00 1.00 8.00 36.00 36.00 38.00 38.00 38.00 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 Total Technology Services 368 Table of Contents Personnel Detail Actual FY 2014 Management and Budget Management and Budget Director Management and Budget Analyst Management and Budget Administrator Management Support Specialist Total Management and Budget Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1.00 3.00 1.00 1.00 6.00 1.00 3.00 1.00 1.00 6.00 1.00 3.00 1.00 1.00 6.00 1.00 3.00 1.00 1.00 6.00 1.00 3.00 1.00 1.00 6.00 84.75 86.00 88.00 88.00 90.00 Town Clerk Town Clerk Deputy Town Clerk Administrative Assistant Receptionist Management Support Specialist Total Town Clerk 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 1.00 2.00 6.00 Neighborhood Services Program Supervisor Program Coordinator Total Neighborhood Services 0.00 1.00 1.00 0.15 1.00 1.15 0.15 1.00 1.15 0.15 1.00 1.15 0.00 1.00 1.00 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 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 2.00 1.00 1.00 5.00 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 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 1.00 7.00 3.00 1.00 2.00 2.00 3.00 19.00 Total Legal Services 22.00 23.00 23.00 23.00 24.00 115.75 118.15 120.15 120.15 123.00 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Town Manager TOTAL MANAGEMENT AND POLICY 369 Table of Contents Personnel Detail Actual FY 2014 1.00 3.00 1.00 1.00 9.00 Actual FY 2015 1.00 3.00 1.00 1.00 9.00 Budget FY 2016 1.00 3.00 1.00 1.00 9.00 Projected FY 2016 1.00 3.00 1.00 1.00 9.00 Budget FY 2017 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 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 1.00 1.00 3.00 1.00 1.00 7.00 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 19.00 19.00 21.00 21.00 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 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 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 30.92 30.92 30.92 30.92 30.92 DEVELOPMENT SERVICES Development Services Administration Development Services Director Administrative Assistant Total Development Services 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 Permits and Licensing Customer Service Professional Customer Service Manager Customer Service Supervisor Alarm Program Technician Total Permits and Licensing 2.00 0.00 0.00 0.00 2.00 4.30 0.50 0.70 0.00 5.50 4.30 0.50 0.70 0.00 5.50 4.30 0.50 0.70 1.00 6.50 4.30 0.50 0.70 1.00 6.50 Accountant Accounting Technician Administrative Assistant Accounting Specialist Total Accounting TOTAL MANAGEMENT SERVICES COURT 370 Table of Contents Personnel Detail 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 0.00 1.00 1.00 0.00 1.00 Plan Review and Inspection - Building 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 0.75 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 0.75 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 0.75 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 0.75 1.00 4.00 3.00 3.00 0.80 1.00 1.00 2.00 16.55 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 Inspections Supervisor Inspector II Senior Plans Examiner Plan Review Supervisor Total Plan Review and Inspection - Fire 0.25 1.00 1.00 0.20 2.45 0.25 1.00 1.00 0.20 2.45 0.25 1.00 1.00 0.20 2.45 0.25 1.00 1.00 0.20 2.45 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 Plan Review and Inspection - Planning Plans Examiner Senior Plans Examiner Inspections Supervisor Total Plan Review and Inspection - Planning 2.00 1.00 0.05 3.05 2.00 1.00 0.05 3.05 2.00 1.00 0.05 3.05 2.00 1.00 0.05 3.05 2.00 1.00 0.05 3.05 Plan Review and Inspection - Code Inspections Supervisor Inspector II Inspector I Administrative Assistant Total Plan Review and Inspection - Code 0.80 1.00 4.00 2.00 7.80 0.80 1.00 4.00 2.00 7.80 0.80 1.00 4.00 2.00 7.80 0.80 1.00 4.00 2.00 7.80 0.80 1.00 4.00 1.00 6.80 40.80 40.80 40.80 39.80 38.80 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 4.00 Total Plan Review and Inspection Services Planning Services Planning Services Manager Principal Planner Senior Planner 371 Table of Contents Personnel Detail Actual FY 2014 2.00 1.00 2.00 1.00 11.00 Actual FY 2015 2.00 1.00 2.00 1.00 11.00 Budget FY 2016 2.00 1.00 2.00 1.00 11.00 Projected FY 2016 2.00 2.00 2.00 1.00 12.00 Budget FY 2017 2.00 3.00 2.00 1.00 14.00 55.80 59.30 59.30 60.30 61.30 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 1.00 2.00 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 6.60 6.60 6.60 6.60 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 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 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 3.00 6.00 Alarm Management Alarm Program Technician Total Alarm Management 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 Planner II Plan Review and Inspection Specialist Planning Technician Administrative Assistant Total Planning Services TOTAL DEVELOPMENT SERVICES 372 Table of Contents Personnel Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 2.00 5.00 1.00 1.00 1.00 2.00 5.00 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 18.00 17.00 18.00 1.00 5.00 13.00 114.00 1.50 4.00 138.50 1.00 5.00 12.00 114.00 1.50 0.00 133.50 1.00 5.00 12.00 116.00 1.50 0.00 135.50 1.00 5.00 12.00 116.00 1.50 0.00 135.50 1.00 5.00 14.00 124.00 1.50 0.00 145.50 0.00 6.00 6.00 2.00 6.00 8.00 2.00 6.00 8.00 2.00 6.00 8.00 2.00 6.00 8.00 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 1.00 9.00 1.00 2.00 13.00 0.00 0.00 0.00 4.00 2.00 6.00 4.00 2.00 6.00 4.00 2.00 6.00 4.00 0.00 4.00 156.50 159.50 161.50 161.50 170.50 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 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 Total Office of Professional Standards Patrol Services: Uniform Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Administrative Assistant Civilian Patrol Technician Total Uniform Patrol Detention / Court Support Detention Supervisor Detention Transport Officer Total Detention / Court Support Enforcement Support Police Sergeant Non-Sworn Public Safety Technician Administrative Assistant Public Safety Assistant Total Enforcement Support Civilian Patrol Civilian Patrol Technician Crime Scene Technician Total Civilain Patrol Total Patrol Services Support Services: Support Administration Non-Sworn Police Commander Administrative Assistant Total Support Administration Records Police Records and Property Manager Police Records Shift Supervisor Police Records Clerk Total Records 373 Table of Contents Personnel Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 64.50 64.50 64.50 64.50 64.50 Counseling Services Police Counseling Manager Youth/Family Counselor Administrative Assistant Office Assistant Total Counseling Services 1.00 6.00 1.00 0.50 8.50 1.00 6.00 1.00 0.50 8.50 1.00 6.00 1.00 0.50 8.50 1.00 6.00 1.00 0.50 8.50 1.00 6.00 1.00 0.50 8.50 Investigations: General Investigations Police Lieutenant Police Commander Administrative Assistant Total General Investigations 2.00 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 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 7.00 3.00 11.00 1.00 7.00 3.00 11.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 1.00 6.00 7.00 Property Crimes Police Sergeant Police Officer Total Property Crimes 1.00 9.00 10.00 1.00 9.00 10.00 1.00 10.00 11.00 1.00 10.00 11.00 1.00 10.00 11.00 Intel and Analysis Unit Police Sergeant Police Officer 1.00 3.00 1.00 4.00 1.00 4.00 1.00 4.00 1.00 4.00 Total Support Services Person Crimes - Child / Sex Crimes Unit Police Sergeant Police Officer Non-Sworn Public Safety Technician Total Person Crimes - Child / Sex Crimes Unit Persons Crimes - Violent Crimes Unit Police Sergeant Police Officer Total Persons Crimes - Violent Crimes Unit 374 Table of Contents Personnel Detail Actual FY 2014 2.00 1.00 1.00 8.00 Actual FY 2015 2.00 1.00 1.00 9.00 Budget FY 2016 3.00 1.00 1.00 10.00 Projected FY 2016 3.00 1.00 1.00 10.00 Budget FY 2017 3.00 1.00 1.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 Total Investigations 39.00 40.00 43.00 43.00 45.00 Special Enforcement: Crime Suppression Police Sergeant Police Officer Total Crime Suppression 1.00 11.00 12.00 1.00 13.00 14.00 2.00 12.00 14.00 2.00 12.00 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 School Programs Police Sergeant Police Officer Total School Programs 1.00 11.00 12.00 1.00 11.00 12.00 1.00 9.00 10.00 1.00 9.00 10.00 1.00 9.00 10.00 Total Special Enforcement 42.00 44.00 42.00 42.00 42.00 Police Officer (Overtime only) Total SWAT 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Crime Apprehension Police Sergeant Police Officer Total Crime Apprehension 1.00 6.00 7.00 1.00 5.00 6.00 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 12.00 12.00 12.00 12.00 345.00 350.00 354.00 353.00 365.00 Crime Analyst Public Safety Technician - Crime Analysis Audio/Visual Forensic Analyst Total Intel and Analysis Unit Crime Scene Unit Crime Scene Technician Total Crime Scene Unit Tactical Operations: SWAT Total Tactical Operations TOTAL POLICE DEPARTMENT 375 Table of Contents Personnel Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 FIRE AND RESCUE DEPARTMENT Administration: Administration Fire Chief Assistant Fire Chief Battalion Chief Fire Management Coordinator Administrative Assistant Total Fire Administration 1.00 1.00 1.00 1.00 1.00 5.00 1.00 2.00 1.00 1.00 1.00 6.00 1.00 2.00 0.00 1.00 0.00 4.00 1.00 2.00 0.00 1.00 0.00 4.00 1.00 2.00 0.00 1.00 0.00 4.00 Operations Performance Battalion Chief Fire Captain Total Operations Performance 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Total Administration 5.00 6.00 6.00 6.00 6.00 Operations: Fire Training Battalion Chief EMS Specialist Fire Captain Fire Engineer Administrative Assistant Total Fire Training 1.00 1.00 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 1.00 1.00 1.00 1.00 1.00 5.00 Fire Operations Battalion Chief Fire Captain Fire Engineer Firefighter Fire Warehouse Manager Fire Equipment Technician Administrative Assistant Fire Service Aide Total Fire Operations 7.00 48.00 39.00 83.00 0.00 1.00 1.00 1.00 180.00 7.00 47.00 39.00 82.00 1.00 1.00 1.00 1.00 179.00 7.00 46.00 39.00 82.00 0.00 0.00 1.00 0.00 175.00 7.00 46.00 39.00 82.00 0.00 0.00 1.00 0.00 175.00 7.00 46.00 39.00 88.00 0.00 0.00 2.00 0.00 182.00 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 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 5.00 185.00 184.00 185.00 185.00 192.00 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 1.00 2.00 1.00 3.00 7.00 1.00 2.00 1.00 3.00 7.00 Total Operations Fire Prevention Fire Marshal Fire Investigator Administrative Assistant Fire Inspector Total Fire Prevention 376 Table of Contents Personnel Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Community Battalion Chief Volunteer Coordinator Administrative Assistant Program Coordinator Total Community 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 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 Administrative Assistant Total Emergency Operations Center 1.00 0.50 1.50 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 TOTAL FIRE AND RESCUE DEPARTMENT 201.00 201.00 203.00 203.00 210.00 PARKS AND RECREATION Parks and Recreation Administration Parks and Recreation Director Parks and Recreation Manager Administrative Supervisor Program Supervisor Administrative Assistant Program Support Analyst Recreation Leader Total Parks and Recreation Administration 1.00 1.00 1.00 0.30 5.55 1.00 0.00 9.85 0.85 1.59 1.00 0.00 5.55 1.00 0.00 9.99 1.00 2.00 1.00 0.00 5.55 1.00 0.03 10.58 1.00 2.00 1.00 0.00 5.55 1.00 0.03 10.58 1.00 2.00 1.00 0.00 5.55 1.00 0.03 10.58 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 5.00 12.00 1.00 1.00 3.00 2.00 5.00 12.00 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 Ranger Recreation Coordinator Total Parks and Open Space 1.00 2.40 1.00 5.00 1.00 1.00 2.00 14.98 1.00 2.00 0.50 31.88 1.00 2.40 1.00 5.00 1.00 1.00 2.00 14.98 1.00 2.00 0.50 31.88 1.00 2.40 1.00 5.00 1.00 1.00 3.00 14.98 1.00 2.00 0.50 32.88 1.00 2.40 1.00 5.00 1.00 1.00 3.00 14.98 1.00 2.00 0.50 32.88 1.00 2.40 1.00 5.00 1.00 1.00 3.00 14.98 1.00 2.00 0.50 32.88 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.38 2.00 0.45 2.83 0.38 2.00 0.45 2.83 0.38 2.00 0.45 2.83 Riparian Programs Recreation Instructor Program Coordinator Grounds Maintenance Worker Total Riparian Program 377 Table of Contents Personnel Detail Actual FY 2014 31.88 Actual FY 2015 31.88 Budget FY 2016 35.71 Projected FY 2016 35.71 Budget FY 2017 35.71 Aquatics: Gilbert Pool Aquatic Facility Technician Total Gilbert Pool 0.05 0.05 0.00 0.00 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 0.25 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 0.16 0.25 0.05 0.33 0.44 0.39 0.69 0.86 1.88 0.00 5.05 0.16 0.25 0.05 0.33 0.44 0.39 0.69 0.86 1.88 0.00 5.05 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 0.25 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 0.16 0.25 0.05 0.33 0.44 0.38 1.19 1.42 0.00 4.22 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 0.25 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 0.16 0.25 0.05 0.29 0.20 0.66 1.49 1.04 0.00 4.14 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 0.16 0.22 0.05 0.39 0.29 0.48 0.96 1.89 0.16 0.25 0.05 0.29 0.44 0.29 0.72 2.21 0.16 0.25 0.05 0.29 0.44 0.29 0.71 2.18 0.16 0.25 0.05 0.29 0.44 0.29 0.71 2.18 0.16 0.25 0.05 0.29 0.44 0.29 0.71 2.18 Total Parks and Open Space 378 Table of Contents Personnel Detail Actual FY 2014 0.43 4.87 Actual FY 2015 0.00 4.41 Budget FY 2016 0.00 4.37 Projected FY 2016 0.00 4.37 Budget FY 2017 0.00 4.37 20.42 17.98 17.78 17.78 17.78 Recreation Centers: Community Center Recreation Supervisor Custodial Supervisor Custodian Recreation Coordinator Recreation Leader Senior Recreation Leader Recreation Instructor Recreation Instructor Fitness Total Community Center 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 1.65 0.51 1.39 0.13 5.83 0.25 0.20 1.00 0.70 1.65 0.51 1.39 0.13 5.83 0.25 0.20 1.00 0.70 1.83 0.51 1.52 0.13 6.14 McQueen Activity Center Recreation Supervisor Custodian Recreation Coordinator Custodial Supervisor Recreation Leader Recreation Instructor Recreation Instructor Fitness Senior Recreation Leader Total McQueen Activity Center 0.25 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 3.09 2.64 0.24 0.51 8.93 0.25 1.00 1.00 0.20 3.09 2.64 0.24 0.51 8.93 0.25 1.00 1.00 0.20 3.09 2.64 0.24 0.51 8.93 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 2.75 1.77 10.91 1.66 1.25 20.99 0.25 2.00 0.40 2.75 1.77 10.91 1.66 1.25 20.99 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 0.50 0.42 0.69 4.06 0.25 0.20 1.00 1.00 0.50 0.42 0.69 4.06 0.25 0.20 1.00 1.00 0.50 0.42 0.69 4.06 37.50 38.54 39.81 39.81 40.12 Lifeguard Total Williams Field Pool Total Aquatics 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 379 Table of Contents Personnel Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 Leader Recreation Leader Total Special Events 1.50 1.00 0.75 0.32 3.57 1.50 1.00 0.75 0.32 3.57 1.50 1.00 0.75 0.32 3.57 1.50 1.00 0.75 0.32 3.57 1.50 1.00 0.75 0.32 3.57 Adaptive Recreation Program Recreation Coordinator Recreation Leader Senior Recreation Leader Recreation Instructors Total Adaptive Recreation Program 0.30 0.00 0.00 0.38 0.68 0.30 0.00 0.00 0.38 0.68 0.30 0.00 0.00 0.38 0.68 0.30 0.00 0.00 0.38 0.68 0.30 0.05 0.06 0.40 0.81 Total Recreation Programs 6.82 6.82 6.82 6.82 6.95 TOTAL PARKS AND RECREATION 117.47 116.21 122.70 122.70 123.14 TOTAL GENERAL FUND 890.54 901.18 917.67 917.67 940.96 Water Water Administration Water Manager Engineer (Applications) Total Water Administration 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.50 1.50 1.00 0.50 1.50 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 1.00 4.00 1.00 2.00 1.00 4.00 1.00 2.00 1.00 4.00 1.00 1.33 2.00 2.00 10.00 0.00 1.00 1.33 2.00 2.00 10.00 0.00 1.00 1.33 2.00 2.00 10.00 1.00 1.00 1.33 1.00 2.00 10.00 1.00 1.00 1.33 0.00 2.00 10.00 1.00 ENTERPRISE OPERATIONS 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 380 Table of Contents Personnel Detail Actual FY 2014 0.00 1.00 1.00 18.33 Actual FY 2015 0.00 1.00 1.00 18.33 Budget FY 2016 1.00 1.00 1.00 20.33 Projected FY 2016 1.00 1.00 1.00 19.33 Budget FY 2017 1.00 1.00 1.00 18.33 San Tan Vista Water Plant Production Utility Supervisor Instrumentation and Controls Specialist Water Treatment Plant Mechanic Water Treatment Plant Operator Chemist Administrative Assistant Total San Tan Vista 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 2.00 2.00 9.00 1.00 1.00 16.33 Water Well Production Instrumentation and Controls Specialist Utility Supervisor Lead Instrumentation and Wells Specialist Electrician Wells Technician Total Water Well Production 1.00 1.34 1.00 1.00 0.00 8.34 1.00 1.34 1.00 1.00 0.00 8.34 1.00 1.34 1.00 1.00 1.00 9.34 1.00 1.34 1.00 1.00 1.00 9.34 2.00 1.34 1.00 1.00 1.00 10.34 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 40.20 40.20 43.20 42.20 47.20 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 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 1.00 1.00 4.00 1.00 1.00 9.00 17.00 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 18.00 0.00 27.00 2.00 2.00 4.00 1.00 18.00 1.00 28.00 2.00 2.00 4.00 1.00 18.00 1.00 28.00 2.00 2.00 4.00 1.00 18.00 1.00 28.00 SCADA Programmer Senior Utility Worker Administrative Assistant Total North Water Plant Production Total Water Production Water Quality Assurance Water Quality Technician Water Quality Supervisor Chemist Total Water Quality Assurance 381 Table of Contents Personnel Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Utility Customer Service Customer Service Manager Accountant Customer Service Professional Utility Billing Technician Customer Service Supervisor Total Utility Customer Service 1.00 1.00 12.75 1.00 2.00 17.75 0.50 1.00 10.45 2.00 1.30 15.25 0.50 1.00 10.45 2.00 1.30 15.25 0.50 1.00 10.45 2.00 1.30 15.25 0.50 1.00 10.45 2.00 1.30 15.25 Public Works Administration Public Works Director Assistant Public Works Director Administrative Assistant Inventory Services Specialist Customer Service Professional Total Public Works Administration 1.00 0.00 1.00 1.00 1.00 4.00 1.00 0.00 1.00 1.00 1.00 4.00 1.00 0.00 1.00 0.00 1.00 3.00 1.00 0.00 1.00 0.00 1.00 3.00 1.00 1.00 1.00 0.00 1.00 4.00 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 1.00 117.95 116.45 124.95 123.95 129.95 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.50 1.00 2.50 1.00 0.50 1.00 2.50 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 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 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 Total Water Wastewater Wastewater Administration Wastewater Manager Engineer (Applications) Administrative Assistant Total Wastewater Administration 382 Table of Contents Personnel Detail Actual FY 2014 Effluent Recharge Utility Worker Senior Utility Technician Reclaimed Water Quality Technician Utility Supervisor Total Effluent Recharge Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 12.40 12.40 12.40 12.40 12.40 Wastewater Quality Pretreatment Program Coordinator Industrial Pretreatment Inspector Wastewater Quality Inspector Total Wastewater Quality 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 1.00 1.00 4.00 6.00 Riparian Programs Parks and Recreation Director Parks and Recreation Manager Recreation Instructor Program Coordinator Grounds Maintenance Worker Total Riparian Program 0.00 1.00 0.68 2.00 0.00 3.68 0.15 0.41 0.23 2.00 0.45 3.24 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 44.68 45.24 42.50 42.50 42.50 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 0.86 1.00 1.00 1.00 0.88 0.78 5.52 Residential Collections Environmental Services Supervisor Administrative Assistant Heavy Equipment Operator Environmental Services Crew Leader Environmental Services Worker Total Residential Collections 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 2.00 0.50 26.00 0.00 2.50 31.00 2.00 0.50 26.00 0.00 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 0.00 2.00 17.00 20.00 1.00 0.00 2.00 21.00 24.00 Total Wastewater Reclaimed Total Wastewater Environmental Services - Residential Residential Administration Environmental Services Manager Environmental Services Collections Administrator Administrative Assistant Environmental Services Technician Environmental Services Service Technician Customer Service Professional Total Residential Administration 383 Table of Contents Personnel Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 Recycling Environmental Services Supervisor Environmental Services Crew Leader Heavy Equipment Operator Total Recycling 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 0.00 8.00 8.70 0.70 0.00 8.00 8.70 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 Sustainability Administrator Environmental Services Crew Leader Environmental Outreach Specialist Total Outreach Programs 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 3.00 4.00 1.00 0.00 3.00 4.00 Street Cleaning Streets Supervisor Heavy Equipment Operator Total Street Cleaning 0.00 0.00 0.00 0.00 0.00 0.00 0.33 7.00 7.33 0.33 7.00 7.33 0.33 7.00 7.33 Storm Water Infrastructure M&O Worker - Storm Water Storm Water Administrator Total Storm Water Infrastructure 0.00 0.00 0.00 0.00 0.00 0.00 2.00 0.00 2.00 2.00 1.00 3.00 2.00 1.00 3.00 76.22 76.72 86.05 84.05 88.05 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 2.00 2.00 2.00 2.00 2.00 2.00 Total Environmental Services - Commercial 7.28 7.28 8.28 8.28 8.28 246.13 245.69 261.78 258.78 268.78 Total Environmental Services - Residential TOTAL ENTERPRISE OPERATIONS 384 Table of Contents Personnel Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 STREETS Streets Administration Streets Manager Administrative Assistant Streets Superintendent Total Streets Administration 1.00 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Streets Maintenance: Asphalt Patching Streets Supervisor Senior Streets Maintenance Technician Streets Maintenance Worker Total Asphalt Patching 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 0.33 1.00 2.00 3.33 Street Cleaning Streets Supervisor Heavy Equipment Operator Total Street Cleaning 0.33 7.00 7.33 0.33 7.00 7.33 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Preventive Maintenance Streets Supervisor Pavement Maintenance Specialist Preventive Maintenance Technician Total Preventive Maintenance 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 0.34 1.00 2.00 3.34 Crack Sealing Streets Supervisor Senior Streets Maintenance Technician Streets Maintenance Worker Total Crack Sealing 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 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 0.33 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 0.33 1.00 1.00 3.00 5.33 27.67 27.67 20.34 20.34 20.34 Street Traffic Control: Street Marking Streets Supervisor Total Street Marking 0.33 0.33 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 0.33 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 0.33 1.00 3.00 4.33 Total Streets Maintenance 385 Table of Contents Personnel Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 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 Traffic Operations Center Traffic Operations Supervisor Assistant Town Traffic Engineer Intelligent Transportation Systems Technician Intelligent Transportation Systems Specialist Total Traffic Operations Center 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 19.66 19.66 19.66 19.66 19.66 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 0.34 2.00 2.34 0.34 2.00 2.34 0.34 2.00 2.34 0.34 2.00 2.34 0.34 2.00 2.34 57.00 57.00 50.67 50.67 50.67 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 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 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 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 1.00 1.75 3.00 5.75 Administrative Assistant Total Fuel 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 Commercial Operations Administrative Assistant Total Commercial Operations 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 0.25 26.00 26.00 26.00 26.00 26.00 Total Street Traffic Control TOTAL STREETS Fleet Maintenance: Fuel TOTAL INTERNAL SERVICE 386 Table of Contents Personnel Detail Actual FY 2014 Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 SPECIAL REVENUE CDBG/HOME Administration Program Supervisor Program Coordinator Parks and Recreation Manager Parks and Recreation Director Total CDBG Administration 0.70 0.00 0.00 0.00 0.70 0.85 1.00 0.00 0.00 1.85 0.85 1.00 0.00 0.00 1.85 0.85 1.00 0.00 0.00 1.85 1.00 1.00 0.00 0.00 2.00 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 Management Analyst Grounds Maintenance Worker M&O Supervisor Total PKID 1.00 0.00 1.00 0.60 2.60 1.00 0.00 1.00 0.60 2.60 1.00 0.00 1.00 0.60 2.60 1.00 0.00 1.00 0.60 2.60 1.00 0.50 1.00 0.60 3.10 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 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 10.30 11.45 11.45 11.45 12.10 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 3.00 2.00 0.00 1.00 7.40 0.40 1.00 3.00 2.00 0.00 1.00 7.40 1,237.37 1,248.72 1,274.97 1,271.97 1,305.91 TOTAL SPECIAL REVENUE Capital Project Administration Town Engineer Assistant Town Engineer Project Manager Senior Project Manager Project Coordinator Administrative Assistant Total Capital Project Administration GRAND TOTAL POSITIONS 387 Table of Contents Personnel Detail Actual FY 2014 Limited Term Agreements: GENERAL FUND Town Manager Economic Development Analyst Town Clerk Early Elections Voting Clerks Finance Assistant Finance Director Tax Intern Development Services Engineering Tech Inspector II Inspector I Police Non-Sworn Public Safety Technician TOTAL GENERAL FUND Actual FY 2015 Budget FY 2016 Projected FY 2016 Budget FY 2017 0.00 0.00 0.00 0.50 0.50 0.00 0.00 0.00 0.00 0.49 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 2.00 0.00 2.00 0.00 4.50 0.50 6.49 CIP FUND CIP - Engineering Sr. Project Manager TOTAL CIP FUND 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 5.00 5.00 TOTAL LTA 0.00 2.00 2.00 7.50 11.49 1,237.37 1,250.72 1,276.97 1,279.47 1,317.40 TOTAL FTE AND LTA 388 Table of Contents Capital Outlay Department GENERAL FUND Plan Review & Inspection - Engineering Parks and Open Space Fire Operations Fire Resource Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Capital Projects Capital Projects Description Various - Vehicle Upfit 1/2 Ton Truck with Upfit Ambulance Vehicles and Equipment U Cap It - Carry Forward Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Various - New Budget Various - Carry Forward Total General Fund Capital Amount $ 4,000 24,000 350,000 40,720 48,900 48,900 48,900 48,900 48,900 6,901,000 12,376,600 $ 19,940,820 GENERAL REPLACEMENT FUND 430 Facilities Maintenance 443 Parks & Recreation Administration 472/507 Plan Review & Inspection - Administration 599 Plan Review & Inspection - Code 673 Fire Training 691 Plan Review & Inspection - Engineering 811 Plan Review & Inspection - Engineering 1170 Police Support - Property 1184 Police Professional Standards 1190 Police Investigation - Intel & Analysis 1210 Police Counseling Services 1231 Police Administration 1275 Patrol - Crime Apprehension 1282 Police Investigation - Person Crimes 1305 Police Administration 1322 Traffic Unit 1338 Police Investigations - Person Crimes 1826 Police Patrol 1860 Police Patrol 1919 Police Investigations - Property Crimes 1929 Police Patrol 1930 Police Patrol 1935 Parks & Open Space 1950 Police Patrol 1952 Police Patrol 1953 Police Patrol 1954 Police Patrol 1955 Police Patrol 1956 Police Patrol 1957 Police Patrol 1958 Police Patrol 1975 Police Patrol 1981 Police Patrol 1985 Police Patrol 1986 Police Patrol 3/4 Ton Truck with Service Body 1/2 Ton Truck with Upfit Compact Sedan 1/2 Ton Truck with Upfit 3/4 Ton Truck with Upfit 1/2 Ton Truck with Upfit 1/2 Ton Truck with Upfit 1/2 Ton Truck with Upfit Sedan with Upfit Sedan with Upfit Sedan with Upfit Interceptor Utility Vehicle with Upfit 1/2 Ton Truck with Upfit Sedan with Upfit Sedan with Upfit Interceptor Utility Vehicle with Upfit Sedan with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit 1/2 Ton Truck with Upfit Patrol Sedan with Upfit Patrol Sedan with Upfit 1/2 Ton Truck with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit Interceptor Utility Vehicle with Upfit 389 $ 30,800 25,380 25,000 26,730 38,150 26,730 26,730 24,750 27,550 27,550 27,820 40,940 32,350 27,550 21,570 48,900 27,550 48,900 48,900 32,350 48,900 48,900 27,020 48,900 48,900 48,900 48,900 48,900 48,900 48,900 48,900 48,900 48,900 48,900 48,900 Table of Contents Capital Outlay Department Non-Departmental Description Capital Allowance Total General Replacement Fund Amount 3,000,000 $ 4,347,820 $ 5,857,000 535,000 3,660,920 STREET FUND Preventive Maintenance Capital Projects Capital Projects Maintenance Various - New Budget Various - Carry Forward Total Street Fund Capital $ 10,052,920 STREET REPLACEMENT FUND 560 702 715 722 795 796 Asphalt Patching Fog Sealing Landscape Maintenance Traffic Signal Maintenance Hazard Response Hazard Response Non-Departmental 1 1/2 Ton Truck with Upfit 1/2 Ton Truck with Upfit 3/4 Ton Truck with Upfit Bucket Truck with Upfit 1 Ton Truck with Upfit 1 Ton Truck with Upfit Capital Allowance Total Street Replacement Fund $ 55,650 26,090 40,860 134,020 47,950 47,950 700,000 $ 1,052,520 $ 160,000 145,000 24,000 13,246,000 6,907,640 WATER FUND Water Distribution Water Distribution Water Distribution Capital Projects Capital Projects Backhoe Carryforward 10-Yard Dump Carryforward Trailer Carry Forward Various - New Budget Various - Carry Forward Total Water Fund Capital $ 20,482,640 WATER REPLACEMENT FUND 712 756 797 800 801 Water Metering Water Metering Utility Locates Water Metering Water Metering Capital Projects Capital Projects Non-Departmental 1/2 Ton Truck with Upfit 3/4 Ton Truck with Upfit 1/2 Ton Truck with Upfit 1/2 Ton Truck with Upfit 1/2 Ton Truck with Upfit Various - New Budget Various - Carry Forward Capital Allowance Total Water Replacement Fund Capital $ 27,230 34,140 26,340 27,230 27,210 3,006,000 2,210,640 2,800,000 $ 8,158,790 $ 1,210,000 9,722,720 WASTEWATER FUND Capital Projects Capital Projects Various - New Budget Various - Carry Forward Total Wastewater Fund Capital $ 10,932,720 390 Table of Contents Capital Outlay Department WASTEWATER REPLACEMENT FUND 751 808 Wastewater Collection Wastewater Collection Capital Projects Capital Projects Non-Departmental Description 3/4 Ton Truck with Upfit 1 Ton Truck with Upfit Various - New Budget Various - Carry Forward Capital Allowance Total Wastewater Replacement Fund Capital Amount $ 33,930 53,740 6,255,000 6,851,470 3,000,000 $ 16,194,140 ENVIRONMENTAL SERVICES - RESIDENTIAL Uncontained Collections Uncontained Collections Residential Collections Residential Collections Capital Projects Capital Projects Tractor with Trailer Tractor with Trailer Automated Side Loader with Upfit Automated Side Loader with Upfit Various - New Budget Various - Carry Forward Total Environmental Services Residential Capital $ 67,000 67,000 310,000 310,000 25,000 1,219,230 $ 1,998,230 $ 32,660 32,660 283,970 283,970 310,000 40,390 310,000 310,000 310,000 560,350 1,000,000 $ 3,474,000 $ 105,190 $ 105,190 $ $ 158,450 350,000 $ 508,450 ENVIRONMENTAL SERVICES - RESIDENTIAL REPLACEMENT 493 527 747 772 1876 1890 1991 1994 1995 Household Hazardous Waste Residential Collections Uncontained Collections Uncontained Collections Residential Collections Residential Collections Residential Collections Residential Collections Residential Collections Residential Collections Non-Departmental 3/4 Ton truck with Upfit 3/4 Ton Truck with Lift Gate Rear End Loader with Upfit Rear End Loader with Upfit Automated Side Loader with Upfit Isuzu NPR with Upfit Automated Side Loader with Upfit Automated Side Loader with Upfit Automated Side Loader with Upfit Rear End Loader with Upfit - Carry Forward Capital Allowance Total Environmental Services Residential Replacement Capital ENVIRONMENTAL SERVICES - COMMERCIAL Capital Projects Various - Carry Forward Total Environmental Services Commercial Capital ENVIRONMENTAL SERVICES - COMMERCIAL REPLACEMENT 316 Commercial Collections Non-Departmental Roll Off Vehicle Capital Allowance Total Environmental Services Commercial Replacement Capital CIP OUTSIDE SOURCES Capital Projects Capital Projects Non-Departmental Various - New Budget Various - Carry Forward CIP Allowance Total CIP Outside Sources Capital $ 10,916,000 2,745,670 100,000,000 $ 113,661,670 391 Table of Contents Capital Outlay Department DEVELOPMENT FUNDS Capital Projects Capital Projects Description Various - New Budget Various - Carry Forward Total Development Funds Amount $ 25,999,000 4,933,250 $ 30,932,250 FLEET FUND Fleet Maintenance Fleet Maintenance Fleet Maintenance NASC & SASC Badge Readers NASC Shade Structure Carry Forward SASC Shade Structure Carry Forward Total Fleet Capital $ 11,000 32,450 33,580 $ 77,030 BOND PROCEEDS Capital Projects Capital Projects Various - New Budget Various - Carry Forward Total Bond Proceeds $ 104,994,000 37,808,980 $ 142,802,980 GRANT FUND Police Capital Projects Capital Projects DUI Van Refurbishment - Carry Forward Various - New Budget Various - Carry Forward Total Grant Fund Capital $ 26,040 1,015,000 2,848,610 $ 3,889,650 $ 7,909,770 $ 7,909,770 PROP. 400 Capital Projects Various - Carry Forward Total Prop. 400 Capital TOTAL CAPITAL OUTLAY $ 396,521,590 392 Table of Contents Transfer Detail Interfund transfers are scheduled for FY 2017, but not appropriated to avoid double counting the expenditure. The following section details the revenue transfers that are anticipated for FY 2017 by fund. Development Fees $200,000 Funds are transferred from the Fire SDF, Police SDF, and General Government SDF Funds to the General Fund to cover costs associated with the internal borrowing of General Funds in advance of collecting the respective SDF fees. General Fund Water Fund Overhead $4,858,370 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, General Counsel, and Management Services. The overhead transfers are broken down by fund as follows: Streets Fund $ 2,054,360 985,790 873,110 136,090 809,020 Special Revenue $229,600 This transfer covers 25% of the cost owed by the Streets Fund to the General Fund for the prorated costs of the Special Census. The remaining 75% will be transferred in future years as available. Health Trust Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Streets $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. $2,000,000 In FY 2016, the Health Trust received a loan from the General Fund due the excessive claims against the fund. This transfer recognizes the Health Trust repaying the General Fund for the loan. Wastewater Fund $230,000 This transfer is from three sources: Water Fund $820,000 This transfer from the Water Fund into the Wastewater Fund is based on the anticipated amount of reclaimed water that will be consumed by the Water Fund for daily operations. Court Security - $150,000 – 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. Environmental Services - Residential Police Impound - $50,000 – 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. Development Fees $170,000 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. Police Security - $30,000 – This transfer covers the administrative costs associated with reconciling timecards to invoicing for private security. 393 Table of Contents Transfer Detail Replacement Funds Various Funds MPC – Water System $23,307,670 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 $ 1,993,160 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 $18,044,990 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 $3,411,250 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 $13,014,070 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. $ 7,048,950 2,666,950 663,920 2,330,260 5,334,910 394 Table of Contents Transfer Summary Revenue Transfers In Expenditure Transfers Out General Fund Wastewater Enviro Svcs Residential Replacement Funds General Fund $ 9,042,110 Water $ 13,880,800 2,089,360 Wastewater $ 10,291,540 985,790 9,305,750 Environmental Svc - Residential $ 1,369,770 873,110 496,660 Environmental Svc - Commercial $ 248,460 136,090 112,370 Streets $ 4,878,160 1,038,620 428,290 Solid Waste Container $ Police SDF $ 2,686,950 Fire SDF $ Debt 1,993,160 820,000 7,048,950 10,971,440 170,000 3,411,250 170,000 20,000 2,666,950 783,920 120,000 663,920 General SDF $ 2,390,260 60,000 2,330,260 Park & Rec SDF $ 5,334,910 5,334,910 Water SDF $ 13,014,070 13,014,070 Special Revenue $ 230,000 230,000 Health Trust $ 2,000,000 2,000,000 Transfer In Amount $ 66,320,950 $ 7,552,970 395 $ 820,000 $ 170,000 $ 23,307,670 $ 34,470,310 Table of Contents Schedules A-G TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2017 (Schedule A) S c h Fiscal Year FUNDS General Fund Special Revenue Fund 2016 Adopted/Adjusted Budgeted Expenditures/Expenses* E 169,904,050 55,170,636 2016 Actual Expenditures/Expenses** E 141,600,617 28,169,451 2017 Fund Balance/Net Position at July 1*** 80,831,091 65,152,630 2017 Primary Property Tax Levy B 0 2017 Secondary Property Tax Levy B 21,000,000 2017 Estimated Revenues Other than Property Taxes C 155,250,500 60,971,280 2017 Other Financing Sources D 0 0 2017 Other Financing (Uses) D 0 0 2017 Interfund Transfers In D 9,546,130 428,290 2017 Interfund Transfers (Out) D 11,042,110 29,488,270 2017 Reduction for Amounts Not Available: 255,585,611 97,063,930 187,023,540 74,764,790 LESS: Amounts for Future Debt Retirement: 2017 Total Financial Resources Available 2017 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). 396 Table of Contents Schedules A-G TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2017 (Schedule A) FUNDS Debt Service Fund Capital Projects Fund Permanent Fund Enterprise Internal Service Total All Funds Funds Available Funds 60,903,730 179,078,624 0 123,812,880 26,139,300 615,009,220 56,295,596 16,112,816 0 66,155,325 27,754,540 336,088,345 29,625,092 107,330,409 205,738,259 3,058,425 491,735,906 0 21,000,000 30,065,000 301,846,650 0 104,634,170 29,030,630 681,798,230 100,000,000 71,010,000 0 0 0 171,010,000 100,000,000 26,357,000 0 69,799,000 0 196,156,000 34,470,310 0 0 21,876,220 0 66,320,950 0 0 0 25,790,570 0 66,320,950 0 0 0 0 94,160,402 453,830,059 0 236,659,079 32,089,055 1,169,388,136 163,044,660 266,571,070 0 130,645,150 28,445,420 850,494,630 2016 $ 615,009,220 2017 $ 850,494,630 615,009,220 850,494,630 $ 615,009,220 $ $ 850,494,630 $ 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 397 Table of Contents Schedules A-G TOWN OF GILBERT Tax Levy and Tax Rate Information Fiscal Year 2017 (Schedule B) 2016 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) $ 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts $ $ $ 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected 2017 $ 19,500,000 19,500,000 $ 21,000,000 21,000,000 $ $ $ $ $ 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate 1.0567 1.0609 (3) Total city/town tax rate 1.0567 1.0609 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating 374 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. 398 Table of Contents Schedules A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2017 (Schedule C) ESTIMATED REVENUES 2016 SOURCE OF REVENUES ACTUAL REVENUES* 2016 ESTIMATED REVENUES 2017 GENERAL FUND Local taxes Local taxes, audit, & franchise fees $ 75,525,000 79,190,000 84,220,000 4,398,000 3,958,000 3,948,000 47,404,000 47,833,000 57,128,000 5,570,000 5,741,000 5,576,500 3,405,000 3,718,000 3,576,000 777,000 40,000 770,000 40,000 762,000 40,000 Licenses and permits 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 $ 137,119,000 $ 141,250,000 $ 155,250,500 SPECIAL REVENUE FUNDS HURF Auto Lieu Other Streets Revenue Streets Replacement Fund Interest Income $ $ 13,500,000 8,234,000 104,000 20,000 21,858,000 13,500,000 8,450,000 101,000 20,000 22,071,000 15,000,000 9,700,000 101,000 20,000 24,821,000 Grants $ $ 7,963,510 7,963,510 296,000 296,000 7,709,650 7,709,650 Other Special Revenue System Development Fees $ 3,503,480 17,780,000 21,283,480 2,338,390 19,380,000 21,718,390 3,758,140 19,480,000 23,238,140 $ 399 Table of Contents Schedules A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2017 (Schedule C) ESTIMATED REVENUES 2016 1,895,160 1,895,160 ACTUAL REVENUES* 2016 610,270 610,270 ESTIMATED REVENUES 2017 1,938,500 1,938,500 $ 1,731,680 839,640 2,571,320 1,731,680 839,640 2,571,320 1,952,850 1,001,140 2,953,990 $ $ 298,000 298,000 310,000 310,000 310,000 310,000 Total Special Revenue Funds $ 55,869,470 SOURCE OF REVENUES CDBG/HOME SLID PKID $ $ $ Police Impound $ 47,576,980 $ 60,971,280 DEBT SERVICE FUNDS Secondary Property Tax - Schedule B $ $ 21,300,000 21,300,000 21,300,000 21,300,000 23,100,000 23,100,000 Special Assessments $ $ 7,000,060 7,000,060 2,113,000 2,113,000 6,965,000 6,965,000 Total Debt Service Funds $ 28,300,060 23,413,000 30,065,000 CAPITAL PROJECTS FUNDS Improvement Districts $ $ 163,037,000 163,037,000 72,638,000 72,638,000 300,150,000 300,150,000 CIP Administration - Charges for Service $ $ 882,480 882,480 678,180 678,180 1,696,650 1,696,650 Total Capital Projects Funds $ 163,919,480 73,316,180 301,846,650 PERMANENT FUNDS $ $ $ $ $ $ Total Permanent Funds $ $ $ ENTERPRISE FUNDS Water Operating Water Replacement Water and Water Resources SDF $ 40,391,000 200,000 11,750,000 52,341,000 $ 400 40,321,000 200,000 12,730,000 53,251,000 41,201,000 200,000 12,730,000 54,131,000 Table of Contents Schedules A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2017 (Schedule C) ESTIMATED REVENUES 2016 25,302,000 200,000 5,950,000 31,452,000 ACTUAL REVENUES* 2016 24,966,700 200,000 7,500,000 32,666,700 ESTIMATED REVENUES 2017 25,645,000 200,000 7,300,000 33,145,000 15,875,000 40,000 165,000 16,080,000 15,571,470 40,000 165,000 15,776,470 14,775,500 40,000 165,000 14,980,500 $ 2,427,000 3,000 2,430,000 2,554,610 3,000 2,557,610 2,374,670 3,000 2,377,670 Total Enterprise Funds $ 102,303,000 104,251,780 104,634,170 8,159,000 8,159,000 8,159,000 8,159,000 SOURCE OF REVENUES Wastewater Operating Wastewater Replacement Wastewater SDF $ $ Environmental Services/Residential Env. Services - Res.Replacement Fund Solid Waste Container Fee $ $ Environmental Services/Commercial Env. Services - Comm Replacement Fund $ INTERNAL SERVICE FUNDS Fleet Maintenance $ $ 8,159,000 8,159,000 Copy Services $ $ 401,000 401,000 Health Self Insurance $ $ 13,855,000 13,855,000 15,226,130 15,226,130 19,714,630 19,714,630 Dental Self Insurance $ $ 1,157,000 1,157,000 1,157,000 1,157,000 1,157,000 1,157,000 Total Internal Service Funds $ 23,572,000 24,542,130 29,030,630 TOTAL ALL FUNDS $ 511,083,010 414,350,070 681,798,230 * 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. 401 Table of Contents Schedules A-G TOWN OF GILBERT Other Financing Sources/ and Interfund Transfers Fiscal Year 2017 (Schedule D) FUND OTHER FINANCING 2017 SOURCES 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 $ INTERFUND TRANSFERS 2017 IN $ $ $ $ $ $ 7,552,970 1,993,160 9,546,130 11,042,110 11,042,110 4,878,160 428,290 $ $ 428,290 $ 100,000,000 $ 100,000,000 $ $ 34,470,310 34,470,310 $ $ $ $ 230,000 24,210,110 170,000 29,488,270 DEBT SERVICE FUNDS $ 100,000,000 Total Debt Service Funds $ 100,000,000 CAPITAL PROJECTS FUNDS $ Total Capital Projects Funds $ 71,010,000 71,010,000 26,357,000 26,357,000 PERMANENT FUNDS $ Total Permanent Funds $ $ $ ENTERPRISE FUNDS Water $ Wastewater Environmental Services - Residential Environmental Services - Commercial Total Enterprise Funds $ $ $ $ 53,889,000 15,910,000 $ $ 69,799,000 $ 10,971,440 10,125,750 666,660 112,370 21,876,220 13,880,800 10,291,540 1,369,770 248,460 25,790,570 66,320,950 66,320,950 INTERNAL SERVICE FUNDS $ Total Internal Service Funds $ TOTAL ALL FUNDS $ 171,010,000 402 $ $ $ $ $ 196,156,000 $ Table of Contents Schedules A-G TOWN OF GILBERT Expenditures/Expenses by Fund Fiscal Year2017 (Schedule E) FUND/DEPARTMENT ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 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 $ 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 SPECIAL REVENUE FUNDS Streets $ Grants CDBG/HOME Police Impound Special Districts Trust Accounts Development Fees Other Special Revenue Total Special Revenue Funds $ 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 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 $ BUDGETED EXPENDITURES/ EXPENSES 2017 ACTUAL EXPENDITURES/ EXPENSES* 2016 329,889 $ 74,900 110,410 134,545 277,500 (110,034) (278,690) 334,191 (872,711) $ $ $ $ 21,155,875 2,121,960 3,177,980 5,496,590 566,070 43,442,490 28,070,760 17,538,102 2,800,000 17,230,790 141,600,617 $ $ $ 22,476,985 2,298,695 3,237,830 6,014,940 1,050,950 47,993,310 29,860,230 17,907,050 4,347,820 51,835,730 187,023,540 $ 296,360 (145,114) 151,246 $ 18,909,930 295,800 599,467 324,760 2,732,359 2,500 3,557,720 1,746,915 28,169,451 $ 26,449,920 7,709,650 1,948,460 355,580 3,095,370 2,500 30,932,250 4,271,060 74,764,790 60,902,730 60,902,730 $ $ 1,000 1,000 $ $ 56,295,596 56,295,596 $ $ 163,044,660 163,044,660 179,805,870 179,805,870 $ $ (727,246) $ (727,246) $ 16,112,816 16,112,816 $ $ 266,571,070 266,571,070 $ $ $ $ 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 $ 61,803,130 34,768,670 26,666,080 123,237,880 $ $ 26,139,300 26,139,300 615,009,220 $ $ $ $ $ 30,603,453 15,689,975 19,861,897 66,155,325 $ 59,494,960 46,875,850 24,274,340 130,645,150 $ $ $ 27,754,540 27,754,540 336,088,345 $ $ $ 28,445,420 28,445,420 850,494,630 575,000 575,000 $ $ $ 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. 403 Table of Contents Schedules A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2017 (Schedule F) DEPARTMENT/FUND List Department: Management and Policy General Fund $ CDBG/HOME Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2016 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 ACTUAL EXPENDITURES/ EXPENSES* 2016 22,872,060 1,895,160 24,767,220 $ 329,889 $ $ 329,889 List Department: Finance/Management Services General Fund $ Department Total $ 2,115,660 2,115,660 $ $ List Department: Legal and Court General Fund $ Department Total $ 3,117,380 3,117,380 List Department: Development Services General Fund $ BUDGETED EXPENDITURES/ EXPENSES 2017 $ 21,155,875 599,467 21,755,342 $ 22,476,985 1,948,460 24,425,445 74,900 74,900 $ $ 2,121,960 2,121,960 $ $ 2,298,695 2,298,695 $ $ 110,410 110,410 $ $ 3,177,980 3,177,980 $ $ 3,237,830 3,237,830 5,572,570 $ 134,545 $ 5,496,590 $ 6,014,940 Department Total $ 5,572,570 $ 134,545 $ 5,496,590 $ 6,014,940 List Department: Public Works Streets Fund $ Water Fund Wastewater Fund Environ Serv - Res - Fund Environ Serv - Comm - Fund General Fund Department Total $ 26,185,840 61,803,130 34,768,670 22,988,420 3,677,660 765,430 150,189,150 $ $ 18,909,930 30,603,453 15,689,975 17,299,030 2,562,867 566,070 85,631,325 $ 26,449,920 59,494,960 46,875,850 21,283,910 2,990,430 1,050,950 158,146,020 List Department: Police General Fund $ Police Impound Department Total $ 44,176,410 308,560 44,484,970 $ (110,034) $ $ List Department: Fire General Fund $ Department Total $ 28,807,110 28,807,110 $ $ List Department: Parks and Recreation General Fund $ Department Total $ 17,645,970 17,645,970 $ $ 575,000 277,500 852,500 $ $ (110,034) $ 43,442,490 324,760 43,767,250 $ 47,993,310 355,580 48,348,890 (278,690) $ (278,690) $ 28,070,760 28,070,760 $ $ 29,860,230 29,860,230 17,538,102 17,538,102 $ $ 17,907,050 17,907,050 334,191 334,191 404 $ $ $ $ $ Table of Contents Schedules A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2017 (Schedule F) DEPARTMENT/FUND List Department: Special Revenue & 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 2016 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 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2016 $ ACTUAL EXPENDITURES/ EXPENSES* 2016 (872,711) $ (145,114) (727,246) 1,000 296,360 (1,447,711) $ $ 17,230,790 27,754,540 2,800,000 295,800 2,732,359 1,746,915 16,112,816 56,295,596 2,500 3,557,720 128,529,036 BUDGETED EXPENDITURES/ EXPENSES 2017 $ $ 51,835,730 28,445,420 4,347,820 7,709,650 3,095,370 4,271,060 266,571,070 163,044,660 2,500 30,932,250 560,255,530 * 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. 405 Table of Contents Schedules A-G TOWN OF GILBERT Full-Time Employees and Personnel Compensation Fiscal Year 2017 (Schedule G) FUND GENERAL FUND Employee Salaries and Hourly Costs 2017 Full-Time Equivalent (FTE) 2017 Retirement Costs 2017 Total Estimated Personnel Compensation 2017 Other Benefit Costs 2017 Healthcare Costs 2017 940.96 $ 73,630,322 $ 12,631,775 $ 12,331,612 $ 6,062,029 $ 104,655,738 50.67 $ 2.00 285,222 $ 17,052 179,920 23,653 18,453 5,071 9,740 8,573 629,943 $ 34,457 376,268 $ 11,705 37,194 16,119 16,300 3,329 6,630 5,789 689 62.77 $ 2,684,677 $ 169,306 800,006 221,381 172,322 47,694 90,824 80,042 8,741 116,950 4,391,943 $ 547,684 $ 807,400 $ 474,023 $ 3,976,110 232,520 1,017,120 318,880 240,700 73,310 124,410 111,620 9,430 116,950 6,221,050 $ $ $ $ $ $ $ $ $ $ 7.40 $ 7.40 $ 1,110,805 $ 1,110,805 $ 107,577 $ 107,577 $ 157,145 $ 157,145 $ 72,963 $ 72,963 $ Total Permanent Funds $ $ $ $ $ $ $ $ $ $ ENTERPRISE FUNDS Water Wastewater Environ Serv - Residential Environ Serv - Commercial Total Enterprise Funds 129.95 $ 42.50 88.05 8.28 268.78 $ 6,322,730 $ 2,428,387 4,579,223 439,681 13,770,021 $ 814,207 $ 255,685 481,496 46,752 1,598,140 $ 1,732,755 $ 590,580 1,228,537 109,254 3,661,126 $ 713,358 $ 240,228 601,194 61,323 1,616,103 $ 9,583,050 3,514,880 6,890,450 657,010 20,645,390 Total Internal Service Fund 26.00 $ 26.00 $ 1,409,568 $ 1,409,568 $ 150,470 $ 150,470 $ 329,144 $ 329,144 $ 136,248 $ 136,248 $ 2,025,430 2,025,430 TOTAL ALL FUNDS 1305.91 $ 94,312,659 $ 15,035,646 $ 17,286,427 $ 8,361,366 $ 134,996,098 SPECIAL REVENUE FUNDS Streets Fund CDBG/Home Police Security Police Impound Fund Parkway Maint. Imp. Dist. Court Enhancement Fund JCEF Transportation Assistance Native American Intern GOHS Grant Total Special Revenue Funds 4.00 3.10 1.00 1.00 1.00 57,727 33,625 17,216 17,216 17,216 DEBT SERVICE FUNDS Total Debt Service Funds CAPITAL PROJECTS FUNDS Total Capital Projects Funds 1,448,490 1,448,490 PERMANENT FUNDS INTERNAL SERVICE FUND 406 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 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. ASU Arizona State University, a state-funded university. 407 Table of Contents Glossary/Acronyms 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. 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 growthrelated projects. The corporation owns the resulting infrastructure and leases it to the Town in the amount of the required annual debt service. Once the bonds are paid in full, the infrastructure is deeded over to the town. MPC bonds do not require voter approval. Bond – Revenue Bonds Revenue Bonds are payable from a specific source of revenue, do not pledge the full faith and credit of the issuer, and do not affect the property tax rate. Pledged revenues may be derived from the operation of the financed project, grants, and excise or other specified nonproperty tax. These bonds require voter approval. Bond Refinancing The payoff and reissuance of bonds to obtain better interest rates and/or bond conditions. 408 Table of Contents Glossary/Acronyms 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 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 ten-year period. The first year of the plan represents the capital budget for the ensuing fiscal year. 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. CDBG Community Development Block Grants provide Federal Grant Program funds on an annual basis to support specific low to moderate income community development opportunities. 409 Table of Contents Glossary/Acronyms 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 location-based 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. 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. 410 Table of Contents Glossary/Acronyms 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, Assistant 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. 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. 411 Table of Contents Glossary/Acronyms 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. Governmental Fund General, Special Revenue, Debt Service, Capital Projects, and Trust Funds. Refers to the use of fund accounting in which funds are set up for specific sources of revenues. The main purpose is stewardship of financial resources received and expended in compliance with legal or other requirements. 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. 412 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. Major Fund Any fund whose revenues or expenditures, excluding other financing sources and uses, constitute more than 10 percent of the revenues or expenditures of the appropriated budget. 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. 413 Table of Contents Glossary/Acronyms 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. 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. 414 Table of Contents Glossary/Acronyms Revenue Receipts from items such as taxes, intergovernmental sources, user fees or resources from voter-authorized bonds, or system development fees. RFP Request for Proposal – part of the competitive bidding process ROW Right of Way is a publicly-owned area of land typically adjacent to a roadway. SASC South Area Service Center, 4760 South Greenfield Road. Location includes Police, Public Works, Hazardous Waste Collection, and Equipment Repair Shop. 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. 415 Table of Contents Glossary/Acronyms SRP Salt River Project is two entities: the Salt River Project Agricultural Improvement and Power District, a political subdivision of the State of Arizona; and the Salt River Valley Water Users’ Association, a private corporation. State Shared Revenue Distribution of revenue collected by the State and shared based on established formulae that typically rely on population estimates. SWAT Special Weapons and Tactics team is a group of specially chosen police officers that have advanced training handling high risk situations and that use highly specialized equipment to resolve those situations. 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. 416 Table of Contents This is Gilbert Street Repairs Gilbert Fire and Rescue Gilbert Police Riparian Riparian Preserve Preserve at at Water Water Ranch Ranch Table of Contents gilbertaz.gov