Table of Contents ANNUAL BUDGET ADOPTED JUNE 7, 2018 | GILBERT, AZ FY 2019 Table of Contents Table of Contents TABLE OF CONTENTS INTRODUCTORY SECTION ENTERPRISE FUNDS Budget Message...............................................1 Guide to the Budget Document ........................5 GFOA Distinguished Budget Award .................8 ICMA Certificate of Excellence .........................9 Key Officials and Staff ....................................10 Organizational Charts .....................................12 Vision, Mission, Values ..................................14 Strategic Initiatives .........................................15 Operational Excellence ..................................19 Gilbert Facts ...................................................20 Fund Structure ................................................24 Budget Process ..............................................27 Budget Calendar.............................................29 Financial Policies ............................................30 Enterprise Funds Summary ......................... 127 Enterprise Funds Benchmarks .................... 129 Water ........................................................... 131 Wastewater .................................................. 133 Environmental Services - Residential .......... 135 Environmental Services - Commercial ........ 137 FINANCIAL OVERVIEW Short-Term Financial Plans ...........................39 Revenue and Expense Summary...................39 Fund Balances ................................................40 Budget Summary ............................................44 Revenue Summary by Fund ...........................46 Revenue Summary by Fund by Type .............48 Revenue Detail ...............................................50 Expense Summary .........................................56 Expense Detail ...............................................58 Property Tax Rates.........................................68 Personnel Summary .......................................69 Long-Term Financial Plans ...........................70 Long-Term Financial Planning .......................70 Revenue Sources ...........................................74 Five Year Forecasts .......................................79 GENERAL FUND General Fund Summary .................................85 General Fund Benchmarks ............................88 Mayor and Council..........................................93 Town Manager................................................95 Digital Government .........................................97 Intergovernmental Relations ..........................99 Economic Development ...............................101 Information Technology ................................103 Human Resources ........................................105 Management and Budget .............................107 Town Clerk ...................................................109 Legal Services ..............................................111 Finance and Management Services .............113 Municipal Court.............................................115 Development Services .................................117 Engineering Services ...................................119 Police ............................................................121 Fire and Rescue ...........................................123 Parks and Recreation ...................................125 STREETS FUND Streets Fund Summary................................ 139 Streets Fund Benchmark ............................. 141 Streets... ...................................................... 143 INTERNAL SERVICE FUNDS Internal Service Funds Summary ................ 145 Fleet Maintenance ....................................... 147 Health Self Insurance .................................. 149 Dental Self Insurance .................................. 151 REPLACEMENT FUNDS Replacement Funds Summary .................... 153 Replacement Funds…………… .................. 155 SPECIAL REVENUE Special Revenue Funds Summary .............. 157 Special Revenue.......................................... 159 OTHER CAPITAL FUNDS Other Capital Funds .................................... 161 Guide to the Capital Improvement Plan…… 163 Capital Improvement Plan Summary ........... 164 Operating Impacts ....................................... 169 Ten-Year Financial Plan .............................. 170 Street Project Locator .................................. 190 Street Projects Summary............................. 191 Street Project Detail ..................................... 193 Traffic Control Project Locator ..................... 197 Traffic Control Projects Summary................ 198 Traffic Control Project Detail ........................ 200 Municipal Facility Project Locator ................ 202 Municipal Facility Projects Summary ........... 203 Municipal Facility Project Detail ................... 205 Redevelopment Project Locator .................. 207 Redevelopment Projects Summary ............. 208 Redevelopment Project Detail ..................... 209 Storm Water Project Locator ....................... 210 Storm Water Projects Summary .................. 211 Storm Water Project Detail .......................... 212 Water Project Locator .................................. 213 Water Projects Summary............................. 214 Water Project Detail ..................................... 216 Wastewater Project Locator ........................ 221 Wastewater Projects Summary ................... 222 Wastewater Project Detail ........................... 224 Table of Contents TABLE OF CONTENTS Parks and Recreation Project Locator..........228 Parks and Recreation Projects Summary ....229 Parks and Recreation Project Detail ............231 DEBT SERVICE Debt Service Summary ................................233 Debt Service… .............................................239 APPENDIX Personnel Detail ...........................................241 Capital Outlay ...............................................263 Transfer Detail and Summary ......................267 Schedules A-G .............................................270 Glossary/Acronyms ......................................284 Table of Contents BUDGET MESSAGE June 7, 2018 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 been named the #1 Most Prosperous City in the U.S. (Economic Innovation Group, 2017) and #1 Place to Raise a Family in Arizona (WalletHub, 2017). Gilbert remains the 2nd Safest City in the U.S. according to the 2016 FBI Uniform Crime Report as well as the #11 best City for Hispanic Entrepreneurs (WalletHub, 2017). In FY 2018, Gilbert’s economic development team facilitated 34 projects representing over $240 million in capital investments, over 3,000 jobs, and 1 million new or expanded square feet ensuring Gilbert remains a premier destination for both residents and businesses alike. Gilbert is also very proud to report that both Fitch and Moody’s gave Gilbert’s General Obligation bonds a AAA rating, which is the highest rating 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 AAA rating places Gilbert in the top 1% of municipalities nationally. Gilbert’s Heritage District continued to see growth in FY 2018. Construction wrapped up on the 11,000+ square-foot Gilbert Shops development, home to OHSO Brewery, and Park University announced an expansion of their campus to be located in the Gilbert University Building, with classes scheduled to start fall 2018. In FY 2019, the Heritage District will see completion of the new 600+ stall parking garage, construction of new retail by Gilbert Market Partners, and the opening of Sam Fox’s Culinary Dropout/The Yard. Gilbert’s northwest employment corridor and central business district also continue to thrive. Prenexus Health chose to relocate from California, bringing at least 50 research-oriented jobs, and Footprint expanded into a new 131,000 square-foot manufacturing facility at Park Lucero that represents 285 new and retained jobs. Gilbert attracted Audi, Morgan Stanley, and other retail users to the Rivulon development in FY 2018. In May 2018, Deloitte announced that the Rivulon development will be location of their newest US Delivery Center, representing the addition of at least 1,500 new technology-oriented jobs in Gilbert. A progressive community demands progressive governance, and Gilbert’s Council and executive leadership stepped up. Gilbert undertakes a zero-based process for one third of the organization every year, and always applies priority, program, and performance-based approaches. In preparation for the FY 2019 budget, nearly $2.8 million was removed due to the zero-based efforts. 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 collaborative approach allows Gilbert to promote transparency, the importance of short- and long-term planning, and maintain a strong return on investment for the zero-based process while staying focused on the citizens and businesses that we all serve in different capacities. The town has a long history of utilizing innovative practices and solutions to deliver high-quality, efficient services to the community. In FY 2019, the town will kick-off a focused effort aimed at avoiding the rise and fall life-cycle of cities to create long-term sustainability for our quality of life to our projected build-out and beyond. A key part of this strategy will be the development of an Innovation Roadmap to build on our current practices. This will incorporate the emerging principles involved with Smart Cities initiatives utilizing a citizen-centered approach, big data analytics, 1 Table of Contents BUDGET MESSAGE internet of things, and advanced communication practices to create excellence in our local economy, mobility, environment and the overall well-being of our residents. 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 September 2018 allows staff to initiate the process with clear direction and focus governing the priorities for service delivery in FY 2019. Through the Council workshop and a subsequent study session, the Council and the Executive Team began by formulating key focus areas to center our efforts and resources on accomplishing our goals with excellence: • • • • • • Maintaining Service Levels Deferred Maintenance Long-Range Infrastructure Planning Staffing Plans Compensation Maintenance/Performance Management Innovations and Efficiencies The budget for FY 2019 reflects an effort to deliver both effective and efficient services to our community. Even given Gilbert’s growth, the budget is balanced assuming planned revenue increases in the utility funds as discussed and publically posted in May 2018, and applies the nonrecurring 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 $966,501,770 is an increase of less than $2 million from FY 2018. It reflects a net decrease in CIP of $6 million ($477 million in FY 2019 vs $483 million which was included in FY 2018), $4 million of new personnel and operating requests in the General Fund, adjustments to the streets and enterprise funds, and $1 million of additional early payment on the 2008 GO bonds. 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. This contingency is consistent with practice in prior years. Balanced Financial Plan: The proposed FY 2019 Budget is balanced based upon identified revenues and expenditures. Constitutional Expenditure Limit: The proposed FY 2019 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 2019 Budget reflects State Shared Revenues based upon Census population adjustments and statutory distribution formulas, taking into account currently projected State sales and income tax collections (provided by the Arizona League of Cities and Towns), which reflect the state’s budgeted HURF distributions. 2 Table of Contents BUDGET MESSAGE Secondary Property Tax Levy: Council voted to adopt a tax levy of $22.3 million, which reduces the tax rate to $0.99 per $100 of assessed value, down from last year’s rate of $1.03. $1 million of General Fund money will be used to pay down the outstanding 2008 GO bonds, which will save taxpayers about $150,000 in interest. Utility Rate Modifications: The FY 2019 Budget reflects revenues projected from rate changes in Gilbert’s water, wastewater, environmental services, and reclaimed water rates. Rate changes were noticed to the public in May 2018 and Council is scheduled to have a public hearing and discuss adoption of the new rates in September 2018. Cost of service has been increasing over the past decade, but no increases in rates have been made since 2009. Gilbert does not make a profit on these funds, but rather charges only what is needed to provide the services. Current rates are projected to provide too little revenue to support ongoing service. Fund Balance: The Revenue Summary lists the use of carry over funds in an amount just over $407 million. This reflects use of revenues which were received in prior fiscal years in excess of minimum fund balance. Capital Project Financing – System Development Fees: The FY 2019 Budget reflects revenues projected from the continued collection of System Development Fees as allowed under current State Law. FUNDING CHALLENGES Gilbert’s continuing challenge is to responsibly apply revenues generated by growth to the ongoing service demands created by growth. Gilbert has several large-scale park, public safety, and road projects planned which are not eligible for system development fee revenues. Other financing options, including potential general obligation bonds, are being considered. In fall 2018, Gilbert will be hosting an auction to sell two areas of surplus park land. The proceeds are planned to be used to build amenities at Gilbert Regional Park. Gilbert will also have a question on the November 2018 ballot asking voters for authorization to sell $65.3 million in GO bonds to help finance a needed Public Safety Training Facility. Another challenge is balancing revenues and expenditures in the enterprise funds. Water, wastewater, and trash collection services have not seen a rate increase since at least 2009, with trash service actually receiving a rate decrease in 2012. While the Town has worked hard to be efficient in operations, cost of materials and supplies have increased over the past ten years. The enterprise funds are structured for revenues cover the cost of service and nothing more. In order to secure the long-term health of the enterprise funds, the Town has publically noticed rate changes and a public hearing is scheduled for September 2018. The new rates are anticipated to take effect on the November 2018 billing. A third challenge is securing water resources needed for future growth. The Town and the San Carlos Apache Tribe have built a close working relationship over many years. Coming from that relationship, the Tribe has agreed to let the Town lease water rights. Final execution of that agreement is now in process. Funding for the lease requires an upfront payment which will be internally financed through an internal loan from the Water Replacement Fund. Growth will repay the loan through payment of Water Resource System Development Fees. A fourth challenge is the large unfunded liability in the Public Safety Retirement System (PSPRS). As of June 30, 2017, Gilbert’s unfunded liability for both police and fire was just over $60 million. 3 Table of Contents BUDGET MESSAGE The Town is taking action to pay this down and will formalize a funding policy in accordance with new state legislation (HB2097). 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 4 Table of Contents GUIDE TO THE BUDGET DOCUMENT PURPOSE OF THE BUDGET DOCUMENT The budget sets forth a strategic resource allocation plan that is aligned with strategic initiatives, community goals, preferences, and needs. 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. 5 Table of Contents GUIDE TO THE BUDGET DOCUMENT Fund Tabs The first page in each Fund tab is an overview of the fund(s) within that section. It includes an explanation of the fund’s purpose and a summary financial outlook. The strategic initiatives addressed by departments/divisions within the fund, 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 2018 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. Performance/Activity Measures: Identify desired outcomes and measure results to better define progress towards the desired service levels. Each performance/activity measure is shown next to the Strategic Initiative icon that it impacts the most. Please refer to the Strategic Initiatives pages of this document to view a full description of the icons that are represented on the department/division pages. 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. 6 Table of Contents GUIDE TO THE BUDGET DOCUMENT Replacement Funds Replacement funds relate directly to an operating fund, but are tracked separately to ensure that aging equipment and/or infrastructure can be replaced or reconstructed. The sole financing source is the respective operating fund. Each replacement fund has a separate fund number in order to identify the fund balance for these activities. In the Comprehensive Annual Financial Report (CAFR), these funds 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 annually. This document describes all known capital projects with a dollar value greater than $100,000. Projects included in the FY 2019 budget are shown in the project detail section, which includes a brief description, project prioritization ranking, and a repair and replacement logo (when appropriate). The repair and replacement logo is added to projects to identify them as non-growth related projects that demonstrate Gilbert’s commitment to long range infrastructure planning. The first year of the CIP is included in the annual adopted budget. 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. Projects in future years are included for planning purposes and are calculated into the 5-year forecasts to estimate long-term funding availability. 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’ (LTAs). 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 480-503-6820 or budget@gilbertaz.gov. 7 Table of Contents GFOA 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, 2017. Gilbert has received this award for 19 consecutive years. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to determine eligibility for another award. 8 Table of Contents ICMA CERTIFICATE OF EXCELLENCE The International City/County Management Association (ICMA) recognized Gilbert, Arizona with a Certificate of Excellence in Performance Management for its data-driven management and reporting efforts. The 2018 certificate recipients were recognized on the basis of a criterion that includes data collection and verification, training and support, public reporting, accountability and process improvement, networking, and leadership. Certificates are awarded at three levels: Achievement, Distinction, and Excellence. Certificates of Excellence were awarded to communities that track and report key outcomes, survey residents and employees, and foster a performance-driven culture. In 2018, ICMA recognized 57 local governments for exemplary performance management initiatives. Gilbert is among 29 jurisdictions internationally receiving the Certificate of Excellence – the highest level awarded. This marks the third consecutive year that Gilbert has received the Certificate of Excellence. 9 Table of Contents KEY OFFICIALS AND STAFF The Town was incorporated July 6, 1920, and operates under the Council-Manager form of government. Six council members are elected at large to four-year staggered terms. The Council establishes policy through the enactment of laws (ordinances). 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 Jenn Daniels Vice Mayor Brigette Peterson Councilmember Scott Anderson Councilmember Eddie Cook Councilmember Victor Petersen Councilmember Jordan Ray Councilmember Jared Taylor 10 Table of Contents KEY OFFICIALS AND STAFF EXECUTIVE TEAM Town Manager, Patrick Banger Deputy Town Manager, Laurie Buczek Deputy Town Manager, Jacob Ellis Deputy Town Manager, Leah Hubbard-Rhineheimer Chief Digital Officer, Dana Berchman Development Services Director, Kyle Mieras Economic Development Director, Dan Henderson Finance Director, Håkon Johanson Fire Chief, Jim Jobusch Chief Talent Officer, Jolean Fleck Information Technology Director, Mark Kramer Intergovernmental Relations Director, René Guillen Management and Budget Director, Kelly Pfost Parks and Recreation Director, Rod Buchanan Police Chief, Michael Soelberg Presiding Judge, John Hudson Public Works Director, Jessica Marlow Town Attorney, Chris Payne Town Clerk, Lisa Maxwell Assistant to Town Manager, Mary Goodman ACKNOWLEDGEMENTS Management and Budget Director, Kelly Pfost Management and Budget Analyst, Cris Parisot Management and Budget Analyst, Laura Lorenzen Management and Budget Analyst, Vacant Management Support Specialist, Patti Hageman Special thanks to Zara Bish, Multi-Media Specialist, for cover design 11 Table of Contents ADVISORY ORGANIZATIONAL CHART 12 Table of Contents ORGANIZATIONAL REPORT CHART Town Clerk Intergovernmental Relations Municipal Court Town Manager Town Attorney Assistant to the Town Manager Water Resources, CDBG, Emergency Management Deputy Town Manager Deputy Town Manager Deputy Town Manager Economic Development Police Human Resources Parks and Recreation Fire and Rescue Digital Government Development Services Public Works Information Technology Management and Budget Management Services Finance and Management Services 13 Table of Contents Vision, Mission, Values ORGANIZATIONAL VISION Gilbert will be the best in class in all lines of service. ORGANIZATIONAL MISSION We are a service organization committed to enhancing quality of life and serving with integrity, trust, and respect. ORGANIZATIONAL VALUES As a team, the Town of Gilbert values: Integrity Respect Accountability Innovation Learning Communication by being ethical, professional and trustworthy by being fair, courteous and valuing others by being responsible for our actions and following through on our commitments by continuously improving services through progressive and creative outcomes by developing our knowledge and skills through transparency, collaboration and accessible information 14 Table of Contents STRATEGIC INITIATIVES In FY 2011, the Town Council adopted a new Strategic Plan for the Town of Gilbert. This plan is centered on 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 2019 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. 15 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 Organizational Wildly Important Goals have been identified for FY 2019: 16 Table of Contents STRATEGIC INITIATIVES 17 Table of Contents STRATEGIC INITIATIVES 18 Table of Contents OPERATIONAL EXCELLENCE For nearly 25 years, Gilbert has been committed to a culture of continuous improvement. Gilbert’s first structured improvement approach, CQI (or Continuous Quality Improvement) began in 1994. In 2012, the town adopted Franklin Covey’s The 4 Disciplines of Execution and the concept of setting Wildly Important Goals (WIGs) to provide structure and accountability to goal setting and goal achievement in the organization. In 2014, Gilbert furthered our efforts in Continuous Improvement by adopting Lean Six Sigma. As Gilbert grows, and the expectations of what defines “great service” evolve, the organization must also evolve, and find the best way to meet the needs and expectations of customers. In FY 2018, Gilbert introduced a fresh approach; EDGE (Employee’s Driving Gilbert’s Excellence) takes the best parts of CQI and Lean Six Sigma, and teaches our employees to participate in Organizational Transformation by aligning people, process and technology in an ongoing effort to deliver efficiency and effectiveness from a customer-centric point of view. When combined with clearly defined Wildly Important Goals, we are constantly evaluating the work we do and asking ourselves, “Is this the most important thing we can do right now for our customer?” Since departments are so diverse, it is hard to find a “one size fits all” approach. We believe that the marrying of our Organizational Transformation approach (EDGE) and The 4 Disciplines of Execution (WIGs), we are equipping the organization with a variety of quality tools and proven techniques in order to: • • • • • • • Improve Service Delivery Increase Customer Satisfaction Empower our Staff to Innovate Enhance the Organizational Culture Yield a Return on Investment Reduce Costs Increase Staff Capacity to Deliver Results Gilbert is dedicated to being a High Performing Organization. We strive every day to be a community where people love to live, work and play. We continue to evolve and enhance our efforts around Operational Excellence and Organizational Transformation through continued use of The 4 Disciplines of Execution and EDGE. We believe progress is never-ending, and we will continue to evolve and adapt to deliver exceptional service and be a Best Place to Live for years to come. 19 Table of Contents GILBERT FACTS Gilbert History HISTORY In 1902, the Arizona Eastern Railway asked for donations of right of way in order to establish a rail line between Phoenix and Florence. A rail siding was established on property owned by William "Bobby" Gilbert. The siding and the town that sprung up around it, eventually became known as Gilbert. Gilbert was a prime farming community, fueled by the construction of the Roosevelt Dam and the Eastern and Consolidated Canals in 1911. It remained an agriculture town for many years, and was known as the "Hay Capital of the World" until the late 1920s; Gilbert began to take its current shape during the 1970s when the Town Council approved a strip annexation that encompassed 53 square miles of county land. Although the population was only 1,971 in 1970, the Council realized that Gilbert would eventually grow and develop much like the neighboring communities of Tempe, Mesa, and Chandler. This proved to be a farsighted decision as Gilbert positioned itself for growth in the 1980s and beyond. Today, Gilbert’s estimated population is 250,800 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 2016 American Community Survey data, more than 42 percent of Gilbert residents hold a bachelor’s degree or higher, compared to the Phoenix average of 27 percent. In addition, Gilbert boasts one of the highest median household incomes in the state at $88,685 (according to ESRI Business Analyst 2018). Gilbert’s 2019 estimated population of 250,800 continues to grow, having experienced 58 percent growth between 2000 and 2005; and 21 percent between 2005 and 2010. With attractive demographics, awardwinning amenities, and a business-friendly environment, Gilbert was recently named the Best Place to Raise a Family in Arizona by Niche.com. Our thriving community was also named the Most Prosperous City in the Nation in 2017 by the Economic Innovation nd Group and in 2016, the 2 Safest City in the United States for communities over 100,000 residents by Law Street Media. 20 Table of Contents GILBERT FACTS GILBERT AT A GLANCE: Source: U.S. Census Annual Population Estimates, 2015 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 7/1/17): Estimated Population (as of 7/1/18): 242,354 250,800 Median age: Annual average rainfall: Annual sunshine days: 6.4 inches 337 days Average Temperature in Fahrenheit (High/Low): January 67/41 April 85/54 July 106/77 October 89/59 Transaction Privilege Tax Rate: State/County Gilbert 7.8% 6.3% 1.5% Total Housing Units: Vacancy Rate 77,444 1.2% Source: 2012-2016 American Community Survey More information and statistics can be found at: http://www.gilbertaz.gov 33.3 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 21 33.9% 5.0% 29.9% 22.9% 8.4% 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 33.3 36.0 EDUCATIONAL ATTAINMENT Greater Gilbert Phoenix High School Graduate: Some College, no degree: Associate Degree: Bachelor's Degree: Graduate/Professional Degree: 16.5% 26.2% 11.0% 28.0% 13.7% 23.7% 25.1% 8.5% 18.8% 10.6% High School Graduate or Greater: Bachelor's Degree or Higher: 95.4% 41.7% 86.6% 29.3% Source: U.S. Census American Community Survey, 2012-2016 HOUSEHOLD CHARACTERISTICS Gilbert Median owner-occupied housing value Median household income Average household size $264,700 $85,581 3.16 Greater Phoenix $196,400 $55,277 2.74 Source: U.S. Census American Community Survey, 2012-2016 RACE / ETHNICITY White, 70.9% Black or African American, 2.9% Hispanic, 16.0% American Indian or Alaska Native, 0.9% Asian, 6.8% Native Hawaiian and Other Pacific, 0.2% Other Race, 0.1% Two or More Races, 2.9% Source: U.S. Census American Community Survey, 2012-2016 22 Table of Contents GILBERT FACTS AWARDS / RECOGNITION • Arizona's Most Admired Companies - Town of Gilbert (AZ Business Magazine / Arizona's Best Companies, 2017) • 2nd Safest City in the United States (Law Street Media, 2016) • 2nd Safest City in Arizona (Alarms.org, 2018) • 2nd City for Under-35 Homeownership (SmartAsset, 2017) • 3rd Best Place to Live in Arizona (Niche, 2018) • 4th Best School District in America - Gilbert Public Schools (Alarms.org, 2018) • 5th Best Place to Find a Job in America (WalletHub, 2018) • 6th Top City Where Retirees Are Moving (SmartAsset, 2018) 2nd Safest City in Arizona • 10th Best City for Young Families (ValuePenguin, 2018) • 20th Happiest Place to Live (WalletHub, 2018) GILBERT GROWTH CIVILIAN LABOR FORCE PRINCIPAL EMPLOYERS 2017 Labor force = 131,473 Gilbert Unified School District Banner Health GoDaddy Software, Inc. Town of Gilbert Wal-Mart Stores, Inc. Fry's Food Stores B H Drywall Higley Unified School District Dignity Health Isagenix International 3% Employed Unempl… 97% 3,152 1,806 1,364 1,297 1,138 1,044 997 995 891 650 Source: Gilbert Comprehensive Annual Financial Report, FY 2017 Source: Arizona Department of Administration, Special Unemployment Report - 2017 ECONOMIC HIGHLIGHTS • Gilbert STEM and STEM related job growth has outpaced overall job growth over the last 5-years - 17% growth in STEM/STEM related vs. 11.6% job growth overall. Source: Economic Modeling Specialists (EMSI) • Since 2013, Gilbert has added 2.8M square-feet of office, industrial/flex, and retail space to its inventory, representing an increase of 12.6%. Source: Costar • Annual sales tax revenue collected from Gilbert’s Heritage District in FY 2017 was 177% higher than in FY 2008. Source: Town of Gilbert • Gilbert, Arizona’s first economic development organization to be accredited by the International Economic Development Council, received reaccreditation in 2017. 23 Table of Contents FUND STRUCTURE The financial accounts for Gilbert are organized on the basis of funds or account groups. In governmental accounting, a fund is a separate self-balancing set of accounts used to show operating results for a particular activity or activities. Funds are categorized into three classes: governmental, proprietary, or fiduciary. Different fund types are found within each of these three classes. Major funds are identified and described below. GOVERNMENTAL FUNDS • community, such as downtown renovation and social services. 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: • Mayor and Council • Town Manager • Digital Government • Intergovernmental Relations • Economic Development • Information Technology • Human Resources • Management and Budget • Town Clerk • General Counsel/Prosecutor • Management Services • Municipal Court • Development Services • Public Works – Engineering • Police Department • Gilbert Fire and Rescue • Parks and Recreation Special Revenue Funds – These funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for a specific purpose. • • Street HURF Fund (Highway User Revenue Fund) Street operating costs eligible for state highway revenues are included in this fund. Revenues are primarily derived from stateshared fuel tax. • HOME Fund This fund accounts for Federal Home Investment Partnership revenue. The revenue is used for expenditures that create and maintain affordable housing within Gilbert. • Grants The Town accounts for grant revenue and the related expenditures in a separate fund. The entire expense is typically included in this fund and any amount not supported by grant revenue is transferred from another fund. • Other Special Revenue Other special projects are accounted for in this group of funds. The activity extends beyond one fiscal year and is for a specific event. • System Development Fees This set of funds segregates the revenue to pay for growth-related capital projects. The revenue is used to pay for eligible projects or to repay debt issued for growth-related construction. • Maintenance Improvement Districts Arizona State Statutes provide that improvement districts can be established to pay for streetlights and parkway improvements. Gilbert established two funds for these districts. Revenue is received from the benefitting property owners. Other Capital Funds – These funds include CIP Admin, bonds, outside sources and Maricopa Association of Governments 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 Capital Improvement Funds – These funds were established in FY 2019 based on GASB best practices to properly account for capital improvement projects. 24 Table of Contents FUND STRUCTURE Internal Service 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. 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 types special assessment districts in Gilbert; Improvement Districts, Streetlight Improvement Districts and Parkway Maintenance Improvement Districts. 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. PROPRIETARY FUNDS Enterprise Funds – These are funds in which the services provided are financed and operated similarly to those of a private business. User fees are established and revised as needed to ensure that revenues are adequate to meet all necessary expenditures. The following are considered enterprise funds: • Water • Wastewater • Environmental Services – Residential • Environmental Services – Commercial 25 Table of Contents FUND STRUCTURE 26 Table of Contents BUDGET PROCESS BUDGET DEVELOPMENT this limit to match the community’s desired service levels. Gilbert must budget at or below this limit. The Council determines the priorities for the year and staff develops a budget that best incorporates Council priorities and fits within the resources available. The expenditure limit base approved by the voters must be used in determining Gilbert’s expenditure limit until a new base is adopted. 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. Council set the following boundaries for FY 2019 budget preparation: • No change in local sales tax rate (1.5%) • The secondary property tax rate for FY 2019 has been proposed to be reduced slightly from $1.03 to $0.99 per $100 of assessed value. The rate is the result of the levy that is required to fund anticipated debt service payments. • Maintain minimum fund balance policies BUDGET AMENDMENTS Under Arizona Revised Statutes, the budget cannot increase once Council adopts the preliminary budget. 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 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 • Financial Retreat with the Executive Team and Council • Town Manager finalizes and balances the proposed budget • Present draft to Council • Council reviews and adopts 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. 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 2019 the ongoing budgeted expenditures were $149.2M. When calculated at 25% plus one year of debt service, the minimum fund balance requirement is $51.6M. 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 While the minimum fund balance is only in case of extreme emergency or high priority of council, contingency is regularly used and budgeted for 27 Table of Contents BUDGET PROCESS The major differences between the budget and the Comprehensive Annual Financial Report (CAFR) are: • Certain revenues, expenditures, and transfers are not included in the budget, but are accrued and reported on the GAAP basis. For example, the increases or decreases in compensated absences are not included for budget purposes but are in the CAFR • Indirect administrative cost allocations to the Enterprise Funds are accounted for as transfers in or out on the budgetary basis, but are recorded as revenues and expenses for the CAFR • New capital outlays in the Enterprise Funds are presented as expenses in the budget, but recorded as assets in the CAFR • Depreciation expense is not included in the budget, but is an expense in the CAFR • Debt service principal payments in the Enterprise Funds are expenses in the budget, but reported as reduction of longterm debt liability in the CAFR • Encumbrances are treated as expenses in the year the purchase is made for budget purposes each year. For FY 2019, the General Fund contingency is approximately $15.0M. Gilbert budgets for contingencies in the following funds: • General • Streets - HURF • Streets – Roadway and Maintenance • Water • Wastewater • Environmental Services – Residential • Environmental Services – Commercial • Replacement Funds • Capital Improvement Plan (CIP) • Grants • Special Revenues • Fleet BUDGET BASIS The budget is prepared on an annual basis generally consistent with Generally Accepted Accounting Principles (GAAP). Gilbert’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 (HURF) Governmental Fund – Road and Maintenance Fund (Vehicle License Tax) Proprietary Fund - Water Proprietary Fund - Wastewater Proprietary Fund - Environmental Services 28 Accounting Basis Modified Accrual Modified Accrual Budget Basis Modified Accrual Modified Accrual Modified Accrual Modified Accrual Full Accrual Full Accrual Full Accrual Full Accrual Full Accrual Full Accrual Table of Contents BUDGET CALENDAR Date Action August 1 - September 15, 2017 CIP - Initial departmental meetings (review/prioritize new/existing CIP projects) September 5 - 14, 2017 Budget Kick Off - Supervisors, Second in Command and Executive Team September 7 - November 30, 2017 Departments enter requests in SharePoint for FY 2019 budget and five year plans September 7 - November 30, 2017 Analysts meet with Departments (as needed) to review base budgets, new budget requests, CIP needs, position changes and potential re-organizations September 1 - November 1, 2016 Zero Base Departments and Budget Office finalize zero base budgets November 2017 CIP - Follow up meetings with Departments to review funding/timing/prioritization of projects December 2017 Financial review of CIP projects January - February 2018 Executive Team reviews departmental requests January - February 14, 2018 Departments revise year end projections based on six months activity February 20, 2018 Present Executive Team recommendations to Town Manager March 2, 2018 Council Financial Retreat March 7, 2017 Town Manager recommendations to Executive Team March 19 – 28, 2018 Departments complete; purpose statements, current year accomplishments, upcoming year objectives, and performance measures/benchmarks. April 2018 OMB discussions with Council members April 19, 2018 Council Study Session - Introduction to the FY 2019 Budget/CIP May 3, 2018 Council adopts preliminary budget May 3, 2018 Declare the Draft FY 2019-2028 CIP a public document and direct staff to publish the notice of public hearing May 3, 2018 Public Hearing to consider declaring June 7, 2018 as the date of public hearing and adoption of the FY 2019 property tax levy June 7, 2018 Public Hearing and adopt FY 2019-2028 Capital Improvement Plan June 7, 2018 Council adopts final budget June 7, 2018 Property Tax public hearing/Adoption of FY 2019 Property Tax levy 29 Table of Contents FINANCIAL POLICIES INTRODUCTION The Policies of Responsible Financial Management were revised and adopted in August 2017 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 30 Table of Contents FINANCIAL POLICIES • • To have the ability to withstand local and regional economic fluctuations, to adjust to changes in the service requirements of our community, and to respond to changes in Federal and State priorities and funding as they affect the Town's residents To maintain a high bond credit rating to ensure the Town’s access to the bond markets and to provide assurance to the Town's taxpayers that the Town government is well managed and financially sound Following these policies will enhance 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 a version of the policies use the hyperlink or web address: Policies of Responsible Financial Management or https://www.gilbertaz.gov/home/showdocument?id=22921 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 audits are performed annually; 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 31 Table of Contents FINANCIAL POLICIES loan, established repayment terms (including whether interest will be paid), the loan’s current status, and the frequency of making loans. 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, and Environmental Services. 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 (HURF) and Roadway and Maintenance Funds, as well as the associated replacement 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. 32 Table of Contents FINANCIAL POLICIES Sales tax revenue is a volatile source of revenue since it is a direct function of economic cycles. Sales tax revenues that exceed the normal growth rate should be used for one-time expenditures or to increase reserves for the inevitable economic downturns. When sales tax revenue growth is less than the normal growth rate, it may be necessary to use reserves until appropriate expenditure reductions or other measures can be implemented. Interest income is also volatile. Any interest earnings that exceed the average annual earnings over the last ten years should be used for one-time expenditures or to increase reserves. The best use of one-time revenues is to invest in projects that will result in long term operating cost savings. Appropriate uses of one-time revenues include strategic investments, such as early debt retirement, capital expenditures that will reduce operating costs, information technology projects that will improve efficiency and special projects that will not incur ongoing operating costs. If projects are deemed appropriate strategic investments and do include increased ongoing operating costs, these costs should be acknowledged and planned for in long-range planning efforts prior to approval. 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. 33 Table of Contents FINANCIAL POLICIES Restrictions on debt issuance: • Where appropriate, the Gilbert will consider “pay as you go” capital financing and/or the use of impact fees. • 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. 34 Table of Contents FINANCIAL POLICIES 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 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. Funds may be considered non-spendable, restricted, committed, assigned or unassigned. 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. 35 Table of Contents FINANCIAL POLICIES • 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. 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. Annual changes in debt service payments and property valuation will result in volatility of the property tax rate. State statute allows for municipalities to purposefully create reserve funds of up to 10% which can be used to smooth annual rate volatility or to proactively protect against unexpected collection risk or delinquency. The Town’s debt service reserve policy moving forward will be as follows: 36 Table of Contents FINANCIAL POLICIES 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: 1. Reduce total interest cost 2. Reduce total term of debt outstanding 3. Reduce the proposed levy/tax rate, and/or 4. 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) Grant Application, Acceptance and Administration This policy outlines the procedures for evaluation of the grant, the application/acceptance of the grant, grant administration, and departmental responsibilities. Prior to recommending acceptance and use of grant funds, staff will communicate to council any additional requirements or implied commitments attached to the use of the funds, such as; impacts to staff/workload, implications for future year(s) budget(s), matching requirements, or provision of same or similar services by other community organizations. Gilbert considers the following while assessing each application, acceptance and use of grant funding: • Tax impact • Value to the local taxpayer • Resulting financial, administrative and/or regulatory burden • Appropriate use of temporary funding • Resolution of genuine problem/need 37 Table of Contents 38 Table of Contents REVENUE AND EXPENSE SUMMARY General Fund 22% Other Funding Sources 27% Street Fund 4% Debt Service 4% Enterprise Funds 15% Replacement Funds 15% Special Revenue 13% The funds available for FY 2019 are approximately $1,132,656,000. This consists of new revenue and funds carried forward from the previous fiscal years. The revenue detail for each area is found within the budget document – either in the summary section or in the budget detail for that department. The graph above shows percentage of sources by major category, excluding Internal Service Funds. General Fund 18% Capital Improvement Funds 51% Street Fund 2% Enterprise Funds 7% Special Revenue 2% Other Funding Sources 11% Debt Service 7% Replacement Funds 2% The total expenditures for FY 2019 are approximately $940,085,000. 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. 39 Table of Contents FUND BALANCES Starting Balance GENERAL FUND $ Transfer Revenue Revenue 88,301,210 $ 166,421,000 ENTERPRISE FUNDS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 38,925,689 17,534,804 13,457,734 1,885,632 STREETS $ Total Sources 5,659,200 $ 260,381,410 48,210,000 28,332,000 17,421,000 2,680,000 920,000 170,000 - $ $ $ $ 87,135,689 46,786,804 31,048,734 4,565,632 14,841,501 25,501,000 - $ 40,342,501 INTERNAL SERVICE Fleet Maintenance Health Self-Insurance Dental Self-Insurance 492,669 1,876,580 466,380 7,239,000 16,675,000 1,382,000 - $ $ $ 7,731,669 18,551,580 1,848,380 REPLACEMENT FUNDS General Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Streets Fleet Maintenance 9,085,870 87,971,580 59,311,220 4,171,070 551,270 4,645,820 245,800 40,000 200,000 200,000 190,000 3,000 20,000 - 2,300,000 13,000,000 9,200,000 3,200,000 412,000 428,000 - $ $ $ $ $ $ $ 11,425,870 101,171,580 68,711,220 7,561,070 966,270 5,093,820 245,800 SUB TOTAL OPERATING FUNDS $ 343,764,829 $ 314,514,000 35,289,200 $ 693,568,029 $ SPECIAL REVENUE FUNDS CDBG/HOME Solid Waste Container Traffic Signal SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF Parks SDF Prior to 2012 Water SDF Water Resource Fee Wastewater SDF Wastewater SDF - Neely Wastewater SDF - Greenfield Grants Police Impound Street Light Improvement Parkway Improvement Other Special Revenue 11,940 9,877,380 1,870,020 (11,248,570) (6,666,540) 31,813,530 6,695,770 2,751,830 1,430,330 5,126,360 22,979,380 6,426,630 19,750 87,100 118,720 652,560 1,949,880 170,000 2,015,000 3,600,000 2,000,000 2,400,000 7,065,000 24,000,000 9,700,000 2,550,000 1,150,000 5,000,000 5,660,900 310,000 1,871,900 1,046,330 3,497,870 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,961,820 170,000 11,892,380 5,470,020 (9,248,570) (4,266,540) 38,878,530 24,000,000 16,395,770 5,301,830 1,430,330 6,276,360 27,979,380 12,087,530 329,750 1,959,000 1,165,050 4,150,430 OTHER FUNDING SOURCES CIP Administration Outside Sources GO Bonds Proceeds Contingency Prop 400 PFMPC 2017 Parks, Rec and Open Space WRMPC 2016 MPC - Wastewater System 384,430 21,382,390 65,400,500 16,849,870 (2,931,321) 4,789,720 23,805,670 38,243,010 2,070,940 19,557,580 100,000,000 15,809,740 3,374,000 - - $ $ $ $ $ $ $ $ $ 2,455,370 40,939,970 65,400,500 100,000,000 32,659,610 (2,931,321) 4,789,720 27,179,670 38,243,010 40 Table of Contents FUND BALANCES Transfer Expense Expense GENERAL FUND $ 173,055,290 $ Total Uses Ending Balance 35,734,190 $ 208,789,480 $ 51,591,930 ENTERPRISE FUNDS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial 33,086,290 18,840,000 15,813,210 2,326,810 25,242,820 20,132,340 7,215,910 760,900 $ $ $ $ 58,329,110 38,972,340 23,029,120 3,087,710 $ $ $ $ 28,806,579 7,814,464 8,019,614 1,477,922 STREETS 18,687,410 14,088,090 $ 32,775,500 $ 7,567,001 INTERNAL SERVICE Fleet Maintenance Copy Services Health Self-Insurance Dental Self-Insurance 8,057,760 17,041,560 1,317,000 - $ $ $ $ 8,057,760 17,041,560 1,317,000 $ $ $ $ (326,091) 1,510,020 531,380 REPLACEMENT FUNDS General Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Streets Fleet Maintenance 3,471,500 3,721,900 4,383,200 5,413,400 890,000 1,402,050 200,000 34,818,620 51,140,980 - $ $ $ $ $ $ $ 3,471,500 38,540,520 55,524,180 5,413,400 890,000 1,402,050 200,000 $ $ $ $ $ $ $ 7,954,370 62,631,060 13,187,040 2,147,670 76,270 3,691,770 45,800 SUB TOTAL OPERATING FUNDS $ 307,707,380 $ 189,133,850 $ 496,841,230 $ 196,726,799 SPECIAL REVENUE FUNDS CDBG/HOME Solid Waste Container Traffic Signal SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF Parks SDF Prior to 2012 Water SDF Water Resource Fee Wastewater SDF Wastewater SDF - Neely Wastewater SDF - Greenfield Grants Police Impound Street Light Improvement Parkway Improvement Other Special Revenue 744,880 4,400 1,124,460 4,400 4,400 4,400 4,400 4,400 4,400 4,400 5,272,240 342,820 2,029,600 1,168,300 4,222,360 1,205,000 170,000 3,257,490 2,481,910 1,255,730 2,202,390 26,010,020 17,307,340 23,351,620 42,731,670 968,600 2,803,930 16,989,660 551,270 65,000 30,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 1,949,880 170,000 3,261,890 3,606,370 1,260,130 2,206,790 26,014,420 17,307,340 23,356,020 42,736,070 968,600 2,808,330 16,994,060 5,823,510 407,820 2,029,600 1,168,300 4,252,360 $ 11,940 $ $ 8,630,490 $ 1,863,650 $ (10,508,700) $ (6,473,330) $ 12,864,110 $ 6,692,660 $ (6,960,250) $ (37,434,240) $ 461,730 $ 3,468,030 $ 10,985,320 $ 6,264,020 $ (78,070) $ (70,600) $ (3,250) $ (101,930) OTHER FUNDING SOURCES CIP Administration Outside Sources GO Bonds Proceeds Contingency Prop 400 PFMPC 2017 Parks, Rec and Open Space WRMPC 2016 MPC - Wastewater System 1,820,940 100,000,000 - 250,000 31,321,510 71,164,900 37,088,020 6,058,730 29,873,920 41,480,830 $ $ $ $ $ $ $ $ $ 2,070,940 31,321,510 71,164,900 100,000,000 37,088,020 6,058,730 29,873,920 41,480,830 $ $ $ $ $ $ $ $ $ 41 384,430 9,618,460 (5,764,400) (4,428,410) (8,990,051) 4,789,720 (2,694,250) (3,237,820) Table of Contents FUND BALANCES Starting Balance Transfer Revenue Revenue Total Sources CAPITAL IMPROVEMENT FUNDS Redevelopment Streets Traffic Control Parks and Recreation Municipal Facilities Water Wastewater Storm Water - - 24,939,840 128,028,650 5,580,860 55,370,510 16,857,760 127,180,970 118,181,840 1,177,810 $ $ $ $ $ $ $ $ 24,939,840 128,028,650 5,580,860 55,370,510 16,857,760 127,180,970 118,181,840 1,177,810 17,992,722 29,761,280 35,145,950 $ 82,899,952 TRUST ACCOUNTS 85,480 - - $ 85,480 TOTAL ALL FUNDS $ 601,713,490 $ 559,074,420 $ 547,753,390 $ 1,708,541,300 DEBT SERVICE 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 Water SDF, Water Resource Fee, 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 and Santan Water Treatment Plant projects are in progress. In an effort to ensure excess bond funds were not sold, the Town sized the issuances slightly smaller than construction estimates. When the projects close out, bond funds will be used and then appropriate SDF cash will be used to make up the gap. • 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 property values of the residences. 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. • The Parkway Improvement District Fund assesses a levy on the homeowner’s property tax bill for the maintenance of the common areas in the subdivision. The amount assessed each year is calculated on the projected expenditures and the number of lots in the subdivision. A deficit in this fund would indicate that there are outstanding property tax revenues to be distributed to the Town. 42 Table of Contents FUND BALANCES Transfer Expense Expense Total Uses Ending Balance CAPITAL IMPROVEMENT FUNDS Redevelopment Streets Traffic Control Parks and Recreation Municipal Facilities Water Wastewater Storm Water 24,939,840 128,028,650 5,580,860 55,370,510 16,857,760 127,180,970 118,181,840 1,177,810 - $ $ $ $ $ $ $ $ 24,939,840 128,028,650 5,580,860 55,370,510 16,857,760 127,180,970 118,181,840 1,177,810 $ $ $ $ $ $ $ $ - 64,712,850 - $ 64,712,850 $ 18,187,102 TRUST ACCOUNTS 2,500 - $ 2,500 $ 82,980 TOTAL ALL FUNDS $ 966,501,770 $ 547,753,390 DEBT SERVICE $ 1,514,255,160 $ 194,286,140 • PFMPC 2017 bonds in the amount of $7.5M were issued to fund project MF0230, Fire Station #9. Any funding gap at the end of the project will be paid for by Fire SDF cash. • GO Bond Proceeds were issued to fund various street related Capital Projects. Any funding gaps at the end of the projects will be paid for with Streets funding. 43 Table of Contents BUDGET SUMMARY PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 General Fund Enterprise Funds Streets Funds Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 917.67 259.78 50.67 26.00 0.00 11.45 7.40 0.00 0.00 944.49 266.78 50.67 26.00 0.00 10.95 12.40 0.00 0.00 982.69 271.78 53.67 26.00 0.00 10.95 12.40 0.00 0.00 982.89 272.79 53.66 26.00 0.00 10.75 12.40 0.00 0.00 1,010.36 279.34 55.66 26.00 0.00 11.25 12.40 0.00 0.00 Total Personnel 1,272.97 1,311.29 1,357.49 1,358.49 1,395.01 EXPENSES BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 General Fund Enterprise Funds Streets Funds Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 133,706,253 61,873,329 18,916,238 27,318,465 11,216,516 11,390,288 17,778,811 75,902,621 2,500 160,122,607 57,598,537 19,946,138 22,661,550 9,657,250 14,758,338 19,914,440 147,416,674 2,500 195,932,680 88,581,300 25,943,240 26,452,720 96,818,100 127,137,890 345,070,610 58,864,810 2,500 158,280,890 67,785,292 20,126,169 25,207,761 23,058,150 16,790,800 40,724,801 56,603,550 2,500 173,055,290 70,066,310 18,687,410 26,416,320 19,482,050 14,939,860 579,139,180 64,712,850 2,500 $ 358,105,021 $ 452,078,034 $ 964,803,850 $ 408,579,912 $ 966,501,770 EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 118,374,049 178,416,539 61,314,433 134,528,745 233,612,039 83,937,250 143,466,840 220,542,310 600,794,700 140,634,770 179,195,751 88,749,391 148,263,230 230,014,380 588,224,160 $ 358,105,021 $ 452,078,034 $ 964,803,850 $ 408,579,912 $ 966,501,770 Total Expenses Total Expenses 44 Table of Contents BUDGET SUMMARY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 147,720,702 84,528,427 22,798,905 23,060,389 1,382,995 53,117,958 20,227,819 21,858,074 202 163,283,052 86,594,421 25,949,998 25,232,202 1,700,749 44,383,987 90,875,376 86,251,064 432 158,425,500 91,112,940 25,401,000 26,532,100 1,178,000 55,830,760 189,007,520 27,186,430 - 163,392,400 89,456,000 25,801,000 25,542,100 1,178,000 49,431,980 57,569,540 27,186,430 - 166,421,000 96,643,000 25,501,000 25,296,000 653,000 73,986,880 140,812,260 29,761,280 - $ 374,695,471 $ 524,271,281 $ 574,674,250 $ 439,557,450 $ 559,074,420 REVENUE BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Taxes and Fees License and Permits Intergovernmental Charges for Service Fine and Forfeits Special Assessments Other Non-Operating 148,215,132 4,852,536 81,395,723 113,000,466 4,618,089 2,412,090 20,201,435 146,476,134 4,819,908 102,413,241 122,313,165 4,335,755 72,346,535 71,566,543 152,978,080 4,427,000 128,892,750 120,880,100 4,110,000 105,486,430 57,899,890 152,423,080 5,042,200 104,912,890 122,933,560 3,950,000 5,486,430 44,809,290 156,243,230 4,415,000 130,308,100 127,906,170 3,999,000 106,581,280 29,621,640 $ 374,695,471 $ 524,271,281 $ 574,674,250 $ 439,557,450 $ 559,074,420 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 374,695,471 71,682,916 524,271,281 61,484,870 574,674,250 60,347,680 439,557,450 58,886,420 559,074,420 547,753,390 Total Sources $ 446,378,387 $ 585,756,151 $ 635,021,930 $ 498,443,870 $ 1,106,827,810 Total Expenses Transfers Out 358,105,021 71,682,916 452,078,034 61,484,870 964,803,850 60,347,680 408,579,912 58,886,420 966,501,770 547,753,390 Total Uses $ 429,787,937 $ 513,562,904 $1,025,151,530 $ 467,466,332 $ 1,514,255,160 Net Operating Result $ 16,590,450 $ 72,193,247 $ (390,129,600) $ 30,977,538 $ (407,427,350) REVENUE BY ACTIVITY General Fund Enterprise Funds Streets Funds Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts Total Revenue Total Revenue 45 Table of Contents REVENUE SUMMARY BY FUND Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 129,728,543 62,204 44,507 45 3,689 8,217 362 19,707 275,319 322,993 6,949,736 3,859,615 1,656,951 3,710,014 1,078,800 $ 147,720,702 140,940,452 79,109 2,241 150 77,909 1,339 6,542 903 19,174 207,467 360,999 6,928,546 3,727,994 1,910,046 7,833,555 1,184,829 $ 163,283,052 142,550,000 75,000 2,000 7,000 15,000 194,000 338,000 6,493,000 3,403,000 1,854,000 3,494,500 $ 158,425,500 146,255,000 86,000 2,000 75,000 4,000 15,000 120,300 298,000 7,584,200 3,351,000 1,930,400 3,671,500 $ 163,392,400 149,528,000 88,000 2,000 75,000 4,000 15,000 119,000 298,000 6,495,000 3,365,000 1,939,000 4,493,000 $ 166,421,000 $ 40,991,158 25,249,660 15,679,964 2,607,645 84,528,427 $ 42,041,012 26,184,379 15,857,693 2,511,337 86,594,421 $ 43,179,000 26,575,000 18,638,640 2,720,300 91,112,940 $ 44,740,000 26,333,200 15,736,000 2,646,800 89,456,000 $ 48,210,000 28,332,000 17,421,000 2,680,000 96,643,000 STREETS: HURF Roadway and Maintenance TOTAL STREETS $ 22,798,905 22,798,905 $ 16,226,204 9,723,794 25,949,998 $ 15,651,000 9,750,000 25,401,000 $ 15,851,000 9,950,000 25,801,000 $ 15,001,000 10,500,000 25,501,000 INTERNAL SERVICES $ 23,060,389 $ 25,232,202 $ 26,532,100 $ 25,542,100 $ 25,296,000 REPLACEMENT FUNDS: General Street Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Fleet TOTAL REPLACEMENT FUNDS $ 146,491 130,458 451,258 454,941 190,759 7,202 1,886 1,382,995 $ 178,242 138,785 681,047 591,116 104,382 4,902 2,275 1,700,749 $ 40,000 20,000 200,000 200,000 715,000 3,000 1,178,000 $ 40,000 20,000 200,000 200,000 715,000 3,000 1,178,000 $ 40,000 20,000 200,000 200,000 190,000 3,000 653,000 SUB TOTAL OPERATING FUNDS $ 279,491,418 $ 302,760,422 $ 302,649,540 $ 305,369,500 $ 314,514,000 603,782 46,477,859 1,170,479 324,717 2,577,830 1,963,291 711,665 37,799,308 1,201,220 283,340 2,947,131 1,441,323 2,239,650 40,100,000 6,936,490 310,000 2,953,080 3,291,540 1,481,340 35,850,000 6,524,050 310,000 2,953,080 2,313,510 1,949,880 59,650,000 5,660,900 310,000 2,918,230 3,497,870 GENERAL FUND: Non-Allocated Mayor and Council Manager Digital Government Economic Development Information Technology Human Resources Town Clerk Legal Services Management Services Municipal Court Development Services Police Department Fire and Rescue Department Parks and Recreation Non Departmental TOTAL GENERAL FUND ENTERPRISE OPERATIONS: Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial TOTAL ENTERPRISE SPECIAL REVENUE FUNDS: CDBG/HOME Development Fees Grants Police Impound Special Districts Other Special Revenue 46 Table of Contents REVENUE SUMMARY BY FUND Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 TOTAL SPECIAL REVENUE $ 53,117,958 $ 44,383,987 $ 55,830,760 $ 49,431,980 $ OTHER CAPITAL FUNDS $ 20,227,819 $ 90,875,376 $ 189,007,520 $ 57,569,540 $ 140,812,260 DEBT SERVICE $ 21,858,074 $ 86,251,064 $ 27,186,430 $ 27,186,430 $ 29,761,280 TRUST ACCOUNTS $ 202 $ 432 $ - $ - $ - GRAND TOTAL REVENUE $ 374,695,471 $ 524,271,281 $ 574,674,250 $ 439,557,450 73,986,880 $ 559,074,420 CARRY OVER FUNDS $ 407,427,350 TOTAL RESOURCES $ 966,501,770 47 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 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 80,497,509 4,787,456 47,821,821 6,268,332 4,014,009 4,331,575 $ 147,720,702 85,794,157 4,784,961 55,902,448 10,537,471 3,810,983 2,453,032 $ 163,283,052 88,675,000 4,367,000 54,535,000 6,186,000 3,626,000 1,036,500 $ 158,425,500 92,370,000 4,981,000 55,014,000 6,923,500 3,466,000 637,900 $ 163,392,400 94,825,000 4,355,000 55,825,000 7,266,500 3,515,000 634,500 $ 166,421,000 $ 34,947 952,597 84,900,125 706,752 86,594,421 $ 60,000 1,200,000 85,707,940 4,145,000 91,112,940 $ 61,200 1,200,000 87,741,800 453,000 89,456,000 $ 60,000 1,750,000 91,989,000 2,844,000 96,643,000 $ 25,670,194 1,598 3,728 274,478 25,949,998 $ 25,300,000 1,000 100,000 25,401,000 $ 25,700,000 1,000 100,000 25,801,000 $ 25,400,000 1,000 100,000 25,501,000 $ 407,315 24,535,050 289,837 25,232,202 $ 755,000 25,374,100 403,000 26,532,100 $ 455,000 24,684,100 403,000 25,542,100 $ 455,000 24,778,000 63,000 25,296,000 $ 92,431 91,118 1,517,200 1,700,749 $ 150,000 503,000 1,178,000 $ 150,000 503,000 1,178,000 $ 150,000 503,000 653,000 $ 39,920,869 1,942,315 1,185,766 521,044 1,110 812,883 44,383,987 $ 42,653,080 9,807,770 1,555,020 484,000 1,330,890 55,830,760 $ 38,403,080 8,686,890 1,527,120 484,000 330,890 49,431,980 $ 38,168,230 8,306,780 1,650,730 484,000 25,377,140 73,986,880 ENTERPRISE OPERATIONS License and Permit Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL ENTERPRISE OPERATION $ 65,080 1,144,446 82,592,068 50 726,783 84,528,427 STREETS FUND Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL STREETS FUND $ 22,523,652 1,529 12,728 260,996 22,798,905 $ 386,991 21,617,634 1,055,764 23,060,389 $ 157,508 91,325 1,134,162 1,382,995 $ 48,294,058 1,784,663 1,593,382 591,302 1,187 853,366 53,117,958 INTERNAL SERVICES Intergovernmental Charges for Service Other Non-Operating TOTAL INTERNAL SERVICES REPLACEMENT FUNDS Charges for Service Special Assessments Other Non-Operating TOTAL REPLACEMENT FUNDS SPECIAL REVENUE FUNDS Taxes and Fees Intergovernmental Charges for Service Fines and Forfeits Special Assessments Other Non-Operating TOTAL SPECIAL REVENUE CAPITAL IMPROVEMENTS Intergovernmental Charges for Service Special Assessments 7,734,150 742,959 113,955 17,538,372 1,060,724 71,558,767 48 36,769,980 1,906,040 100,000,000 13,332,000 1,906,040 - 38,571,320 2,070,940 100,170,000 Table of Contents REVENUE SUMMARY BY FUND BY TYPE Actual FY 2016 Actual FY 2017 $ 11,636,098 20,227,162 $ 716,515 90,874,378 50,331,500 $ 189,007,520 DEBT SERVICE Taxes and Fees Charges for Service Special Assessments Other Non-Operating TOTAL DEBT SERVICE $ 19,423,565 27,054 2,205,623 202,489 21,858,731 $ 20,761,108 695,540 64,795,414 86,252,062 TRUST ACCOUNTS Other Non-Operating TOTAL TRUST ACCOUNTS $ 202 202 $ 432 432 GRAND TOTAL REVENUE $ 374,695,471 Other Non-Operating TOTAL CAPITAL IMPROVEMENT $ 524,271,281 49 Budget FY 2018 Projected FY 2018 Budget FY 2019 $ 42,331,500 57,569,540 $ 140,812,260 $ 21,650,000 5,486,430 50,000 27,186,430 $ 21,650,000 5,486,430 50,000 27,186,430 $ 23,250,000 6,411,280 100,000 29,761,280 $ - $ - $ - $ 574,674,250 $ 439,557,450 $ 559,074,420 Table of Contents REVENUE DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 76,950,956 2,450,273 394,626 544,534 19,942,683 25,085,553 1,186,667 609,490 2,563,476 285 129,728,543 82,980,329 1,947,882 392,734 473,212 22,575,616 30,284,980 1,159,314 728,268 398,117 140,940,452 86,000,000 1,800,000 395,000 480,000 22,300,000 29,400,000 1,100,000 700,000 375,000 142,550,000 89,500,000 1,950,000 395,000 525,000 22,600,000 29,400,000 1,125,000 300,000 460,000 146,255,000 92,000,000 1,900,000 400,000 525,000 23,600,000 29,200,000 1,100,000 350,000 453,000 149,528,000 Mayor and Council Manager Digital Government Economic Development 62,204 44,507 45 79,109 2,241 150 77,909 75,000 2,000 - 86,000 2,000 75,000 88,000 2,000 75,000 InformationTechnology: Communication Services Application Operations Copy and Print Services Total InformationTechnology 2,760 929 3,689 1,339 1,339 - - - Human Resources: Administration Risk Management Total Human Resources 8,217 8,217 5,691 851 6,542 7,000 7,000 4,000 4,000 4,000 4,000 Town Clerk Legal Services 362 19,707 903 19,174 15,000 15,000 15,000 Management Services: Accounting Purchasing Tax Compliance Total Management Services 25,373 92,826 157,120 275,319 9,465 178,424 19,578 207,467 19,000 175,000 194,000 6,300 100,000 14,000 120,300 5,000 100,000 14,000 119,000 Municipal Court 322,993 360,999 338,000 298,000 298,000 647,731 3,814,236 485,081 1,437,722 635 564,331 6,949,736 569,272 3,721,673 385,393 1,684,024 715 567,469 6,928,546 612,000 3,400,000 420,000 1,501,000 560,000 6,493,000 585,200 4,100,000 310,000 1,935,000 654,000 7,584,200 584,000 3,400,000 330,000 1,626,000 555,000 6,495,000 GENERAL FUND Non-Allocated: Privilege License Tax CATV Franchise Fee Electric Franchise Natural Gas Franchise State Shared Privilege License Tax Urban Revenue Sharing SRP in Lieu Investment Income Other Revenue Use Permit Fees Total Non-Allocated Development Services: Permits, Licensing, and Alarms Plan Review and Inspection - Bldg Plan Review and Inspection - Fire Plan Review and Inspection - Engi Plan Review and Inspection - Code Planning Services Total Development Services 50 Table of Contents REVENUE DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Police Department: Animal Control Incarceration Uniform Patrol Traffic Unit Detention / Court Support School Programs Enforcement Support Records Counseling Services Property Crimes Tactical Operations Total Police Department 115 705,512 458,915 1,861,760 432,596 13,691 2,498 33,545 334,206 6,436 10,341 3,859,615 96 603,792 499,176 1,783,075 473,177 1,760 36,461 310,128 18,016 3,727,994 630,000 418,000 1,600,000 410,000 30,000 315,000 3,403,000 550,000 448,000 1,565,000 415,000 30,000 335,000 8,000 3,351,000 500,000 422,000 1,685,000 420,000 30,000 300,000 8,000 3,365,000 Fire and Rescue Department: Administration Training Operations Prevention Public Education Total Fire and Rescue Department 23,097 6,826 1,530,798 90,785 5,445 1,656,951 29,968 13,370 1,791,421 68,670 6,617 1,910,046 1,779,000 75,000 1,854,000 1,863,400 67,000 1,930,400 1,879,000 60,000 1,939,000 217,800 16,800 15,757 84,428 139,067 103,728 15,198 77,304 1,730 199,553 1,852 985 504 40,372 90,804 170,687 116,048 116,147 160,060 269,833 721 916,397 148,019 134,824 55,560 304,573 (18,844) 221,615 4,050,363 18,946 80,029 185,895 97,443 13,705 62,057 2,144 191,847 3,656 550 412 26,972 83,661 133,463 129,357 100,065 177,663 279,378 128 1,061,964 150,028 132,178 54,238 303,570 225,000 35,500 25,000 85,000 153,000 107,000 12,000 74,000 1,000 5,000 24,000 72,000 142,000 102,000 108,000 172,000 286,000 975,000 145,000 132,000 55,000 295,000 225,000 95,500 25,000 90,000 174,000 107,000 29,000 84,000 1,000 5,000 28,000 74,000 139,000 97,000 97,000 172,000 293,000 1,075,000 145,000 132,000 50,000 295,000 225,000 285,500 27,500 94,000 159,000 107,000 20,000 81,000 1,000 605,000 24,000 75,000 139,000 97,000 97,000 172,000 293,000 1,075,000 145,000 132,000 50,000 350,000 Parks and Recreation: Administration Public Safety Center Heritage Annex Parks and Open Space Freestone Park Crossroads Park McQueen Park Hetchler Park Discovery Park Cosmo Park Elliot District Park Neighborhood Parks Water Tower Park Trails Washes and Other Riparian Mesquite Pool Greenfield Pool Perry Pool Wililams Field Pool Community Center McQueen Activity Center Page Park Center Freestone Recreation Center Southeast Regional Library Perry Branch Library Youth Sports Adult Sports 51 Table of Contents REVENUE DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Special Events Adaptive Recreation Total Parks and Recreation 284,013 27,250 3,710,014 261,316 29,756 7,833,555 235,000 29,000 3,494,500 210,000 29,000 3,671,500 210,000 29,000 4,493,000 Non-Departmental: Capital Projects Total Non-Departmental 1,078,800 1,078,800 1,184,829 1,184,829 - - - $ 147,720,702 $ 163,283,052 $ 158,425,500 $ 163,392,400 $ 166,421,000 WATER Non-Allocated: Meter Water Sales Meter Installation Hydrant Water Metered Sales Account Activation Fee Delinquency/Late Fee Investment Income Other Non-Allocated Total Non-Allocated 37,086,284 286,881 242,067 300,844 949,806 295,471 659,730 39,821,083 38,390,101 247,934 287,623 288,899 924,978 331,596 569,614 41,040,745 39,763,000 250,000 250,000 300,000 970,000 275,000 156,000 41,964,000 40,500,000 260,000 250,000 290,000 954,000 275,000 947,000 43,476,000 43,900,000 250,000 250,000 290,000 895,000 100,000 755,000 46,440,000 Production: Santan Vista Water Treatment Pla Total Production 1,051,389 1,051,389 952,597 952,597 1,200,000 1,200,000 1,200,000 1,200,000 1,750,000 1,750,000 150 66,301 52,090 145 31,398 16,272 - 15,000 - 49,000 15,000 - 5,000 15,000 - TOTAL GENERAL FUND ENTERPRISE OPERATIONS Quality Distribution Metering Public Works Administration TOTAL WATER WASTEWATER Non-Allocated: Reuse/Recharge Water Use Charg Commercial Wastewater Residential Wastewater Investment Income Total Non-Allocated Collection Plant Operations: Neely Treatment Facility Total Plant Operations Quality $ 40,991,158 $ 42,041,012 $ 43,179,000 $ 44,740,000 $ 48,210,000 933,511 2,434,059 21,442,274 131,718 24,942,662 1,012,137 2,444,772 22,506,658 152,595 26,116,162 960,000 2,558,000 23,025,000 22,000 26,565,000 1,100,000 2,500,000 22,700,000 22,000 26,322,000 1,200,000 2,600,000 24,500,000 22,000 28,322,000 295,518 57,270 - - - 400 400 - - - - 11,080 10,947 10,000 11,200 10,000 52 Table of Contents REVENUE DETAIL Actual FY 2016 TOTAL WASTEWATER $ Actual FY 2017 25,249,660 $ 26,184,379 Budget FY 2018 $ Projected FY 2018 26,575,000 $ Budget FY 2019 26,333,200 $ 28,332,000 ENVIRONMENTAL SVC - RESIDENTIAL Non-Allocated: Collection 14,693,871 Investment Income 124,775 Other Non-Allocated 1,931 Total Non-Allocated 14,820,577 15,004,935 147,922 1,699 15,154,556 14,374,600 100,000 3,700,000 18,174,600 15,350,000 100,000 15,450,000 14,630,000 100,000 2,580,000 17,310,000 17,408 738,512 22,322 18,513 665,051 19,573 25,000 424,040 15,000 25,000 250,000 11,000 25,000 71,000 15,000 Uncontained Recycling Environmental Programs TOTAL ENVIRO SVC RESIDENTIA $ 15,679,964 ENVIRONMENTAL SVC - COMMERCIAL Non-Allocated: Collection Investment Income Other Non-Allocated Total Non-Allocated $ 15,857,693 $ 18,638,640 $ 15,736,000 $ 17,421,000 574 13,800 2,417 16,791 (2,271) 18,001 3,010 18,740 13,000 2,000 15,000 8,000 2,600 10,600 7,000 2,000 9,000 Administration Collections Rolloffs 54,000 1,870,544 666,310 24,000 1,845,122 623,475 50,000 1,976,000 679,300 50,000 1,826,200 760,000 50,000 1,891,000 730,000 TOTAL ENVIRO SVC COMMERCIA $ 2,607,645 $ 2,511,337 $ 2,720,300 $ 2,646,800 $ 2,680,000 $ 84,528,427 $ 86,594,421 $ 91,112,940 $ 89,456,000 $ 96,643,000 TOTAL ENTERPRISE STREETS HURF Non-Allocated: Highway User Tax Auto Lieu Tax Investment Income Other Non-Allocated Total Non-Allocated Street Maintenance: Asphalt Patching Total Street Maintenance Traffic Control: Street Signs Street Lighting Traffic Signal Maintenance Total Traffic Control 13,588,215 8,695,503 116,495 249,691 22,649,904 15,847,098 145,967 99,460 16,092,525 15,550,000 100,000 15,650,000 15,750,000 100,000 15,850,000 14,900,000 100,000 15,000,000 - (11) (11) - - - 12,125 72,071 57,111 145,512 3,998 84,405 10,883 99,569 1,000 1,000 1,000 1,000 1,000 1,000 53 Table of Contents REVENUE DETAIL Actual FY 2016 Right of Way Maintenance: Landscape Maintenance Concrete Repair Total Right of Way Maintenance TOTAL HURF Actual FY 2017 2,857 632 3,489 $ 22,798,905 Budget FY 2018 1,638 32,483 34,121 $ 16,226,204 Projected FY 2018 $ 15,651,000 Budget FY 2019 $ 15,851,000 $ 15,001,000 ROADWAY AND MAINTENANCE Auto Lieu Tax - TOTAL ROADWAY AND MAINTENA $ - $ 9,723,794 $ 9,750,000 $ 9,950,000 $ 10,500,000 $ 22,798,905 $ 25,949,998 $ 25,401,000 $ 25,801,000 $ 25,501,000 TOTAL STREETS INTERNAL SERVICE Fleet Maintenance Health Self-Insurance Dental Self-Insurance TOTAL INTERNAL SERVICES 9,723,794 6,397,402 15,536,790 1,126,197 $ REPLACEMENT FUNDS General Streets Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Fleet 23,060,389 6,666,005 17,339,630 1,226,567 $ 146,491 130,458 451,258 454,941 190,759 7,202 1,886 25,232,202 8,229,000 17,096,100 1,207,000 $ 178,242 138,785 681,047 591,116 104,382 4,902 2,275 $ 1,700,749 9,950,000 26,532,100 7,239,000 17,096,100 1,207,000 $ 40,000 20,000 200,000 200,000 715,000 3,000 $ 1,178,000 10,500,000 25,542,100 7,239,000 16,675,000 1,382,000 $ 40,000 20,000 200,000 200,000 715,000 3,000 $ 1,178,000 25,296,000 40,000 20,000 200,000 200,000 190,000 3,000 $ 653,000 TOTAL REPLACEMENT FUNDS $ SUB TOTAL OPERATING FUNDS $ 279,491,418 $ 302,760,422 $ 302,649,540 $ 305,369,500 $ 314,514,000 603,782 164,914 1,958,658 4,848,953 2,360,387 3,203,874 10,845,309 12,025,448 2,416,762 15,423 1,964,447 6,673,684 1,170,479 324,717 711,665 126,977 2,405,960 3,722,980 1,895,180 2,400,140 8,033,039 10,013,904 2,021,152 17,725 1,634,150 5,528,101 1,201,220 283,340 2,239,650 170,000 2,015,000 4,000,000 2,400,000 2,700,000 9,165,000 11,100,000 3,550,000 1,000,000 4,000,000 6,936,490 310,000 1,481,340 170,000 2,215,000 3,600,000 2,000,000 2,400,000 7,065,000 9,700,000 2,550,000 1,150,000 5,000,000 6,524,050 310,000 1,949,880 170,000 2,015,000 3,600,000 2,000,000 2,400,000 31,065,000 9,700,000 2,550,000 1,150,000 5,000,000 5,660,900 310,000 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 1,382,995 9,750,000 54 Table of Contents REVENUE DETAIL Actual FY 2016 Street Light Improvement Parkway Improvement Other Special Revenue 1,730,607 847,223 1,963,291 TOTAL SPECIAL REVENUE FUNDS$ 53,117,958 OTHER CAPITAL FUNDS CIP Administration CIP Contingency Source Outside Sources Prop 400 GO Bond Proceeds Revenue Obligations MPC - Public Facilites MPC - Water System MPC - Wastewater System 742,959 12,232,505 4,792,874 113,955 68,486 657 2,275,059 1,324 TOTAL OTHER CAPITAL FUNDS Actual FY 2017 $ DEBT SERVICE General Obligation Debt/HURF Improvement Districts MPC - Public Facilities MPC - Water System Debt Sinking Fund 20,227,819 Budget FY 2018 1,945,635 1,001,496 1,441,323 $ $ 19,546,760 2,235,416 233 13,553 62,112 44,383,987 Projected FY 2018 1,902,530 1,050,550 3,291,540 $ 55,830,760 1,060,724 1,946,496 3,696,776 71,345,734 72,392 998 12,738,264 13,992 1,906,040 100,000,000 4,874,000 6,725,000 331,500 25,170,980 50,000,000 90,875,376 $ 189,007,520 85,458,930 696,363 95,771 21,700,000 5,486,430 - Budget FY 2019 1,902,530 1,050,550 2,313,510 $ $ 49,431,980 1,871,900 1,046,330 3,497,870 $ 73,986,880 1,906,040 812,000 3,463,000 331,500 9,057,000 42,000,000 2,070,940 100,000,000 19,557,580 15,809,740 3,374,000 - 57,569,540 $ 140,812,260 21,700,000 5,486,430 - 23,350,000 6,411,280 - TOTAL DEBT SERVICE $ 21,858,074 $ 86,251,064 $ 27,186,430 $ 27,186,430 $ 29,761,280 TRUST ACCOUNTS $ 202 $ 432 $ - $ - $ - GRAND TOTAL REVENUE $ 374,695,471 $ 524,271,281 55 $ 574,674,250 $ 439,557,450 $ 559,074,420 Table of Contents EXPENSE SUMMARY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 604,692 3,349,686 830,497 189,930 1,747,974 7,493,732 2,369,094 622,865 535,168 2,600,947 2,138,228 3,219,060 5,598,142 599,385 42,649,816 28,138,059 17,056,502 13,962,476 $ 133,706,253 837,465 1,303,608 925,391 330,108 2,115,577 8,954,144 2,563,948 700,139 627,078 2,790,043 2,251,632 3,221,340 6,111,275 874,776 52,666,449 31,999,277 17,301,525 24,548,832 $ 160,122,607 744,360 1,382,230 971,300 461,350 2,252,130 9,568,240 2,558,880 708,750 514,670 3,115,420 2,725,920 3,298,070 7,041,370 578,250 53,751,110 33,641,880 19,870,060 37,748,690 15,000,000 $ 195,932,680 717,160 1,583,990 1,070,650 318,210 2,317,110 8,972,218 2,518,250 601,015 522,950 2,835,245 2,406,778 3,189,256 6,727,652 517,631 53,867,350 36,554,945 18,753,190 11,507,290 3,300,000 $ 158,280,890 816,370 1,444,630 1,098,200 326,840 2,854,020 9,851,480 2,633,720 635,240 735,200 2,968,340 2,635,420 3,401,380 7,357,710 642,010 56,101,700 34,227,730 18,076,610 12,248,690 15,000,000 $ 173,055,290 $ 27,134,712 16,580,556 15,680,185 2,477,876 61,873,329 $ 25,879,442 17,076,547 12,827,817 1,814,731 57,598,537 $ 36,873,160 30,998,840 18,113,380 2,595,920 88,581,300 $ 27,548,232 22,999,246 14,923,286 2,314,528 67,785,292 $ 33,086,290 18,840,000 15,813,210 2,326,810 70,066,310 STREETS: HURF Roadway and Maintenance TOTAL STREETS $ 18,916,238 18,916,238 $ 12,797,997 7,148,141 19,946,138 $ 14,669,320 11,273,920 25,943,240 $ 13,776,023 6,350,146 20,126,169 $ 14,093,220 4,594,190 18,687,410 INTERNAL SERVICES $ 27,318,465 $ 22,661,550 $ 26,452,720 $ 25,207,761 $ 26,416,320 REPLACEMENT FUNDS: General Streets Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Fleet TOTAL REPLACEMENT FUNDS $ 2,802,118 334,127 4,627,696 1,459,043 1,783,573 209,959 11,216,516 $ 1,723,201 175,213 1,399,298 5,376,522 983,016 9,657,250 $ 6,381,480 1,756,670 23,598,640 58,231,530 6,133,330 716,450 96,818,100 $ 5,381,480 1,176,670 4,093,500 6,796,720 5,143,330 466,450 23,058,150 $ 3,471,500 1,402,050 3,721,900 4,383,200 5,413,400 890,000 200,000 19,482,050 SUBTOTAL OPERATING FUNDS $ 253,030,801 $ 269,986,082 $ 433,728,040 $ 294,458,261 $ 307,707,380 603,757 711,603 2,239,650 1,481,340 744,880 GENERAL FUND: Mayor and Council Manager Digital Government Intergovernmental Relations Economic Development Information Technology Human Resources Management and Budget Town Clerk Legal Services Management Services Municipal Court Development Services Public Works - Engineering Police Fire and Rescue Parks and Recreation Non-Departmental Contingency/Reserves TOTAL GENERAL FUND ENTERPRISE OPERATIONS: Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial TOTAL ENTERPRISE SPECIAL REVENUE FUNDS: CDBG/HOME 56 Table of Contents EXPENSE SUMMARY Actual FY 2016 Actual FY 2017 $ 7,864,769 1,478,169 267,675 2,777,032 1,659,090 14,758,338 109,344,290 7,192,190 329,160 3,254,860 4,777,740 $ 127,137,890 $ 19,914,440 $ 345,070,610 $ - Development Fees Grants Police Impound Special Districts Other Special Revenue TOTAL SPECIAL REVENUE $ 4,779,824 1,510,059 314,361 2,635,639 1,546,648 11,390,288 OTHER FUNDING SOURCES $ 17,778,811 CAPITAL IMPROVEMENT FUNDS: Redevelopment Streets Traffic Control Parks and Recreation Municipal Facilities Water Wastewater Storm Water TOTAL CAPITAL IMPROVEMENT F $ - DEBT SERVICE $ 75,902,621 TRUST ACCOUNTS $ 2,500 GRAND TOTAL EXPENSES $ 358,105,021 Budget FY 2018 Projected FY 2018 Budget FY 2019 $ 7,571,460 920,550 309,300 3,102,960 3,405,190 16,790,800 $ 1,159,660 5,272,240 342,820 3,197,900 4,222,360 14,939,860 $ 40,724,801 $ 101,820,940 $ - $ - 24,939,840 128,028,650 5,580,860 55,370,510 16,857,760 127,180,970 118,181,840 1,177,810 $ 477,318,240 $ 147,416,674 $ 58,864,810 $ 56,603,550 $ 64,712,850 $ $ 2,500 $ 2,500 $ 2,500 2,500 $ 452,078,034 57 $ 964,803,850 $ 408,579,912 $ 966,501,770 Table of Contents EXPENSE DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 GENERAL FUND Mayor and Council: Mayor and Council: Boards and Commissions Total Mayor and Council 579,294 25,398 604,692 815,031 22,434 837,465 724,920 19,440 744,360 698,200 18,960 717,160 787,930 28,440 816,370 Manager Digital Government Intergovernmental Relations 3,349,686 830,497 189,930 1,303,608 925,391 330,108 1,382,230 971,300 461,350 1,583,990 1,070,650 318,210 1,444,630 1,098,200 326,840 Economic Development: Economic Development Admin Redevelopment Shop Gilbert Tourism Total Economic Development 1,310,600 48,060 12,192 377,122 1,747,974 1,650,173 129,479 11,653 324,272 2,115,577 1,437,220 380,520 13,500 420,890 2,252,130 1,608,960 363,800 13,500 330,850 2,317,110 2,347,270 25,270 13,500 467,980 2,854,020 Information Technology: Administration Infrastructure Support Application Operations GIS Application and Support Copy and Printing Services Total InformationTechnology 288,608 3,016,368 3,239,830 691,759 257,167 7,493,732 286,883 3,810,129 3,871,171 732,222 253,739 8,954,144 299,540 3,395,100 4,785,080 828,520 260,000 9,568,240 315,238 3,359,111 4,212,845 776,524 308,500 8,972,218 322,610 3,738,900 4,659,040 815,930 315,000 9,851,480 Human Resources: Administration Learning and Development Risk Management Payroll Total Human Resources 1,309,029 446,992 366,934 246,139 2,369,094 1,548,203 403,869 386,430 225,446 2,563,948 1,650,000 463,430 445,450 2,558,880 1,562,696 535,879 419,675 2,518,250 1,788,420 464,820 380,480 2,633,720 Management and Budget Town Clerk Neighborhood Services 622,865 519,222 15,946 700,139 627,076 2 708,750 514,670 - 601,015 522,950 - 635,240 735,200 - Legal Services: General Counsel Prosecutor Total Legal Services 832,950 1,767,997 2,600,947 974,540 1,815,503 2,790,043 1,146,000 1,969,420 3,115,420 1,055,210 1,780,035 2,835,245 1,134,290 1,834,050 2,968,340 Management Services: Administration Accounting Purchasing Tax Compliance Total Management Services 254,904 931,433 533,446 418,445 2,138,228 329,048 958,222 554,445 409,917 2,251,632 362,430 1,213,850 561,100 588,540 2,725,920 192,791 1,138,700 564,833 510,454 2,406,778 198,090 1,224,030 566,860 646,440 2,635,420 58 Table of Contents EXPENSE DETAIL Actual FY 2016 Municipal Court Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 3,219,060 3,221,340 3,298,070 3,189,256 3,401,380 219,248 638,081 238,273 516,144 235,890 705,050 298,563 501,258 670,140 579,010 Plan Review and Inspection: Administration Building Fire Engineering Planning Code Total Plan Review and Inspection 240,047 1,610,436 178,015 828,345 267,416 472,044 3,596,303 247,779 1,492,833 523,858 994,022 275,196 488,401 4,022,089 245,030 1,648,340 356,110 1,059,910 288,470 537,710 4,135,570 253,210 1,630,667 354,993 1,062,742 208,727 547,690 4,058,029 246,180 1,665,530 354,840 1,131,780 278,320 538,080 4,214,730 Development Engineering Planning Services Transportation Planning Total Development Services 1,144,510 5,598,142 1,281,692 53,077 6,111,275 298,220 1,344,760 321,880 7,041,370 331,749 1,238,813 299,240 6,727,652 336,870 1,323,780 233,180 7,357,710 Engineering Services: Administration Development Traffic Total Engineering Services 170,440 189,263 239,682 599,385 199,199 259,390 416,187 874,776 130,630 447,620 578,250 132,051 385,580 517,631 191,890 450,120 642,010 Police Department: Administration Animal Control Incarceration 695,531 143,966 1,265,761 9,015,774 143,966 1,318,014 3,108,280 157,000 1,400,000 2,637,520 144,000 1,400,000 2,357,730 157,000 1,400,000 Support Services: Administration Communications Hiring/Inspections Planning and Research Public Affairs Counseling Services Crime Prevention Property Records Total Support Services 364,714 3,063,773 462,883 172,067 824,074 194,010 612,450 1,061,027 6,754,998 501,238 2,888,633 489,359 184,175 814,999 163,024 558,775 1,043,198 6,643,401 443,230 3,074,630 562,030 191,560 902,530 205,280 608,100 1,215,480 7,202,840 456,140 2,826,960 661,315 193,985 934,030 210,930 566,560 1,081,720 6,931,640 592,590 3,034,830 553,370 192,920 284,030 915,760 149,430 613,330 1,188,420 7,524,680 545,278 388,425 933,703 597,627 396,799 994,426 687,210 473,320 1,160,530 613,255 452,675 1,065,930 255,510 459,200 1,018,270 1,732,980 Development Services: Administration Permits and Licensing Professional Standards: Professional Standards Admin Internal Affairs Training & Program Coordination Total Professional Standards 59 Table of Contents EXPENSE DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Patrol Services: Uniform Patrol Civilian Support Detention / Court Support Enforcement Support Total Patrol Services 17,518,025 401,385 784,492 809,371 19,513,273 19,047,432 247,839 776,908 816,552 20,888,731 22,237,620 311,290 760,690 835,900 24,145,500 23,586,640 175,760 875,260 901,660 25,539,320 24,822,410 291,520 749,490 855,770 26,719,190 Investigations: Investigations Administration Financial Crimes Unit Family Violence Unit Special Victims Unit Violent Crimes Unit Property Crimes Crime Scene Unit Intel and Analysis Unit Total Investigations 674,579 1,251,672 1,067,332 1,306,008 666,985 1,132,321 6,098,897 739,140 1,409,658 893,642 1,469,465 698,140 1,306,345 6,516,390 928,700 1,698,050 1,112,990 1,822,460 778,200 1,469,030 7,809,430 968,700 1,664,870 1,027,000 1,932,880 746,990 1,543,590 7,884,030 894,910 1,016,610 844,930 1,460,700 1,054,070 1,382,580 787,910 1,054,510 8,496,220 Special Operations: SWAT Crime Suppression K-9 Unit School Programs Traffic Unit Total Special Operations 250,608 1,815,106 1,133,709 2,490,142 5,689,565 221,001 1,815,641 1,205,024 2,358,391 5,600,057 300,120 2,413,530 1,336,620 2,818,260 6,868,530 250,040 2,134,435 1,430,690 2,624,925 6,440,090 347,260 1,156,900 464,930 1,331,020 2,813,600 6,113,710 Tactical Operations: Crime Apprehension Special Investigations Total Tactical Operations 795,099 759,023 1,554,122 766,051 779,639 1,545,690 906,400 992,600 1,899,000 977,520 847,300 1,824,820 809,650 790,540 1,600,190 Total Police Department 42,649,816 52,666,449 53,751,110 53,867,350 56,101,700 Fire and Rescue Department: Administration: Administration Organizational Performance Total Administration 688,055 452,487 1,140,542 2,777,141 357,687 3,134,828 1,647,770 1,647,770 2,720,958 2,720,958 1,498,070 1,498,070 Operations: Training Operations Resource Total Operations 792,530 22,414,762 2,319,154 25,526,446 780,063 24,043,146 2,594,109 27,417,318 812,570 26,859,930 2,819,300 30,491,800 1,085,169 28,463,461 2,774,549 32,323,179 839,600 27,598,420 2,826,680 31,264,700 730,878 588,752 151,441 754,363 525,591 167,177 798,140 548,830 155,340 771,349 575,018 164,441 738,670 570,810 155,480 Prevention Community Emergency Operations Center 60 Table of Contents EXPENSE DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Fire and Rescue 28,138,059 31,999,277 33,641,880 36,554,945 34,227,730 Parks and Recreation: Administration 1,272,845 1,172,467 1,189,270 1,208,085 1,194,620 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 University Building Total Facilities Maintenance 909,432 441,684 286,822 187,229 1,021,794 217,500 23,891 29,513 3,117,865 1,048,706 317,389 111,321 174,681 1,058,328 205,326 37,292 18,224 121,363 3,092,630 1,025,600 553,390 296,780 222,700 1,241,570 215,370 30,980 291,740 691,090 4,569,220 1,008,262 505,843 295,536 212,136 1,060,857 220,522 28,420 19,293 279,050 3,629,919 1,053,650 406,000 128,620 158,280 1,106,960 202,510 27,840 16,970 251,500 3,352,330 Parks and Open Space: Parks Administration Freestone Park Crossroads Park McQueen Park Hetchler Park Nichols Park Elliot District Park Rittenhouse Basin Riparian Preserve Neighborhood Parks Discovery Park Cosmo Park Water Tower Park Zanjero Park Trails Washes and Other Heritage District Total Parks and Open Space 2,292,767 508,457 441,097 269,591 119,703 56,549 35,472 356,656 236,369 167,552 131,764 60,505 35,412 203,798 67,318 4,983,010 2,444,958 564,548 323,950 263,917 111,997 36,847 59,016 578 407,150 247,797 195,858 148,185 54,841 9,743 175,653 69,784 5,114,822 2,574,170 570,950 370,040 304,060 143,230 58,010 36,120 5,000 395,350 263,170 273,710 113,630 75,390 30,570 143,300 72,020 5,428,720 2,524,776 485,760 410,564 303,503 154,375 57,906 107,082 250 303,750 274,265 273,135 120,830 74,825 31,120 179,775 72,020 5,373,936 2,412,320 485,390 340,140 276,440 123,740 48,420 36,380 400 411,340 233,990 190,850 115,410 62,700 20,400 170,100 71,600 4,999,620 245,898 258,113 179,176 180,461 863,648 233,350 219,647 198,962 198,341 850,300 285,450 265,360 243,040 229,360 1,023,210 247,540 234,860 218,530 215,680 916,610 264,220 255,160 235,840 210,730 965,950 425,938 545,426 22,829 1,250,233 2,719,022 448,923 575,500 31,857 1,237,366 2,718,673 425,810 616,960 13,710 1,273,400 3,096,860 437,450 568,300 16,440 1,241,000 3,108,420 442,720 555,650 1,333,780 3,033,540 Aquatics: Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool Total Aquatics Recreation Centers: Community Center McQueen Activity Center Page Park Center Freestone Recreation Center SE Regional Library 61 Table of Contents EXPENSE DETAIL Actual FY 2016 Perry Branch Library Total Recreation Centers Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 890,213 5,853,661 1,099,655 6,111,974 1,124,720 6,551,460 1,124,720 6,496,330 1,143,060 6,508,750 63,579 253,018 306,035 279,634 63,207 965,473 65,797 253,246 319,446 253,928 66,915 959,332 87,090 278,480 319,950 353,320 69,340 1,108,180 75,380 270,660 361,820 351,170 69,280 1,128,310 81,940 288,510 451,180 162,970 70,740 1,055,340 17,056,502 17,301,525 19,870,060 18,753,190 18,076,610 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 Heritage Center Total Outside Agencies 115,000 138,030 299,124 51,584 603,738 115,000 114,424 298,714 51,556 579,694 138,030 430,700 51,500 620,230 138,030 430,700 51,500 620,230 139,590 442,000 51,500 61,150 694,240 Capital Projects Other Contingency ED Reserve 7,748,091 5,260,647 - 9,979,353 13,639,785 - 29,636,160 7,142,300 10,000,000 5,000,000 4,677,060 5,860,000 3,300,000 - 11,204,450 10,000,000 5,000,000 Total Non-Departmental 13,962,476 24,548,832 52,748,690 14,807,290 27,248,690 TOTAL GENERAL FUND $ 133,706,253 $ 160,122,607 $ 195,932,680 $ 158,280,890 $ 173,055,290 362,864 366,246 305,134 383,839 486,600 489,860 444,926 460,712 462,220 469,920 4,149,637 2,254,898 3,122,954 199,569 9,727,058 4,441,594 2,079,276 492 3,766,866 202,141 10,490,369 4,136,480 3,334,890 809,450 3,387,200 206,470 11,874,490 4,116,370 2,791,411 668,960 4,239,742 208,860 12,025,343 4,249,390 3,972,320 742,790 4,519,580 208,360 13,692,440 603,145 607,464 631,830 781,813 690,750 Recreation Programs: Youth Sports Adult Sports Special Events Administration Special Events Adaptive Recreation Total Recreation Programs Total Parks and Recreation Non-Departmental: ENTERPRISE OPERATIONS WATER Administration Water Conservation Production: North Water Treatment Plant Santan Vista Water Treatment P SCADA Well Production Backflow Prevention Total Production Quality 62 Table of Contents EXPENSE DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Distribution Metering Utility Customer Service Public Works Administration Utility Locates Water Resources 1,556,078 4,043,613 650,262 122,897 228,933 5,628,160 2,338,238 3,785,099 648,505 158,364 236,251 3,846,524 2,330,230 4,197,420 651,420 211,580 263,040 6,709,510 2,409,641 3,859,945 655,706 274,386 252,364 5,694,936 2,996,930 4,161,760 654,370 226,830 288,700 6,590,370 Non-Departmental: Contingency Capital Projects Other Total Non-Departmental 3,678,606 166,850 3,845,456 2,910,180 169,475 3,079,655 2,500,000 6,052,180 475,000 9,027,180 200,000 273,460 215,000 688,460 2,500,000 352,000 2,852,000 TOTAL WATER FUND $ WASTEWATER Administration: Administration Utility Customer Service Public Works Administration Utility Locates Total Administration 27,134,712 $ 25,879,442 $ 36,873,160 $ 27,548,232 $ 33,086,290 232,402 606,239 79,947 228,933 1,147,521 404,485 603,990 93,319 236,831 1,338,625 301,520 610,200 115,470 263,040 1,290,230 304,830 614,200 110,460 252,360 1,281,850 423,500 613,660 128,820 288,700 1,454,680 Collections: Collections Lift Stations Gravity Systems Total Collections 3,938,763 3,938,763 3,601,769 238 6 3,602,013 2,710,280 1,757,830 4,468,110 2,651,942 1,758,805 4,410,747 2,581,900 1,580,950 4,162,850 Plant Operations: Neely Treatment Facility Greenfield Treatment Facility Total Plant Operations 4,376,213 2,908,384 7,284,597 4,554,156 2,910,424 7,464,580 4,760,820 3,336,950 8,097,770 4,742,830 3,007,364 7,750,194 5,352,440 3,366,950 8,719,390 Reclaimed: Effluent Reuse Effluent Recharge Total Reclaimed 1,357,224 642,969 2,000,193 1,095,700 585,851 1,681,551 1,136,750 658,560 1,795,310 1,087,493 683,812 1,771,305 1,135,750 726,370 1,862,120 535,561 498,001 514,510 455,600 511,960 1,618,929 54,992 1,673,921 2,430,160 61,617 2,491,777 2,000,000 12,672,910 160,000 14,832,910 1,500,000 5,756,350 73,200 7,329,550 2,000,000 129,000 2,129,000 Quality Non-Departmental: Contingency Capital Projects Other Total Non-Departmental TOTAL WASTEWATER $ 16,580,556 $ 17,076,547 63 $ 30,998,840 $ 22,999,246 $ 18,840,000 Table of Contents EXPENSE DETAIL Actual FY 2016 Actual FY 2017 ENVIRONMENTAL SERVICES - RESIDENTIAL Administration: Residential Administration 460,334 Utility Customer Service 602,135 Public Works Administration 63,416 Total Administration 1,125,885 Budget FY 2018 Projected FY 2018 Budget FY 2019 385,842 600,459 80,968 1,067,269 657,450 602,980 102,180 1,362,610 628,221 606,940 19,760 1,254,921 519,680 610,530 108,110 1,238,320 Residential Collections Uncontained Collections Recycling Environmental Programs Recycling Outreach Street Cleaning Storm Water 6,391,471 2,382,867 1,468,673 432,915 235,330 817,453 309,261 5,890,000 2,365,293 1,537,323 504,656 253,885 836,865 285,692 7,335,200 2,758,850 1,928,440 467,300 338,370 876,380 633,540 6,912,359 2,420,905 1,787,801 510,586 286,200 823,863 727,851 6,195,260 2,554,880 1,556,230 549,260 543,540 809,120 675,600 Non-Departmental: Contingency Capital Projects Other Total Non-Departmental 2,451,447 64,883 2,516,330 19,812 67,022 86,834 1,500,000 679,690 233,000 2,412,690 100,000 4,600 94,200 198,800 1,500,000 191,000 1,691,000 TOTAL ENVIRO SVC - RESIDENTIA $ 15,680,185 $ 12,827,817 $ 18,113,380 $ 14,923,286 $ 15,813,210 ENVIRONMENTAL SERVICES - COMMERCIAL Administration: Commercial Administration Utility Customer Service Public Works Administration Total Administration 25,317 6,715 12,355 44,387 17,277 5,389 12,222 34,888 71,540 9,900 16,270 97,710 60,360 9,960 15,560 85,880 73,620 9,610 15,760 98,990 Commercial Collections Commercial Rolloffs 1,745,817 475,749 1,264,571 506,383 1,608,300 565,890 1,534,978 630,670 1,378,900 574,420 Non-Departmental: Contingency Capital Projects Other Total Non-Departmental 207,661 4,262 211,923 939 7,950 8,889 250,000 43,020 31,000 324,020 50,000 13,000 63,000 250,000 24,500 274,500 TOTAL ENVIRO SVC - COMMERCIA $ 2,477,876 $ 1,814,731 $ 2,595,920 $ 2,314,528 $ 2,326,810 TOTAL ENTERPRISE OPERATIONS $ 61,873,329 $ 57,598,537 $ 88,581,300 $ 67,785,292 $ 70,066,310 STREETS HURF Administration: Administration Public Works Administration Utility Locates Total Administration 308,047 63,622 50,874 422,543 412,423 83,970 52,629 549,022 64 463,760 99,910 58,450 622,120 468,623 95,570 56,080 620,273 482,870 94,490 64,160 641,520 Table of Contents EXPENSE DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Streets Maintenance: Asphalt Patching Preventive Maintenance Crack Sealing Fog Sealing Total Streets Maintenance 422,482 5,149,652 727,041 460,096 6,759,271 365,116 268,890 652,908 443,847 1,730,761 435,920 334,310 693,460 672,200 2,135,890 406,438 292,797 584,985 652,156 1,936,376 554,510 341,580 699,480 723,590 2,319,160 Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Traffic Control 647,748 407,130 1,765,498 1,770,336 534,610 5,125,322 633,159 454,244 3,183,878 1,907,191 549,443 6,727,915 534,120 502,120 3,709,370 2,255,820 593,790 7,595,220 534,069 469,599 3,747,314 2,177,272 508,190 7,436,444 532,570 588,080 3,123,050 1,604,030 935,330 6,783,060 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 1,831,003 230,144 1,110,963 3,172,110 1,941,475 229,877 1,328,414 3,499,766 2,205,880 251,210 927,050 3,384,140 2,199,898 160,671 928,708 3,289,277 2,022,050 195,890 1,231,500 3,449,440 215,156 231,373 214,410 231,113 220,500 3,166,751 55,085 3,221,836 59,160 59,160 500,000 217,540 717,540 150,000 112,540 262,540 500,000 179,540 679,540 Hazard Response Non-Departmental: Contingency Capital Projects Other Total Non-Departmental TOTAL HURF FUND $ ROADWAY AND MAINTENANCE Administration Non-Departmental: Contingency Capital Projects Total Non-Departmental 18,916,238 $ 12,797,997 $ 14,669,320 $ 13,776,023 $ 14,093,220 - 4,725,806 5,622,700 5,607,346 3,694,190 - 2,422,335 2,422,335 900,000 4,751,220 5,651,220 100,000 642,800 742,800 900,000 900,000 TOTAL ROADWAY & MAINT FUND $ - $ 7,148,141 $ 11,273,920 $ 6,350,146 $ 4,594,190 $ 18,916,238 $ 19,946,138 $ 25,943,240 $ 20,126,169 $ 18,687,410 TOTAL STREETS FUND INTERNAL SERVICE Fleet Maintenance Copy Services Health Self Insurance Dental Self Insurance TOTAL INTERNAL SERVICE 6,508,450 187,140 19,505,138 1,117,737 $ 27,318,465 6,742,912 14,798,577 1,120,061 $ 22,661,550 65 8,504,820 16,697,900 1,250,000 $ 26,452,720 7,259,861 16,697,900 1,250,000 $ 25,207,761 8,057,760 17,041,560 1,317,000 $ 26,416,320 Table of Contents EXPENSE DETAIL Actual FY 2016 REPLACEMENT FUNDS General Streets Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Fleet Actual FY 2017 2,802,118 334,127 4,627,696 1,459,043 1,783,573 209,959 - 1,723,201 175,213 1,399,298 5,376,522 983,016 - Projected FY 2018 6,381,480 1,756,670 23,598,640 58,231,530 6,133,330 716,450 - Budget FY 2019 5,381,480 1,176,670 4,093,500 6,796,720 5,143,330 466,450 - 3,471,500 1,402,050 3,721,900 4,383,200 5,413,400 890,000 200,000 TOTAL REPLACEMENT FUNDS $ SUB-TOTAL OPERATING FUNDS $ 253,030,801 $ 269,986,082 $ 433,728,040 $ 294,458,261 $ 307,707,380 126,516 477,241 603,757 164,675 546,928 711,603 143,450 2,096,200 2,239,650 102,770 1,378,570 1,481,340 184,000 560,880 744,880 Development Fees: 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 Total Development Fees 1,865,382 73,085 20,249 2,762,464 58,644 4,779,824 1,122,790 243,289 295,965 663 205,658 5,208,621 328,079 459,704 7,864,769 3,069,980 9,384,250 32,466,000 13,091,480 36,793,090 1,216,780 1,007,000 12,315,710 109,344,290 570,010 250,000 728,860 323,360 4,900,780 248,180 7,070 543,200 7,571,460 4,400 1,124,460 4,400 4,400 4,400 4,400 4,400 4,400 4,400 1,159,660 Grants Police Impound 1,510,059 314,361 1,478,169 267,675 7,192,190 329,160 920,550 309,300 5,272,240 342,820 Special Districts: Street Light Improvement Parkway Improvement Total Special Districts 1,780,370 855,269 2,635,639 1,805,715 971,317 2,777,032 2,038,600 1,216,260 3,254,860 1,938,600 1,164,360 3,102,960 2,029,600 1,168,300 3,197,900 Other Special Revenue 1,546,648 1,659,090 4,777,740 3,405,190 4,222,360 14,758,338 $ 127,137,890 1,060,626 1,172,384 10,914,631 1,906,040 100,000,000 26,539,660 64,821,560 SPECIAL REVENUE FUNDS CDBG/HOME: Administration Projects Total CDBG/HOME 11,216,516 Budget FY 2018 TOTAL SPECIAL REVENUE FUNDS $ 11,390,288 OTHER FUNDING SOURCES Administration CIP Contingency Outside Sources Bond Proceeds 742,959 134,402 6,668,256 $ $ 9,657,250 66 $ 96,818,100 $ $ 23,058,150 16,790,800 1,521,610 812,380 7,716,920 $ $ 19,482,050 14,939,860 1,820,940 100,000,000 - Table of Contents EXPENSE DETAIL Actual FY 2016 Prop 400 Revenue Obligations MPC - Water System MPC - Wastewater System Actual FY 2017 2,944,931 7,167,024 121,239 TOTAL OTHER FUNDING SOURCE $ 17,778,811 CAPITAL IMPROVEMENT FUNDS Redevelopment Streets Traffic Control Parks and Recreation Municipal Facilities Water Wastewater Storm Water - TOTAL CAPITAL IMPROVEMENTS $ - DEBT SERVICE General Obligation Debt Street and Highway Public Facilities MPC Water Resources MPC Subordinate Lien Improvement Districts Wastewater MPC TOTAL DEBT SERVICE $ TRUST ACCOUNTS Fire Pension $ Budget FY 2018 Projected FY 2018 1,880,269 2,276,331 2,610,199 35,537,930 2,382,000 66,588,420 47,295,000 3,462,970 26,170,051 1,040,870 - 19,914,440 $ 345,070,610 40,724,801 $ 101,820,940 - - - 24,939,840 128,028,650 5,580,860 55,370,510 16,857,760 127,180,970 118,181,840 1,177,810 - $ 477,318,240 22,295,550 3,417,250 15,399,230 10,005,090 5,486,430 - 23,291,300 3,417,500 15,719,280 9,994,630 2,264,460 6,411,280 3,614,400 $ - 22,815,040 3,395,820 13,756,138 33,739,334 2,196,289 - 90,443,896 3,412,020 14,281,600 38,582,363 696,795 - 75,902,621 $ 147,416,674 2,500 2,500 TOTAL TRUST ACCOUNTS $ 2,500 GRAND TOTAL EXPENSES $ 358,105,021 $ 2,500 $ 452,078,034 67 $ - $ $ 22,295,550 3,417,250 15,399,230 10,005,090 2,261,260 5,486,430 $ 58,864,810 $ 2,500 $ 2,500 $ 964,803,850 Budget FY 2019 56,603,550 $ 2,500 $ 2,500 $ 408,579,912 64,712,850 2,500 $ 2,500 $ 966,501,770 Table of Contents PROPERTY TAX RATES The property tax rate for Gilbert is approximately $.99/$100 in secondary assessed valuation, there is no primary property tax. Town of Gilbert property tax is collected for debt repayment only, not for operations. Residents in Gilbert, based on address, are served primarily within four school districts. Each district has a unique primary and secondary tax rate. The distribution of property tax based on FY 2019 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. Gilbert Schools Property Tax 100% 80% Local Schools 55% County 60% Community College 40% 15% Special Districts 20% 12% Town of Gilbert 8% 9% 0% Gilbert School District Chandler School District Higley School District Mesa School District Primary (Operating) State County Community College Education Equalization Special Health Care District Gilbert East Valley Institute Local School District Total Primary $0.00 1.40 1.17 0.47 0.19 0.00 0.00 4.00 $7.23 $0.00 1.40 1.17 0.47 0.19 0.00 0.00 4.03 $7.26 $0.00 1.40 1.17 0.47 0.19 0.00 0.00 3.98 $7.21 $0.00 1.40 1.17 0.47 0.19 0.00 0.00 4.13 $7.36 Secondary (Debt) County Community College Flood Control County Library Central Arizona Project Special Health Care District Gilbert East Valley Institute Local School District Total Secondary $0.00 0.20 0.18 0.06 0.14 0.10 0.99 0.00 2.08 $3.75 $0.00 0.20 0.18 0.06 0.14 0.10 0.99 0.00 2.66 $4.33 $0.00 0.20 0.18 0.06 0.14 0.10 0.99 0.00 3.13 $4.80 $0.00 0.20 0.18 0.06 0.14 0.10 0.99 0.00 3.16 $4.83 Total State County Community College Education Equalization Flood Control County Library Central Arizona Project Special Health Care District Gilbert East Valley Institute Local School District Total Tax Rate $0.00 1.40 1.37 0.47 0.18 0.06 0.14 0.29 0.99 0.00 6.08 $10.98 $0.00 1.40 1.37 0.47 0.18 0.06 0.14 0.29 0.99 0.00 6.69 $11.59 $0.00 1.40 1.37 0.47 0.18 0.06 0.14 0.29 0.99 0.00 7.11 $12.01 $0.00 1.40 1.37 0.47 0.18 0.06 0.14 0.29 0.99 0.00 7.29 $12.19 68 Table of Contents PERSONNEL SUMMARY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 % By Fund FY 2019 GENERAL FUND Mayor and Council Town Manager Digital Government Intergovernmental Human Resources Information Technology Economic Development Management and Budget Legal Neighborhood Services Town Clerk Management Services Court Development Services Public Works Police Fire and Rescue Public Works Parks and Recreation TOTAL GENERAL FUND 2.00 7.00 6.00 2.00 21.00 38.00 8.00 6.00 23.00 1.15 6.00 21.00 30.92 60.30 6.60 353.00 203.00 0.00 122.70 917.67 2.00 7.15 7.00 3.00 20.00 38.00 8.00 6.00 24.00 0.00 5.00 24.00 30.92 68.30 3.60 365.00 210.00 0.00 122.52 944.49 2.00 7.15 7.00 3.00 21.00 40.00 9.00 6.00 26.00 0.00 5.00 25.00 31.92 71.30 4.60 381.50 217.00 0.00 125.22 982.69 2.00 7.35 8.00 2.00 21.00 41.00 9.00 5.00 27.00 0.00 5.00 25.00 31.92 71.30 4.60 381.50 216.00 0.00 125.22 982.89 2.00 7.35 8.00 2.00 21.00 42.00 9.00 5.00 27.00 0.00 5.00 25.50 31.92 72.13 5.60 405.50 216.00 0.00 125.36 1010.36 72% ENTERPRISE FUNDS Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial ENTERPRISE FUNDS 124.95 42.50 84.05 8.28 259.78 128.95 42.50 87.05 8.28 266.78 130.95 43.50 87.89 9.44 271.78 131.95 43.50 88.40 8.94 272.79 133.50 45.50 91.40 8.94 279.34 20% STREETS FUND 50.67 50.67 53.67 53.66 55.66 4% INTERNAL SERVICE FUNDS 26.00 26.00 26.00 26.00 26.00 2% SPECIAL REVENUE 11.45 10.95 10.95 10.75 11.25 1% CIP ADMINISTRATION 7.40 12.40 12.40 12.40 12.40 1% 1,272.97 1,311.29 1,357.49 1,358.49 1,395.01 100% TOTAL TOWN POSITIONS 69 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. This dynamic tool allows the Town policy makers and staff to envision how the future might look if revenue and expenditure trends continue. The long-term financial impact of today’s decisions can also be projected. Gilbert uses specific data from the CIP to assess fiscal health for the Five Year Plans and uses trend analysis to project 20 years for the Long Term Financial Plan. Gilbert also maintains a staffing model that helps project staffing needs and how they impact future financial stability. Many factors are considered in the long-term planning; some of the major factors are discussed below. Financial Trend/Environmental Analysis A number of financial indicators are analyzed to determine significant impacts in financial trends. This annual analysis focuses on Gilbert’s General Fund, Highway User Revenue Fund (HURF), Roadway and Maintenance Fund (Vehicle License Tax), 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. Population changes have the largest impact on revenue trends since state shared revenues are largely based on population and are major revenue sources to the General Fund, HURF Fund, and Roadway Maintenance Fund. In 2015, Gilbert elected to commission a special census count and update the population number used for state shared revenues. Had this not been done, the State would have continued to use the 2010 population number. Although the special census efforts cost about $4 million, the new population number allowed Gilbert to realize over $7 million more state shared revenues in the first year. It is likely Gilbert will see about $25 million over five years. Gilbert continues to monitor population and methodologies used to make the annual updates. Long-Term Revenue and Expenditure Forecasting Each year the revenue and expenditure trends are updated and re-examined using current data for the General Fund and Enterprise Funds, HURF and Roadway and Maintenance Fund (VLT), 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, and staffing plans. The five year forecasts for the General Fund, Enterprise Funds, and Streets Funds have been included in this document. Fiscal Policy Review Gilbert’s Policies of Responsible Financial Management are reviewed and updated annually in an effort to continually improve fiscal sustainability and best practices. All changes are brought to Council for consideration and adoption. Debt Analysis Gilbert uses debt carefully and strategically evaluates options to reduce interest costs. Existing debt is monitored for refunding savings and early payoff options. In FY 2018, Gilbert paid off $12M of Water Resource Municipal Property Corporation debt early and refunded the remaining debt to save over $9M in interest, resulting in a total savings of over $21M. In FY 2017, Gilbert again refunded debt (general obligation) to save over $3 million. Gilbert’s debt is most often associated with growth-related projects where the revenue source (system development fees) are collected incrementally over time and the debt structure matches the revenue stream even though the projects (i.e. water and wastewater treatment plant expansions) need to be completed and placed in service ahead of the system development fee collections. 70 Table of Contents LONG-TERM FINANCIAL PLANNING Financial Balance Analysis Monitor and maintain appropriate levels of reserve to ensure adequate resources are available to fund operations and reasonably protect against volatility and emergency. This review ensures compliance with Gilbert’s Policies of Responsible Financial Management and legal requirements. Financial Strategies Development 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, 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 71 Table of Contents LONG-TERM FINANCIAL 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. Council gives additional direction on specific financial-related topics each spring, usually in February, at the Financial Retreat. 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 also factored into 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 policy compliance, legal requirements and best practices. If any policy changes are anticipated the proposed revisions are brought to Council for consideration and adoption. 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 Funds, Internal Service Funds and Special Revenues Funds. 72 Table of Contents LONG-TERM FINANCIAL PLANNING 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. 73 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 2019 budget, and future projections. Information on bond proceeds, property tax, and special assessments is found in the debt section. The total revenue anticipated for FY 2019 is $966,501,770. Of this amount, $559,074,420 is anticipated in new revenue collections and $407,427,350 in carryover funds, as 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 2019 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 2015-16 Actual 2016-17 Budget 2017-18 Projected 2017-18 148,215,132 4,852,536 81,395,723 113,000,466 4,618,089 2,412,090 20,201,435 $ 374,695,471 146,476,134 4,819,908 102,413,241 122,313,165 4,335,755 72,346,535 71,566,543 $ 524,271,281 152,978,080 4,427,000 128,892,750 120,880,100 4,110,000 105,486,430 57,899,890 $ 574,674,250 152,423,080 5,042,200 104,912,890 122,933,560 3,950,000 5,486,430 44,809,290 $ 439,557,450 Special Assessments 19% Budget 2018-19 $ Other NonOperating 5% Taxes and Fees 28% Fines and Forfeits 1% License and Permit 1% Charges for Service 23% Intergovernmental 23% 74 156,243,230 4,415,000 130,308,100 127,906,170 3,999,000 106,581,280 29,621,640 559,074,420 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. Gilbert has seen 8% year over year sales tax increases for the past five 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: $100,000,000 $80,000,000 $60,000,000 $40,000,000 Sales Tax $20,000,000 Income Tax State Shared Tax $- 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 approximately $0.99 per $100 in secondary assessed value, which equates to about 9% 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. 75 Table of Contents REVENUE SOURCES Assessments Assessment districts are established for street lights, parkway improvements, and capital improvements that benefit specific users. The street light district (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 was adopted in August 2017. A full update all fee areas is being conducted in the fall of 2018, with adoption of new fees anticipated in 2019. 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. Therefore, the tax on income earned in FY 2017 is distributed to cities in FY 2019. 76 Table of Contents REVENUE SOURCES ***Projected FY 2018 $29,400,000 Actual FY 2017 $30,284,979 Actual FY 2016 $25,085,000 Actual FY 2015 $25,222,298 Actual FY 2014 $23,204,633 $20,000,000 $25,000,000 $30,000,000 $35,000,000 Highway User Revenue: Cities and towns receive 27.5% of the highway user revenue fund. One half of the monies received are distributed based on the relation of Gilbert’s population to the total population of all incorporated cities and towns in the State. The remaining one half is distributed based on the basis of the “county of origin” of gasoline sales and the relation of Gilbert’s population to the total incorporated population of Maricopa County. These funds must be used solely for street purposes. Vehicle License: Twenty-five percent of the net revenues collected for the licensing of motor vehicles by the county are distributed back based on the population of Gilbert in relation to the total incorporated population of Maricopa County. Local Transportation Assistance Fund (LTAF): The State Lottery distributes funds based on population. LTAF funds are applied only to transit-related expenses. CHARGES FOR SERVICE All charges for service are based on the philosophy that whoever benefits from the service should pay a portion or all of the cost to provide that service. Charges for service include user fees for recreation services, water consumption, wastewater, and solid waste disposal. The goal is for internal services, enterprise operations, and all adult sports to be 100% self-supporting. Gilbert completes an annual rate review to examine the rates and rate structures for water, wastewater, and environmental services. 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. Rate increases and rate structure changes are being evaluated in FY 2019 in order to balance ongoing revenues and expenditures. 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 77 Table of Contents REVENUE SOURCES approximately 85% of the total fund revenues. Commercial and reclaimed revenues account for 9% and 4% respectively. Rate increases and structure changes are being evaluated in FY 2019 in order to balance ongoing revenues and expenditures. 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 environmental compliance. 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. Rate increases and structure changes are being evaluated in FY 2019 in order to balance ongoing revenues and expenditures. As part of the rate study, an Environmental Compliance Fee is proposed. If adopted, environmental compliance activities would be moved out of Environmental Services Residential into their own fund. 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 unpredictable and is included in the budget at a minimal amount unless a specific source is known during budget preparation. BOND PROCEEDS In FY 2018 bonds were issued by the Water Resources Municipal Property Corporation in order to complete the Greenfield Wastewater plant expansion. Design and construction efforts were initiated in FY 2018 and will continue in FY 2019. For further details related to this project, please refer to the Capital Improvement Plan FY 2019-2028 on the Town of Gilbert Website or https://www.gilbertaz.gov/. In FY 2019, Gilbert will be asking voters for authorization to sell $65.35M in General Obligation bonds to help finance the construction of the Public Safety Training Facility. This question will be on the November 2018 ballot. More information on debt and bond proceeds is found in the Debt section. 78 Table of Contents GENERAL FUND FIVE-YEAR FORCAST FINAL - FIVE YEAR GENERAL FUND FORECAST Budget FY 2019 Projected FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 BEGINNING FUND BALANCE (Less Committed) 88,300,000 51,591,000 45,072,000 46,064,000 49,132,000 REVENUE 166,421,000 172,532,000 176,691,000 180,882,000 185,112,000 TOTAL REVENUE 166,421,000 172,532,000 176,691,000 180,882,000 185,112,000 TRANSFERS IN 5,659,000 5,659,000 5,659,000 5,659,000 5,659,000 TOTAL SOURCES 260,380,000 229,782,000 227,422,000 232,605,000 239,903,000 149,249,000 149,249,000 698,000 7,252,000 149,249,000 1,944,000 11,513,000 149,249,000 2,126,000 13,975,000 149,249,000 4,661,000 17,236,000 149,249,000 157,199,000 162,706,000 165,350,000 171,146,000 13,634,000 - 2,816,000 - 1,602,000 - 2,255,000 - ONGOING EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR PLAN SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES ONE TIME EXPENDITURES FIVE YEAR PLAN CAPITAL OUTLAY CONTINGENCY ECONOMIC DEVELOPMENT RESERVE 343,000 10,000,000 5,000,000 SUB-TOTAL ONE-TIME EXPENDITURES 23,805,000 13,634,000 2,816,000 1,602,000 2,255,000 TRANSFERS OUT 35,735,000 13,877,000 15,836,000 16,521,000 20,779,000 TOTAL USES 208,789,000 184,710,000 181,358,000 183,473,000 194,180,000 ANNUAL OPERATING RESULT (36,709,000) (6,519,000) 992,000 3,068,000 (3,409,000) FUND BALANCE 51,591,000 45,072,000 46,064,000 49,132,000 45,723,000 MINIMUM FUND BALANCE 51,590,000 44,380,000 45,760,000 46,420,000 47,870,000 1,000 692,000 304,000 2,712,000 (2,147,000) FUND BALANCE ABOVE MINIMUM 8,462,000 Five-Year Plan Assumptions:  Transfer to the General Equipment Replacement Fund was held consistent from FY 2018 based on a calculation using asset value, useful life, remaining useful life, and anticipated replacement costs  Compensation structure is maintained in five year plan as directed by compensation philosophy adopted by Council  Minimum fund balance per policy is calculated at three months of operating expenses and one year of debt service  Contingency is included in FY 2019 at $10,000,000, but will be evaluated annually during the budget process to determine appropriate budget levels in subsequent years  FY 2019 transfers out increased due to a change in accounting practices for capital projects; approximately $25.6M increase 79 Table of Contents WATER FUND FIVE-YEAR FORECAST FINAL - FIVE YEAR WATER FUND FORECAST Budget FY 2019 Projected FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 BEGINNING FUND BALANCE (Less Committed) 38,924,000 28,789,000 26,655,000 26,973,000 27,520,000 REVENUE 48,210,000 51,179,000 52,000,000 52,836,000 53,686,000 TOTAL REVENUE 48,210,000 51,179,000 52,000,000 52,836,000 53,686,000 - - - - - TOTAL SOURCES 87,134,000 79,968,000 78,655,000 79,809,000 81,206,000 ONGOING EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR PLAN 29,137,000 - 30,350,000 315,000 250,000 30,350,000 420,000 590,000 30,350,000 420,000 915,000 30,350,000 510,000 1,140,000 SUB-TOTAL ONGOING EXPENDITURES 29,137,000 30,915,000 31,360,000 31,685,000 32,000,000 ONE-TIME EXPENDITURES ONE TIME EXPENDITURES FIVE YEAR PLAN CAPITAL OUTLAY/CAPITAL IMPROVEMENTS CONTINGENCY 555,000 911,000 2,500,000 - - - - SUB-TOTAL ONE-TIME EXPENDITURES 3,966,000 - - - - TRANSFERS OUT 25,242,000 22,398,000 20,322,000 20,604,000 33,579,000 TOTAL USES 58,345,000 53,313,000 51,682,000 52,289,000 65,579,000 ANNUAL OPERATING RESULT (10,135,000) (2,134,000) 318,000 547,000 (11,893,000) FUND BALANCE 28,789,000 26,655,000 26,973,000 27,520,000 15,627,000 MINIMUM FUND BALANCE 17,412,563 17,539,813 17,645,563 17,738,313 17,806,563 FUND BALANCE ABOVE MINIMUM 11,376,438 9,115,188 9,327,438 9,781,688 (2,179,563) TRANSFERS IN The Five Year Plan assumptions:  FY 2019 revenues assume additional revenue needed to balance long term; rate and rate structure changes are anticipated in November 2018  FY 2019 transfers out increased due to a change in accounting practices for capital projects; approximately $9.2M increase 80 Table of Contents WASTEWATER FUND FIVE-YEAR FORECAST FINAL - FIVE YEAR WASTEWATER FUND FORECAST Budget FY 2019 Projected FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 BEGINNING FUND BALANCE (Less Committed) 17,534,000 7,815,000 7,134,000 8,215,000 8,245,000 REVENUE 28,332,000 29,664,000 30,013,000 30,367,000 30,724,800 TOTAL REVENUE 28,332,000 29,664,000 30,013,000 30,367,000 30,724,800 TRANSFERS IN 920,000 920,000 920,000 920,000 920,000 TOTAL SOURCES 46,786,000 38,399,000 38,067,000 39,502,000 39,889,800 ONGOING EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR PLAN 16,403,000 - 16,686,000 569,000 409,000 16,686,000 1,029,000 626,000 16,686,000 1,329,000 844,000 16,686,000 1,629,000 1,061,000 SUB-TOTAL ONGOING EXPENDITURES 16,403,000 17,664,000 18,341,000 18,859,000 19,376,000 ONE-TIME EXPENDITURES ONE TIME EXPENDITURES FIVE YEAR PLAN CAPITAL OUTLAY CONTINGENCY 367,000 69,000 2,000,000 403,000 - 300,000 - 300,000 - 300,000 - SUB-TOTAL ONE-TIME EXPENDITURES 2,436,000 403,000 300,000 300,000 300,000 TRANSFERS OUT 20,132,000 13,198,000 11,211,000 12,098,000 11,211,000 TOTAL USES 38,971,000 31,265,000 29,852,000 31,257,000 30,887,000 ANNUAL OPERATING RESULT (9,719,000) (681,000) 1,081,000 30,000 757,800 FUND BALANCE 7,815,000 7,134,000 8,215,000 8,245,000 9,002,800 MINIMUM FUND BALANCE 7,600,000 7,920,000 8,090,000 8,210,000 8,340,000 215,000 (786,000) 125,000 35,000 662,800 FUND BALANCE ABOVE MINIMUM Five-Year Plan Assumptions:  FY 2019 revenues assume additional revenue needed to balance long term; rate and rate structure changes are anticipated in November 2018  FY 2019 transfers out increased due to a change in accounting practices for capital projects; approximately $9.9M  FY 2019 – FY 2023 minimum fund balance includes an increase of $3.5M to cover one year of debt service for bonds sold to construct the Greenfield Plant Expansion 81 Table of Contents ENVIRONMENTAL SERVICES – RESIDENTIAL FIVE-YEAR FORECAST FINAL - FIVE YEAR ENVIRONMENTAL SERVICES RESIDENTIAL FUND FORECAST Budget FY 2019 Projected FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 BEGINNING FUND BALANCE (Less Committed) 13,458,000 8,021,000 3,852,000 3,829,000 3,815,000 REVENUE 17,421,000 18,718,000 18,998,000 19,283,000 19,573,000 TOTAL REVENUE 17,421,000 18,718,000 18,998,000 19,283,000 19,573,000 TRANSFERS IN 170,000 170,000 170,000 170,000 170,000 TOTAL SOURCES 31,049,000 26,909,000 23,020,000 23,282,000 23,558,000 ONGOING EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR PLAN 14,243,000 - 14,401,000 470,000 14,401,000 718,000 14,401,000 992,000 14,401,000 1,386,000 SUB-TOTAL ONGOING EXPENDITURES 14,243,000 14,871,000 15,119,000 15,393,000 15,787,000 ONE-TIME EXPENDITURES ONE TIME EXPENDITURES FIVE YEAR PLAN CAPITAL OUTLAY CONTINGENCY 69,000 1,500,000 2,000 - - 2,000 - - SUB-TOTAL ONE-TIME EXPENDITURES 1,569,000 2,000 - 2,000 - TRANSFERS OUT 7,216,000 8,184,000 4,072,000 4,072,000 4,072,000 TOTAL USES 23,028,000 23,057,000 19,191,000 19,467,000 19,859,000 ANNUAL OPERATING RESULT (5,437,000) (4,169,000) (23,000) (14,000) (116,000) FUND BALANCE 8,021,000 3,852,000 3,829,000 3,815,000 3,699,000 MINIMUM FUND BALANCE 3,560,000 3,720,000 3,780,000 3,850,000 3,950,000 FUND BALANCE ABOVE MINIMUM 4,461,000 132,000 49,000 (35,000) (251,000) Five-Year Plan Assumptions:  FY 2019 revenues assume additional revenue needed to balance long term; rate and rate structure changes are anticipated in November 2018  FY 2019 transfers out increased due to a change in accounting practices for capital projects; approximately $3.1M  Due to changes in the recycling commodities market, revenues received from recycling have been reduced In FY 2018 and in FY 2019. FY 2019 revenues are anticipated to be approximately 11% of the revenues received in FY 2017 82 Table of Contents ENVIRONMENTAL SERVICES - COMMERCIAL FIVE-YEAR FORECAST FINAL - FIVE YEAR ENVIRONMENTAL SERVICES COMMERCIAL FUND FORECAST Budget FY 2019 Projected FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 BEGINNING FUND BALANCE (Less Committed) 1,886,000 1,477,000 1,257,000 1,216,000 1,292,000 REVENUE 2,680,000 2,730,000 2,730,000 2,730,000 2,730,000 TOTAL REVENUE 2,680,000 2,730,000 2,730,000 2,730,000 2,730,000 - - - - - TOTAL SOURCES 4,566,000 4,207,000 3,987,000 3,946,000 4,022,000 ONGOING EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR PLAN 2,074,000 - 2,074,000 76,000 2,074,000 152,000 2,074,000 227,000 2,074,000 303,000 SUB-TOTAL ONGOING EXPENDITURES 2,074,000 2,150,000 2,226,000 2,301,000 2,377,000 ONE-TIME EXPENDITURES ONE TIME EXPENDITURES FIVE YEAR PLAN CAPITAL OUTLAY CONTINGENCY 4,000 250,000 - - - - SUB-TOTAL ONE-TIME EXPENDITURES 254,000 - - - - TRANSFERS OUT 761,000 800,000 545,000 353,000 353,000 TOTAL USES 3,089,000 2,950,000 2,771,000 2,654,000 2,730,000 ANNUAL OPERATING RESULT (409,000) (220,000) (41,000) 76,000 - FUND BALANCE 1,477,000 1,257,000 1,216,000 1,292,000 1,292,000 MINIMUM FUND BALANCE 520,000 540,000 560,000 580,000 590,000 FUND BALANCE ABOVE MINIMUM 957,000 717,000 656,000 712,000 702,000 TRANSFERS IN Five-Year Plan Assumptions:  FY 2019 revenues assume additional revenue needed to balance long term; rate and rate structure changes are anticipated in November 2018  FY 2019 transfers out increased due to a change in accounting practices for capital projects; approximately $216k 83 Table of Contents STREETS FIVE-YEAR FORECAST FINAL - FIVE YEAR STREETS FORECAST Budget FY 2019 Projected FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 BEGINNING FUND BALANCE (Less Committed) 14,841,000 7,566,000 7,452,000 2,025,000 4,709,000 REVENUE 25,501,000 25,800,000 25,953,000 26,108,000 26,264,000 TOTAL REVENUE 25,501,000 25,800,000 25,953,000 26,108,000 26,264,000 - - - - - 40,342,000 33,366,000 33,405,000 28,133,000 30,973,000 17,109,000 17,109,000 173,000 430,000 17,109,000 181,000 860,000 17,109,000 196,000 1,290,000 17,109,000 201,000 1,839,000 17,109,000 17,712,000 18,150,000 18,595,000 19,149,000 TRANSFERS IN TOTAL SOURCES ONGOING EXPENDITURES BASE EXPENDITURES CIP MAINTENANCE COSTS FIVE YEAR PLAN SUB-TOTAL ONGOING EXPENDITURES ONE-TIME EXPENDITURES ONE TIME EXPENDITURES FIVE YEAR PLAN CAPITAL OUTLAY CONTINGENCY 136,000 1,400,000 600,000 - 1,713,000 - 1,775,000 - - SUB-TOTAL ONE-TIME EXPENDITURES 1,579,000 600,000 1,713,000 1,775,000 - TRANSFERS OUT 14,088,000 7,602,000 11,517,000 3,054,000 1,413,000 TOTAL USES 32,776,000 25,914,000 31,380,000 23,424,000 20,562,000 ANNUAL OPERATING RESULT (7,275,000) (114,000) (5,427,000) 2,684,000 5,702,000 FUND BALANCE 7,566,000 7,452,000 2,025,000 4,709,000 10,411,000 MINIMUM FUND BALANCE 4,272,000 4,430,000 4,530,000 4,650,000 4,780,000 FUND BALANCE ABOVE MINIMUM 3,294,000 3,022,000 (2,505,000) 59,000 5,631,000 43,000 Five-Year Plan Assumptions:  The Five Year Forecast represents the combined Roadway and Maintenance Fund and the Streets Fund  In FY 2019, the Streets Division completed a zero base budget; allowing for reallocation of approximately $1.1M  In FY 2019 the final HURF debt service payment will be made, thus reducing the minimum fund balance requirement  FY 2019 transfers out increased due to a change in accounting practices for capital projects; approximately $9.3M increase 84 Table of Contents GENERAL FUND FUND DESCRIPTION The General Fund is the largest operating fund in the budget and includes the most diverse operations. The General Fund provides accounting for all activities that do not have a specific revenue source. The revenue collected for support of the entire community is deposited in the General Fund to finance Public Safety, Development Services, Parks and Recreation, and Internal Support functions. Much of the General Fund is supported by tax revenues, but services that benefit a specific user often recover all or part of the cost of service through a user fee. The following table indicates the percentage of tax support provided for each major area: FY 2019 Budgeted Expenses Program Mayor and Council Boards and Commissions Manager Digital Communication Intergovernmental Relations Economic Development Information Technology Human Resources Management and Budget Town Clerk Legal Services Management Services Municipal Court Development Services Public Works Engineering Police Fire and Rescue Parks and Recreation Non-Departmental* $ 787,930 28,440 1,444,630 1,098,200 326,840 2,854,020 9,851,480 2,633,720 635,240 735,200 2,968,340 2,635,420 3,401,380 7,357,710 642,010 56,101,700 34,227,730 18,076,610 62,982,880 Total General Fund $ 208,789,480 FY 2019 Fee Supported $ FY 2019 Transfer Supported FY 2019 Tax Supported FY 2019 % Tax Supported 88,000 2,000 75,000 4,000 15,000 119,000 298,000 6,495,000 3,365,000 1,939,000 4,493,000 - $ 255,950 475,610 361,560 107,610 1,565,770 632,460 209,140 201,730 654,840 95,000 35,000 384,930 679,600 $ 443,980 28,440 969,020 734,640 219,230 2,779,020 8,285,710 1,997,260 426,100 735,200 2,751,610 1,861,580 3,103,380 862,710 642,010 52,641,700 32,253,730 13,198,680 62,303,280 56% 100% 67% 67% 67% 97% 84% 76% 67% 100% 93% 71% 91% 12% 100% 94% 94% 73% 99% $ 16,893,000 $ 5,659,200 $ 186,237,280 89% *Expenses include transfers. The total General Fund Revenue budget including fees and taxes is $166,421,000. Fees charged to recover the cost of service total $16,893,000. The tax supported (non-allocated) revenue of $149,528,000 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 $5,659,200. More detail on revenue and expenditures is included in the Financial Overview section and in the individual sections for that activity. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed throughout the General Fund. Community Livability Technology Leader Financial Plan Infrastructure 85 Economic Development High Performing Government Table of Contents GENERAL FUND Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 2.00 0.00 7.00 6.00 2.00 8.00 38.00 21.00 6.00 6.00 1.15 23.00 21.00 30.92 60.30 6.60 353.00 203.00 122.70 0.00 2.00 0.00 7.15 7.00 3.00 8.00 38.00 20.00 6.00 5.00 0.00 24.00 24.00 30.92 68.30 3.60 365.00 210.00 122.52 0.00 2.00 0.00 7.15 7.00 3.00 9.00 40.00 21.00 6.00 5.00 0.00 26.00 25.00 31.92 71.30 4.60 381.50 217.00 125.22 0.00 2.00 0.00 7.35 8.00 2.00 9.00 41.00 21.00 5.00 5.00 0.00 27.00 25.00 31.92 71.30 4.60 381.50 216.00 125.22 0.00 2.00 0.00 7.35 8.00 2.00 9.00 42.00 21.00 5.00 5.00 0.00 27.00 25.50 31.92 72.13 5.60 405.50 216.00 125.36 0.00 Total Personnel 917.67 944.49 982.69 982.89 1,010.36 EXPENSES BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 579,294 25,398 3,349,686 830,497 189,930 1,747,974 7,493,732 2,369,094 622,865 519,222 15,946 2,600,947 2,138,228 3,219,060 5,598,142 599,385 42,649,816 28,138,059 17,056,502 13,962,476 815,031 22,434 1,303,608 925,391 330,108 2,115,577 8,954,144 2,563,948 700,139 627,076 2 2,790,043 2,251,632 3,221,340 6,111,275 874,776 52,666,449 31,999,277 17,301,525 24,548,832 724,920 19,440 1,382,230 971,300 461,350 2,252,130 9,568,240 2,558,880 708,750 514,670 3,115,420 2,725,920 3,298,070 7,041,370 578,250 53,751,110 33,641,880 19,870,060 52,748,690 698,200 18,960 1,583,990 1,070,650 318,210 2,317,110 8,972,218 2,518,250 601,015 522,950 2,835,245 2,406,778 3,189,256 6,727,652 517,631 53,867,350 36,554,945 18,753,190 14,807,290 787,930 28,440 1,444,630 1,098,200 326,840 2,854,020 9,851,480 2,633,720 635,240 735,200 2,968,340 2,635,420 3,401,380 7,357,710 642,010 56,101,700 34,227,730 18,076,610 27,248,690 $ 133,706,253 $ 160,122,607 $ 195,932,680 $ 158,280,890 $ 173,055,290 PERSONNEL BY ACTIVITY Mayor and Council Boards and Commissions Manager Digital Government Intergovernmental Relations Economic Development Information Technology Human Resources Management and Budget Town Clerk Neighborhood Services Legal Services Management Services Municipal Court Development Services Public Works Engineering Police Fire and Rescue Parks and Recreation Non-Departmental Mayor and Council Boards and Commissions Manager Digital Government Intergovernmental Relations Economic Development Information Technology Human Resources Management and Budget Town Clerk Neighborhood Services Legal Services Management Services Municipal Court Development Services Public Works Engineering Police Fire and Rescue Parks and Recreation Non-Departmental Total Expenses 86 Table of Contents GENERAL FUND EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 92,522,722 33,121,335 8,062,196 107,376,920 42,315,289 10,430,398 111,788,620 53,741,810 30,402,250 112,579,600 40,572,620 5,128,670 115,916,250 56,796,040 343,000 $ 133,706,253 $ 160,122,607 $ 195,932,680 $ 158,280,890 $ 173,055,290 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 147,720,702 4,989,256 163,283,052 5,234,906 158,425,500 5,649,280 163,392,400 5,649,280 166,421,000 5,659,200 Total Sources $ 152,709,958 $ 168,517,958 $ 164,074,780 $ 169,041,680 $ 172,080,200 Total Expenses Transfers Out 133,706,253 6,963,172 160,122,607 9,000,331 195,932,680 10,495,440 158,280,890 9,034,180 173,055,290 35,734,190 Total Uses $ 140,669,425 $ 169,122,938 $ 206,428,120 $ 167,315,070 $ 208,789,480 Net Operating Result $ 12,040,533 $ Total Expenses (604,980) $ (42,353,340) $ . 87 1,726,610 $ (36,709,280) Table of Contents GENERAL FUND BENCHMARKS Population Density 3,614 average number of residents who live in a square mile within Gilbert Source: July 1, 2017 Maricopa Association of Governments (MAG) Population Estimates Incorporated Land Area in Square Miles 68.19 total square miles of incorporated area within Gilbert Note: The Municipal Planning Area of Gilbert is 72.6 square miles; the total incorporated land area is 68.19 square miles. Source: July 2017 Maricopa County Incorporated Areas – Maricopa County Recorder’s Office Value of Services for Taxes Paid 71% of Gilbert residents who rate quality of services for taxes paid as good or excellent Note: Figures represent survey respondents in each community who answered “good” or “excellent”. Source: Municipal National Citizen Survey (NCS). Avondale report completed in 2016; Gilbert, 2017; Goodyear, 2014; Scottsdale, 2016; Surprise, 2015; Palo Alto, 2017. 88 Table of Contents GENERAL FUND BENCHMARKS Full-Time Equivalents per 1,000 Residents 5.7 adopted Full Time Equivalents (FTE) per 1,000 residents in Gilbert FY 2017 Source: Valley Benchmark Cities, FY 2016-2017 Average Residential Household Cost of Service $1,440 average residential household cost of service in Gilbert Source: City of Tempe, 2017 Comparative Cost of Services Report Rate of Turnover 11.31% rate of turnover for Gilbert employees in FY 2017 Note: Data represents full time (sworn and non-sworn), excluding seasonal and part-time. Source: Information provided was obtained from municipal Human Resources staff for FY 2017. 89 Table of Contents GENERAL FUND BENCHMARKS Court Cases Filed, Cases Disposed, and Clearance Rates 0.97 Gilbert’s clearance rate in 2017 Source: AZ Courts, 2017 Cost per Court Case $112.55 average cost per court case in FY 2017 Note: Cost of processing a case that results in a sufficient outcome. Comparison to Benchmark Communities Cases Clearance City / Town Cases Filed Disposed Rate Peoria, AZ 11,946 15,712 1.32 Glendale, AZ 38,064 46,759 1.23 Flagstaff, AZ 17,719 19,444 1.10 Gilbert, AZ 28,768 27,983 0.97 Chandler, AZ 33,197 29,115 0.88 Source: Arizona Administrative Office of the Courts Statistical Data Reports, FY 2017 Total Single Family Building Permits 1,600 single family home permits issued in 2017 Note: Total number of single family building permits for calendar year 2017. Source: Central Homebuilders Association of Arizona 90 Table of Contents GENERAL FUND BENCHMARKS Violent Crime Rates per 1,000 Residents 0.81 reported violent crimes per 1,000 residents of Gilbert in FY 2017 Note: Violent crime rate measures the reported number of violent crimes per 1,000 residents. Source: Valley Benchmark Cities, FY 2016-2017 Property Crime Rates per 1,000 Residents 13.67 reported property crimes per 1,000 residents of Gilbert in FY 2017 Note: Property crime rate measures the reported number of property crimes per 1,000 residents. Source: Valley Benchmark Cities, FY 2016-2017 Total Fire Calls per 1,000 Residents 0.08 calls for service per 1,000 Gilbert residents in FY 2017 Source: Valley Benchmark Cities, FY 2016-2017 91 Table of Contents GENERAL FUND BENCHMARKS Total Park Acreage per 1,000 Residents 1.72 acres of Parks and Recreation space per 1,000 Gilbert Residents Note: Park acreage includes open, planned, and improved space owned by the jurisdiction and designated as a park. Source: Valley Benchmark Cities, FY 2016-2017 Miles of Trails per 1,000 Residents 0.16 miles of recreational trails per 1,000 Note: Figures have been rounded to the nearest whole number. Source: Valley Benchmark Cities, FY 2016-2017 92 Table of Contents MAYOR AND COUNCIL PURPOSE STATEMENT OBJECTIVES FY 2019 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 terms of office. Community Livability ♦ Foster greater communication between the Town and its residents and our State and Federal representatives to promote unified goals and objectives High Performing Government ♦ Provide vision and implement strategic initiatives ♦ Continue to develop, foster, maintain and facilitate relationships with Federal, State, County, Tribal and local partners ♦ Establish routine joint meeting schedules with other elected bodies that partner with the town, including municipal, tribal and educational partners BUDGET NOTES ACCOMPLISHMENTS FY 2018 ♦ ♦ Personnel costs rise as a result of a court-ordered increase in the EORP Retirement Plan. No other significant changes occurred in the Mayor and Council budget for FY 2019. Held joint meetings with the three school districts that lie within town boundaries Developed a process to provide the Mayor and Council with greater access to events and activities occurring within the Town Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Number of National Committees with Councilmember Participation 0 0 1 0 N/A Number of Statewide Committees with Councilmember Participation 3 4 5 5 N/A Number of Regional Committees with Councilmember Participation 11 11 12 12 N/A PERFORMANCE MEASURES 93 Table of Contents MAYOR AND COUNCIL PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Total Expenses $ Budget FY 2018 Projected FY 2018 Budget FY 2019 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 579,294 815,031 $ Actual FY 2016 Personnel Supplies & Contractual Capital Outlay $ 579,294 $ $ $ 815,031 724,920 698,200 $ Budget FY 2018 616,298 198,733 - Actual FY 2016 Total Revenues Total Expenses 815,031 724,920 Actual FY 2017 477,912 101,382 - OPERATING RESULTS Net Operating Result Actual FY 2017 579,294 EXPENSES BY CATEGORY Total Expenses Actual FY 2016 Actual FY 2017 724,920 $ Projected FY 2018 487,450 237,470 $ 698,200 787,930 Budget FY 2019 522,170 176,030 $ Budget FY 2018 698,200 787,930 550,760 237,170 $ Projected FY 2018 787,930 Budget FY 2019 62,204 579,294 79,109 815,031 75,000 724,920 86,000 698,200 88,000 787,930 (517,090) $ (735,922) $ (649,920) $ (612,200) $ (699,930) 94 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. ♦ ♦ 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. OBJECTIVES FY 2019 Community Livability ♦ Complete repairs and reopen Elliot District Park by mid-February Economic Development ♦ In partnership with Economic Development, continue to promote growth in Gilbert's economic corridors in an effort to attract and retain businesses in the community ♦ Secure additional university building tenants High Performing Government ♦ Develop Innovation Road Map and embark on strategic planning process to ensure a sustainable and vibrant Gilbert through buildout ♦ Propose updated utility rates to better reflect costs and ensure balanced funds over the next few years ♦ Complete biennial National Citizen Survey of Gilbert residents to gather feedback on a variety of topics ♦ Foster relationships with community, businesses and other agencies, while furthering the goals and objectives of the organization by serving on various governmental and community boards ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Launched Alex, the town’s open data portal, as part of the town’s work with Bloomberg Philanthropies’ What Works Cities (WWC) initiative Began implementation of constituent services 311 system for Gilbert Created a General Fund long-range forecast of town revenues and expenditures, as well as an organization-wide staffing forecast through 2030 Received upgraded credit rating from Fitch to AAA on 2016 Gilbert Water Resource Municipal Property Corporation bonds Attained lowest overall crime rate of top 100 largest communities based on review of 2016 FBI Uniform Crime Report (UCR) Named one of Arizona’s Most Admired Companies by AZ Business Magazine Secured and welcomed Deloitte, a leading professional services organization, to the community, bringing $34 million in investment and an expected 2,500 jobs over multiple phases Broke ground on Gilbert Regional Park and Desert Sky Park, which collectively will add 387 acres of developed park once built out Restructured Town Manager’s Office to streamline operations Created an Innovation Hub, which includes the offices of Digital Government, Information Technology, Human Resources, and Management and Budget BUDGET NOTES In FY 2019, Safety will move from Human Resources to the Town Manager’s Office. PERFORMANCE MEASURES Overall Quality of Life in Gilbert (good or excellent) per National Citizen Survey Percentage of Residents Rating Value for Service for Taxes Paid (Good or Excellent) per National Citizen Survey Percentage of Residents Rating Overall Quality of City/Town Services (Good or Excellent) per National Citizen Survey 95 Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target N/A 97% N/A 98% 98% N/A 76% N/A 75% 75% N/A 92% N/A 94% 94% Table of Contents TOWN MANAGER Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Town Manager 7.00 7.15 7.15 7.35 7.35 Total Personnel 7.00 7.15 7.15 7.35 7.35 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Town Manager 3,349,686 1,303,608 1,382,230 1,583,990 1,444,630 Total Expenses $ 3,349,686 $ 1,303,608 $ 1,382,230 $ 1,583,990 $ 1,444,630 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 2,943,980 405,706 - 1,127,243 176,365 - 1,246,420 135,810 - 1,423,480 160,510 - 1,316,800 127,830 - $ 3,349,686 $ 1,303,608 $ 1,382,230 $ 1,583,990 $ 1,444,630 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 44,507 3,349,686 2,241 1,303,608 1,382,230 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 1,583,990 1,444,630 $ (3,305,179) $ (1,301,367) $ (1,382,230) $ (1,583,990) $ (1,444,630) 96 Table of Contents DIGITAL GOVERNMENT ♦ ♦ PURPOSE STATEMENT The Digital Government department is focused on establishing Gilbert as a leader in digital government. Responsible for all internal, external and digital communications, video production, broadcast media and marketing efforts for Gilbert, the Digital Government department leverages digital tools to connect with residents. Through our innovative use of technology, we are engaging residents and visitors with sleek web design, highquality and high-definition video production, mobile applications, social media and other forms of digital media. ♦ OBJECTIVES FY 2019 Technology Leader ♦ Develop and expand data and innovation initiatives; 311 launch, SPARK, What Works Cities, etc. ♦ Complete redesign and launch of the Gilbert website, www.gilbertaz.gov Community Livability ♦ Continue to grow podcast reach and production of Gov Gone Digital High Performing Government ♦ Continue partnership with What Works Cities to release one data set per month ♦ Continue to expand reach to customers by 2% ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ Continued weekly podcast, Gov Gone Digital Launched 311 app where residents can report issues Received various national awards and recognitions for Digital Government efforts Expanded sponsorship for SPARK App League from Waymo to two major events and brought on the Smithsonian Institution as a collaborator Finished partnership with What Works Cities, created and launched an Open Data Portal with an outward facing avatar, "Alex" Continued expansion of more than 25 social media channels across the organization Created an online community outreach position to focus on connecting with residents online through 311 and Nextdoor Expanded reach of Digital State of the Town to more than 40,000+ views on YouTube in just a month BUDGET NOTES Minor increases to the supplies and contractual budget are related to the Community Engagement Coordinator position that was assigned to the department during FY 2018. Other minor increases are attributed to increased costs for analytics software for social media monitoring and branding/marketing materials. PERFORMANCE MEASURES Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Social Media Following: Facebook 5,114 16,435 18,500 19,500 20,000 Social Media Following: Twitter 11,100 16,520 17,500 18,500 20,000 Social Media Following: Instagram N/A 11,721 12,100 12,800 14,000 Videos Produced 125 113 140 140 100 97 Table of Contents DIGITAL GOVERNMENT PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Digital Government 6.00 7.00 7.00 8.00 8.00 6.00 7.00 7.00 8.00 8.00 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Personnel EXPENSES BY ACTIVITY Digital Government Total Expenses 830,497 $ Personnel Supplies & Contractual Capital Outlay $ 830,497 $ $ $ 925,391 971,300 1,070,650 1,098,200 971,300 $ 1,070,650 $ 1,098,200 Projected FY 2018 Budget FY 2019 Budget FY 2018 762,574 162,817 - Actual FY 2016 Total Revenues Total Expenses 925,391 Actual FY 2017 671,600 158,897 - OPERATING RESULTS Net Operating Result $ Actual FY 2016 EXPENSES BY CATEGORY Total Expenses 830,497 925,391 $ Actual FY 2017 777,500 193,800 - 867,910 202,740 - 879,550 218,650 - 971,300 $ 1,070,650 $ 1,098,200 Projected FY 2018 Budget FY 2019 Budget FY 2018 830,497 150 925,391 2,000 971,300 (830,497) $ (925,241) $ (969,300) $ (1,068,650) $ (1,096,200) 98 2,000 1,070,650 2,000 1,098,200 Table of Contents INTERGOVERNMENTAL RELATIONS PURPOSE STATEMENT OBJECTIVES FY 2019 The purpose of the Intergovernmental Relations department is to represent and advocate the interest 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, tribal, regional, state and federal organizations, agencies, groups and individuals. The Intergovernmental Relations department houses the Town’s policy and legislative team and staff for the Mayor and Council. Community Livability ♦ Develop tools to inform and encourage residents to become more involved at all levels of government Balanced Financial Plan ♦ Protect key revenues from being eliminated or reduced at the state and federal level Infrastructure ♦ Pursue full HURF restoration by the Legislature High Performing Government ♦ Improve communication and relationships with tribal partners ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ BUDGET NOTES Provided weekly legislative updates to Mayor and Council Provided improved communication to Town Manager on legislative matters and developments Developed a list of federal priorities for the town for potential future pursuits The decrease in the personnel budget is a result of one FTE (Full Time Equivalent) moving from Intergovernmental Relations to Digital Government. There were no other significant changes to the FY 2019 budget. PERFORMANCE MEASURES Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Total Number of Bills Introduced During the Annual Arizona State Legislative Session 1,247 1,057 1,206 1,100 N/A Number of Bills Tracked That had a Direct Impact on Gilbert 107 80 113 80 N/A Number of Bills Enacted Requiring Significant Town Resources for Implementation N/A N/A 1 1 0 99 Table of Contents INTERGOVERNMENTAL RELATIONS PERSONNEL BY ACTIVITY Intergovernmental Relations Total Personnel EXPENSES BY ACTIVITY Intergovernmental Relations Total Expenses $ Budget FY 2018 Projected FY 2018 Budget FY 2019 2.00 3.00 3.00 2.00 2.00 2.00 3.00 3.00 2.00 2.00 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 189,930 330,108 $ Actual FY 2016 Personnel Supplies & Contractual Capital Outlay $ 189,930 $ $ $ 330,108 461,350 318,210 $ Budget FY 2018 277,712 52,396 - Actual FY 2016 Total Revenues Total Expenses 330,108 461,350 Actual FY 2017 141,076 48,854 - OPERATING RESULTS Net Operating Result Actual FY 2017 189,930 EXPENSES BY CATEGORY Total Expenses Actual FY 2016 Actual FY 2017 461,350 $ Projected FY 2018 374,160 87,190 $ 318,210 326,840 Budget FY 2019 251,600 66,610 $ Budget FY 2018 318,210 326,840 254,650 72,190 $ Projected FY 2018 326,840 Budget FY 2019 189,930 330,108 461,350 318,210 326,840 (189,930) $ (330,108) $ (461,350) $ (318,210) $ (326,840) 100 Table of Contents ECONOMIC DEVELOPMENT PURPOSE STATEMENT OBJECTIVES FY 2019 The purpose of the Gilbert Office of Economic Development is to attract, grow, and retain business and industry to the community. 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. Economic Development ♦ Implement year two of the Economic Development FY 2018 – FY 2022 Strategic plan ♦ Council adoption of the 10 year Redevelopment Plan ♦ Implement year 2 of the FY 2018 – FY 2022 Tourism Plan and adopt Tourism benchmarks ♦ Obtain Certificate of Occupancy for the 2nd parking garage in the Heritage District ♦ Draft development agreement with the master partner for the 9.1 acre acres in the Heritage District ♦ Negotiate lease agreement(s) with higher education institution(s) to occupy the Gilbertowned University Building ♦ Based on voter approval of the 40 acre Gilbert-owned parcel, prepare for surplus land to be auctioned for development ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Implemented year one of the Economic Development FY 2018 – FY 2022 Strategic Plan Drafted the 10 year update to the Gilbert Redevelopment Plan Completed the return on investment model for the Heritage District Completed the design and approved the GMP for the 2nd parking garage in the Heritage District Developed a marketing plan to lead the goals and objectives identified in the Economic Development Strategic Plan 9.1 acre RFQ/RFP issued to recruit a master partner for the development of Gilbert-owned land in the Heritage District Negotiated lease agreement(s) with higher education institution(s) to occupy the Gilbertowned University Building Completed the necessary steps to place the Gilbert-owned 40 acre parcel onto the 2018 ballot so that Gilbert surplus land can be auctioned and developed BUDGET NOTES Changes to the personnel budget are related to minor increases in benefits and retirement expenses; no new FTE were added. Increases in the supplies and contractual budget are related to council approved development agreements. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Lead Generation 736 220 250 275 275 Staff Assisted Projects 38 38 35 38 38 Announced Capital Investment $206M $211M $250M $275M $275M Announced Jobs 2,083 3,469 1,700 1,870 1,870 Retention Calls 197 132 90 100 100 PERFORMANCE MEASURES 101 Table of Contents ECONOMIC DEVELOPMENT PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Economic Development 8.00 8.00 9.00 9.00 9.00 8.00 8.00 9.00 9.00 9.00 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 1,310,600 48,060 12,192 377,122 1,650,173 129,479 11,653 324,272 1,437,220 380,520 13,500 420,890 1,608,960 363,800 13,500 330,850 2,347,270 25,270 13,500 467,980 $ 1,747,974 $ 2,115,577 $ 2,252,130 $ 2,317,110 $ 2,854,020 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 930,390 802,434 15,150 979,647 1,028,259 107,671 1,039,340 1,212,790 - 1,015,390 1,301,720 - 1,077,310 1,776,710 - $ 1,747,974 $ 2,115,577 $ 2,252,130 $ 2,317,110 $ 2,854,020 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 45 1,747,974 77,909 2,115,577 2,252,130 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 75,000 2,317,110 75,000 2,854,020 $ (1,747,929) $ (2,037,668) $ (2,252,130) $ (2,242,110) $ (2,779,020) 102 Table of Contents INFORMATION TECHNOLOGY PURPOSE STATEMENT OBJECTIVES FY 2019 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. Technology Leader ♦ Evaluate four use cases for Smart Cities initiatives ♦ Enable the ESRI system to deliver three dimensional (3D) data Infrastructure ♦ Support Gilbert initiatives to establish and upgrade technology in multiple (4-6) facilities ♦ Establish water system network in GIS software ♦ Establish plan and process to implement Windows 10 along with Fire MDC's replacement High Performing Government ♦ Enable staff to train on existing and learn new technologies to benefit Gilbert ♦ Establish multiple (2-4) HIPAA, PCI security checks along with fulfilling internal security audit ♦ Work to refine MUNIS Finance and Budget process while completing the Human Resource and Payroll modules ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completion of the initial 10 OpenData data sets Implemented Two Factor Authentication for Town staff Completed Finance and Budget modules for MUNIS implementation and started Human Resources and Payroll modules for completion in calendar 2018 Completed Neely Wastewater Treatment plant conversion to Lucity Completed incorporating data from multiple sources into one source for mapping of investments throughout the town Continued to document and map Developer Agreements Finalized implementation of upgraded Regional 911 hardware and software, include three Fire Stations on Town fiber network and established processes and support for University Building audio visual equipment BUDGET NOTES One new FTE: Applications Manager added in for FY 2019. Supply and contractual increases are one-time expenses related to the replacement of the phone system and the virtual server host. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Application Availability N/A 99.9 99.9 99.9 99.9 Network Availability N/A 99.9 99.9 99.9 99.9 Average Time to Close a Ticket (Hours) N/A 4.4 2.3 4.0 4.0 Device to Employee Ratio N/A 1.6:1 1.5:1 1.8:1 1.9:1 Number of Work Orders per FTE Annually N/A 7.0:1 5.5:1 5.0:1 4.0:1 PERFORMANCE MEASURES 103 Table of Contents INFORMATION TECHNOLOGY PERSONNEL BY ACTIVITY Information Technology Admin Infrastructure Support Application Support GIS Support Copy and Printing Services Total Personnel EXPENSES BY ACTIVITY Information Technology Admin Infrastructure Support Application Support GIS Support Copy and Printing Services Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 2.00 9.00 19.00 8.00 0.00 2.00 9.00 19.00 8.00 0.00 2.00 10.00 20.00 8.00 0.00 3.00 10.00 20.00 8.00 0.00 3.00 10.00 21.00 8.00 0.00 38.00 38.00 40.00 41.00 42.00 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 288,608 3,016,368 3,239,830 691,759 257,167 286,883 3,810,129 3,871,171 732,222 253,739 299,540 3,395,100 4,785,080 828,520 260,000 315,238 3,359,111 4,212,845 776,524 308,500 322,610 3,738,900 4,659,040 815,930 315,000 $ 7,493,732 $ 8,954,144 $ 9,568,240 $ 8,972,218 $ 9,851,480 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 3,632,653 3,829,725 31,354 3,987,155 4,966,989 - 4,315,900 5,252,340 - 4,095,260 4,798,358 78,600 4,560,010 5,252,170 39,300 $ 7,493,732 $ 8,954,144 $ 9,568,240 $ 8,972,218 $ 9,851,480 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 3,689 7,493,732 1,339 8,954,144 9,568,240 8,972,218 9,851,480 $ (7,490,043) $ (8,952,805) $ (9,568,240) $ (8,972,218) $ (9,851,480) 104 Table of Contents HUMAN RESOURCES PURPOSE STATEMENT OBJECTIVES FY 2019 The Human Resources department provides programs, services, and professional assistance designed to attract, retain, and develop highquality employees; maintain competitive compensation and benefits; ensure compliance with employment laws, rules and policies; promote an organizational culture of integrity, respect, accountability, learning, and communication; and promote a culture of innovation. High Performing Government ♦ Create Digital Employee Handbook/intranet ♦ Implement Leadership Development Program ♦ Drive a culture of innovation via EDGE Academy and Lean Innovator efforts ♦ Develop comprehensive Human Resources social media strategy ♦ Improve recruiting/selection process ♦ Make progress on EEOP goals ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ ♦ BUDGET NOTES Performance Management System overhaul New compensation philosophy and process Increased employee engagement score by 6.8% Reduced Personnel Rules by 63% and created Administrative Guidelines Health Trust balance has stabilized with no increases to employee premiums in FY 2019 Completed EEOP with recruiting goals for FY 2019 New Employee Orientation reinvention In FY 2018, Risk Management underwent a reorganization with one position leaving the Human Resources Department. A Lean Innovator position was moved from Management and Budget to support organizational learning and development efforts. The increase in the supplies and contractual budget is related to the ongoing purchase of training software; Franklin Covey All-Access Pass. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Employee Engagement Survey Results N/A 3.5 3.8 3.9 4.0 Number of EDGE Academy Graduates N/A N/A 110 300 325 Number of Posted Process Improvement Stories N/A N/A N/A 12 12 Percent of Employees With Goals Entered in Performance Development System N/A N/A 84% 90% 100% Gallup Q 7 Improvement N/A 3.3 3.5 3.6 4.0 PERFORMANCE MEASURES 105 Table of Contents HUMAN RESOURCES PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 HR Administration Learning and Development Risk Management Payroll 11.00 3.00 4.00 3.00 13.00 3.00 4.00 0.00 14.00 3.00 4.00 0.00 16.00 3.00 2.00 0.00 16.00 3.00 2.00 0.00 21.00 20.00 21.00 21.00 21.00 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 1,309,029 446,992 366,934 246,139 1,548,203 403,869 386,430 225,446 1,650,000 463,430 445,450 - 1,562,696 535,879 419,675 - 1,788,420 464,820 380,480 - $ 2,369,094 $ 2,563,948 $ 2,558,880 $ 2,518,250 $ 2,633,720 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 1,940,566 428,528 - 2,204,796 359,152 - 2,186,550 372,330 - 2,168,550 349,700 - 2,253,260 380,460 - $ 2,369,094 $ 2,563,948 $ 2,558,880 $ 2,518,250 $ 2,633,720 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 8,217 2,369,094 6,542 2,563,948 7,000 2,558,880 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 4,000 2,518,250 4,000 2,633,720 $ (2,360,877) $ (2,557,406) $ (2,551,880) $ (2,514,250) $ (2,629,720) 106 Table of Contents MANAGEMENT AND BUDGET ♦ PURPOSE STATEMENT Management and Budget is responsible for developing, enacting, and implementing Gilbert’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. ♦ ♦ Completed the return on investment model for the Heritage District with the Economic Development Department Completed long-range financial view of street pavement needs with Streets and IT departments Supported successful ERP system change from Eden to MUNIS OBJECTIVES FY 2019 ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Balanced Financial Plans ♦ Complete System Development Fee update and adopt new fees High Performing Government ♦ Complete zero base budgets with Mayor and Council, Town Manager, Management and Budget, Economic Development, Human Resources, Town Clerk, Digital Government, Intergovernmental Relations, Information Technology, Wastewater, Finance and Fleet ♦ Complete System Development Fee Biennial Audit ♦ Adopt and implement proposed utility rate changes ♦ Increase new employees’ understanding of the budget as measured by NEO survey score going from 0- 3.25 by May 31, 2019 Received the Distinguished Budget Presentation Award for the 19th consecutive year from the Government Finance Officers Association Received the ICMA Center for Performance Management Certificate of Excellence Award for the 3rd consecutive year Completed zero base budgets in collaboration with Courts, Environmental Services, Parks and Recreation, Engineering, CIP, General Counsel, Prosecutor, Streets, and several special revenue funds. Resulting in savings of approximately $2.8M across all funds Completed a utility rate study; resulting in proposed changes to rate structure and rates needed for financial stability of the utilities Secured Water Resource Municipal Property Corporation bond financing for the Greenfield Plant Expansion Completed the second Annual Financial Retreat with Council Completed Reference Manual outlining processes and procedures for budget development PERFORMANCE MEASURES Maintain High Quality Bond Rating for G.O (S&P/Moody's/Fitch) BUDGET NOTES In FY 2018, a Lean Innovator position was moved from Management and Budget to Human Resources. The changes in the supplies and contractual budget are related to ongoing benchmark software maintenance and one-time funding for public outreach related to the proposed utility rate increases. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target AA+/Aaa/AA+ AA+/Aaa/AAA AA+/Aaa/AAA AA+/Aaa/AAA AAA/Aaa/AAA Savings from Refinancing Debt at a Lower Interest Rate (Present Value) N/A $3.4M $9.3M $0 Use all opportunities Amount of Debt Paid Off Early N/A $9.3M $12.1M $1.0M Use all opportunities Reduce Public Safety Retirement System (PSPRS) Unfunded Pension Liability $60,783,738 $60,565,299 $50,000,000 $40,000,000 107 $0 Table of Contents MANAGEMENT AND BUDGET PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Management and Budget 6.00 6.00 6.00 5.00 5.00 6.00 6.00 6.00 5.00 5.00 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Personnel EXPENSES BY ACTIVITY Management and Budget Total Expenses 622,865 $ Personnel Supplies & Contractual Capital Outlay $ 622,865 $ $ $ 700,139 708,750 601,015 $ Budget FY 2018 641,474 58,665 - Actual FY 2016 Total Revenues Total Expenses 700,139 708,750 Actual FY 2017 565,130 57,735 - OPERATING RESULTS Net Operating Result $ Actual FY 2016 EXPENSES BY CATEGORY Total Expenses 622,865 700,139 Actual FY 2017 708,750 $ Projected FY 2018 681,150 27,600 $ 601,015 635,240 Budget FY 2019 574,710 26,305 $ Budget FY 2018 601,015 635,240 600,740 34,500 $ Projected FY 2018 635,240 Budget FY 2019 622,865 700,139 708,750 601,015 635,240 (622,865) $ (700,139) $ (708,750) $ (601,015) $ (635,240) 108 Table of Contents TOWN CLERK ♦ PURPOSE STATEMENT The Town Clerk serves the 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 2019 Community Livability ♦ Complete the set-up of all Boards and Commissions in Agenda Manager for their inclusion in the Agendas online website ♦ Complete an assessment and update of the Clerk’s section of the Gilbert website High Performing Government ♦ Complete departmental goal (WIG) of all staff attending EDGE Academy and then updating all department procedures and cross training for all department tasks ♦ Conduct successful Primary and General elections for the 2018 Fall election cycle ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ Began work for 2018 Fall election cycle including meeting with Maricopa County to enter into a contract for conducting the Town's election; securing a vendor for publicity pamphlet printing and distribution; securing a vendor for election material translation; working with Town staff in preparation for ballot questions for both Primary and General elections; and distributing 19 candidate packets to potential Council candidates Implemented and trained all Town staff on JustFOIA software for tracking of Public Records Request Implemented Gilbert agendas online using Agenda Management Four of five members of the Clerk's office received Secretary of State election's training to obtain or retain status as Certified State Election Officials Implemented new campaign finance laws which required all existing political committees to terminate and those that wanted to continue under the new rules to create new committees beginning in July 2017 Created a new area on the intranet for Town Employees to find frequently used materials such as documentation on agenda manager, boards and commissions, records management, Council meeting actions, etc. BUDGET NOTES Increases in the supply and contractual budget are one-time expenses related to the Fall 2018 election. There are no other significant changes to the Town Clerk budget. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Percentage of Public Records Requests Responded to Within 24 Hours 96% 76% 94% 90% 100% Percentage of Subpoenas Responded to Within Timeframe Established by Law 100% 100% 100% 100% 100% Percentage of Agendas and Public Notices Posted at Least 24 Hours Prior to Meeting in Conformance with Open Meeting Law 100% 100% 100% 100% 100% Percentage of Draft Minutes Posted to Website Within Three Working Days of Meeting 100% 100% 100% 100% 100% Percentage of Elections Held that Comply with Federal, State and Local Laws N/A 100% N/A 100% 100% PERFORMANCE MEASURES 109 Table of Contents TOWN CLERK PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Total Expenses $ Budget FY 2018 Projected FY 2018 Budget FY 2019 6.00 5.00 5.00 5.00 5.00 6.00 5.00 5.00 5.00 5.00 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 519,222 627,076 $ Actual FY 2016 Personnel Supplies & Contractual Capital Outlay $ 519,222 $ $ $ 627,076 514,670 522,950 $ Budget FY 2018 450,567 176,509 - Actual FY 2016 Total Revenues Total Expenses 627,076 514,670 Actual FY 2017 495,203 24,019 - OPERATING RESULTS Net Operating Result Actual FY 2017 519,222 EXPENSES BY CATEGORY Total Expenses Actual FY 2016 Actual FY 2017 514,670 $ Projected FY 2018 459,350 55,320 $ 522,950 735,200 Budget FY 2019 473,110 49,840 $ Budget FY 2018 522,950 735,200 472,730 262,470 $ Projected FY 2018 735,200 Budget FY 2019 362 519,222 903 627,076 514,670 522,950 735,200 (518,860) $ (626,173) $ (514,670) $ (522,950) $ (735,200) 110 Table of Contents LEGAL SERVICES ♦ PURPOSE STATEMENT ♦ General Counsel provides the highest quality legal services to elected and appointed officials and to staff in conducting town business. 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. OBJECTIVES FY 2019 Community Livability ♦ Continue development of community prosecution program by partnering with GPD and other jurisdictions Technology Leader ♦ Achieve 100% participation of defense bar using electronic discovery instead of mailing it High Performing Government ♦ Continue revising all General Orders for the GPD ♦ Develop a comprehensive database of all agreements, leases, permits, and licenses on Town-owned property ♦ Create guidelines or policy pertaining to public release of information regarding Town’s critical infrastructure ♦ Working on the adoption of processes and rules relating to bike sharing operators ♦ Review all DV submittals within 15 days of filing ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ Initiated a community prosecution program to handle crimes in a specific area of town Reviewed 625 (as of 3/29/18) bench warrant cases over 10 years old for sufficiency Continued Fourth Amendment training for all sworn officers Successfully negotiated various agreements, IGAs, leases, and licenses, including the Mesa and Queen Creek IGA for the Greenfield Water Reclamation Plant and lease with Park University for space in the University Building Assisted in development of process for smallcell wireless facilities in Gilbert rights-of-way, which garnered national recognition for Gilbert as being one of the first municipalities to implement a streamlined permitting program for wireless facilities Provided guidance in the development and adoption of the Sign Code, Grand Canyon Logo Sign Program, new noise ordinance and improvements to the Land Development Code Reassigned prosecutors in order to have one strictly dedicated to Domestic Violence (DV) cases Collaborated with Gilbert Police Department (GPD) and the Court to launch the DV awareness initiative, ENDVR (End Domestic Violence Responsibly) BUDGET NOTES There are no changes to the personnel budget for FY 2019. Ongoing increases were approved for a document management system and outside professional services, however the overall supplies and contractual budget is reduced due to the completion of one-time projects in FY 2018. PERFORMANCE MEASURES Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Per Capita Legal Expenditures $3.48 $3.94 $4.45 $4.52 <$7.50 Percentage of Cases Charged After Review 70% 73% 80% 80% N/A Number of Criminal Cases 5,068 4,658 4,700 5,000 N/A Volunteer Hours Served 324.00 356.25 107.75 105.00 N/A 111 Table of Contents LEGAL SERVICES Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 General Counsel Prosecutor 4.00 19.00 5.00 19.00 5.00 21.00 6.00 21.00 6.00 21.00 Total Personnel 23.00 24.00 26.00 27.00 27.00 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 General Counsel Prosecutor 832,950 1,767,997 974,540 1,815,503 1,146,000 1,969,420 1,055,210 1,780,035 1,134,290 1,834,050 Total Expenses $ 2,600,947 $ 2,790,043 $ 3,115,420 $ 2,835,245 $ 2,968,340 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 2,280,133 320,814 - 2,409,532 380,511 - 2,707,630 407,790 - 2,470,000 365,245 - 2,554,930 413,410 - $ 2,600,947 $ 2,790,043 $ 3,115,420 $ 2,835,245 $ 2,968,340 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 19,707 2,600,947 19,174 2,790,043 15,000 3,115,420 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 15,000 2,835,245 15,000 2,968,340 $ (2,581,240) $ (2,770,869) $ (3,100,420) $ (2,820,245) $ (2,953,340) 112 Table of Contents FINANCE AND MANAGEMENT SERVICES ♦ PURPOSE STATEMENT Finance and Management Services provides services necessary to produce meaningful and timely financial statements, payments to vendors, purchasing coordination, tax compliance, management of billing and customer service for utilities, and town-wide fleet maintenance. OBJECTIVES FY 2019 Balanced Financial Plan ♦ Prepare the CAFR in conformance with Generally Accepted Accounting Principles and GFOA financial reporting excellence criteria ♦ Continue to work on the implementation and conversion from EDEN to MUNIS for financials and payroll ♦ Implement Tax Reporting & Analysis software that will greatly expand our external tax data reporting and our internal analysis tools High Performing Government ♦ Achieve savings of $100,000 based on spend analysis conducted on selected commodity purchases, rebidding existing contracts, and combining and placing existing purchases under cooperative contracts ♦ Increase Customer Loyalty Net Promoter Score from 85 to 90 ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Achieved 97% Compliance Rate from Reviewed Taxpayers and 99% Customer Satisfaction from Engaged Taxpayers Received Certificate of Achievement for Excellence in Financial Reporting for the 26th consecutive year from the Government Finance Officers Association (GFOA) Received an unmodified opinion on the Comprehensive Annual Financial Report (CAFR) with no material weaknesses noted Established a new chart of accounts for the MUNIS ERP system which reestablished logic and simplified object codes for end users Implemented a new Accounts Payable closing deadline, improving the year-end invoice process from approximately 75 to 25 days Achieved savings of $111k based on spend analysis conducted on selected commodity purchases, rebidding existing contracts, and combining and placing existing purchases under cooperative contracts Completed Standard Operating Procedures (SOPs) for MUNIS Requisitioning, Bid Management and Contract Management Completed Purchasing Manual revisions and updates to reflect Procurement Code Revisions and three new eLearning Purchasing Training Modules BUDGET NOTES The FY 2019, personnel budget includes converting a half-time position into a full-time for the Tax Compliance division. The supplies and contractual budget increased due to a one-time purchase of Tax Compliance software. There were no other significant changes to the budget. PERFORMANCE MEASURES Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Savings Achieved Based on Annual Spend Analysis (in 1000s) $682 $88 $111 $150 $150 Increase Customer Loyalty Net Promoter Score from 85 to 90 (Among users of the Procurement Division's services) N/A 85 87 90 90 Percentage of Reviewed Taxpayers Brought Into Compliance 97% 99% 97% 95% 95% Customer Satisfaction (Taxpayers Engaged with Tax Compliance Team) 95% 98% 99% 95% 95% 113 Table of Contents FINANCE AND MANAGEMENT SERVICES Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Administration Accounting Purchasing Tax Compliance 1.00 9.00 7.00 4.00 1.00 12.00 7.00 4.00 1.00 12.00 7.00 5.00 1.00 12.00 7.00 5.00 1.00 12.00 7.00 5.50 Total Personnel 21.00 24.00 25.00 25.00 25.50 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Accounting Purchasing Tax Compliance 254,904 931,433 533,446 418,445 329,048 958,222 554,445 409,917 362,430 1,213,850 561,100 588,540 192,791 1,138,700 564,833 510,454 198,090 1,224,030 566,860 646,440 Total Expenses $ 2,138,228 $ 2,251,632 $ 2,725,920 $ 2,406,778 $ 2,635,420 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 1,977,384 160,844 - 2,110,564 141,068 - 2,517,540 208,380 - 2,226,450 180,328 - 2,391,430 243,990 - $ 2,138,228 $ 2,251,632 $ 2,725,920 $ 2,406,778 $ 2,635,420 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 275,319 2,138,228 207,467 2,251,632 194,000 2,725,920 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 120,300 2,406,778 119,000 2,635,420 $ (1,862,909) $ (2,044,165) $ (2,531,920) $ (2,286,478) $ (2,516,420) 114 Table of Contents MUNICIPAL COURT PURPOSE STATEMENT OBJECTIVES FY 2019 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. High Performing Government ♦ Expand notifications using text messaging ♦ Expand EDGE innovations to improve processes where appropriate ♦ Publish court-related Open Data ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ BUDGET NOTES Increased opportunities for reasonable payment plans in the spirit of Arizona's ongoing Fair Justice initiative Improved Court Security with increased interdepartmental collaboration, random searches and enhanced courtroom safety features Launched the Ending Domestic Violence Responsibly (ENDVR) program as an effort to curb domestic violence in our community Changes in the personnel budget are reflective of increases to benefits and retirement elections; no new FTE have been added. There are no significant changes to the supplies and contractual budget for FY 2019. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Percentage of Active Cases Disposed Within 90 Days 70% 88% 85% 85% 60% Maintain a Case Disposition Rate of 1.00 or Greater .98 1.00 1.00 1.00 1.00 Maintain a Competitive Cost per Disposed Case Relative to Benchmarked Courts $114.51 $128.28 $130.00 $135.00 N/A PERFORMANCE MEASURES 115 Table of Contents MUNICIPAL COURT Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Municipal Court 30.92 30.92 31.92 31.92 31.92 Total Personnel 30.92 30.92 31.92 31.92 31.92 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Municipal Court 3,219,060 3,221,340 3,298,070 3,189,256 3,401,380 Total Expenses $ 3,219,060 $ 3,221,340 $ 3,298,070 $ 3,189,256 $ 3,401,380 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 2,803,491 415,569 - 2,797,491 423,849 - 2,870,730 427,340 - 2,781,930 407,326 - 2,960,020 441,360 - $ 3,219,060 $ 3,221,340 $ 3,298,070 $ 3,189,256 $ 3,401,380 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 322,993 3,219,060 360,999 3,221,340 338,000 3,298,070 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 298,000 3,189,256 298,000 3,401,380 $ (2,896,067) $ (2,860,341) $ (2,960,070) $ (2,891,256) $ (3,103,380) 116 Table of Contents DEVELOPMENT SERVICES PURPOSE STATEMENT OBJECTIVES FY 2019 Permits and Licensing is responsible for providing accurate and timely services for business licenses, building/engineering permits, and burglar alarm permitting functions. Plan Review and Inspection ensures the safe and aesthetically desired environment within Gilbert through administration of ordinances, standards, regulations, and guidelines related to construction, signage and zoning. Planning enhances the quality of life for our community by guiding development with proficiency and commitment. ACCOMPLISHMENTS FY 2018 Community Livability ♦ Kick off 10-Year General Plan update in order to bring to the August 2020 Primary Infrastructure ♦ Implement a Transportation Advisory Group to provide guidance on Gilbert’s long-range transportation initiatives High Performing Government ♦ Complete all plan reviews and requested inspections within established timeframes ♦ Resolve 98% of the total number of code compliance cases without issuing citations or court actions ♦ BUDGET NOTES ♦ ♦ ♦ ♦ ♦ ♦ Completed Gilbert's first Transit Framework Study 6,650 permits issued, valuing $517,663,949 to date Processed 525 Planning cases Completed the RFP and selected a Consultant for the 10 year General Plan Update Issued 1,374 business licenses Successfully completed Community Rating System audit reducing flood rate insurance for residents Successfully resolved 99% of Code Compliance complaints through neighborhood outreach and education The FY 2019 personnel budget includes the addition of one new FTE. The administration budget increased due to one-time expenses related to updating the town’s General Plan. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Percent of Planning Review Comments Returned on Schedule 98% 98% 98% 98% 98% Percent of Planning Projects Completed Within Established Schedules 98% 98% 98% 98% 98% Percent of Building Safety and Fire Inspection Requests Completed Within One Day N/A 100% 100% 100% 100% Percent of Code Compliance Cases Resolved Through Community Outreach and Education Without any Citation Enforcement 98% 98% 98% 98% 98% PERFORMANCE MEASURES 117 Table of Contents DEVELOPMENT SERVICES PERSONNEL BY ACTIVITY Administration Permits and Licensing Plan Review and Inspection Development Engineering Planning Services Transportation Planning Total Personnel EXPENSES BY ACTIVITY Administration Permits and Licensing Plan Review and Inspection Development Engineering Planning Services Transportation Planning Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 2.00 6.50 39.80 0.00 12.00 0.00 2.00 6.50 41.80 3.00 14.00 1.00 2.00 6.50 43.80 3.00 14.00 2.00 2.00 6.50 44.80 3.00 13.00 2.00 2.00 7.33 44.80 3.00 13.00 2.00 60.30 68.30 71.30 71.30 72.13 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 219,248 638,081 3,596,303 1,144,510 - 238,273 516,144 4,022,089 1,281,692 53,077 235,890 705,050 4,135,570 298,220 1,344,760 321,880 298,563 501,258 4,058,029 331,749 1,238,813 299,240 670,140 579,010 4,214,730 336,870 1,323,780 233,180 $ 5,598,142 $ 6,111,275 $ 7,041,370 $ 6,727,652 $ 7,357,710 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 5,089,844 508,298 - 5,561,996 549,279 - 6,333,000 652,370 56,000 6,240,160 431,492 56,000 6,562,330 795,380 - $ 5,598,142 $ 6,111,275 $ 7,041,370 $ 6,727,652 $ 7,357,710 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 6,949,736 5,598,142 6,928,546 6,111,275 6,493,000 7,041,370 $ 1,351,594 $ 817,271 118 $ (548,370) $ 7,584,200 6,727,652 856,548 6,495,000 7,357,710 $ (862,710) Table of Contents ENGINEERING SERVICES PURPOSE STATEMENT OBJECTIVES FY 2019 Engineering Services strives to provide timely and excellent customer service in all we do. We promote safe and efficient public infrastructure improvements while working to minimize the short and long-term maintenance demands. We work with residents, businesses, outside agencies and other Town departments/divisions to deliver on the Town’s commitment to Best in Class for the Town’s public infrastructure to all of our residents and visitors. Technology Leader ♦ Collaborate with other Town Departments and Divisions in developing a framework for autonomous vehicle operations in the Town Balanced Financial Plan ♦ Work with Management and Budget to update the Infrastructure Improvement Plan for the System Development Fee update Infrastructure ♦ Work with stakeholders to recommend updates to the Town’s MAG Standard Specifications and Details on construction of streets in the Gilbert to the Town Council ♦ Work with Transportation Planning, Streets, Traffic Engineering and CIP to review and update the Town’s proposed transportation projects in the Capital Improvement Plan ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ Finalized negotiations on an intergovernmental agreement with Mesa for the operation and maintenance of Baseline and Power Roads Continued efforts, in coordination with the Town Managers Office, General Counsel, Parks and Recreation and CIP, to move the Elliot District Park project forward through construction/litigation Worked with Development Engineering to update the Town’s Engineering Standards for Public Works Construction Worked with Arizona Department of Transportation, MAG, and the City of Chandler to extend the limits of the SR 202 Design Concept Report. The original study limits were I-10 to Gilbert Road and the limits have been extended east to Val Vista Drive BUDGET NOTES The FY 2019, budget contains one new FTE: Temporary Traffic Control/Right-of-Way Specialist. There are no other significant changes to the budget. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Percentage of Citizen Contacts Responded to Within 24 Hours 90% 85% 90% 90% N/A Number of Left-Turn Safety Enhancement Projects Implemented N/A 1 2 2 N/A PERFORMANCE MEASURES 119 Table of Contents ENGINEERING SERVICES Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Administration Development Traffic 1.60 2.00 3.00 0.60 0.00 3.00 0.60 0.00 4.00 0.60 0.00 4.00 1.60 0.00 4.00 Total Personnel 6.60 3.60 4.60 4.60 5.60 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Development Traffic Total Expenses 170,440 189,263 239,682 $ Personnel Supplies & Contractual Capital Outlay 874,776 $ 599,385 $ $ $ 874,776 578,250 132,051 385,580 $ Budget FY 2018 630,137 244,639 - Actual FY 2016 Total Revenues Total Expenses 130,630 447,620 Actual FY 2017 359,238 240,147 - OPERATING RESULTS Net Operating Result $ Actual FY 2016 EXPENSES BY CATEGORY Total Expenses 599,385 199,199 259,390 416,187 Actual FY 2017 578,250 $ Projected FY 2018 468,510 109,740 $ 517,631 191,890 450,120 Budget FY 2019 408,120 109,511 $ Budget FY 2018 517,631 642,010 550,330 91,680 $ Projected FY 2018 642,010 Budget FY 2019 599,385 874,776 578,250 517,631 642,010 (599,385) $ (874,776) $ (578,250) $ (517,631) $ (642,010) 120 Table of Contents POLICE PURPOSE STATEMENT OBJECTIVES FY 2019 The Gilbert Police Department provides for the safety of residents by responding to emergency and non-emergency calls for service, maintaining an efficient and professional police force, addressing crime trends through the use of data, and research, providing tactical operations through SWAT, special investigations and criminal apprehension, and conducting timely and thorough investigations leading to successful prosecution and justice for victims. In addition, the department provides counseling services for at-risk youth and adults, and manages contracts for animal control and incarceration. Community Livability ♦ Maintain Town of Gilbert as the safest city in the US for cities over 200,000 residents ♦ Maintain or reduce the traffic collision rate for alcohol and drug related collisions per one thousand population ♦ Conduct case review of intimate partner domestic violence cases to identify cases where early contact with victims is prudent and provide response within 48 hours ♦ Conduct Public Safety Building facility assessment to identify facility needs ♦ Staff vacant civilian positions within 120 days of the vacancy. Meet this goal 85% of the time ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ ♦ BUDGET NOTES Expanded overall patrol coverage through the addition of two additional patrol teams who are primarily responsible for servicing high call volume areas Maintained school resource officer staffing for all public high schools located within the Town of Gilbert. This program also provided staffing to junior high and elementary schools Continued partnership with the Gilbert Municipal Court in furtherance of the East Valley Veteran's Court initiative Departmental reorganization to better align operational divisions with lines of service Completed 2nd generation body worn camera program implementation Exceeded the national violent crimes clearance rate Expanded the department's community engagement and outreach program The FY 2019 personnel budget includes the addition of: Patrol Officers (14), Bike Patrol Officers (4), Patrol Sergeants (3), and a Bike Team Sergeant. The supplies and contractual budget increased based on additional supplies and equipment needed to on-board the new staff. The Administration personnel budget reflects additional payments towards the unfunded liability for the Public Safety Personnel Retirement System. PERFORMANCE MEASURES Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Clearance Rates - Violent Crimes 61.1% 61.9% 60.0% 61.0% >45.6% Clearance Rates - Property Crimes 25.4% 23.5% 25.0% 25.5% >18.3% Time Between Emergency Call Received to Responder Arrival N/A 4:29 4:25 4:20 <5:30 Success Rate Answering Emergency 911 Calls Within 10 seconds 93.1% 93.0% 93.0% 93.0% >90.0% Success Rate Answering Non-Emergency 911 Calls Within 30 Seconds 99.7% 99.7% 99.0% 99.7% >90.0% 121 Table of Contents POLICE PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Administration Animal Control Incarceration Support Services Professional Standards Patrol Services Investigations Special Operations Tactical Operations 4.50 0.00 0.00 81.00 9.00 161.50 43.00 42.00 12.00 4.00 0.00 0.00 83.50 8.00 170.50 45.00 42.00 12.00 4.00 0.00 0.00 85.50 9.00 180.00 47.00 44.00 12.00 5.00 0.00 0.00 87.50 9.00 178.00 47.00 44.00 11.00 4.00 0.00 0.00 88.00 13.50 198.00 53.00 39.00 10.00 Total Sworn Total Civilian 230.00 123.00 240.00 125.00 253.00 128.50 251.00 130.50 275.00 130.50 Total Personnel 353.00 365.00 381.50 381.50 405.50 EXPENSES BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 695,531 143,966 1,265,761 6,754,998 933,703 19,513,273 6,098,897 5,689,565 1,554,122 9,015,774 143,966 1,318,014 6,643,401 994,426 20,888,731 6,516,390 5,600,057 1,545,690 3,108,280 157,000 1,400,000 7,202,840 1,160,530 24,145,500 7,809,430 6,868,530 1,899,000 2,637,520 144,000 1,400,000 6,931,640 1,065,930 25,539,320 7,884,030 6,440,090 1,824,820 2,357,730 157,000 1,400,000 7,524,680 1,732,980 26,719,190 8,496,220 6,113,710 1,600,190 $ 42,649,816 $ 52,666,449 $ 53,751,110 $ 53,867,350 $ 56,101,700 EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 37,537,171 4,932,871 179,774 47,406,683 5,258,880 886 47,129,470 6,206,910 414,730 47,220,050 6,283,450 363,850 49,366,820 6,517,980 216,900 $ 42,649,816 $ 52,666,449 $ 53,751,110 $ 53,867,350 $ 56,101,700 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Total Expenses 3,859,615 42,649,816 3,727,994 52,666,449 3,403,000 53,751,110 3,351,000 53,867,350 3,365,000 56,101,700 Administration Animal Control Incarceration Support Services Professional Standards Patrol Services Investigations Special Operations Tactical Operations Total Expenses Total Expenses Net Operating Result $(38,790,201) $(48,938,455) $(50,348,110) $(50,516,350) $(52,736,700) 122 Table of Contents FIRE AND RESCUE PURPOSE STATEMENT OBJECTIVES FY 2019 The Gilbert Fire Department is dedicated to protecting the lives and property of residents by providing emergency services, reviewing fire plans and fire code compliance, and performing fire investigations. In addition, the department engages with and educates the community. Infrastructure ♦ Complete the construction and begin operations of Fire Station 9 High Performing Government ♦ Submit all documentation necessary towards Accreditation, schedule site visit and prepare for commission hearings ♦ Shift department reporting structure of response times/tracking to the 90th percentile standard, measuring goals of fire response to be better than 6 minutes and 20 seconds for 90% of all fire incidents and better than 6 minutes for 90% of all EMS incidents. This will align with accreditation standards and provide a more clear view of departmental performance and response. Continue to emphasize expedient service delivery to our crews and implement new reporting structures that allows them to see their progress using this data driven methodology ♦ Implement new strategies to apply community risk reduction programs including the analysis of calls for service, regional trends, national reporting, and community feedback. Increase our use of data driven methodology in this endeavor and continue to seek stakeholder input from subject matter experts ♦ Continue with departmental Safety Initiative, increasing awareness of preventable injury, reviewing incidents for teachable moments, and communicating with our members about the goals and objectives in maintaining a safe working environment ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completion of one year Low Acuity Pilot Program. Obtained AZ State Department of Health, Certificate of Necessity to own/operate two rescue ambulances Began construction of Fire Station 9 Successfully had three paramedic students graduate with their National Registry Certification Participated as the lead instructional agency in a regional recruit academy, where 13 of our newest firefighters are currently attending Completed installation of UCapIt, pharmaceutical dispensing units in all Fire Stations enabling crews to remain available for service in their first due area Implemented new safety processes by working closely with commercial construction projects to ensure water flow availability and adequate site access in case of emergencies. Also implemented a workflow to share Prevention/Inspection information from construction sites with our fire crews for enhanced emergency response during construction Completed quarterly Active Shooter Hostile Event training for all sworn personnel, including scenario based training combing the efforts of Fire and PD resources in a hostile situation BUDGET NOTES Emergency Management FTE was moved from Fire and Rescue to the Town Managers Office. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Structure Fires per 1,000 Population .220 .234 .271 .303 .000 Training Hours per Operations Employee 265 215 180 240 240 Average Response Time from Dispatch to Fire Unit En Route (Turnout Time in Minutes : Seconds) 01:04 01:21 01:21 N/A N/A 03:57 03:38 03:27 N/A N/A PERFORMANCE MEASURES Average Response Time from Apparatus En Route to on Scene (Travel Time in Minutes : Seconds) 123 Table of Contents FIRE AND RESCUE Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Administration Operations Prevention Community EOC 6.00 185.00 7.00 4.00 1.00 4.00 194.00 7.00 4.00 1.00 5.00 200.00 7.00 4.00 1.00 6.00 200.00 6.00 4.00 0.00 6.00 200.00 6.00 4.00 0.00 Total Personnel 203.00 210.00 217.00 216.00 216.00 EXPENSES BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Administration Operations Prevention Community EOC 1,140,542 25,526,446 730,878 588,752 151,441 3,134,828 27,417,318 754,363 525,591 167,177 1,647,770 30,491,800 798,140 548,830 155,340 2,720,958 32,323,179 771,349 575,018 164,441 1,498,070 31,264,700 738,670 570,810 155,480 Total Expenses $ 28,138,059 $ 31,999,277 $ 33,641,880 $ 36,554,945 $ 34,227,730 EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 23,879,209 4,168,275 90,575 28,293,329 3,369,956 335,992 29,409,570 4,232,310 - 32,420,020 4,134,925 - 30,358,220 3,869,510 - $ 28,138,059 $ 31,999,277 $ 33,641,880 $ 36,554,945 $ 34,227,730 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Total Expenses 1,656,951 28,138,059 1,910,046 31,999,277 1,854,000 33,641,880 1,930,400 36,554,945 1,939,000 34,227,730 PERSONNEL BY ACTIVITY Total Expenses Net Operating Result $(26,481,108) $(30,089,231) $(31,787,880) $(34,624,545) $(32,288,730) 124 Table of Contents PARKS AND RECREATION ♦ PURPOSE STATEMENT To improve community livability by providing clean, safe and well-maintained parks, trails, aquatics programs, recreation centers, and other facilities. These facilities provide important activities and spaces for Gilbert residents and visitors. OBJECTIVES FY 2019 Community Livability ♦ Continue installation of irrigation controllers at various parks ♦ Resume operations at Elliot District Park ♦ Implementation of new wedding package rental options at Gilbert Regional Park, McQueen Park Activity Center, Gilbert Community Center and Southeast Regional Library ♦ Produce quality special events that help bring the community together and create satisfaction survey results that are above average or excellent from event participants and event sponsors Infrastructure ♦ Finalize design and begin construction on Gilbert Regional and Rittenhouse Parks ♦ Continue the Long Range Infrastructure Program by maintaining the current level of preventive repairs and maintenance High Performing Government ♦ Complete Public-Private Partnership(s) for Gilbert Regional Park ♦ Implement optimization strategies for the Aquatics division ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received $22k in funding from Gilbert Parks and Recreation Foundation to support the Gilbert Assistance Program Replaced lighting system, eight cooling fan coils, AC units and cooling tower at various town facilities Installation of two new playgrounds including shade structures, conversion of 1.5 acres of turf to low water use desert xeriscape, upgraded the underground vault and made repairs to the upper lake at Freestone Park Finished the pilot program for the new irrigation controllers Upgraded the irrigation system at Gilbert Youth Soccer Complex. Installed new lights and made improvements to the turf area on the north and south sides of the concession areas Installed permanent, programmable LED lights on the Water Tower and completed the exterior painting and interior carpet replacement at Southeast Regional Library Reached a Use Agreement with Gilbert Archery, Inc. for an archery range in Freestone Park and a Use Agreement with the Zane Grey Chapter of Trout Unlimited for fishing related activities at Town Lakes Completed 30% design on Gilbert Regional and Rittenhouse Parks BUDGET NOTES Decrease in contractual budget is a result of numerous one time expenditures in FY 2018. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Annual Participation at Freestone Recreation Center (in Thousands) N/A 249.8 253.0 255.0 250.0 Percent of Ratings Above Average or Excellent on the Event Satisfaction Surveys Provided to Participants and Sponsors for Each Special Event N/A 88% 92% 92% 90% Increase Field Trip Educational Programs at Riparian N/A 28 33 36 36 Maintain the Current Level of Preventive Maintenance Compared to Corrective Repairs. (Corrective Percent / Preventative Percent) N/A 56%/44% 59%/41% 53%/47% 20%/80% Increase Ramada Rentals N/A 968 1,050 1,150 1,100 PERFORMANCE MEASURES 125 Table of Contents PARKS AND RECREATION PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Administration Facilities Maintenance Parks and Open Space Aquatics Recreation Centers Recreation Programs 10.58 12.00 35.71 17.78 39.81 6.82 10.58 12.00 35.09 17.78 40.12 6.95 10.58 12.48 37.31 17.78 40.12 6.95 10.58 12.48 37.31 17.78 40.12 6.95 10.58 12.48 37.31 17.78 40.12 7.09 Total Personnel 122.70 122.52 125.22 125.22 125.36 EXPENSES BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 1,272,845 3,117,865 4,983,010 863,648 5,853,661 965,473 1,172,467 3,092,630 5,114,822 850,300 6,111,974 959,332 1,189,270 4,569,220 5,428,720 1,023,210 6,551,460 1,108,180 1,208,085 3,629,919 5,373,936 916,610 6,496,330 1,128,310 1,194,620 3,352,330 4,999,620 965,950 6,508,750 1,055,340 $ 17,056,502 $ 17,301,525 $ 19,870,060 $ 18,753,190 $ 18,076,610 EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 6,782,494 10,209,180 64,828 7,119,722 10,066,085 115,718 7,300,350 12,010,310 559,400 7,220,690 11,372,500 160,000 7,556,360 10,433,450 86,800 $ 17,056,502 $ 17,301,525 $ 19,870,060 $ 18,753,190 $ 18,076,610 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Total Expenses 3,710,014 17,056,502 7,833,555 17,301,525 3,494,500 19,870,060 3,671,500 18,753,190 4,493,000 18,076,610 Administration Facilities Maintenance Parks and Open Space Aquatics Recreation Centers Recreation Programs Total Expenses Total Expenses Net Operating Result $(13,346,488) $ (9,467,970) $(16,375,560) $(15,081,690) $(13,583,610) 126 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 Ensure a safe, dependable water supply Wastewater Provide a safe, dependable wastewater collection/treatment system, and a reclaimed water reuse system Env. Services – Residential Environmentally sound collection and disposal of solid waste for residential customers, and environmental compliance programs such as storm water and air quality Env. Services – Commercial 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 2019. Water Wastewater Environmental Services Residential Commercial Total Operating Revenues $ 48,210,000 $ 28,332,000 $ 17,421,000 $ 2,680,000 Total Operating Expenses (33,086,290) (18,840,000) (15,813,210) (2,326,810) $ 15,123,710 $ 9,492,000 $ 1,607,790 - - - $ 15,123,710 $ 9,492,000 $ 1,607,790 - 920,000 170,000 - (25,242,820) (20,132,340) (7,215,910) (760,900) $ (10,119,110) $ (9,720,340) $ (5,438,120) Operating Income (Loss) Non-Operating Revenues (Expenses) Income (Loss) Before Transfers Transfers In Transfers Out Net Income $ 353,190 - $ $ 353,190 (407,710) STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed throughout the funds. Community Livability Technology Leader Financial Plan Infrastructure 127 Economic Development High Performing Government Table of Contents ENTERPRISE FUNDS PERSONNEL BY DIVISION Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial 124.95 42.50 84.05 8.28 128.95 42.50 87.05 8.28 130.95 43.50 87.89 9.44 131.95 43.50 88.40 8.94 133.50 45.50 91.40 8.94 Total Personnel 259.78 266.78 271.78 272.79 279.34 EXPENSES BY DIVISION Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial 27,134,712 16,580,556 15,680,185 2,477,876 25,879,442 17,076,547 12,827,817 1,814,731 36,873,160 30,998,840 18,113,380 2,595,920 27,548,232 22,999,246 14,923,286 2,314,528 33,086,290 18,840,000 15,813,210 2,326,810 $ 61,873,329 $ 57,598,537 $ 88,581,300 $ 67,785,292 $ 70,066,310 EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 17,949,539 34,994,931 8,928,859 18,708,342 33,361,191 5,529,004 21,413,890 47,104,780 20,062,630 19,442,700 41,179,622 7,162,970 21,922,030 47,164,280 980,000 $ 61,873,329 $ 57,598,537 $ 88,581,300 $ 67,785,292 $ 70,066,310 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 84,528,427 956,938 86,594,421 907,395 91,112,940 990,000 89,456,000 990,000 96,643,000 1,090,000 Total Sources $ 85,485,365 $ 87,501,816 $ 92,102,940 $ 90,446,000 $ 97,733,000 Total Expenses Transfers Out 61,873,329 25,643,050 57,598,537 25,751,068 88,581,300 23,441,860 67,785,292 23,441,860 70,066,310 53,351,970 Total Uses $ 87,516,379 $ 83,349,605 $ 112,023,160 $ 91,227,152 $123,418,280 Net Operating Result $ (2,031,014) $ 4,152,211 Total Expenses Total Expenses 128 $ (19,920,220) $ (781,152) $ (25,685,280) Table of Contents ENTERPRISE FUNDS BENCHMARKS Benchmark: Average Monthly Water Bill (High and Low-Use) Note: Figures assume high-use for Single Family Residential (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 2016-2017 Benchmark: Average Monthly Sewer Bill (High and Low-Use) Note: Figures assume high-use for SFR equates to 12,000 gallons; low-use for Single Family Residential (SFR) equates to 8,000 gallons. Source: Valley Benchmark Cities, FY 2016-2017 Benchmark: Residential Waste Diverted Through Recycling 22.0% waste diverted by Gilbert customers Source: Valley Benchmark Cities, FY 2016-2017 129 Table of Contents 130 Table of Contents WATER PURPOSE STATEMENT OBJECTIVES FY 2019 To ensure Gilbert’s drinking water supply is safe and dependable for all customers by meeting or exceeding drinking water EPA requirements, maintaining water infrastructure, accounting for residential, commercial and/or industrial uses of water, providing quality customer service, and administering public works. Community Livability ♦ Effectively communicate rate changes to water customers and provide exceptional customer service and solutions as customers seek assistance from the water conservation division to use water wisely Technology Leader ♦ Begin the RFP process for a new utility billing system Balanced Financial Plan ♦ Coordinate the utility rate adjustment process Infrastructure ♦ Perform leak detection on 20% of Gilbert's water distribution system piping and repair any/all identified leaks ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ Implemented the Waterfluence web platform. Due to high demand for service from customers, grew participation in Waterfluence from originally anticipated 54 sites in FY 2018 to 136 sites; saving 200 million gallons annually Increased the Neighbor to Neighbor customer participants by 20% Purchased and implemented new analytical instrumentation which allows for testing of TTHMs in Gilbert’s in-house laboratory Entered into agreements with New Magma Irrigation District, Roosevelt Water Conservation District and Queen Creek Irrigation District to store groundwater credits, offsetting costs by $958,000 Successfully replaced 114 fire hydrant at a total cost of $241,745 including material, equipment and labor; target 180 annually BUDGET NOTES FY 2019 includes a new Water Quality Technician and a Utility Worker for the valve exercising program. Additional increases in supplies and contractual are related to the expansion at the Santan Vista Water Treatment Plant (WA0700) which is now fully operational. Changes to NonDepartmental and Transfers Out are reflective of a change in accounting procedures for capital projects. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Number of Analyses Performed In-House (in Thousands) 53.4 49.8 53.0 54.0 NA Addition to Portfolio of Stored Credits (in Acre Feet) 29.0 9.2 36.5 22.0 32.0 Number of Water Meter Replacements (in Thousands) 8.8 4.7 5.9 5.3 5.3 Number of Utility Locates from Arizona 811 (in Thousands) 22.8 22.8 26.4 23.5 24.5 Residential Water Checkups Performed 300 470 425 425 425 Answer Incoming Calls Within the American Water Works Association Industry Standard of 58 Seconds (in Seconds) 98 61 50 58 58 PERFORMANCE MEASURES 131 Table of Contents WATER PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Administration Conservation Production Quality Distribution Metering Utility Customer Service Public Works Admin Utility Locates Water Resources 1.50 4.00 43.20 6.00 17.00 28.00 15.25 3.00 6.00 1.00 1.50 4.00 47.20 5.00 17.00 28.00 15.25 4.00 6.00 1.00 1.50 4.00 49.20 5.00 17.00 28.00 15.25 4.00 6.00 1.00 1.50 4.00 50.20 5.00 17.00 28.00 15.25 4.00 6.00 1.00 1.50 4.38 50.20 6.00 18.00 28.00 14.42 4.00 6.00 1.00 Total Personnel 124.95 128.95 130.95 131.95 133.50 EXPENSES BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 362,864 366,246 9,727,058 603,145 1,556,078 4,043,613 650,262 122,897 228,933 5,628,160 3,845,456 305,134 383,839 10,490,369 607,464 2,338,238 3,785,099 648,505 158,364 236,251 3,846,524 3,079,655 486,600 489,860 11,874,490 631,830 2,330,230 4,197,420 651,420 211,580 263,040 6,709,510 9,027,180 444,926 460,712 12,025,343 781,813 2,409,641 3,859,945 655,706 274,386 252,364 5,694,936 688,460 462,220 469,920 13,692,440 690,750 2,996,930 4,161,760 654,370 226,830 288,700 6,590,370 2,852,000 $ 27,134,712 $ 25,879,442 $ 36,873,160 $ 27,548,232 $ 33,086,290 EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 7,715,873 15,607,465 3,811,374 8,270,477 14,644,837 2,964,128 9,452,370 21,601,830 5,818,960 8,445,650 18,884,052 218,530 9,617,420 22,557,870 911,000 $ 27,134,712 $ 25,879,442 $ 36,873,160 $ 27,548,232 $ 33,086,290 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 40,991,158 - 42,041,012 - 43,179,000 - 44,740,000 - 48,210,000 - Total Sources $ 40,991,158 $ 42,041,012 $ 43,179,000 $ 44,740,000 $ 48,210,000 Total Expenses Transfers Out 27,134,712 13,759,943 25,879,442 13,841,298 36,873,160 15,025,950 27,548,232 15,025,950 33,086,290 25,242,820 Total Uses $ 40,894,655 $ 39,720,740 $ 51,899,110 $ 42,574,182 $ 58,329,110 Net Operating Result $ $ 2,320,272 $ (8,720,110) $ 2,165,819 $(10,119,110) Administration Conservation Production Quality Distribution Metering Utility Customer Service Public Works Admin Utility Locates Water Resources Non-Departmental Total Expenses Total Expenses 96,503 132 Table of Contents WASTEWATER PURPOSE STATEMENT OBJECTIVES FY 2019 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. Infrastructure ♦ Respond to emergency customer contact events within a one hour to minimize public health, safety, and environmental hazards ♦ Continue to monitor and add odor and corrosion control chemicals to the sewer system to minimize odor complaints and extend infrastructure life ♦ Monitor and distribute reclaimed water to customer sites daily to meet irrigation demands, thus reducing the use of potable water ♦ Exercise 50% of all reclaimed water system valves to verify operability ♦ 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 ♦ Initiate a request for proposals solicitation process for the Neely WRP operation and maintenance contract ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ Completed the rehabilitation of the Layton Lakes Lift Station force main infrastructure and the reclaimed water reservoir and pump station site #1 Performed routine sewer pipeline cleaning equivalent to 30% of the entire sewer system to prevent blockages, overflows, and odors Conducted routine inspections equivalent to 20% of the entire sewer system using televised inspection equipment in order to identify problem areas that can lead to blockages, overflows, and deterioration of infrastructure Completed the new replacement recovered water well R-5, and began water deliveries to customer sites (well R-5 replacement project) Completed an update of the Intergovernmental Agreement associated with the Greenfield Water Reclamation Plant (WRP) with involvement from all three partner agencies Completed detailed design and began construction efforts associated with the Greenfield WRP Phase 3 Expansion Project BUDGET NOTES The FY 2019, budget includes a Wastewater Superintendent and a Maintenance and Operations Supervisor. Changes to NonDepartmental are reflective of a change in accounting procedures for capital projects. PERFORMANCE MEASURES Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Percent of Sewer System Cleaned 18% 20% 30% 20% 20% Percent of Sewer System Inspected 12% 10% 20% 15% 15% Percent of Available Treatment Capacity Utilized at Neely Treatment Plant 80% 85% 88% 87% < 90% Percent of Available Treatment Capacity Utilized at Greenfield Treatment Plant 66% 69% 79% 90% < 90% Percent of Total Reclaimed Water Supply Directly Reused by Customers (With Percent Remaining Going to Groundwater Recharge) 42% 42% 42% 40% 40% 133 Table of Contents WASTEWATER Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Administration Collections Plant Operations Reclaimed Quality 2.50 21.60 0.00 12.40 6.00 2.50 21.60 0.00 12.40 6.00 2.50 22.20 0.00 12.80 6.00 2.50 22.20 0.00 12.80 6.00 3.50 23.20 0.00 12.80 6.00 Total Personnel 42.50 42.50 43.50 43.50 45.50 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 1,147,521 3,938,763 7,284,597 2,000,193 535,561 1,673,921 1,338,625 3,602,013 7,464,580 1,681,551 498,001 2,491,777 1,290,230 4,468,110 8,097,770 1,795,310 514,510 14,832,910 1,281,850 4,410,747 7,750,194 1,771,305 455,600 7,329,550 1,454,680 4,162,850 8,719,390 1,862,120 511,960 2,129,000 $ 16,580,556 $ 17,076,547 $ 30,998,840 $ 22,999,246 $ 18,840,000 EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 3,671,413 11,290,214 1,618,929 3,671,845 11,005,623 2,399,079 4,169,430 14,431,450 12,397,960 3,951,440 13,387,856 5,659,950 4,321,270 14,449,730 69,000 $ 16,580,556 $ 17,076,547 $ 30,998,840 $ 22,999,246 $ 18,840,000 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 25,249,660 792,060 26,184,379 780,498 26,575,000 820,000 26,333,200 820,000 28,332,000 920,000 Total Sources $ 26,041,720 $ 26,964,877 $ 27,395,000 $ 27,153,200 $ 29,252,000 Total Expenses Transfers Out 16,580,556 10,295,359 17,076,547 10,291,540 30,998,840 3,770,530 22,999,246 3,770,530 18,840,000 20,132,340 Total Uses $ 26,875,915 $ 27,368,087 $ 34,769,370 $ 26,769,776 $ 38,972,340 Net Operating Result $ PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Collections Plant Operations Reclaimed Quality Non-Departmental Total Expenses Total Expenses (834,195) $ (403,210) $ (7,374,370) $ 134 383,424 $ (9,720,340) Table of Contents ENVIRONMENTAL SERVICES - RESIDENTIAL PURPOSE STATEMENT OBJECTIVES FY 2019 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 are provided to protect the health, safety and wellness of the community. Residential includes the collection and disposition of contained and uncontained refuse, recycling, household hazardous waste (HHW), and green organics material. Outreach is performed to engage and educate residents of programs and services. Technology Leader ♦ Implement routing technology High Performing Government ♦ Perform residential solid waste service level audit ♦ Implement residential collections solid waste and recycle route optimization ♦ Update Gilbert’s Solid Waste Management Plan BUDGET NOTES The FY 2019 budget includes the addition of a new Heavy Equipment Operator and Supervisor for Residential Collections, a Household Hazardous Waste Technician, and a .5 FTE moved from Environmental Services Commercial. The supplies and contractual budget includes an ongoing increase related annual maintenance costs for software implementation (MF2310). A pilot mosquito abatement project was completed in FY 2018 and is now included in the ongoing budget. ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ Implemented residential bulk services route optimization Identified asset replacement schedule and received asset replacement equipment Performed asset inspections of all town-wide storm water dry wells Decreased OSHA recordable incidents Implemented automated customer service process in Household Hazardous Waste (HHW )facility PERFORMANCE MEASURES Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Total Tons of Contained Refuse Collected 73,424 76,337 75,785 76,970 68,322 Total Tons of Uncontained Refuse Collected 17,428 16,097 16,749 17,125 17,125 Total Tons of Recycling Collected (Blue Cans) 19,924 20,984 20,900 21,368 21,368 Households Serviced by HHW Facility 8,393 9,273 9,634 10,001 10,001 Pounds of HHW Collected (in Thousands) 459.6 514.4 529.5 550.2 550.2 135 Table of Contents ENVIRONMENTAL SERVICES - RESIDENTIAL PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Administration Residential Collections Uncontained Collections Recycling Environmental Programs Outreach Programs Street Cleaning Storm Water 5.52 31.00 20.00 8.70 4.50 4.00 7.33 3.00 5.52 31.00 24.00 8.70 4.50 4.00 6.33 3.00 5.56 28.29 24.00 12.21 4.00 4.00 6.33 3.50 5.56 28.79 22.00 12.21 4.00 4.00 6.34 5.50 5.56 30.79 22.00 12.21 5.00 4.00 6.34 5.50 84.05 87.05 87.89 88.40 91.40 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 1,125,885 6,391,471 2,382,867 1,468,673 432,915 235,330 817,453 309,261 2,516,330 1,067,269 5,890,000 2,365,293 1,537,323 504,656 253,885 836,865 285,692 86,834 1,362,610 7,335,200 2,758,850 1,928,440 467,300 338,370 876,380 633,540 2,412,690 1,254,921 6,912,359 2,420,905 1,787,801 510,586 286,200 823,863 727,851 198,800 1,238,320 6,195,260 2,554,880 1,556,230 549,260 543,540 809,120 675,600 1,691,000 $ 15,680,185 $ 12,827,817 $ 18,113,380 $ 14,923,286 $ 15,813,210 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 5,972,299 6,724,338 2,983,548 6,114,031 6,548,928 164,858 7,032,900 9,277,790 1,802,690 6,287,560 7,351,236 1,284,490 7,260,130 8,553,080 - $ 15,680,185 $ 12,827,817 $ 18,113,380 $ 14,923,286 $ 15,813,210 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 15,679,964 164,878 15,857,693 126,897 18,638,640 170,000 15,736,000 170,000 17,421,000 170,000 Total Sources $ 15,844,842 $ 15,984,590 $ 18,808,640 $ 15,906,000 $ 17,591,000 Total Expenses Transfers Out 15,680,185 1,326,069 12,827,817 1,369,770 18,113,380 4,089,430 14,923,286 4,089,430 15,813,210 7,215,910 Total Uses $ 17,006,254 $ 14,197,587 $ 22,202,810 $ 19,012,716 $ 23,029,120 Net Operating Result $ (1,161,412) $ 1,787,003 Total Personnel EXPENSES BY ACTIVITY Administration Residential Collections Uncontained Collections Recycling Environmental Programs Outreach Programs Street Cleaning Storm Water Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 136 $ (3,394,170) $ (3,106,716) $ (5,438,120) Table of Contents ENVIRONMENTAL SERVICES - COMMERCIAL PURPOSE STATEMENT OBJECTIVES FY 2019 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 waste haulers that operate within the town through competitive pricing and customer service. Technology Leader ♦ Implement Route Technology Software High Performing Government ♦ Perform a commercial service right sizing audit ♦ Downward trend on OSHA recordable incidents ♦ Update Gilbert’s Solid Waste Management Plan ♦ Increase productivity operating standards ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ BUDGET NOTES Commercial cardboard optimization service levels Maintained OSHA recordable incidents Researched routing technology for optimization There are no significant changes to the personnel budget for the Commercial division. An ongoing increase to the supplies and contractual budget is due to increased maintenance costs associated with the installation of trash compactors in the Heritage District (RD2140). FTE count reduced in FY 2018 as a result of moving a part time position to Environmental Services Residential. PERFORMANCE MEASURES Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Tons of Refuse Collected 22,016 20,588 19,688 21,250 21,250 Cubic Yards of Refuse Collected (in thousands) 686.8 649.2 580.0 653.8 653.8 Tons of Recycling Collected 1,414 831 810 850 850 Recycling Rate Diversion 6.03 3.88 3.95 4.00 4.00 137 Table of Contents ENVIRONMENTAL SERVICES - COMMERCIAL PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Administration Commercial Collections Commercial Rolloffs 0.48 5.80 2.00 0.48 5.80 2.00 0.94 6.50 2.00 0.94 6.00 2.00 0.94 6.00 2.00 8.28 8.28 9.44 8.94 8.94 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 44,387 1,745,817 475,749 211,923 34,888 1,264,571 506,383 8,889 97,710 1,608,300 565,890 324,020 85,880 1,534,978 630,670 63,000 98,990 1,378,900 574,420 274,500 $ 2,477,876 $ 1,814,731 $ 2,595,920 $ 2,314,528 $ 2,326,810 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 589,954 1,372,914 515,008 651,989 1,161,803 939 759,190 1,793,710 43,020 758,050 1,556,478 - 723,210 1,603,600 - $ 2,477,876 $ 1,814,731 $ 2,595,920 $ 2,314,528 $ 2,326,810 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 2,607,645 - 2,511,337 - 2,720,300 - 2,646,800 - 2,680,000 - Total Sources $ 2,607,645 $ 2,511,337 $ 2,720,300 $ 2,646,800 $ 2,680,000 Total Expenses Transfers Out 2,477,876 261,679 1,814,731 248,460 2,595,920 555,950 2,314,528 555,950 2,326,810 760,900 Total Uses $ 2,739,555 $ 2,063,191 $ 3,151,870 $ 2,870,478 $ 3,087,710 Net Operating Result $ Total Personnel EXPENSES BY ACTIVITY Administration Commercial Collections Commercial Rolloffs Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses (131,910) $ 448,146 138 $ (431,570) $ (223,678) $ (407,710) 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, rightsof-way, and storm drain systems. To responsibly and efficiently accomplish this mission, goals have been set for each area of responsibility. In order to maintain proactive operation and maintenance programs, planning and teamwork are emphasized. The Streets Division maintains the necessary tools, equipment, and properly trained and skilled personnel in order to meet customer expectations and resolve problems at the most appropriate level of responsibility. Stateshared gasoline tax (HURF) and vehicle license tax (VLT) revenues fund Gilbert’s Street Division. Starting in FY 2017, these two revenues were recorded in separate funds, as HURF is a restricted funding source governed by Arizona State Statute. Vehicle License Tax is in the Roadway and Maintenance Fund, these funds are not restricted. FUND ACTIVITY The following is a statement of revenue, expenses, and transfers for the Streets funds based on the adopted budget for FY 2019. Roadway and Maintenance HURF Total Operating Revenues $ 10,500,000 $ 15,001,000 Total Operating Expenses (4,594,190) (14,093,220) Operating Income (Loss) $ 5,905,810 Non-Operating Revenues (Expenses) Income (Loss) Before Transfers 907,780 $ 5,905,810 Transfers In Transfers Out Net Income $ $ 907,780 - - (13,333,790) (754,300) $ (7,427,980) $ 153,480 STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed throughout the fund. Community Livability Technology Leader Financial Plan Infrastructure 139 Economic Development High Performing Government Table of Contents STREETS FUND Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 50.67 0.00 50.67 0.00 53.67 0.00 53.66 0.00 54.66 1.00 50.67 50.67 53.67 53.66 55.66 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 18,916,238 - 12,797,997 7,148,141 14,669,320 11,273,920 13,776,023 6,350,146 14,093,220 4,594,190 $ 18,916,238 $ 19,946,138 $ 25,943,240 $ 20,126,169 $ 18,687,410 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 3,654,159 7,377,154 7,884,925 3,742,044 9,131,787 7,072,307 4,331,750 11,339,070 10,272,420 3,795,370 10,166,799 6,164,000 4,443,250 10,635,020 3,609,140 $ 18,916,238 $ 19,946,138 $ 25,943,240 $ 20,126,169 $ 18,687,410 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 22,798,905 50,000 25,949,998 - 25,401,000 - 25,801,000 - 25,501,000 - Total Sources $ 22,848,905 $ 25,949,998 $ 25,401,000 $ 25,801,000 $ 25,501,000 Total Expenses Transfers Out 18,916,238 4,576,709 19,946,138 4,649,330 25,943,240 4,911,670 20,126,169 4,911,670 18,687,410 14,088,090 Total Uses $ 23,492,947 $ 24,595,468 $ 30,854,910 $ 25,037,839 $ 32,775,500 Net Operating Result $ PERSONNEL BY DIVISION HURF Roadway and Maintenance Total Personnel EXPENSES BY DIVISION HURF Roadway and Maintenance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses (644,042) $ 1,354,530 140 $ (5,453,910) $ 763,161 $ (7,274,500) Table of Contents STREETS FUND BENCHMARKS Average No. of Hours to Cover Graffiti Once Work Order Issued 10 average no. of hours to cover graffiti in Gilbert Note: For Scottsdale, AZ and Chandler, AZ the average median of the range is provided above. Source: Information provided was obtained from municipal streets staff for FY 2017. Center Line Miles Maintained per FTE 15.0 1,062 miles of paved center line miles in Gilbert Note: FTE shown above all support Streets functions, but are not all located to the Streets Department. Source: Information provided was obtained from municipal streets staff for FY 2018. Pavement Condition Index: Actual vs. Target 72 Pavement Condition Index (PCI) ranking of Gilbert streets Source: Information provided was obtained from municipal streets staff for FY 2017. 141 Table of Contents 142 Table of Contents STREETS PURPOSE STATEMENT OBJECTIVES FY 2019 To provide safe, reliable, and efficient roadway systems by providing for streets maintenance, traffic control systems, rights-of-way, and storm drain systems. Infrastructure ♦ Maintain a network Pavement Condition Index (PCI) of 72 ♦ Re-rate 20% of roadway network ♦ Replace 100% of all identified street lights scheduled for replacement per LRIP ♦ Replace all regulatory signs over ten years old ♦ Inspect and clean 100% of storm water inlets High Performing Government ♦ Complete 100% of streetlight work orders reported within seven days ♦ Replace all stop sign knockdowns within one hour of receiving notification ♦ Respond and remove 100% of graffiti within 48 hours of notice from the Police department ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained a network Pavement Condition Index (PCI) of 73.5 Crack sealed 100% of all roadways prior to scheduled maintenance 98% of streetlight work orders repaired within seven days Rated 20% of roadway network Complete Circle G Meadows subdivision overlay and ramp improvements (LRIP) Upgraded 256 streetlights to current standards (LRIP) Completed 100% of traffic signal pole inspections Completed traffic signal pole inventory BUDGET NOTES The FY 2019 personnel budget includes a new Traffic Systems Engineer and a Maintenance and Operations Technician. The supplies and contractual budget includes one-time the purchase of a bucket truck and ongoing increases related to the completion of the new parking garage (RD1200). Changes to Non-Departmental are reflective of a change in accounting procedures for capital projects. PERFORMANCE MEASURES Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Pavement Condition Index (PCI) N/A 73.3 72.0 72.0 72.0 Percentage of Roadway Network Re-Rated N/A 0% 20% 20% 20% Streetlight Repairs Made Within Seven Days N/A 98% 98% 100% 100% Regulatory Signs Over Ten Years Old Replaced N/A 0 1,734 4,458 4,458 Storm Inlets Inspected and in Proper Working Order N/A 100% 100% 100% 100% 143 Table of Contents STREETS PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Administration Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response 3.00 20.34 19.66 5.33 2.34 3.00 20.34 19.66 5.33 2.34 3.00 21.34 21.66 5.33 2.34 3.00 21.67 21.66 4.99 2.34 4.00 21.67 22.66 4.99 2.34 50.67 50.67 53.67 53.66 55.66 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 422,543 6,759,271 5,125,322 3,172,110 215,156 3,221,836 5,274,828 1,730,761 6,727,915 3,499,766 231,373 2,481,495 6,244,820 2,135,890 7,595,220 3,384,140 214,410 6,368,760 6,227,619 1,936,376 7,436,444 3,289,277 231,113 1,005,340 4,335,710 2,319,160 6,783,060 3,449,440 220,500 1,579,540 $ 18,916,238 $ 19,946,138 $ 25,943,240 $ 20,126,169 $ 18,687,410 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 3,654,159 7,377,154 7,884,925 3,742,044 9,131,787 7,072,307 4,331,750 11,339,070 10,272,420 3,795,370 10,166,799 6,164,000 4,443,250 10,635,020 3,609,140 $ 18,916,238 $ 19,946,138 $ 25,943,240 $ 20,126,169 $ 18,687,410 Total Personnel EXPENSES BY ACTIVITY Administration Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 144 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 INFORMATION Fleet Maintenance undergoes a rate review annually. This year, the recommended hourly rate is $89.90 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 25.3%. Fuel has a mark-up of $.18 cents per gallon, for diesel and unleaded, to cover the cost of maintaining and replacing the fueling system. Compressed natural gas has a mark-up of $.31 per diesel gallon equivalent. Outside services has a 4% markup up to $300. 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 Aetna. 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. STRATEGIC INITIATIVES These icons indicate the strategic initiatives addressed throughout the ISF Funds. Community Livability Technology Leader Financial Plan Infrastructure 145 Economic Development High Performing Government Table of Contents INTERNAL SERVICE FUNDS PERSONNEL BY DIVISION Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Fleet Maintenance Copy Services Health Self Insurance Dental Self Insurance 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 EXPENSES BY DIVISION Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Fleet Maintenance Copy Services Health Self Insurance Dental Self Insurance 6,508,450 187,140 19,505,138 1,117,737 6,742,912 14,798,577 1,120,061 8,504,820 16,697,900 1,250,000 7,259,861 16,697,900 1,250,000 8,057,760 17,041,560 1,317,000 $ 27,318,465 $ 22,661,550 $ 26,452,720 $ 25,207,761 $ 26,416,320 EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 1,731,619 25,586,846 - 1,822,948 20,745,076 93,526 2,061,530 24,391,190 - 1,775,800 23,431,961 - 2,044,860 24,371,460 - $ 27,318,465 $ 22,661,550 $ 26,452,720 $ 25,207,761 $ 26,416,320 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 23,060,389 77,690 25,232,202 - 26,532,100 - 25,542,100 - 25,296,000 - Total Sources $ 23,138,079 $ 25,232,202 $ 26,532,100 $ 25,542,100 $ 25,296,000 Total Expenses Transfers Out 27,318,465 - 22,661,550 7,332 26,452,720 - 25,207,761 - 26,416,320 - Total Uses $ 27,318,465 $ 22,668,882 $ 26,452,720 $ 25,207,761 $ 26,416,320 Net Operating Result $ (4,180,386) $ 2,563,320 $ $ $ (1,120,320) Total Personnel Total Expenses Total Expenses 146 79,380 334,339 Table of Contents FLEET MAINTENANCE PURPOSE STATEMENT OBJECTIVES FY 2019 To provide quality and cost effective fleet vehicle and equipment maintenance, repair, procurement specification and disposition, while ensuring maximum safety and availability for the entire service duty life cycle. Infrastructure ♦ Complete decommissioning of Stage II Vapor recovery system & hardware, to be ADEQ compliant, for both NASC/SASC Unleaded fuel dispensing stations High Performing Government ♦ Develop a program to optimize utilization of Fleet vehicles ♦ Revise and implement new performance monitors and improve preventive maintenance completion compliancy ♦ In conjunction with Public Works, complete relayout of NASC/SASC yard storage and parking locations ♦ Drive conversion to paperless record keeping for all aspects of Fleet operations ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ Completed review of Internal Service Fund rate structure and competitive benchmarking data and implemented new Fleet customer rate structure, which enables reserve funding Implemented Maintenance Shop Safety SelfAudit process to ensure proactive alignment with both Gilbert and OSHA Safety standards Completed procurement of 121 replacement and/or additional vehicles and equipment totaling $11.1M, which was $379K under budget Defined and implemented Fuel Island Inspection procedures and record keeping process to ensure ADEQ compliance for all Fleet responsible fuel stations Decommissioned 45 Vehicles and generated $216K in auction proceeds BUDGET NOTES The FY 2019 budget does not include any significant changes to the personnel budget. The supplies and contractual budget was reduced based on the fuel market. The budget is evaluated and adjusted annually based on fuel trends and anticipated increases/decreases in commodity costs. PERFORMANCE MEASURES Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Technician Productivity Ratio 65% 70% 70% 70% 70% Total Number of Work Orders 8,937 8,806 8,100 8,500 N/A Scheduled vs Unscheduled N/A 66%/34% 74%/26% 70%/30% 70%/30% Total Number of Vehicles/Equipment Supported 812 851 856 881 N/A 147 Table of Contents FLEET MAINTENANCE Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 6,508,450 6,742,912 8,504,820 7,259,861 8,057,760 $ 6,508,450 $ 6,742,912 $ 8,504,820 $ 7,259,861 $ 8,057,760 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 1,731,619 4,776,831 - 1,822,948 4,826,438 93,526 2,061,530 6,443,290 - 1,775,800 5,484,061 - 2,044,860 6,012,900 - $ 6,508,450 $ 6,742,912 $ 8,504,820 $ 7,259,861 $ 8,057,760 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 6,397,402 - 6,666,005 - 8,229,000 - 7,239,000 - 7,239,000 - Total Sources $ 6,397,402 $ 6,666,005 $ 8,229,000 $ 7,239,000 $ 7,239,000 Total Expenses Transfers Out 6,508,450 - 6,742,912 - 8,504,820 - 7,259,861 - 8,057,760 - Total Uses $ 6,508,450 $ 6,742,912 $ 8,504,820 $ 7,259,861 $ 8,057,760 Net Operating Result $ PERSONNEL BY ACTIVITY Fleet Maintenance Total Personnel EXPENSES BY ACTIVITY Fleet Maintenance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS (111,048) $ (76,907) $ 148 (275,820) $ (20,861) $ (818,760) Table of Contents HEALTH SELF INSURANCE PURPOSE STATEMENT OBJECTIVES FY 2019 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. Balanced Financial Plan ♦ Increase Pharmacy awareness among members High Performing Government ♦ Provide a competitive benefit package to Town employees and provide education in order to improve utilization and understanding of benefits ♦ Implement BenefitFocus as automated enrollment system ♦ Increase wellness visits by insured members ♦ Continue to engage employees in Gilbert Wellness program and maintain 83% engagement of higher ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ Increased fund reserve balance to $3.8M Implemented Phase III of Gilbert Wellness, increasing engagement rate from 63% to 83% Held two wellness informational events that were open to Gilbert citizens Reviewed and identified a vendor for automated enrollment system to be implemented in FY 2019 Achieved Gold Level Worksite designation from Maricopa Department of Health workplace health initiative th Ranked 9 for midsize organizations in The Phoenix Business Journal’s Top 100 Healthiest Employers BUDGET NOTES In FY 2017, Gilbert completed competitive procurement for Third-Party Administrator services. Aetna was selected to provide these services beginning in FY 2018. The Legacy Plan was discontinued at the end of FY 2018. The remaining plans offered are Preferred and Banner Select. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target $1,455 $1,131 $1,062 $1,062 N/A Average Actual Total Premium per Employee per Month (Industry Average $230) N/A $289 $188 $188 N/A Average Actual Town Premium Contribution per Employee per Month (Industry Average $890) $856 $976 $978 $978 N/A Health Plan Employee Participants 1,117 1,090 1,126 1,160 N/A Reserve in Excess of Established Incurred But Not Reported (IBNR) Claims in Millions $(.231) $1.48M $3.84M $4.10M $3.90M PERFORMANCE MEASURES Average Total Plan Cost (Expense per Participating Employee per Month (industry average $875$1,240) 149 Table of Contents HEALTH SELF INSURANCE PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Health Self Insurance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 EXPENSES BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Health Self Insurance 19,505,138 14,798,577 16,697,900 16,697,900 17,041,560 $ 19,505,138 $ 14,798,577 $ 16,697,900 $ 16,697,900 $ 17,041,560 EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 19,505,138 - 14,798,577 - 16,697,900 - 16,697,900 - 17,041,560 - $ 19,505,138 $ 14,798,577 $ 16,697,900 $ 16,697,900 $ 17,041,560 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 15,536,790 - 17,339,630 - 17,096,100 - 17,096,100 - 16,675,000 - Total Sources $ 15,536,790 $ 17,339,630 $ 17,096,100 $ 17,096,100 $ 16,675,000 Total Expenses Transfers Out 19,505,138 - 14,798,577 7,332 16,697,900 - 16,697,900 - 17,041,560 - Total Uses $ 19,505,138 $ 14,805,909 $ 16,697,900 $ 16,697,900 $ 17,041,560 Net Operating Result $ (3,968,348) $ 2,533,721 $ $ $ Total Personnel Total Expenses Total Expenses 150 398,200 398,200 (366,560) Table of Contents DENTAL SELF INSURANCE ♦ PURPOSE STATEMENT This fund provides financing for dental benefits for employees, dependents, and eligible members under retiree and Consolidated Omnibus Budget Reconciliation Act (COBRA) continuation. Offset claim trend through continued 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 2018 ♦ ♦ 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 Maintained plan with no premium increase OBJECTIVES FY 2019 High Performing Government ♦ Offering of mobile dental facility to increase the number of preventive visits Balanced Financial Plan ♦ Sufficient premiums to pay plan expenses Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target $85 $83 $85 $85 N/A Average Actual Premium per Employee per Month (Industry Average $31) $18 $18 $18 $18 N/A Average Actual Town Premium Contribution per Employee per Month (Industry Average $39) $73 $73 $73 $73 N/A Dental Plan Employee Participants 1,085 1,122 1,123 1,125 N/A PERFORMANCE MEASURES Average Total Plan Cost (Expense) per Participating Employee per Month (Industry Average $54 to $84) 151 Table of Contents DENTAL SELF INSURANCE PERSONNEL BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Dental Self Insurance 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 1,117,737 1,120,061 1,250,000 1,250,000 1,317,000 $ 1,117,737 $ 1,120,061 $ 1,250,000 $ 1,250,000 $ 1,317,000 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 1,117,737 - 1,120,061 - 1,250,000 - 1,250,000 - 1,317,000 - $ 1,117,737 $ 1,120,061 $ 1,250,000 $ 1,250,000 $ 1,317,000 Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 1,126,197 - 1,226,567 - 1,207,000 - 1,207,000 - 1,382,000 - Total Sources $ 1,126,197 $ 1,226,567 $ 1,207,000 $ 1,207,000 $ 1,382,000 Total Expenses Transfers Out 1,117,737 - 1,120,061 - 1,250,000 - 1,250,000 - 1,317,000 - Total Uses $ 1,117,737 $ 1,120,061 $ 1,250,000 $ 1,250,000 $ 1,317,000 Net Operating Result $ $ $ Total Personnel EXPENSES BY ACTIVITY Dental Self Insurance Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS 8,460 106,506 152 (43,000) $ (43,000) $ 65,000 Table of Contents REPLACEMENT FUNDS FUNDS DESCRIPTION Replacement Funds are savings accounts for replacement of rolling stock, equipment, and/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. 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 infrastructure and rolling stock assets, 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. In FY 2018 contributions to the Environmental Services Residential Replacement fund increased to accommodate storm water infrastructure assets. 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 infrastructure and 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 153 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 compressed natural gas system, facility space, and certain equipment. The funding is then transferred to the Fleet Equipment Replacement fund for future replacement of Fleet assets. The anticipated fund balance as of July 1, 2018 for each replacement fund is listed below. Fund Fund Balance General Water Wastewater Environmental Services - Residential Environmental Services - Commercial Streets Fleet Maintenance $ 9,085,870 87,971,580 59,311,220 4,171,070 551,270 4,645,820 245,800 Total Fund Balance $ 165,982,630 Based on budgeted revenues and expenditures for FY 2019, 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 $ 7,954,370 62,631,060 13,187,040 2,147,670 76,270 3,691,770 45,800 Total Fund Balance $ 89,733,980 154 Table of Contents REPLACEMENT FUNDS GENERAL REPLACEMENT FUND Actual FY 2016 Actual FY 2017 Budget FY 2018 Total Revenues Transfers In 146,491 1,043,160 178,242 1,993,160 40,000 2,300,000 Total Sources $ Total Expenses Transfers Out 1,189,651 $ 2,802,118 - 2,171,402 1,723,201 - Total Uses $ $ 1,723,201 Net Operating Result $ (1,612,467) $ 448,201 2,802,118 $ 2,340,000 Projected FY 2018 40,000 2,300,000 $ 6,381,480 $ 6,381,480 Budget FY 2019 2,340,000 40,000 2,300,000 $ 5,381,480 $ 5,381,480 2,340,000 3,471,500 - $ 3,471,500 $ (4,041,480) $ (3,041,480) $ (1,131,500) WATER REPLACEMENT FUND Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 451,258 21,543,360 681,047 10,971,440 200,000 12,000,000 200,000 12,000,000 200,000 13,000,000 Total Sources $ 21,994,618 $ 11,652,487 $ 12,200,000 $ 12,200,000 $ 13,200,000 Total Expenses Transfers Out 4,627,696 - 1,399,298 - 23,598,640 - 4,093,500 - 3,721,900 34,818,620 1,399,298 $ 23,598,640 $ 4,093,500 $ 38,540,520 $ (11,398,640) $ 8,106,500 $ (25,340,520) Total Uses $ Net Operating Result $ 17,366,922 $ 10,253,189 WASTEWATER REPLACEMENT FUND Actual FY 2016 Actual FY 2017 Budget FY 2018 Total Revenues Transfers In 454,941 9,305,750 591,116 9,305,750 200,000 2,747,000 Total Sources $ Total Expenses Transfers Out 4,627,696 9,760,691 $ $ 1,459,043 - 9,896,866 $ 2,947,000 5,376,522 - 58,231,530 - Projected FY 2018 Budget FY 2019 200,000 2,747,000 $ 2,947,000 200,000 9,200,000 $ 9,400,000 6,796,720 - 4,383,200 51,140,980 6,796,720 $ 55,524,180 Total Uses $ 1,459,043 $ 5,376,522 $ 58,231,530 Net Operating Result $ 8,301,648 $ 4,520,344 $ (55,284,530) $ (3,849,720) $ (46,124,180) Actual FY 2016 ENVIRO SVCS RES REPLACEMENT FUND Total Revenues Transfers In Total Sources Actual FY 2017 190,759 496,660 $ Total Expenses Transfers Out 687,419 1,783,573 - 601,042 $ Net Operating Result $ (1,096,154) $ $ 983,016 Projected FY 2018 715,000 3,200,000 $ 983,016 - Total Uses 1,783,573 Budget FY 2018 104,382 496,660 $ $ 3,915,000 715,000 3,200,000 $ 6,133,330 $ 6,133,330 Budget FY 2019 3,915,000 190,000 3,200,000 $ 5,143,330 $ 5,143,330 3,390,000 5,413,400 - $ 5,413,400 (381,974) $ (2,218,330) $ (1,228,330) $ (2,023,400) 155 Table of Contents REPLACEMENT FUNDS Actual FY 2016 ENVIRO SVCS COMM REPLACEMENT FUND Total Revenues Transfers In Total Sources Actual FY 2017 7,202 112,370 $ Total Expenses Transfers Out 119,572 4,902 112,370 $ $ 209,959 Net Operating Result $ (90,387) $ $ Actual FY 2016 Total Revenues Transfers In $ Total Expenses Transfers Out 558,748 $ 334,127 - $ $ 716,450 117,272 $ (301,450) $ 567,075 $ Budget FY 2018 175,213 - 448,000 $ $ 334,127 $ 175,213 $ Net Operating Result $ 224,621 $ 391,862 $ (1,308,670) $ Actual FY 2016 Total Revenues Transfers In Total Sources Actual FY 2017 1,886 $ Total Expenses Transfers Out 1,886 2,275 $ 2,275 - $ - $ 890,000 (51,450) $ (475,000) Budget FY 2019 448,000 20,000 428,000 $ 1,176,670 - Total Uses FLEET MAINTENANCE REPLACEMENT FUND 466,450 $ 415,000 890,000 - 20,000 428,000 1,756,670 1,756,670 $ Projected FY 2018 20,000 428,000 $ 415,000 3,000 412,000 466,450 - - 138,785 428,290 $ 415,000 Budget FY 2019 3,000 412,000 716,450 - Actual FY 2017 130,458 428,290 Projected FY 2018 3,000 412,000 - Total Uses Total Sources 117,272 209,959 - STREETS REPLACEMENT FUND Budget FY 2018 1,176,670 448,000 1,402,050 - $ 1,402,050 (728,670) $ (954,050) Budget FY 2018 Projected FY 2018 Budget FY 2019 - - - - $ - - $ - 200,000 - Total Uses $ - $ - $ - $ - $ 200,000 Net Operating Result $ 1,886 $ 2,275 $ - $ - $ (200,000) 156 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 Following is a brief description of each Special Revenue Fund. CDBG/HOME – Activities for federally funded programs that promote sustainable neighborhoods, repair and replace aging infrastructure, increase disability access, and promote fair housing and redevelopment activities for low to moderate areas and households. 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. The revenue for these districts is a levy amount on the annual property tax bill of the homeowners within the district. Other Special Revenue – This category of funds includes a wide array of unique activities, each required to be accounted for separately. They are consolidated here for reporting purposes. Funds included in this category are as follows: Public Safety Funds – Contributions to support awards and special activities such as victim assistance. Confiscated Funds – Dollars provided through confiscation of property by the Police Department Public Safety Security – Companies contract for security and pay a flat hourly rate. Security is provided during construction and at special events. JCEF Funds – Judicial Collection Enforcement Fund is a mandatory fee established by the State of Arizona. When a defendant is placed on a payment plan or fails to appear in Civil Traffic Court, the fee is imposed. This is a restricted fund which requires prior authorization from the State through a grant process to expend funds. Fill the Gap – This fee is mandated by the State of Arizona. The purpose is to set aside funds to assist the Municipal Court in times when there is insufficient funding for projects. This is a restricted fund which requires prior authorization from the state through a grant process to expend funds. 157 Table of Contents SPECIAL REVENUE FUNDS Court Automation Fund – When a defendant attends traffic school, 25% of the fee received is deposited into the Court Automation Fund. This is a non-restricted fund that is authorized by municipal code and statute. Historically, funding has been used to acquire necessary hardware and software, and for employee development. Court Enhancement Fund – This fee was established to further court operations. It is assessed on a per charge basis when a fine is imposed. This is a non-restricted fund that is authorized by municipal code and statute. Historically, funding has been used for staffing needs, operational supplies, and employee development. Cable TV – Contribution for purchase of cable equipment for the Council chambers. Santan Mitigation – Contribution from Salt River Project to offset homeowners associations’ landscaping costs on subdivisions that are located next to the Santan Generating Plant. Below is a table outlining the Special Revenue anticipated fund balances as of June 30, 2019 based on the anticipated revenue and expenditures for FY 2019. Estimated Estimated Starting Ending Balance Revenue CDBG/HOME $ 11,940 Solid Waste Container $ - Traffic Signal SDF $ 9,877,380 Police SDF $ 1,870,020 Fire SDF $ General Government SDF $ Parks and Recreation SDF $ Parks SDF Prior to 2012 Water SDF Expense 1,949,880 Balance 1,949,880 $ 170,000 170,000 $ - 2,015,000 3,261,890 $ 8,630,490 3,600,000 3,606,370 $ 1,863,650 (11,248,570) 2,000,000 1,260,130 $ (10,508,700) (6,666,540) 2,400,000 2,206,790 $ (6,473,330) 31,813,530 7,065,000 26,014,420 $ 12,864,110 $ - 24,000,000 17,307,340 $ 6,692,660 $ 6,695,770 9,700,000 23,356,020 $ (6,960,250) Water Resource Fee $ 2,751,830 2,550,000 42,736,070 $ (37,434,240) Wastewater SDF $ 1,430,330 - 968,600 $ 461,730 Wastewater SDF - Neely $ 5,126,360 1,150,000 2,808,330 $ 3,468,030 Wastewater SDF - Greenfield $ 22,979,380 5,000,000 16,994,060 $ 10,985,320 Grants $ 6,426,630 5,660,900 5,823,510 $ 6,264,020 Police Impound $ 19,750 310,000 407,820 $ (78,070) Street Light Improvement $ 87,100 1,871,900 2,029,600 $ (70,600) Parkway Improvement $ 118,720 1,046,330 1,168,300 $ (3,250) Other Special Revenue $ 652,560 3,497,870 4,252,360 $ (101,930) 158 11,940 Table of Contents SPECIAL REVENUE FUNDS Actual FY 2016 CDBG/HOME FUNDS Total Revenues Transfers In Total Sources Actual FY 2017 603,782 13,394 $ Total Expenses Transfers Out 617,176 Budget FY 2018 711,665 $ 603,757 - 711,665 Projected FY 2018 2,239,650 $ 711,603 - 2,239,650 1,481,340 $ 2,239,650 - Total Uses $ 603,757 $ 711,603 $ Net Operating Result $ 13,419 $ 62 $ 2,239,650 - Budget FY 2019 1,481,340 1,949,880 $ 1,481,340 $ $ 1,481,340 - 1,949,880 744,880 1,205,000 $ $ 1,949,880 - SYSTEM DEVELOPMENT FEES Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 46,477,859 - 37,799,308 - 40,100,000 - 35,850,000 - 59,650,000 - Total Sources $ 46,477,859 $ 37,799,308 $ 40,100,000 $ 35,850,000 $ 59,650,000 Total Expenses Transfers Out 4,779,824 34,358,965 7,864,769 21,578,790 109,344,290 21,403,710 7,571,460 21,403,710 1,159,660 139,530,360 Total Uses $ 39,138,789 $ 29,443,559 $130,748,000 $ 28,975,170 $140,690,020 Net Operating Result $ $ $ (90,648,000) $ GRANTS Total Revenues Transfers In Total Sources $ Total Expenses Transfers Out 7,339,070 Actual FY 2016 Actual FY 2017 Budget FY 2018 1,170,479 - 1,201,220 - 6,936,490 - 1,170,479 $ 1,510,059 $ 1,510,059 Net Operating Result $ (339,580) $ Total Sources $ Actual FY 2016 Total Revenues Transfers In Total Expenses Transfers Out 324,717 $ 1,478,169 $ (276,949) $ 314,361 47,922 283,340 $ 362,283 Net Operating Result $ (37,566) $ $ 324,470 $ $ Budget FY 2019 6,524,050 5,660,900 $ 920,550 - 5,660,900 5,272,240 551,270 $ 920,550 $ 5,823,510 (255,700) $ 5,603,500 $ (162,610) Projected FY 2018 310,000 394,160 Budget FY 2019 310,000 $ 329,160 65,000 (41,130) $ 159 $ 310,000 - 267,675 56,795 Total Uses 7,192,190 $ (81,040,020) 6,524,050 - Budget FY 2018 283,340 $ 6,936,490 6,874,830 Projected FY 2018 7,192,190 - Actual FY 2017 324,717 $ 1,201,220 1,478,169 - Total Uses POLICE IMPOUND 8,355,749 310,000 310,000 $ 309,300 65,000 $ (84,160) $ 374,300 310,000 342,820 65,000 $ 407,820 (64,300) $ (97,820) Table of Contents SPECIAL REVENUE FUNDS SPECIAL DISTRICTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Total Revenues Transfers In 2,577,830 - 2,947,131 - 2,953,080 - Total Sources $ Total Expenses Transfers Out 2,577,830 $ 2,635,639 - Total Uses $ Net Operating Result $ 2,635,639 2,947,131 $ 2,777,032 - 2,953,080 $ 3,254,860 (57,809) $ 170,099 $ (301,780) $ Budget FY 2018 Total Revenues Transfers In 1,963,291 - 1,441,323 80,766 3,291,540 - Total Expenses Transfers Out 1,963,291 $ 1,546,648 93,098 1,522,089 $ 1,659,090 109,223 3,291,540 2,953,080 2,918,230 $ 3,102,960 - 2,777,032 Actual FY 2017 $ $ $ Actual FY 2016 Budget FY 2019 2,953,080 - 3,254,860 - OTHER SPECIAL REVENUE Total Sources Projected FY 2018 $ 3,102,960 3,197,900 $ 3,197,900 (149,880) $ (279,670) Projected FY 2018 Budget FY 2019 2,313,510 $ 4,777,740 30,000 2,918,230 2,313,510 3,497,870 $ 3,405,190 30,000 3,497,870 4,222,360 30,000 Total Uses $ 1,639,746 $ 1,768,313 $ 4,252,360 Net Operating Result $ 323,545 $ (246,224) $ (1,516,200) $ (1,121,680) $ (754,490) 160 $ 4,807,740 $ 3,435,190 Table of Contents OTHER CAPITAL FUNDS PURPOSE STATEMENT OBJECTIVES FY 2019 Plan for future town infrastructure needs and ensure Gilbert funded infrastructure is designed and constructed to the appropriate standards. High Performing Government ♦ Purchase and implement Project Management Software for project tracking, collaboration and management ♦ Continue the refinement of the interdepartmental collaborations during project development and budgeting phase of the capital improvements planning ♦ Manage the completion of the design of Public Training Facility, Gilbert Regional Park Phase II, Rittenhouse District Park Phase II, Lindsay/202 Traffic Interchange ♦ Manage the completion of Construction on Heritage District Garage II by February 1, 2019 ♦ Continue to provide Project Management Services on over 135 projects annually within budget and schedule to meet client satisfaction ACCOMPLISHMENTS FY 2018 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Evaluated and recommended Project Management Software for utilization from project initiation through project close out Managed the design of Gilbert Regional Park, Rittenhouse District Park, Lindsay Road and Germann Road, Public Safety Training Facility (60%) and the Lindsay Road Traffic Interchange with SR202 (30%) Managed the construction of projects including the Heritage District Garage II, Fire Station #9, Greenfield Water Reclamation Plant Phase III Issued final completion on the construction projects of Santan Vista Water Treatment Plant expansion, Gilbert Road Waterline Replacement and Layton Lakes Force Main Replacement Managed the development of an Integrated Water Resources Master plan, Water Quality Master Plan, Storm water Master Plan, and ADA Transition Plan Scoped/developed/cost estimated 38 new projects and validated 210 existing projects Over 100 new contracts issued; 50 in design, 30 in construction and 20 for Project Management/Construction Management services BUDGET NOTES There are no significant changes to the Capital Projects Administration budget. Continued authorization of a Limited Term Agreement Senior Project Manager is included in the personnel budget. For FY 2019, a change to the capital project accounting method is reflected in the financials shown, specifically the CIP funds and the Transfers Out. Actual FY 2016 Actual FY 2017 Projected FY 2018 Expected FY 2019 Target Input Projects in New Project Management Software N/A N/A 25 150 N/A New Projects Scoped and Cost Estimated N/A N/A 38 25 N/A New Contracts Issued N/A N/A 100 50 N/A Total Investment in Capital Projects (in Millions) $50.0 $76.4 $125.0 $150.0 N/A Manage Active Projects N/A N/A 135 130 N/A PERFORMANCE MEASURES 161 Table of Contents OTHER CAPITAL FUNDS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Capital Projects Administration 7.40 12.40 12.40 12.40 12.40 Total Personnel 7.40 12.40 12.40 12.40 12.40 EXPENSES BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Capital Projects Administration CIP Contingency Outside Sources Bonds Proceeds Prop 400 Revenue Obligations MPC - Water System MPC - Wastewater System Redevelopment CIP Streets CIP Traffic Control CIP Parks and Recreation CIP Municipal Facilities CIP Water CIP Wastewater CIP Storm Water CIP 742,959 134,402 6,668,256 2,944,931 7,167,024 121,239 - 1,060,626 1,172,384 10,914,631 1,880,269 2,276,331 2,610,199 - 1,906,040 100,000,000 26,539,660 64,821,560 35,537,930 2,382,000 66,588,420 47,295,000 - 1,521,610 812,380 7,716,920 3,462,970 26,170,051 1,040,870 - 1,820,940 100,000,000 24,939,840 128,028,650 5,580,860 55,370,510 16,857,760 127,180,970 118,181,840 1,177,810 $ 17,778,811 $ 19,914,440 $ 345,070,610 $ 40,724,801 $ 579,139,180 EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 659,348 1,928,301 15,191,162 1,002,612 3,494,161 15,417,667 1,711,180 12,376,270 330,983,160 1,326,750 763,110 38,634,941 1,684,440 13,651,470 563,803,270 $ 17,778,811 $ 19,914,440 $ 345,070,610 $ 40,724,801 $ 579,139,180 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 20,227,819 - 90,875,376 411,000 189,007,520 83,000 57,569,540 83,000 140,812,260 477,318,240 Total Sources $ 20,227,819 $ 91,286,376 $ 189,090,520 $ 57,652,540 $ 618,130,500 Total Expenses Transfers Out 17,778,811 - 19,914,440 - 345,070,610 - 40,724,801 - 579,139,180 217,237,910 Total Uses $ 17,778,811 $ 19,914,440 $ 345,070,610 $ 40,724,801 $ 796,377,090 Net Operating Result $ $ 71,371,936 $(155,980,090) $ 16,927,739 $(178,246,590) PERSONNEL BY ACTIVITY Total Expenses Total Expenses 2,449,008 162 Table of Contents GUIDE TO CAPITAL IMPROVEMENT PLAN SUMMARY Capital Improvement Plan Summary Provides the reader an overview of the Capital Improvement Plan development and adoption process, including a discussion related to the timelines and prioritization criteria that is used to effectively allocate resources for the budget year. Projects are grouped by project type and a summary of the ten year plan shows planned expenditures for each of these areas: • Streets (ST) • Municipal Facilities (MF) • Storm Water (SW) • Wastewater (WW) • Traffic (TS) • Redevelopment (RD) • Water (WA) • Parks and Recreation (PR) A summary of funding sources is also provided for the same ten year period. 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. Capital Improvement Plan – Ten Year Plan Projects are presented in detail by funding source, by project for the ten year plan. The amounts shown represent the engineer’s preliminary estimate of the cost, timing of expenditures and applicable funding sources. All estimates are in today’s dollars. Project Type Detail Sections Summary by Project Type with Map - A detail table of all project expenses and funding sources for the ten year plan is presented by project type, along with a map highlighting locations for the FY 2019 projects. Following each summary and map, descriptions of each project that are included in the FY 2019 budget are presented. Project Title - This represents a descriptive name for the requested capital project. It may name a specific building, development, section of roadway, park, or intersection, etc. 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 a physical description of the improvements (e.g. 24,000 square-foot building, three miles of road, 12acre park with playground equipment, etc.) and the justification for the project or alternatives to constructing the improvement. Prioritization Ranking - Each project receives a prioritization ranking score during the CIP development process. The ranking is shown in the lower left hand corner of each project description. 163 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 and refines the scope of work and provides cost estimates. Once cost estimates are provided, the Management and Budget Department 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 or 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. The Executive Team and Town Management provide 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 164 Table of Contents CAPITAL IMPROVEMENT PLAN SUMMARY 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 2019 - 2028 Capital Improvement Plan was adopted on June 7, 2018. Only the first year of the plan (FY 2019) is funded. The other years are adopted for planning and forecasting purposes. The following is a summary of the ten year plan. Detailed descriptions of the projects budgeted for FY 2019 are found in the pages that follow. Capital Expenses: (1,000s) Total Streets Improvements $ Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 $ $ $ $ 561,404 $ 71,556 $ 128,029 8,859 $ 74,186 $ 77,802 Traffic Control Improvements 32,789 4,805 5,583 3,576 5,488 3,583 3,017 2,224 119,354 8,089 78,042 - Municipal Facilities 186,218 37,787 16,857 85,152 24,523 5,820 1,175 7,844 7,060 Redevelopment 79,825 46,102 24,941 5,422 - 236 1,024 2,100 - Storm Water Improvements 6,014 - 1,178 300 - - - 4,536 - Water System Improvements 397,095 85,957 127,180 46,544 23,323 22,701 31,351 55,366 4,673 Wastewater System Improvements 289,435 26,394 118,181 12,013 9,006 5,205 3,274 101,623 13,739 Parks, Recreation, and Open Space 543,851 31,269 55,370 21,009 1,550 24,197 13,510 218,108 178,838 $ 2,096,631 $ 303,870 $ 477,319 $ 179,504 70,844 $ 135,362 $ 130,360 Total Capital Expenses $ $ 517,020 Capital Improvement tlan .y troject Type Streets Improvements 26.8% Traffic Control Improvements 1.6% Parks, Recreation, and Open Space 25.9% Municipal Facilities 8.9% Redevelopment 3.8% Storm Water Improvements 0.3% Wastewater System Improvements 13.8% Water System Improvements 18.9% 165 $ 282,352 Table of Contents CAPITAL IMPROVEMENT PLAN SUMMARY Capital Sources: (1,000s) PFMPC - 2017 Bonds Prior Years Total $ 9,285 $ FY 2019 3,226 $ FY 2020 6,059 $ FY 2021 - $ FY 2022 - $ FY 2023 - $ Years 6-10 - $ Beyond 10 - $ - WRMPC - 2007 Bonds 13 13 - - - - - - - WRMPC - 2018 Bonds 45,253 3,772 41,481 - - - - - - WRMPC - Intergov Contribution 27,084 23,880 3,204 - - - - - - WRMPC - Bonds (SDF) 59,048 32,378 26,670 - - - - - - PFMPC - 2009 Bonds 33,021 33,021 - - - - - - - 2001 GO Bonds 02-03 1 1 - - - - - - - 2006 GO Bonds 08 16,278 16,278 - - - - - - - 2007 GO Bonds 08 16,548 16,548 - - - - - - - 2017 GO Bonds 76,709 5,544 71,165 - - - - - - 2020 Potential Public Safety Bonds 63,866 - - 58,767 5,099 - - - - 2022 Potential Streets Bonds 169,883 - - - - 50,857 73,973 45,053 - 2024 Potential Parks Bonds 125,177 - - - - 6,526 - 118,651 - 2026 Potential Streets Bonds 53,218 - - - - - - 53,218 - 255 115 140 - - - - - - State Grant Federal Grant 429 18 411 - - - - - - CDBG 2,652 1,227 1,205 220 - - - - - MAG RTP Arterial Fund 74,533 17,325 15,810 7,709 7,323 12,864 6,735 6,767 - MAG Revolving Fund 15,305 4,752 21,279 (7,709) (7,323) 7,212 (2,906) - - Aesthetic Funds 2,613 - 2,613 - - - - - - Developer Contribution 7,858 4,530 1,057 - - - - 2,271 - 19 19 - - - - - - - CIP Outside Sources 23,965 12,571 9,631 1,763 - - - - - CIP O/S Revolving Fund 1,068 (11,730) 11,732 - - 31 - 1,035 - City of Mesa 3,092 - - - - - - 3,092 - Water Repl Fund 93,801 10,396 34,818 17,504 13,447 2,400 10,636 4,600 - Wastewater Repl Fund 9,148 Salt River Project 102,324 10,847 51,142 5,909 7,157 4,417 3,274 10,430 Fleet Repl Fund 1,114 - - 1,114 - - - - - General Fund 119,289 30,556 25,654 4,796 7,091 7,791 11,701 29,334 2,366 Roadway and Maint. Fund 36,779 4,353 9,260 6,191 10,106 1,873 232 4,764 - Env. Services - Res. 21,647 2,669 3,145 4,112 - - - 4,661 7,060 Water Fund 91,201 8,240 9,207 6,364 4,288 4,570 17,545 36,314 4,673 Wastewater Fund 38,604 9,927 9,922 1,987 - 887 - 11,290 4,591 Env. Services - Comm. 755 226 216 255 - - - 58 - CIP Fund 250 - 250 - - - - - - General Govt SDF 5 - 5 - - - - - - Police SDF 10 - 10 - - - - - - Fire SDF 4,015 2,305 10 - - - 850 850 - Park SDF 30,789 848 21,133 2,270 - 6,538 - - - Signal SDF 15,383 3,113 3,258 3,117 1,136 1,644 1,818 1,297 - Water SDF 41,030 3,841 13,357 4,736 - 5,932 - 13,164 - Wastewater SDF 2,179 1,210 969 - - - - - - Water Resources SDF 54,871 10,780 42,731 1,360 - - - - - Greenfield Wastewater SDF 21,262 1,005 13,373 - - - - 6,884 - Neely Wastewater SDF 2,811 7 2,804 - - - - - - Future Growth Funding 274,500 - - 24,089 21,637 21,584 6,502 145,287 55,401 Park SDF - Prior to 2012 39,910 6,102 17,308 16,500 - - - - - Private Fund 6,480 - - - - - - - 6,480 Investment Income 70 70 - - - - - - - Unidentified 192,633 - - - - - - - 192,633 Miscellaneous 77,746 33,887 6,290 18,450 883 236 - 18,000 - Total Sources $ 2,096,631 $ 303,870 $ 477,319 $ 179,504 70,844 $ 135,362 $ 130,360 166 $ $ 517,020 $ 282,352 Table of Contents CAPITAL IMPROVEMENT PLAN SUMMARY /apital Improvement tlan by Cunding Source Type Other 28.0% System Development Fees 10.1% Other Municipalities / Schools 0.2 GO Bonds 24.9% Replacement Funds 9.4% Federal / State / County Funds 4.4% Operating Funds 14.7% 167 MPC Bonds 8.3% Table of Contents 168 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 2019-2028 expense operating impacts are shown by project type below: Operation and Maintenance Impact (1,000s): FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Streets Improvements $ $ $ $ $ Traffic Control Improvements Municipal Facilities Redevelopment - 159 159 159 159 Total $ 636 6 14 22 37 42 121 1,591 1,973 2,985 3,035 4,447 14,031 642 30 153 153 153 153 Storm Water Improvements - 5 5 5 5 20 Water System Improvements 20 178 323 323 413 1,257 Wastewater System Improvements - 457 757 1,329 1,629 4,172 Parks, Recreation, and Open Space 17 45 279 411 1,534 2,286 8,382 $ 23,165 Net Additional Operating Cost $ 1,664 $ 2,984 $ 4,683 $ 5,452 $ The operating impacts by expense type and anticipated revenue are shown below: Operation and Maintenance Impact (1,000s): FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Personnel $ $ $ $ $ 1,135 1,318 1,751 1,901 3,778 Total $ 9,881 Contractual Services 276 688 1,320 1,710 2,350 6,344 Supplies 241 564 720 945 1,196 3,666 Utilities (16) 333 756 760 913 2,746 Insurance 28 81 137 137 145 528 $ 23,165 Total O&M Impact $ 1,664 $ 2,984 $ 4,683 $ 5,452 $ 8,382 Total Revenue $ - $ - $ - $ - $ - Operating Costs by Project Type Storm Water Improvements 0.1% Water System Improvements 5.4% Redevelopment 2.7% Wastewater System Improvements 18.0% Parks, Recreation, and Open Space 9.9% Streets Improvements 2.8% Municipal Facilities 60.6% Traffic Control Improvements 0.5% 169 $ - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name Project Ranking 2001 GO Bonds Projects PR0850 Santan Vista Trail - Phase III Total 2001 GO Bonds 2006 GO Bonds Projects ST0580 Germann Road - Val Vista to Higley ST0940 Cooper and Guadalupe Intersection ST1120 Val Vista Drive - Appleby to Riggs ST1290 Guadalupe and Gilbert Intersection ST1520 Higley and Warner Improvements ST1750 Mustang Road - SR202 to Germann Total 2006 GO Bonds 2007 GO Bonds Projects ST0540 Ocotillo Road - Greenfield to Higley ST0580 Germann Road - Val Vista to Higley ST0940 Cooper and Guadalupe Intersection ST0980 Higley Road - Riggs to Hunt Highway ST1030 Power Rd - Santan Freeway to Pecos Rd ST1120 Val Vista Drive - Appleby to Riggs ST1450 Germann Road - Gilbert to Val Vista Total 2007 GO Bonds 2017 GO Bonds Projects RD2110 Heritage District Transportation Imp. ST0940 Cooper and Guadalupe Intersection ST0960 Recker Rd - 660' No. of Ray to 1320' No. ST1120 Val Vista Drive - Appleby to Riggs ST1140 Lindsay Road - Queen Creek to Ocotillo ST1170 Lindsay Road - Pecos to SR202 ST1320 Elliot and Gilbert Intersection ST1380 Elliot and Cooper Intersection ST1450 Germann Road - Gilbert to Val Vista ST1580 Lindsay Road/SR 202 Traffic Interchange ST1590 Higley & Pecos Improvements ST1600 Gilbert Road Railroad Crossing Upgrade ST1680 Gilbert Rd - Baseline to No. of Guadalupe Recon. ST1690 Val Vista Drive Reconstruction ST1700 Stonebridge Lakes Reconstruction ST1720 Val Vista Lakes Overlay and Imp. ST1750 Mustang Road - SR202 to Germann ST1780 Higley/San Tan Loop 202 Improvements ST1820 Pecos Road - Allen to Lindsay ST1860 Gilbert and Warner Improvements TS1300 Val Vista and Baseline Signal Imp. Total 2017 GO Bonds 2020 Potential Public Safety Bonds Projects MF0400 Public Safety Training Facility Total 2020 Potential Public Safety Bonds 2022 Potential Streets Bonds Projects ST0540 Ocotillo Road - Greenfield to Higley ST0780 Baseline Road - Greenfield to Power ST0980 Higley Road - Riggs to Hunt Highway ST0990 Ocotillo Road - Val Vista to Greenfield ST1180 Warner Road - Power to 1/4 Mile West ST1200 Power Rd - Guadalupe to Santan Fwy ST1300 Warner and Greenfield Intersection ST1330 Guadalupe and Val Vista Intersection ST1340 Guadalupe and Power Intersection ST1350 Guadalupe and Greenfield Intersection ST1360 Elliot and Greenfield Intersection ST1370 Elliot and Val Vista Intersection ST1840 Cooley Station Transit Center Total 2022 Potential Streets Bonds 2024 Potential Parks Bonds Projects PR0190 Nichols Park at Water Ranch Phases II/III PR0310 Gilbert Regional Park PR0320 Rittenhouse District Park Total Budget (1,000's) FY 2019 FY 2020 1.82 $ $ 1 1 $ $ 1 1 $ $ - $ $ - 3.00 3.00 3.00 3.00 3.00 3.00 $ 157 1,036 2,314 4,269 8,466 36 16,278 $ 157 1,036 2,314 4,269 8,466 36 16,278 $ - $ - $ 2.56 3.00 3.00 1.46 3.00 3.00 3.00 $ $ 3.00 3.00 3.00 3.00 3.00 3.00 1.77 3.00 3.00 3.00 1.82 3.00 3.00 3.00 3.00 3.00 3.00 3.00 2.42 2.05 3.00 $ 246 1,683 7,492 1,973 3,865 1,135 154 16,548 $ 6,107 2,472 2,428 11,614 2,761 3,246 150 6,230 6,480 8,615 879 1,190 4,593 3,128 686 8,707 877 1,022 4,256 688 580 76,709 2.87 $ $ 2.56 1.00 1.46 1.42 2.05 1.00 1.46 1.87 0.77 1.00 0.77 1.24 0.77 $ $ 1.82 3.00 3.00 170 Prior Years $ $ $ $ $ 246 1,683 7,492 1,973 3,865 1,135 154 16,548 $ 885 2,055 124 8 82 66 112 899 28 5 162 16 125 74 877 26 5,544 63,866 63,866 $ $ 61,223 2,765 12,062 14,613 2,372 8,247 12,319 9,570 5,115 11,327 9,665 11,371 9,234 169,883 $ 14,830 46,842 41,728 $ $ $ $ $ $ - $ $ $ $ 5,222 417 2,304 11,606 2,761 3,164 84 6,118 5,581 8,587 879 1,185 4,431 3,112 561 8,633 1,022 4,256 688 554 71,165 $ - - $ $ - $ $ 58,767 58,767 - $ - $ - - $ - $ $ $ - $ - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Beyond 10 Yrs $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - - $ - $ - $ - $ - $ - $ - $ - $ $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ $ 5,099 5,099 $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ 9,139 14,613 2,372 8,247 5,115 11,371 50,857 $ 52,084 12,319 9,570 73,973 $ 12,062 11,327 23,389 $ 2,765 9,665 12,430 $ 9,234 9,234 $ - $ - $ - - $ - $ - $ 46,842 41,728 $ - $ 2,860 - $ 11,970 - $ - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 171 $ $ $ $ $ $ $ $ $ $ $ $ - - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name Project Ranking Total Budget (1,000's) Prior Years FY 2019 FY 2020 1.00 1.60 15,251 6,526 125,177 - - - PR0330 PR1230 Marathon Trail ( East Maricopa Floodway) Trail Lighting Total 2024 Potential Parks Bonds 2026 Potential Streets Bonds Projects ST0800 Recker Rd - Ocotillo to Chandler Heights ST1150 Hunt Highway - Higley to Recker ST1160 Recker Road - Riggs to Hunt Highway ST1270 Val Vista Drive - Riggs to Hunt Highway ST1310 Ray and Gilbert Intersection ST1320 Elliot and Gilbert Intersection ST1570 Constellation Way, So. of Coldwater Blvd Total 2026 Potential Streets Bonds Aesthetic Funds Projects PR0060 Heritage Trail Middle Seg (Cons. Canal) PR0840 Santan Vista Trail - Phase II Total Aesthetic Funds CDBG Fund Projects RD2010 Heritage District Water and Sewer Imp. RD2020 Page Park Center Renovations WA1160 Waterline - Linda Lane Replacement Total CDGB Funds CIP Fund Projects MF2430 CIP Project Management Software Total CIP Funds CIP O/S Revolving Fund Projects PR0060 Heritage Trail Middle Seg (Cons. Canal) PR0310 Gilbert Regional Park PR0330 Marathon Trail ( East Maricopa Floodway) PR0840 Santan Vista Trail - Phase II PR1130 Western Powerline Trail - Ped Crossing PR1250 Elliot District Park Improvements ST0540 Ocotillo Road - Greenfield to Higley ST0780 Baseline Road - Greenfield to Power ST0960 Recker Rd - 660' No. of Ray to 1320' No. ST1200 Power Rd - Guadalupe to Santan Fwy ST1570 Constellation Way, So. of Coldwater Blvd ST1610 Transit Master Plan ST1650 Palm Street Improvements ST1660 Adora Trails Improvements ST1740 Higley and Baseline Intersection Imp. TS1830 Queen Creek and 156th Street WA1100 Constellation Way Water Main Total CIP O/S Revolving Funds CIP Outside Sources Fund Projects PR0310 Gilbert Regional Park PR1250 Elliot District Park Improvements MF2500 Environmental Site Remediation ST1120 Val Vista Drive - Appleby to Riggs ST1170 Lindsay Road - Pecos to SR202 ST1610 Transit Master Plan ST1630 Arterial Streets Reconstruction ST1660 Adora Trails Improvements ST1680 Gilbert Rd - Baseline to No. of Guadalupe Recon. ST1710 Val Vista Dr/Eastern Canal Bridge Repair Total CIP Outside Sources Funds City of Mesa Funded Projects ST0780 Baseline Road - Greenfield to Power Total City of Mesa Funds Developer Contributions Fund Projects PR0190 Nichols Park at Water Ranch Phases II/III PR0330 Marathon Trail ( East Maricopa Floodway) ST0580 Germann Road - Val Vista to Higley ST0780 Baseline Road - Greenfield to Power ST0840 Hunt Highway - Val Vista to 164th Street ST0960 Recker Rd - 660' No. of Ray to 1320' No. ST1020 Ocotillo Road - Recker to Power $ 1.00 0.77 0.77 0.77 0.77 1.77 0.77 $ $ 3.00 3.00 $ $ 1.87 3.00 1.60 $ 1,467 1,146 2,613 $ $ $ $ $ $ 70 1,712 870 2,652 2.18 $ $ 250 250 3.00 3.00 1.00 3.00 3.00 3.00 2.56 1.00 3.00 1.00 0.77 3.00 3.00 3.00 3.00 3.00 3.00 $ (1,352) $ 596 912 375 (33) 193 319 58 1,068 $ $ 411 11,665 1,763 3,500 4,000 33 16 338 1,184 1,055 23,965 1.00 $ $ 1.82 1.00 3.00 1.00 0.77 3.00 3.00 $ $ 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 2.51 172 8,564 7,035 8,342 5,479 12,319 9,524 1,955 53,218 $ $ - $ 70 1,157 1,227 $ $ - $ $ $ $ $ 1,467 1,146 2,613 $ $ $ $ $ - $ 555 650 1,205 $ 220 220 $ $ 250 250 $ $ - $ (411) (89) 174 73 (10,309) 7 (215) (112) (31) (731) 193 (338) 19 58 (18) (11,730) $ (1,352) $ 411 422 839 10,309 368 112 (33) 338 300 18 11,732 $ - $ $ 3,500 3,876 33 1,184 1,038 9,631 $ $ 411 11,665 124 16 338 17 12,571 $ 1,763 1,763 3,092 3,092 $ $ - $ $ - $ $ - 650 89 181 305 40 112 2,269 $ 650 89 181 305 40 112 2,269 $ - $ - $ $ - $ Table of Contents TEN-YEAR FINANCIAL PLAN FY 2021 $ $ $ $ - FY 2022 $ $ $ - $ $ $ - $ $ $ $ $ $ $ 6,526 6,526 - FY 2023 $ $ $ - $ $ $ - - $ $ - $ $ - $ $ $ $ $ $ - FY 2024 $ $ $ - $ $ $ - - $ $ 31 31 $ $ - - $ $ - $ $ $ $ 15,251 103,821 - FY 2025 $ $ $ $ $ - - $ $ - $ $ - - $ $ - $ $ $ - $ - $ - FY 2026 $ $ $ - $ $ $ - - $ $ 89 89 $ $ - - $ $ - $ $ $ $ 2,860 8,564 8,342 5,479 12,319 9,524 1,955 46,183 $ $ $ - $ $ $ - - $ $ 215 215 $ $ - - $ $ - $ $ $ $ 11,970 - FY 2028 $ $ $ - $ $ $ - - $ $ 731 731 $ $ - 3,092 3,092 $ $ - $ 173 FY 2027 $ $ $ 7,035 7,035 Beyond 10 Yrs $ $ $ - - $ $ $ - $ - - $ $ - $ $ - - $ - $ - $ - - $ $ - $ $ $ $ $ $ $ - $ - $ - - $ $ - $ $ - - $ - $ - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name Project Ranking Total Budget (1,000's) Prior Years 3.00 1.00 0.77 3.00 2.42 2.05 3.00 77 31 731 885 2,271 100 117 7,858 31 731 5 117 4,530 ST1120 ST1200 ST1570 ST1740 ST1810 ST1860 WA1100 Val Vista Drive - Appleby to Riggs Power Rd - Guadalupe to Santan Fwy Constellation Way, So. of Coldwater Blvd Higley and Baseline Intersection Imp. Warner Road - Higley to Wade Drive Gilbert and Warner Improvements Constellation Way Water Main Total Developer Contributions Funds Environmental Services - Commercial Fund Projects MF2280 CNG Fueling Station MF2310 Utility Billing/Customer Service System MF2350 Fleet Maintenance Facility MF2420 South Area Service Center Paving MF2450 CNG Fueling Station - Phase II RD2140 Heritage District Trash Compactors Total Environmental Services - Commercial Funds Environmental Services - Residential Fund Projects MF0320 Transfer Station MF2280 CNG Fueling Station MF2310 Utility Billing/Customer Service System MF2350 Fleet Maintenance Facility MF2380 ADA Transition Plan MF2410 North Area Service Center Paving MF2420 South Area Service Center Paving MF2450 CNG Fueling Station - Phase II RD1160 Ash Street - Phase I SW0070 Sonoqui Wash Landscaping SW0080 Storm Water Pump Station Assessment SW0090 Storm Water Priority Assessment SW0100 Hunt Highway Bank Protection SW0110 Desert Lane Drainage ST1120 Val Vista Drive - Appleby to Riggs Total Environmental Services - Residential Funds Federal Grant Fund Projects TS1320 Advanced Traffic Mgmt Sys. - Phase IV TS1650 Baseline Road Fiber Optic Infrastructure TS1730 East Valley Travel Monitoring Total Federal Grant Funds Fire System Development Fee Projects MF0230 Fire Station 9 MF2160 Adaptive Response Unit (ARU 2) MF2170 Fire Station 7 MF2290 Adaptive Response Unit 1 (ARU 1) MF2390 System Development Fee Study Total Fire System Development Funds Fleet Replacement Fund Projects MF2440 NASC Fuel Storage Tank Replacement Total Fleet Replacement Funds Future Growth Funding Projects ISP Intersection Signal Program PR0390 Crossroads Park - Phase II PR0420 Freestone Recreation Center Pool PR0580 Rittenhouse Trail PR0620 Powerline Trail - Phase IV PR0690 Gilbert Youth Soccer Complex - Phase II PR0810 South Area Pool PR0850 Santan Vista Trail - Phase III PR0970 Santan Vista Trail - Phase IV PR1010 Trail - Santan Fwy - Val Vista to Disc. Park PR1020 Trail - Santan Fwy - Disc Pk to Cosmo Pk PR1100 Powerline Trail - Recker to Power PR1210 Santan Vista Trail - Phase V MF2160 Adaptive Response Unit (ARU 2) MF2290 Adaptive Response Unit 1 (ARU 1) $ 3.00 1.23 2.56 0.77 3.00 3.00 $ $ 0.82 3.00 1.23 2.56 3.00 0.77 0.77 3.00 3.00 3.00 3.00 1.46 2.18 1.77 3.00 $ $ 3.00 3.00 3.00 $ 7,060 2,539 1,332 595 40 16 109 2,247 126 4,536 157 300 873 148 1,569 21,647 $ $ $ $ 2 415 12 429 $ $ $ 734 850 1,571 850 10 4,015 1.69 $ $ 1.00 1.00 1.13 0.77 1.60 1.31 1.27 1.82 1.82 1.46 1.46 1.60 1.82 1.64 1.64 $ $ 3.00 $ 3.00 1.64 3.00 174 226 8 52 58 195 216 755 $ 226 226 2,539 4 126 2,669 FY 2019 $ $ $ $ $ 2 4 12 18 $ $ $ 734 1,571 2,305 1,114 1,114 $ $ 5,680 18,200 17,820 5,622 1,444 52,240 9,162 5,681 2,097 3,427 5,793 1,565 4,539 150 150 $ $ 77 880 100 1,057 216 216 362 36 157 873 148 1,569 3,145 FY 2020 $ - $ - $ 8 52 195 255 $ $ 970 595 2,247 300 4,112 411 411 $ $ $ 10 10 $ - - $ $ - $ $ 1,114 1,114 - $ - $ 1,444 - $ $ - Table of Contents TEN-YEAR FINANCIAL PLAN $ $ FY 2021 FY 2022 FY 2023 FY 2024 - - - - $ - $ - $ - $ $ $ - $ $ $ $ $ $ $ $ $ $ - $ - $ - $ $ $ - - $ $ - $ $ $ $ $ - $ - $ - $ $ $ 850 850 - $ $ 9,162 - $ $ $ $ FY 2025 $ $ - $ $ $ - $ - $ 850 850 - $ $ 2,097 150 $ $ $ $ 16 109 125 $ - $ $ - $ 58 58 2,271 2,271 FY 2026 FY 2027 FY 2028 - - - $ - $ - $ $ $ - $ - $ - - $ $ 1,136 5,681 1,565 150 - $ $ - $ 4,536 4,536 $ $ $ - $ - $ - - $ $ 1,136 - $ $ $ 175 $ $ Beyond 10 Yrs $ - - $ - $ $ $ - $ - $ - $ - $ - $ - $ - - $ $ - $ $ - $ $ - 1,136 - $ 1,136 12,220 - $ 1,136 40,020 - $ 18,200 17,820 5,622 3,427 5,793 4,539 - $ $ $ $ $ $ 7,060 7,060 Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name Project Ranking MF2470 MF2480 ST1200 TS1620 WA0940 WA1120 WA1200 WA1230 WA1260 WA1390 WW0690 WW0960 WW1200 Public Safety Center Expansion Police Dispatch Center Expansion Power Rd - Guadalupe to Santan Fwy Higley and Coldwater Water Rights - Phase II Waterline - Power Road Elliot to Warner Water Rights - Resiliency and Capacity New Res. and Res. Repl Pwr/Queen Crk Water Line-Lindsay - Baseline to Harwell Freeman Farms Booster Pump Station Relief Sewers Riparian Preserve Distrib. Structure Exp. Greenfield WRP Phase IV Expansion Total Future Growth Funds General Fund Projects PR0060 Heritage Trail Middle Seg (Cons. Canal) PR0310 Gilbert Regional Park PR0530 Crossroads Pk - Stabilization of Lake Emb. PR0560 Parks and Trails Signs PR0570 Urban Lakes Renovation PR0920 Shade Structures - Various Locations PR1030 Playground Repl - Various Park Sites PR1080 Discovery Park Playground Structure PR1090 Riparian - Interpretive Sign Replacement PR1110 SERL - Fountain/Parking Lot Connection PR1120 Gilbert Youth Soccer Complex - Sprinkler Addition PR1130 Western Powerline Trail - Ped Crossing PR1140 Elliot District Park Repairs Phase I PR1150 Town Store - Southeast Regional Library PR1160 Irrigation System Replacements PR1170 Irrigation Controller Replacements PR1220 Freestone Recreation Center Roof PR1240 Cosmo Park Turf Project PR1250 Elliot District Park Improvements PR1260 Community Center Storage PR1270 Trail Crossings at Railroad Tracks PR1280 Freestone Rec Center Flooring Repl. MF0400 Public Safety Training Facility MF0530 Municipal Center I Renovation - Phase II MF0560 Human Res Talent Management Sys MF2170 Fire Station 7 MF2230 Topaz Radio MF2270 Permitting System Replacement MF2320 Finance and HR/Payroll Sys Repl MF2340 Parks and Rec Reservation Sys Repl MF2360 Public Safety Roof MF2370 Welcome Home Veterans Park MF2380 ADA Transition Plan MF2400 Police Information System Replacement MF2410 North Area Service Center Paving MF2420 South Area Service Center Paving MF2460 Comprehensive Needs Assessment Study MF2490 Family Advocacy Center RD1100 Vaughn Avenue Parking Structure RD1120 West Washington Street Parking RD1160 Ash Street - Phase I RD1200 Parking Structure II RD2080 Southeast Corner Elliot and Gilbert RD2100 Feasibility Study - Elliot Rd and Elm St Total Budget (1,000's) 2.09 2.56 1.00 1.46 1.77 1.69 1.64 2.82 1.46 3.00 1.82 2.00 1.77 176 $ 10,000 3,000 2,722 255 12,250 2,662 20,128 8,586 224 818 12,691 1,849 65,745 274,500 $ 3.00 $ 3.00 2.51 1.95 1.94 2.36 2.13 1.49 3.00 3.00 1.60 3.00 3.00 0.95 3.00 3.00 3.00 1.18 3.00 3.00 1.46 2.82 2.87 2.05 3.00 3.00 1.69 3.00 3.00 3.00 1.00 3.00 3.00 2.69 0.77 0.77 1.87 1.82 3.00 0.91 3.00 3.00 1.13 3.00 1,502 $ 746 4,237 375 8,410 380 3,540 831 100 150 3,144 420 4,803 130 18,680 950 1,847 1,254 650 159 286 328 6,934 13,063 233 4,164 9,054 1,706 1,816 51 190 559 435 3,400 577 325 394 3,000 172 113 1,012 13,770 2,100 120 Prior Years FY 2019 - - $ 1,417 $ 746 24 419 1,240 24 114 4,218 41 1,847 4 1,188 188 233 4,164 6,260 1,706 1,046 51 18 65 172 1,012 1,469 9 FY 2020 $ 4,050 4,064 8,586 818 5,127 24,089 85 $ 109 975 180 4 100 126 306 585 459 650 155 5,746 1,289 429 770 541 370 65 12,301 111 242 225 328 3,447 225 329 - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2021 $ $ 10,000 3,000 2,500 4,064 224 1,849 21,637 FY 2022 $ $ 242 200 225 6,039 385 - 2,722 5,700 4,000 21,584 FY 2023 $ $ 1,051 920 2,100 320 3,400 - 255 4,000 6,502 FY 2024 $ $ 4,237 312 1,244 5,620 175 113 - 4,000 12,532 FY 2025 $ $ 540 1,052 1,420 60 190 577 325 - 1,136 FY 2026 $ $ 399 10,720 300 2,100 - 177 2,662 3,798 FY 2027 $ $ 831 640 286 300 3,000 - 13,356 FY 2028 $ 7,564 65,745 114,465 $ 2,504 1,254 300 - 2,236 300 - Beyond 10 Yrs $ $ 55,401 2,236 130 - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name Project Ranking Total Budget (1,000's) Prior Years 0.77 0.77 3.00 3.00 3.00 3.00 3.00 3.00 3.00 $ 100 55 729 863 182 323 294 160 473 119,289 $ 1 55 658 863 182 195 294 160 473 30,556 3.00 $ $ 5 5 $ $ 3.00 2.40 3.00 3.00 1.90 $ 10 5,416 5,824 851 9,161 21,262 $ ST1160 ST1570 ST1580 ST1640 ST1650 ST1690 ST1750 TS1680 TS1840 Recker Road - Riggs to Hunt Highway Constellation Way, So. of Coldwater Blvd Lindsay Road/SR 202 Traffic Interchange Meadowbrook Village Reconstruction Palm Street Improvements Val Vista Drive Reconstruction Mustang Road - SR202 to Germann Traffic Operations Center Video Wall Repl. Elliot Rd W. of McQueen Total General Funds General Government System Development Fee Project MF2390 System Development Fee Study Total General Government System Development Fee Funds Greenfield Wastewater System Development Fee Projects MF2390 System Development Fee Study WW0720 Germann/Higley - 18" Recl. Water Main WW0770 South Recharge Site - Phase II WW0780 GWRP Reclaimed Water Pump Station Exp. WW0940 Recharge Facility and 4 Recharge Wells Total Greenfield Wastewater System Development Fee Funds Investment Income Projects PR0390 Crossroads Park - Phase II PR0850 Santan Vista Trail - Phase III MF2230 Topaz Radio ST0580 Germann Road - Val Vista to Higley ST0780 Baseline Road - Greenfield to Power ST0960 Recker Rd - 660' No. of Ray to 1320' No. Total Investment Income Funds MAG Revolving Fund Projects ST0580 Germann Road - Val Vista to Higley ST0940 Cooper and Guadalupe Intersection ST1030 Power Rd - Santan Freeway to Pecos Rd ST1120 Val Vista Drive - Appleby to Riggs ST1170 Lindsay Road - Pecos to SR202 ST1290 Guadalupe and Gilbert Intersection ST1380 Elliot and Cooper Intersection ST1390 Elliot and Higley Intersection ST1450 Germann Road - Gilbert to Val Vista ST1580 Lindsay Road/SR 202 Traffic Interchange ST1740 Higley and Baseline Intersection Imp. ST1830 Higley Road North of Elliot Total MAG Revolving Funds MAG RTP Arterial Fund Projects ST0580 Germann Road - Val Vista to Higley ST0940 Cooper and Guadalupe Intersection ST1120 Val Vista Drive - Appleby to Riggs ST1170 Lindsay Road - Pecos to SR202 ST1290 Guadalupe and Gilbert Intersection ST1330 Guadalupe and Val Vista Intersection ST1340 Guadalupe and Power Intersection ST1350 Guadalupe and Greenfield Intersection ST1360 Elliot and Greenfield Intersection ST1370 Elliot and Val Vista Intersection ST1380 Elliot and Cooper Intersection ST1390 Elliot and Higley Intersection ST1450 Germann Road - Gilbert to Val Vista ST1580 Lindsay Road/SR 202 Traffic Interchange ST1740 Higley and Baseline Intersection Imp. Total MAG RTP Arterial Funds Miscellaneous Fund Projects PR0190 Nichols Park at Water Ranch Phases II/III PR0310 Gilbert Regional Park PR0320 Rittenhouse District Park PR1040 Water Tower Plaza - Repairs/Upgrades 178 $ 1.00 1.82 1.69 3.00 1.00 3.00 $ $ 3.00 3.00 3.00 3.00 3.00 3.00 3.00 1.00 3.00 3.00 3.00 1.00 $ $ 3.00 3.00 3.00 3.00 3.00 1.87 0.77 1.00 0.77 1.24 3.00 1.00 3.00 3.00 3.00 $ $ 1.82 3.00 3.00 1.76 $ 5 3 22 4 22 14 70 $ $ $ FY 2019 FY 2020 $ 99 71 128 25,654 $ 4,796 - $ $ 5 5 $ $ - 707 6 292 1,005 $ 10 4,709 5,818 559 2,277 13,373 $ - 5 3 22 4 22 14 70 $ $ $ $ - $ $ $ 4,515 $ 343 2,127 (1,828) 8,744 1,404 15,305 $ 4,515 $ (218) 2,127 (1,828) 29 127 4,752 $ 561 5,098 3,978 2,808 3,372 2,225 3,237 21,279 5,627 5,187 5,098 5,325 6,511 3,829 2,379 2,992 3,775 3,774 4,140 3,775 15,445 2,901 3,775 74,533 $ 5,627 5,187 6,511 17,325 $ 1,347 1,332 12,044 676 411 15,810 $ 1,669 18,000 7 883 $ 1,669 7 - $ - $ $ $ $ $ (2,808) (3,401) (1,500) (7,709) 2,808 3,401 1,500 7,709 - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2021 $ 7,091 $ $ $ $ $ $ $ $ $ $ $ FY 2022 $ 7,791 - $ $ - $ - $ $ $ FY 2023 $ 11,701 - $ $ - $ - $ $ $ FY 2024 $ 4,164 - $ $ - $ - $ FY 2025 $ 13,519 - $ $ - $ $ $ - $ $ (2,906) (2,906) $ - $ 5,098 2,225 7,323 $ 3,978 2,379 3,774 869 1,864 12,864 $ 3,829 2,906 6,735 $ 2,992 2,992 $ 883 $ - $ - $ 18,000 - $ $ $ - $ $ - $ - $ - $ 3,775 3,775 $ - $ $ $ (3,978) 11,650 (1,864) 1,404 7,212 $ $ $ 5,057 $ $ (5,098) (2,225) (7,323) $ $ $ FY 2026 179 $ $ $ $ FY 2027 $ 4,058 - $ $ 6,884 6,884 $ - $ - $ - $ - $ $ $ $ $ FY 2028 Beyond 10 Yrs $ 2,536 $ 2,366 - $ $ - $ $ - - $ - $ - - $ - $ - $ - $ - $ - $ - $ - $ $ $ $ $ $ $ $ $ - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name Project Ranking Total Budget (1,000's) Prior Years 2.87 3.00 3.00 1.54 3.00 3.00 2.36 1.67 14,000 32,184 27 236 5,475 815 1,506 2,944 77,746 $ 32,184 27 33,887 $ $ - $ MF0400 RD1150 RD1160 RD1190 RD1200 RD1210 RD2090 RD2130 Public Safety Training Facility University Building Ash Street - Phase I Heritage District Parking Garage III Study Parking Structure II Phoenix Avenue Pedestrian Mall Trail Beautification - Canal E. of Gilbert Rd Ash Street Re-Alignment Total Miscellaneous Funds Neely Wastewater System Development Fee Projects MF2390 System Development Fee Study WW0700 Candlewood Lift Station and Force Main WW0890 Recl. Water Rec. Well at Elliot District Park Total Neely System Development Fee Funds Parks System Development Fee Projects PR0060 Heritage Trail Middle Seg (Cons. Canal) PR0310 Gilbert Regional Park PR0320 Rittenhouse District Park PR0620 Powerline Trail - Phase IV PR0810 South Area Pool MF2390 System Development Fee Study Total Parks System Development Fee Funds Parks System Development Fee - Prior to 2012 Projects PR0190 Nichols Park at Water Ranch Phases II/III PR0310 Gilbert Regional Park PR0320 Rittenhouse District Park Total Parks System Development Fee - Prior to 2012 Funds PFMPC 2009 Bonds Projects PR0320 Rittenhouse District Park MF0400 Public Safety Training Facility RD1100 Vaughn Avenue Parking Structure Total PFMPC 2009 Bonds Funds PFMPC 2017 Bonds Projects MF0230 Fire Station 9 Total PFMPC 2017 Bonds Funds Police System Development Fee Projects MF2390 System Development Fee Study Total Police System Development Fee Funds Private Funds Projects PR0710 Riparian Education Center Total Private Funds Roadway and Maintenance Fund Projects MF2380 ADA Transition Plan MF2410 North Area Service Center Paving MF2420 South Area Service Center Paving RD1120 West Washington Street Parking RD2120 Heritage District Intersections Study ST0710 Baseline Rd - Burk to Consolidated Canal ST1020 Ocotillo Road - Recker to Power ST1050 Elliot Road Improvements - Neely to Burk ST1540 Left-Turn Safety Enhancement ST1550 ADA Transition Replacement ST1620 Mesquite Street Sidewalk Improvements ST1630 Arterial Streets Reconstruction ST1660 Adora Trails Improvements ST1690 Val Vista Drive Reconstruction ST1700 Stonebridge Lakes Reconstruction Higley and Baseline Intersection Imp. ST1740 ST1760 Higley Road Reconstruction ST1770 Guadalupe Road Reconstruction ST1790 PM10 Paving - FY 2018 to FY 2022 ST1800 Cooper Rd - Encinas to Baseline Recon. ST1850 Greenfield Road Right Turn Lane at Knox TS1300 Val Vista and Baseline Signal Imp. TS1310 Advanced Traffic Mgmt Sys. - Phase III TS1330 Advanced Traffic Mgmt Sys. - Phase V $ 3.00 3.00 2.18 $ $ 3.00 3.00 3.00 1.60 1.27 3.00 $ $ 1.82 3.00 3.00 $ $ 3.00 2.87 3.00 180 $ 10 995 1,806 2,811 118 10,908 10,908 2,270 6,538 47 30,789 42 24,539 15,329 39,910 $ 10,268 14,496 8,257 33,021 3.00 $ $ 3.00 FY 2019 7 $ 7 $ $ 118 430 300 848 $ $ $ $ $ 42 539 5,521 6,102 $ 10,268 14,496 8,257 33,021 9,285 9,285 $ $ $ $ 10 10 0.91 $ $ 3.00 0.77 0.77 0.91 2.64 2.69 3.00 1.77 1.82 3.00 1.13 3.00 3.00 3.00 3.00 3.00 3.00 1.60 3.00 1.23 1.13 3.00 1.69 1.46 $ $ $ $ $ FY 2020 5,475 815 6,290 10 988 1,806 2,804 10,478 10,608 47 21,133 7,500 9,808 17,308 $ $ $ $ $ $ $ $ 14,000 1,506 2,944 18,450 2,270 2,270 16,500 16,500 $ - $ - 3,226 3,226 $ $ 6,059 6,059 $ $ - $ $ - $ $ 10 10 $ $ - 6,480 6,480 $ $ - $ $ - $ $ - 40 203 42 81 244 867 505 3,407 1,008 1,845 579 1,636 536 500 3,355 49 1,263 5,798 2,125 2,499 416 37 741 1,373 $ 4 505 234 720 1,636 49 44 177 27 37 - $ 36 867 554 800 89 500 3,355 5 1,086 598 - $ 244 220 325 579 398 1,554 500 741 - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2021 $ $ $ $ $ $ 883 FY 2022 $ - $ - $ $ $ - $ $ $ - $ $ 236 236 FY 2023 $ - $ 6,538 6,538 $ $ $ - $ $ $ - - $ $ $ $ - $ $ $ $ $ - FY 2024 $ - $ - $ $ $ - $ $ $ - - $ $ $ $ - - $ $ 4,244 500 2,499 416 - $ $ 18,000 FY 2026 FY 2027 FY 2028 - - - - $ - $ - $ $ $ - $ $ $ - - $ $ $ $ - - $ $ 500 1,373 $ $ FY 2025 $ - $ - $ $ $ - $ $ $ - - $ $ $ $ - - $ $ 81 - $ $ $ - $ - $ $ $ - $ $ $ - - $ $ $ $ - - $ $ 203 42 - $ $ 181 $ - $ - $ $ $ - $ $ $ - - $ $ $ $ - - $ $ - $ $ Beyond 10 Yrs $ - $ - $ $ $ - - $ $ $ - $ - - $ $ - $ $ - $ $ - $ $ - $ $ - - $ $ - $ $ - $ $ 6,480 6,480 3,407 - $ - $ - $ - $ $ $ - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name Project Ranking Total Budget (1,000's) Prior Years 1.46 3.00 1.60 1.60 1.60 1.60 0.91 3.00 3.00 3.00 0.77 1.46 3.00 2.00 1.82 3.00 1.93 3.00 3.00 3.00 1.46 1.46 $ 981 398 15 15 15 15 131 20 15 5 136 15 149 744 2,769 64 2,002 72 14 20 15 20 36,779 $ 398 5 118 100 44 171 70 14 4,353 $ $ 19 19 $ $ 19 19 TS1340 TS1350 TS1440 TS1450 TS1460 TS1470 TS1500 TS1540 TS1550 TS1560 TS1580 TS1620 TS1650 TS1660 TS1700 TS1730 TS1740 TS1750 TS1850 TS1860 TS1900 TS1910 Advanced Traffic Mgmt Sys. - Phase VI Advanced Traffic Mgmt Sys. - Network CCTV Cameras Recker and Cooley Loop North Recker and Cooley Loop South Williams Field and Cooley Loop West Williams Field and Cooley Loop East Riggs and Recker Val Vista and Ocotillo Val Vista and Chandler Heights Greenfield and Ocotillo Recker and Ocotillo Higley and Coldwater Baseline Road Fiber Optic Infrastructure Fiber Optic Communications Infra. Repl. Adapt. Signal Control Sys. - Santan Mall East Valley Travel Monitoring Advance Detection Safety Improvement Safe Routes to Sch. Enhanced Crsswlks Warner and Concord Val Vista and Appleby Queen Creek and Recker Road Pecos and Napa Total Roadway and Maintenance Funds Salt River Project PR0390 Crossroads Park - Phase II Total Salt River Project Funds Signal System Development Fee Projects ISP Intersection Signal Program MF2390 System Development Fee Study TS1220 Higley and Warner TS1230 Ray and Recker TS1310 Advanced Traffic Mgmt Sys. - Phase III TS1320 Advanced Traffic Mgmt Sys. - Phase IV TS1330 Advanced Traffic Mgmt Sys. - Phase V TS1340 Advanced Traffic Mgmt Sys. - Phase VI TS1440 Recker and Cooley Loop North TS1450 Recker and Cooley Loop South TS1460 Williams Field and Cooley Loop West TS1470 Williams Field and Cooley Loop East TS1500 Riggs and Recker TS1540 Val Vista and Ocotillo TS1550 Val Vista and Chandler Heights TS1560 Greenfield and Ocotillo TS1570 Recker and Warner TS1580 Recker and Ocotillo TS1620 Higley and Coldwater TS1820 Williams Field and Palomino Creek TS1830 Queen Creek and 156th Street TS1850 Warner and Concord TS1860 Val Vista and Appleby TS1870 Ray and Key Biscayne TS1880 Chandler Hgts /Seville - Shamrock Estate Rd TS1890 Higley Rd and Marbella Rd/Crescent Way TS1900 Queen Creek and Recker Road TS1910 Pecos and Napa TS1920 American Heroes Way/Gilbert Rd Signal Total Signal System Development Fee Funds State Grant Projects ST1610 Transit Master Plan Total State Grant Funds Unidentified Fund Projects PR0030 Freestone Park Expansion (North) 1.00 1.00 $ 3.00 3.00 3.00 1.69 3.00 1.46 1.46 1.60 1.60 1.60 1.60 0.91 3.00 3.00 3.00 1.46 0.77 1.46 3.00 3.00 3.00 3.00 3.00 3.00 3.00 1.46 1.46 2.05 $ 182 FY 2019 FY 2020 $ 20 15 31 644 20 583 2 20 15 20 9,260 $ 15 15 15 15 769 801 6,191 $ $ - $ $ - 3,976 $ 10 423 350 542 348 508 363 532 533 533 533 392 549 572 307 542 408 274 358 207 442 534 457 73 88 518 536 475 15,383 $ $ 423 350 348 31 31 31 31 26 27 307 358 207 442 340 73 88 3,113 $ $ 10 523 545 534 117 518 536 475 3,258 $ 568 542 501 502 502 502 3,117 3.00 $ $ 255 255 $ $ 115 115 $ $ 140 140 $ $ - 1.00 $ 22,300 $ - $ - $ - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2021 $ 2,000 447 10,106 $ $ $ FY 2022 $ 1,873 - $ $ $ $ 1,136 1,136 $ $ $ FY 2023 $ 136 15 232 - $ $ $ $ 1,136 508 1,644 - $ $ - $ FY 2024 $ 981 1,226 - $ $ $ $ 1,136 408 274 1,818 - $ $ - $ FY 2025 FY 2027 FY 2028 $ - $ - $ - - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ 392 542 934 $ - - $ $ - $ $ - $ $ - $ $ - - $ - $ - $ - $ 22,300 $ - - $ $ $ $ 363 363 - $ $ - $ FY 2026 $ 131 3,538 - $ $ $ $ - - $ $ - $ 183 Beyond 10 Yrs Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name Project Ranking Total Budget (1,000's) Prior Years FY 2019 FY 2020 1.13 0.60 1.00 1.31 0.77 0.77 6,140 81,740 3,100 1,147 164 78,042 192,633 - - - PR0240 PR0370 PR0630 PR0820 PR1070 ST0840 Freestone Skate/Tennis Facility - Phase II Culture and Education Center McQueen Park - Phase IV Public Bike Park Facility Riparian Preserve Yurts Hunt Highway - Val Vista to 164th Street Total Unidentified Funds Wastewater Fund Projects MF2310 Utility Billing/Customer Service System MF2370 Welcome Home Veterans Park MF2380 ADA Transition Plan MF2410 North Area Service Center Paving MF2420 South Area Service Center Paving RD1160 Ash Street - Phase I RD2130 Ash Street Re-Alignment ST1120 Val Vista Drive - Appleby to Riggs WA1190 2018 Integrated Water Resources Master Plan WA1430 Vulnerability Assessment and Emer Response Plan WW0690 Relief Sewers WW0700 Candlewood Lift Station and Force Main WW0750 Greenfield WRP - Phase III WW0770 South Recharge Site - Phase II WW0830 Reclaimed Water Reservoir #1 Rehab WW0910 Lift Station Odor Scrubber Replacements WW0950 Recl. Water Line Ext. in Chandler Hgts WW0970 GWRP - Various Plant Improvements WW0990 Fiesta Tech Sewer Service/Lift Station WW1000 Alternative Recovery Well R-5, McQueen Park WW1020 Greenfield Odor Control Scrubber WW1050 System Wide Force Main Retrofit WW1070 No. East Wastewater Basin Outfall WW1080 Recl. Water Vault - Recker/Warner WW1160 Layton Lakes Lift Station Bio-Filter WW1170 Freestone Park Odor Cont. Injection Sys. WW1200 Greenfield WRP Phase IV Expansion Total Wastewater Funds Wastewater Replacement Projects ST0940 Cooper and Guadalupe Intersection WW0700 Candlewood Lift Station and Force Main WW0910 Lift Station Odor Scrubber Replacements WW0970 GWRP - Various Plant Improvements WW1010 Layton Lakes Lift Stat. Force Main Rehab. WW1030 Force Main Repair - Greenfield/Ryan Rds WW1040 Commerce and Neely Force Main Repl. WW1050 System Wide Force Main Retrofit WW1060 Concrete Pipe - Gravity Sewer Rehab WW1090 Activated Sludge Pumping Station Repl. WW1100 Oxidation Ditch Rotor Replacements WW1110 Effluent Filter Replacements WW1120 Waste Sludge Pump/Scum Removal Sys. WW1130 Influent Odor Control System Repl. WW1140 Greenfield Repair and Repl. - Expansion WW1150 Crossroads Force Main Repair at Wllms Fld WW1180 Sewer Outfall Structure - Gilbert/Ray WW1190 Higley 202 Gravity Sewer Rehab WW1200 Greenfield WRP Phase IV Expansion Total Wastewater Replacement Funds Wastewater System Development Fee Projects WW0700 Candlewood Lift Station and Force Main WW0750 Greenfield WRP - Phase III WW0770 South Recharge Site - Phase II $ 184 $ 1.23 $ 3.00 3.00 0.77 0.77 3.00 1.67 3.00 3.00 1.63 1.82 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 1.18 3.00 2.60 2.36 1.77 $ 695 $ 622 40 140 150 58 315 570 325 209 2,406 1,092 562 574 1,595 30 1,893 1,331 5,927 1,349 712 250 4,591 403 977 788 11,000 38,604 $ 4 58 152 108 562 423 1,386 30 37 467 4,643 1,237 712 101 7 9,927 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 2.33 2.51 2.51 2.28 2.42 3.00 3.00 2.40 2.87 1.77 $ 189 $ 7,886 1,559 6,897 7,812 1,154 590 21,141 12,048 3,385 6,259 3,259 721 837 20,540 1,750 809 488 5,000 102,324 $ 3.00 $ 3.00 3.00 183 $ 500 300 $ - $ $ $ $ $ 622 36 570 173 110 2,406 984 151 209 1,856 864 1,284 112 149 396 9,922 $ 695 315 977 1,987 189 $ 1,559 761 6,352 1,154 567 55 116 94 10,847 $ $ 7,886 3,615 1,460 23 2,164 11,932 1,378 20,540 1,656 488 51,142 $ 100 1,086 2,007 2,503 50 163 5,909 183 - $ 500 300 - $ Table of Contents TEN-YEAR FINANCIAL PLAN $ $ $ $ $ $ FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 Beyond 10 Yrs - - - - - - - - 6,140 81,740 3,100 1,147 164 78,042 192,633 390 1,086 3,756 1,279 646 7,157 - $ $ $ $ $ $ 99 788 887 213 1,086 1,930 351 837 4,417 - $ $ $ $ $ $ 1,818 1,086 370 3,274 - $ $ $ $ $ $ 140 150 290 1,086 1,086 - $ $ - $ $ $ 1,086 1,086 $ - 185 $ $ $ $ $ $ 1,086 1,086 - $ $ $ $ $ $ 1,086 1,086 - $ $ $ $ $ $ 11,000 11,000 1,086 5,000 6,086 - $ $ $ $ $ $ 4,591 4,591 9,148 9,148 - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name Project Ranking WW0780 WW0890 GWRP Reclaimed Water Pump Station Exp. Recl. Water Rec. Well at Elliot District Park Total Wastewater System Development Fee Funds Water Fund Projects MF2230 Topaz Radio MF2310 Utility Billing/Customer Service System MF2370 Welcome Home Veterans Park MF2380 ADA Transition Plan MF2410 North Area Service Center Paving MF2420 South Area Service Center Paving RD1120 West Washington Street Parking RD1160 Ash Street - Phase I RD2130 Ash Street Re-Alignment ST0580 Germann Road - Val Vista to Higley ST0710 Baseline Rd - Burk to Consolidated Canal ST0940 Cooper and Guadalupe Intersection ST1120 Val Vista Drive - Appleby to Riggs ST1290 Guadalupe and Gilbert Intersection WA0550 NWTP Chlorine Conversion WA0700 Santan Vista Water Plant - Phase II WA0740 Reservoir #7 Tank Repl and Imp. WA0930 Well Site Upgrades at Various Sites WA0970 Arsenic Treatment Facility Relocation WA1000 NWTP - Backwash Pumps WA1010 Waterline Ext. - McQueen Rd/Industrial Pk WA1020 Waterline Ext - Desert Lane to San Angelo WA1070 NWTP - Finished Water Pump #10 WA1100 Constellation Way Water Main WA1140 Baseline - Fiesta Tech to McQueen WA1170 NWTP - Office Space Expansion WA1190 2018 Integrated Water Resources Master Plan WA1200 Water Rights - Resiliency and Capacity WA1220 NWTP - Storage Building WA1260 Water Line-Lindsay - Baseline to Harwell WA1280 Water Meter Modernization Program WA1360 Water Quality Master Plan WA1370 Blending Control for Wells 20 & 22 WA1380 NWTP Enhanced Chemical Feed Systems WA1400 NWTP Facility Condition Assessment WA1410 Zone Split Valve Structures WA1420 NWTP Reservoir Water Quality Imp WA1430 Vulnerability Assessment and Emer Response Plan Total Water Funds Water Replacement Fund Projects RD2110 Heritage District Transportation Imp. ST1150 Hunt Highway - Higley to Recker ST1270 Val Vista Drive - Riggs to Hunt Highway ST1680 Gilbert Rd - Baseline to No. of Guadalupe Recon. ST1800 Cooper Rd - Encinas to Baseline Recon. WA0550 NWTP Chlorine Conversion WA0740 Reservoir #7 Tank Repl and Imp. WA0930 Well Site Upgrades at Various Sites WA1030 NWTP South Reservoir Roof Repl WA1080 NWTP - Variable Frequency Drive Repl WA1090 NWTP - Finished Water VFD Repl - LRIP WA1180 Waterline - Tankersley Repl Area I WA1210 NWTP North Reservoir Roof Repl WA1230 New Res. and Res. Repl Pwr/Queen Crk WA1250 Heritage District No. - Water Line Repl WA1270 ACP Water Main Priority Repl Prog Total Budget (1,000's) 3.00 2.18 186 Prior Years FY 2019 FY 2020 $ 745 451 2,179 $ 576 451 1,210 $ 169 969 $ - 1.69 $ 1.23 3.00 3.00 0.77 0.77 0.91 3.00 1.67 3.00 2.69 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 1.64 3.00 3.00 3.00 3.00 3.00 1.77 3.00 1.64 1.24 1.46 1.77 3.00 2.82 2.42 2.40 1.63 2.56 1.63 $ 27 $ 745 19 120 624 150 830 222 413 939 473 1,287 86 1,207 1,399 50 14 2,653 723 6,284 185 983 1,155 272 2,644 802 437 20,128 3,260 224 25,104 310 462 13,186 525 1,146 1,904 209 91,201 $ 27 $ 15 222 939 929 1,207 99 50 14 2,562 723 1 185 983 85 47 152 8,240 $ $ 19 105 473 358 86 1,300 91 1,155 187 2,597 285 310 462 525 1,144 110 9,207 $ 745 413 4,064 382 760 6,364 3.00 $ 0.77 0.77 3.00 1.23 3.00 3.00 3.00 3.00 3.00 3.00 1.91 3.00 2.82 3.00 2.18 700 $ 2,300 2,300 2,430 1,200 1,000 5,942 365 924 300 163 3,395 1,377 3,679 9,641 515 454 $ 5,942 359 924 99 63 102 2,424 - 246 $ 2,430 1,000 6 201 100 3,293 1,377 1,537 7,217 515 2,142 - Table of Contents TEN-YEAR FINANCIAL PLAN $ $ $ $ FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 - - - - - - - - $ $ 4,064 224 4,288 $ 1,200 - $ $ $ 4,000 471 99 4,570 $ - $ $ $ 830 4,000 12,715 17,545 $ - $ $ $ 624 150 1,312 802 4,000 215 382 7,485 $ - $ 4,971 3,260 6,197 14,428 $ - $ $ 187 $ $ 4,673 4,673 $ 2,300 - $ $ $ 4,673 382 5,055 $ - $ $ Beyond 10 Yrs $ 4,673 4,673 $ 2,300 - $ $ 4,673 4,673 - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name Project Ranking Total Budget (1,000's) Prior Years 3.00 2.54 1.91 1.91 1.91 1.91 1.91 2.42 3.00 6,307 2,409 8,159 15,362 12,247 2,400 9,559 1,077 50 93,801 29 10,396 WA1290 WA1300 WA1310 WA1320 WA1330 WA1340 WA1350 WA1380 WW1040 NWTP Ozone Generation System Repl Lindsay/Galveston Res. Site Well Repl Tankersley - Waterline Repl - Area II Tankersley - Waterline Repl - Area V Tankersley - Waterline Repl - Area III/IV Tankersley - Waterline Repl - Area VI Tankersley - Waterline Repl - Area VII/VIII NWTP Enhanced Chemical Feed Systems Commerce and Neely Force Main Repl. Total Water Replacement Funds Water Resources System Development Fee Projects MF2390 System Development Fee Study WA0830 Water Rights - WMA Settlement WA0940 Water Rights - Phase II WA0980 San Carlos Apache Tribe Wtr Rights Lease WA1060 NIA Priority CAP Water Acquisition Total Water Resources System Development Fee Funds Water System Development Fee Projects MF2390 System Development Fee Study WA0270 Well, 2 MG Reservoir and Pump Station WA0620 Reservoir, Pump Station and Well Conv. WA0670 Zone 2 to Zone 4 Interconnect WA0710 Ray - Recker Direct Well System WA0800 Bridges Well WA0810 Direct System Well WA0880 Trend Homes Direct System Well Conv. Total Water System Development Fee Funds WRMPC (2007 Bonds) Projects WA0880 Trend Homes Direct System Well Conv. Total WRMPC (2007 Bonds) Funds WRMPC (2018 Bonds) Projects WW0750 Greenfield WRP - Phase III Total WRMPC (2018 Bonds) Funds WRMPC (SDF Bonds) Projects WA0620 Reservoir, Pump Station and Well Conv. WA0700 Santan Vista Water Plant - Phase II Total WRMPC (SDF Bond) Funds WRMPC (Intergov Contribution) Projects WA0700 Santan Vista Water Plant - Phase II Total WRMPC (Intergov Contribution) Funds $ 3.00 3.00 1.77 3.00 3.00 $ $ 3.00 1.40 3.00 3.00 3.00 2.82 1.00 3.00 $ 10 14,283 1,327 1,008 6,571 4,476 5,934 7,421 41,030 3.00 $ $ 3.00 3.00 3.00 3.00 Grand Total - All Capital Funds 188 $ 10 10,600 30,490 11,000 2,771 54,871 $ $ $ $ 10,780 10,780 $ 859 1,327 1,003 2 650 3,841 13 13 $ $ $ $ 45,253 45,253 $ $ 17,202 41,846 59,048 $ $ $ FY 2019 $ $ $ $ 6,307 2,409 8,159 21 34,818 10 10,600 18,960 11,000 2,161 42,731 FY 2020 $ $ $ $ 15,362 17,504 750 610 1,360 $ 10 1,008 5,568 6,771 13,357 $ 260 4,476 4,736 13 13 $ $ - $ $ - $ $ 3,772 3,772 $ $ 41,481 41,481 $ $ - $ $ $ 16,858 9,812 26,670 $ $ 344 32,034 32,378 $ - 27,084 27,084 $ $ 23,880 23,880 $ $ 3,204 3,204 $ $ - 2,096,631 $ 303,870 $ 477,319 $ 179,504 Table of Contents TEN-YEAR FINANCIAL PLAN FY 2021 $ $ 12,247 13,447 FY 2022 $ - $ $ $ - $ $ 2,400 2,400 FY 2023 $ - $ $ $ 5,932 5,932 - $ $ $ $ - $ 9,559 1,077 10,636 $ - $ $ $ - - $ $ $ $ - $ $ - $ $ $ $ $ FY 2024 FY 2025 - - $ - $ $ $ - - $ $ $ $ - $ $ - - $ $ 70,844 $ $ FY 2026 $ - $ $ $ - - $ $ $ $ - $ $ - - $ $ 135,362 $ $ 2,300 FY 2027 $ - $ $ $ 13,164 13,164 - $ $ $ $ - $ $ - - $ $ 130,360 $ $ - FY 2028 $ - $ $ $ - - $ $ $ $ - $ $ - - $ $ 176,470 $ $ 2,300 Beyond 10 Yrs $ - - $ $ $ - $ - - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - - $ $ - $ $ - $ $ - $ $ - 51,952 $ 100,442 $ 40,061 $ 148,095 $ 282,352 189 $ $ $ $ - Table of Contents STREETS PROJECT LOCATOR 190 Table of Contents STREETS PROJECT SUMMARY Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs 9,139 $ 52,084 $ $ - - Ocotillo Road - Greenfield to Higley ST0540 $ 61,844 Germann Road - Val Vista to Higley ST0580 13,106 $ 253 $ 368 13,106 - $ - $ - $ - - Baseline Rd - Burk to Consolidated Canal ST0710 1,340 - 1,340 - - - - - - Baseline Road - Greenfield to Power ST0780 6,184 112 - - - - - 6,072 - Recker Rd - Ocotillo to Chandler Heights ST0800 8,564 - - - - - - 8,564 - Hunt Highway - Val Vista to 164th Street ST0840 78,082 40 - - - - - - 78,042 Cooper and Guadalupe Intersection ST0940 18,006 16,670 1,336 - - - - - - Recker Rd - 660' No. of Ray to 1320' No. ST0960 2,554 138 2,416 - - - - - - Higley Road - Riggs to Hunt Highway ST0980 14,035 1,973 - - - - - 12,062 - Ocotillo Road - Val Vista to Greenfield ST0990 14,613 - - - - 14,613 - - - Ocotillo Road - Recker to Power ST1020 2,774 2,774 - - - - - - - Power Rd - Santan Freeway to Pecos Rd ST1030 5,992 5,992 - - - - - - - Elliot Road Improvements - Neely to Burk ST1050 3,407 - - - - - - 3,407 - Val Vista Drive - Appleby to Riggs ST1120 25,963 3,457 22,506 - - - - - - Lindsay Road - Queen Creek to Ocotillo ST1140 2,761 - 2,761 - - - - - - Hunt Highway - Higley to Recker ST1150 9,335 - - - - - - 9,335 - Recker Road - Riggs to Hunt Highway ST1160 8,442 1 99 - - - - 8,342 - Lindsay Road - Pecos to SR202 ST1170 12,571 206 12,365 - - - - - - Warner Road - Power to 1/4 Mile West ST1180 2,372 - - - - 2,372 - - - Power Rd - Guadalupe to Santan Fwy ST1200 11,000 - - - - 11,000 - - - Val Vista Drive - Riggs to Hunt Highway ST1270 7,779 - - - - - - 7,779 - Guadalupe and Gilbert Intersection ST1290 10,159 10,159 - - - - - - - Warner and Greenfield Intersection ST1300 12,319 - - - - - 12,319 - - Ray and Gilbert Intersection ST1310 12,319 - - - - - - 12,319 - Elliot and Gilbert Intersection ST1320 9,674 66 84 - - - - 9,524 - Guadalupe and Val Vista Intersection ST1330 13,399 - - - - - 13,399 - - Guadalupe and Power Intersection ST1340 7,494 - - - - 7,494 - - - Guadalupe and Greenfield Intersection ST1350 14,319 - - - - - - 14,319 - Elliot and Greenfield Intersection ST1360 13,440 - - - - - - 13,440 - Elliot and Val Vista Intersection ST1370 15,145 - - - - 15,145 - - - Elliot and Cooper Intersection ST1380 10,370 112 10,258 - - - - - - Elliot and Higley Intersection ST1390 12,519 - - - - 12,519 - - - Germann Road - Gilbert to Val Vista ST1450 22,079 1,082 20,997 - - - - - - Higley and Warner Improvements ST1520 8,466 8,466 - - - - - - - Left-Turn Safety Enhancement ST1540 1,008 234 554 220 - - - - - ADA Transition Replacement ST1550 1,845 720 800 325 - - - - - Constellation Way, So. of Coldwater Blvd ST1570 2,741 55 - - - - - 2,686 - Lindsay Road/SR 202 Traffic Interchange ST1580 12,245 686 11,559 - - - - - - Higley & Pecos Improvements ST1590 879 - 879 - - - - - Gilbert Road Railroad Crossing Upgrade ST1600 1,190 5 1,185 - - - - - - Transit Master Plan ST1610 255 115 140 - - - - - - Mesquite Street Sidewalk Improvements ST1620 579 - - 579 - - - - - Arterial Streets Reconstruction ST1630 1,652 1,652 - - - - - - - Meadowbrook Village Reconstruction ST1640 863 863 - - - - - - - Palm Street Improvements ST1650 375 375 - - - - - - - Adora Trails Improvements ST1660 874 49 427 398 - - - - - Gilbert Rd- Baseline to Guadalupe Recon ST1680 8,207 162 8,045 - - - - - - Val Vista Drive Reconstruction ST1690 3,951 211 3,740 - - - - - - Stonebridge Lakes Reconstruction ST1700 4,041 125 3,916 - - - - - - Val Vista Dr/Eastern Canal Bridge Repair ST1710 1,055 17 1,038 - - - - - - Val Vista Lakes Overlay and Imp. ST1720 8,707 74 8,633 - - - - - - 191 Table of Contents STREETS PROJECT SUMMARY Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs Mustang Road - SR202 to Germann ST1750 1,207 1,207 - - - - - - - Higley Road Reconstruction ST1760 1,263 177 1,086 - - - - - - Guadalupe Road Reconstruction ST1770 5,798 - - 1,554 4,244 - - - - Higley/San Tan Loop 202 Improvements ST1780 1,022 - 1,022 - - - - - - PM10 Paving - FY 2018 to FY 2022 ST1790 2,125 27 598 500 500 500 - - - Cooper Rd - Encinas to Baseline Recon. ST1800 3,699 - - - 3,699 - - - - Warner Road - Higley to Wade Drive ST1810 2,271 - - - - - - 2,271 - Pecos Road - Allen to Lindsay ST1820 4,256 - 4,256 - - - - - - Higley Road North of Elliot ST1830 1,404 - - - - 1,404 - - - Cooley Station Transit Center ST1840 9,234 - - - - - - 9,234 - Greenfield Road Right Turn Lane at Knox ST1850 416 - - - 416 - - - - Gilbert and Warner Improvements ST1860 788 - 788 - - - - - - 71,556 $ 128,029 $ 74,186 $ 77,802 $ 119,354 $ Total Prior Years FY 2019 FY 2020 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ Total Capital Expenses $ 561,404 Capital Sources: (1,000s) $ FY 2021 $ 16,278 16,548 - - - - - - - 2017 GO Bonds 70,022 4,633 65,389 - - - - - - 2022 Potential Streets Bonds 169,883 - - - - 50,857 73,973 45,053 - 2026 Potential Streets Bonds 53,218 - - - - - - 53,218 - 255 115 140 - - - - - - MAG RTP Arterial Fund 74,533 17,325 15,810 7,709 7,323 12,864 6,735 6,767 - MAG Revolving Fund 15,305 4,752 21,279 (7,709) (7,323) 7,212 (2,906) - - Developer Contribution 7,002 3,674 1,057 - - - - 2,271 - CIP Outside Sources 10,126 495 9,631 - - - - - - 854 (1,208) 1,085 - - 31 - 946 - City of Mesa 3,092 - - - - - - 3,092 - Water Repl Fund 8,230 - 2,430 - 1,200 - - 4,600 - 189 189 - - - - - - - General Fund 2,546 2,248 298 - - - - - - Roadway and Maint. Fund 26,388 3,392 7,854 3,576 7,659 500 - 3,407 - Env. Services - Res. 1,569 - 1,569 - - - - - - Water Fund 3,992 3,075 917 - - - - - - 570 - 570 - - - - - - 2,722 - - - - 2,722 - - - 40 40 - - - - - - - 78,042 - - - - - - - 78,042 71,556 $ 128,029 $ 3,576 $ 8,859 $ 74,186 $ 77,802 $ 119,354 $ $ 159 $ 159 $ 159 $ $ Future Growth Funding Investment Income Unidentified Total Sources $ 561,404 $ $ - $ - - - 78,042 16,548 Wastewater Fund - $ $ 16,278 Wastewater Repl Fund $ 8,859 2006 GO Bonds 08 CIP O/S Revolving Fund - $ 2007 GO Bonds 08 State Grant $ 3,576 Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost - $ 192 - $ 159 $ 159 $ 159 159 - $ 159 - $ - $ - 78,042 Table of Contents STREETS PROJECT DETAIL ST0540 – Ocotillo Road – Greenfield to Higley Project Priority: 2.56 Design and construction of Ocotillo Road from approximately ¼ mile east of Greenfield Road to Higley Road to minor arterial standards. The project includes crossings over the Queen Creek Wash, East Maricopa Floodway, Roosevelt Water Conservation District Canal and Chandler Heights Basin. The project includes the relocation of 69kV power lines and access into the proposed Gilbert Regional Park (PR0310). ST0710 – Baseline Road – Burk to Consolidated Canal Project Priority: 2.69 Widen Baseline Road from Burk to the Consolidated Canal to the major arterial standard, including six lanes with a raised landscaped median, bike lanes, sidewalks and street lights. Project includes design and construction of approximately 350 linear feet of ductile iron pipe (Water) in Baseline Road. ST0940 – Cooper and Guadalupe Intersection Project Priority: 3.00 Intersection improvements at Cooper and Guadalupe Roads in accordance with the Maricopa Association of Governments (MAG) Regional Transportation Plan approved by the voters as Proposition 400 in 2004. Improvements being made are to reduce congestion as justified by traffic studies, and related drainage improvements. This project also includes mitigation and upgrade of deficient railroad crossings and the replacement of an existing waterline pipe with new ductile iron pipe. ST0960 – Recker Rd – 660’ North of Ray to 1320’ North Project Priority: 3.00 Complete Recker Road improvements to minor arterial standards, per the Gateway Character Area standards, including four lanes, raised median, landscaping, bike lanes, sidewalks, and street lights. The project includes the relocation of the 69kV power lines and raised/landscaped median from Ray Road to the Santan Freeway. ST1120 – Val Vista Drive – Appleby to Riggs Project Priority: 3.00 Complete Val Vista Drive to full width improvements to a major arterial standard; includes a six-lane section with raised landscaped median, bike lanes, sidewalks and street lights from Ocotillo Road to Merlot Street, potentially reducing from six lanes to four lanes south of Chandler Heights. Also includes a 12" waterline in Chandler Heights. ST1140 – Lindsay Road – Queen Creek to Ocotillo Project Priority: 3.00 Complete Lindsay Road to full width improvements for a minor arterial from Layton Lakes Blvd to approximately Spur Road (approximately ¼ mile). Improvements include a four lane section with striped two-way center left turn lane, bike lanes, sidewalks and street lights. ST1160 – Recker Road – Riggs to Hunt Highway Project Priority: 0.77 Complete Recker Road to full improvements for a major collector street from Riggs Road to Hunt Highway. Improvements include a two-lane section with striped two-way center left turn lane, bike lanes, sidewalk and street lighting. The project includes a 16” waterline from Hunt Highway for ½ mile north to tie into existing line. ST1170 – Lindsay Road – Pecos to Germann Complete Lindsay Road improvements from Pecos Road (intersection included) to th South 144 Street to major arterial standards; including additional lanes, a raised median, sidewalks and street lights. The improvements on Lexington Street between th Lindsay Road and 144 Street are included in the scope of this project. 193 Project Priority: 3.00 Table of Contents STREETS PROJECT DETAIL Project Priority: 1.77 ST1320 – Elliot and Gilbert Intersection Improvements being made to reduce congestion include widening to provide additional through, left and/or right turn lanes, and bike lanes as justified by traffic studies, and related drainage improvements. Project Priority: 3.00 ST1380 – 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. Improvements to reduce congestion include widening justified by traffic studies, and related traffic signal and drainage improvements. ST1450 – Germann Road – Gilbert to Val Vista Project Priority: 3.00 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 designed for major arterial roadway standards, including six lanes, a raised median, sidewalks, bike lanes, street lights, traffic signals, interconnect and improvements to the bridge over the Eastern Canal. This project will complete gaps in Germann Road left between areas previously completed by development between Gilbert Road and Val Vista Drive. The project will also include Lindsay Road improvements between SR 202 and ¼ mile south of Germann Road. Project Priority: 1.82 ST1540 – Left-Turn Safety Enhancements Modify various intersections that were constructed with a negative offset causing leftturn sight distance restrictions for turning traffic. Possible mitigations include reconstruction of medians and conversion to protected-only left-turn signal operation. Project Priority: 3.00 ST1550 – ADA Transition Replacement 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. PROWAG is a guideline by the US Department of Transportation related to ADA within the public right of way; Accessibility Guidelines for Pedestrian Facilities in the Public Right of Way. ST1580 – Lindsay Road/SR 202 Traffic Interchange Project Priority: 3.00 Construction of a new full access traffic interchange (TI) at Lindsay Road and SR 202 (Santan Freeway) to provide access to SR 202 ad a frontage road system on the north side of SR 202 between Lindsay Road and Gilbert Road. The improvements will include the construction of the entry/exit ramps and frontage road, traffic signals and interconnect, improvements to the mainline SR 202 to accommodate the new TI, reconstruction of Lindsay Road and Eastern Canal alignments, reconfiguration and mitigation measures for Zanjero Park, purchase of additional right-of-way for the TI, and other minor improvements to the existing street network to accommodate the TI. Project Priority: 1.82 ST1590 – Higley and Pecos Improvements Reconstruct curb and median on the north leg of the Higley and Pecos intersection to allow for proper lane alignment and three southbound lanes with bike lane through the intersection and future dual southbound left-turn lanes. 194 Table of Contents STREETS PROJECT DETAIL ST1600 – Gilbert Road Railroad Crossing Upgrade Project Priority: 3.00 Upgrade the Union Pacific Railroad (UPRR) crossing at Gilbert Road (north of Elliot) to comply with existing federal standards. The project will construct a median across the center turn lane of Gilbert Road, install new sidewalks and upgrade railroad crossing to existing standards. Project Priority: 3.00 ST1610 – Transit Master Plan The 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. The project will be conducted with Queen Creek, and will include several transit options such as bus, circulator, light rail, commuter rail and associated facilities. Project Priority: 3.00 ST1660 – Adora Trails Improvements 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. ST1680 – Gilbert Road – Baseline Road to North of Guadalupe Project Priority: 3.00 Major reconstruction of deteriorated asphalt pavement on Gilbert Road and update the pedestrian ramps and driveways for ADA compliance. This project will also install 4700 linear feet of ductile iron pipe water line. The project includes the addition of median islands and bike lanes. Project Priority: 3.00 ST1690 – Val Vista Drive Reconstruction Major reconstruction of deteriorated asphalt pavement caused in part by landscape overwatering on Val Vista Drive from Baseline Road through Raleigh Bay intersection. Landscape modifications to reduce water damage, bike lanes (from Baseline Road to Guadalupe Road), and ADA concrete modifications are included. ST1700 – Stonebridge Lakes Reconstruction Project Priority: 3.00 Reconstruct deteriorated residential asphalt pavement in Stonebridge Lakes Estates and update pedestrian ramps and driveways for ADA Compliance. Project includes streetlight replacements. ST1710 – Val Vista Drive/Eastern Canal Bridge Repair Project Priority: 2.51 The project will reconstruct the bridge deck on Val Vista Road. ST1720 – Val Vista Lakes Overlay and Improvements Remove and replace approx. 370,000 square yards of Residential Local and Residential Collector Roadway in Val Vista Lakes. Follow ADA Compliance by improving pedestrian ramps and driveways. 195 Project Priority: 3.00 Table of Contents STREETS PROJECT DETAIL ST1740 – Higley and Baseline Improvements Project Priority: 3.00 Per the terms of the Development Agreement, Gilbert will improve and construct the Baseline and Higley intersection, including a traffic signal and a median left-turn lane on Baseline Road to southbound San Benito Road. Gilbert will also construct the Higley Road northbound right-turn lane onto Baseline Road eastbound and the Higley Road southbound left-turn median bay. Additionally, 50 ft. extension to the eastbound and westbound left-turn bays on Baseline Road will be constructed. Project Priority: 3.00 ST1760 – Higley Road Reconstruction This project will be a complete reconstruction of Higley Road North of Elliot Southbound lanes adjacent to Higley Groves West Subdivision. Project Priority: 3.00 ST1790 – PM10 Paving FY 2018-2022 Funding allocated in FY 2018 for an assessment of areas that are unimproved. Pending completion of the study, areas will be prioritized and funding requests refined for years FY 2019 – 2022. Project Priority: 2.42 ST1820 – Pecos Road – Allen to Lindsay Complete Pecos Road improvements from Allen Road to west of Lindsay Road to minor arterial standards; including additional lanes, sidewalk and streetlights. ST1860 – Gilbert and Warner Improvements Design and construct north and south dual left turn lanes on Gilbert Road. Includes construction of a right-turn lane on Gilbert Road north bound at Warner Road. 196 Project Priority: 2.05 Table of Contents TRAFFIC CONTROL PROJECT LOCATOR 197 Table of Contents TRAFFIC CONTROL PROJECT SUMMARY Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ $ Higley and Warner TS1220 Ray and Recker TS1230 $ 423 350 $ 423 350 - - - - - - - Val Vista and Baseline Signal Imp. TS1300 617 63 554 - - - - - - Advanced Traffic Mgmt Sys. - Phase III TS1310 1,283 - - 1,283 - - - - - Advanced Traffic Mgmt Sys. - Phase IV TS1320 350 350 - - - - - - - Advanced Traffic Mgmt Sys. - Phase V TS1330 1,881 - - - - 1,881 - - - Advanced Traffic Mgmt Sys. - Phase VI TS1340 1,344 - - - - - - 1,344 - Advanced Traffic Mgmt Sys- Network CCTV TS1350 398 398 - - - - - - - Recker and Cooley Loop North TS1440 547 31 - 516 - - - - - Recker and Cooley Loop South TS1450 548 31 - 517 - - - - - Williams Field and Cooley Loop West TS1460 548 31 - 517 - - - - - Williams Field and Cooley Loop East TS1470 548 31 - 517 - - - - - Riggs and Recker TS1500 523 - - - - - - 523 - Val Vista and Ocotillo TS1540 569 26 543 - - - - - - Val Vista and Chandler Heights TS1550 587 27 560 - - - - - - Greenfield and Ocotillo TS1560 312 312 - - - - - - - Recker and Warner TS1570 542 - - - - - - 542 - Recker and Ocotillo TS1580 544 - - - - - 544 - - Higley and Coldwater TS1620 544 - - - - - 544 - - Baseline Road Fiber Optic Infrastructure TS1650 564 122 442 - - - - - - Fiber Optic Communications Infra. Repl. TS1660 744 100 644 - - - - - - Traffic Operations Center Video Wall Repl. TS1680 160 160 - - - - - - - Adapt. Signal Control Sys. - Santan Mall TS1700 2,769 - - 769 2,000 - - - - East Valley Travel Monitoring TS1730 76 56 20 - - - - - - Advance Detection Safety Improvement TS1740 2,002 171 583 801 447 - - - - Safe Routes to Sch. Enhanced Crsswlks TS1750 72 70 2 - - - - - - Williams Field and Palomino Creek TS1820 358 358 - - - - - - - Queen Creek and 156th Street TS1830 265 265 - - - - - - - Elliot Rd W. of McQueen TS1840 473 473 - - - - - - - Warner and Concord TS1850 456 456 - - - - - - - Val Vista and Appleby TS1860 554 - 554 - - - - - - Ray and Key Biscayne TS1870 457 340 117 - - - - - - Chandler Hgts /Seville- Shamrock Estate Rd TS1880 73 73 - - - - - - - Higley Rd and Marbella Rd/Crescent Way TS1890 88 88 - - - - - - - Queen Creek and Recker Road TS1900 533 - 533 - - - - - - Pecos and Napa TS1910 556 - 556 - - - - - - American Heroes Way/Gilbert Rd Signal TS1920 475 - 475 - - - - - - ISP 9,656 - - 568 1,136 1,136 1,136 5,680 - Intersection Signal Program Total Capital Expenses $ Capital Sources: (1,000s) 2017 GO Bonds 32,789 $ Prior Years Total $ 4,805 580 $ 26 $ 5,583 $ 5,488 $ 3,583 $ 3,017 $ 2,224 $ 8,089 $ - FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ $ 554 - - - - - - Federal Grant 429 18 411 - - - - - - CIP O/S Revolving Fund 58 58 - - - - - - - General Fund 633 633 - - - - - - - 198 Table of Contents TRAFFIC CONTROL PROJECT SUMMARY Capital Sources: (1,000s) Prior Years Total FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs Roadway and Maint. Fund 9,781 957 1,370 2,371 2,447 1,373 151 1,112 - Signal SDF 15,373 3,113 3,248 3,117 1,136 1,644 1,818 1,297 - Future Growth Funding 5,935 - - - - - 255 5,680 - Total Sources $ 32,789 $ 4,805 $ 5,583 $ 5,488 $ 3,583 $ 3,017 $ 2,224 $ 8,089 $ 6 $ 14 $ 22 $ 37 $ 42 $ - Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost $ 199 6 $ 14 $ 22 $ 37 $ 42 $ - $ - Table of Contents TRAFFIC CONTROL PROJECT DETAIL TS1300 – Val Vista and Baseline Signal Improvement Project Priority: 3.00 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 all corners. Project Priority: 3.00 TS1540 – Val Vista and Ocotillo Design and installation of a major arterial traffic signal at the intersection of Val Vista Drive and Ocotillo Road and connection to the signal system. Project Priority: 3.00 TS1550 – Val Vista and Chandler Heights Design and installation of a major arterial traffic signal at the intersection of Val Vista Drive and Chandler Heights Road and connection to the signal system. TS1650 – Baseline Fiber Optic Infrastructure Project Priority: 3.00 Design and construction of fiber optic communication infrastructure on Baseline Road from Greenfield to Driftwood, including fiber optic cable, Pan-Tilt-Zoom (PTZ) cameras, vaults, pull boxes and related facilities. Also includes replacement of fiber optic cable on Greenfield Road between Baseline and Guadalupe. Adds five signals into Gilbert's fiber optic communications system. TS1660 – Fiber Optic Communications Infrastructure Replacement Project Priority: 2.00 Repair/replace existing fiber optic communications infrastructure along approximately 11 miles of arterial streets. Includes replacement of broken conduit and installation of fiber optic cable, vaults, pull boxes and related equipment. Project Priority: 3.00 TS1730 – East 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 Guadalupe, Elliot, Warner, McQueen, Cooper, Gilbert, Germann, Higley, Williams Field, Lindsay and Val Vista. The travel time data will be reported to the Arizona Department of Transportation’s AZ511 website for the public's travel information. TS1740 – Advance Detection Safety Improvement Project Priority: 1.93 The project will implement advance detection at intersections that have correctable personal injury crashes and at intersections that will have operational benefit with advance detection. TS1750 – Safe Routes to School Enhance 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. 200 Project Priority: 3.00 Table of Contents TRAFFIC CONTROL PROJECT DETAIL Project Priority: 3.00 TS1860 – Val Vista and Appleby 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 Public Right-of-Way Accessibility Guidelines (PROWAG). Project Priority: 3.00 TS1870 – Ray and Key Biscayne Design and construction of a traffic signal at the intersection of Ray Road and Key Biscayne Drive, and connection to the signal system. Project Priority: 1.46 TS1900 – Queen Creek and Recker Road Design and install a traffic signal at the intersection of Queen Creek Road and Recker Road. Scope may include median work on Recker Road to accommodate a left- turn lane. Reconstruction of intersection ramps to comply with Public Right-of-Way Accessibility Guidelines (PROWAG) may be needed. Project Priority: 1.46 TS1910 – Pecos and Napa Design and installation of a traffic signal at the intersection of Napa and Pecos Roads and connection into the signal system. TS1920 - American Heroes Way/Gilbert Rd Signal Design and installation of a traffic signal at the intersection of American Hero’s Way and Gilbert Road and connection into the signal system. 201 Project Priority: 2.05 Table of Contents MUNICIPAL FACILITIES PROJECT LOCATOR 202 Table of Contents MUNICIPAL FACILITIES PROJECT SUMMARY Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ $ Fire Station 9 MF0230 $ 10,019 Transfer Station MF0320 7,060 $ 3,960 - 6,059 - - - - - - - - - - 7,060 Public Safety Training Facility MF0400 99,296 15,684 5,746 72,767 5,099 - - - - Municipal Center I Renovation - Phase II MF0530 13,063 188 1,289 3,447 6,039 2,100 - - - Human Res Talent Management Sys MF0560 233 233 - - - - - - - Adaptive Response Unit (ARU 2) MF2160 1,000 - - - - - - 1,000 - Fire Station 7 MF2170 5,735 5,735 - - - - - - - Topaz Radio MF2230 9,103 6,309 429 225 385 320 175 1,260 - Permitting System Replacement MF2270 1,706 1,706 - - - - - - - CNG Fueling Station MF2280 2,765 2,765 - - - - - - - Adaptive Response Unit 1 (ARU 1) MF2290 1,000 - - - - - 1,000 - - Utility Billing/Customer Service System MF2310 2,780 - 362 2,418 - - - - - Finance and HR/Payroll Sys Repl MF2320 1,816 1,046 770 - - - - - - Parks and Rec Reservation Sys Repl MF2340 51 51 - - - - - - - Fleet Maintenance Facility MF2350 647 - - 647 - - - - - Public Safety Roof MF2360 190 - - - - - - 190 - Welcome Home Veterans Park MF2370 1,200 18 1,182 - - - - - - ADA Transition Plan MF2380 675 92 583 - - - - - - System Development Fee Study MF2390 122 - 122 - - - - - - Police Information System Replacement MF2400 3,400 - - - - 3,400 - - - North Area Service Center Paving MF2410 1,560 - - - - - - 1,560 - South Area Service Center Paving MF2420 834 - - - - - - 834 - CIP Project Management Software MF2430 250 - 250 - - - - - - NASC Fuel Storage Tank Replacement MF2440 1,114 - - 1,114 - - - - - CNG Fueling Station - Phase II MF2450 2,442 - - 2,442 - - - - - Comprehensive Needs Assessment Study MF2460 394 - 65 329 - - - - - Public Safety Center Expansion MF2470 10,000 - - - 10,000 - - - - Police Dispatch Center Expansion MF2480 3,000 - - - 3,000 - - - - Family Advocacy Center MF2490 3,000 - - - - - - 3,000 - Environmental Site Remediation MF2500 1,763 - - 1,763 - - - - - 37,787 $ 16,857 $ 85,152 $ 24,523 $ Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ $ Total Capital Expenses $ 186,218 Capital Sources: (1,000s) PFMPC - 2017 Bonds $ Total $ 9,285 $ 3,226 6,059 - - 5,820 - $ 1,175 - $ 7,844 - $ 7,060 - PFMPC - 2009 Bonds 14,496 14,496 - - - - - - - 2020 Potential Public Safety Bonds 63,866 - - 58,767 5,099 - - - - CIP Outside Sources 1,763 - - 1,763 - - - - - Fleet Repl Fund 1,114 - - 1,114 - - - - - General Fund 45,901 14,919 9,210 4,001 6,424 5,820 175 5,352 - Roadway and Maint. Fund 285 4 36 - - - - 245 - Env. Services - Res. 13,938 2,543 398 3,812 - - - 125 7,060 Water Fund 1,685 42 124 745 - - - 774 - Wastewater Fund 1,647 4 658 695 - - - 290 - Env. Services - Comm. 539 226 - 255 - - - 58 - CIP Fund 250 - 250 - - - - - - General Govt SDF 5 - 5 - - - - - - Police SDF 10 - 10 - - - - - - Fire SDF 4,015 2,305 10 - - - 850 850 - 203 Table of Contents MUNICIPAL FACILITIES PROJECT SUMMARY Capital Sources: (1,000s) Prior Years Total FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs Park SDF 47 - 47 - - - - - - Signal SDF 10 - 10 - - - - - - Water SDF 10 - 10 - - - - - - Water Resources SDF 10 - 10 - - - - - - Greenfield Wastewater SDF 10 - 10 - - - - - - Neely Wastewater SDF 10 - 10 - - - - - - Future Growth Funding 13,300 - - - 13,000 - 150 150 - 22 22 - - - - - - - Miscellaneous 14,000 - - 14,000 - - - - - Total Sources $ 186,218 37,787 $ 16,857 $ 85,152 $ 24,523 $ 5,820 $ 1,175 $ 7,844 $ $ 1,973 $ $ 3,035 $ 4,447 $ - Investment Income $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact 1,591 Total Revenue Net Additional Cost $ 1,591 204 $ 1,973 2,985 - $ 2,985 $ 3,035 $ 4,447 $ - $ 7,060 Table of Contents MUNICIPAL FACILITIES PROJECT DETAIL Project Priority: 3.00 MF0230 – 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. Project Priority: 2.87 MF0400 – Public Safety Training Center Project includes the construction and equipping of joint public safety training facility. The project will provide a village style tactical training campus for police and fire, necessary training props and supporting infrastructure as well as drive training components consisting of a tactical driving course, evasive maneuver course and driving skills pad. Additional components are likely to include streetscape props for tactical police and fire training scenarios along with conventional structure props, a mock fire station and classrooms. The project will provide critical support for current and long-term training needs necessary for the delivery of quality public safety services as well as support for regional training efforts. MF0530 – Municipal Center I Renovation – Phase II Project Priority: 2.05 The Municipal Center was completed in 1992 with parking lot improvements were completed in 2004. 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. Project Priority: 1.69 MF2230 – Topaz Radio The cities of Mesa, Gilbert and Apache Junction have formed an East Valley Cooperative to provide radio support and communications infrastructure for the public safety entities of these cities. This covers our police, fire and public works radio systems. Linking the radio systems of multiple jurisdictions maximizes public safety, promotes interoperability and fosters regional efficiencies which ultimately better serves our citizens. MF2310 – Utility Billing/Customer Service System Project Priority: 1.23 Replacement of the software application used to manage utility bill accounts for water, wastewater, and environmental services. The current system was implemented in 2002. While the system is supported by the vendor, the development of the product has been minimal resulting in an outdated website, a nearly non-functional interactive voice response (IVR) solution, and no mobile app options. The FY 2019 budget is for the implementation of a customer relationship management system for all Environmental Services (ES) vehicles to improve communication with ES vehicles and improve customer service. MF2320 – Finance and HR/Payroll System Replacement Project Priority: 3.00 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. Project Priority: 3.00 MF2370 – Welcome Home Veterans Park Design and construction of the water, sewer, and reclaimed lines from existing infrastructure to the property. Construction of the parking lot, the bus pullout on Palm Lane, and one off-site directional sign at the intersection of Gilbert Road and Civic Center Drive. Construction of the parking lot also includes landscaping, lighting in the parking lot, site drainage landscape irrigation, and ADA upgrades to sidewalk and ramps along Palm Lane as needed. Design and construction of reclaimed water infrastructure to support the conversion of the Public Safety Complex landscaping from potable water to reclaimed water. Project also includes parking lot and lighting. 205 Table of Contents MUNICIPAL FACILITIES PROJECT DETAIL Project Priority: 3.00 MF2380 – ADA Transition Plan This project will provide an Americans with Disabilities Act (ADA) Self-Evaluation and Transition Plan Update for the Town of Gilbert. The project will include an ADA compliance review of town programs, procedures, and policies, employment practices, ordinances, website, design standards, buildings and associated parking lots, parks and associated parking lots, and transit stops. Project Priority: 3.00 MF2390 – System Development Fee Study As required by Arizona Revised Statute updates of Land Use Assumptions Infrastructure Improvements Plan, and system development fees are required every five years. MF2430 – CIP Project Management Software Project Priority: 2.18 Software to support the development of the annual Capital Improvement Plan and the tracking and the management of projects from initiation through construction and warranty. Will include document filing and email conservation. MF2460 – Comprehensive Needs Assessment Study This effort will assess how existing Gilbert facilities accommodate current needs and how they can be optimized for short and long term staffing and associated resource requirements. 206 Project Priority: 1.87 Table of Contents REDEVELOPMENT PROJECT LOCATOR 207 Table of Contents REDEVELOPMENT PROJECT SUMMARY Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ $ Vaughn Avenue Parking Structure RD1100 West Washington Street Parking RD1120 1,024 - - - - - 1,024 - - University Building RD1150 32,184 32,184 - - - - - - - Ash Street - Phase I RD1160 1,445 1,445 - - - - - - - Park and Ride Enhancements Study RD1170 - - - - - - - - - Heritage District Parking Garage III Study RD1190 236 - - - - 236 - - - Parking Structure II RD1200 19,245 1,469 17,776 - - - - - - Phoenix Avenue Pedestrian Mall RD1210 815 - 815 - - - - - - Heritage District Water and Sewer Imp. RD2010 70 70 - - - - - - - Page Park Center Renovations RD2020 1,712 1,157 555 - - - - - - Southeast Corner Elliot and Gilbert RD2080 2,100 - - - - - - 2,100 - Trail Beautification - Canal E. of Gilbert Rd RD2090 1,506 - - 1,506 - - - - - Feasibility Study - Elliot Rd and Elm St RD2100 120 9 111 - - - - - - Heritage District Transportation Imp. RD2110 6,807 1,339 5,468 - - - - - - Heritage District Intersections Study RD2120 244 - - 244 - - - - - Ash Street Re-Alignment RD2130 3,672 - - 3,672 - - - - - Heritage District Trash Compactors RD2140 216 - 216 - - - - - - 46,102 $ 24,941 $ Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ $ Total Capital Expenses $ $ Capital Sources: (1,000s) PFMPC - 2009 Bonds 8,429 79,825 $ $ Total $ 8,257 $ 8,429 8,257 - - - 5,422 - $ - - - $ - 236 - $ - 1,024 - $ - 2,100 - $ - - - 2017 GO Bonds 6,107 885 5,222 - - - - - - CDBG 1,782 1,227 555 - - - - - - 700 454 246 - - - - - - 17,287 2,662 12,412 - - - 113 2,100 - Water Repl Fund General Fund Roadway and Maint. Fund 325 - - 244 - - 81 - - Env. Services - Res. 126 126 - - - - - - - 1,465 222 - 413 - - 830 - - Wastewater Fund 373 58 - 315 - - - - - Env. Services - Comm. 216 - 216 - - - - - - 43,187 32,211 6,290 4,450 - 236 - - - 46,102 $ 24,941 $ 5,422 $ - $ 236 $ 1,024 $ 2,100 $ $ 153 $ 153 $ 153 $ 153 $ - Water Fund Miscellaneous Total Sources $ 79,825 $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost 30 - $ 208 30 $ 153 $ 153 $ 153 $ 153 $ - $ - Table of Contents REDEVELOPMENT PROJECT DETAIL Project Priority: 3.00 RD1200 – Parking Structure II Complete the master/concept plan, design, and construction of the second parking garage in the Heritage District. Project Priority: 3.00 RD1210 – Phoenix Avenue Pedestrian Mall Design and construct a pedestrian mall adjacent to the Union Pacific Railroad (UPRR) right of way including a pedestrian path and wall from Gilbert Road west to Ash Street on the south side of the railroad tracks. In addition, an extension of the perimeter wall from the Heritage District Park and Ride lot southeast to Gilbert Road will be constructed. Project Priority: 3.00 RD2020 – Page Park Center Renovations The project will renovate Page Park Center, an 8,000 square foot vacant town-owned building, to meet current code and ADA standards. The center will have a reception area, office areas, and multiuse spaces that can be operated as a community resource center available to residents and providing services that assist low to moderate income residents. The center could be utilized to address many of the top priority needs and gaps in services identified in the 2014 Gilbert Community Needs Assessment and Mercy Gilbert Medical Center’s 2014 Community Health Needs Assessment. RD2100 – Feasibility Study – Elliot Rd and Elm St Project Priority: 3.00 The Heritage District has experienced tremendous growth in the last 10 years, creating congestion on Gilbert Road, the main access road in and out of the Heritage District. The additional connection of Ash Street to Juniper Avenue created a successful secondary entrance and exit (ingress/egress) for visitors heading South on Gilbert Road into the Heritage District. Creating additional ingress and egress options for visitors headed North on Gilbert Road into the Heritage District will alleviate traffic during peak hours. The Elm/Elliot feasibility study would examine another ingress and egress access point for the Heritage District with a road running parallel to the Union Pacific railway. RD2110 – Heritage District Transportation Improvement Project Priority: 3.00 This project will modify the intersection of Vaughn Avenue and Gilbert Road to add additional capacity on Vaughn Avenue by removing the on-street parking on the side streets of the intersection, convert Hearne Way to one-way movement eastbound, close the median at Gilbert Road and Hearne Way and reconstruct the sidewalks along Vaughn where the on-street parking is being removed. With the rapid growth and redevelopment in the Heritage District, the streets and intersections are being impacted with traffic demands and these improvements are needed to accommodate the additional traffic. RD2140 – Heritage District Trash Compactors Installation of dual trash compactors (one for cardboard, one for municipal solid waste) and enclosure that will be utilized by the businesses in the Heritage District. Units shall be located on town-owned property along Elm Street between Vaughn Avenue and Page Avenue. 209 Project Priority: 3.00 Table of Contents STORM WATER PROJECT LOCATOR 210 Table of Contents STORM WATER PROJECT SUMMARY Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ $ Sonoqui Wash Landscaping SW0070 $ Storm Water Pump Station Assessment SW0080 157 - 157 - - - - - - Storm Water Priority Assessment SW0090 300 - - 300 - - - - - Hunt Highway Bank Protection SW0100 873 - 873 - - - - - - Desert Lane Drainage SW0110 148 - 148 - - - - - - Total Capital Expenses $ Capital Sources: (1,000s) 4,536 6,014 $ - $ - Prior Years Total Env. Services - Res. $ 6,014 $ Total Sources $ 6,014 $ - $ - 1,178 $ - 300 - $ - - $ - - $ - $ 4,536 4,536 - FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ 1,178 $ 300 $ $ $ $ 4,536 $ $ 1,178 $ 300 $ - $ - $ - $ 4,536 $ - $ 5 $ 5 $ 5 $ 5 $ - $ Total Revenue Net Additional Cost $ FY 2019 - - - Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact - $ 211 - $ 5 $ 5 $ 5 $ 5 $ - - Table of Contents STORM WATER PROJECT DETAIL SW0080 – Storm Water Pump Station Assessment Project Priority: 3.00 This project conducts an assessment of five storm water pump stations located in the following areas: Freestone Park, Nichols Park, Vaughn Retention Basin, Crossroads Park, and Village II Park. These assessments will evaluate the wet well integrity, pumps, piping, outfall locations, electrical and control serviceability, and regulatory requirements for discharge. Project Priority: 2.18 SW0100 – Hunt Highway Bank Protection Roadway repairs and bank stabilization to the south side of Hunt Highway east of the East Maricopa Floodway (EMF) for storm water control for a 10-year or larger storm event. Project Priority: 1.77 SW0110 – Desert Lane Drainage Design and construction of minor roadway and drainage improvements on Desert Lane within the subdivision of Porter Acres. 212 Table of Contents WATER PROJECT LOCATOR 213 Table of Contents WATER PROJECT SUMMARY Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ Well, 2 MG Reservoir and Pump Station WA0270 $ 14,283 - $ 13,164 NWTP Chlorine Conversion WA0550 2,399 $ 859 99 $ 2,300 - 260 - - - - - - Reservoir, Pump Station and Well Conv. WA0620 18,529 1,671 16,858 - - - - - - Zone 2 to Zone 4 Interconnect WA0670 1,008 - 1,008 - - - - - - Santan Vista Water Plant - Phase II WA0700 68,980 55,964 13,016 - - - - - - Ray - Recker Direct Well System WA0710 6,571 1,003 5,568 - - - - - - Reservoir #7 Tank Repl and Imp. WA0740 5,956 5,956 - - - - - - - Bridges Well WA0800 4,476 - - 4,476 - - - - - Direct System Well WA0810 5,934 2 - - - 5,932 - - - Water Rights - WMA Settlement WA0830 10,600 - 10,600 - - - - - - Trend Homes Direct System Well Conv. WA0880 7,434 663 6,771 - - - - - - Well Site Upgrades at Various Sites WA0930 3,018 2,921 97 - - - - - - Water Rights - Phase II WA0940 42,740 10,780 18,960 4,800 2,500 5,700 - - - Arsenic Treatment Facility Relocation WA0970 723 723 - - - - - - - San Carlos Apache Tribe Wtr Rights Lease WA0980 11,000 - 11,000 - - - - - - NWTP - Backwash Pumps WA1000 6,284 1 - - - - - 6,283 - Waterline Ext. - McQueen Rd/Industrial Pk WA1010 185 185 - - - - - - - Waterline Ext - Desert Lane to San Angelo WA1020 983 983 - - - - - - - NWTP South Reservoir Roof Repl WA1030 924 924 - - - - - - - NIA Priority CAP Water Acquisition WA1060 2,771 - 2,161 610 - - - - - NWTP - Finished Water Pump #10 WA1070 1,155 - 1,155 - - - - - - NWTP - Variable Frequency Drive Repl WA1080 300 99 201 - - - - - - NWTP - Finished Water VFD Repl - LRIP WA1090 163 63 100 - - - - - - Constellation Way Water Main WA1100 389 184 205 - - - - - - Waterline - Power Road Elliot to Warner WA1120 2,662 - - - - - - 2,662 - Baseline - Fiesta Tech to McQueen WA1140 2,644 47 2,597 - - - - - - Waterline - Linda Lane Replacement WA1160 870 - 650 220 - - - - - NWTP - Office Space Expansion WA1170 802 - - - - - - 802 - Waterline - Tankersley Repl Area I WA1180 3,395 102 3,293 - - - - - - 2018 Integrated Water Resources Master PlaWA1190 762 304 458 - - - - - - 8,000 - Water Rights - Resiliency and Capacity WA1200 40,256 - - 8,128 8,128 8,000 8,000 NWTP North Reservoir Roof Repl WA1210 1,377 - 1,377 - - - - - - NWTP - Storage Building WA1220 3,260 - - - - - - 3,260 - New Res. and Res. Repl Pwr/Queen Crk WA1230 12,265 - 1,537 10,728 - - - - - Heritage District So. - Water Line Repl WA1240 - - - - - - - - - Heritage District No. - Water Line Repl WA1250 9,641 2,424 7,217 - - - - - - Water Line-Lindsay - Baseline to Harwell WA1260 448 - - - 448 - - - - ACP Water Main Priority Repl Prog WA1270 515 - 515 - - - - - - Water Meter Modernization Program WA1280 25,104 - - - - - - 20,431 4,673 NWTP Ozone Generation System Repl WA1290 6,307 - 6,307 - - - - - - Lindsay/Galveston Res. Site Well Repl WA1300 2,409 - 2,409 - - - - - - Tankersley - Waterline Repl - Area II WA1310 8,159 - 8,159 - - - - - - Tankersley - Waterline Repl - Area V WA1320 15,362 - - 15,362 - - - - - Tankersley - Waterline Repl - Area III/IV WA1330 12,247 - - - 12,247 - - - - Tankersley - Waterline Repl - Area VI WA1340 2,400 - - - - 2,400 - - - Tankersley - Waterline Repl - Area VII/VIII WA1350 9,559 - - - - - 9,559 - - Water Quality Master Plan WA1360 310 - 310 - - - - - - Blending Control for Wells 20 & 22 WA1370 462 - 462 - - - - - - NWTP Enhanced Chemical Feed Systems WA1380 14,263 - - - - 471 13,792 - - Freeman Farms Booster Pump Station WA1390 818 - - 818 - - - - - 214 Table of Contents WATER PROJECT SUMMARY Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs NWTP Facility Condition Assessment WA1400 525 - 525 - - - - - - Zone Split Valve Structures WA1410 1,146 - - 382 - - - 764 - NWTP Reservoir Water Quality Imp WA1420 1,904 - 1,144 760 - - - - - Vulnerability Assmnt and Emer Response Pl WA1430 418 - 220 - - 198 - - - 85,957 $ 127,180 $ 46,544 $ 23,323 $ 22,701 $ 31,351 $ Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ Total Capital Expenses $ 397,095 Capital Sources: (1,000s) WRMPC - 2007 Bonds $ Total $ 13 $ 13 $ - - - - - 55,366 - $ 4,673 - WRMPC - Intergov Contribution 27,084 23,880 3,204 - - - - - - WRMPC - Bonds (SDF) 59,048 32,378 26,670 - - - - - - CDBG 870 - 650 220 - - - - - Developer Contribution 117 117 - - - - - - - CIP O/S Revolving Fund - (18) 18 - - - - - - Water Repl Fund 84,821 9,913 32,121 17,504 12,247 2,400 10,636 - - Water Fund 84,059 4,901 8,166 5,206 4,288 4,570 16,715 35,540 4,673 Wastewater Fund 534 152 283 - - 99 - - - 41,020 3,841 13,347 4,736 - 5,932 - 13,164 - Water Resources SDF 54,861 10,780 42,721 1,360 - - - - - Future Growth Funding 44,668 - - 17,518 6,788 9,700 4,000 6,662 - 85,957 $ 127,180 $ 46,544 $ 23,323 $ 22,701 $ 31,351 $ 55,366 $ $ $ $ $ $ - Water SDF Total Sources $ 397,095 $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost 20 - $ 215 20 178 - $ 178 323 - $ 323 323 - $ 323 413 - $ 413 $ - $ 4,673 Table of Contents WATER PROJECT DETAIL Project Priority: 3.00 WA0550 – NWTP Chlorine Conversion The existing chlorine gas feed system is at the end of its useful life and will be replaced with a liquid chlorine bulk storage and feed system. WA0620 – Reservoir, Pump Station and Well Conversion Project Priority: 3.00 Design and construct a four million gallon in ground reservoir and pump station, and equipping of the previously drilled Well 30 to supply the reservoir. Well 30 will need a connection across Val Vista to connect to the existing waterline pipe installed with ST0580 project. Currently, Well 29 is already piped to the designated site where the reservoir is to be built and is using this area as retention to flush to waste in order to meet EPA Nitrate MCL levels. Project Priority: 3.00 WA0670 – Zone 2 to Zone 4 Interconnect Installation of valves and piping to tie back-feed into Turner Ranch Reservoir into Zone 2 of the water distribution system at the 30” line in Higley Road near Olney Avenue. This will also allow Zone 4 to supply Central Arizona Project water. WA0700 – Santan Vista Water Treatment Plant – Phase II Project Priority: 3.00 Phase II improvements will expand the Santan Vista Water Treatment Plant (SVWTP) to an ultimate capacity of 48 million gallon per day (MGD). Gilbert will have 12 MGD of the additional 24 MGD capacity being added. The plant is a joint facility with the City of Chandler. Project to be completed using the Construction Manager at Risk project delivery method. WA0710 – Ray – Recker Direct Well System Project Priority: 3.00 Design, construct/convert two million gallon per day well located on the NE corner of Ray and Recker roads. The Town has purchased an existing irrigation well from the Roosevelt Water Conservation District (RWCD) and depending on the water quality this can be converted to a direct to system well supplying reservoir 31. The 12” line connecting the well with the existing reservoir (located at the northwest corner of Ray and Recker Roads) will be installed as part of a KB Homes Segretto development. This existing pipe is routed to an existing reservoir site where water quality issues can be addressed. Project Priority: 3.00 WA0830 – Water Rights – WMA Settlement Payment for additional Central Arizona Project water rights in association with WMAT settlement. This project will result in a net increase in water rights available to Gilbert of 1,013 Acre-feet. WA0880 – 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. Extend Zone 4 to the 202 Freeway. This requires the addition of approximately one mile of 16” water line and to interconnect with an existing 16” water line at Warner and Recker roads. Service taps may also need to be changed to provide water from Zone 4 versus Zone 2. 216 Project Priority: 3.00 Table of Contents WATER PROJECT DETAIL WA930 – Well Site Upgrade at Various Well Sites Project Priority: 3.00 The project consists of multiple upgrades and replacement of various components at Booster Site 5. Project Priority: 1.77 WA0940 – Water Rights – Phase II Acquisition of water rights (long term lease) for 3,600 acre-feet (AF) of water, and continues a one year lease for 15,000 AF for 5 more years until the long term lease can be secured. (20,000 AF in 2017 and 2018, 15,000 AF in 2019 and 10,000 AF in 2020). WA0980 – San Carlos Apache Tribe Water Rights Lease Project Priority: 3.00 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 - 5,925 acre feet of water. One acre-foot of water is equal to 325,851 gallons of water. WA1060 – NIA Priority CAP Water Acquisition Project Priority: 3.00 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 acre-feet each year dependent upon supply availability. WA1070 – NWTP – Finished Water Pump #10 Project Priority: 3.00 Addition of the #10 finished water pump at the North Water Treatment Plant (NWTP). The NWTP supplies more than 80% of Gilbert’s potable water supply for Zone 1 and is supplemented by ground water wells. The NWTP currently has four finished water pumps that move the treated potable water from the reservoir into the Zone 1. The ground water supplies utilized during these times does not provide adequate system pressures, capacity and water quality. The #10 finished water pump is necessary to provide the redundancy to maintain the demands and pressures for the zone. WA1080 – NWTP – Variable Frequency Drive Replacement Project Priority: 3.00 Replacement of variable frequency drives for low-lift pumps #1, #2 and soft starts for low-lift pumps #3 and #7. These replacements are based on the replacement life cycle per industry standards and as recommended in the Long Range Infrastructure Plan analysis. WA1090 – NWTP – Finished Water VFD Repl - LRIP The replacement of two finished water variable frequency drives (#1, #4) and three 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 Long Range Infrastructure Plan analysis. 217 Project Priority: 3.00 Table of Contents WATER PROJECT DETAIL Project Priority: 3.00 WA1100 – Constellation Way Water Main Design and construction of an 8" water main in the Constellation Way (164th St) alignment. This project will provide redundancy in the water distribution system to Adora Trails subdivision, as well as future developments adjacent to Constellation Way. WA1140 – Baseline – Fiesta Tech to McQueen Project Priority: 3.00 Design and construction of a water main on Baseline Road from Fiesta Tech to McQueen Road. This pipeline will provide adequate fire protection for the immediate area. WA1160 – Waterline – Linda Lane Replacement Project Priority: 1.60 Design and construct a new water main located near the North East side of Gilbert Road and Elliot Road on East Linda Lane and North Penny Place. The new waterline will be connected on Gilbert Road and on Elliot Road. WA1180 – Waterline – Tankersley Replacement Project Priority: 1.60 A study will be completed to identify the scope and budget to update this independent water system previously purchased by Gilbert. The project will also include the design and construction of several new water mains in the former Tankersley Water System. WA1190 – 2018 Integrated Water Resources Master Plan Project Priority: 3.00 The previous Integrated Water Resources Master Plan Update was completed in FY 2012 and requires updates every five years. The update of the plan will incorporate changes that have occurred related to growth/demand for both the Water and Wastewater Systems. WA1210 – NWTP North Reservoir Roof Replacement Project Priority: 3.00 This project provides for the replacement of the north reservoir roof at the North Water Treatment Plant (NWTP). The reservoir at the NWTP is made up of two different reservoirs built at different times. The north half was built in 1997 and the roof is nearing the end of its useful life. The south reservoir roof replacement was replaced in the spring of 2017. WA1230 – New Res. and Reservoir Repl. Power/Queen Creek Project Priority: 2.82 Construct a four million gallon partially buried concrete reservoir on an existing reservoir site and demolish the existing welded steel tank. Restore site and construct onsite split stream ion-exchange nitrate treatment system to provide redundant Zone 3 water supply. WA1250 – Heritage District No. – Water Line Replacement Heritage District North water line replacement designs and constructs the replacement of approximately 8,200 linear feet (LF) of existing 6”AC pipe with 8” PVC pipe in the Heritage District. The project will replace undersized and outdated 6” AC pipe with 8” PVC pipe. The pipe replacement will provide adequate fire protection to our commercial and residential customers. 218 Project Priority: 3.00 Table of Contents WATER PROJECT DETAIL WA1270 – ACP Water Main Priority Replacement Program Project Priority: 2.18 Risk-based asset management program evaluates the network of water mains in the Gilbert water utility network to evaluate and replace water mains with an effort to reduce breaks, improve delivery efficiency, water quality and protect continuity of service. Phase one identifies and prioritizes the replacement of approximately 140 miles of ACP water distribution mains in the distribution system including the replacement method, schedule, preliminary design, and estimated budget. WA1280 – Water Meter Modernization Program Project Priority: 1.77 Gilbert currently collects monthly water meter reads by hand for over 80,000 customers. As a means of improving efficiency, reducing staff time, identifying stopped meters, improving conservation efforts, and reducing long-term costs the utility will implement a phased replacement of the system water meters with fixed base meters that allow for remote meter reading. The replacement of manual-read meters also improves revenue recovery through the automatic detection of meter issues to alert staff, and reduces leak- and loss-based bill escalations for customers through bill notification systems. WA1290 – NWTP Ozone Generation System Replacement Project Priority: 3.00 The ozone system is a critical process in the treatment scheme at the North Water Treatment Plant for removing organics and enhancing downstream treatment processes. Two independent evaluations considered the age, operational and maintenance challenges, efficiencies, and sizing of the existing system, and separately recommended full replacement of the systems to improve performance, reduce energy costs and reduce operations burden. WA1300 – Lindsay/Galveston Reservoir Site Well Replacement Project Priority: 2.54 Design and construct replacement water well located on the existing town reservoir and pump station at Lindsay Road and Galveston Road site. Project Priority: 1.91 WA1310 – Tankersley – Area II The project includes design and construction of replacement and new water distribution pipelines, valves and meters in the Town water service area formerly a segment of the Tankersley Water System in the Greenfield Road and Germann Road area. Project Priority: 1.91 WA1360 – Water Quality Master Plan Regulations governing water quality compliance are established at the Federal and state levels with each setting MCLs that must not be exceeded. These standards and sampling requirements are further defined by population and service connections. As Gilbert’s growth drives a redistribution and evaluation of monitoring and sampling requirements, changing surface and ground water quality is creating a unique opportunity to balance the portfolio of responses available to provide safe, reliable water to the distribution system. A comprehensive master plan is needed to evaluate all available supplies, blending and treatment schemas to maximize the balance of cost effective, high quality drinking water. 219 Table of Contents WATER PROJECT DETAIL WA1370 – Blending Control for Wells 20 & 22 Project Priority: 2.82 This project consists of the installation of a new control valve and flow meter structure on Queen Creek Road, west of Recker Road to facilitate blending between treated surface water, Well 20 and Well 22. Well 20 currently supplies the storage tank at Reservoir Site 20. Well 22 is connected to Reservoir Site 20 via a 20” transmission main on Queen Creek Road and is impacted by nitrates which prohibits direct use for drinking water supply. This project enables the use of Well 22 by blending with treated surface water and Well 20 prior to entering Reservoir Site 20. WA1400 – NWTP Facility Condition Assessment Project Priority: 2.40 The North Water Treatment Plant (NWTP) was originally placed into operation in 1997 as a 15 million gallons per day (MGD) surface water treatment plant. Since then, the WTP has undergone subsequent upgrades to 30-MGD and 45-MGD. The original intake structure, pre-sed basins, and numerous other structures and equipment remain in-use today. In addition, the original chemical and other buildings remain in-use for storage, treatment equipment, and personnel offices. Since much of the NWTP was constructed 20 years ago and the rest of the plant was constructed as add-ons over the past 17 years, the facility is due for a formal condition assessment. WA1420 – NWTP Reservoir Water Quality Improvements Project Priority: 2.56 Improvement to the NWTP North Reservoir are proposed to enhance water quality, providing design for floating aerators, blowers, electrical equipment, and associated structural modifications the opportunity to construct these improvements with the roof. In 2019 the NWTP South Reservoir will be similarly retrofit with water quality improvements in addition to access hatches. WA1430 – Vulnerability Assmnt and Emergency Response Plan Title IV Bioterrorism Act of 2002 requires validation of water and wastewater system vulnerabilities assessments and updates to the Emergency Response Plan every five years, and an updated assessment is now needed. This project produces documents essential to business continuity efforts. 220 Project Priority: 1.63 Table of Contents WASTEWATER PROJECT LOCATOR 221 Table of Contents WASTEWATER PROJECT SUMMARY Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ Relief Sewers WW0690 $ 15,097 Candlewood Lift Station and Force Main WW0700 10,156 298 9,858 - - - - - - Germann/Higley - 18" Recl. Water Main WW0720 5,416 707 4,709 - - - - - - Greenfield WRP - Phase III WW0750 46,315 4,334 41,981 - - - - - - South Recharge Site - Phase II WW0770 6,698 429 6,269 - - - - - - GWRP Reclaimed Water Pump Station Exp. WW0780 1,596 868 728 - - - - - - Reclaimed Water Reservoir #1 Rehab WW0830 1,595 1,386 209 - - - - - - Recl. Water Rec. Well at Elliot District Park WW0890 2,257 451 1,806 - - - - - - Lift Station Odor Scrubber Replacements WW0910 1,589 1,589 - - - - - - - Recharge Facility and 4 Recharge Wells WW0940 9,161 - 2,277 - - - - 6,884 - Recl. Water Line Ext. in Chandler Hgts WW0950 1,893 37 1,856 - - - - - - Riparian Preserve Distrib. Structure Exp. WW0960 1,849 - - - 1,849 - - - - GWRP - Various Plant Improvements WW0970 8,228 1,228 4,479 100 390 213 1,818 - - Fiesta Tech Sewer Service/Lift Station WW0990 5,927 4,643 1,284 - - - - - - Alternative Recovery Well R-5, McQueen Pk WW1000 1,349 1,237 112 - - - - - - Layton Lakes Lift Stat. Force Main Rehab. WW1010 7,812 6,352 1,460 - - - - - - Greenfield Odor Control Scrubber WW1020 712 712 - - - - - - - Force Main Repair - Greenfield/Ryan Rds WW1030 1,154 1,154 - - - - - - - Commerce and Neely Force Main Repl. WW1040 640 596 44 - - - - - - System Wide Force Main Retrofit WW1050 21,391 156 2,313 1,086 1,086 1,086 1,086 5,430 9,148 Concrete Pipe - Gravity Sewer Rehab WW1060 12,048 116 11,932 - - - - - - No. East Wastewater Basin Outfall WW1070 4,591 - - - - - - - 4,591 Recl. Water Vault - Recker/Warner WW1080 403 7 396 - - - - - - Activated Sludge Pumping Station Repl. WW1090 3,385 - 1,378 2,007 - - - - - Oxidation Ditch Rotor Replacements WW1100 6,259 - - 2,503 3,756 - - - - Effluent Filter Replacements WW1110 3,259 - - 50 1,279 1,930 - - - Waste Sludge Pump/Scum Removal Sys. WW1120 721 - - - - 351 370 - - Influent Odor Control System Repl. WW1130 837 - - - - 837 - - - Greenfield Repair and Repl. - Expansion WW1140 20,540 - 20,540 - - - - - - Crossroads Force Main Repair at Wllms Fld WW1150 1,750 94 1,656 - - - - - - Layton Lakes Lift Station Bio-Filter WW1160 977 - - 977 - - - - - Freestone Park Odor Cont. Injection Sys. WW1170 788 - - - - 788 - - - Sewer Outfall Structure - Gilbert/Ray WW1180 809 - - 163 646 - - - - Higley 202 Gravity Sewer Rehab WW1190 488 - 488 - - - - - - Greenfield WRP Phase IV Expansion WW1200 81,745 - - - - - - 81,745 - 26,394 $ 118,181 $ 12,013 $ 3,274 $ 101,623 $ Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ Total Capital Expenses Capital Sources: (1,000s) WRMPC - 2018 Bonds Water Repl Fund $ 289,435 $ $ Total $ 45,253 $ - $ 3,772 2,406 $ 41,481 5,127 - - 9,006 - $ - 5,205 - $ - - 7,564 - - 13,739 - 50 29 21 - - - - - - Wastewater Repl Fund 102,135 10,658 51,142 5,909 7,157 4,417 3,274 10,430 9,148 Wastewater Fund 35,480 9,713 8,411 977 - 788 - 11,000 4,591 Wastewater SDF 2,179 1,210 969 - - - - - - Greenfield Wastewater SDF 21,252 1,005 13,363 - - - - 6,884 - Neely Wastewater SDF 2,801 7 2,794 - - - - - - 222 Table of Contents WASTEWATER PROJECT SUMMARY Capital Sources: (1,000s) Total Future Growth Funding 80,285 Total Sources $ 289,435 Prior Years $ FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs 1,849 - - 73,309 - - - 5,127 26,394 $ 118,181 $ 12,013 $ 9,006 $ 5,205 $ 3,274 $ 101,623 $ $ $ 757 $ 1,329 $ 1,629 $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost - $ 223 - 457 - $ 457 $ 757 $ 1,329 $ 1,629 - $ - $ 13,739 Table of Contents WASTEWATER PROJECT DETAIL Project Priority: 1.82 WW0690 – Relief Sewers Design and construction of three parallel relief sewers to support the wastewater collection system, to include a parallel sewer line in Orchid Lane from Ray Road to Lindsay Road (0.5 miles in length), a parallel sewer line in Mystic Drive/Lago Boulevard/Long Meadow from Gilbert Road to Hackamore (0.6 miles in length), and a parallel sewer line in Val Vista Drive from Elliot to Olney (0.5 miles in length). WW0700 – Candlewood Lift Station and Force Main Project Priority: 3.00 Replacement of the Candlewood Lift Station to accommodate future flows per the 2012 Integrated 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. WW0720 – Germann/Higley – 18” Recl. Water Main Project Priority: 2.40 Install a reclaimed water main along Higley Road from one half mile north of Ocotillo Road to Germann Road and along 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. WW0750 – Greenfield Water Reclamation Plant – Phase III Project Priority: 3.00 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. This project is in tandem with WW1140, and provides for expansion of the total capacity of the facility to accommodate new flows. Design and construction of this phase of the GWRP is scheduled to be completed by the end of 2020 and bring Gilbert's share of the total capacity to 12 million gallons per day (MGD). A pre-design effort for this phase began in FY 2015. Gilbert’s share of the Phase III expansion will be 4 MGD. The ultimate plant capacity is 56 MGD. The plant will produce high quality reclaimed water suitable for direct reuse for landscape irrigation and groundwater recharge. Project Priority: 3.00 WW0770 – South Recharge Site – Phase II This project will increase the South Recharge Facility's capacity by constructing the southern half of the site with the installation of four new basins and the planned extension of the site's delivery canal. The following scope of work items to be included in this phase will also enhance the facility's recharge capacity and operations through efficiencies: drain holes in the basins per the 2012 Master Plan recommendations and facility hydrology report, motorized valves and SCADA system controls, hydro-rangers to monitor basin water levels, tree purchase and installation around new basins and the delivery canal, paving the parking lot (to meet an anticipated site visitation demand) as well as parking lot lighting for site security. WW0780 – GWRP Reclaimed Water Pump Station Expansion Project Priority: 3.00 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. WW0830 – Reclaimed Water Reservoir #1 Rehab Rehabilitate two older reclaimed water reservoir tanks by recoating the inside and outside of the tanks and making miscellaneous minor repairs. 224 Project Priority: 3.00 Table of Contents WASTEWATER PROJECT DETAIL WW0890 – Recl. Water Rec. Well at Elliot District Park Project Priority: 2.18 Design and construction of a reclaimed water recovery well at Elliot District Park and the Salt River Project power line easement. WW0940 – Recharge Facility and 4 Recharge Wells Project Priority: 1.90 This project installs four aquifer storage recovery (ASR) recharge wells inside the south recharge facility, or other site(s) to provide additional recharge capability to the facility and south area. This project concept is included in the 2012 Integrated Water Resources Master Plan. This project includes a study phase which will site the four ASR wells and drill pilot holes to validate recharge feasibility at the proposed locations. WW0950 – Recl. Water Line Ext. in Chandler Heights Project Priority: 3.00 This is an extension of the 12" reclaimed water line from Chandler Heights and Greenfield to Higley Rd. This pipe line will provide better flow and pressure to the reclaimed water customers located in the southern area of Gilbert. WW0990 – Fiesta Tech Sewer Service/Lift Station Project Priority: 3.00 The Fiesta Tech Business Park is located in the northwest corner of the Town of Gilbert. Sewer service for this area has been provided by the City of Mesa through an IGA with the Town of Gilbert. The Fiesta Tech sewer service area will be modified to flow to the Town of Gilbert's Neely Wastewater Plant for treatment. The modifications will require land acquisition for the sewer lift station site, one half mile of sewer collection and one mile of force main piping to accommodate flow of up to 1.1 million galls per day (MGD). WW1000 – Alternative Recovery Well R-5, McQueen Park Project Priority: 3.00 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 two skilake communities and an additional water source to the north area reclaimed water distribution system. This deeper recovery well will provide a secure source of higher quality recovered water for the customers. WW1010 – Layton Lakes Lift Station Force Main Rehab Project Priority: 3.00 Rehabilitation of two sewer force main pipelines that serve the Layton Lakes Lift Station. Existing 18-inch and 14-inch concrete lined ductile iron pipe (DIP) force mains both need to be rehabilitated due to pipeline corrosion. This project request is related to the force main pipe failure that occurred on Greenfield Road between Germann and Queen Creek in May 2014. This project proposes to rehabilitate both force main pipelines from the discharge manhole back to the lift station site using a slip-line rehabilitation method. The project also proposes to install pipeline inspection ports. The primary location of this project is the two mile stretch of Queen Creek Road between Greenfield and Lindsay. However, some work will also need to occur on Greenfield Road and on Lindsay Road as well. The approximate length of each pipeline to be rehabilitated is 12,067 feet (or 2.28 miles). WW1040 – Commerce and Neely Force Main Repl The Commerce and Neely Wastewater Force Mains require replacement with a force main constructed of inert materials. Both Commerce and Neely Force Mains will be replaced with new pipe and the old infrastructure abandoned. This project is part of Gilbert’s Long Range Infrastructure Plan. 225 Project Priority: 3.00 Table of Contents WASTEWATER PROJECT DETAIL Project Priority: 3.00 WW1050 – System Wide Force Main Repl. This project takes places in two phases. Phase one: Design will identify, prioritize, and develop design drawings for replacement of corrodible components for 14 wastewater force mains. The end state of phase one is improvement plans and priorities of work for 14 wastewater force mains that have been developed, corrodible component locations identified for replacement, and strategically placed inspection ports and air release valves located. This phase is completed when construction drawings and specifications are ready for solicitation of construction pricing. Phase two: Construction will replace ductile iron components over multiple years. Each year components be replaced based on the priorities of work established during phase one. The end state of phase two is that the wastewater force main system has replaced known corrodible components. WW1060 – Concrete Pipe – Gravity Sewer Rehab Project Priority: 3.00 Phase one of this project includes rehabilitation of the damaged section of pipe between South Higley Road and South Greenfield Road along the Ocotillo Road alignment, directly under the future Gilbert Regional Park. Additionally, pipeline video assessments will be done for Ocotillo Sewer and the Western Canal Sewer, which is anticipated to be a similar pipe material. This phase is complete when the deteriorating sections of the Ocotillo Sewer have been rehabilitated and video condition assessment has been conducted. Phase two includes rehabilitation of the approximately two miles of remaining Ocotillo Road Wastewater Interceptor and 2.5-miles of the Western Canal Sewer as required based on Phase one video assessments of pipeline condition. WW1080 – Recl. Water Vault – Recker and Warner Project Priority: 3.00 This project designs and constructs a reclaimed water vault with motor actuated control valves at the intersection of Recker and Warner Roads. This enhances safety and service to the public by eliminating the need for field operations staff to stop traffic to operate valves currently located in the roadway intersection several times a week. WW1090 – Activated Sludge Pumping Station Repl. Project Priority: 2.33 Design and construction to replace return activated sludge (RAS) pumps, minor structural repairs/modifications to RAS wet well, and install new RAS pump station structure, and electrical power distribution improvements. These components of the Neely facility are nearing the end of their useful life and replacement has been scheduled as part of the Long Range Infrastructure Plan. WW1140 – Greenfield Repair and Replacement - Expansion Project Priority: 3.00 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. This project, in tandem with WW0750, will provide design and construction and is scheduled to be completed by the end of 2020. This project includes technology improvements to reduce operations and maintenance challenges, improve reliability, and ease of operation. Additionally, the plant will have necessary major maintenance of systems, and system changes to handle the increasing solids loading at the facility. This project covers the improvements and maintenance activities made to the existing facilities. WW1150 – Crossroads Force Main Repair at Williams Field On May 31, 2017 Wastewater Operations responded to a failed section of ductile iron force main at the north east corner of Williams Field and the Greenfield Road alignment. The immediate emergency was resolved using a temporary measure; however, the pipeline under Williams Field Road remains vulnerable. This project includes design and construction of a permanent repair using trenchless construction under Williams Field Road east of the Loop 202 freeway interchange to replace the existing ductile iron section with a corrosion resistant pipe material. 226 Project Priority: 3.00 Table of Contents WASTEWATER PROJECT DETAIL WW1190 – Higley 202 Gravity Sewer Rehab A 530-foot long 30-inch diameter ductile iron gravity sewer pipeline crosses under Loop 202 west of Higley Road. During routine inspection in August 2017 corrosion of the pipe interior was observed. The rehabilitation method proposed is cured in place pipe lining (CIPP), to be executed during a sewer bypass. Currently, this sewer receives minimal flow which can be bypassed easily. As flow through this sewer increases with upstream development the opportunity for an inexpensive bypass is diminished. 227 Project Priority: 2.87 Table of Contents PARKS & RECREATION PROJECT LOCATOR 228 Table of Contents PARKS & RECREATION PROJECT SUMMARY Capital Expenses: (1,000s) TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ Freestone Park Expansion (North) PR0030 $ 22,300 - $ 22,300 Heritage Trail Middle Seg (Cons. Canal) PR0060 1,735 $ 1,535 - 200 - - - - - - - Nichols Park at Water Ranch Phases II/III PR0190 17,191 2,361 - - - - - 14,830 - Freestone Skate/Tennis Facility - Phase II PR0240 6,140 - - - - - - - 6,140 Gilbert Regional Park PR0310 101,446 1,715 18,389 16,500 - - - 64,842 - Rittenhouse District Park PR0320 78,240 16,096 20,416 - - - - 41,728 - Marathon Trail ( East Maricopa Floodway) PR0330 15,340 - - - - - - 15,340 - Skate Park PR0340 - - - - - - - - - Culture and Education Center PR0370 81,740 - - - - - - - 81,740 Crossroads Park - Phase II PR0390 18,224 24 - - - - - - 18,200 Freestone Recreation Center Pool PR0420 17,820 - - - - - - - 17,820 Crossroads Pk - Stabilization of Lake Emb. PR0530 4,237 - - - - - 4,237 - - Parks and Trails Signs PR0560 375 24 109 - 242 - - - - Urban Lakes Renovation PR0570 8,410 419 975 242 - 1,051 312 3,175 2,236 Rittenhouse Trail PR0580 5,622 - - - - - - - 5,622 Powerline Trail - Phase IV PR0620 3,714 - - 3,714 - - - - - McQueen Park - Phase IV PR0630 3,100 - - - - - - - 3,100 Gilbert Youth Soccer Complex - Phase II PR0690 52,240 - - - - - - 52,240 - Riparian Education Center PR0710 6,480 - - - - - - - 6,480 Crossroads Park NE Exp - Phase II PR0790 - - - - - - - - - South Area Pool PR0810 15,700 - - - - 15,700 - - - Public Bike Park Facility PR0820 1,147 - - - - - - - 1,147 Santan Vista Trail - Phase II PR0840 1,742 174 1,568 - - - - - - Santan Vista Trail - Phase III PR0850 5,685 4 - - - - - 5,681 - Shade Structures - Various Locations PR0920 380 - 180 - 200 - - - - Santan Vista Trail - Phase IV PR0970 2,097 - - - - - 2,097 - - Trail - Santan Fwy - Val Vista to Disc. Park PR1010 3,427 - - - - - - - 3,427 Trail - Santan Fwy - Disc Pk to Cosmo Pk PR1020 5,793 - - - - - - - 5,793 Playground Repl - Various Park Sites PR1030 3,540 1,240 4 - - - 1,244 1,052 - Water Tower Plaza - Repairs/Upgrades PR1040 883 - - - 883 - - - - Riparian Preserve Yurts PR1070 164 - - - - - - - 164 Discovery Park Playground Structure PR1080 831 - - - - - - 831 - Riparian - Interpretive Sign Replacement PR1090 100 - 100 - - - - - - Powerline Trail - Recker to Power PR1100 1,565 - - - - - - 1,565 - SERL - Fountain/Parking Lot Connection PR1110 150 24 126 - - - - - - Gilbert Youth Soccer Complex - Sprinkler Ad PR1120 3,144 - - - - - - 3,144 - Western Powerline Trail - Ped Crossing PR1130 1,332 187 1,145 - - - - - - Elliot District Park Repairs Phase I PR1140 4,803 4,218 585 - - - - - - Town Store - Southeast Regional Library PR1150 130 - - - - - - - 130 Irrigation System Replacements PR1160 18,680 - - - - 920 5,620 12,140 - Irrigation Controller Replacements PR1170 950 41 459 225 225 - - - - Santan Vista Trail - Phase V PR1210 4,539 - - - - - - - 4,539 Freestone Recreation Center Roof PR1220 1,847 1,847 - - - - - - - Trail Lighting PR1230 6,526 - - - - 6,526 - - - Cosmo Park Turf Project PR1240 1,254 - - - - - - 1,254 - Elliot District Park Improvements PR1250 12,315 1,356 10,959 - - - - - - Community Center Storage PR1260 159 4 155 - - - - - - Trail Crossings at Railroad Tracks PR1270 286 - - - - - - 286 - Freestone Rec Center Flooring Repl. PR1280 328 - - 328 - - - - - 31,269 $ 55,370 $ 21,009 1,550 $ 24,197 13,510 $ 218,108 $ 178,838 Total Capital Expenses $ 543,851 $ 229 $ $ Table of Contents PARKS & RECREATION PROJECT SUMMARY Capital Sources: (1,000s) Prior Years Total PFMPC - 2009 Bonds $ 10,268 $ 10,268 2001 GO Bonds 02-03 1 1 125,177 2,613 Developer Contribution Salt River Project 2024 Potential Parks Bonds Aesthetic Funds CIP Outside Sources CIP O/S Revolving Fund General Fund FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 $ $ $ $ $ - - - - - Years 6-10 Beyond 10 Yrs $ $ - - - - - - - - - - - - - 6,526 - 118,651 - - 2,613 - - - - - - 739 739 - - - - - - - 19 19 - - - - - - - 12,076 12,076 - - - - - - - 156 (10,562) 10,629 - - - - 89 - 52,922 10,094 3,734 795 667 1,971 11,413 21,882 2,366 Park SDF 30,742 848 21,086 2,270 - 6,538 - - - Future Growth Funding 127,590 - - 1,444 - 9,162 2,097 59,486 55,401 Park SDF - Prior to 2012 39,910 6,102 17,308 16,500 - - - - - Private Fund 6,480 - - - - - - - 6,480 Investment Income 8 8 - - - - - - - Unidentified 114,591 - - - - - - - 114,591 Miscellaneous 20,559 1,676 - - 883 - - 18,000 - Total Sources $ 543,851 31,269 $ 55,370 $ 21,009 $ 1,550 $ 24,197 $ 13,510 $ 218,108 $ 178,838 $ $ $ 279 $ $ 1,534 $ $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost 17 - $ 230 17 45 - $ 45 $ 279 411 - $ 411 $ 1,534 - $ - Table of Contents PARKS & RECREATION PROJECT DETAIL PR0060 – Heritage Trail Middle Seg (Consolidated Canal) Project Priority: 3.00 Multi-modal canal trail improvements from the Western Canal south to Warner Road. Improvements to include bridge crossing, landscape, concrete pathway, rest areas, and signage (1½ miles). Project Priority: 3.00 PR0310 – Gilbert Regional Park The 272 acre park will be designed to serve two purposes: flood control and storm water retention, as well as park and recreation amenities. Situated along the East Maricopa Floodway (Superstition-Santan Corridor and Marathon Trail), the park will be a destination facility for a variety of recreation pursuits for a regional population. Project components include, property acquisition, field needs assessment, conceptual design, conceptual plan agreement and construction. Currently park is estimated to be completed in three phases. Project Priority: 3.00 PR0320 – Rittenhouse District Park Joint effort with the Flood Control District of Maricopa County (FCDMC) and Gilbert on 165 acres. The basin will be designed to serve two purposes: Flood control/storm water retention as well as park and recreation amenities. The basin is bordered by the East Maricopa Floodway (EMF), Power Road and the Union Pacific Rail Road/Rittenhouse alignment. Park and Recreation amenity development includes 18 acres for high intensity, 115 acres for medium intensity, and 32 acres for low intensity uses. Includes reclaimed water line and reclaimed water recovery for peak irrigation demands. Project may involve partnership opportunities for the development of the site. Project Priority: 1.95 PR0560 – Parks and Trails Signs 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. Project Priority: 1.94 PR0570 – Urban Lakes Renovation 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. The repairs in FY 2017 and FY 2018 consisted of the fountain pump and vault at Freestone Park, removing turf adjacent to the lake at Cosmo and Freestone Parks, and adding a swale to the lake at the Municipal Center. The estimated schedule for the future years is as follows: Discovery Park Upper Lake FY 2019. Project Priority: 3.00 PR0840 – Santan Vista Trail – Phase II 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. This includes concrete pathway, resting/sitting areas, and signage. PR0920 – Shade Structures – Various Locations Install shade structures over playground equipment and other park amenities such as sports fields, picnic areas, and bleachers in various parks. 231 Project Priority: 2.36 Table of Contents PARKS & RECREATION PROJECT DETAIL PR1030 – Playground Repl – Various Parks Sites Project Priority: 2.13 Remove and replace play structures in the following and locations: Page Park, Village Park West, McQueen Ballfield North, Freestone Soccer Fields, Circle G South, Circle G North, Sunview; Freestone Recreation Center, McQueen Park Activity Center West, McQueen Park Activity Center East, Discovery, Sonora Town, McQueen Ballfield South, Cosmo. PR1090 – Riparian – Interpretive Sign Replacement Project Priority: 3.00 Replace original interpretive and informational signs located at the Riparian at Water Ranch. PR1110 – Southeast Regional Library Fountain and Parking Lot Project Priority: 3.00 The existing pump station and fountain will be modified and repaired. PR1130 – Western Powerline Trail – Ped Crossing Project Priority: 3.00 Construct a grade separated pedestrian crossing over the Union Pacific Railroad (UPRR) at the intersection of the Western Powerline Trail (WPT) approximately 1/2 mile west of Gilbert Road. Included in the project is the completion of trail improvements approximately 1/8 mile on either side of the crossing location. PR1140 – Elliot District Park Repairs Phase I Project Priority: 3.00 Complete phase I repair work at Elliot District Park. PR1170 – Irrigation Controller Replacements Project Priority: 3.00 This project will replace obsolete irrigation controllers in parks and along trails. The $50,000 allocated in FY 2017 was 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. PR1250 – Elliot District Park Improvements Project Priority: 3.00 Construct improvements to the Elliot District Park. General summary of the work items to be addressed include; ADA compliance, plaza concrete flatwork, batting cages, ball field site grading and drainage, site storm water retention, grandstands, netting support columns, parking lot, and administrative building and clubhouse. Park will remain closed for 12-18 months to complete the repairs. Project Priority: 3.00 PR1260 – Community Center Storage The Community Center hosts the Gilbert Senior Center as well as the Parks & Recreation Department’s Adaptive Recreation program and general recreation programming. The Community Center has very limited storage to keep regularly used program supplies, props and documents. These items have been stored using the next door Page Park Center which will no longer be available for storage. A 400-600 square feet, climate controlled, easily accessible to the Community Center is needed. 232 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, 2018: PRINCIPAL AMOUNT OUTSTANDING TYPE OF BOND General Obligation Street and Highway User Revenue Water Resources Municipal Property Corporation Public Facility Municipal Property Corporation Subordinate Lien Pledged Revenue Obligations Improvement District $ 128,090,000 3,250,000 140,090,000 74,565,000 35,655,000 5,445,000 Total Bonds Outstanding $ 387,095,000 Subordinate Lien Pledged Revenue Obligations 9% Improvement District 2% General Obligation 33% Public Facility Municipal Property Corporation 19% Street and Highway User Revenue 1% Water Resource Municipal Property Corporation 36% 233 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 Gilbert’s secondary assessed valuation as determined by the Maricopa County Assessor. The following table illustrates the changes in secondary assessed valuation over the past ten years and the amount of property tax received to repay debt. Secondary Assessed Valuation* 2,358,865,992 2,185,240,661 1,849,983,469 1,666,867,842 1,585,463,663 1,734,283,157 1,845,325,449 1,979,359,269 2,105,762,268 2,256,162,227 Year 2009/2010 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 Percent Change 11.43% -7.36% -15.34% -9.90% -4.88% 9.39% 6.40% 7.26% 6.39% 7.14% Property Tax Levy 30,739,000 26,418,130 21,400,000 19,300,000 18,440,000 19,500,000 19,500,000 21,000,000 21,650,000 22,300,000 *Note: Beginning in 2015, the Maricopa County Assessor no longer distinguishes between primary and secondary assessed value. Valuations after 2015 are reported with the Full Cash Valuation. Gilbert has been able to manage debt strategically and has been able 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. Since FY 2015, Gilbert decreased the secondary property tax rate year over year from approx. $1.06 in FY 2015 to $0.99 in FY 2019. In FY 2019, Gilbert will be using General Fund monies to pay off $1M in General Obligation bonds; saving taxpayers approximately $105k in interest. Assessed value for Property Tax purposes lags market by nearly two years. Secondary Assessed Value $2,500,000,000 $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 $0 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 The Arizona Constitution and State Statute limits Gilbert’s bonded debt capacity to certain percentages of Gilbert’s secondary assessed valuation by the type of project to be constructed. There is a limit of 20% of secondary assessed valuation for projects involving streets, water, sewer, artificial lighting, parks, open space, and recreational facility improvements. 234 Table of Contents DEBT SERVICE There is a limit of 6% of secondary assessed valuation for any other general-purpose project. Voter authorization is required before General Obligation Bonds can be issued. In 2001 a Citizens Bond Committee recommended the Council forward to the voters a bond authorization election in the amount of $57,481,000. The Council approved this action and the bond authorization election was successful. In May 2003, the voters approved general obligation bonds in the amount of $80 million to pay for street construction and in March 2006, voters approved $75 million for street improvements and $10 million for parks and recreation facilities. In November 2007, voters approved $174 million for street improvements. The following table outlines the remaining authorization for each voter approved election: Election Date Authorized Issued Remaining 20% November 2001 $ 57,481,000 $ 45,722,000 $ May 2003 $ 80,000,000 $ 80,000,000 $ March 2006 $ 85,000,000 $ 85,000,000 $ November 2007 $ 174,000,000 $ 173,993,080 *** $ *** Remaining authorization is a de minimis amount 11,759,000 - The information below shows the legal bonding limit for General Obligation bonds as of July 1, 2018. Debt Capacity with Bond Premiums Included 6% Limitation FY 2018 Secondary Assessed Valuation Allowable 6% Debt Less: 6% Debt Outstanding Unused 6% Debt Capacity 20% Limitation FY 2018 Secondary Assessed Valuation Allowable 20% Debt Less: 20% Debt Outstanding Less: Unamortized Premium Counted Against Capacity Unused 20% Debt Capacity $ 2,831,095,155 169,865,709 $ 169,865,709 $ 2,831,095,155 566,219,031 (127,090,000) (9,516,726) $ 429,612,305 The following table provides the detail for the FY 2019 general obligation debt budget. Revenue is provided from the secondary property tax levy. Name GO Series 2008 GO Series 2017 Revenue and Refunding Total General Obligation Issued $187,990,000 $121,670,000 $309,660,000 Outstanding $17,000,000 $111,090,000 $128,090,000 Debt Payments $1,510,000 $21,766,800 $23,276,800 The last General Obligation Bond sale occurred in April 2017. That issue received a Moody’s rating of Aaa and a Fitch rating of AAA which are the highest ratings possible. The 2017 issue used the remaining November 2007 authorization and refunded most of the outstanding GO Series 2008. The refunding saved nearly $3.4M in interest. This is evidence of the Town’s emphasis on responsible financial stewardship, as well a reflection of a great community. Street and Highway User Revenue (HURF) Bonds are special revenue bonds issued specifically for the purpose of constructing street and highway projects. Gilbert received a ratings upgrade from S&P 235 Table of Contents DEBT SERVICE 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. The distribution of revenues is 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 onehalf of the annual HURF revenues received. The following table illustrates the debt service as a percent of anticipated revenue: Year FY 2019 HURF Revenue 15,861,000 Debt Service 3,412,500 Coverage 4.6x Water and Wastewater Revenue Bonds are issued to finance construction of water and wastewater facilities. The debt is repaid through user fees. The voters must approve the bonds. The amount of debt issued is limited by the revenue source to repay the debt. 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. 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. In May 2018, Gilbert issued debt for the Greenfield Wastewater Treatment Plant expansion. System Development fees are used to pay back both of these bonds. 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. Gilbert currently has one Subordinate Lien obligation which is paid using revenues from leases and General Fund revenues. 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. 236 Table of Contents DEBT SERVICE The following table indicates the principal amount of debt paid annually by type of debt: Fiscal Year 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 16,645,000 17,480,000 18,355,000 16,180,000 17,000,000 2,485,000 2,605,000 2,740,000 2,875,000 3,020,000 3,110,000 3,200,000 3,360,000 3,530,000 3,705,000 3,820,000 3,930,000 4,050,000 - Street and Highway 3,250,000 - MPC Public Facilities 12,045,000 12,565,000 14,340,000 5,250,000 5,500,000 5,770,000 6,055,000 6,360,000 6,680,000 - 128,090,000 3,250,000 74,565,000 237 Suborninate Improvement MPC Water Resources Lien District 7,225,000 700,000 380,000 7,560,000 735,000 400,000 7,950,000 770,000 425,000 8,340,000 810,000 450,000 8,780,000 850,000 465,000 9,200,000 895,000 490,000 9,655,000 935,000 515,000 10,155,000 985,000 555,000 10,575,000 1,035,000 580,000 11,105,000 1,085,000 580,000 11,445,000 1,140,000 605,000 11,835,000 1,195,000 10,285,000 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 2,200,000 140,090,000 35,655,000 5,445,000 Table of Contents DEBT SERVICE The following table indicates the total interest payments per year by type of debt: Fiscal Year 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 General Obligation 5,631,800 4,799,550 3,925,550 3,007,800 2,198,800 1,688,800 1,564,550 1,434,300 1,297,300 1,153,550 1,062,950 969,650 809,650 641,650 465,150 354,000 239,400 121,500 - Street and Highway 162,500 - MPC Public Facilities 3,654,275 3,086,300 2,471,275 1,761,150 1,508,250 1,243,250 954,750 652,000 334,000 0 - $31,365,950 $162,500 $15,665,250 238 Subordinate Improvement MPC Water Resources Lien District 6,207,162 1,559,456 268,140 5,865,313 1,524,456 248,238 5,487,313 1,487,706 227,185 5,089,813 1,449,206 204,858 4,672,813 1,408,706 181,510 4,233,813 1,366,206 157,143 3,773,813 1,321,456 131,498 3,291,063 1,274,706 104,195 2,857,863 1,225,456 75,235 2,329,113 1,173,706 45,645 1,997,300 1,119,456 15,428 1,591,350 1,062,456 1,085,100 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 $50,449,425 $25,579,738 $1,659,073 Table of Contents DEBT SERVICE Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 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 EXPENSES BY ACTIVITY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 General Obligation Street and Highway Public Facilities MPC Water Resources MPC Subordinate Lien Improvement Districts Wastewater MPC 22,815,040 3,395,820 13,756,138 33,739,334 2,196,289 - 90,443,896 3,412,020 14,281,600 38,582,363 696,795 - 22,295,550 3,417,250 15,399,230 10,005,090 2,261,260 5,486,430 - 22,295,550 3,417,250 15,399,230 10,005,090 5,486,430 - 23,291,300 3,417,500 15,719,280 9,994,630 2,264,460 6,411,280 3,614,400 $ 75,902,621 $147,416,674 $ 58,864,810 $ 56,603,550 $ 64,712,850 EXPENSES BY CATEGORY Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Personnel Supplies & Contractual Capital Outlay 71,024,495 4,878,126 119,166,684 28,249,990 58,864,810 - 56,603,550 - 64,712,850 - $ 75,902,621 $147,416,674 $ 58,864,810 $ 56,603,550 $ 64,712,850 OPERATING RESULTS Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Revenues Transfers In 21,858,074 32,666,048 86,251,064 30,380,935 27,186,430 32,538,400 27,186,430 31,077,140 29,761,280 35,145,950 Total Sources $ 54,524,122 $116,631,999 $ 59,724,830 $ 58,263,570 $ 64,907,230 Total Expenses Transfers Out 75,902,621 - 147,416,674 332,001 58,864,810 - 56,603,550 - 64,712,850 - Total Uses $ 75,902,621 $147,748,675 $ 58,864,810 $ 56,603,550 $ 64,712,850 Net Operating Result $ (21,378,499) $ (31,116,676) $ $ $ PERSONNEL BY ACTIVITY Total Expenses Total Expenses 239 860,020 1,660,020 194,380 Table of Contents 240 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Mayor and Council Executive Assistant Mayor's Aide 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 Deputy Town Manager Assistant Town Manager Community Resources Program Supervisor Assistant to Town Manager Executive Assistant to Town Manager Executive Staff Assistant Emergency Operations Coordinator Total Manager 1.00 0.00 1.00 0.00 3.00 1.00 1.00 0.00 7.00 1.00 0.00 1.00 0.15 3.00 1.00 1.00 0.00 7.15 1.00 0.00 1.00 0.15 3.00 1.00 1.00 0.00 7.15 1.00 3.00 0.00 0.35 1.00 0.00 1.00 1.00 7.35 1.00 3.00 0.00 0.35 1.00 0.00 1.00 1.00 7.35 Digital Government Digital Communications Strategist Chief Digital Officer Digital Media and Marketing Officer Community Engagement Coordinator Digital Journalist Multi-Media Analyst Data and Technology Analyst Total Digital Government 0.00 1.00 1.00 0.00 2.00 1.00 1.00 6.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 7.00 1.00 1.00 1.00 0.00 2.00 1.00 1.00 7.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 8.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 8.00 Intergovernmental Governmental Relationship Assistant Program Coordinator Director of Intergovernmental Affairs Total Intergovernmental 1.00 0.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 Economic Development Economic Development Director Economic Development Manager Economic Development Administrator Economic Development Analyst Administrative Assistant Total Economic Development 1.00 1.00 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 2.00 1.00 9.00 1.00 1.00 4.00 2.00 1.00 9.00 1.00 1.00 4.00 2.00 1.00 9.00 Information Technology: Information Technology Administration Information Technology Director Chief Technology Officer Administrative Assistant Total Information Technology Administration 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Communication Services IT Infrastructure Manager Systems Engineer Telecom Engineer 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 3.00 1.00 GENERAL FUND 241 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Communications Engineer Network Administrator Radio Technician Audio/Visual Analyst Total Communication Services 1.00 1.00 1.00 1.00 9.00 1.00 1.00 1.00 1.00 9.00 1.00 1.00 2.00 1.00 10.00 1.00 1.00 2.00 1.00 10.00 1.00 1.00 2.00 1.00 10.00 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 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 5.00 4.00 1.00 20.00 1.00 1.00 4.00 2.00 2.00 5.00 4.00 1.00 20.00 2.00 1.00 4.00 2.00 2.00 5.00 4.00 1.00 21.00 GIS Operations and Support GIS Supervisor GIS Administrator Senior GIS Technician GIS Technician Addressing Technician Total GIS Operations and Support 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 1.00 2.00 2.00 2.00 1.00 8.00 1.00 2.00 2.00 2.00 1.00 8.00 Total Information Technology 38.00 38.00 40.00 41.00 42.00 Human Resources: Personnel Administration Chief Talent Officer Senior Human Resources Analyst Lean Innovator Benefits Analyst Human Resources Manager Human Resources Supervisor Human Resources Specialist Office Assistant Administrative Assistant Total Personnel Administration 1.00 3.00 0.00 0.00 2.00 1.00 2.00 0.00 2.00 11.00 1.00 4.00 0.00 0.00 2.00 1.00 2.00 1.00 2.00 13.00 1.00 5.00 0.00 0.00 2.00 1.00 2.00 1.00 2.00 14.00 1.00 5.00 1.00 1.00 2.00 1.00 2.00 1.00 2.00 16.00 1.00 5.00 1.00 1.00 2.00 1.00 2.00 1.00 2.00 16.00 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 Safety Specialist Senior Human Resources Analyst 1.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 242 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Risk Management 4.00 4.00 4.00 2.00 2.00 Payroll Senior Payroll Specialist Payroll Specialist Total Payroll 2.00 1.00 3.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Human Resources 21.00 20.00 21.00 21.00 21.00 Management and Budget Management and Budget Director Management and Budget Analyst Senior Performance Management Analyst Executive Assistant Management Support Specialist Total Management and Budget 1.00 3.00 1.00 0.00 1.00 6.00 1.00 3.00 1.00 0.00 1.00 6.00 1.00 3.00 1.00 0.00 1.00 6.00 1.00 3.00 0.00 1.00 0.00 5.00 1.00 3.00 0.00 1.00 0.00 5.00 Town Clerk Town Clerk Deputy Clerk Administrative Assistant Receptionist Town Clerk Specialist Total Town Clerk 1.00 1.00 1.00 1.00 2.00 6.00 1.00 1.00 1.00 0.00 2.00 5.00 1.00 1.00 1.00 0.00 2.00 5.00 1.00 1.00 1.00 0.00 2.00 5.00 1.00 1.00 1.00 0.00 2.00 5.00 Neighborhood Services Program Supervisor Program Coordinator Total Neighborhood Services 0.15 1.00 1.15 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Legal Services: General Counsel Town Attorney Assistant Town Attorney Legal Advisor Paralegal Legal Secretary Total General Counsel 1.00 1.00 1.00 0.00 1.00 4.00 1.00 2.00 1.00 0.00 1.00 5.00 1.00 2.00 1.00 0.00 1.00 5.00 1.00 2.00 1.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 1.00 6.00 Prosecutor Town Prosecutor Assistant Town Prosecutor II Legal Secretary Administrative Supervisor Administrative Assistant Victim Advocate Office Assistant Paralegal Total Prosecutor 1.00 7.00 3.00 1.00 2.00 2.00 3.00 0.00 19.00 1.00 7.00 3.00 1.00 2.00 2.00 3.00 0.00 19.00 1.00 7.00 3.00 1.00 3.00 3.00 3.00 0.00 21.00 1.00 7.00 3.00 1.00 3.00 2.00 3.00 1.00 21.00 1.00 7.00 3.00 1.00 3.00 2.00 3.00 1.00 21.00 Total Legal Services 23.00 24.00 26.00 27.00 27.00 Management Services: 243 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 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 Assistant Accounting Manager Accounting System Analyst Senior Accountant Accountant Accounting Technician Administrative Assistant Accounting Specialist Senior Payroll Specialist Payroll Specialist Total Accounting 1.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 9.00 1.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 2.00 1.00 12.00 1.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 2.00 1.00 12.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 12.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 12.00 Purchasing Administrative Assistant Purchasing Specialist Contract Specialist Inventory Services Specialist Purchasing Manager Total Purchasing 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 0.00 4.00 1.00 1.00 7.00 1.00 0.00 4.00 1.00 1.00 7.00 Tax Compliance Tax Compliance Specialist Tax Compliance Analyst Tax Compliance Manager Tax Compliance Auditor Senior Tax Compliance Auditor Total Tax Compliance 1.00 2.00 1.00 0.00 0.00 4.00 1.00 2.00 1.00 0.00 0.00 4.00 1.00 3.00 1.00 0.00 0.00 5.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.50 1.00 1.00 1.00 5.50 Total Management Services 21.00 24.00 25.00 25.00 25.50 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 2.00 1.00 5.00 10.00 1.00 4.00 2.00 0.75 0.17 31.92 1.00 3.00 1.00 1.00 2.00 1.00 5.00 10.00 1.00 4.00 2.00 0.75 0.17 31.92 1.00 3.00 1.00 1.00 2.00 1.00 5.00 10.00 1.00 4.00 2.00 0.75 0.17 31.92 Development Services: Development Services Administration 244 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 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 4.30 0.50 0.70 1.00 6.50 4.30 0.50 0.70 1.00 6.50 4.30 0.50 0.70 1.00 6.50 4.30 0.50 0.70 1.00 6.50 5.03 0.50 1.00 0.80 7.33 Plan Review and Inspection Administration Plan Review and Inspection Manager Administrative Assistant Total Plan Review and Inspection Admin 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 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 2.00 1.00 3.00 18.55 0.75 1.00 4.00 4.00 3.00 0.80 2.00 1.00 3.00 19.55 0.75 0.00 4.00 4.00 3.00 0.80 3.00 1.00 3.00 19.55 0.75 0.00 4.00 4.00 3.00 0.80 3.00 1.00 3.00 19.55 Plan Review and Inspection - Fire Inspections Supervisor Inspector II Senior Plans Examiner Plan Review Supervisor Plans Examiner Total Plan Review and Inspection - Fire 0.25 1.00 1.00 0.20 0.00 2.45 0.25 1.00 1.00 0.20 1.00 3.45 0.25 1.00 1.00 0.20 1.00 3.45 0.25 1.00 1.00 0.20 1.00 3.45 0.25 1.00 1.00 0.20 1.00 3.45 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 6.00 0.95 1.00 1.00 1.00 9.95 6.00 0.95 1.00 1.00 1.00 9.95 6.00 0.95 1.00 1.00 1.00 9.95 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 1.00 2.00 0.05 3.05 1.00 2.00 0.05 3.05 Plan Review and Inspection - Code Inspections Supervisor Inspector II 0.80 1.00 0.80 1.00 0.80 1.00 0.80 1.00 0.80 1.00 245 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Inspector I Administrative Assistant Total Plan Review and Inspection - Code 4.00 2.00 7.80 4.00 1.00 6.80 4.00 1.00 6.80 4.00 1.00 6.80 4.00 1.00 6.80 Development Engineering Development Engineer Manager Senior Development Engineer Development Engineer Total Development Engineering 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Planning Services Planning Services Manager Principal Planner Senior Planner Planner II Plan Review and Inspection Specialist Planning Technician Administrative Assistant Total Planning Services 1.00 1.00 3.00 2.00 2.00 2.00 1.00 12.00 1.00 1.00 4.00 2.00 3.00 2.00 1.00 14.00 1.00 1.00 4.00 2.00 3.00 2.00 1.00 14.00 1.00 1.00 3.00 4.00 2.00 2.00 0.00 13.00 1.00 1.00 3.00 4.00 2.00 2.00 0.00 13.00 Transportation Planning Transportation Planning Manager Planner II Total Transportation Planning 0.00 0.00 0.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Total Development Services 60.30 68.30 71.30 71.30 72.13 Public Works - Engineering: Engineering Administration Town Engineer Inspections Specialist Senior Plans Examiner Total Engineering Administration 0.60 0.00 1.00 1.60 0.60 0.00 0.00 0.60 0.60 0.00 0.00 0.60 0.60 0.00 0.00 0.60 0.60 1.00 0.00 1.60 Development Engineering Development Engineer Engineering Technician Senior Plans Examiner Total Development Engineering 1.00 1.00 0.00 2.00 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 Engineering Traffic Town Traffic Engineer Senior Traffic Engineering Specialist Traffic Safety Assistant Traffic Safety Specialist Total Engineering Traffic 1.00 1.00 1.00 0.00 3.00 1.00 1.00 1.00 0.00 3.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 4.00 Total Public Works - Engineering 6.60 3.60 4.60 4.60 5.60 Police Department: Police Administration Police Chief Assistant Police Chief 1.00 0.00 1.00 0.00 1.00 0.00 1.00 1.00 1.00 1.00 246 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Police Lieutenant Police Sergeant Administrative Assistant Office Assistant Total Police Administration 1.00 1.00 1.00 0.50 4.50 1.00 1.00 1.00 0.00 4.00 1.00 1.00 1.00 0.00 4.00 1.00 1.00 1.00 0.00 5.00 1.00 0.00 1.00 0.00 4.00 Office of Professional Standards Admin Police Sergeant Background Investigator Office Assistant Total Office of Professional Standards Admin 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.50 2.50 Internal Affairs Police Sergeant Police Officer Non-Sworn Public Safety Technician Total Internal Affairs 1.00 3.00 0.00 4.00 1.00 3.00 0.00 4.00 1.00 3.00 1.00 5.00 1.00 3.00 1.00 5.00 0.00 3.00 0.00 3.00 Training and Program Coordination Police Training Specialist Police Officer Rangemaster Administrative Assistant Police Records Clerk Police Sergeant Total Training & Program Coordination 1.00 0.00 1.00 1.00 2.00 0.00 5.00 1.00 0.00 1.00 1.00 1.00 0.00 4.00 1.00 0.00 1.00 1.00 1.00 0.00 4.00 1.00 0.00 1.00 1.00 1.00 0.00 4.00 1.00 3.00 1.00 1.00 1.00 1.00 8.00 1.00 5.00 12.00 116.00 1.50 135.50 1.00 5.00 14.00 124.00 1.50 145.50 2.00 5.00 14.00 132.00 2.00 155.00 2.00 5.00 14.00 130.00 2.00 153.00 2.00 5.00 17.00 147.00 2.00 173.00 Detention / Court Support Detention Supervisor Detention Transport Officer Total Detention / Court Support 2.00 6.00 8.00 2.00 7.00 9.00 2.00 7.00 9.00 2.00 7.00 9.00 2.00 7.00 9.00 Enforcement Support Police Sergeant Teleserve Operator Administrative Assistant Body Worn Camera Coordinator Public Safety Assistant Total Enforcement Support 1.00 8.00 1.00 0.00 2.00 12.00 1.00 8.00 1.00 0.00 2.00 12.00 1.00 8.00 1.00 0.00 2.00 12.00 1.00 8.00 1.00 0.00 2.00 12.00 1.00 7.00 1.00 1.00 2.00 12.00 Civilian Patrol Civilian Patrol Technician Crime Scene Technician Total Civilian Patrol 4.00 2.00 6.00 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.00 4.00 Uniform Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Administrative Assistant Total Uniform Patrol 247 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Support Administration Commander Support Services Policy and Compliance Coordinator Administrative Assistant Total Support Administration 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 1.00 1.00 3.00 Records Police Records and Property Manager Police Records Shift Supervisor Police Records Clerk Total Records 1.00 3.00 12.00 16.00 1.00 3.00 13.00 17.00 1.00 3.00 15.00 19.00 1.00 3.00 15.00 19.00 1.00 3.00 15.00 19.00 Communications Police Communications Manager Police Communications Shift Supervisor Police Dispatcher 911 Operators Total Communications 1.00 5.00 18.00 13.50 37.50 1.00 5.00 18.00 13.50 37.50 1.00 5.00 18.00 13.50 37.50 1.00 5.00 18.00 13.50 37.50 1.00 5.00 18.50 13.00 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 Planning and Research Data Analyst 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 Hiring / Inspections Police Policy and Compliance Coordinator Polygraph Examiner Police Volunteer Specialist Background Investigator Office Assistant Total Hiring/Inspections 1.00 1.00 1.00 2.00 0.00 5.00 1.00 1.00 1.00 3.00 0.50 6.50 1.00 1.00 1.00 3.00 0.50 6.50 1.00 1.00 1.00 5.00 0.50 8.50 0.00 1.00 0.00 5.00 0.00 6.00 Crime Prevention Crime Prevention Technician Total Crime Prevention 3.00 3.00 3.00 3.00 3.00 3.00 3.00 3.00 2.00 2.00 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 Public Affairs Police Sergeant Public Affairs Specialist 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 248 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Volunteer Specialist Total Public Affairs 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 Investigations Police Lieutenant Police Commander Administrative Assistant Total 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 Special Victims Unit Police Sergeant Police Officer Non-Sworn Public Safety Technician Total Special Victim Unit 1.00 7.00 3.00 11.00 1.00 7.00 3.00 11.00 1.00 8.00 3.00 12.00 1.00 8.00 3.00 12.00 1.00 8.00 0.00 9.00 Violent Crimes Unit Police Sergeant Police Officer Total Violent Crimes Unit 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 Property Crimes Police Sergeant Police Officer Total Property Crimes 1.00 10.00 11.00 1.00 10.00 11.00 1.00 11.00 12.00 1.00 11.00 12.00 1.00 8.00 9.00 Intel and Analysis Unit Police Sergeant Police Officer Crime Analyst Crime Analysis Technician Audio/Visual Forensic Analyst Total Intel and Analysis Unit 1.00 4.00 3.00 1.00 1.00 10.00 1.00 5.00 3.00 1.00 1.00 11.00 1.00 5.00 3.00 1.00 1.00 11.00 1.00 5.00 3.00 1.00 1.00 11.00 1.00 3.00 3.00 1.00 0.00 8.00 Crime Scene Unit Crime Scene Specialist Total Crime Scene Unit 0.00 0.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Financial Crimes Unit Police Sergeant Police Officer Audio Video Forensic Analyst Total Financial Crimes Unit 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 1.00 7.00 Family Violence Unit Police Sergeant Police Officer Civilian Investigator Total Family Violence Unit 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 4.00 3.00 8.00 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 0.00 5.00 5.00 249 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Crime Suppression Police Sergeant Police Officer Total Crime Suppression 2.00 12.00 14.00 2.00 12.00 14.00 2.00 14.00 16.00 2.00 14.00 16.00 1.00 7.00 8.00 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 9.00 10.00 1.00 9.00 10.00 1.00 9.00 10.00 1.00 9.00 10.00 1.00 9.00 10.00 Crime Apprehension Police Sergeant Police Officer Total Crime Apprehension 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 1.00 4.00 5.00 1.00 4.00 5.00 K9 Unit Police Officer Total K9 Unit 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 3.00 353.00 365.00 381.50 381.50 405.50 Fire and Rescue Department: Fire Administration Fire Chief Assistant Fire Chief Data Compliance Analyst Fire Management Coordinator Administrative Assistant Total Fire Administration 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 1.00 1.00 0.00 5.00 1.00 2.00 1.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 1.00 6.00 Operations Performance Battalion Chief Fire Captain Total Operations Performance 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 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 7.00 46.00 39.00 8.00 47.00 39.00 8.00 50.00 42.00 8.00 50.00 42.00 8.00 50.00 42.00 Total Police Department 250 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 82.00 1.00 175.00 88.00 2.00 184.00 88.00 2.00 190.00 88.00 2.00 190.00 88.00 2.00 190.00 Resource Fire Warehouse Supervisor Fire Equipment Technician Administrative Assistant Fire Service Aide Total Resource 1.00 1.00 1.00 2.00 5.00 1.00 1.00 1.00 2.00 5.00 1.00 1.00 1.00 2.00 5.00 1.00 1.00 1.00 2.00 5.00 1.00 1.00 1.00 2.00 5.00 Fire Prevention Fire Marshal Fire Investigator Administrative Assistant Fire Inspector Total Fire Prevention 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 1.00 2.00 0.00 3.00 6.00 1.00 2.00 0.00 3.00 6.00 Community Battalion Chief Volunteer Coordinator Administrative Assistant Community Outreach and Engagement Total Community 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 Emergency Operations Center Emergency Management Coordinator Total Emergency Operations Center 1.00 1.00 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 Total Fire and Rescue Department 203.00 210.00 217.00 216.00 216.00 Parks and Recreation: Parks and Recreation Administration Parks and Recreation Director Parks and Recreation Deputy Director Parks and Recreation Manager Administrative Supervisor Administrative Assistant Parks and Recreation Business Manager Recreation Leader Total Parks and Recreation Administration 1.00 0.00 2.00 1.00 5.55 1.00 0.03 10.58 1.00 0.00 2.00 1.00 5.55 1.00 0.03 10.58 1.00 0.00 2.00 1.00 5.55 1.00 0.03 10.58 1.00 1.00 1.00 1.00 5.55 1.00 0.03 10.58 1.00 1.00 1.00 1.00 5.55 1.00 0.03 10.58 Facilities Maintenance Facilities Maintenance Manager Facilities Attendant Security Systems Technician Senior Facilities Maintenance Technician Custodian Facilities Maintenance Technician Total Facilities Maintenance 1.00 0.00 1.00 3.00 2.00 5.00 12.00 1.00 0.00 1.00 3.00 2.00 5.00 12.00 1.00 0.48 1.00 3.00 2.00 5.00 12.48 1.00 0.48 1.00 3.00 2.00 5.00 12.48 1.00 0.48 1.00 3.00 2.00 5.00 12.48 Parks and Open Space Parks Operations Supervisor 1.00 1.00 1.00 1.00 1.00 Firefighter Administrative Assistant Total Fire Operations 251 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 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 2.40 1.00 5.00 1.00 1.00 3.00 14.98 1.00 2.00 0.50 32.88 2.40 1.00 5.00 1.00 1.00 3.00 11.11 1.00 5.25 0.50 32.26 2.40 1.00 5.00 1.00 1.00 3.00 12.11 1.00 6.47 0.50 34.48 2.40 1.00 5.00 1.00 1.00 3.00 12.11 1.00 6.47 0.50 34.48 2.40 1.00 5.00 1.00 1.00 3.00 12.11 1.00 6.47 0.50 34.48 Riparian Programs Recreation Instructor Program Coordinator Grounds Maintenance Worker Total Riparian Program 0.38 2.00 0.45 2.83 0.38 2.00 0.45 2.83 0.38 2.00 0.45 2.83 0.38 2.00 0.45 2.83 0.38 2.00 0.45 2.83 Mesquite Pool Recreation Supervisor Aquatic Facility Technician Recreation Coordinator Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Mesquite Pool 0.16 0.25 0.05 0.33 0.44 0.39 0.69 0.86 1.88 5.05 0.16 0.25 0.05 0.33 0.44 0.39 0.69 0.86 1.88 5.05 0.16 0.25 0.05 0.33 0.44 0.39 0.69 0.86 1.88 5.05 0.16 0.25 0.05 0.33 0.44 0.39 0.69 0.86 1.88 5.05 0.16 0.25 0.05 0.33 0.44 0.39 0.69 0.86 1.88 5.05 Greenfield Pool Recreation Supervisor Aquatic Facility Technician Recreation Coordinator Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Total Greenfield Pool 0.16 0.25 0.05 0.33 0.44 0.38 1.19 1.42 4.22 0.16 0.25 0.05 0.33 0.44 0.38 1.19 1.42 4.22 0.16 0.25 0.05 0.33 0.44 0.38 1.19 1.42 4.22 0.16 0.25 0.05 0.33 0.44 0.38 1.19 1.42 4.22 0.16 0.25 0.05 0.33 0.44 0.38 1.19 1.42 4.22 Perry Pool Recreation Supervisor Aquatic Facility Technician Recreation Coordinator Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Total Perry Pool 0.16 0.25 0.05 0.29 0.20 0.66 1.49 1.04 4.14 0.16 0.25 0.05 0.29 0.20 0.66 1.49 1.04 4.14 0.16 0.25 0.05 0.29 0.20 0.66 1.49 1.04 4.14 0.16 0.25 0.05 0.29 0.20 0.66 1.49 1.04 4.14 0.16 0.25 0.05 0.29 0.20 0.66 1.49 1.04 4.14 Williams Field Pool 252 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Recreation Supervisor Aquatic Facility Technician Recreation Coordinator Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Total Williams Field Pool 0.16 0.25 0.05 0.29 0.44 0.29 0.71 2.18 4.37 0.16 0.25 0.05 0.29 0.44 0.29 0.71 2.18 4.37 0.16 0.25 0.05 0.29 0.44 0.29 0.71 2.18 4.37 0.16 0.25 0.05 0.29 0.44 0.29 0.71 2.18 4.37 0.16 0.25 0.05 0.29 0.44 0.29 0.71 2.18 4.37 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 1.65 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 0.25 0.20 1.00 0.70 1.83 0.51 1.52 0.13 6.14 0.25 0.20 1.00 0.70 1.83 0.51 1.52 0.13 6.14 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 3.09 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 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 Freestone Recreation Center Recreation Supervisor Recreation Coordinator Custodial Supervisor Custodian Senior Recreation Leader Recreation Leader Recreation Instructor Recreation Instructor Fitness Total Freestone Recreation Center 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 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 Southeast Regional Library Recreation Supervisor Custodial Supervisor Custodian Recreation Coordinator Senior Recreation Leader Recreation Instructor Recreation Leader Total Southeast Regional Library 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 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 4.06 253 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 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 1.15 1.85 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 0.05 0.06 0.40 0.81 0.30 0.05 0.06 0.40 0.81 0.30 0.05 0.06 0.40 0.81 0.30 0.05 0.06 0.40 0.81 Total Parks and Recreation 122.70 122.52 125.22 125.22 125.36 TOTAL GENERAL FUND 917.67 944.49 982.69 982.89 1010.36 Water Water Administration Water Manager Engineer (Applications) Total Water Administration 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 1.00 0.50 1.50 Water Conservation Water Conservation Coordinator Water Conservation Analyst Water Conservation Specialist Water Conservation Intern Total Water Conservation 1.00 2.00 1.00 0.00 4.00 1.00 2.00 1.00 0.00 4.00 1.00 2.00 1.00 0.00 4.00 1.00 2.00 1.00 0.00 4.00 1.00 2.00 1.00 0.38 4.38 North Water Plant Production Water Production Supervisor Utility Supervisor Instrumentation and Controls Specialist Water Treatment Plant Mechanic Water Treatment Plant Operator Lead Water Treatment Operator SCADA Programmer 1.00 1.33 2.00 2.00 10.00 1.00 1.00 1.00 1.33 1.00 2.00 10.00 1.00 1.00 1.00 1.00 1.00 2.00 5.00 1.00 0.00 1.00 1.00 2.00 2.00 5.00 1.00 0.00 1.00 1.00 2.00 2.00 5.00 1.00 0.00 ENTERPRISE OPERATIONS 254 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Lead Maintenance Mechanic Administrative Assistant Total North Water Plant Production 0.00 1.00 19.33 0.00 1.00 18.33 1.00 1.00 13.00 1.00 1.00 14.00 1.00 1.00 14.00 SCADA Utility Supervisor Water Treatment Plant Operator SCADA Programmer Total SCADA 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 5.00 1.00 7.00 1.00 5.00 1.00 7.00 1.00 5.00 1.00 7.00 San Tan Vista Water Plant Production Lead Water Treatment Plant Operator Utility Supervisor Instrumentation and Controls Specialist Water Treatment Plant Mechanic Water Treatment Plant Operator Chemist Administrative Assistant Total San Tan Vista Water Plant Production 0.00 1.33 1.00 1.00 6.00 1.00 1.00 11.33 0.00 1.33 2.00 2.00 9.00 1.00 1.00 16.33 1.00 1.00 2.00 2.00 9.00 1.00 1.00 17.00 1.00 1.00 2.00 2.00 9.00 1.00 1.00 17.00 1.00 1.00 2.00 2.00 9.00 1.00 1.00 17.00 Water Well Production Well Technician Instrumentation and Controls Specialist Utility Supervisor Lead Instrumentation and Wells Specialist Electrician Total Water Well Production 5.00 2.00 1.34 1.00 1.00 10.34 5.00 2.00 1.34 1.00 1.00 10.34 5.00 2.00 1.00 1.00 1.00 10.00 5.00 2.00 1.00 1.00 1.00 10.00 5.00 2.00 1.00 1.00 1.00 10.00 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 Water Quality Assurance Water Quality Technician Water Quality Supervisor Lead Water Quality Technician Chemist Total Water Quality Assurance 3.00 1.00 0.00 2.00 6.00 2.00 1.00 0.00 2.00 5.00 2.00 1.00 0.00 2.00 5.00 2.00 1.00 0.00 2.00 5.00 2.00 1.00 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 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 1.00 1.00 5.00 1.00 0.00 9.00 17.00 1.00 1.00 5.00 1.00 0.00 10.00 18.00 Water Metering Utility Billing Technician Water Meter Supervisor Senior Utility Technician 2.00 2.00 4.00 2.00 2.00 4.00 2.00 2.00 4.00 2.00 2.00 4.00 2.00 2.00 4.00 255 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Water Meter Instrumentation Technician Water Meter Reader Administrative Assistant Total Water Metering 1.00 18.00 1.00 28.00 1.00 18.00 1.00 28.00 1.00 18.00 1.00 28.00 1.00 18.00 1.00 28.00 1.00 18.00 1.00 28.00 Utility Customer Service Customer Service Manager Accountant Customer Service Professional Utility Billing Technician Alarm Technician Customer Service Supervisor Total Utility Customer Service 0.50 1.00 10.45 2.00 0.00 1.30 15.25 0.50 1.00 10.45 2.00 0.00 1.30 15.25 0.50 1.00 10.45 2.00 0.00 1.30 15.25 0.50 1.00 10.45 2.00 0.00 1.30 15.25 0.50 1.00 9.72 2.00 0.20 1.00 14.42 Public Works Administration Public Works Director Assistant Public Works Director Administrative Assistant Customer Service Professional Total Public Works Administration 1.00 0.00 1.00 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 1.00 1.00 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 1.00 124.95 128.95 130.95 131.95 133.50 Wastewater Wastewater Administration Wastewater Manager Wastewater Superintendent Engineer (Applications) Administrative Assistant Total Wastewater Administration 1.00 0.00 0.50 1.00 2.50 1.00 0.00 0.50 1.00 2.50 1.00 0.00 0.50 1.00 2.50 1.00 0.00 0.50 1.00 2.50 1.00 1.00 0.50 1.00 3.50 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 1.00 1.00 7.00 21.60 2.00 6.00 0.60 4.00 1.00 1.00 7.00 21.60 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Gravity Systems Utility Supervisor 0.00 0.00 1.00 1.00 2.00 Total Water 256 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Senior Utility Technician Utility Worker Total Gravity Systems 0.00 0.00 0.00 0.00 0.00 0.00 6.00 7.00 14.00 6.00 7.00 14.00 6.00 7.00 15.00 Lift Station Systems Utility Supervisor Instrumentation and Controls Specialist Lift Station Technician Odor Control Specialist Electrician SCADA Programmer Total Lift Station Systems 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.60 4.00 1.00 1.00 0.60 8.20 1.00 0.60 4.00 1.00 1.00 0.60 8.20 1.00 0.60 4.00 1.00 1.00 0.60 8.20 Effluent Re-use Utility Worker Senior Utility Technician Instrumentation and Controls Specialist Well Technician Utility Supervisor SCADA Programmer Total Effluent Re-use 2.00 2.00 0.40 2.00 1.00 0.00 7.40 2.00 2.00 0.40 2.00 1.00 0.00 7.40 2.00 2.00 0.40 2.00 1.00 0.40 7.80 2.00 2.00 0.40 2.00 1.00 0.40 7.80 2.00 2.00 0.40 2.00 1.00 0.40 7.80 Effluent Recharge Utility Worker Senior Utility Technician Reclaimed Water Quality Technician Utility Supervisor Total Effluent Recharge 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 2.00 1.00 5.00 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 Total Wastewater 42.50 42.50 43.50 43.50 45.50 Environmental Services - Residential Residential Administration Environmental Services Manager Environmental Services Collections Administrator Administrative Assistant Routing Technician Environmental Services Service Technician Customer Service Professional Total Residential Administration 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 0.80 0.90 5.56 0.86 1.00 1.00 1.00 0.80 0.90 5.56 0.86 1.00 1.00 1.00 0.80 0.90 5.56 Residential Collections Environmental Services Supervisor Administrative Assistant Heavy Equipment Operator Environmental Services Worker Total Residential Collections 2.00 0.50 26.00 2.50 31.00 2.00 0.50 26.00 2.50 31.00 1.67 0.00 24.12 2.50 28.29 1.67 0.00 24.12 3.00 28.79 2.67 0.00 25.12 3.00 30.79 257 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Uncontained Collections Environmental Services Supervisor Environmental Services Inspector Heavy Equipment Operator Total Uncontained Collections 1.00 2.00 17.00 20.00 1.00 2.00 21.00 24.00 1.00 2.00 21.00 24.00 1.00 0.00 21.00 22.00 1.00 0.00 21.00 22.00 Recycling Environmental Services Supervisor Heavy Equipment Operator Total Recycling 0.70 8.00 8.70 0.70 8.00 8.70 0.33 11.88 12.21 0.33 11.88 12.21 0.33 11.88 12.21 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 0.00 4.00 1.00 3.00 0.00 4.00 1.00 4.00 0.00 5.00 Outreach Programs Sustainability Coordinator Environmental Outreach Specialist Total Outreach Programs 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 Street Cleaning Streets Supervisor Heavy Equipment Operator Total Street Cleaning 0.33 7.00 7.33 0.33 6.00 6.33 0.33 6.00 6.33 0.34 6.00 6.34 0.34 6.00 6.34 Storm Water Infrastructure M&O Worker - Storm Water Senior Utility Technician Storm Water Administrator Env. Compliance Inspection Technician Administrative Assistant Total Storm Water Infrastructure 2.00 0.00 1.00 0.00 0.00 3.00 0.00 2.00 1.00 0.00 0.00 3.00 0.00 2.00 1.00 0.00 0.50 3.50 0.00 2.00 1.00 2.00 0.50 5.50 0.00 2.00 1.00 2.00 0.50 5.50 Total Environmental Services - Residential 84.05 87.05 87.89 88.40 91.40 Environmental Services - Commercial Commercial Administration Environmental Services Manager Administrative Assistant Environmental Services Service Technician Customer Service Professional Total Commercial Administration 0.14 0.00 0.12 0.22 0.48 0.14 0.00 0.12 0.22 0.48 0.14 0.50 0.20 0.10 0.94 0.14 0.50 0.20 0.10 0.94 0.14 0.50 0.20 0.10 0.94 Commercial Collections Environmental Services Supervisor Heavy Equipment Operator Total Commercial Collections 0.30 5.50 5.80 0.30 5.50 5.80 1.00 5.50 6.50 1.00 5.00 6.00 1.00 5.00 6.00 Commercial Roll Offs Heavy Equipment Operator Total Commercial Roll Offs 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 258 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 8.28 8.28 9.44 8.94 8.94 259.78 266.78 271.78 272.79 279.34 STREETS Streets Administration Streets Manager Administrative Assistant Senior Streets Maintenance Technician Streets Superintendent Total Streets Administration 1.00 1.00 0.00 1.00 3.00 1.00 1.00 0.00 1.00 3.00 1.00 1.00 0.00 1.00 3.00 1.00 1.00 0.00 1.00 3.00 1.00 1.00 1.00 1.00 4.00 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 3.00 4.33 0.33 1.00 3.00 4.33 0.33 1.00 3.00 4.33 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 0.50 2.00 6.00 8.50 0.50 2.00 6.00 8.50 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 5.50 0.50 1.00 1.00 3.00 5.50 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 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 Total Environmental Services - Commercial TOTAL ENTERPRISE OPERATIONS Traffic Signal Maintenance 259 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Streets Supervisor Traffic Signal Specialist Total Traffic Signal Maintenance 0.50 6.00 6.50 0.50 6.00 6.50 0.50 7.00 7.50 0.50 7.00 7.50 0.50 7.00 7.50 Traffic Operations Center Traffic Operations Supervisor Assistant Town Traffic Engineer Intelligent Transportation Systems Technician Intelligent Transportation Systems Specialist Intelligent Transportation Systems Engineer Total Traffic Operations Center 1.00 1.00 1.00 1.00 0.00 4.00 1.00 1.00 1.00 1.00 0.00 4.00 1.00 1.00 1.00 2.00 0.00 5.00 0.00 1.00 1.00 2.00 1.00 5.00 0.00 1.00 1.00 2.00 2.00 6.00 Landscape Maintenance Streets Supervisor Senior Grounds Maintenance Technician Total Landscape Maintenance 0.50 2.00 2.50 0.50 2.00 2.50 0.50 2.00 2.50 0.33 2.00 2.33 0.33 2.00 2.33 Shoulder Maintenance Streets Supervisor Heavy Equipment Operator Total Shoulder Maintenance 0.50 2.00 2.50 0.50 2.00 2.50 0.50 2.00 2.50 0.33 2.00 2.33 0.33 2.00 2.33 Concrete Repair Streets Supervisor Total Concrete Repair 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 0.33 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 TOTAL STREETS 50.67 50.67 53.67 53.66 55.66 FLEET OPERATIONS Shop Operations Fleet Business Manager Administrative Assistant Fleet Supervisor Fleet Specialist Welder Technician Fleet Technician Service Aide Total Shop Operations 1.00 0.75 2.00 2.00 1.00 13.00 1.00 20.75 0.40 0.75 2.00 2.00 1.00 13.00 1.00 20.15 0.40 0.75 2.00 2.00 1.00 13.00 1.00 20.15 0.40 0.00 2.00 2.75 1.00 13.00 1.00 20.15 0.40 0.00 2.00 2.75 1.00 13.00 1.00 20.15 Parts Acquisition Fleet Business Manager Administrative Assistant Parts Technician Total Parts Acquisition 0.00 1.75 3.00 4.75 0.30 1.75 3.00 5.05 0.30 1.75 3.00 5.05 0.30 1.75 3.00 5.05 0.30 1.75 3.00 5.05 0.00 0.25 0.15 0.25 0.15 0.25 0.15 0.25 0.15 0.25 Fuel Fleet Business Manager Administrative Assistant 260 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 Total Fuel 0.25 0.40 0.40 0.40 0.40 Commercial Operations Fleet Business Manager Administrative Assistant Total Commercial Operations 0.00 0.25 0.25 0.15 0.25 0.40 0.15 0.25 0.40 0.15 0.25 0.40 0.15 0.25 0.40 TOTAL FLEET OPERATIONS 26.00 26.00 26.00 26.00 26.00 SPECIAL REVENUE CDBG/HOME Administration Program Supervisor Program Coordinator Total CDBG Administration 0.85 1.00 1.85 0.85 1.00 1.85 0.85 1.00 1.85 0.65 1.00 1.65 0.65 1.00 1.65 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 0.50 1.00 0.60 3.10 1.00 0.50 1.00 0.60 3.10 1.00 0.50 1.00 0.60 3.10 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Native American Management Program Intern Total Native American Management Program 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.50 TOTAL SPECIAL REVENUE 11.45 10.95 10.95 10.75 11.25 Capital Project Administration Town Engineer Assistant Town Engineer Project Manager Senior Project Manager Project Analyst Project Supervisor 0.40 1.00 3.00 2.00 0.00 0.00 0.40 1.00 0.00 7.00 1.00 2.00 0.40 1.00 0.00 7.00 1.00 2.00 0.40 1.00 0.00 6.00 1.00 3.00 0.40 1.00 0.00 6.00 1.00 3.00 261 Table of Contents PERSONNEL DETAIL Actual FY 2016 Actual FY 2017 Budget FY 2018 Projected FY 2018 Budget FY 2019 1.00 7.40 1.00 12.40 1.00 12.40 1.00 12.40 1.00 12.40 1,272.97 1,311.29 1,357.49 1,358.49 1,395.01 0.50 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.49 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.30 0.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 0.50 0.00 0.50 0.00 1.00 1.00 1.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.47 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 TOTAL GENERAL FUND 4.50 5.49 3.00 2.97 1.80 CIP FUND CIP - Engineering Project Coordinator Supervisor Sr. Project Manager TOTAL CIP FUND 0.00 3.00 3.00 1.00 0.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 TOTAL LTA 7.50 6.49 4.00 3.97 2.80 1,280.47 1,317.78 1,361.49 1,362.46 1,397.81 Administrative Assistant Total Capital Project Administration GRAND TOTAL POSITIONS Limited Term Agreements: GENERAL FUND Town Manager Economic Development Analyst Information Technology Analyst - Munis Town Clerk Early Election Voting Clerks Management and Budget Management and Budget Analyst - Munis Finance Assistant Finance Director Analyst - Munis Tax Intern Development Services Engineering Tech Inspector II Inspector I Planning Intern Police Non-Sworn Public Safety Technician Prosecutor Administrative Assistant TOTAL FTE AND LTA 262 Table of Contents CAPITAL OUTLAY Department Description Amount GENERAL FUND Parks and Open Space Parks and Open Space Police - SWAT Police Patrol Police Patrol Police Patrol Parks and Recreation Service Truck - Facilities Maintenance Sports Turf Renovator Ford F-350 - 1 Ton Chevrolet Tahoe Chevrolet Tahoe Interceptor Utility Vehicle Crossroads Marquee Sign - Carry Forward Total General Fund Capital $ 34,000 12,800 58,000 67,500 67,500 63,200 40,000 $ 343,000 $ 20,500 24,000 27,800 34,000 35,900 25,300 35,900 31,700 26,200 50,000 50,000 55,100 55,100 3,000,000 $ 3,471,500 $ 45,500 136,000 3,427,640 $ 3,609,140 $ 35,500 27,700 38,900 198,780 200,590 200,580 700,000 $ 1,402,050 $ 140,000 56,000 125,000 25,000 175,000 320,000 70,000 $ 911,000 GENERAL REPLACEMENT FUND 341 384 606 685 698 700 753 763 805 2044 2045 2050 2054 Parks & Recreation Administration Parks & Recreation Administration Plan Review & Insp. - Code Fire - Training Parks & Open Space Plan Review & Insp. - Bldg Parks & Open Space Parks & Recreation - Facilities Plan Review & Insp. - Fire Police - Patrol Police - Patrol Police - Patrol Police - Patrol Non-Departmental Ford Fusion Ford F-150 Ford F-150 Ford F-150 Ford F-250 Ford F-150 Ford F-250 Ford F-250 Ford Escape Ford Explorer Ford Explorer Chevrolet Tahoe Chevrolet Tahoe Capital Allowance Total General Replacement Fund Capital STREET FUND Streets Administration Traffic Operations Center Preventative Maintenance 3/4 Ton Truck with Arrow Board Bucket Truck Maintenance Total Street Fund Capital STREET REPLACEMENT FUND 661 718 1842 354 520 588 Street Signs Street Marking Shoulder Maintenance Asphalt Patching Street Lighting Street Lighting Non-Departmental Ford F-250 Ford F-150 Ford F-250 Freightliner M2 106 with Equip - Carryfwd Freightliner M2 106 with Equip - Carryfwd Freightliner M2 106 with Equip - Carryfwd Capital Allowance Total Street Replacement Fund Capital WATER FUND Water Distribution Water Distribution Water Distribution Water Distribution Water Distribution Water Wells Water Distribution Valve Exercising Truck Valve Exercising Equipment (2) Backhoe Loader Vehicle (used) Fire Hydrant Crane Truck TTHM Water Reservoir Improvements Wells AMS TTHMS Monitor WS26 Total Water Fund Capital 263 Table of Contents CAPITAL OUTLAY Department Description Amount WATER REPLACEMENT FUND 402 451 528 274 532 693 713 723 802 1888 398 758 773 Water Conservation Water Conservation Water Distribution Water Distribution Water Quality Assurance Water Quality Assurance Water Metering Water Metering Water Metering Water Metering Water Distribution Water Distribution Water Distribution Non-Departmental Ford Fusion Ford Transit Connect 7 Passenger Ford F-550/Crane Truck Backhoe Ford F-150 Ford F-150 Chevrolet Colorado Ford F-250 Ford F-250 Ford F-150 Ford F-750 with Service Body - Carryfwd Ford F-750 with Service Body - Carryfwd Ford F-750 with Service Body - Carryfwd Capital Allowance $ 20,500 27,100 157,000 125,000 29,800 29,800 31,200 34,100 34,100 28,300 135,000 135,000 135,000 2,800,000 $ 3,721,900 $ 35,000 34,000 $ 69,000 $ 141,000 428,000 38,300 33,900 3,000,000 $ 3,641,200 Ford F-150 Ford F-150 Freightliner with Sweeper Body Freightliner with Sweeper Body Freightliner with Sweeper Body Peterbuilt 320 with AMREP Body Peterbuilt 320 with AMREP Body Freightliner with Sweeper Body Freightliner with Sweeper Body Peterbuilt 320 with AMREP Body Peterbuilt 320 with AMREP Body Peterbuilt 320 with AMREP Body Peterbuilt 320 with AMREP Body Peterbuilt 320 with AMREP Body Street Sweeper - Carryforward Street Sweeper - Carryforward Street Sweeper - Carryforward Capital Allowance $ 24,700 24,700 275,000 275,000 275,000 315,000 315,000 275,000 275,000 320,000 320,000 320,000 320,000 320,000 253,000 253,000 253,000 1,000,000 Total Environmental Services Residential Replacement Fund Capital $ 5,413,400 Peterbuilt 320 with AMREP Body Peterbuilt 320 with AMREP Body Capital Allowance $ 320,000 320,000 250,000 Total Environmental Services Commercial Replacement Fund Capital $ 890,000 Total Water Replacement Fund Capital WASTEWATER FUND Gravity Systems Wastewater Recharge 3/4 Ton Truck with Exxtended Cab Farm Implement Disks Total Wastewater Fund Capital WASTEWATER REPLACEMENT FUND 435 668 1869 2030 Wastewater Effluent Re-use Wastewater Gravity Systems Wastewater Gravity Systems Wastewater Effluent Re-use Non-Departmental Freightliner with Dump Body Freightliner with Vactor Body Ford F-250 Ford F-250 Capital Allowance Total Wastewater Replacement Fund Capital ENVIRONMENTAL SERVICES - RESIDENTIAL REPLACEMENT 492 672 743 1905 1906 1914 1916 2011 2012 2019 2020 2022 2025 2026 1899 1900 1901 Uncontained Collections Recycling Outreach Street Cleaning Street Cleaning Street Cleaning Uncontained Collections Uncontained Collections Street Cleaning Street Cleaning Recycling Residential Collections Recycling Recycling Residential Collections Street Cleaning Street Cleaning Street Cleaning Non-Departmental ENVIRONMENTAL SERVICES - COMMERCIAL REPLACEMENT 1944 2004 Commercial Collections Commercial Collections Non-Departmental 264 Table of Contents CAPITAL OUTLAY Department Description Amount DEVELOPMENT FUNDS Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol Police Patrol $ 50,100 50,100 50,100 54,400 54,400 54,400 54,400 54,400 54,400 54,400 54,400 54,400 54,400 54,400 $ 748,700 Capital Allowance $ 200,000 Total Fleet Fund Capital $ 200,000 $ 26,000 $ 26,000 Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Chevrolet Tahoe Chevrolet Tahoe Chevrolet Tahoe Chevrolet Tahoe Chevrolet Tahoe Chevrolet Tahoe Chevrolet Tahoe Chevrolet Tahoe Chevrolet Tahoe Ford F-150 Ford F-150 Total Development Funds Capital FLEET FUND CAPITAL IMPROVEMENT PROJECT FUND CIP Ford F-150 Total CIP Funds Capital CAPITAL PROJECT CAPITAL OUTLAY $ 563,777,270 TOTAL CAPITAL OUTLAY $ 588,224,160 265 Table of Contents 266 Table of Contents TRANSFER DETAIL Interfund transfers are scheduled for FY 2019, but not appropriated to avoid double counting the expenditure. The following section details the revenue transfers that are anticipated for FY 2019 by fund. Water Fund $35,000 Funds are transferred from the Water Fund to the General Fund to share in the cost for exercising the fire hydrants. If this was not completed by the Fire Department, the Water Department would need to perform these duties. General Fund Roadway and Maint. Fund Overhead $4,849,600 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, Management and Budget, General Counsel, Facilities Maintenance, and Finance and Management Services. The overhead transfers are broken down by fund as follows: Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial HURF $ Special Revenue Wastewater Fund Water Fund $920,000 This transfer from the Water Fund into the Wastewater Fund is based on the anticipated amount of reclaimed water that will be used by the Water Department for daily operations. Environmental Services - Residential 2,079,340 1,011,350 871,710 132,900 754,300 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. $95,000 This transfer is from two sources: Police Impound - $65,000 – 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. Replacement Funds Police Security - $30,000 – This transfer covers the administrative costs associated with reconciling timecards to invoicing for private security. General Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Roadway and Maintenance Development Fees $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. This is the second of four installments paid by the Roadway and Maintenance Fund. Various Funds $28,540,000 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: $450,000 Funds are transferred from the Fire 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. $ 2,300,000 13,000,000 9,200,000 3,200,000 412,000 428,000 Additional information regarding replacement funds is located in the Replacement Fund section of the budget document. 267 Table of Contents TRANSFER DETAIL CIP Funds MPC – Water System Various Funds Water System Development Fee revenue collected from permits is used to pay down Water MPC debt. $477,318,420 Capital projects are expensed out of various Capital Project Funds as listed below. Streets Traffic Control Municipal Facilities Redevelopment Storm Water Water Wastewater Park, Rec and Open Space MPC – Wastewater System $ 128,028,650 5,580,860 16,857,760 24,939,840 1,177,810 127,180,970 118,181,840 55,370,510 HURF Bonds Additional detail on Debt Service is located in the Debt Service section of the budget document. Debt $18,119,430 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: $ $3,417,500 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 on Capital Projects is located in the Other Capital Funds section of the budget document. General Fund Police SDF Fire SDF General Government SDF Parks & Recreation SDF $3,614,400 Wastewater System Development Fee revenue collected from permits is used to pay down Wastewater MPC debt. Transfers from multiple funds are scheduled to finance the capital projects. A summary listing of the CIP funding transfers by fund is included in this section. MPC – Public Facilities $9,994,620 7,778,520 2,471,910 945,730 2,047,390 4,875,880 268 Table of Contents TRANSFER SUMMARY Revenue Transfers In Expenditure Transfers Out Residential Replacement General Fund Wastewater Solid Waste Funds CIP Funds Debt 2,300,000 25,655,670 7,778,520 13,000,000 9,208,480 General Fund $ 35,734,190 Water $ 25,242,820 2,114,340 Wastewater $ 20,132,340 1,011,350 9,200,000 9,920,990 Environmental Svc - Residential $ 7,215,910 871,710 3,200,000 3,144,200 Environmental Svc - Commercial $ 760,900 132,900 412,000 216,000 Streets $ 754,300 754,300 Roadway and Maintenance $ 13,333,790 229,600 428,000 9,258,690 Water Replacement $ 34,818,620 34,818,620 Wastewater Replacement $ 51,140,980 51,140,980 CDBG $ 1,205,000 1,205,000 Solid Waste Container $ 170,000 Traffic Signal SDF $ 3,257,490 3,257,490 Police SDF $ 2,481,910 10,000 2,471,910 Fire SDF $ 1,255,730 300,000 10,000 945,730 General SDF $ 2,202,390 150,000 5,000 2,047,390 Park & Rec SDF $ 26,010,020 21,134,140 4,875,880 Parks SDF Prior to 2012 $ 17,307,340 17,307,340 Water SDF $ 23,351,620 13,357,000 Water Resource Fee $ 42,731,670 42,731,670 Wastewater SDF $ 968,600 968,600 Neely Wastewater SDF $ 2,803,930 2,803,930 Greenfield Wastewater SDF $ 16,989,660 13,375,260 Grants $ 551,270 Special Revenue $ 95,000 CIP Administration $ 250,000 250,000 Outside Sources $ 31,321,510 31,321,510 GO Bond Proceeds $ 71,164,900 71,164,900 MAG - Prop 400 $ 37,088,020 37,088,020 Public Facilities MPC $ 6,058,730 6,058,730 Water MPC $ 29,873,920 29,873,920 Wastewater MPC $ 41,480,830 41,480,830 Transfer In Amount $ 547,753,390 920,000 3,417,500 170,000 9,994,620 3,614,400 551,270 95,000 $ 5,659,200 $ 920,000 269 $ 170,000 $ 28,540,000 $477,318,240 $ 35,145,950 Table of Contents SCHEDULES A-G TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2019 FUNDS S c h Fiscal Year General Fund Special Revenue Funds 2018 Adopted/Adjusted Budgeted Expenditures/Expenses* E $ 204,814,160 $ 435,794,648 2018 Actual Expenditures/Expenses** E $ 163,662,370 $ 78,820,940 2019 Fund Balance/Net Position at July 1*** $ 97,387,080 $ 259,443,260 2019 Primary Property Tax Levy B $ - $ - 2019 Secondary Property Tax Levy B $ - $ - 2019 Estimated Revenues Other than Property Taxes C $ 2019 Other Financing (Uses) D $ 2019 Interfund Transfers In D $ 2019 Interfund Transfers (Out) D 2019 Reduction for Amounts Not Available: 166,461,000 221,750,140 $ - 7,959,200 $ 428,000 $ 35,734,190 $ 372,707,630 LESS: Minimum Fund Balance $ 51,590,000 $ 4,272,000 2019 Total Financial Resources Available $ 184,483,090 $ 104,641,770 2019 Budgeted Expenditures/Expenses $ 176,526,790 $ 136,852,760 * ** *** E - $ Includes Expenditure/Expense 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). 270 Table of Contents SCHEDULES A-G TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2019 FUNDS Debt Service Fund Capital Projects Fund Permanent Fund Enterprise Funds Available Internal Service Funds Total All Funds $ 120,476,725 $ - $ - $ 177,265,597 $ 26,452,720 $ 964,803,850 $ 56,603,550 $ - $ - $ 84,285,292 $ 25,207,761 $ 408,579,912 $ 17,992,722 $ - $ - $ 223,808,999 $ 3,081,429 $ 601,713,490 $ - $ - $ - $ - $ - $ - $ 23,250,000 $ 535,824,420 $ - $ 23,250,000 $ - $ - $ $ 6,511,280 $ - $ - $ $ - $ - $ $ - $ $ $ 35,145,950 $ 477,318,240 115,806,000 - $ 25,296,000 - $ - $ - 26,902,000 $ - $ 547,753,390 $ - $ - $ - $ 139,311,570 $ - $ 547,753,390 $ - $ - $ - $ 29,092,563 $ - $ 84,954,563 $ - $ - $ - $ 82,899,952 $ 477,318,240 $ - $ 198,112,866 $ 28,377,429 $ 1,075,833,347 $ 64,712,850 $ 477,318,240 $ - $ 84,474,810 $ 26,616,320 $ 966,501,770 2018 964,803,850 $ (579,800,000) 385,000,000 (115,000,000) 270,000,000 391,794,588 $ 2019 966,501,770 (542,100,000) 424,400,000 (115,000,000) 309,400,000 409,541,277 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 271 $ $ Table of Contents SCHEDULES A-G TOWN OF GILBERT Tax Levy and Tax Rate Information Fiscal Year 2019 (Schedule B) 2018 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2019 $ 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 $ 21,650,000 21,650,000 $ $ 22,300,000 22,300,000 $ $ $ $ $ 21,650,000 187,004 21,837,004 21,837,004 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate 1.0281 0.9884 (3) Total city/town tax rate 1.0281 0.9884 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating 383 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. 272 Table of Contents SCHEDULES A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2019 SOURCE OF REVENUES GENERAL FUND Local taxes Local taxes, audit, & franchise fees (Schedule C) ESTIMATED REVENUES 2018 $ ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2019 88,675,000 92,370,000 94,825,000 4,367,000 4,981,000 4,355,000 51,700,000 700,000 30,000 1,005,000 52,000,000 738,000 30,000 1,121,000 52,800,000 750,000 30,000 1,145,000 6,186,000 6,923,500 7,266,500 3,626,000 3,466,000 3,515,000 1,036,500 40,000 637,900 40,000 634,500 40,000 1,100,000 1,125,000 1,100,000 Licenses and permits Intergovernmental State Shared Revenue State Grants & Contributions County Revenue Other Governments Revenue Charges for services Fines and forfeits Interest on investments General Fund General Fund - Replacement Fund In-lieu taxes SRP In Lieu Contributions Voluntary contributions Miscellaneous Total General Fund $ 158,465,500 $ 163,432,400 $ 166,461,000 $ 15,550,000 9,750,000 101,000 20,000 25,421,000 $ 15,750,000 9,950,000 101,000 20,000 25,821,000 $ 14,900,000 10,500,000 101,000 20,000 25,521,000 $ $ 6,936,490 6,936,490 $ 6,524,050 6,524,050 $ 5,660,900 5,660,900 SPECIAL REVENUE FUNDS HURF County Revenue - Auto Lieu Other Streets Revenue Streets Replacement Fund Interest Income Grants $ 273 Table of Contents SCHEDULES A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2019 (Schedule C) SOURCE OF REVENUES Other Special Revenue System Development Fees Other Intergovernmental Revenue ACTUAL REVENUES* 2018 ESTIMATED REVENUES 2018 $ 2,313,510 17,280,000 9,057,000 28,650,510 $ 3,497,870 41,080,000 3,204,000 47,781,870 $ 1,481,340 1,481,340 $ 1,949,880 1,949,880 $ 1,050,550 1,902,530 2,953,080 $ 1,050,550 1,902,530 2,953,080 $ 1,046,330 1,871,900 2,918,230 $ $ 310,000 310,000 $ 310,000 310,000 $ 310,000 310,000 $ $ 163,836,540 163,836,540 $ $ 48,512,540 48,512,540 $ $ 137,608,260 137,608,260 Total Special Revenue Funds $ 250,439,280 $ 114,252,520 $ 221,750,140 $ $ 5,486,430 5,486,430 $ 5,486,430 5,486,430 $ 6,411,280 6,411,280 $ $ 50,000 50,000 $ 50,000 50,000 $ 100,000 100,000 Total Debt Service Funds $ 5,536,430 $ 5,536,430 $ 6,511,280 $ 44,740,000 200,000 12,250,000 57,190,000 $ 48,210,000 200,000 12,250,000 60,660,000 CDBG/HOME PKID Streetlight Improvement District Police Impound Other Funding Sources $ $ 3,291,540 20,280,000 25,170,980 48,742,520 $ $ 2,239,650 2,239,650 $ ESTIMATED REVENUES 2019 DEBT SERVICE FUNDS Special Assessments Investment Interest ENTERPRISE FUNDS Water Operating Water Replacement Water and Water Resources SDF $ 43,179,000 200,000 14,650,000 58,029,000 $ 274 Table of Contents SCHEDULES A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2019 SOURCE OF REVENUES Wastewater Operating Wastewater Replacement Wastewater SDF (Schedule C) ESTIMATED REVENUES 2018 $ 26,575,000 200,000 5,000,000 31,775,000 ACTUAL REVENUES* 2018 $ 26,333,200 200,000 6,150,000 32,683,200 $ 15,736,000 715,000 170,000 16,621,000 $ 2,720,300 3,000 2,723,300 Total Enterprise Funds $ ESTIMATED REVENUES 2019 $ 28,332,000 200,000 6,150,000 34,682,000 $ 17,421,000 190,000 170,000 17,781,000 $ 2,646,800 3,000 2,649,800 $ 2,680,000 3,000 2,683,000 112,050,940 $ 109,144,000 $ 115,806,000 $ $ 8,229,000 8,229,000 $ 7,239,000 7,239,000 $ 7,239,000 7,239,000 $ $ 17,096,100 17,096,100 $ 17,096,100 17,096,100 $ 16,675,000 16,675,000 $ $ 1,207,000 1,207,000 $ 1,207,000 1,207,000 $ 1,382,000 1,382,000 Total Internal Service Funds $ 26,532,100 $ 25,542,100 $ 25,296,000 TOTAL ALL FUNDS $ 553,024,250 $ 417,907,450 $ 535,824,420 $ Environmental Services/Residential Env. Services - Res.Replacement Fund Solid Waste Container Fee $ 18,638,640 715,000 170,000 19,523,640 $ Environmental Services/Commercial Env. Services - Comm Replacement Fund $ INTERNAL SERVICE FUNDS Fleet Maintenance Health Self Insurance Dental Self Insurance * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated revenues for the remainder of the fiscal year. 275 Table of Contents SCHEDULES A-G TOWN OF GILBERT Other Financing Sources/ and Interfund Transfers Fiscal Year 2019 (Schedule D) FUND OTHER FINANCING 2019 SOURCES GENERAL FUND General Fund Operating $ General Fund Repair & Replacement Total General Fund $ SPECIAL REVENUE FUNDS Streets $ Streets Replacement Fund CDBG/HOME Grants Other Special Revenues System Development Fees Solid Waste Container Other Funding Sources Total Special Revenue Funds $ INTERFUND TRANSFERS 2019 IN $ $ $ $ $ $ 5,659,200 2,300,000 7,959,200 $ 35,734,190 $ 35,734,190 $ 14,088,090 428,000 1,205,000 551,270 95,000 139,360,360 170,000 217,237,910 $ 372,707,630 $ $ 428,000 $ $ $ $ 35,145,950 35,145,950 $ $ $ $ $ $ 24,939,840 128,028,650 5,580,860 55,370,510 16,857,760 127,180,970 118,181,840 1,177,810 $ 477,318,240 $ $ $ $ $ $ $ $ DEBT SERVICE FUNDS $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS Redevelopment $ Streets Traffic Control Parks and Recreation Municipal Facilities Water Wastewater Storm Water Total Capital Projects Funds $ $ PERMANENT FUNDS $ Total Permanent Funds $ ENTERPRISE FUNDS Water $ Water Repair & Replacement Wastewater Wastewater Repair & Replacement Environmental Services - Residential Environmental Services - Commercial Total Enterprise Funds $ $ 13,000,000 920,000 9,200,000 3,370,000 412,000 26,902,000 25,242,820 34,818,620 20,132,340 51,140,980 7,215,910 760,900 $ 139,311,570 $ $ $ Total Internal Service Funds $ $ $ $ $ $ $ TOTAL ALL FUNDS $ $ $ 547,753,390 $ 547,753,390 INTERNAL SERVICE FUNDS 276 Table of Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Fund Fiscal Year 2019 (Schedule E) ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2018 FUND/DEPARTMENT GENERAL FUND Mayor and Council Manager Digital Government Intergovernmental Relations Economic Development Information Technology Human Resources Management and Budget Town Clerk Legal Services Management Services Municipal Court Development Services Public Works - Engineering Police Fire and Rescue Parks and Recreation GF Repair and Replacement Non-Departmental Total General Fund SPECIAL REVENUE FUNDS Streets Grants CDBG/HOME Police Impound Special Districts Trust Accounts Development Fees Other Special Revenue Total Special Revenue Funds $ $ $ 744,360 1,382,230 971,300 461,350 2,252,130 9,568,240 2,558,880 708,750 514,670 3,115,420 2,725,920 3,298,070 7,041,370 578,250 53,751,110 33,641,880 19,870,060 6,381,480 52,748,690 202,314,160 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2018 $ 6,000 76,540 138,400 (128,900) 899,462 235,130 9,600 30,000 ACTUAL EXPENDITURES/ EXPENSES* 2018 $ 1,130 57,800 1,415 109,985 2,397,720 (127,070) $ (1,207,212) 2,500,000 $ $ (4,347) $ $ 27,699,910 7,192,190 2,239,650 329,160 3,254,860 2,500 109,344,290 4,777,740 154,840,300 $ (8,645,488) (18,867) (8,668,702) Total Debt Service Funds $ $ 58,864,810 58,864,810 $ $ OTHER FUNDING SOURCES Capital Projects Total Other Funding Sources $ $ 345,070,610 345,070,610 $ $ 717,160 1,583,990 1,070,650 318,210 2,317,110 8,972,218 2,518,250 601,015 522,950 2,835,245 2,406,778 3,189,256 6,727,652 517,631 53,867,350 36,554,945 18,753,190 5,381,480 14,807,290 163,662,370 BUDGETED EXPENDITURES/ EXPENSES 2019 $ $ $ 816,370 1,444,630 1,098,200 326,840 2,854,020 9,851,480 2,633,720 635,240 735,200 2,968,340 2,635,420 3,401,380 7,357,710 642,010 56,101,700 34,227,730 18,076,610 3,471,500 27,248,690 176,526,790 $ 21,302,839 920,550 1,481,340 309,300 3,102,960 2,500 7,571,460 3,405,190 38,096,139 $ 20,089,460 5,272,240 744,880 342,820 3,197,900 2,500 1,159,660 4,222,360 35,031,820 61,611,915 61,611,915 $ $ 56,603,550 56,603,550 $ $ 64,712,850 64,712,850 (55,447,560) (55,447,560) $ $ 40,724,801 40,724,801 $ $ 101,820,940 101,820,940 DEBT SERVICE FUNDS 277 Table of Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Fund Fiscal Year 2019 (Schedule E) ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2018 FUND/DEPARTMENT CAPITAL PROJECT FUNDS Redevelopment Streets Traffic Control Parks and Recreation Municipal Facilities Water Wastewater Storm Water Total Capital Project Funds EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2018 ACTUAL EXPENDITURES/ EXPENSES* 2018 BUDGETED EXPENDITURES/ EXPENSES 2019 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 24,939,840 128,028,650 5,580,860 55,370,510 16,857,760 127,180,970 118,181,840 1,177,810 477,318,240 PERMANENT FUNDS Total Permanent Funds ENTERPRISE FUNDS Water Wastewater Environmental Services Total Enterprise Funds $ $ 60,471,800 89,230,370 27,559,080 177,261,250 $ 31,641,732 29,795,966 22,847,594 84,285,292 $ $ 36,808,190 23,223,200 24,443,420 84,474,810 Total Internal Service Funds $ $ 26,452,720 26,452,720 $ $ $ $ 25,207,761 25,207,761 $ $ 26,616,320 26,616,320 TOTAL ALL FUNDS $ 964,803,850 $ $ 408,579,912 $ 966,501,770 4,347 4,347 $ INTERNAL SERVICE FUNDS * Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 278 Table of Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2019 (Schedule F) DEPARTMENT/FUND List Department: Mayor and Council General Fund $ Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2018 2018 2018 2019 744,360 744,360 $ $ 6,000 6,000 $ $ 717,160 717,160 $ $ 816,370 816,370 List Department: Manager General Fund $ CDBG/HOME Special Revenue Department Total $ 1,382,230 2,239,650 41,210 3,663,090 $ 76,540 $ $ $ 76,540 $ 1,583,990 1,481,340 75,840 3,141,170 1,444,630 744,880 59,910 2,249,420 List Department: Digital Government General Fund $ Special Revenue Department Total $ 971,300 22,500 993,800 $ 138,400 $ $ $ 138,400 $ 1,070,650 22,500 1,093,150 $ 1,098,200 40,350 1,138,550 List Department: Intergovernmental Relations General Fund $ Department Total $ 461,350 461,350 $ $ (128,900) $ (128,900) $ 318,210 318,210 $ $ 326,840 326,840 List Department: Economic Development General Fund $ Department Total $ 2,252,130 2,252,130 $ $ 899,462 899,462 $ $ 2,317,110 2,317,110 $ $ 2,854,020 2,854,020 List Department: Information Technology General Fund $ Department Total $ 9,568,240 9,568,240 $ $ 235,130 235,130 $ $ 8,972,218 8,972,218 $ $ 9,851,480 9,851,480 List Department: Human Resources General Fund $ Department Total $ 2,558,880 2,558,880 $ $ 9,600 9,600 $ $ 2,518,250 2,518,250 $ $ 2,633,720 2,633,720 279 $ Table of Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2019 (Schedule F) DEPARTMENT/FUND List Department: Management and Budget General Fund ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2018 2018 2018 2019 $ 708,750 $ 30,000 $ 601,015 $ 635,240 Department Total $ 708,750 $ 30,000 $ 601,015 $ 635,240 $ 514,670 $ $ 522,950 $ 735,200 Department Total $ 514,670 $ $ 522,950 $ 735,200 $ 3,115,420 $ 1,130 $ 2,835,245 $ 2,968,340 Department Total $ 3,115,420 $ 1,130 $ 2,835,245 $ 2,968,340 List Department: Management Services General Fund $ Department Total $ 2,725,920 2,725,920 $ $ $ $ 2,406,778 2,406,778 $ $ 2,635,420 2,635,420 List Department: Municipal Court General Fund $ Other Special Revenue Department Total $ 3,298,070 600,290 3,898,360 $ $ $ $ $ 3,189,256 606,010 3,795,266 3,401,380 571,270 3,972,650 List Department: Development Services General Fund $ Grants Other Special Revenue Department Total $ 7,041,370 72,270 950,000 8,063,640 $ 57,800 $ $ $ 57,800 $ 6,727,652 72,270 950,000 7,749,922 List Department: Town Clerk General Fund List Department: Legal Services General Fund 280 $ $ 7,357,710 47,430 840,000 8,245,140 Table of Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2019 (Schedule F) ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2018 2018 2018 2019 DEPARTMENT/FUND List Department: Public Works Streets Fund $ Water Fund Wastewater Fund Environ Serv - Res - Fund Environ Serv - Comm - Fund General Fund Department Total $ 27,699,910 60,471,800 89,230,370 24,246,710 3,312,370 578,250 205,539,410 $ $ 1,415 1,415 $ List Department: Police General Fund $ Police Impound Grants Other Special Revenue Department Total $ 53,751,110 329,160 95,540 1,673,140 55,848,950 $ 109,985 $ $ 109,985 $ List Department: Fire and Rescue General Fund $ Grants Other Special Revenue Department Total $ 33,641,880 59,680 115,410 33,816,970 $ 2,397,720 $ $ 2,397,720 $ List Department: Parks and Recreation General Fund $ Other Special Revenue Department Total $ 19,870,060 43,000 19,913,060 $ (127,070) $ $ (127,070) $ (4,347) $ 4,347 281 21,302,839 31,641,732 29,795,966 20,066,616 2,780,978 517,631 106,105,762 $ 53,867,350 309,300 119,250 1,256,820 55,552,720 $ 36,554,945 59,680 115,410 36,730,035 $ 18,753,190 43,000 18,796,190 $ $ $ $ $ 20,089,460 36,808,190 23,223,200 21,226,610 3,216,810 642,010 105,206,280 56,101,700 342,820 141,590 1,450,300 58,036,410 34,227,730 61,120 112,150 34,401,000 18,076,610 25,000 18,101,610 Table of Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2019 (Schedule F) ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2018 2018 2018 2019 (1,207,212) $ 14,807,290 25,207,761 5,381,480 669,350 3,102,960 335,610 40,724,801 DEPARTMENT/FUND List Department: Special Revenue and Non-Operating Non Departmental $ Internal Services Repair and Replacement Grant Funds Special Districts Other Special Revenue Other Funding Sources Capital Project Funds Debt Service Trust Fund Development Fees Department Total $ TOTAL ALL FUNDS $ * 52,748,690 26,452,720 6,381,480 6,964,700 3,254,860 1,332,190 345,070,610 58,864,810 2,500 109,344,290 610,416,850 $ (18,867) (55,447,560) 61,611,915 (8,645,488) (3,707,212) $ $ 964,803,850 56,603,550 2,500 7,571,460 154,406,762 408,579,912 $ $ 27,248,690 26,616,320 3,471,500 5,022,100 3,197,900 1,123,380 101,820,940 477,318,240 64,712,850 2,500 1,159,660 711,694,080 966,501,770 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. 282 Table of Contents SCHEDULES A-G TOWN OF GILBERT Full-Time Employees and Personnel Compensation Fiscal Year 2019 (Schedule G) FUND GENERAL FUND Full-Time Equivalent (FTE) 2019 Employee Salaries and Hourly Costs 2019 Retirement Costs 2019 Total Estimated Personnel Compensation 2019 Other Benefit Costs 2019 Healthcare Costs 2019 1010.36 $ 77,635,416 $ 19,191,036 $ 12,342,940 $ 6,746,858 $ 115,916,250 Streets Fund 55.66 $ 2,899,453 $ 333,181 $ 641,331 $ 434,285 $ 4,308,250 CDBG/Home 1.65 127,485 14,608 27,322 9,685 179,100 825,600 278,145 36,985 1,140,730 SPECIAL REVENUE FUNDS Police Security Police Impound Fund 4.00 216,424 24,854 66,236 16,006 323,520 Parkway Maint. Imp. Dist. 3.10 156,795 18,086 43,053 15,876 233,810 Court Enhancement Fund 1.00 45,704 5,240 16,559 3,447 70,950 JCEF 1.00 89,574 10,262 16,559 6,305 122,700 Native American Intern 0.50 39,312 GOHS Grant Total Special Revenue Funds 688 40,000 141,590 141,590 66.91 $ 4,541,937 $ 684,376 $ 811,060 $ 523,277 $ 6,560,650 $ $ $ $ $ $ $ $ $ $ 12.40 $ 1,243,630 $ 142,500 $ 201,315 $ 96,995 $ 1,684,440 12.40 $ 1,243,630 $ 142,500 $ 201,315 $ 96,995 $ 1,684,440 $ $ $ $ $ $ $ $ $ $ DEBT SERVICE FUNDS Total Debt Service Funds CAPITAL PROJECTS FUNDS Total Capital Projects Funds PERMANENT FUNDS Total Permanent Funds ENTERPRISE FUNDS Water 133.50 $ 7,677,008 $ 885,717 $ 1,512,684 $ 777,071 $ Wastewater 45.50 2,564,412 293,579 538,453 259,476 3,655,920 Environ Serv - Residential 91.40 4,560,354 522,144 1,174,284 587,668 6,844,450 Environ Serv - Commercial Total Enterprise Funds 10,852,480 8.94 483,194 54,004 104,064 62,918 704,180 279.34 $ 15,284,968 $ 1,755,444 $ 3,329,485 $ 1,687,133 $ 22,057,030 INTERNAL SERVICE FUND 26.00 $ 1,436,527 $ 162,349 $ 306,489 $ 139,495 $ 2,044,860 Total Internal Service Fund 26.00 $ 1,436,527 $ 162,349 $ 306,489 $ 139,495 $ 2,044,860 TOTAL ALL FUNDS 1395.01 $ 100,142,478 $ 21,935,705 $ 16,991,289 $ 9,193,758 $ 148,263,230 283 Table of Contents GLOSSARY/ACRONYMS 311 Citizen engagement tool that allows residents to report quality-of-life issues and request Gilbert Services. Residents can report issues, provide pictures, videos and specific descriptions of the issue. The tool allows residents to track the progress of their issue and be notified when it is resolved. ACA Affordable Care Act is a comprehensive health care reform law enacted in March 2010. 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. Alex Gilbert launched our Open Data Portal and created a character, named Alex, to help connect the dots on how to use our data on other websites, applications or research. 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. 284 Table of Contents GLOSSARY/ACRONYMS 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. 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. 285 Table of Contents GLOSSARY/ACRONYMS Bond – Municipal Property Corporation (MPC) Bonds This is a source of funding used to build current municipal facilities as well as major water and wastewater infrastructure facilities. Pledged against these bonds are the excise taxes of the community which include Town sales tax, franchise tax revenue, State shared sales tax, revenue sharing, and system development fee collections for 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. 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 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. 286 Table of Contents GLOSSARY/ACRONYMS 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. 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. CNG Compressed Natural Gas is a fuel which can be used in place of gasoline, diesel fuel and propane. 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. 287 Table of Contents GLOSSARY/ACRONYMS Department A major administrative division of the Town that indicates overall management responsibility for an operation or a group of related operations within a functional area. Depreciation Expiration in the service life of capital assets attributed to wear and tear, deterioration, inadequacy, or obsolescence. Division A group of homogeneous cost centers within a department. EDEN The Town’s Enterprise Resource Planning (ERP) software that consists of the following software modules: General Ledger, Accounts Payable, Accounts Receivable, Fixed Assets, Budget, Human Resources, Payroll, Business Licensing and Utility Billing. The system is currently being replaced by MUNIS. EDGE EDGE stands for ‘Employee’s Driving Gilbert’s Excellence’. EDGE combines Continuous Quality Improvement and Lean Six Sigma and educates employees on methods for aligning people, process, and technology to deliver efficient, effective and customer-focused services. Effluent Wastewater that has been treated to required standards and is released from the treatment plant. Encumbrance The legal commitment of appropriated funds to purchase an item or service. To encumber funds means to set aside or commit funds for a future expenditure. Enterprise Funds A sub-set of the Proprietary Fund Type that requires accounting for activities like a business where the results indicate income or loss from operations. EPA Environmental Protection Agency sets regulatory limits for the amounts of certain contaminants in water provided by public water systems. These standards are required by the Safe Drinking Water Act. 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. 288 Table of Contents GLOSSARY/ACRONYMS Fiscal Year (FY) Fiscal Year is the period designated for the beginning and ending of financial transactions. The Town fiscal year is July 1 to June 30. GAAP Generally Accepted Accounting Principles are the uniform minimum standards and guidelines for financial accounting and reporting which govern the form and content of the basic financial statements of an entity. These principals encompass the conventions, rules, and procedures that define the accepted accounting practices at a particular time. Gilbert Chandler Unified Holding Facility is a detention facility owned by Gilbert and operated in partnership with City of Chandler. GCUHF 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. Gilbert Wellness Gilbert Wellness a program implemented in FY 2016 to educate and support employee wellness. 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. 289 Table of Contents GLOSSARY/ACRONYMS 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. HOME HOME Investment Partnership Funds are provided by the U.S. Department of Housing and Urban Development (HUD) and are used to fund a wide range of activities including building, buying, and/or rehabilitation of affordable housing for rent, homeownership or providing rental assistance to low-income people. HHW Household Hazardous Waste a facility in Gilbert that accepts items that are considered inappropriate to dispose of in the landfill. HURF Highway User Revenue Fund is a separate funding source dedicated to provide support for street improvements and maintenance. ICMA International City/County Management Association is an association representing professionals in local government management. 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. Infrastructure The physical assets of the town. Assets include streets, water, wastewater, public buildings, and parks. Infrastructure Improvement Plan An Infrastructure Improvement Plan is a written plan identifying the necessary public services that are subject to system development fees. 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. 290 Table of Contents GLOSSARY/ACRONYMS JCEF The Judicial Collection Enhancement Fund was established to improve the administration of justice by enhancing the enforcement of court orders. 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 is 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. 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. MUNIS 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 and Payroll. 291 Table of Contents GLOSSARY/ACRONYMS NASC North Area Service Center located at 900 East Juniper Avenue. The facility 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. OSHA Occupational Safety and Health Administration is an agency of the United States Department of Labor. 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. Police Impound Police Impound was established as a result of Arizona law A.R.S. 283511 and requires mandatory tow and 30-day impound of vehicles when the driver commits specific civil traffic and criminal traffic offenses. 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. 292 Table of Contents GLOSSARY/ACRONYMS Resource Constrained Process A budget process that is limited by the projected revenues based on current tax rates and fees. Revenue Receipts from items such as taxes, intergovernmental sources, user fees or resources from voter-authorized bonds, or system development fees. RFP Request for Proposal is a part of the competitive bidding process RFQ ROW Request for Quotes is a part of the competitive bidding process. Right of Way is a publicly-owned area of land typically adjacent to a roadway. SASC South Area Service Center is located at 4760 South Greenfield Road. The facility 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. Standard Operating Procedure Standard operating procedures are developed to educate and inform staff on how a process is to be performed to ensure accuracy and consistency in efforts and results. 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. Special Districts Special Districts are established to pay for specific statute allowed expenses. 293 Table of Contents GLOSSARY/ACRONYMS Special Revenue Special Revenue Funds are a type of fund required to be established to account for a specific activity. SRP Salt River Project is two entities: the Salt River Project Agricultural Improvement and Power District, a political subdivision of the State of Arizona; and the Salt River Valley Water Users’ Association, a private corporation. 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. 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. Third Party Administrator A Third Party Administrator is an organization that processes insurance claims or certain aspects of employee benefit plans for a separate entity. Transfers Movement of cash from one fund to another to reimburse costs or provide financial support. TOC Traffic Operations Center TOG Town of Gilbert TTHM Trihalomethanes are created when disinfectants react with naturally0ccurring materials in the water. ULDC Unified Land Development Code is a compilation of town codes that govern subdivision and development of lands. VLT Vehicle License Tax are revenues derived from state-shared vehicle license tax and are used for capital projects, preventive maintenance and debt service. 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. What Works Cities What Works Cities is a Bloomberg Philanthropies’ initiative to enhance the use of data and evidence in the public sector. Gilbert was selected as one of 10 new cities to participate in What Works Cities in 2017. 294 Table of Contents GLOSSARY/ACRONYMS WIGS Wildly Important Goals, a process developed by Franklin Covey that will help employees accomplish their goals while also managing the demands of day-to-day responsibilities. 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. 295 Table of Contents 296 Table of Contents Table of Contents 50 E. Civic Center Drive Gilbert, AZ 85296 (480) 503-6871 | gilbertaz.gov