Annual Budget FY 2020 ADOPTED JUNE 6, 2019 | GILBERT, AZ TABLE OF CONTENTS INTRODUCTORY SECTION ENTERPRISE FUNDS Budget Message...............................................6 Guide to the Budget Document ........................9 GFOA Distinguished Budget Award ................12 ICMA Certificate of Excellence ........................13 Key Officials and Staff .....................................14 Organizational Charts .....................................16 Mission and Values ........................................18 Organization Focus Areas ..............................19 Operational Excellence ..................................25 Gilbert Facts ...................................................26 Fund Structure ................................................30 Budget Process ..............................................33 Budget Calendar.............................................35 Financial Policies ............................................36 Enterprise Funds Summary ......................... 141 Enterprise Funds Benchmarks .................... 143 Water ........................................................... 144 Wastewater .................................................. 146 Environmental Services - Residential .......... 148 Environmental Services - Commercial ........ 150 Environmental Compliance .......................... 152 FINANCIAL OVERVIEW Short-Term Financial Plans ...........................45 Revenue and Expense Summary...................45 Fund Balances ................................................46 Budget Summary ............................................50 Revenue Summary by Fund ...........................52 Revenue Summary by Fund by Type .............54 Revenue Detail ...............................................56 Expense Summary .........................................62 Expense Detail ...............................................64 Property Tax Rates.........................................74 Personnel Summary .......................................75 Long-Term Financial Plans ...........................76 Long-Term Financial Planning .......................76 Revenue Sources ...........................................83 Five-Year Forecasts .......................................88 GENERAL FUND General Fund Summary .................................97 General Fund Benchmarks ..........................100 Mayor and Council........................................105 Town Manager ..............................................107 Digital Government .......................................109 Intergovernmental Relations ........................111 Economic Development ...............................113 Information Technology ................................115 Human Resources ........................................117 Management and Budget .............................119 Town Clerk ...................................................121 Legal Services ..............................................123 Finance and Management Services .............125 Municipal Court.............................................127 Development Services .................................129 Engineering Services ...................................131 Police ............................................................133 Fire and Rescue ...........................................135 Parks and Recreation ...................................137 STREETS FUND Streets Fund Summary................................ 156 Streets Fund Benchmark ............................. 158 Streets... ...................................................... 159 INTERNAL SERVICE FUNDS Internal Service Funds Summary ................ 163 Fleet Maintenance ....................................... 165 Health Self Insurance .................................. 167 Dental Self Insurance .................................. 169 REPLACEMENT FUNDS Replacement Funds Summary .................... 172 Replacement Funds…………… .................. 174 SPECIAL REVENUE Special Revenue Funds Summary .............. 177 Special Revenue.......................................... 179 OTHER CAPITAL FUNDS Other Capital Funds .................................... 182 Guide to the Capital Improvement Plan…… 184 Capital Improvement Plan Summary ........... 186 Operating Impacts ....................................... 189 Ten-Year Financial Plan .............................. 190 Street Project Locator .................................. 210 Street Projects Summary............................. 211 Street Project Detail ..................................... 214 Traffic Control Project Locator ..................... 218 Traffic Control Projects Summary................ 219 Traffic Control Project Detail ........................ 220 Municipal Facilities Project Locator ............. 222 Municipal Facilities Projects Summary ........ 223 Municipal Facilities Project Detail ................ 225 Redevelopment Project Locator .................. 227 Redevelopment Projects Summary ............. 228 Redevelopment Project Detail ..................... 229 Storm Water Project Locator ....................... 231 Storm Water Projects Summary .................. 232 Storm Water Project Detail .......................... 233 Water Project Locator .................................. 234 Water Projects Summary............................. 235 Water Project Detail ..................................... 237 Wastewater Project Locator ........................ 242 Wastewater Projects Summary ................... 243 TABLE OF CONTENTS Wastewater Project Detail ............................245 Parks and Recreation Project Locator..........249 Parks and Recreation Projects Summary ....250 Parks and Recreation Project Detail ............252 DEBT SERVICE Debt Service Summary ................................255 Debt Service…..............................................261 APPENDIX Personnel Detail ...........................................263 Capital Outlay ...............................................286 Transfer Detail and Summary ......................290 Schedules A-G .............................................293 Glossary/Acronyms ......................................306 Table of Contents Introductory Section __________________________________________ Budget Message Guide to the Budget Document GFOA Distinguished Budget Award ICMA Certificate of Excellence Key Officials and Staff Organizational Charts Mission and Values Organization Focus Areas Operational Excellence Gilbert Facts Fund Structure Budget Process Budget Calendar Financial Policies Table of Contents BUDGET MESSAGE June 6, 2019 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 250,000 residents, Gilbert is Arizona’s Fastest Growing City (WalletHub, 2018). Yet, amid this growth Gilbert is deemed the 3rd Most Livable City in the United States (SmartAsset, 2018) and the 5th Best Place to Find a Job in America (WalletHub, 2018). Gilbert remains the 2nd Safest City in the U.S. according to the 2018 FBI Uniform Crime Report, as well as being ranked the 10th Best Place to Raise a Family in the U.S. (WalletHub, 2018). Additionally, Gilbert Public Schools are considered the 4th Best School District in America (Alarms.org, 2018). Over the past 5 years, Gilbert has added $3.6 million square feet of office, industrial/flex, and retail space to its inventory, representing an increase of 15.7%. Gilbert’s four employment areas have experienced nearly $930 million in private investment from FY 2013 to FY 2018. In FY 2019, Gilbert’s economic development initiatives continued to yield positive results for the community. Gilbert’s northwest employment corridor and central business district continue to thrive. In the northwest corridor, three aerospace and aviation related companies choose to expand into Gilbert – Moog Broad Reach Engineering, Aerospace Contacts, and Phoenix Logistics. In the central business district, Rivulon began construction on buildings 3 and 4 at the Commons, a 400,000+ square-foot development ideal for technology centers, creative firms, and back office users. This has further strengthened Rivulon’s position as a top destination for corporate office investment, noted by the attraction of the first office investment of Cincinnati Insurance outside of Ohio. In the Heritage District, Gilbert approved a 10 year Redevelopment Plan, completed construction on the new 600+ stall parking garage, saw the opening of Sam Fox’s Culinary Dropout/The Yard, and began construction on a four-story building. Lastly, the community also welcomed the University of Arizona School of Nursing to the Heritage District, who joins Park University in delivering high quality higher education choices to Gilbert residents. Gilbert is proud to report that in June 2019, Standard and Poor (S&P) upgraded Gilbert’s General Obligation bonds to a AAA rating. Gilbert also maintains AAA ratings from Fitch and Moody’s for General Obligation bonds. This makes Gilbert one of less than 50 municipalities nationwide to hold AAA ratings from all three major rating agencies. This is a remarkable accomplishment in a relatively short period of time, as recently as 2011 Gilbert had not yet received any AAA ratings. These ratings are evidence of 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. 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. Since 2018, nearly $5 million has been 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. 1 Table of Contents BUDGET MESSAGE In FY 2019, Gilbert proudly unveiled its new mission and “City of the Future” concept. As the largest town in America, Gilbert has successfully created opportunities for growth and a community that the rest of the country has taken notice of as we have received accolades as one of the safest cities in the country, most livable city, best place to find a job and best school district in America, however there is more work to be done to prepare Gilbert for the future. Faced with the choice of going the way of cities before us and becoming stagnant in our growth or continuing to innovate, lead and be a city of the future, we choose the latter of the two. Gilbert’s new mission statement is to anticipate change, create solutions and help people. As Gilbert approaches its Centennial in 2020 and the community reflects back on the last 100 years, the new mission statement is focused on the future by keeping Gilbert a sustainable and thriving community today, tomorrow and for many generations to come. Gilbert staff and Council align both short-term goals and resources toward the long-term realization of Gilbert’s established strategic focus areas: Strong Economy, Prosperous Community and Exceptional Built Environment. These strategic focus areas 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 2019 allows staff to initiate the process with clear direction and focus governing the priorities for service delivery in FY 2020. The budget for FY 2020 reflects an effort to deliver both effective and efficient services to our community. Even given Gilbert’s growth, the budget is balanced, and applies the non-recurring level of construction-related revenues toward non-recurring costs. Recommended increases in ongoing expenses are within the growth in ongoing levels of revenue recognized as a result of growth both in population and in additional retail opportunities within Gilbert. FINANCIAL IMPACT With carry forwards and contingency adjustments, the budget of $1,048,945,125 is an increase of about $80 million from FY 2019. It reflects an increase of $55 million in capital improvement projects, $12 million of new personnel and operating requests in the General Fund, $7.5 million of additional PSPRS contributions, increased Streets maintenance in place of debt service (which had a final payment in FY 2019), and other operational increases in the enterprise funds. 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. Tax Rates: The budget reflects a levy of $24.15 million which maintains the $0.99 property tax rate. Balanced Financial Plan: The FY 2020 Budget is balanced based upon identified revenues and expenditures. Constitutional Expenditure Limit: The FY 2020 Budget reflects expenses that will be under the constitutional expenditure limitation. Staff regularly monitors conformity with the constitutional expenditure requirements and will recommend, if necessary, continuing adjustments and modifications necessary to comply with expenditure limitation requirements. State Shared Revenues: The FY 2020 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 Fund Balance: The Revenue Summary lists the use of carry over funds in an amount of about $411 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 2020 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. In November 2018, voters authorized $65.3 million in GO bonds to help finance a needed Public Safety Training Facility. A groundbreaking for the facility was held in May 2019 and the building should be complete in 2021. This will provide much needed space for training of the Town’s public safety staff. Gilbert is also working to complete the first phase of Desert Sky and Gilbert Regional parks. Both parks should be open in September 2019 and will provide increased space for residents to enjoy the outdoors. Another 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 occurred in June 2019. 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 third challenge is the large unfunded liability in the Public Safety Retirement System (PSPRS). As of June 30, 2018, Gilbert’s unfunded liability for both police and fire was just over $57 million, which is a 5.3% decrease over the prior fiscal year. The Town is continuing to take action to pay this down and has formalized a funding policy in accordance with new state legislation (HB2097). Gilbert anticipates both police and fire PSPRS accounts will reach the target 90% funding by 2021. QUALITY GOVERNANCE In the midst of so much change, Gilbert remains consistent in its relentless pursuit of quality service. While Gilbert boasts the lowest staffing ratio of any of our peer communities, it is the caliber of those staff members that makes the difference that we see here every day. I am thankful and honored to serve by their side. Respectfully, Patrick S. Banger Town Manager 3 Table of Contents GUIDE TO THE BUDGET DOCUMENT PURPOSE OF THE BUDGET DOCUMENT The budget sets forth a strategic resource allocation plan that is aligned with organization focus areas, 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, organization focus areas, 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 short and longterm goals that the budget addresses. The message outlines the assumptions used in budget development such as economy, revenue constraints, and Council priorities. Also included is an overview of the budget development process, major changes to the budget from prior years, and challenges facing the organization. Financial Overview The financial overview begins with charts displaying Gilbert’s available revenues (sources) and the expenditures (intended uses). The fund balance pages provide a look at the level of beginning fund balances, budgeted revenues and expenditures, and projected ending fund balance. Every year the budget must be balanced, ensuring that expenditures will never exceed the total available resources. The Budget Summary provides an overview of the revenue and expenditure history and projections for each category. The Long-Term Financial Planning pages provide the reader with background information on the process, as well as the Five Year Plans for the major operating funds. Revenues and expenses are shown in detail, followed by a discussion of the major funding sources by type, including assumptions and anticipated future growth. The property tax page includes all of the property tax rates for each taxing jurisdiction within Gilbert. Gilbert includes four school districts, and taxes are shown for each. 4 Table of Contents GUIDE TO THE BUDGET DOCUMENT Fund Tabs The first page in each Fund tab is an overview of the fund(s) within that section. It includes an explanation of the fund’s purpose and a summary financial outlook. Also included are the organization focus areas 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 organizational focus areas. 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 organizational focus area icon that it impacts the most. Please refer to the Organization Focus Areas 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. 5 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 2020 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, capacity, and outstanding debt. Appendix 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 annual budget process. 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. Transfer Schedules: This part of the budget document illustrates interfund transfers (by fund) that are scheduled for the current fiscal year. 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 inter-fund 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. 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. 6 Table of Contents GFOA DISTINGUISHED BUDGET AWARD The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the Town of Gilbert for its annual budget for the fiscal year beginning July 1, 2018. Gilbert has received this award for 20 consecutive years. In addition, the annual budget received the following special recognitions: Special Capital Recognition and Special Performance Measures Recognition. 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 GFOA to determine eligibility for another award. 7 Table of Contents ICMA CERTIFICATE OF EXCELLENCE The International City/County Management Association (ICMA) recognized Gilbert, Arizona with a Certificate of Excellence in Performance Management for its data-driven management and reporting efforts. The 2019 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 2019, ICMA recognized 63 local governments for exemplary performance management initiatives. Gilbert is among 27 jurisdictions internationally receiving the Certificate of Excellence – the highest level awarded. This marks the fourth consecutive year that Gilbert has received the Certificate of Excellence. 8 Table of Contents KEY OFFICIALS AND STAFF The Town was incorporated July 6, 1920, and operates under the Council-Manager form of government. Six council members are elected at large to four-year staggered terms. The Council establishes policy through the enactment of laws (ordinances). The Mayor is a member of the Council, directly elected by the voters for a four-year term, and serves as the chairperson of the Council. MAYOR AND COUNCIL Mayor Jenn Daniels Vice Mayor Eddie Cook Councilmember Scott Anderson Councilmember Brigette Peterson Councilmember Jordan Ray Councilmember Jared Taylor Councilmember Aimee Yentes 9 Table of Contents KEY OFFICIALS AND STAFF EXECUTIVE TEAM Town Manager, Patrick Banger Deputy Town Manager, Mary Goodman Deputy Town Manager, Leah Hubbard-Rhineheimer Deputy Town Manager, Vacant Chief Digital Officer, Dana Berchman Chief Innovation Officer, Shaila Ittycheria Development Services Director, Kyle Mieras Economic Development Director, Dan Henderson Finance Director, Håkon Johanson Fire Chief, Jim Jobusch Interim Human Resources Director, Kristen Drew Interim Information Technology Co-Directors, Eric Jensen and Eugene Mejia Intergovernmental Relations Director, Rene Guillen Management and Budget Director, Kelly Pfost Parks and Recreation Director, Robert Carmona Police Chief, Michael Soelberg Interim Presiding Judge, James Scorza Public Works Director, Jessica Marlow Town Attorney, Chris Payne Town Clerk, Lisa Maxwell ACKNOWLEDGEMENTS Management and Budget Director, Kelly Pfost Management and Budget Analyst, Laura Lorenzen Management and Budget Analyst, Justin Romney Management and Budget Analyst, Cris Welch Management Support Specialist, Patti Hageman Special thanks to Zara Bish, Multi-Media Analyst, for cover design 10 Table of Contents ADVISORY ORGANIZATIONAL CHART 11 Table of Contents ORGANIZATIONAL REPORT CHARTT Town Clerk Municipal Court Town Manager Intergovernmental Relations Town Attorney Chief Innovation Officer Digital Government Deputy Town Manager Deputy Town Manager Deputy Town Manager Economic Development Police Human Resources Parks and Recreation Fire and Rescue Information Technology Development Services Public Works Management and Budget Finance and Management Services Water Resources, CDBG, Emergency Management 12 Table of Contents MISSION AND VALUES Driven We are passionate and driven to excel - always hungry for new challenges and opportunities to achieve more for our community every day. Average doesn’t interest us; we are always pushing ourselves for amazing. We understand the importance of our work and strive every day to give Gilbert the future it deserves. Kind We believe in the inherent worth of all people. We are inclusive and spread Gilbert kindness in our words and actions. We promote emotionally intelligent leaders who put people and relationships before processes and tools. We serve each other and the community with respect and civility at all times. We believe the ability to connect and help is just as important as talent and knowledge. Bold We innovate and take risks, so we can keep growing, improving and learning. New ideas and innovative approaches mean sometimes we’ll stumble. If we do, we quickly refocus to find the best path forward. Gilbert is a safe place for big ideas. We are committed to constant improvement and doing things differently. We value curiosity and creativity, knowing that community solutions often require new approaches to complex challenges. Humble We have a flat organization where titles are the least interesting thing about us. Service is at the heart of everything we do. We all have meaningful contributions to make. We embrace the servant leadership model and relish opportunities to facilitate the success of others. Authenticity and collaboration are critical to our success. 13 Table of Contents ORGANIZATION FOCUS AREAS In February 2019, Gilbert unveiled its new mission: “Anticipate. Create. Help people.” As Gilbert approaches its 100th birthday in 2020, the new mission statement is focused on keeping the thriving community that Gilbert is today well into the future. While the community reflects back on the last 100 years, there is still more work to be done to prepare Gilbert for the future. To that end, we’ve identified three new focus areas to prepare us to become the “City of the Future.” The Town’s new focus areas are, prosperous community, strong economy, and exceptional built environment. COMMUNITY MISSION Anticipate. Create. Help People. Community Mission Organization Focus Areas Department Goals / Action Plans Monitor Performance Measures Results Produced Organizational alignment with the Gilbert community mission is achieved by establishing individual performance measures and benchmarks that compliment department goals, and town-wide focus areas. The FY 2020 budget was developed with the Council organization focus areas as a key factor in the decision-making process. The goals and objectives included in the department information tie directly to the organization focus areas, 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 focus areas and individual goals. The Council reviews and updates the organization focus areas during their annual retreat. Management staff and departmental personnel utilize the focus areas to guide daily operations. An administrative interpretation of each initiative is included as a starting point from which department goals and action plans follow. ORGANIZATION FOCUS AREAS Prosperous Community Gilbert was once a small town that quickly became the largest town in America. We’ve created opportunity and the rest of the world has noticed. We’ve been recognized as the safest, fastest growing and most prosperous city. We’d like to keep it that way. Individuals and families prosper in clean, safe communities with great schools, high-quality healthcare options and strong social connections. When families evaluate where to put down roots, access to quality schools is paramount, along with an overall feeling of safety. People also want to feel connected – with friends, family and neigbors in a place that feels like home. That’s why we’re building unique destinations and experiences that create a sense of place and community, at a price that isn’t out of reach for the average family’s income. Strong Economy The backbone of every thriving community is a strong local economy that provides economic opportunity for businesses to grow and individuals to pursue meaningful careers across an array of vocations. This starts with thriving businesses that draw from a high-quality workforce. With this in mind, Gilbert is focusing on attracting high-wage jobs in STEM-related industries, and pursuing higher education opportunities to prepare its residents to embrace the jobs of the future. Redevelopment to revitalize and energize maturing areas of the Town is also a priority in the years ahead. Gilbert’s Heritage District – once an aging, stagnated area – has reinvented itself as a vibrant, family-friendly community gathering place with bustling restaurants and business that draw residents, visitors and tourists from across the region and beyond. Along with our focus on these economic development strategies, Gilbert is commited to managing its debt and finances properly. Financial stability at the local level will help to bolster a long-term, sustainable and thriving economy. 14 Table of Contents ORGANIZATION FOCUS AREAS Exceptional Built Environment Ensuring well-maintained and sustainable infrastructure is a priority for the Town of Gilbert. Though often unseen, our municipal infrastruture is the foundation of our community, and can often represent some of our largest investments. From water lines to parks, streets to community centers, these services provide critical support for our daily lives. Our goal is to provide clean water, efficient trash collection, economical street maintenance and smooth traffic flow, just to name a few. We are also finalizing a long range infrastructure plan to guide responsible planning and maintenance of critical community assets. 15 Table of Contents ORGANIZATION FOCUS AREAS 16 Table of Contents ORGANIZATION FOCUS AREAS 17 Table of Contents ORGANIZATION FOCUS AREAS 18 Table of Contents ORGANIZATION FOCUS AREAS 19 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 agile 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. Our continuous improvement projects for FY 2019 included:    A change to the trash/recycling pickup schedule increased our preventative maintenance of the trucks and allowed for more flexible driver scheduling. With this schedule change and increased reliability of the trucks, average overtime per driver was reduced by over 63%. This equates to over $100k reduction in overtime costs (analysis conducted by comparing November 2017 – April 2018 data to November 2018 – April 2019 data); Identification of needed IT resources to support not only day-to-day operations but also the future mission of the town; Improving the current phone tree for the Town of Gilbert’s main phone number to provide a better level of customer service for residents and businesses. The organization continues to evolve and enhance efforts around Operational Excellence and Organizational Transformation through continued use of The 4 Disciplines of Execution and EDGE. Progress is never-ending, and therefore, Gilbert we will continue to evolve and adapt to deliver exceptional service and be the city of the future. REDUCTION IN 63% AVERAGE OVERTIME PER DRIVER 20 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. The Town was officially incorporated in 1920. 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. As Gilbert celebrates its 100th anniversary in 2020, the town has grown to an estimated population of 259,000 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 2017 American Community Survey data, more than 43 percent of Gilbert residents hold a bachelor’s degree or higher, compared to the Phoenix average of 28 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 2020 estimated population of 259,000 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 named the 3rd Most Livable City in the U.S. in 2018 by SmartAsset. Our thriving community was named the Safest City in Arizona in 2018 and the Best Place to Raise a Family in Arizona in 2017 by WalletHub. In addition, in 2017 the Town was named the Most Prosperous City in the Nation by the Economic Innovation Group. 21 Table of Contents GILBERT FACTS Source: U.S. Census Annual Population Estimates, 2015 GILBERT AT A GLANCE: Year Founded: Year Incorporated: Planning Area: Elevation: 1891 1920 72.6 square miles 1,273 feet Census 2010 Population: 208,352 Census Annual Estimates (as of 7/1/18): Estimated Population (as of 7/1/19): 248,279 259,000 Median age: Annual average rainfall: Annual sunshine days: 6.3 inches 351 days Average Temperature in Fahrenheit (High/Low): January 67/41 April 85/54 July 107/77 October 90/59 Transaction Privilege Tax Rate: State/County Gilbert 7.8% 6.3% 1.5% Total Housing Units: Vacancy Rate 79,626 6.8% Source: 2013-2017 American Community Survey More information and statistics can be found at: http://www.gilbertaz.gov 33.6 Under 18 18-24 25-44 45-64 65 and over Highway Distances from Gilbert: Albuquerque, NM Dallas, TX Denver, CO Las Vegas, NV Los Angeles, CA Phoenix, AZ Salt Lake City, UT San Diego, CA San Francisco, CA Tucson, AZ 22 30.8% 7.8% 29.7% 23.1% 8.6% 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 33.6 36.0 EDUCATIONAL ATTAINMENT Greater Gilbert Phoenix High School Graduate: Some College, no degree: Associate Degree: Bachelor's Degree: Graduate/Professional Degree: 16.6% 26.0% 10.4% 28.3% 14.6% 22.8% 24.4% 8.5% 20.0% 11.4% High School Graduate or Greater: Bachelor's Degree or Higher: 95.9% 42.9% 87.1% 31.4% Source: U.S. Census American Community Survey, 2013-2017 for the Town of Gilbert, AZ and Maricopa County, AZ HOUSEHOLD CHARACTERISTICS Gilbert Median owner-occupied housing value Median household income Average household size $286,400 $88,685 3.15 Greater Phoenix $225,000 $59,691 2.76 Source: U.S. Census American Community Survey, 2013-2017 for the Town of Gilbert, AZ and Maricopa County, AZ. Median household income: ESRI Business Analyst, 2018 RACE / ETHNICITY White, 67.5% Black or African American, 3.0% Hispanic, 16.0% American Indian or Alaska Native, 0.9% Asian, 6.8% Native Hawaiian and Other Pacific, 0.2% Other Race, 2.3% Two or More Races, 3.8% Source: U.S. Census American Community Survey, 2013-2017 23 Table of Contents GILBERT FACTS AWARDS & RECOGNITIONS  Arizona's Most Admired Companies - Town of Gilbert (AZ Business Magazine / Arizona's Best Companies, 2017)  Arizona's Fastest Growing City (WalletHub, 2018)  Gilbert Tops List for Recovery in 100 Cities After Recession (Economic Innovation Group, 2018)  5G Wireless Champion Award – Mayor Jenn Daniels (CTIA, 2018)  City Government-to-Citizen Experience Award for Alex (The Center for Digital Government, 2018)  Safest City in Arizona (WalletHub, 2018)  2nd Safest City in the United States (Law Street Media, 2016)  2nd City for Under-35 Homeownership (SmartAsset, 2017)  3rd Most Livable City in the U.S. (SmartAsset, 2018) #1 Safest City in Arizona according to WalletHub, 2018  3rd Best Place to Live in Arizona (Niche, 2018) GILBERT GROWTH CIVILIAN LABOR FORCE PRINCIPAL EMPLOYERS 2018 Labor force = 138,244 Gilbert Unified School District Banner Health GoDaddy Software, Inc. Town of Gilbert Fry’s Food and Drug Higley Unified School District B H Drywall Wal-Mart Stores, Inc. Dignity Health Isagenix International 3% Employed Unemployed 97% Source: Arizona Department of Economic Security, Local Area Unemployment Statistics (LAUS) Data - 2018 2,875 1,756 1,430 1,349 1,142 1,112 997 899 875 650 Source: Gilbert Comprehensive Annual Financial Report, FY 2018 ECONOMIC HIGHLIGHTS  From FY 2013 to FY 2018, private investment in Gilbert’s four employment areas totaled nearly $930 Million. Source: Information provided by Economic Development staff.   STEM and STEM related job growth has outpaced overall job growth over the last 5 years – 19% for STEM/STEM related vs. 14% job growth overall. Source: Economic Modeling Specialists, Inc. Over the last 5 years, Gilbert has added $3.6 million square-feet of office, industrial/flex, and retail space to its inventory, representing an increase of 15.7%. Source: CoStar 24 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 Governmental funds include General Funds, Special Revenue Funds, Other Capital Funds, Debt Service Funds, and Special Assessment Funds. General Funds – General Funds are used for all financial resources except those required to be accounted for in another fund.   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. Departments included through the General Fund:  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 Roadway and Maintenance Fund – The Roadway and Maintenance Fund accounts for the state shared revenues from Vehicle License Tax, and expenses associated with capital improvement projects, parking garage maintenance, and preventive maintenance for the Streets Department. Special Revenue Funds – These funds account for the proceeds of specific revenue sources that are legally restricted to expenditures for a specific purpose. 25  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.  Community Development Block Grant (CDBG) Fund This fund accounts for all federal CDBG revenue. The revenue is used for expenditures that create a more viable community, such as downtown renovation and social services.  HOME Fund This fund accounts for Federal Home Investment Partnership revenue. The revenue is used for expenditures that create and maintain affordable housing within 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 Table of Contents FUND STRUCTURE for these districts. Revenue is received from the benefitting property owners. 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. Other Capital Funds – These funds include CIP Admin, bonds, outside sources and Maricopa Association of Governments funding. Capital Improvement Funds – These funds were established in FY 2019 based on GASB best practices to properly account for capital improvement projects. FIDUCIARY 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. 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. Trust and Agency Funds – Gilbert has one Trust and Agency Fund: Volunteer Fire Pension. PROPRIETARY FUNDS Proprietary funds include Enterprise Funds and Internal Service Funds (ISF). These funds are used to account for any activity for which external (Enterprise) or internal (ISF) users are charged a fee for goods and services. Enterprise Funds – Gilbert has the following enterprise funds:  Water  Wastewater  Environmental Services – Residential  Environmental Services – Commercial  Environmental Compliance 26 Table of Contents FUND STRUCTURE Departments General Fund (Major) Mayor and Council x Town Manager x Digital Government x Intergovernmental Relations x Economic Development x Information Technology x Human Resources x Management and Budget x Town Clerk x Legal Services x Finance and Management Services x Municipal Court x Development Services x Engineering Services x Police x Fire and Rescue x Parks and Recreation x Governmental Funds Roadway and Other Maintenance Capital Fund Funds Special Revenue Funds Proprietary Funds Internal Enterprise Service Funds Funds Water x Wastewater x Environmental Services ‐ Residential x Environmental Services ‐ Commercial x Environmental Compliance x Streets x Fleet x 27 Table of Contents BUDGET PROCESS BUDGET DEVELOPMENT STATE EXPENDITURE 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 State of Arizona sets a limit on the expenditures of local jurisdictions. State statute sets the limits unless otherwise approved by the voters. Gilbert received voter approval to increase this limit to match the community’s desired service levels. Gilbert must budget at or below this limit. Council set the following boundaries for FY 2020 budget preparation:  No change in local sales tax rate (1.5%)  The secondary property tax rate for FY 2020 will remain unchanged at $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 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. 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  Executive Team reports out on prior year approved FTE benchmarks and results, as well as progress on authorized one-time expenses. Executive Team also completes a review of all vacant positions to determine validity of business case, potential modifications/removal of positions  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 and organization focus areas  Financial Retreat with the Executive Team and Council  Town Manager finalizes and balances the proposed budget  Present draft to Council  Council reviews and adopts BUDGET AMENDMENTS Under Arizona Revised Statutes, the budget cannot increase once Council adopts the preliminary budget. Transfers between budget line items are submitted throughout the year to align the budget with actual expenses and requirements. This provides a more refined picture of what the base should be for the next budget year and assists departments undergoing the zero based budget process. 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 2020 the ongoing budgeted expenditures were $161.5M. When calculated at 25% plus one year of debt The Budget Calendar page depicts the timing in more detail. 28 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 service, the minimum fund balance requirement is $48.0M. While the minimum fund balance is only in case of extreme emergency or high priority of council, contingency is regularly used and budgeted for each year. For FY 2020, 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  Environmental Compliance  Replacement Funds  Capital Improvement Plan (CIP)  Grants  Special Revenues  Fleet BUDGET BASIS The budget is prepared on an annual basis in accordance with the Governmental Accounting Standards Board. 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, Environmental Compliance, 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. 29 Table of Contents BUDGET CALENDAR Date Action July 1 - 31, 2018 CIP Team holds initial departmental meetings (review/prioritize new/existing capital improvement projects August 21, 2018 Executive Team Report Out; FTE benchmarks and status of one-time expenses from FY 2018 August 30 - November 1, 2018 Zero Base Departments and Budget Office finalize zero base budgets September 4 - 13, 2018 Budget Kick Off with the Executive Team, Second in Command group and Supervisors September 4 - November 30, 2018 Departments enter requests in SharePoint for FY 2020 budget and five-year plans September 4 - November 30, 2018 Analysts meet with Departments to review base budgets, new requests, capital improvement project (CIP) needs, and potential re-organizations October 2 - 9, 2018 Executive Team review of staffing vacancies November 2018 CIP - Follow up meetings with Departments to review funding/timing/prioritization of projects December 2018 Financial review of CIP projects January 2019 Executive Team reviews departmental requests February 6, 2019 Present Executive Team recommendations to Town Manager February 14, 2019 Departments revise year end projections based on six months activity February 28, 2019 Council Financial Retreat March 1 - 20, 2019 Departments complete; purpose statements, current year accomplishments, upcoming year objectives, and performance measures/benchmarks. March 12, 2019 Town Manager recommendations to Executive Team April 1 - 11, 2019 Budget Office discussions with Council members April 18, 2019 Council Study Session - Introduction to the FY 2020 Budget/CIP May 2, 2019 Council adopts preliminary budget May 2, 2019 Council reviews draft FY 2020-2029 Capital Improvement Plan May 2, 2019 Public Hearing to consider declaring June 6, 2019 as the date of public hearing and adoption of the FY 2020 property tax levy June 6, 2019 Council adopts FY 2020-2029 Capital Improvement Plan June 6, 2019 Council adopts final budget June 6, 2019 Public hearing/adoption of FY 2020 property tax levy 30 Table of Contents FINANCIAL POLICIES INTRODUCTION The Policies of Responsible Financial Management were revised and adopted in June 2019 by Council and establish the framework for overall fiscal planning and management by setting forth guidelines for current activities and long range planning. The Policies of Responsible Financial Management are intended to foster and support the continued financial strength and stability of Gilbert. The pages that follow provide a summary of these policies. 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 Statutes, 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 31 Table of Contents FINANCIAL POLICIES    To maintain an adequate financial base to sustain a sufficient level of municipal services, thereby preserving the quality of life in Gilbert To have the ability to withstand local and regional economic fluctuations, to adjust to changes in the service requirements of the community, and to respond to changes in Federal and State priorities and funding as they affect the Town's residents; and 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 refer to gilbertaz.gov. 1) Accounting, Auditing and Financial Procedures Defines financial reporting and audit requirements. A Comprehensive Annual Financial Report (CAFR) is produced annually according to Generally Accepted Accounting Principles. Independent audits are performed annually; procurement for these services is completed every five years. 2) Budget Administration The Town Council sets policy and adopts the annual budget at the fund level as a total amount of expenditures. Financial control is set by the Town Council at the fund level, with budgetary control for operating performance administered at the Departmental level by the Town Manager. Budget adjustments for special revenue funds, excluding Highway User Revenue Funds, will be administered by the Office of Management and Budget (OMB), and will not exceed the available revenues. Budget adjustments between funds, projects, or contingency transactions to accommodate Town Councilapproved actions, such as bond transactions, will be administered by the OMB, and will not exceed available revenues or the maximum approved expenditure authorization. Grants and restricted appropriations are administered by Town departments. 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 OMB Director 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. Town 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 32 Table of Contents FINANCIAL POLICIES financial condition, estimates of the borrowing fund’s future resources to repay the loan, purpose of the loan, established repayment terms (including whether interest will be paid), the loan’s current status, and the frequency of making loans. 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 OMB Director shall annually develop, in coordination with departments, five-year revenue and expenditure forecasts for the General Fund, Enterprise Funds, and Streets Funds. 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. 5) Repair and Replacement Funding Outlines requirements for each of the Gilbert’s repair and replacement funds; Water, Wastewater, Environmental Services, Environmental Compliance, Streets and Fleet. 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, Environmental Compliance 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. 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 33 Table of Contents FINANCIAL POLICIES 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) Investment Policy The Town maintains an Investment Policy which applies to the investment of operating funds, capital improvement funds, debt service funds, reserve funds, and other funds which may be under the Town’s control and not subject to a separate investment policy, restriction (i.e. bond covenants) or regulation. The investment of public monies is regulated by Title 35 of the Arizona Revised Statutes. The primary objectives, in priority order, of investment activities shall be safety, liquidity, and yield. The standard of prudence to be used by investment officials shall be the “prudent person” standard and shall be applied in the context of managing an overall portfolio. 10) 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. 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 costs. 11) 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. Policy outlines criteria for consideration of issuing debt, types of debt that may be considered and the debt management process. 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. 34 Table of Contents FINANCIAL POLICIES   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. 12) 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. 13) 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. 14) Capital Improvement Plan Gilbert adopts a Capital Improvement Plan and Program on an annual basis that provides for all improvements needed. The Capital Improvement Plan is a public document that communicates timing and costs associated with constructing, staffing, maintaining, and operating publicly financed facilities and improvements with a total cost over $100,000. Projects included within the five-year program must have sound cost estimates, an identified site, and verified financing sources, as well as confirmation it can be operationally staffed and maintained within the budget resources. The first five years of projected costs are combined with other data gathering techniques to project operating results for five years. This information is the basis for developing the next year’s budget and is incorporated into the five-year financial forecasts. The purpose of the Capital Improvement Plan is to systematically identify, plan, schedule, finance, track and monitor capital projects to ensure cost-effectiveness as well as conformance to established policies.  The Town Manager will annually submit a financially balanced, multi-year Capital Improvement Plan for review by the Gilbert Council pursuant to the timeline established in the annual budget 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. 35 Table of Contents FINANCIAL POLICIES   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. 15) Fund Balance Classifications The Governmental Accounting Standards Board (GASB) Statement No. 54, Fund Balance Reporting and Governmental Fund Type Definitions, 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.  For assigned fund balance: The Council authorizes the Finance Director to assign fund balance amounts to a specific purpose. 16) 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; and  Provide for long-term stability of the Town’s financial status. 36 Table of Contents FINANCIAL POLICIES 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. 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. 17) Capital Assets In accordance with GASB No. 34, Basic Financial Statements – and Management’s Discussion and Analysis for State and Local Governments, this policy establishes the financial reporting requirements for capital assets, including infrastructure assets. Capitalization of capital assets includes land, construction-in-progress, buildings, improvements, other than buildings, machinery and equipment, infrastructure, water rights, and plant and equipment. 18) 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: 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): reduce total interest cost, or reduce total term of debt outstanding, or reduce the proposed levy/tax rate, and/or hold the balance to leverage for future opportunities. 19) 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 Town Council approval for expenditures exceeding $50,000. 20) Public Safety Personnel Retirement System (PSPRS) Pension Funding Gilbert sworn police and fire personnel participate in the Public Safety Personnel Retirement System (PSPRS). Employees joining PSPRS on or after July 1, 2017, are part of the Tier 3 benefits. Tier 3 is a pooled system with employees from many municipalities across the state, including Gilbert, participating together. Tier 1 and Tier 2 are not pooled and Gilbert is responsible to maintain the funding balance between promised benefits and available assets. The funding ratio indicates the amount of assets that are already available in the PSPRS trust to pay future benefits. Gilbert targets a 37 Table of Contents FINANCIAL POLICIES funding ratio of 90% or higher for the non-pooled systems. The policy further outlines actions that will be taken if the funding ratio falls below the target. As needed, steps may include:  Sending all contributions for the entire fiscal year to PSPRS on July 1, under the assumption that PSPRS will have better investment earnings than the Town during the year;  Remitting the full budgeted amount for retirement contributions, which are usually higher than the actual expenditures so the difference would become an excess contribution;  Adding a defined dollar amount to the ongoing budget which is above the calculated annual contribution amount;  Using amounts in excess of the anticipated beginning fund balance (once the final revenues and expenditures from the prior year are reasonably known) to send an additional payment to PSPRS; and  Budget using the highest historical PSPRS employer contribution rates which keeps the contributions more stable as the rates decline in response to a declining unfunded liability. 21) 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 Gilbert can improve. Gilbert will continually strive to improve upon this performance, embedding cost containment into its budget strategies and daily operations. 22) 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 38 Table of Contents Financial Overview _____________________________________ Short-Term Financial Plans Revenue and Expense Summary Fund Balances Budget Summary Revenue Summary by Fund Revenue Summary by Fund by Type Revenue Detail Expense Summary Expense Detail Property Tax Rates Personnel Summary Long-Term Financial Plans Long-Term Financial Planning Revenue Sources Five-Year Forecasts Table of Contents REVENUE AND EXPENSE SUMMARY General Fund 23% Other Funding Sources 28% Street Fund 4% Debt Service 3% Enterprise Funds 15% Replacement Funds 16% Special Revenue 11% The funds available for FY 2020 are approximately $1,153,585,000. 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 19% Street Fund 3% Capital Improvement Funds 52% Enterprise Funds 7% Special Revenue 1% Replacement Funds 2% Other Funding Sources 10% Debt Service 6% The total expenditures for FY 2020 are approximately $1,021,829,000. 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 85,800,731 $ 179,962,500 ENTERPRISE FUNDS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Environmental Compliance 37,513,845 20,653,513 11,476,349 1,838,567 1,383,061 STREETS $ 271,870,141 48,475,000 30,085,000 14,760,000 2,703,000 4,550,000 1,035,000 - $ $ $ $ $ 85,988,845 51,773,513 26,236,349 4,541,567 5,933,061 18,061,461 27,658,000 618,000 $ 46,337,461 INTERNAL SERVICE Fleet Maintenance Health Self-Insurance Dental Self-Insurance 356,570 5,278,760 646,100 8,378,530 17,260,000 1,382,000 - $ $ $ 8,735,100 22,538,760 2,028,100 REPLACEMENT FUNDS General Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Environmental Compliance Streets Fleet Maintenance 11,355,700 92,907,521 63,146,187 4,123,600 365,600 2,535,000 4,965,950 670,100 80,000 600,000 200,000 90,000 3,000 30,000 - 2,300,000 13,400,000 9,200,000 680,000 412,000 2,535,000 790,000 417,000 $ $ $ $ $ $ $ $ 13,735,700 106,907,521 72,546,187 4,893,600 780,600 5,070,000 5,785,950 1,087,100 SUB TOTAL OPERATING FUNDS $ 363,078,615 $ 336,217,030 37,493,910 $ 736,789,555 Wastewater SDF - Neely Wastewater SDF - Greenfield Grants Police Impound Street Light Improvement Parkway Improvement Other Special Revenue OTHER FUNDING SOURCES CIP Administration Outside Sources GO Bonds Proceeds Contingency Prop 400 Municipal Property Corporation WRMPC - Future Bonds MPC - Wastewater System $ Total Sources 6,106,910 SPECIAL REVENUE FUNDS CDBG/HOME Traffic Signal SDF Road Maintenance SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF Parks SDF Prior to 2012 Water SDF Water Resource Fee $ Transfer Revenue Revenue $ 11,433 11,007,775 2,517,758 (10,150,789) (6,082,926) 21,168,032 6,605,801 5,990,207 3,729,576 5,455,241 18,297,315 630,189 (111,045) 14,400 215,430 1,734,131 2,039,060 2,215,000 2,000,000 1,000,000 2,500,000 2,200,000 7,565,000 19,140,000 7,600,000 2,550,000 400,000 4,000,000 5,189,150 100,000 1,728,400 972,780 2,578,690 12,600 600,000 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,050,493 13,222,775 2,000,000 3,517,758 (7,650,789) (3,882,926) 28,733,032 25,745,801 13,590,207 6,279,576 5,855,241 22,297,315 5,819,339 (11,045) 1,742,800 1,200,810 4,912,821 10,850,809 54,398,360 14,353,201 534,501 20,465,300 18,676,126 1,874,030 23,066,000 65,350,000 100,000,000 16,314,000 1,800,000 500,000 - $ $ $ $ $ $ $ $ 1,874,030 33,916,809 119,748,360 100,000,000 30,667,201 534,501 22,265,300 19,176,126 40 Table of Contents FUND BALANCES Transfer Expense Expense GENERAL FUND $ 194,474,865 $ Total Uses Ending Balance 29,391,615 $ 223,866,480 $ 48,003,661 ENTERPRISE FUNDS Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Environmental Compliance 34,052,880 19,376,325 15,125,885 2,461,220 1,967,450 30,248,460 20,017,990 4,065,060 908,020 3,536,920 $ $ $ $ $ 64,301,340 39,394,315 19,190,945 3,369,240 5,504,370 $ $ $ $ $ 21,687,505 12,379,198 7,045,404 1,172,327 428,691 STREETS 23,024,660 14,081,120 $ 37,105,780 $ 9,231,681 INTERNAL SERVICE Fleet Maintenance Health Self-Insurance Dental Self-Insurance 8,529,810 17,269,800 1,317,000 426,290 - $ $ $ 8,956,100 17,269,800 1,317,000 $ $ $ (221,000) 5,268,960 711,100 REPLACEMENT FUNDS General Water Wastewater Enviro Svcs - Residential Enviro Svcs - Commercial Environmental Compliance Streets Fleet Maintenance 6,419,500 3,493,000 4,088,500 4,819,500 536,500 2,213,000 1,117,000 116,100 45,563,090 51,112,430 971,000 $ $ $ $ $ $ $ $ 6,419,500 49,056,090 55,200,930 4,819,500 536,500 2,213,000 1,117,000 1,087,100 $ $ $ $ $ $ $ $ 7,316,200 57,851,431 17,345,257 74,100 244,100 2,857,000 4,668,950 - 340,402,995 $ 200,321,995 $ 540,724,990 $ 196,064,565 788,000 5,189,150 293,380 1,905,600 1,211,610 3,137,630 1,251,060 3,524,420 2,625,060 1,297,840 2,184,520 22,155,400 25,748,265 29,450,690 72,151,630 5,821,930 13,800,700 15,000 - $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,039,060 3,524,420 2,625,060 1,297,840 2,184,520 22,155,400 25,748,265 29,450,690 72,151,630 5,821,930 13,800,700 5,189,150 308,380 1,905,600 1,211,610 3,137,630 $ 11,433 $ 9,698,355 $ 2,000,000 $ 892,698 $ (8,948,629) $ (6,067,446) $ 6,577,632 $ (2,464) $ (15,860,483) $ (65,872,054) $ 33,311 $ 8,496,615 $ 630,189 $ (319,425) $ (162,800) $ (10,800) $ 1,775,191 1,874,030 350,000 100,000,000 - 29,918,030 119,047,920 33,509,910 18,192,460 21,276,240 $ $ $ $ $ $ $ $ 1,874,030 29,918,030 119,397,920 100,000,000 33,509,910 18,192,460 21,276,240 $ $ $ $ $ $ $ $ SUB TOTAL OPERATING FUNDS $ SPECIAL REVENUE FUNDS CDBG/HOME Traffic Signal SDF Road Maintenance SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF Parks SDF Prior to 2012 Water SDF Water Resource Fee Wastewater SDF - Neely Wastewater SDF - Greenfield Grants Police Impound Street Light Improvement Parkway Improvement Other Special Revenue OTHER FUNDING SOURCES CIP Administration Outside Sources GO Bonds Proceeds Contingency Prop 400 Municipal Property Corporation WRMPC - Future Bonds MPC - Wastewater System 41 3,998,779 350,440 (2,842,709) 534,501 4,072,840 (2,100,114) Table of Contents FUND BALANCES Starting Balance CAPITAL IMPROVEMENT FUNDS Redevelopment Streets Traffic Control Parks and Recreation Municipal Facilities Water Wastewater Storm Water Wastewater MPC Water MPC Transfer Revenue Revenue Total Sources - - 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 76,192,750 873,000 21,276,240 18,192,460 $ $ $ $ $ $ $ $ $ $ 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 76,192,750 873,000 21,276,240 18,192,460 4,996,380 29,518,240 31,598,700 $ 66,113,320 TRUST ACCOUNTS 84,100 - - $ 84,100 TOTAL ALL FUNDS $ 548,469,920 $ 638,417,380 $ 602,293,070 $ 1,789,180,370 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:  Fleet Maintenance is an Internal Service Fund for the maintenance of all passenger vehicles. Revenue from all departments, for work completed by Fleet, should be sufficient to cover all the operating costs. Fleet will either need reduce expenditures for FY 2020 or increase the hourly Fleet rate charges to the various departments.  The Water SDF, Water Resource SDF 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.  The Police Impound Fund was established as a result of Arizona Law A.R.S. 28-3511. Recent legislation has changed the amount of revenue that Gilbert can assess to the offenders. This fund will be analyzed once a new revenue history is established to determine the anticipated shortfall at which time an alternate funding source will need to be identified.  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. 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 Wastewater MPC Water MPC 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 76,192,750 873,000 21,276,240 18,192,460 - $ $ $ $ $ $ $ $ $ $ 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 76,192,750 873,000 21,276,240 18,192,460 $ $ $ $ $ $ $ $ $ $ - DEBT SERVICE 61,202,370 - $ 61,202,370 $ 4,910,950 TRUST ACCOUNTS 2,500 - $ 2,500 $ 81,600 TOTAL ALL FUNDS $ 1,048,945,125 $ 602,293,070 $ 1,651,238,195 $ 137,942,175  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.  Prop 400, MAG funds, has 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 this fund.  WRMPC Bonds construction is in progress on the Greenfield Wastewater Treatment Plant and Santan Water Treatment Plant project is nearing completion, with the plant becoming operational in FY 2018. 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. 43 Table of Contents BUDGET SUMMARY PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 General Fund Enterprise Funds Streets Funds Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 944.49 266.78 50.67 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 1,032.97 279.34 55.66 26.00 0.00 11.25 12.40 0.00 0.00 1,093.22 286.02 55.66 26.00 0.00 11.25 13.40 0.00 0.00 Total Personnel 1,311.29 1,358.49 1,395.01 1,417.62 1,485.55 EXPENSES BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 General Fund Enterprise Funds Streets Funds Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 160,122,607 57,598,537 19,946,138 22,661,550 9,657,250 14,758,338 19,914,440 147,416,674 2,500 158,109,389 65,339,772 18,949,617 22,529,221 26,423,611 19,357,381 73,112,034 117,183,143 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 2,500 156,056,523 64,842,123 17,467,543 24,401,370 5,914,050 14,104,048 75,471,545 64,712,850 2,500 194,474,865 72,983,760 23,024,660 27,116,610 22,803,100 12,525,370 634,811,890 61,202,370 2,500 $ 452,078,034 $ 501,006,668 $ 966,501,770 $ 422,972,552 $ 1,048,945,125 EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 134,528,745 233,612,039 83,937,250 138,133,413 235,695,611 127,177,644 148,263,230 230,014,380 588,224,160 142,785,297 205,318,522 74,868,733 166,944,945 231,103,970 650,896,210 $ 452,078,034 $ 501,006,668 $ 966,501,770 $ 422,972,552 $ 1,048,945,125 Total Expenses Total Expenses 44 Table of Contents BUDGET SUMMARY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 163,283,052 86,594,421 25,949,998 25,232,202 1,700,749 44,383,987 155,458,710 21,667,730 432 164,714,385 89,967,617 25,669,559 25,407,940 2,214,947 45,577,732 72,561,490 30,256,743 1,076 166,421,000 96,643,000 25,501,000 25,296,000 653,000 73,986,880 140,812,260 29,761,280 - 173,609,000 97,003,000 27,145,000 25,787,000 1,003,000 50,630,250 5,265,042 29,067,280 - 179,962,500 100,573,000 27,658,000 27,020,530 1,003,000 63,778,080 208,904,030 29,518,240 - $ 524,271,281 $ 456,371,489 $ 559,074,420 $ 409,509,572 $ 638,417,380 REVENUE BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Taxes and Fees License and Permits Intergovernmental Charges for Service Fine and Forfeits Special Assessments Other Non-Operating 146,476,134 4,819,908 102,413,241 122,313,165 4,335,755 72,346,535 71,566,543 153,558,505 4,701,052 105,037,957 122,289,521 4,082,275 2,257,225 64,444,954 156,243,230 4,415,000 130,308,100 127,906,170 3,999,000 106,581,280 29,621,640 161,969,230 4,865,000 96,170,900 127,458,272 4,050,000 6,581,280 8,414,890 158,596,180 4,335,000 139,234,210 130,793,660 4,031,000 105,643,240 95,784,090 $ 524,271,281 $ 456,371,489 $ 559,074,420 $ 409,509,572 $ 638,417,380 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 524,271,281 61,484,870 456,371,489 92,790,391 559,074,420 547,753,390 409,509,572 146,325,693 638,417,380 602,293,070 Total Sources $ 585,756,151 $ 549,161,880 $1,106,827,810 $ 555,835,265 $ 1,240,710,450 Total Expenses Transfers Out 452,078,034 61,484,870 501,006,668 92,790,391 966,501,770 547,753,390 422,972,552 146,325,693 1,048,945,125 602,293,070 Total Uses $ 513,562,904 $ 593,797,059 $1,514,255,160 $ 569,298,245 $ 1,651,238,195 Net Operating Result $ 72,193,247 $ (44,635,179) $ (407,427,350) $ (13,462,980) $ (410,527,745) 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 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 7,833,555 147,165,645 107,566 5,944 83,360 10,554 475 845 16,741 179,976 330,342 7,239,744 3,515,809 2,071,609 3,982,451 149,528,000 88,000 2,000 75,000 4,000 15,000 119,000 298,000 6,495,000 3,365,000 1,939,000 4,493,000 155,558,000 88,000 102,000 4,000 15,000 208,000 312,000 7,402,000 3,436,000 2,053,000 4,431,000 161,140,500 88,000 110,000 4,000 15,000 200,000 297,000 6,635,000 3,402,000 2,414,000 5,657,000 1,184,829 3,324 - - - $ 163,283,052 $ 164,714,385 $ 166,421,000 $ 173,609,000 $ 42,041,012 26,184,379 15,857,693 2,511,337 86,594,421 $ 44,625,518 26,761,527 15,968,594 2,611,978 89,967,617 $ 48,210,000 28,332,000 17,421,000 2,680,000 96,643,000 $ 47,105,000 29,010,000 15,130,000 2,638,000 3,120,000 97,003,000 STREETS: HURF Roadway and Maintenance TOTAL STREETS $ 16,226,204 9,723,794 25,949,998 $ 15,678,161 9,991,398 25,669,559 $ 15,001,000 10,500,000 25,501,000 INTERNAL SERVICES $ 25,232,202 $ 25,407,940 $ 25,296,000 REPLACEMENT FUNDS: General Street Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Fleet TOTAL REPLACEMENT FUNDS $ 178,242 138,785 681,047 591,116 104,382 4,902 2,275 1,700,749 $ 250,817 83,786 1,032,008 735,135 100,382 9,687 3,132 2,214,947 $ 40,000 20,000 200,000 200,000 190,000 3,000 653,000 SUB TOTAL OPERATING FUNDS $ 302,760,422 $ 307,974,448 711,665 37,799,308 1,201,220 1,984,826 37,827,682 1,014,004 GENERAL FUND: Non-Allocated Mayor and Council Manager Digital Government Economic Development Information Technology Human Resources Management and Budget 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 Environmental Compliance TOTAL ENTERPRISE SPECIAL REVENUE FUNDS: CDBG/HOME Development Fees Grants 46 $ 179,962,500 $ 48,475,000 30,085,000 14,760,000 2,703,000 4,550,000 100,573,000 $ 16,345,000 10,800,000 27,145,000 $ 16,545,000 11,113,000 27,658,000 $ 25,787,000 $ 27,020,530 $ 80,000 30,000 600,000 200,000 90,000 3,000 1,003,000 $ 80,000 30,000 600,000 200,000 90,000 3,000 1,003,000 $ 314,514,000 $ 324,547,000 $ 336,217,030 1,949,880 59,650,000 5,660,900 816,000 38,030,000 5,249,900 2,039,060 51,170,000 5,189,150 Table of Contents REVENUE SUMMARY BY FUND Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 $ 310,000 2,918,230 3,497,870 73,986,880 $ 150,000 2,918,230 3,466,120 50,630,250 $ 100,000 2,701,180 2,578,690 63,778,080 Police Impound Special Districts Other Special Revenue TOTAL SPECIAL REVENUE $ 283,340 2,947,131 1,441,323 44,383,987 $ 249,674 2,921,434 1,580,112 45,577,732 OTHER CAPITAL FUNDS $ 155,458,710 $ 72,561,490 $ 140,812,260 $ 5,265,042 $ 208,904,030 DEBT SERVICE $ 21,667,730 $ 30,256,743 $ 29,761,280 $ 29,067,280 $ 29,518,240 TRUST ACCOUNTS $ 432 $ 1,076 $ - $ - $ - GRAND TOTAL REVENUE $ 524,271,281 $ 409,509,572 $ 638,417,380 CARRY OVER FUNDS $ 410,527,745 TOTAL RESOURCES $ 1,048,945,125 $ 456,371,489 47 $ 559,074,420 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 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 85,794,157 4,784,961 55,902,448 10,537,471 3,810,983 2,453,032 $ 163,283,052 92,427,046 4,644,714 55,236,616 7,193,835 3,625,730 1,583,120 $ 164,714,385 94,825,000 4,355,000 55,825,000 7,266,500 3,515,000 634,500 $ 166,421,000 98,695,000 4,810,000 57,381,000 7,637,500 3,566,000 1,519,500 $ 173,609,000 99,945,000 4,310,000 60,630,000 8,473,500 3,547,000 3,057,000 $ 179,962,500 $ 56,338 1,183,844 87,719,185 17,536 990,714 89,967,617 $ 60,000 1,750,000 91,989,000 2,844,000 96,643,000 $ 55,000 1,750,000 91,508,000 3,690,000 97,003,000 25,000 1,750,000 93,858,000 4,940,000 $ 100,573,000 $ 25,276,623 848 13,283 378,805 25,669,559 $ 25,400,000 1,000 100,000 25,501,000 $ 27,000,000 145,000 27,145,000 $ 27,500,000 38,000 120,000 27,658,000 $ 471,659 24,452,208 484,073 25,407,940 $ 455,000 24,778,000 63,000 25,296,000 $ 550,000 25,175,000 62,000 25,787,000 $ 550,000 26,108,530 362,000 27,020,530 $ 40,707 18,322 2,155,918 2,214,947 $ 150,000 503,000 653,000 $ 50,000 953,000 1,003,000 $ 50,000 953,000 1,003,000 $ 39,582,354 3,027,449 1,358,789 425,726 524 1,182,890 45,577,732 $ 38,168,230 8,306,780 1,650,730 484,000 25,377,140 73,986,880 $ 40,718,230 6,761,900 1,320,730 484,000 1,345,390 50,630,250 $ 34,501,180 7,924,210 391,600 484,000 20,477,090 63,778,080 ENTERPRISE OPERATIONS Taxes and Fees License and Permit Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL ENTERPRISE OPERATIONS $ 34,947 952,597 84,900,125 706,752 86,594,421 STREETS FUND Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating TOTAL STREETS FUND $ 25,670,194 1,598 3,728 274,478 25,949,998 $ 407,315 24,535,050 289,837 25,232,202 $ 92,431 91,118 1,517,200 1,700,749 $ 39,920,869 1,942,315 1,185,766 521,044 1,110 812,883 44,383,987 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 17,538,372 1,060,724 19,841,766 1,518,311 48 38,571,320 2,070,940 2,728,000 1,767,042 40,880,000 1,874,030 Table of Contents REVENUE SUMMARY BY FUND BY TYPE Actual FY 2017 Special Assessments Other Non-Operating TOTAL CAPITAL IMPROVEMENT 71,558,767 65,300,847 $ 155,458,710 DEBT SERVICE Taxes and Fees Charges for Service Special Assessments Other Non-Operating TOTAL DEBT SERVICE $ 20,761,108 695,540 211,082 21,667,730 TRUST ACCOUNTS Other Non-Operating TOTAL TRUST ACCOUNTS $ 432 432 GRAND TOTAL REVENUE $ 524,271,281 Actual FY 2018 Budget FY 2019 Projected FY 2019 $ 1,282,377 49,919,036 72,561,490 100,170,000 $ 140,812,260 $ 21,549,105 5,638 952,678 7,749,322 30,256,743 $ 1,076 1,076 $ 456,371,489 49 Budget FY 2020 $ 170,000 600,000 5,265,042 100,300,000 65,850,000 $ 208,904,030 $ 23,250,000 6,411,280 100,000 29,761,280 $ 22,556,000 6,411,280 100,000 29,067,280 $ 24,150,000 5,343,240 25,000 29,518,240 $ - $ - $ - $ 559,074,420 $ 409,509,572 $ 638,417,380 Table of Contents REVENUE DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 89,467,453 1,982,337 417,499 510,856 22,821,364 29,371,178 1,124,246 990,771 479,941 $ 147,165,645 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 95,750,000 2,000,000 420,000 525,000 25,000,000 29,350,000 1,040,000 1,000,000 473,000 $ 155,558,000 97,000,000 2,000,000 420,000 525,000 25,500,000 32,000,000 1,100,000 500,000 2,095,500 $ 161,140,500 Mayor and Council Manager Emergency Mgt and Safety Digital Government Economic Development 79,109 2,241 150 77,909 107,566 5,944 4,892 83,360 88,000 2,000 75,000 88,000 102,000 88,000 110,000 InformationTechnology: Application Operations Total InformationTechnology 1,339 1,339 - - - - Human Resources: Administration Risk Management Total Human Resources 5,691 851 6,542 4,451 6,103 10,554 4,000 4,000 4,000 4,000 4,000 4,000 Management and Budget Town Clerk Legal Services 903 19,174 475 845 16,741 15,000 15,000 15,000 Management Services: Accounting Purchasing Tax Compliance Total Management Services 9,465 178,424 19,578 207,467 14,225 98,268 67,483 179,976 5,000 100,000 14,000 119,000 200,000 8,000 208,000 200,000 200,000 Municipal Court 360,999 330,342 298,000 312,000 297,000 569,272 3,721,673 385,393 1,684,024 715 567,469 6,928,546 614,433 3,841,008 383,095 1,740,898 355 659,955 7,239,744 584,000 3,400,000 330,000 1,626,000 555,000 6,495,000 719,000 4,100,000 400,000 1,674,000 509,000 7,402,000 814,000 3,400,000 390,000 1,526,000 505,000 6,635,000 GENERAL FUND Non-Allocated: Privilege License Tax CATV Franchise Fee Electric Franchise Natural Gas Franchise State Shared Privilege License Tax Urban Revenue Sharing SRP in Lieu Investment Income Other Revenue Total Non-Allocated Development Services: Permits, Licensing, and Alarms Plan Review and Inspection - Bldg Plan Review and Inspection - Fire Plan Review and Inspection - Eng Plan Review and Inspection - Code Planning Services Total Development Services Police Department: Administration Animal Control $ $ 2,300 96 3,100 156 50 $ - $ - $ - Table of Contents REVENUE DETAIL Incarceration Uniform Patrol Crime Apprehension Traffic Unit Special Assignment Unit Detention / Court Support School Programs Records Training Coordination Counseling Services Persons Crimes Property Crimes Intel Total Police Department Fire and Rescue Department: Administration Training Operations Prevention Public Education Total Fire and Rescue Department Parks and Recreation: PR Administration Facilities Administration Public Safety Center Heritage Annex University Building Public Works Facility Parks and Open Space Freestone Park Crossroads Park McQueen Park Hetchler Park Discovery Park Cosmo Park Cactus Yards 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 Actual FY 2017 Actual FY 2018 Budget FY 2019 $ 603,792 499,176 1,783,075 473,177 1,760 36,461 310,128 13 11,600 6,416 3,727,994 $ 628,516 476,812 228 1,551,320 457,583 384 31,875 1,612 350,736 87 13,400 3,515,809 $ 500,000 422,000 1,685,000 420,000 30,000 300,000 8,000 3,365,000 $ 29,968 13,370 1,791,421 68,670 6,617 1,910,046 $ 18,295 17,735 1,938,935 85,610 6,142 2,066,717 $ 1,879,000 60,000 1,939,000 (18,844) 221,615 30,768 4,019,595 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 65 444 228,267 36,486 115,225 3,110 (6,282) 91,748 173,353 104,334 30,610 85,164 1,971 53,287 669 688 596 35,234 77,817 182,941 115,344 95,212 213,346 297,780 1,113,815 181,740 141,757 51 225,000 35,500 250,000 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 Projected FY 2019 $ 630,000 446,000 1,570,000 435,000 30,000 310,000 15,000 3,436,000 $ 1,998,000 55,000 2,053,000 231,000 38,000 250,000 27,500 91,000 158,000 101,000 26,000 83,000 1,000 605,000 30,000 76,000 151,000 110,000 100,000 182,500 249,000 1,057,000 137,000 132,000 Budget FY 2020 $ 600,000 452,000 1,565,000 435,000 30,000 310,000 10,000 3,402,000 $ 2,359,000 55,000 2,414,000 25,000 230,000 39,000 350,000 164,000 91,000 158,000 102,000 26,000 83,000 1,000 1,500,000 25,000 75,000 150,000 110,000 100,000 194,000 250,000 1,080,000 137,000 132,000 Table of Contents REVENUE DETAIL Youth Sports Adult Sports Special Events Adaptive Recreation Total Parks and Recreation $ Non-Departmental: Social Services Capital Projects Actual FY 2017 Actual FY 2018 Budget FY 2019 54,238 303,570 261,316 29,756 7,833,555 48,776 296,440 228,554 31,944 3,982,451 50,000 350,000 210,000 29,000 4,493,000 $ 1,184,829 1,184,829 $ 3,324 $ 3,324 Projected FY 2019 $ $ - Budget FY 2020 50,000 300,000 215,000 30,000 4,431,000 $ $ - 50,000 315,000 240,000 30,000 5,657,000 - Total Non-Departmental $ $ - TOTAL GENERAL FUND $ 163,283,052 $ 164,714,385 $ 166,421,000 $ 173,609,000 $ 179,962,500 38,390,101 247,934 287,623 288,899 924,978 331,596 569,614 41,040,745 40,138,816 277,743 270,534 281,232 930,281 463,481 965,243 43,327,330 43,900,000 250,000 250,000 290,000 895,000 100,000 755,000 46,440,000 42,500,000 250,000 400,000 230,000 875,000 300,000 774,000 45,329,000 44,500,000 250,000 400,000 250,000 860,000 200,000 245,000 46,705,000 Production: Santan Vista Water Treatment Plant Total Production 952,597 952,597 1,183,844 1,186,047 1,750,000 1,750,000 1,750,000 1,750,000 1,750,000 1,750,000 Distribution Metering Public Works Administration 31,398 16,272 - 111,620 521 5,000 15,000 - 5,000 21,000 - 5,000 15,000 - ENTERPRISE OPERATIONS WATER Non-Allocated: Meter Water Sales Meter Installation Hydrant Water Metered Sales Account Activation Fee Delinquency/Late Fee Investment Income Other Non-Allocated Total Non-Allocated TOTAL WATER WASTEWATER Non-Allocated: Reuse/Recharge Water Use Charge Commercial Wastewater Residential Wastewater Investment Income Total Non-Allocated Collection Plant Operations: Neely Treatment Facility Total Plant Operations Quality $ 42,041,012 $ 44,625,518 $ 48,210,000 $ 47,105,000 $ 48,475,000 1,012,137 2,444,772 22,506,658 152,595 26,116,162 1,096,346 2,422,971 22,851,566 224,574 26,730,465 1,200,000 2,600,000 24,500,000 22,000 28,322,000 1,300,000 2,600,000 25,000,000 100,000 29,000,000 1,500,000 2,700,000 25,800,000 75,000 30,075,000 57,270 17,500 - - - - 1,074 1,074 - - - 10,947 11,338 10,000 10,000 10,000 52 Table of Contents REVENUE DETAIL Actual FY 2017 TOTAL WASTEWATER $ ENVIRONMENTAL SVC - RESIDENTIAL Non-Allocated: Collection Investment Income Other Non-Allocated Total Non-Allocated Uncontained Recycling Environmental Programs TOTAL ENVIRO SVC RESIDENTIAL $ ENVIRONMENTAL SVC - COMMERCIAL Non-Allocated: Collection Investment Income Other Non-Allocated Total Non-Allocated Administration Collections Rolloffs Actual FY 2018 26,184,379 $ Budget FY 2019 26,761,527 $ Projected FY 2019 28,332,000 $ Budget FY 2020 29,010,000 $ 30,085,000 15,004,935 147,922 1,699 15,154,556 15,349,655 190,228 6,994 15,546,877 14,630,000 100,000 2,580,000 17,310,000 14,750,000 150,000 125,000 15,025,000 14,400,000 100,000 170,000 14,670,000 18,513 665,051 19,573 32,868 374,971 13,878 25,000 71,000 15,000 46,000 50,000 9,000 30,000 50,000 10,000 15,857,693 $ 15,968,594 $ 17,421,000 $ 15,130,000 $ 14,760,000 (2,271) 18,001 3,010 18,740 1,002 25,685 2,178 28,865 7,000 2,000 9,000 20,000 2,000 22,000 15,000 2,000 17,000 24,000 1,845,122 623,475 45,000 1,831,141 706,972 50,000 1,891,000 730,000 45,000 1,851,000 720,000 15,000 1,901,000 770,000 TOTAL ENVIRO SVC COMMERCIAL $ 2,511,337 $ 2,611,978 $ 2,680,000 $ 2,638,000 $ 2,703,000 ENVIRONMENTAL COMPLIANCE Environmental Compliance Fee $ - $ - $ - $ 3,120,000 $ 4,550,000 TOTAL ENVIRONMENTAL COMPLIANCE $ - $ - $ - $ 3,120,000 $ 4,550,000 TOTAL ENTERPRISE $ 86,594,421 $ 89,967,617 $ 96,643,000 $ 97,003,000 $ 100,573,000 STREETS HURF Non-Allocated: Highway User Tax Investment Income Other Non-Allocated Total Non-Allocated Street Maintenance: Asphalt Patching Total Street Maintenance Traffic Control: Street Signs Street Lighting 15,847,098 145,967 99,460 16,092,525 15,457,442 42,585 18,189 15,518,216 14,900,000 100,000 15,000,000 16,300,000 45,000 16,345,000 16,500,000 45,000 16,545,000 (11) (11) 37,971 37,971 - - - 3,998 84,405 2,159 69,639 1,000 - - 53 Table of Contents REVENUE DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Traffic Signal Maintenance Total Traffic Control 10,883 99,569 39,655 111,453 1,000 - - Right of Way Maintenance: Landscape Maintenance Concrete Repair Total Right of Way Maintenance 1,638 32,483 34,121 5,000 5,000 - - - TOTAL HURF $ ROADWAY AND MAINTENANCE Auto Lieu Tax 16,226,204 $ 9,723,794 15,678,161 $ 9,991,398 15,001,000 $ 10,500,000 16,345,000 $ 10,800,000 16,545,000 11,113,000 TOTAL ROADWAY AND MAINTENANCE $ 9,723,794 $ 9,991,398 $ 10,500,000 $ 10,800,000 $ 11,113,000 TOTAL STREETS $ 25,949,998 $ 25,669,559 $ 25,501,000 $ 27,145,000 $ 27,658,000 INTERNAL SERVICE Fleet Maintenance Health Self-Insurance Dental Self-Insurance TOTAL INTERNAL SERVICES 6,666,005 17,339,630 1,226,567 $ REPLACEMENT FUNDS General Streets Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Fleet 25,232,202 7,413,297 16,750,982 1,243,661 $ 178,242 138,785 681,047 591,116 104,382 4,902 2,275 $ 250,817 83,786 1,032,008 735,135 100,382 9,687 3,132 $ 2,214,947 25,296,000 7,730,000 16,675,000 1,382,000 $ 40,000 20,000 200,000 200,000 190,000 3,000 $ 653,000 25,787,000 8,378,530 17,260,000 1,382,000 $ 80,000 30,000 600,000 200,000 90,000 3,000 $ 1,003,000 27,020,530 80,000 30,000 600,000 200,000 90,000 3,000 $ 1,003,000 TOTAL REPLACEMENT FUNDS $ SUB TOTAL OPERATING FUNDS $ 302,760,422 $ 307,974,448 $ 314,514,000 $ 324,547,000 $ 336,217,030 711,665 126,977 2,405,960 3,722,980 1,895,180 2,400,140 8,033,039 10,013,904 2,021,152 1,984,826 142,332 2,179,613 3,773,696 2,082,819 2,443,552 7,667,892 10,091,327 2,846,416 1,949,880 170,000 2,015,000 3,600,000 2,000,000 2,400,000 31,065,000 9,700,000 2,550,000 816,000 2,115,000 4,300,000 2,300,000 2,800,000 8,765,000 9,700,000 2,550,000 2,039,060 2,000,000 2,215,000 1,000,000 2,500,000 2,200,000 26,705,000 7,600,000 2,550,000 SPECIAL REVENUE FUNDS CDBG/HOME Roads SDF Solid Waste Container Traffic Signal SDF Police SDF Fire SDF General Government SDF Parks and Recreation SDF Water SDF Water Resource Fee 1,700,749 25,407,940 7,239,000 16,675,000 1,382,000 54 Table of Contents REVENUE DETAIL Actual FY 2017 Wastewater SDF Wastewater SDF - Neely Wastewater SDF - Greenfield Grants Police Impound Street Light Improvement Parkway Improvement Other Special Revenue TOTAL SPECIAL REVENUE FUNDS Actual FY 2018 17,725 1,634,150 5,528,101 1,201,220 283,340 1,945,635 1,001,496 1,441,323 $ 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 44,383,987 15,078 1,021,828 5,563,129 1,014,004 249,674 1,872,948 1,048,486 1,580,112 $ 1,060,724 1,946,496 3,696,776 135,929,068 72,392 998 12,738,264 13,992 TOTAL OTHER CAPITAL FUNDS $ 155,458,710 DEBT SERVICE General Obligation Debt/HURF Improvement Districts MPC - Public Facilities Debt Sinking Fund 20,875,596 696,363 95,771 Budget FY 2019 $ 45,577,732 Projected FY 2019 1,150,000 5,000,000 5,660,900 310,000 1,871,900 1,046,330 3,497,870 $ 73,986,880 1,518,311 3,435,283 1,580,698 853,696 57,235 2,461 15,568,095 49,545,711 2,070,940 100,000,000 19,557,580 15,809,740 3,374,000 - 72,561,490 $ 140,812,260 21,614,827 964,261 7,575,511 102,144 23,350,000 6,411,280 - Budget FY 2020 500,000 5,000,000 5,249,900 150,000 1,871,900 1,046,330 3,466,120 $ $ 50,630,250 400,000 4,000,000 5,189,150 100,000 1,728,400 972,780 2,578,690 $ 63,778,080 1,767,042 2,614,000 114,000 170,000 600,000 1,874,030 100,000,000 23,066,000 16,314,000 65,350,000 1,800,000 500,000 5,265,042 $ 208,904,030 22,656,000 6,411,280 - 24,175,000 5,343,240 - TOTAL DEBT SERVICE $ 21,667,730 $ 30,256,743 $ 29,761,280 $ 29,067,280 $ 29,518,240 TRUST ACCOUNTS $ 432 $ 1,076 $ - $ - $ - GRAND TOTAL REVENUE $ 524,271,281 $ 456,371,489 55 $ 559,074,420 $ 409,509,572 $ 638,417,380 Table of Contents EXPENSE SUMMARY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 GENERAL FUND: Mayor and Council 837,465 Manager Digital Government Intergovernmental Relations 739,400 816,370 737,684 764,900 1,303,608 1,761,466 1,595,110 1,577,069 2,145,710 925,391 1,052,951 1,098,200 1,120,697 1,269,660 330,108 313,745 326,840 325,496 393,310 Economic Development 2,115,577 2,153,366 2,854,020 2,156,073 2,697,730 Information Technology 8,954,144 9,028,027 9,851,480 9,176,359 13,027,975 Human Resources 2,563,948 2,512,062 2,633,720 2,295,776 2,472,730 700,139 608,156 635,240 625,115 728,170 Management and Budget Town Clerk Legal Services 627,078 510,049 735,200 701,643 576,520 2,790,043 2,789,378 2,968,340 3,134,592 3,814,090 Management Services 2,251,632 2,337,068 2,635,420 2,450,118 2,679,070 Municipal Court 3,221,340 3,192,395 3,401,380 3,337,435 3,430,020 Development Services 6,111,275 6,716,658 7,357,710 7,377,307 8,115,580 874,776 491,565 642,010 465,085 704,140 Public Works - Engineering Police 52,666,449 51,946,215 56,101,700 55,305,761 59,942,830 Fire and Rescue 31,999,277 35,371,996 34,077,250 34,315,547 35,225,980 Parks and Recreation 17,301,525 18,647,716 18,076,610 19,467,876 23,005,540 Non-Departmental 24,548,832 17,937,176 12,248,690 8,751,890 18,480,910 Contingency/Reserves - - 15,000,000 2,735,000 TOTAL GENERAL FUND $ 160,122,607 $ 158,109,389 $ 173,055,290 $ 156,056,523 15,000,000 25,879,442 26,151,938 33,086,290 31,122,256 34,052,880 $ 194,474,865 ENTERPRISE OPERATIONS: Water Wastewater 17,076,547 22,067,704 18,840,000 16,778,371 19,376,325 Environmental Svc - Residential 12,827,817 14,875,041 15,813,210 13,933,392 15,125,885 Environmental Svc - Commercial 1,814,731 2,245,089 2,326,810 2,106,165 2,461,220 - - - 901,939 1,967,450 Environmental Compliance TOTAL ENTERPRISE $ 57,598,537 $ 65,339,772 $ 70,066,310 $ 64,842,123 $ 72,983,760 STREETS: HURF 12,797,997 12,567,449 14,093,220 13,630,610 16,455,130 Roadway and Maintenance 7,148,141 6,382,168 4,594,190 3,836,933 6,569,530 TOTAL STREETS $ 19,946,138 $ 18,949,617 $ 18,687,410 $ 17,467,543 $ 23,024,660 INTERNAL SERVICES $ 22,661,550 $ 22,529,221 $ 26,416,320 $ 24,401,370 $ 27,116,610 REPLACEMENT FUNDS: General 1,723,201 4,989,666 3,471,500 637,500 6,419,500 Streets 175,213 725,510 1,402,050 616,050 1,117,000 Water 1,399,298 7,317,847 3,721,900 964,900 3,493,000 Wastewater 5,376,522 8,966,539 4,383,200 1,742,200 4,088,500 983,016 3,974,952 5,413,400 1,313,400 4,819,500 Environmental Svc - Commercial - 428,397 890,000 640,000 536,500 Environmental Compliance - - - - 2,213,000 Environmental Svc - Residential Fleet TOTAL REPLACEMENT FUNDS $ 9,657,250 20,700 $ 26,423,611 56 200,000 $ 19,482,050 $ 5,914,050 116,100 $ 22,803,100 Table of Contents EXPENSE SUMMARY SUBTOTAL OPERATING FUNDS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 $ 269,986,082 $ 291,351,610 $ 307,707,380 $ 268,681,609 Budget FY 2020 $ 340,402,995 SPECIAL REVENUE FUNDS: CDBG/HOME 711,603 1,983,506 744,880 749,143 788,000 Development Fees 7,864,769 11,596,690 1,159,660 1,159,660 - Grants 1,478,169 1,181,904 5,272,240 5,272,011 5,189,150 Police Impound 267,675 250,831 342,820 260,045 293,380 Special Districts 2,777,032 2,787,256 3,197,900 3,172,900 3,117,210 Other Special Revenue 1,659,090 1,557,194 4,222,360 3,490,289 3,137,630 TOTAL SPECIAL REVENUE $ 14,758,338 $ 19,357,381 $ 14,939,860 $ 14,104,048 $ 12,525,370 OTHER FUNDING SOURCES $ 19,914,440 $ 73,112,034 $ 101,820,940 $ 1,615,402 $ 102,224,030 CAPITAL IMPROVEMENT FUNDS: Redevelopment - - 24,939,840 10,014,614 9,814,050 Streets - - 128,028,650 9,041,040 105,137,990 Traffic Control - - 5,580,860 479,020 7,497,070 Parks and Recreation - - 55,370,510 17,656,080 53,380,815 Municipal Facilities - - 16,857,760 7,978,312 91,291,745 Water - - 127,180,970 7,625,267 148,931,740 Wastewater - - 118,181,840 5,813,974 76,192,750 Storm Water - - 1,177,810 44,760 873,000 Wastewater MPC - - - 14,816,674 21,276,240 Water MPC - TOTAL CIP FUNDS $ - DEBT SERVICE $ 147,416,674 TRUST ACCOUNTS $ GRAND TOTAL EXPENSES $ 452,078,034 2,500 - - - $ 477,318,240 $ 73,856,143 $ 532,587,860 $ 117,183,143 $ 64,712,850 $ 64,712,850 $ 61,202,370 $ $ 2,500 $ 2,500 $ 2,500 $ 2,500 $ 501,006,668 57 $ 966,501,770 386,402 $ 422,972,552 18,192,460 $ 1,048,945,125 Table of Contents EXPENSE DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 GENERAL FUND Mayor and Council: Mayor and Council: Boards and Commissions Total Mayor and Council 815,031 22,434 837,465 716,532 22,868 739,400 787,930 28,440 816,370 709,689 27,995 737,684 739,510 25,390 764,900 Manager Emergency Mgt and Safety Digital Government Intergovernmental Relations 1,303,608 925,391 330,108 1,603,152 158,314 1,052,951 313,745 1,444,630 150,480 1,098,200 326,840 1,317,828 259,241 1,120,697 325,496 1,871,790 273,920 1,269,660 393,310 Economic Development: Economic Development Admin Redevelopment Shop Gilbert Tourism Total Economic Development 1,650,173 129,479 11,653 324,272 2,115,577 1,397,429 373,282 13,486 369,169 2,153,366 2,347,270 25,270 13,500 467,980 2,854,020 1,560,830 25,270 569,973 2,156,073 2,120,650 86,050 491,030 2,697,730 Information Technology: Administration Infrastructure Support Application Operations Desktop Support GIS Application and Support Copy and Printing Services Total InformationTechnology 286,883 3,810,129 3,871,171 732,222 253,739 8,954,144 304,966 3,430,943 4,302,146 778,724 211,248 9,028,027 322,610 3,738,900 4,659,040 815,930 315,000 9,851,480 170,774 3,738,108 3,190,963 1,287,774 788,740 9,176,359 590,830 5,251,400 4,834,945 1,414,370 936,430 13,027,975 Human Resources: Administration Learning and Development Risk Management Payroll Total Human Resources 1,548,203 403,869 386,430 225,446 2,563,948 1,566,596 529,542 415,895 29 2,512,062 1,788,420 464,820 380,480 2,633,720 1,850,719 445,057 2,295,776 1,901,370 571,360 2,472,730 Management and Budget Town Clerk Neighborhood Services 700,139 627,076 2 608,156 510,049 - 635,240 735,200 - 625,115 701,643 - 728,170 576,520 - Legal Services: General Counsel Prosecutor Total Legal Services 974,540 1,815,503 2,790,043 1,012,391 1,776,987 2,789,378 1,134,290 1,834,050 2,968,340 1,166,693 1,967,899 3,134,592 1,682,520 2,131,570 3,814,090 Management Services: Administration Accounting Purchasing Tax Compliance Total Management Services 329,048 958,222 554,445 409,917 2,251,632 192,177 1,124,263 564,860 455,768 2,337,068 198,090 1,224,030 566,860 646,440 2,635,420 212,880 1,218,304 508,618 510,316 2,450,118 214,880 1,317,605 599,930 546,655 2,679,070 58 Table of Contents EXPENSE DETAIL Actual FY 2017 Municipal Court Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 3,221,340 3,192,395 3,401,380 3,337,435 3,430,020 238,273 516,144 295,907 581,323 670,140 579,010 679,022 714,752 752,540 787,950 Plan Review and Inspection: Administration Building Fire Engineering Planning Code Total Plan Review and Inspection 247,779 1,492,833 523,858 994,022 275,196 488,401 4,022,089 243,349 1,611,674 346,493 1,057,630 197,644 537,868 3,994,658 246,180 1,665,530 354,840 1,131,780 278,320 538,080 4,214,730 252,194 1,518,302 359,369 1,241,616 282,081 524,424 4,177,986 253,450 1,781,510 363,970 1,211,160 295,430 559,530 4,465,050 Development Engineering Planning Services Transportation Planning 1,281,692 53,077 327,737 1,259,240 257,793 336,870 1,323,780 233,180 377,426 1,236,408 191,713 465,270 1,384,020 260,750 Total Development Services 6,111,275 6,716,658 7,357,710 7,377,307 8,115,580 Engineering Services: Administration Development Traffic Total Engineering Services 199,199 259,390 416,187 874,776 122,810 368,755 491,565 191,890 450,120 642,010 120,995 344,090 465,085 124,150 579,990 704,140 Police Department: Administration Animal Control Incarceration 9,015,774 143,966 1,318,014 2,569,066 147,225 1,528,164 2,357,730 157,000 1,400,000 2,422,780 - 3,003,380 - Support Services: Administration Communications Hiring/Inspections Planning and Research Public Affairs Counseling Services Crime Prevention Property Records Total Support Services 501,238 2,888,633 489,359 184,175 814,999 163,024 558,775 1,043,198 6,643,401 395,403 2,742,496 700,232 192,649 864,873 249,664 560,380 1,078,202 6,783,899 592,590 3,034,830 553,370 192,920 284,030 915,760 149,430 613,330 1,188,420 7,524,680 2,151,057 3,250,101 649,769 202,896 197,971 725,723 162,407 634,682 1,208,485 9,183,091 2,171,670 3,583,505 598,980 308,640 290,300 927,060 160,840 684,170 1,275,240 10,000,405 597,627 396,799 994,426 598,973 381,777 980,750 255,510 459,200 1,018,270 1,732,980 272,512 497,695 2,969,811 3,740,018 249,760 466,490 1,182,625 1,898,875 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 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Patrol Services: Uniform Patrol Civilian Support Detention / Court Support Enforcement Support Total Patrol Services 19,047,432 247,839 776,908 816,552 20,888,731 22,606,294 213,423 858,453 889,973 24,568,143 24,822,410 291,520 749,490 855,770 26,719,190 22,168,253 297,124 905,759 762,845 24,133,981 26,413,680 346,810 993,690 893,630 28,647,810 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 739,140 1,409,658 893,642 1,469,465 698,140 1,306,345 6,516,390 877,812 1,589,778 1,011,952 1,809,354 730,727 1,457,928 7,477,551 894,910 1,016,610 844,930 1,460,700 1,054,070 1,382,580 787,910 1,054,510 8,496,220 1,002,636 1,002,376 756,210 1,438,016 1,014,296 1,182,661 800,777 1,054,807 8,251,779 978,330 967,260 917,440 1,488,690 1,071,110 1,363,060 792,840 1,146,540 8,725,270 Special Operations: SWAT Crime Suppression K-9 Unit School Programs Traffic Unit Total Special Operations 221,001 1,815,641 1,205,024 2,358,391 5,600,057 247,178 1,982,163 1,439,536 2,534,437 6,203,314 347,260 1,156,900 464,930 1,331,020 2,813,600 6,113,710 386,309 926,870 486,163 1,552,605 2,697,897 6,049,844 353,470 1,153,750 480,130 1,331,490 2,809,060 6,127,900 Tactical Operations: Crime Apprehension Special Investigations Total Tactical Operations 766,051 779,639 1,545,690 910,640 777,463 1,688,103 809,650 790,540 1,600,190 1,524,268 1,524,268 1,539,190 1,539,190 Total Police Department 52,666,449 51,946,215 56,101,700 55,305,761 59,942,830 Fire and Rescue Department: Administration: Administration Organizational Performance Total Administration 2,777,141 357,687 3,134,828 1,938,727 1,499 1,940,226 1,498,070 1,498,070 1,545,523 1,545,523 1,191,240 1,191,240 Operations: Training Operations Resource Total Operations 780,063 24,043,146 2,594,109 27,417,318 983,390 28,167,484 2,939,289 32,090,163 839,600 27,598,420 2,826,680 31,264,700 847,455 27,721,674 2,877,897 31,447,026 865,860 28,757,310 2,992,400 32,615,570 754,363 531,258 161,510 769,220 572,387 - 738,670 575,810 - 729,969 593,029 - 784,930 634,240 - 31,999,277 35,371,996 34,077,250 34,315,547 35,225,980 Prevention Community Emergency Operations Center Total Fire and Rescue 60 Table of Contents EXPENSE DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Parks and Recreation: Administration 1,172,467 1,200,137 1,194,620 1,220,289 1,313,060 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 1,048,706 317,389 111,321 174,681 1,058,328 205,326 37,292 18,224 121,363 3,092,630 1,021,882 454,301 268,167 218,382 1,117,030 229,215 26,973 16,521 523,160 3,875,631 1,053,650 406,000 128,620 158,280 1,106,960 202,510 27,840 16,970 251,500 3,352,330 1,107,826 406,000 128,620 158,280 1,106,960 218,010 27,840 16,970 252,943 3,423,449 1,213,670 373,400 128,980 158,680 1,216,000 202,740 27,840 16,970 289,500 3,627,780 Parks and Open Space: Parks Administration Freestone Park Crossroads Park McQueen Park Hetchler Park Nichols Park Cactus Yards Desert Sky Park Gilbert Regional Park Riparian Preserve Neighborhood Parks Discovery Park Cosmo Park Water Tower Park Zanjero Park Trails Washes and Other Heritage District Total Parks and Open Space 2,444,958 564,548 323,950 263,917 111,997 36,847 59,016 578 407,150 247,797 195,858 148,185 54,841 9,743 175,653 69,784 5,114,822 2,442,299 574,536 345,333 331,518 157,273 61,712 114,599 980 371,244 239,786 247,782 117,497 67,040 26,865 194,038 71,228 5,363,730 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 2,401,848 485,390 340,140 276,440 123,740 48,420 1,512,295 400 404,573 233,990 190,850 115,410 62,700 20,400 170,100 71,600 6,458,296 3,808,750 586,100 305,110 279,310 127,690 48,580 2,226,630 134,560 235,060 386,320 241,760 193,250 115,930 62,910 20,610 172,200 72,610 9,017,380 233,350 219,647 198,962 198,341 850,300 199,131 227,960 185,056 187,076 799,223 264,220 255,160 235,840 210,730 965,950 228,359 251,103 190,724 178,674 848,860 265,360 255,160 231,070 211,610 963,200 448,923 575,500 31,857 1,237,366 2,718,673 1,099,655 6,111,974 427,376 540,398 17,234 1,259,552 2,998,559 1,140,417 6,383,536 442,720 555,650 1,333,780 3,033,540 1,143,060 6,508,750 444,579 524,761 1,318,904 3,033,447 1,143,060 6,464,751 466,070 562,080 1,324,230 3,117,300 1,162,780 6,632,460 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 Perry Branch Library Total Recreation Centers 61 Table of Contents EXPENSE DETAIL Actual FY 2017 Recreation Programs: Youth Sports Adult Sports Special Events Administration Special Events Adaptive Recreation Total Recreation Programs Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 65,797 253,246 319,446 253,928 66,915 959,332 66,401 242,603 339,678 310,526 66,251 1,025,459 81,940 288,510 451,180 162,970 70,740 1,055,340 68,699 281,726 635,039 66,767 1,052,231 87,910 278,110 1,013,590 72,050 1,451,660 17,301,525 18,647,716 18,076,610 19,467,876 23,005,540 Non-Departmental: Transportation: Phoenix Mesa Gateway Airport Total Transportation 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 350,000 Outside Agencies: Youth Special Programs Senior Programs Social Services Museum Support Heritage Center Total Outside Agencies 115,000 114,424 298,714 51,556 579,694 161,636 429,596 51,361 642,593 139,590 442,000 51,500 61,150 694,240 139,590 442,000 61,150 642,740 139,590 430,000 61,150 630,740 Capital Projects Other Contingency ED Reserve 9,979,353 13,639,785 - 9,018,808 7,925,775 - 11,204,450 10,000,000 5,000,000 7,759,150 2,235,000 500,000 17,500,170 10,000,000 5,000,000 Total Non-Departmental 24,548,832 17,937,176 27,248,690 11,486,890 33,480,910 TOTAL GENERAL FUND $ 160,122,607 $ 158,109,389 $ 173,055,290 $ 156,056,523 305,134 648,505 158,364 236,251 1,348,254 459,396 665,321 209,826 252,117 1,586,660 462,220 654,370 226,830 288,700 1,632,120 477,131 636,145 244,624 303,897 1,661,797 469,820 669,390 289,430 301,620 1,730,260 383,839 441,376 469,920 467,286 506,210 4,441,594 2,079,276 3,766,866 10,287,736 3,196,586 2,467,754 3,935,298 9,599,638 4,249,390 3,972,320 4,519,580 12,741,290 4,170,774 3,891,906 4,456,826 12,519,506 4,928,760 4,373,870 3,761,400 13,064,030 492 202,141 629,000 205,170 742,790 208,360 1,690,415 214,328 861,190 214,330 Total Parks and Recreation ENTERPRISE OPERATIONS WATER Administration: Administration Utility Customer Service Public Works Administration Utility Locates Total Administration Water Conservation Production: North Water Treatment Plant Santan Vista Water Treatment Plant Well Production Total Production SCADA Backflow Prevention 62 $ 194,474,865 Table of Contents EXPENSE DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Quality Distribution Metering Water Resources 607,464 2,338,238 3,785,099 3,846,524 775,433 2,365,783 3,934,513 5,645,016 690,750 2,996,930 4,161,760 6,590,370 639,540 3,021,414 4,121,641 6,586,329 786,060 2,860,220 4,234,300 6,821,280 Non-Departmental: Contingency Capital Projects Other Total Non-Departmental 2,910,180 169,475 3,079,655 804,698 164,651 969,349 2,500,000 352,000 2,852,000 200,000 200,000 2,500,000 475,000 2,975,000 TOTAL WATER FUND $ WASTEWATER Administration: Administration Utility Customer Service Public Works Administration Utility Locates Total Administration 25,879,442 $ 26,151,938 $ 33,086,290 $ 31,122,256 $ 34,052,880 404,485 603,990 93,319 236,831 1,338,625 339,472 623,200 114,485 252,117 1,329,274 423,500 613,660 128,820 288,700 1,454,680 374,325 613,660 128,820 288,700 1,405,505 442,400 629,350 147,980 301,600 1,521,330 Collections: Collections Lift Stations Gravity Systems Total Collections 3,601,769 238 6 3,602,013 3,329 2,186,899 1,898,448 4,088,676 2,581,900 1,580,950 4,162,850 2,377,475 2,001,068 4,378,543 2,194,695 1,817,470 4,012,165 Plant Operations: Neely Treatment Facility Greenfield Treatment Facility Total Plant Operations 4,554,156 2,910,424 7,464,580 4,681,547 2,636,597 7,318,144 5,352,440 3,366,950 8,719,390 5,252,610 3,232,130 8,484,740 5,933,350 3,058,440 8,991,790 Reclaimed: Effluent Reuse Effluent Recharge Total Reclaimed 1,095,700 585,851 1,681,551 1,113,277 613,454 1,726,731 1,135,750 726,370 1,862,120 1,249,470 725,079 1,974,549 1,339,260 787,270 2,126,530 498,001 438,887 511,960 467,034 564,510 2,430,160 61,617 2,491,777 7,100,593 65,399 7,165,992 2,000,000 129,000 2,129,000 68,000 68,000 2,000,000 160,000 2,160,000 Quality Non-Departmental: Contingency Capital Projects Other Total Non-Departmental TOTAL WASTEWATER $ 17,076,547 $ 22,067,704 ENVIRONMENTAL SERVICES - RESIDENTIAL Administration: Residential Administration 385,842 Utility Customer Service 600,459 473,968 615,925 63 $ 18,840,000 519,680 610,530 $ 16,778,371 428,892 610,530 $ 19,376,325 621,420 626,240 Table of Contents EXPENSE DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Public Works Administration Total Administration 80,968 1,067,269 101,290 1,191,183 108,110 1,238,320 108,110 1,147,532 116,150 1,363,810 Residential Collections Uncontained Collections Recycling Environmental Programs Recycling Outreach Street Cleaning Storm Water 5,890,000 2,365,293 1,537,323 504,656 253,885 836,865 285,692 7,073,441 2,416,148 1,891,475 526,216 263,208 852,311 514,753 6,195,260 2,554,880 1,556,230 549,260 543,540 809,120 675,600 6,451,226 2,397,571 2,575,508 520,396 406,471 344,688 6,438,305 2,676,920 2,671,760 537,090 - Non-Departmental: Contingency Capital Projects Other Total Non-Departmental 19,812 67,022 86,834 72,370 73,936 146,306 1,500,000 191,000 1,691,000 90,000 90,000 1,200,000 238,000 1,438,000 TOTAL ENVIRO SVC - RESIDENTIAL $ 12,827,817 $ 14,875,041 ENVIRONMENTAL SERVICES - COMMERCIAL Administration: Commercial Administration 17,277 Utility Customer Service 5,389 Public Works Administration 12,222 Total Administration 34,888 $ 15,813,210 $ 13,933,392 $ 15,125,885 79,793 10,147 16,115 106,055 73,620 9,610 15,760 98,990 79,200 9,610 15,760 104,570 42,560 9,370 18,910 70,840 Commercial Collections Commercial Rolloffs 1,264,571 506,383 1,488,824 641,290 1,378,900 574,420 1,424,324 564,271 1,485,160 623,220 Non-Departmental: Contingency Capital Projects Other Total Non-Departmental 939 7,950 8,889 8,920 8,920 250,000 24,500 274,500 13,000 13,000 250,000 32,000 282,000 $ 1,814,731 ENVIRONMENTAL COMPLIANCE Administration Street Cleaning Storm Water TOTAL ENVIRO COMPLIANCE TOTAL ENTERPRISE OPERATIONS TOTAL ENVIRO SVC - COMMERCIAL STREETS HURF Administration: Administration Public Works Administration Utility Locates Total Administration $ 2,245,089 $ 2,326,810 $ - $ 57,598,537 $ - $ 65,339,772 412,423 83,970 52,629 549,022 479,260 99,072 56,026 634,358 64 $ 2,106,165 $ - $ 70,066,310 482,870 94,490 64,160 641,520 $ 2,461,220 $ 532,972 368,967 901,939 $ 28,690 826,330 1,112,430 1,967,450 $ 64,842,123 $ 72,983,760 476,907 94,490 64,160 635,557 503,380 125,300 60,320 689,000 Table of Contents EXPENSE DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Streets Maintenance: Asphalt Patching Preventive Maintenance Crack Sealing Fog Sealing Total Streets Maintenance 365,116 268,890 652,908 443,847 1,730,761 359,951 286,859 597,251 479,427 1,723,488 554,510 341,580 699,480 723,590 2,319,160 416,065 418,915 646,774 759,770 2,241,524 583,460 410,700 762,870 739,700 2,496,730 Traffic Control: Street Marking Street Signs Street Lighting Traffic Signal Maintenance Traffic Operations Center Total Traffic Control 633,159 454,244 3,183,878 1,907,191 549,443 6,727,915 450,301 456,199 3,401,350 2,017,708 510,685 6,836,243 532,570 588,080 3,123,050 1,604,030 935,330 6,783,060 535,614 620,897 3,124,147 1,773,166 872,972 6,926,796 534,370 607,940 4,464,660 1,637,140 1,055,450 8,299,560 Right of Way Maintenance: Landscape Maintenance Shoulder Maintenance Concrete Repair Total Right of Way Maintenance 1,941,475 229,877 1,328,414 3,499,766 1,867,057 151,719 996,833 3,015,609 2,022,050 195,890 1,231,500 3,449,440 2,025,030 215,668 1,239,764 3,480,462 2,109,940 221,020 1,695,220 4,026,180 Hazard Response 231,373 275,490 220,500 233,731 220,120 Non-Departmental: Contingency Other Total Non-Departmental 59,160 59,160 82,261 82,261 500,000 179,540 679,540 112,540 112,540 500,000 223,540 723,540 TOTAL HURF FUND $ ROADWAY AND MAINTENANCE Administration Non-Departmental: Contingency Capital Projects Other Total Non-Departmental 12,797,997 $ 12,567,449 $ 14,093,220 $ 13,630,610 $ 16,455,130 4,725,806 4,796,405 3,694,190 3,786,933 5,294,530 2,422,335 2,422,335 1,585,763 1,585,763 900,000 900,000 50,000 50,000 900,000 375,000 1,275,000 TOTAL ROADWAY & MAINT FUND $ 7,148,141 $ 6,382,168 $ 4,594,190 $ 3,836,933 $ 6,569,530 TOTAL STREETS FUND $ 19,946,138 $ 18,949,617 $ 18,687,410 $ 17,467,543 $ 23,024,660 INTERNAL SERVICE Fleet Maintenance Health Self Insurance Dental Self Insurance TOTAL INTERNAL SERVICE 6,742,912 14,798,577 1,120,061 $ 22,661,550 7,140,119 14,221,584 1,167,518 $ 22,529,221 65 8,057,760 17,041,560 1,317,000 $ 26,416,320 7,712,730 15,371,640 1,317,000 $ 24,401,370 8,529,810 17,269,800 1,317,000 $ 27,116,610 Table of Contents EXPENSE DETAIL Actual FY 2017 REPLACEMENT FUNDS General Streets Water Wastewater Environmental Svc - Residential Environmental Svc - Commercial Environmental Compliance Fleet Actual FY 2018 1,723,201 175,213 1,399,298 5,376,522 983,016 9,657,250 Budget FY 2019 4,989,666 725,510 7,317,847 8,966,539 3,974,952 428,397 20,700 TOTAL REPLACEMENT FUNDS $ SUB-TOTAL OPERATING FUNDS $ 269,986,082 $ 291,351,610 164,675 546,928 711,603 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 $ 307,707,380 $ 268,681,609 $ 340,402,995 110,117 1,873,389 1,983,506 184,000 560,880 744,880 186,679 562,464 749,143 189,000 599,000 788,000 1,122,790 243,289 295,965 663 205,658 5,208,621 328,079 459,704 7,864,769 1,367,702 449,377 36 1,877,158 463,436 5,782,809 753,275 7,109 895,788 11,596,690 4,400 1,124,460 4,400 4,400 4,400 4,400 4,400 4,400 4,400 1,159,660 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 1,478,169 267,675 1,181,904 250,831 5,272,240 342,820 5,272,011 260,045 5,189,150 293,380 Special Districts: Street Light Improvement Parkway Improvement Total Special Districts 1,805,715 971,317 2,777,032 1,824,050 963,206 2,787,256 2,029,600 1,168,300 3,197,900 2,029,600 1,143,300 3,172,900 1,905,600 1,211,610 3,117,210 Other Special Revenue 1,659,090 1,557,194 4,222,360 3,490,289 3,137,630 OTHER FUNDING SOURCES Administration CIP Contingency Outside Sources Bond Proceeds Prop 400 14,758,338 1,060,626 1,172,384 10,914,631 1,880,269 $ 19,357,381 1,518,311 8,025,007 10,783,958 3,982,342 66 $ 19,482,050 14,939,860 1,820,940 100,000,000 - $ 6,419,500 1,117,000 3,493,000 4,088,500 4,819,500 536,500 2,213,000 116,100 22,803,100 $ $ 637,500 616,050 964,900 1,742,200 1,313,400 640,000 $ TOTAL SPECIAL REVENUE FUNDS 26,423,611 3,471,500 1,402,050 3,721,900 4,383,200 5,413,400 890,000 200,000 Budget FY 2020 5,914,050 SPECIAL REVENUE FUNDS CDBG/HOME: Administration Projects Total CDBG/HOME $ Projected FY 2019 $ 14,104,048 1,615,402 - $ 12,525,370 1,874,030 100,000,000 350,000 - Table of Contents EXPENSE DETAIL Actual FY 2017 Revenue Obligations MPC - Water System MPC - Wastewater System TOTAL OTHER FUNDING SOURCES 2,276,331 2,610,199 Projected FY 2019 - 73,112,034 $ 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 90,443,896 3,412,020 14,281,600 38,582,363 696,795 - 22,280,090 3,413,020 78,436,154 9,835,064 2,257,506 961,309 - 23,291,300 3,417,500 15,719,280 9,994,630 2,264,460 6,411,280 3,614,400 $ 147,416,674 $ 117,183,143 2,500 2,500 $ 19,914,440 $ $ DEBT SERVICE General Obligation Debt Street and Highway Public Facilities MPC Water Resources MPC Subordinate Lien Improvement Districts Wastewater MPC TOTAL DEBT SERVICE Budget FY 2019 38,473,083 10,329,333 CAPITAL IMPROVEMENT FUNDS Redevelopment Streets Traffic Control Parks and Recreation Municipal Facilities Water Wastewater Storm Water Wastewater MPC Water MPC TOTAL CAPITAL IMPROVEMENTS Actual FY 2018 TRUST ACCOUNTS Fire Pension - TOTAL TRUST ACCOUNTS $ 2,500 GRAND TOTAL EXPENSES $ 452,078,034 $ $ 2,500 $ 501,006,668 67 $ 64,712,850 $ 2,500 $ 966,501,770 1,615,402 $ 10,014,614 9,041,040 479,020 17,656,080 7,978,312 7,625,267 5,813,974 44,760 14,816,674 386,402 $ 73,856,143 $ 64,712,850 $ 2,500 $ 422,972,552 532,587,860 24,260,550 15,671,300 10,033,070 2,269,460 5,343,240 3,624,750 $ 2,500 $ 102,224,030 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 76,192,750 873,000 21,276,240 18,192,460 23,291,300 3,417,500 15,719,280 9,994,630 2,264,460 6,411,280 3,614,400 2,500 $ Budget FY 2020 61,202,370 2,500 $ 2,500 $ 1,048,945,125 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 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 % By Fund FY 2020 Mayor and Council 2.00 2.00 2.00 2.00 2.00 Town Manager 7.15 7.35 7.35 8.35 8.35 Digital Government 7.00 8.00 8.00 8.00 9.00 Intergovernmental 3.00 2.00 2.00 2.00 2.00 Human Resources 20.00 21.00 21.00 19.00 20.00 Information Technology 38.00 41.00 42.00 42.00 48.00 Economic Development 8.00 9.00 9.00 9.00 9.00 Management and Budget 6.00 5.00 5.00 5.00 6.00 Legal 24.00 27.00 27.00 28.00 31.00 Neighborhood Services 0.00 0.00 0.00 0.00 0.00 Town Clerk 5.00 5.00 5.00 5.00 5.00 Management Services 24.00 25.00 25.50 25.50 26.50 Court 30.92 31.92 31.92 31.92 31.92 Development Services 68.30 71.30 72.13 73.13 74.32 Public Works 3.60 4.60 5.60 4.60 5.60 Police 365.00 381.50 405.50 405.50 425.50 Fire and Rescue 210.00 216.00 216.00 216.00 223.00 Parks and Recreation 122.52 125.22 125.36 147.97 166.03 TOTAL GENERAL FUND 944.49 982.89 1010.36 1032.97 1093.22 Water 128.95 131.95 133.50 133.50 135.68 Wastewater 42.50 43.50 45.50 45.50 48.50 Environmental Svc - Residential 87.05 88.40 91.40 79.56 81.31 Environmental Svc - Commercial 8.28 8.94 8.94 8.94 8.44 Environmental Compliance 0.00 0.00 0.00 11.84 12.09 ENTERPRISE FUNDS 266.78 272.79 279.34 279.34 286.02 19% STREETS FUND 50.67 53.66 55.66 55.66 55.66 4% INTERNAL SERVICE FUNDS 26.00 26.00 26.00 26.00 26.00 2% SPECIAL REVENUE 10.95 10.75 11.25 11.25 11.25 1% CIP ADMINISTRATION 12.40 12.40 12.40 12.40 13.40 1% 1,311.29 1,358.49 1,395.01 1,417.62 1,485.55 100% GENERAL FUND 74% ENTERPRISE FUNDS TOTAL TOWN POSITIONS 69 Table of Contents LONG-TERM FINANCIAL PLANNING Background Gilbert maintains a keen focus on long-term financial security. Three organizational focus areas (strong economy, prosperous community, and exceptional built environment) have been adopted to help support the Town’s efforts to avoid the typical rise and decline of cities. Gilbert wants to break the cycle and remain a stable, vibrant community. The long-term financial planning efforts described in this section highlight some of the ways Gilbert is working to maintain a strong economy. General Fund Long-Term Financial Model 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. 70 Table of Contents LONG-TERM FINANCIAL PLANNING Results: FY 2019 expenditures are represented as higher than anticipated revenues because one-time fund balance from unspent money in prior years is being used for capital projects in FY 2019. Retirement costs are anticipated to decline in FY 2022 in response to the Town reaching target funding levels in the Public Safety Retirement System (PSPRS) retirement system. This would allow contribution rates to return to the lower, actuarially required normal contribution rate. Sales tax is the largest General Fund revenue source and is conservatively projected at $5m of growth per year. Actual growth over the past five years has been an average of $5.7m per year. A flat dollar amount is used instead of a percentage rate so that as the Town continues to grow, the ratio of sales tax growth to total sales tax naturally declines over time. Overall, the revenue and expenditure trends are staying in close proximity which indicates a good long-term structural balance. What changed from last year: In the FY 2018 LTFP, average salary growth was set at 4% based off a 10 year average. In the FY 2019 model, the rate was decreased to 2.5% because of a high 2008 data point that fell off of the average. 2.5% annual growth is more in line with current trends. Also, assumptions on PSPRS rates were updated to use lower contribution rates after FY 2021 when the Town projects to reach targeted funding ratios. Finally, the Staffing Model was updated with information from the new compensation philosophy (more market driven as opposed to broad banding). These changes influence the forecasting of staffing costs in the financial model. What new things are on the horizon: Gilbert continues to monitor future capital improvement needs, including possible public safety projects like office expansion, a crime lab, and family advocate programs. Staff will also be using the model to explore potential avenues for paying down General Fund debt more quickly. Staffing Forecast The Long-Term Financial Model projects staffing costs using data from our detailed Staffing Forecast that is updated with input from departments. The forecast was developed with the town’s build out in mind, and currently projects through 2030. The model projects utilizing three main drivers: 1) growth to support existing FTE ratios to department-identified metrics, e.g. calls for service in Fire; 2) additional weights for proposed enhancements to existing service lines, new requirements and/or increased demand; and 3) policy-level changes that would add or remove lines of service, e.g. a new park. 71 Table of Contents LONG-TERM FINANCIAL PLANNING Five Year Plans Balanced Five Year Plans are updated and maintained each year 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. These plans include planned department requests for the upcoming five years, known revenue and expenditure changes, capital outlay, and CIP projects. By balancing a full five year window, timing of CIP projects becomes more of a realistic plan for infrastructure timing and less of a wish list. This timeframe also allows for advanced planning. For example, in FY2018 the Five Year Plans in Water and Wastewater indicated that rate adjustments needed to be considered for the long-term health of the funds. Expenditures were closely reviewed in all the enterprise funds and then a rate study was undertaken. New rates were put into place for Water, Wastewater, Environmental Services Residential, Environmental Services Commercial, and Environmental Compliance in November 2018. The new rates help ensure that minimum fund balances (rainy day savings) are maintained in all the funds. Having both a Five Year Plan and a Long Term Financial Plan (LTFP) for the General Fund provides two different forecasting methods which help the Town review trends and data from different angles, providing a more informed view of the future. The Five Year Plan takes a more detailed look at a shorter timeframe while the LTFP looks at the impact that trend changes can have over a longer horizon. The five year forecasts for the General Fund, Enterprise Funds, and Streets Funds have been included in this document. Pension Liabilities Gilbert participates in a variety of pension systems. Most employees are part of the Arizona State Retirement System (ASRS). Elected officials participate in the Elected Officials’ Retirement Plan (EORP). Sworn police and fire employees participate in the Public Safety Personnel Retirement System (PSPRS). Most of the systems are pooled with multiple jurisdictions participating. In a pooled system, all the participants pay the same rate and the assets/liabilities are jointly held. Funded Status Retirement System Participants Structure Pension only/Pension and Health June 30, 2018 ASRS EORP PSPRS (Tiers 1&2) PSPRS (Tiers 1&2) PSPRS (Tier 3) Civilian Employees Elected Officials Sworn Fire Sworn Police Sworn Fire & Police Pooled Pooled Individual Individual Pooled 70.4% / 71.2% 31.3% / 33.5% 83.7% / 83.8% 69.3% / 69.8% 89.3% / 89.7% Sworn employees hired before July 1, 2017, are part of Tiers 1 and 2 in the PSPRS system. Sworn employees entering service after that date are part of Tier 3. PSPRS is pooled for Tier 3 employees. Tier 1 and 2 for both Police and Fire are individual plans with the Town of Gilbert bearing responsibility for the unfunded liability. In FY2016, the Town began an active effort to pay down the unfunded liability and increase the funding ratio. By June 30, 2018, the funding ratio for Police and Fire combined reached 75% funded. Through continued efforts, the Town should reach its goal of 90% funded by FY2021. For details on Gilbert’s funding strategy, see the PSPRS Pension Funding section of Gilbert’s Policies of Responsible Financial Management. 72 Table of Contents LONG-TERM FINANCIAL PLANNING Debt Analysis Gilbert uses debt carefully and strategically evaluates options to reduce interest costs. At the February 2019 Financial Retreat, staff and Council discussed the pros and cons of issuing debt for the Public Safety Training Facility in May 2019 or May 2020. Council gave direction to wait and issue debt in May 2020 in order to reduce interest accrued before the first payment is due and so the debt can be structured to fit exactly within a $0.99 tax rate for the first two years. The bonds for the Public Safety Training Facility were authorized by voters on the November 2018 ballot and will be general obligation bonds. 73 Table of Contents LONG-TERM FINANCIAL PLANNING One-Time vs Ongoing Expenditures Gilbert avoids the use of one-time revenue to support ongoing expenditure. Also, in recognition that sales tax can be volatile depending on economic conditions, and sales tax from construction is the most volatile of Gilbert’s sales tax categories, Gilbert has chosen to designate $5m of construction sales tax as one-time money each year instead of counting on it as ongoing revenue. This helps protect the Town from changes in the economy. Each year when the budget is developed, staff carefully monitor ongoing expenditures to ensure that the recommended budget does not exceed ongoing revenues. Preparation for Economic Volatility Sales tax is the major revenue source for Gilbert’s General Fund operations, which makes General Fund the most susceptible to changing economic conditions. To protect against volatility, Gilbert under budgets sales tax revenues, removes $5m of construction sales tax to be used for one-time and not ongoing expenditures, maintains $15m of General Fund contingency, and maintains an additional minimum fund balance (3 months operating plus one year of debt service) for use in case of a rainy day. Conservatively budgeting sales tax helps Gilbert keep expenditures low and provides time to react if revenues decline. Assuming revenues come in above budget, the money is then used for one time expenditures the following year (after the money has already been received). 74 Table of Contents LONG-TERM FINANCIAL PLANNING Contingency and minimum fund balances are also kept in all the enterprise funds to help protect against changing market conditions, although the revenue sources for the enterprise funds are much more stable and predictable. Zero Based Budgeting As part of Gilbert’s strategy for long-term financial health, 1/3 of the Town completes zero based budgeting each year. This approach has saved the Town $1.4m in preparation for FY2020 and nearly $5m since FY 2018. Continuing to reset department budgets through zero based budgeting helps ensure that resources are correctly aligned with the costs needed to deliver approved levels of service. Benchmarking Gilbert makes a continuous effort to benchmark with other communities in relation to performance, cost of living, and cost of service. Benchmarking provides data to help Gilbert ensure services are being provided in a cost effective manner and gives insight into areas of future improvement. The Town participates in the Valley Benchmark Cities group, which is an ongoing regional collaborative that identifies measures that are relevant to citizens and public managers in an effort to identify and gauge municipal performance. Through this collaborative, citizens can weigh Gilbert on a local scale to see how the Town performs when compared to our neighboring jurisdictions. In addition, every two years the Town produces the Gilbert Benchmark Report, which compares Gilbert to 42 communities in 13 states across 75 different measures. These measures touch on almost every major service area in the Town. The report allows any external organization or individual to see how Gilbert’s performance stacks up against its peers locally and nationally. Finally, in 2018, the Town of Gilbert became a founding member of the Arizona Data Coalition. The group consists of municipalities that have 75 Table of Contents LONG-TERM FINANCIAL PLANNING developed an open data portal and it meets regularly with the purpose of ensuring that the data reported can be compared across municipalities. Copies of the benchmark reports can be found at www.gilbertaz.gov under the Management and Budget department page. Annual Financial Retreat with Council Each year Council and staff meet to discuss financial topics. This is an opportunity to review progress, examine financial data, set and review financial goals, and discuss concerns or future opportunities. In February 2018, the Financial Retreat included discussion on:  Streets Long Range Infrastructure Planning  Public Transit Services  Potential Streets Bond on 2020 Ballot  Drought Contingency Plan Impacts  Water Allocation Policy Framework  PSPRS Funding Policy and Progress  Low Acuity Medical Program Pilot Results  Future Public Safety Needs  Timing of GO Bond Issuance  Revenue Health  Long Term Financial Model Review 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. This year policies related to funding the PSPRS Pension Liability were discussed with Council at the February 2019 Financial Retreat and then added to the financial policies in May 2019. 76 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 2020 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 2020 is $1,048,945,125. Of this amount, $638,417,380 is anticipated in new revenue collections and $410,527,745 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 2020 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 2016-17 Actual 2017-18 Budget 2018-19 146,476,134 4,819,908 102,413,241 122,313,165 4,335,755 72,346,535 71,566,543 524,271,281 153,558,505 4,701,052 105,037,957 122,289,521 4,082,275 2,257,225 64,444,954 456,371,489 156,243,230 4,415,000 130,308,100 127,906,170 3,999,000 106,581,280 29,621,640 559,074,420 $ Other Non‐ Operating 15% $ Projected 2018-19 $ 161,969,230 4,865,000 96,170,900 127,458,272 4,050,000 6,581,280 8,414,890 409,509,572 Budget 2019-20 $ Taxes and Fees 25% Special Assessments 16% License and Permit 1% Fines and Forfeits 1% Intergovernmental 22% Charges for Service 20% 77 158,596,180 4,335,000 139,234,210 130,793,660 4,031,000 105,643,240 95,784,090 638,417,380 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 six years. Staff cautiously monitors the amounts attributable to construction as the town approaches build out, and allocates $5 million of sales tax received from construction activities to one-time instead of ongoing expenses. The projections are based on the following assumptions, which remain consistent from last year:      Retail sales tax will remain somewhat stable in Gilbert, and will continue to increase over time Any future spikes in construction sales tax will be considered one-time, not sustainable Permit activity will level off as growth continues at a more even pace Other sales tax areas will grow at the same pace as retail The sales tax rate will hold steady at 1.5% Below is a five year history of the three major revenue sources for the General Fund: Property Tax Gilbert has a secondary property tax rate, which can only be used to repay debt issued for voter approved bonds. General Obligation bonds are issued to pay for construction of streets, parks, facilities, and utility infrastructure. The rate is 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. 78 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, transportation water, wastewater, parks, police, fire 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 April 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 2018 is distributed to cities in FY 2020. This is sometimes referred to as Urban Revenue Sharing. 79 Table of Contents REVENUE SOURCES Highway User Revenue: Cities and towns receive 27.5% of the highway user revenue fund. One half of the monies received are distributed based on the relation of Gilbert’s population to the total population of all incorporated cities and towns in the State. The remaining one half is distributed based on the basis of the “county of origin” of gasoline sales and the relation of Gilbert’s population to the total incorporated population of Maricopa County. These funds must be used solely for street purposes. 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, solid waste disposal, and environmental compliance. 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, Environmental Services, and Environmental Compliance. 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 and structure changes were implemented 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 80 Table of Contents REVENUE SOURCES approximately 86% of the total fund revenues. Commercial and reclaimed revenues account for approximately 9% and 5% respectively. Rate and structure changes were implemented in FY 2019 in order to balance ongoing revenues and expenditures. Environmental Services Environmental Services Residential includes solid waste collection of residential barrels, uncontained, and recycling. Environmental Services Commercial includes solid waste collection for commercial and roll-off customers. The operation also includes household hazardous waste facility. 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 and structure changes were implemented in FY 2019 in order to balance ongoing revenues and expenditures. Environmental Compliance Environmental Compliance is a new fee adopted in FY 2019 in order to appropriately fund storm water and street cleaning operations as well as required environmental compliance programs, such as air quality etc. The fee is a flat fee and is assessed to all residential and commercial customers. 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. This is accomplished through a well-diversified portfolio of investments consistent with A.R.S.§35-323. Gilbert’s investment strategy is guided by written policy with a focus on safety, liquidity, and returns. 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 are underway and will continue into FY 2020. For further details related to this project, please refer to the Capital Improvement Plan FY 2020-2029 on the Town of Gilbert Website or https://www.gilbertaz.gov/. In FY 2019, Gilbert voters authorized the issuance of $65.35M in General Obligation bonds to help finance the construction of the Public Safety Training Facility. Gilbert’s Finance, Management and Budget and Capital Improvement Project Team continue to evaluate the timing of issuance and seek the most favorable conditions. More information on debt and bond proceeds is found in the Debt section. 81 Table of Contents GENERAL FUND FIVE-YEAR FORECAST FINAL - FIVE YEAR GENERAL FUND FORECAST Budget FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 BEGINNING FUND BALANCE (Less Committed) 85,800,000 48,004,000 49,955,000 50,016,000 53,803,000 REVENUE 179,963,000 184,477,000 188,623,000 192,785,000 196,973,000 TOTAL REVENUE 179,963,000 184,477,000 188,623,000 192,785,000 196,973,000 TRANSFERS IN 6,107,000 6,107,000 6,107,000 6,107,000 6,107,000 TOTAL SOURCES 271,870,000 238,588,000 244,685,000 248,908,000 256,883,000 161,471,000 161,470,000 811,000 5,841,000 161,470,000 2,145,000 11,292,000 161,470,000 2,277,000 15,476,000 161,470,000 4,765,000 22,587,000 161,471,000 168,122,000 174,907,000 179,223,000 188,822,000 1,996,000 - 3,864,000 - 7,714,000 - 2,119,000 - 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 1,152,000 10,000,000 5,000,000 SUB-TOTAL ONE-TIME EXPENDITURES 33,003,000 1,996,000 3,864,000 7,714,000 2,119,000 TRANSFERS OUT CAPITAL - CIP OTHER 18,227,000 11,165,000 8,234,000 10,281,000 8,871,000 7,027,000 1,143,000 7,025,000 6,902,000 7,029,000 SUB-TOTAL TRANSFERS OUT 29,392,000 18,515,000 15,898,000 8,168,000 13,931,000 TOTAL USES 223,866,000 188,633,000 194,669,000 195,105,000 204,872,000 ANNUAL OPERATING RESULT (37,796,000) 1,951,000 61,000 3,787,000 (1,792,000) FUND BALANCE 48,004,000 49,955,000 50,016,000 53,803,000 52,011,000 MINIMUM FUND BALANCE 48,000,000 50,010,000 48,450,000 49,530,000 51,930,000 4,000 (55,000) 1,566,000 4,273,000 81,000 FUND BALANCE ABOVE MINIMUM 16,851,000 Five-Year Plan Assumptions:  Transfer to the General Equipment Replacement Fund was held consistent from FY 2019 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 2020 at $10,000,000 82 Table of Contents WATER FUND FIVE-YEAR FORECAST FINAL - FIVE YEAR WATER FUND FORECAST Budget FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 BEGINNING FUND BALANCE (Less Committed) 37,514,000 21,688,000 18,194,000 11,388,000 10,662,000 REVENUE 48,475,000 51,146,000 51,972,000 52,813,000 53,669,000 TOTAL REVENUE 48,475,000 51,146,000 51,972,000 52,813,000 53,669,000 - - - - - 85,989,000 72,834,000 70,166,000 64,201,000 64,331,000 30,952,000 30,952,000 263,000 767,000 30,952,000 263,000 1,270,000 30,952,000 553,000 932,000 30,952,000 393,000 1,404,000 30,952,000 31,982,000 32,485,000 32,437,000 32,749,000 50,000 - 600,000 - 105,000 - 450,000 - 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 450,000 2,500,000 SUB-TOTAL ONE-TIME EXPENDITURES 3,101,000 50,000 600,000 105,000 450,000 TRANSFERS OUT CAPITAL OTHER 13,371,000 16,877,000 5,731,000 16,877,000 8,816,000 16,877,000 4,120,000 16,877,000 5,517,000 16,877,000 SUB-TOTAL TRANSFERS OUT 30,248,000 22,608,000 25,693,000 20,997,000 22,394,000 TOTAL USES 64,301,000 54,640,000 58,778,000 53,539,000 55,593,000 ANNUAL OPERATING RESULT (15,826,000) (3,494,000) (6,806,000) (726,000) FUND BALANCE 21,688,000 18,194,000 11,388,000 10,662,000 8,738,000 MINIMUM FUND BALANCE 17,540,000 17,800,000 17,920,000 17,910,000 17,990,000 FUND BALANCE ABOVE MINIMUM 4,148,000 394,000 (6,532,000) (7,248,000) (9,252,000) 151,000 (1,924,000) The Five-Year Plan Assumptions:  FY 2020 revenues are based on new rates adopted in during FY 2019  Transfers Out Other includes transfer to the Repair and Replacement Fund which increased slightly based on the overall value of assets and their anticipated replacement schedules  Five-Year Forecast includes impacts for anticipated costs related to the Drought Contingency Plan. Cost will be re-evaluated as more information becomes avaialble 83 Table of Contents WASTEWATER FUND FIVE-YEAR FORECAST FINAL - FIVE YEAR WASTEWATER FUND FORECAST Budget FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 BEGINNING FUND BALANCE (Less Committed) 20,654,000 12,379,000 11,888,000 13,782,000 14,132,000 REVENUE 30,085,000 30,370,000 30,658,000 30,949,000 31,242,800 TOTAL REVENUE 30,085,000 30,370,000 30,658,000 30,949,000 31,242,800 TRANSFERS IN 1,035,000 1,035,000 1,035,000 1,035,000 1,035,000 TOTAL SOURCES 51,774,000 43,784,000 43,581,000 45,766,000 46,409,800 16,184,000 16,184,000 1,020,000 295,000 16,184,000 1,029,000 653,000 16,184,000 1,329,000 630,000 16,184,000 1,629,000 1,015,000 16,184,000 17,499,000 17,866,000 18,143,000 18,828,000 737,000 303,000 300,000 380,000 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 1,104,000 89,000 2,000,000 SUB-TOTAL ONE-TIME EXPENDITURES 3,193,000 737,000 303,000 300,000 380,000 TRANSFERS OUT CAPITAL OTHER 9,676,000 10,342,000 2,318,000 11,342,000 288,000 11,342,000 1,849,000 11,342,000 315,000 11,342,000 SUB-TOTAL TRANSFERS OUT 20,018,000 13,660,000 11,630,000 13,191,000 11,657,000 TOTAL USES 39,395,000 31,896,000 29,799,000 31,634,000 30,865,000 ANNUAL OPERATING RESULT (8,275,000) (491,000) 1,894,000 350,000 1,412,800 FUND BALANCE 12,379,000 11,888,000 13,782,000 14,132,000 15,544,800 MINIMUM FUND BALANCE 7,650,000 7,970,000 8,070,000 8,140,000 8,310,000 FUND BALANCE ABOVE MINIMUM 4,729,000 3,918,000 5,712,000 5,992,000 7,234,800 Five-Year Plan Assumptions:  FY 2020 revenues are based on new rates adopted in during FY 2019  For FY 2020, Wastewater completed a zero based budget, allowing for the reallocation of approx. $636k  FY 2020 Transfers In increased based on the anticipated volume of recharge water credits the Water Fund will reimburse to the Wastewater Fund 84 Table of Contents ENVIRONMENTAL SERVICES - RESIDENTIAL FIVE-YEAR FORECAST FINAL - FIVE YEAR ENVIRONMENTAL SERVICES RESIDENTIAL FUND FORECAST Budget FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 BEGINNING FUND BALANCE (Less Committed) 11,476,000 7,045,000 5,089,000 4,505,000 4,133,000 REVENUE 14,760,000 15,013,000 15,270,000 15,532,000 15,798,000 TOTAL REVENUE 14,760,000 15,013,000 15,270,000 15,532,000 15,798,000 - - - - - 26,236,000 22,058,000 20,359,000 20,037,000 19,931,000 13,921,000 13,921,000 4,000 205,000 13,921,000 4,000 400,000 13,921,000 4,000 450,000 13,921,000 4,000 600,000 13,921,000 14,130,000 14,325,000 14,375,000 14,525,000 340,000 - - - 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 1,200,000 SUB-TOTAL ONE-TIME EXPENDITURES 1,205,000 340,000 - - - TRANSFERS OUT CAPITAL OTHER 2,521,000 1,544,000 970,000 1,529,000 1,529,000 1,529,000 1,529,000 SUB-TOTAL TRANSFERS OUT 4,065,000 2,499,000 1,529,000 1,529,000 1,529,000 TOTAL USES 19,191,000 16,969,000 15,854,000 15,904,000 16,054,000 ANNUAL OPERATING RESULT (4,431,000) (1,956,000) (584,000) (372,000) (256,000) FUND BALANCE 7,045,000 5,089,000 4,505,000 4,133,000 3,877,000 MINIMUM FUND BALANCE 3,480,000 3,530,000 3,580,000 3,590,000 3,630,000 FUND BALANCE ABOVE MINIMUM 3,565,000 1,559,000 925,000 543,000 247,000 5,000 Five-Year Plan Assumptions:  FY 2020 revenues are based on a rate reduction adopted in FY 2019  Transfer Out Other includes a transfer to the Repair and Replacement Fund and an overhead allocation to the General Fund  FY 2021 Five Year Plan line is for a one-time purchase of an additional Automated Side Loader 85 Table of Contents ENVIRONMENTAL SERVICES - COMMERCIAL FIVE-YEAR FORECAST FINAL - FIVE YEAR ENVIRONMENTAL SERVICES COMMERCIAL FUND FORECAST Budget FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 BEGINNING FUND BALANCE (Less Committed) 1,838,000 1,171,000 1,074,000 1,122,000 1,150,000 REVENUE 2,703,000 2,703,000 2,703,000 2,703,000 2,703,000 TOTAL REVENUE 2,703,000 2,703,000 2,703,000 2,703,000 2,703,000 - - - - - 4,541,000 3,874,000 3,777,000 3,825,000 3,853,000 2,212,000 2,212,000 20,000 2,212,000 40,000 2,212,000 60,000 2,212,000 80,000 2,212,000 2,232,000 2,252,000 2,272,000 2,292,000 - - - - 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 250,000 SUB-TOTAL ONE-TIME EXPENDITURES 250,000 - - - - TRANSFERS OUT CAPITAL OTHER 348,000 560,000 8,000 560,000 403,000 403,000 403,000 SUB-TOTAL TRANSFERS OUT 908,000 568,000 403,000 403,000 403,000 3,370,000 2,800,000 2,655,000 2,675,000 2,695,000 (69,000) (97,000) 48,000 28,000 8,000 1,171,000 1,074,000 1,122,000 1,150,000 1,158,000 MINIMUM FUND BALANCE 550,000 560,000 560,000 570,000 570,000 FUND BALANCE ABOVE MINIMUM 621,000 514,000 562,000 580,000 588,000 TOTAL USES ANNUAL OPERATING RESULT FUND BALANCE - Five-Year Plan Assumptions:  FY 2020 revenues are based on new rates adopted in FY 2019  Transfers Out Other includes a transfer to the Repair and Replacement Fund as well as an overhead allocation to the General Fund 86 Table of Contents ENVIRONMENTAL COMPLIANCE FIVE-YEAR FORECAST FINAL - FIVE YEAR ENVIRONMENTAL COMPLIANCE FUND FORECAST Budget FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 BEGINNING FUND BALANCE (Less Committed) 1,383,000 428,000 197,000 397,000 657,000 REVENUE 4,550,000 4,696,000 4,742,000 4,789,000 4,836,000 TOTAL REVENUE 4,550,000 4,696,000 4,742,000 4,789,000 4,836,000 - - - - - 5,933,000 5,124,000 4,939,000 5,186,000 5,493,000 1,671,000 1,671,000 5,000 135,000 1,671,000 5,000 50,000 1,671,000 5,000 75,000 1,671,000 5,000 100,000 1,671,000 1,811,000 1,726,000 1,751,000 1,776,000 38,000 38,000 - - 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 250,000 SUB-TOTAL ONE-TIME EXPENDITURES 297,000 38,000 38,000 - - TRANSFERS OUT CAPITAL OTHER 877,000 2,660,000 300,000 2,778,000 2,778,000 2,778,000 2,778,000 SUB-TOTAL TRANSFERS OUT 3,537,000 3,078,000 2,778,000 2,778,000 2,778,000 TOTAL USES 5,505,000 4,927,000 4,542,000 4,529,000 4,554,000 ANNUAL OPERATING RESULT (955,000) (231,000) 200,000 260,000 282,000 FUND BALANCE 428,000 197,000 397,000 657,000 939,000 MINIMUM FUND BALANCE 420,000 450,000 430,000 440,000 440,000 8,000 (253,000) (33,000) 217,000 499,000 FUND BALANCE ABOVE MINIMUM 47,000 Five-Year Plan Assumptions:  New operating fund created in FY 2019 based on a newly adopted Environmental Compliance fee that will fund Storm Water and Street Cleaning operations; these operations were previously under Environmental Services Residential.  Transfers Out Other includes a transfer to the Repair and Replacement Fund, as well as an overhead allocation to the General Fund 87 Table of Contents STREETS FIVE-YEAR FORECAST FINAL - FIVE YEAR STREETS FORECAST Budget FY 2020 Projected FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 BEGINNING FUND BALANCE (Less Committed) 18,061,000 9,229,000 8,360,000 6,363,000 5,900,000 REVENUE 27,658,000 29,143,000 30,013,000 30,909,000 31,832,000 TOTAL REVENUE 27,658,000 29,143,000 30,013,000 30,909,000 31,832,000 TRANSFERS IN 618,000 - - - - TOTAL SOURCES 46,337,000 38,372,000 38,373,000 37,272,000 37,732,000 19,374,000 19,374,000 336,000 580,000 19,374,000 386,000 910,000 19,374,000 511,000 1,240,000 19,374,000 557,000 1,570,000 19,374,000 20,290,000 20,670,000 21,125,000 21,501,000 - - - - 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 2,117,000 136,000 1,400,000 SUB-TOTAL ONE-TIME EXPENDITURES 3,653,000 - - - - TRANSFERS OUT CAPITAL OTHER 12,371,000 1,710,000 8,012,000 1,710,000 9,630,000 1,710,000 8,537,000 1,710,000 12,250,000 1,710,000 SUB-TOTAL TRANSFERS OUT 14,081,000 9,722,000 11,340,000 10,247,000 13,960,000 TOTAL USES 37,108,000 30,012,000 32,010,000 31,372,000 35,461,000 ANNUAL OPERATING RESULT (8,832,000) (869,000) (1,997,000) (463,000) (3,629,000) FUND BALANCE 9,229,000 8,360,000 6,363,000 5,900,000 2,271,000 MINIMUM FUND BALANCE 4,850,000 5,070,000 5,170,000 5,280,000 5,370,000 FUND BALANCE ABOVE MINIMUM 4,379,000 3,290,000 1,193,000 620,000 (3,099,000) Five-Year Plan Assumptions:  The Five Year Forecast represents the combined Roadway and Maintenance Fund and the Streets Fund  FY 2020 Transfers Out Other increased slightly based on increased contributions to the Repair and Replacement Fund based on the anticipated asset replacement schedule. Additionally, a slight increase in an overhead allocation to the General Fund is included. The overhead allocation is calculated based on percentage of staff assigned and of total budget 88 Table of Contents General Fund _____________________________________ General Fund Summary General Fund Benchmarks Mayor and Council Town Manager Digital Government Intergovernmental Relations Economic Development Information Technology Human Resources Management and Budget Town Clerk Legal Services Finance and Management Services Municipal Court Development Services Engineering Services Police Fire and Rescue Parks and Recreation Table of Contents MAYOR AND COUNCIL TOWN MANAGER Digital Government Intergovernmental Relations Economic Development Information Technology TOWN CLERK Human Resources Management and Budget Finance & Management Services Development Services LEGAL SERVICES Public Works - Engineering Police Fire and Rescue MUNICIPAL COURT Parks and Recreation 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 2020 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* $ Total General Fund $ 223,866,480 739,510 25,390 2,145,710 1,269,660 393,310 2,697,730 13,027,975 2,472,730 728,170 576,520 3,814,090 2,679,070 3,430,020 8,115,580 704,140 59,942,830 35,225,980 23,005,540 62,872,525 FY 2020 Fee Supported $ FY 2020 Transfer Supported FY 2020 Tax Supported FY 2020 % Tax Supported 88,000 110,000 4,000 15,000 200,000 297,000 6,635,000 3,402,000 2,414,000 5,657,000 - $ 231,220 589,610 399,950 123,900 2,026,440 567,200 229,380 359,600 671,710 15,000 35,000 407,900 450,000 $ 420,290 25,390 1,556,100 869,710 269,410 2,587,730 11,001,535 1,901,530 498,790 576,520 3,439,490 1,807,360 3,133,020 1,480,580 704,140 56,525,830 32,776,980 16,940,640 62,422,525 57% 100% 73% 68% 68% 96% 84% 77% 68% 100% 90% 67% 91% 18% 100% 94% 93% 74% 99% $ 18,822,000 $ 6,106,910 $ 198,937,570 89% *Expenses include transfers. The total General Fund Revenue budget including fees and taxes is $179,962,500. Fees charged to recover the cost of service total $18,822,000. The tax supported (non-allocated) revenue of $161,140,500 is detailed in the Financial Overview section. 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, Environmental Compliance, and Streets total $6,106,910. ORGANIZATIONAL FOCUS AREAS These icons indicate the organizational focus areas addressed throughout the General Fund. Prosperous Community Strong Economy 89 Exceptional Built Environment Table of Contents GENERAL FUND Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 7.35 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 2.00 0.00 8.35 8.00 2.00 9.00 42.00 19.00 5.00 5.00 0.00 28.00 25.50 31.92 73.13 4.60 405.50 216.00 147.97 0.00 2.00 0.00 8.35 9.00 2.00 9.00 48.00 20.00 6.00 5.00 0.00 31.00 26.50 31.92 74.32 5.60 425.50 223.00 166.03 0.00 Total Personnel 944.49 982.89 1,010.36 1,032.97 1,093.22 EXPENSES BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 24,548,832 716,532 22,868 1,761,466 1,052,951 313,745 2,153,366 9,028,027 2,512,062 608,156 510,049 2,789,378 2,337,068 3,192,395 6,716,658 491,565 51,946,215 35,371,996 18,647,716 17,937,176 787,930 28,440 1,595,110 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 34,077,250 18,076,610 27,248,690 709,689 27,995 1,577,069 1,120,697 325,496 2,156,073 9,176,359 2,295,776 625,115 701,643 3,134,592 2,450,118 3,337,435 7,377,307 465,085 55,305,761 34,315,547 19,467,876 11,486,890 739,510 25,390 2,145,710 1,269,660 393,310 2,697,730 13,027,975 2,472,730 728,170 576,520 3,814,090 2,679,070 3,430,020 8,115,580 704,140 59,942,830 35,225,980 23,005,540 33,480,910 $ 160,122,607 $ 158,109,389 $ 173,055,290 $ 156,056,523 $ 194,474,865 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 90 Table of Contents GENERAL FUND EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 107,376,920 42,315,289 10,430,398 109,986,706 38,669,801 9,452,882 115,916,250 56,796,040 343,000 112,500,533 42,706,022 849,968 132,942,490 60,379,975 1,152,400 $ 160,122,607 $ 158,109,389 $ 173,055,290 $ 156,056,523 $ 194,474,865 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 163,283,052 5,234,906 164,714,385 5,522,625 166,421,000 5,659,200 173,609,000 6,542,600 179,962,500 6,106,910 Total Sources $ 168,517,958 $ 170,237,010 $ 172,080,200 $ 180,151,600 $ 186,069,410 Total Expenses Transfers Out 160,122,607 9,000,331 158,109,389 10,948,449 173,055,290 35,734,190 156,056,523 26,157,246 194,474,865 29,391,615 Total Uses $ 169,122,938 $ 169,057,838 $ 208,789,480 $ 182,213,769 $ 223,866,480 Net Operating Result $ Total Expenses (604,980) $ 1,179,172 . 91 $ (36,709,280) $ (2,062,169) $ (37,797,070) Table of Contents GENERAL FUND BENCHMARKS Population Density 3,684 average number of residents per square mile within Gilbert Source: July 1, 2018 Maricopa Association of Governments (MAG) Population Estimates Incorporated Land Area in Square Miles 68.69 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 68.69 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, 2018; Scottsdale, 2018; Surprise, 2018; Palo Alto, CA, 2018. 92 Table of Contents GENERAL FUND BENCHMARKS Full-Time Equivalents per 1,000 Residents 5.5 adopted Full Time Equivalents (FTE) per 1,000 residents in Gilbert FY 2018 Source: Valley Benchmark Cities, FY 2017-2018 Average Residential Household Cost of Service $1,508 average residential household cost of service in Gilbert Source: City of Tempe, 2018 Comparative Cost of Services Report Rate of Turnover 10.34% rate of turnover for Gilbert employees in FY 2018 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 2018. 93 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 City / Town Cases Filed Clearance Rate Disposed 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 1,427 single family home permits issued in 2018 Note: Total number of single family building permits for calendar year 2018.Source: Central Homebuilders Association of Arizona 94 Table of Contents GENERAL FUND BENCHMARKS Violent Crime Rates per 1,000 Residents 0.84 reported violent crimes per 1,000 residents of Gilbert in FY 2018 Note: Violent crime rate measures the reported number of violent crimes per 1,000 residents. Source: Valley Benchmark Cities, FY 2017-2018 Property Crime Rates per 1,000 Residents 13.62 reported property crimes per 1,000 residents of Gilbert in FY 2018 Note: Property crime rate measures the reported number of property crimes per 1,000 residents. Source: Valley Benchmark Cities, FY 2017-2018 Total Fire Calls per Resident 0.08 calls for service per Gilbert resident in FY 2018 Source: Valley Benchmark Cities, FY 2017-2018 95 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 developed park acreage, golf course acreage, and stadium acreage. Natural preserve acreage and planned park acreage are not included. Source: Valley Benchmark Cities, FY 2017-2018 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 2017-2018 96 Table of Contents MAYOR AND COUNCIL PURPOSE STATEMENT OBJECTIVES FY 2020 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. ACCOMPLISHMENTS FY 2019 Prosperous Community  Provide vision and implement strategic  Continue to develop, foster, maintain and facilitate relationships with Federal, State, County, Tribal and local partners  Continue to establish routine joint meeting schedules with other elected bodies that partner with the town, including municipal, tribal and educational partners  Foster greater communication between the town and its residents and our state and federal representatives to promote unified goals and objectives  Develop a "master calendar" for all cyclic activities  Develop a technology solution to provide improve the processing, tracking and processing of council requests  BUDGET NOTES    Executed a successful Mayor's Prayer Breakfast Improved communication with school districts and business community leaders Refined communication practices to better reflect needs of the Mayor and Council Created an online form and universal process for handling meeting requests with the Mayor and Council Org Focus For FY 2020, Mayor and Council prepared a zero base budget. As a result of the zero base budgeting process, their base budget for FY 2020 is $25,020 less than their FY 2019 adopted budget. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Number of National Committees with Councilmember Participation 0 0 0 1 1 Number of Statewide Committees with Councilmember Participation 4 4 3 3 3 Number of Regional Committees with Councilmember Participation 11 9 9 10 9 PERFORMANCE MEASURES 97 Table of Contents MAYOR AND COUNCIL PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Total Expenses $ Budget FY 2019 Projected FY 2019 Budget FY 2020 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 815,031 716,532 $ 616,298 198,733 $ 815,031 Total Revenues Total Expenses $ $ $ 716,532 787,930 709,689 $ Budget FY 2019 543,746 172,786 - Actual FY 2017 OPERATING RESULTS 716,532 787,930 Actual FY 2018 Actual FY 2017 Personnel Supplies & Contractual Capital Outlay Net Operating Result Actual FY 2018 815,031 EXPENSES BY CATEGORY Total Expenses Actual FY 2017 Actual FY 2018 787,930 $ Projected FY 2019 550,760 237,170 $ 709,689 739,510 Budget FY 2020 522,835 186,854 $ Budget FY 2019 709,689 739,510 532,360 207,150 $ Projected FY 2019 739,510 Budget FY 2020 79,109 815,031 107,566 716,532 88,000 787,930 88,000 709,689 88,000 739,510 (735,922) $ (608,966) $ (699,930) $ (621,689) $ (651,510) 98 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 2020 Prosperous Community  Complete 50% of construction of the Public Safety Training Facility Strong Economy  Develop plan for Northwest Corridor Redevelopment District  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 Exceptional Built Environment  Evaluate needs and develop micro-mobility strategy as part of the Transportation Masterplan  Update the General Plan and obtain Council approval  Open phase 1 of Gilbert Regional Park and phase 1 of Desert Sky Park  Complete the first comprehensive town-wide LRIP and bring funding policy to Council for consideration  Create Shade and Streetscape Masterplan  Update Fiber Optic Masterplan ACCOMPLISHMENTS FY 2019          Initiated and completed five-day strategic planning session to outline the goals, new focus areas and vision for becoming the City of the Future Established new mission and updated organizational values Attained lowest overall crime rate of top 100 largest communities based on review of 2017 FBI Uniform Crime Report (UCR) Secured University of Arizona as an additional university building tenant Completed repairs for Elliot District Park; facility renamed to Cactus Yards and reopened in February 2019 Updated utility rates to better reflect costs and ensure balanced funds for the next few years GO Bond approved by voters to construct a Public Safety Training Facility Welcomed Deloitte, a leading professional services organization, to the community, bringing $34 million in investment and an expected 2,500 jobs over multiple phases Heritage District Redevelopment Plan updated and adopted by Council Org Focus Opened new 600-space parking garage in Gilbert Heritage District Hired Chief Innovation Officer to lead the town’s efforts in the space Announced Gilbert’s first recreational water park, The Strand @ Gilbert, to open in 2020 Executed Development Agreement for development of 9.1 acres in the Heritage District BUDGET NOTES There are no changes to the FTE in the Town Manager’s budget for FY 2020. One time expenditures of $355,000 are included for outreach and innovation. 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 99 Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target 97% N/A 97% N/A 98% 76% N/A 79% N/A 75% 92% N/A 94% N/A 94% Table of Contents TOWN MANAGER PERSONNEL BY ACTIVITY Town Manager Emergency Mgt and Safety Total Personnel EXPENSES BY ACTIVITY Town Manager Emergency Mgt and Safety Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 7.15 0.00 6.35 1.00 6.35 1.00 6.35 2.00 6.35 2.00 7.15 7.35 7.35 8.35 8.35 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,303,608 - 1,603,152 158,314 1,444,630 150,480 1,317,828 259,241 1,871,790 273,920 $ 1,303,608 $ 1,761,466 $ 1,595,110 $ 1,577,069 $ 2,145,710 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,127,243 176,365 - 1,578,684 182,782 - 1,445,130 149,980 - 1,427,316 149,753 - 1,576,210 569,500 - $ 1,303,608 $ 1,761,466 $ 1,595,110 $ 1,577,069 $ 2,145,710 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 2,241 1,303,608 5,944 1,761,466 1,595,110 1,577,069 2,145,710 $ (1,301,367) $ (1,755,522) $ (1,595,110) $ (1,577,069) $ (2,145,710) 100 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 2020 Prosperous Community  Implementation of Data Content Strategist position to assist with departments using data to solve problems  Create and lead Centennial campaign, logos and branding  New Gilbert logo and branding  Creation of bi-monthly SPARK App League  Continue to grow podcast reach and production of Government Gone Digital  Continue to grow social media reach and following ACCOMPLISHMENTS FY 2019      Continued expansion and use of 311, brought down acknowledgement and response times Released one data set per month for Open Data Portal, Alex Expanded reach of Digital State of the Town to more than 100,000 views on YouTube Received various national awards and recognitions, including Alex being highlighted by Harvard Nextdoor now has more than 50,000 households registered in Gilbert where we can deliver customized information and solicit feedback Org Focus Completed redesign of the Gilbert website, www.gilbertaz.gov BUDGET NOTES For FY 2020, a Data Content Strategist is included in the Digital Government budget. This position will lead public engagement of the Town’s Open Data portal for both staff and residents. Digital Government prepared a zero base budget for FY 2020 which resulted in savings of $28,390 from the FY 2019 base budget. PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Social Media Following: Facebook 16,435 18,500 22,000 23,000 24,000 Social Media Following: Twitter 16,520 17,500 19,500 20,500 21,000 Social Media Following: Instagram 11,721 13,500 18,900 19,500 20,000 Videos Produced 113 140 175 175 175 101 Table of Contents DIGITAL GOVERNMENT PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Digital Government 7.00 8.00 8.00 8.00 9.00 7.00 8.00 8.00 8.00 9.00 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 925,391 1,052,951 1,098,200 1,120,697 1,269,660 925,391 $ 1,052,951 $ 1,098,200 $ 1,120,697 $ 1,269,660 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Personnel EXPENSES BY ACTIVITY Digital Government Total Expenses $ Actual FY 2017 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ 870,797 182,154 - 879,550 218,650 - 914,823 205,874 - 1,067,660 202,000 - 925,391 $ 1,052,951 $ 1,098,200 $ 1,120,697 $ 1,269,660 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,052,951 2,000 1,098,200 Actual FY 2017 OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 762,574 162,817 - 150 925,391 $ 1,120,697 1,269,660 (925,241) $ (1,052,951) $ (1,096,200) $ (1,120,697) $ (1,269,660) 102 Table of Contents INTERGOVERNMENTAL RELATIONS PURPOSE STATEMENT OBJECTIVES FY 2020 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. Prosperous Community  Create a master calendar for all cyclical activities  Create a departmental handbook for onboarding new employees  Create a handbook for on-boarding new elected officials BUDGET NOTES Supplies and Contractual expenses increase as a result of adding a federal lobbyist in the Intergovernmental Relations budget for FY 2020. No other significant changes occurred. ACCOMPLISHMENTS FY 2019     Utilized software solutions to make weekly legislative updates to Mayor and Council faster and more efficient Served as point of contact on non-election related inquiries from candidates for Town Council during the election Created a community newsletter for legislative updates Utilized software solutions to make weekly legislative updates to the Mayor and Town Manager more efficient and more detailed Org Focus PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Total Number of Bills Introduced During the Annual Arizona State Legislative Session 1,057 1,206 1,356 1,300 N/A Number of Bills Tracked That had a Direct Impact on Gilbert 80 113 234 100 N/A Number of Bills Enacted Requiring Significant Town Resources for Implementation N/A 4 2 3 0 103 Table of Contents INTERGOVERNMENTAL RELATIONS PERSONNEL BY ACTIVITY Intergovernmental Relations Total Personnel EXPENSES BY ACTIVITY Intergovernmental Relations Total Expenses $ Budget FY 2019 Projected FY 2019 Budget FY 2020 3.00 2.00 2.00 2.00 2.00 3.00 2.00 2.00 2.00 2.00 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 330,108 313,745 $ 277,712 52,396 $ 330,108 Total Revenues Total Expenses $ $ $ 313,745 326,840 325,496 $ Budget FY 2019 252,060 61,685 - Actual FY 2017 OPERATING RESULTS 313,745 326,840 Actual FY 2018 Actual FY 2017 Personnel Supplies & Contractual Capital Outlay Net Operating Result Actual FY 2018 330,108 EXPENSES BY CATEGORY Total Expenses Actual FY 2017 Actual FY 2018 326,840 $ Projected FY 2019 254,650 72,190 $ 325,496 393,310 Budget FY 2020 268,192 57,304 $ Budget FY 2019 325,496 393,310 268,060 125,250 $ Projected FY 2019 393,310 Budget FY 2020 330,108 313,745 326,840 325,496 393,310 (330,108) $ (313,745) $ (326,840) $ (325,496) $ (393,310) 104 Table of Contents ECONOMIC DEVELOPMENT PURPOSE STATEMENT OBJECTIVES FY 2020 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. Prosperous Community  Establish the Gilbert Northwest Corridor area as a redevelopment area and create a plan by June 2020 Strong Economy  Create a Gilbert destination event by June 2020 Exceptional Built Environment  Auction 40-acre site owned by Gilbert  Effectuate disposition and development agreement for the Gilbert-owned 2.5-acre South Anchor site in the Heritage District  Effectuate disposition and development agreement for a Gilbert-owned hotel site ACCOMPLISHMENTS FY 2019       Council adoption of the 10-year Redevelopment plan update Completed Construction of 600 stall parking garage in the Heritage District Effectuated lease agreement with the University of Arizona to occupy the 3rd floor of the Gilbert University Building to deliver Bachelor of Science in Nursing program Completed the sale of Site A and Site B in the Heritage District Effectuated disposition of the Gilbert-owned 9.1 acre site to develop 400,000 - 700,000 square feet of class A office, retail, hotel, and multifamily space in the Heritage District Deloitte occupied 100,000 square feet in the Rivulon development Org Focus BUDGET NOTES Changes to the personnel budget are related to a market study analysis and pay for performance; no new FTE were added. Supplies and Contractual decrease from FY 2019 to FY 2020 as a result of numerous one time expenditures in the FY 2019 budget. A one-time expense of $60,000 is included in the FY 2020 budget for consulting services associated with examining as ARS Redevelopment Designation for the NW corridor. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Lead Generation 220 219 150 220 N/A Staff Assisted Projects 38 34 24 35 N/A Announced Capital Investment $211M $240M $385M $266M N/A Announced Jobs 3,469 3,032 1,600 2,000 N/A Retention Calls 132 133 100 123 N/A PERFORMANCE MEASURES 105 Table of Contents ECONOMIC DEVELOPMENT PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Economic Development 8.00 9.00 9.00 9.00 9.00 8.00 9.00 9.00 9.00 9.00 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,650,173 129,479 11,653 324,272 1,397,429 373,282 13,486 369,169 2,347,270 25,270 13,500 467,980 1,560,830 25,270 569,973 2,120,650 86,050 491,030 $ 2,115,577 $ 2,153,366 $ 2,854,020 $ 2,156,073 $ 2,697,730 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 979,647 1,028,259 107,671 1,015,058 1,138,308 - 1,077,310 1,776,710 - 1,017,483 1,138,590 - 1,148,980 1,548,750 - $ 2,115,577 $ 2,153,366 $ 2,854,020 $ 2,156,073 $ 2,697,730 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 77,909 2,115,577 83,360 2,153,366 75,000 2,854,020 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 102,000 2,156,073 110,000 2,697,730 $ (2,037,668) $ (2,070,006) $ (2,779,020) $ (2,054,073) $ (2,587,730) 106 Table of Contents INFORMATION TECHNOLOGY Exceptional Built Environment  Upgrade of Server 2008 and SQL 2008 servers, plan to complete implementation by end of calendar year 2019  Complete both Police and Utility Billing software selections and start implementation for the Police department  Coordinate data management pilot with crossdepartmental team  Complete storage replacement project  Develop and deploy project prioritization process that will allow greater awareness for Executive Team and organizational leadership  Under leadership of Chief Technology Officer, complete an assessment of current IT capabilities and desired future state  In partnership with the Town Manager’s Office, Chief Innovation Officer, Office of Digital Government, and others develop the path forward to becoming a more connected community  Continue Windows 10 conversion for remaining 800 users PURPOSE STATEMENT Protect Gilbert’s information, ensure technology infrastructure is sustainable, invest in strategic technologies that empower departments to provide exceptional service to the community while keeping staff levels lean, and build adequate infrastructure to prepare for localized disaster that may cause IT service interruptions. ACCOMPLISHMENTS FY 2019         Completed MUNIS phase II implementation Worked on MUNIS Phase I follow up items Replaced audio visual equipment for McQueen and Southeast Regional Library Completed a HIPAA assessment, presentation and started mapping data Completed numerous GIS/Fleet reports Completed mapping support for Fire Accreditation Adapted a Cyber Security Strategy Plan and started initiation of plan Started Windows 10 conversion with 400 of the 1,300 complete BUDGET NOTES Information Technology FTE increases by six in FY 2020 with the addition of the following positions; Applications Analyst, Data Scientist, Desktop Support, Project Manager, and two Systems Engineers. Major one time expenditures include $250,000 for replacement of telephone system, $700,000 for Enterprise storage replacement, and $280,000 for the IT infrastructure replacement program. Zero base budgeting resulted in a $68,800 decrease in base budget from FY 2019. OBJECTIVES FY 2020 Prosperous Community  Maintain Employee Engagement number of 3.70 or better Org Focus PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Application Availability 99.98 89.47 99.50 99.50 99.00 Network Availability 99.98 99.98 99.93 99.99 99.99 Average Time to Close a Ticket (Hours) 4.35 2.27 4.00 4.00 4.00 Device to Employee Ratio 1.6:1 1.8:1 1.9:1 1.9:1 1.9:1 Number of Work Orders per FTE Annually 7.0:1 7.3:1 7.3:1 4.5:1 4.0:1 107 Table of Contents INFORMATION TECHNOLOGY PERSONNEL BY ACTIVITY Information Technology Admin Infrastructure Support Application Support Desktop Support GIS Support Copy and Printing Services Total Personnel EXPENSES BY ACTIVITY Information Technology Admin Infrastructure Support Application Support Desktop 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 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 2.00 9.00 19.00 0.00 8.00 0.00 3.00 10.00 20.00 0.00 8.00 0.00 3.00 10.00 21.00 0.00 8.00 0.00 3.00 9.00 14.00 8.00 8.00 0.00 3.00 12.00 16.00 9.00 8.00 0.00 38.00 41.00 42.00 42.00 48.00 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 286,883 3,810,129 3,871,171 732,222 253,739 304,966 3,430,943 4,302,146 778,724 211,248 322,610 3,738,900 4,659,040 815,930 315,000 170,774 3,738,108 3,190,963 1,287,774 788,740 - 590,830 5,251,400 4,834,945 1,414,370 936,430 - $ 8,954,144 $ 9,028,027 $ 9,851,480 $ 9,176,359 $ 13,027,975 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 3,987,155 4,966,989 - 4,084,343 4,864,423 79,261 4,560,010 5,252,170 39,300 3,939,615 5,236,744 - 5,776,360 7,251,615 - $ 8,954,144 $ 9,028,027 $ 9,851,480 $ 9,176,359 $ 13,027,975 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,339 8,954,144 9,028,027 9,851,480 9,176,359 13,027,975 $ (8,952,805) $ (9,028,027) $ (9,851,480) $ (9,176,359) $(13,027,975) 108 Table of Contents HUMAN RESOURCES PURPOSE STATEMENT OBJECTIVES FY 2020 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. Prosperous Community  Publish New Employee Handbook (online and paper)  Implement new performance development software  Implement new Learning Management System (LMS) software  Implement succession planning process  Create Corrective Action Database  Update Intranet project  Replace current (3) 457 deferred compensation plans with one vendor  Implement HR Metrics Dashboard ACCOMPLISHMENTS FY 2019         Created New Supervisor Training (Passport) program Implemented upgrade to MUNIS system Launched Park University Mini MPA program Created SERVE Leadership Development Program Engagement Score improvement of 3.4% Implemented automated benefit enrollment system Implemented dashboard for recruiting metrics Achieved engagement survey participation of over 80% Org Focus BUDGET NOTES In FY 2019, the Risk Management subdivision of Human Resources was distributed to Legal, Information Technology, and Town Manager. As a result, the FTE count of Human Resources was reduced by two. In FY 2020, a Learning and Development Consultant position was included in Human Resources which results in a net one FTE decrease from FY 2019 to FY 2020. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Employee Engagement Survey Results 3.54 3.78 3.91 3.95 4.00 Number of EDGE Academy Graduates (cumulative) N/A 110 258 400 500 Utilization of Perform (Perf Dev software) N/A N/A N/A 80% 80% Percent of employees using Benefit Focus N/A N/A N/A 80% 100% Gallup Q 7 Improvement 3.28 3.48 3.64 3.80 4.00 PERFORMANCE MEASURES 109 Table of Contents HUMAN RESOURCES PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 HR Administration Learning and Development Risk Management Payroll 13.00 3.00 4.00 0.00 16.00 3.00 2.00 0.00 16.00 3.00 2.00 0.00 16.00 3.00 0.00 0.00 16.00 4.00 0.00 0.00 20.00 21.00 21.00 19.00 20.00 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,548,203 403,869 386,430 225,446 1,566,596 529,542 415,895 29 1,788,420 464,820 380,480 - 1,850,719 445,057 - 1,901,370 571,360 - $ 2,563,948 $ 2,512,062 $ 2,633,720 $ 2,295,776 $ 2,472,730 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 2,204,796 359,152 - 2,199,073 312,989 - 2,253,260 380,460 - 1,870,786 424,990 - 2,083,190 389,540 - $ 2,563,948 $ 2,512,062 $ 2,633,720 $ 2,295,776 $ 2,472,730 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 6,542 2,563,948 10,554 2,512,062 4,000 2,633,720 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 2,295,776 4,000 2,472,730 $ (2,557,406) $ (2,501,508) $ (2,629,720) $ (2,291,776) $ (2,468,730) 110 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.  OBJECTIVES FY 2020 Prosperous Community  Update Gilbert Benchmark Report Strong Economy  Complete zero base budgets for 1/3 of Town  Support departments in data driven decision making  Receive the Distinguished Budget Presentation Award for the 21st consecutive year from the Government Finance Officers Association  Receive the ICMA Center for Performance Management Certificate of Excellence Award for the fifth consecutive year ACCOMPLISHMENTS FY 2019       Received the Distinguished Budget Presentation Award for the 20th consecutive year from the Government Finance Officers Association with Special Capital Recognition and Special Performance Measures Recognition Received the ICMA Center for Performance Management Certificate of Excellence Award for the fourth consecutive year Updated and adopted Land Use Assumptions, Infrastructure Improvements Plans and System Development Fees Adopted and implemented utility rate changes Completed zero base budgets for 1/3 of Town Departments, resulting in savings of approximately $1.4M across all funds Increased new employees' understanding of the budget as measured by New Employee Orientation survey by raising score from 0 to 3.33 Org Focus PERFORMANCE MEASURES Maintain High Quality Bond Rating for G.O. (S&P/Moody's/Fitch) Completed third Annual Financial Retreat with Council Streamlined FY 2019 budget book by reducing the number of pages from 412 pages in the prior year to 296 pages BUDGET NOTES Personnel costs increase in FY 2020 due to the addition of a Management and Budget Analyst. Supplies and Contractual costs decrease based on the zero base budget findings. A total of $12,730 was reduced from the FY 2019 base budget. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target AA+/Aaa/AAA AA+/Aaa/AAA AAA/Aaa/AAA AAA/Aaa/AAA AAA/Aaa/AAA Savings from Refinancing Debt at a Lower Interest Rate Since 2012 (Present Value Cumulative) $23.1M $32.5M $32.5M $32.5M Use all opportunities Amount of Debt Paid Off Early Since 2012 (Cumulative) $53.8M $65.9M $65.9M $65.9M Use all opportunities Increase Public Safety Retirement System (PSPRS) Percent Funded 72% 75% 80% 88% 90% Zero Based Budget Savings (Cumulative Since FY 2018) 0 $626k $3.4M $4.8M 1/3 Town each Year 111 Table of Contents MANAGEMENT AND BUDGET PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Management and Budget 5.00 5.00 5.00 5.00 6.00 5.00 5.00 5.00 5.00 6.00 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Personnel EXPENSES BY ACTIVITY Management and Budget Total Expenses 700,139 $ Personnel Supplies & Contractual Capital Outlay $ 700,139 $ $ $ 608,156 635,240 625,115 $ Budget FY 2019 578,343 29,813 - Actual FY 2017 Total Revenues Total Expenses 608,156 635,240 Actual FY 2018 641,474 58,665 - OPERATING RESULTS Net Operating Result $ Actual FY 2017 EXPENSES BY CATEGORY Total Expenses 700,139 608,156 Actual FY 2018 635,240 $ Projected FY 2019 600,740 34,500 $ 625,115 728,170 Budget FY 2020 606,645 18,470 $ Budget FY 2019 625,115 728,170 705,400 22,770 $ Projected FY 2019 728,170 Budget FY 2020 700,139 608,156 635,240 625,115 728,170 (700,139) $ (608,156) $ (635,240) $ (625,115) $ (728,170) 112 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 2020 Prosperous Community  Complete the Clerk's Office Centennial Records Project using records from the Town's Archives  Redo the Board and Commission application and selection process and update the webpages. Migrate historical data from Access database Exceptional Built Environment  Complete departmental goal (WIG) of updating all procedure manuals using methods learned at EDGE Academy  Two Town Clerk Specialists will complete the Certified Municipal Clerk program and receive certification ACCOMPLISHMENTS FY 2019     Conducted successful Primary and General elections for the Fall 2018 election cycle to elect four councilmembers and gain voter approval on a land sale and GO bonds. Worked with Town staff and vendor to create pamphlet for Bond Election to educate voters on issue Complete departmental goal (WIG) of all staff attending EDGE Academy Two staff members became Certified Municipal Election Officials bringing the total number of three certified staff members in the Clerk's Office Restructured the departmental Records Coordinators program to give more responsibility for their department records to the Coordinators. Also provided updated tools Org Focus including retention schedules and Records Manual Completed the setup of all Boards and Commissions in Agenda Manager for their inclusion in the Agendas online website BUDGET NOTES The decrease in the supply and contractual budget from FY 2019 to FY 2020 is attributed to one-time expenses related to the Fall 2018 election that are not budgeted in FY 2020. There are no other significant changes to the Town Clerk budget. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Percentage of Public Records Requests Responded to Within 24 Hours 76% 94% 95% 90% 90% Percentage of Subpoenas Responded to Within Timeframe Established by Law 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% N/A 100% N/A 100% PERFORMANCE MEASURES Percentage of Council agendas and Public Notices Posted at Least 24 Hours Prior to Meeting in Conformance with Open Meeting Law Percentage of Draft Minutes Posted to Website Within Three Working Days of Meeting for accessibility and transparency Percentage of Elections Held that Comply with Federal, State and Local Laws 113 Table of Contents TOWN CLERK PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Total Expenses $ Budget FY 2019 Projected FY 2019 Budget FY 2020 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 5.00 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 627,076 510,049 $ 450,567 176,509 $ 627,076 Total Revenues Total Expenses $ $ $ 510,049 735,200 701,643 $ Budget FY 2019 474,168 35,881 - Actual FY 2017 OPERATING RESULTS 510,049 735,200 Actual FY 2018 Actual FY 2017 Personnel Supplies & Contractual Capital Outlay Net Operating Result Actual FY 2018 627,076 EXPENSES BY CATEGORY Total Expenses Actual FY 2017 Actual FY 2018 735,200 $ Projected FY 2019 472,730 262,470 $ 701,643 576,520 Budget FY 2020 464,293 237,350 $ Budget FY 2019 701,643 576,520 468,440 108,080 $ Projected FY 2019 576,520 Budget FY 2020 903 627,076 845 510,049 735,200 701,643 576,520 (626,173) $ (509,204) $ (735,200) $ (701,643) $ (576,520) 114 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 2020 Prosperous Community  Revise and update all Gilbert Police Department General Orders  Further develop the End Domestic Violence Responsibly (ENDVR) Program and assist with the implementation of the Domestic Violence Court  Re-align support staff to encourage streamlining service expectations and encourage innovation  Implement a body worn camera program to comply with legal requirements of disclosure Strong Economy  Decrease outside counsel fees by ten percent compared to FY 2019  Increase recovery claim collections by fifty percent over FY 2019 Exceptional Built Environment  Develop a comprehensive database of all Town-owned real property  Review and analyze all agreements, leases, permits, and licenses on Town-owned property ACCOMPLISHMENTS FY 2019        Secured approval, by the U.S. Bureau of Reclamation, of a 100-year water lease with the San Carlos Apache Tribe Successfully negotiated numerous agreements, leases, and IGAs, including a lease with the University of Arizona for space in the University Building and a ground lease with The Strand for a water park at Gilbert Regional Park Assisted in the development of the pilot program and ordinance revisions for micomobility devices Assisted in the development of a major update to the Special Event Code Created guidelines pertaining to public release of information regarding the Town’s critical infrastructure Continued to review long form submittals within 30 days of receipt Dedicated a prosecutor to the Veteran's Court to provide consistency with the program Org Focus Developed an emergency safety plan; had Gilbert Fire and Rescue and Gilbert Police Department provide information and training on various aspects of importance BUDGET NOTES For FY 2020 three new positions have been added: an Assistant Town Attorney, a Paralegal, and a Claims Analyst. No other significant changes occurred. PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Per Capita Legal Expenditures $4.11 $4.18 $4.65 $6.50 <$7.50 Risk Management Recovery Claims Collections (in thousands) $143 $138 $100 $150 >$140 Percentage of Cases Charged After Review 73% 73% 71% 71% N/A Number of Criminal Cases 4,658 4,596 4,600 4,650 N/A Volunteer Hours Served 356 181 111 110 N/A 115 Table of Contents LEGAL SERVICES Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 General Counsel Prosecutor 5.00 19.00 6.00 21.00 6.00 21.00 7.00 21.00 9.00 22.00 Total Personnel 24.00 27.00 27.00 28.00 31.00 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 General Counsel Prosecutor 974,540 1,815,503 1,012,391 1,776,987 1,134,290 1,834,050 1,166,693 1,967,899 1,682,520 2,131,570 Total Expenses $ 2,790,043 $ 2,789,378 $ 2,968,340 $ 3,134,592 $ 3,814,090 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 2,409,532 380,511 - 2,485,984 279,115 24,279 2,554,930 413,410 - 2,932,690 201,902 - 3,395,120 418,970 - $ 2,790,043 $ 2,789,378 $ 2,968,340 $ 3,134,592 $ 3,814,090 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 19,174 2,790,043 16,741 2,789,378 15,000 2,968,340 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 3,134,592 15,000 3,814,090 $ (2,770,869) $ (2,772,637) $ (2,953,340) $ (3,119,592) $ (3,799,090) 116 Table of Contents FINANCE AND MANAGEMENT SERVICES PURPOSE STATEMENT OBJECTIVES FY 2020 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. Prosperous Community  Achieve 95% taxpayer compliance  Achieve 95% customer satisfaction (Tax Compliance division)  Implement comprehensive training program for MUNIS users  Develop financial information/statements for various departments to assist them with data driven decision making Strong Economy  Develop and implement vendor engagement strategy  Prepare new Enterprise Resource Planning system for Comprehensive Annual Financial Report (CAFR) ACCOMPLISHMENTS FY 2019        Achieved 99% compliance rate from Reviewed Taxpayers Implemented a new software solution that will greatly expand our external tax data reporting and our internal analysis tools Successful implementation of new financial and payroll systems, as well as a financial Enterprise Resource Planning system. Received Certificate of Achievement for Excellence in Financial Reporting for the 27th 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 Improved tracking of accounts receivable contracts to ensure timely and accurate billing Completed RFP for audit services Org Focus BUDGET NOTES The FY 2020 personnel budget includes adding a new position for the Accounting division. The supplies and contractual budget increased due to various new training and operational costs for the Purchasing and Tax Compliance divisions. There were no other significant changes to the budget. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Savings Achieved Based on Annual Spend Analysis (in 1000s) $88 $174 $77 $100 $100 Percentage of Reviewed Taxpayers Brought Into Compliance 99% 99% 95% 95% 95% Customer Satisfaction (Taxpayers Engaged with Tax Compliance Team) 98% 99% 95% 95% 95% Increase Percentage of Local Vendors Bidding on Informal and Formal Bids N/A N/A N/A 10% 10% PERFORMANCE MEASURES 117 Table of Contents FINANCE AND MANAGEMENT SERVICES Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Accounting Purchasing Tax Compliance 1.00 12.00 7.00 4.00 1.00 12.00 7.00 5.00 1.00 12.00 7.00 5.50 1.00 12.00 7.00 5.50 1.00 13.00 7.00 5.50 Total Personnel 24.00 25.00 25.50 25.50 26.50 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Accounting Purchasing Tax Compliance 329,048 958,222 554,445 409,917 192,177 1,124,263 564,860 455,768 198,090 1,224,030 566,860 646,440 212,880 1,218,304 508,618 510,316 214,880 1,317,605 599,930 546,655 Total Expenses $ 2,251,632 $ 2,337,068 $ 2,635,420 $ 2,450,118 $ 2,679,070 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 2,110,564 141,068 - 2,200,145 136,923 - 2,391,430 243,990 - 2,137,627 192,491 120,000 2,483,030 196,040 - $ 2,251,632 $ 2,337,068 $ 2,635,420 $ 2,450,118 $ 2,679,070 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 207,467 2,251,632 179,976 2,337,068 119,000 2,635,420 EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 208,000 2,450,118 200,000 2,679,070 $ (2,044,165) $ (2,157,092) $ (2,516,420) $ (2,242,118) $ (2,479,070) 118 Table of Contents MUNICIPAL COURT PURPOSE STATEMENT OBJECTIVES FY 2020 To resolve the cases filed in the court in a timely and just manner, consistent with the Constitutions of the United States and Arizona, Arizona State Law and local ordinances. ACCOMPLISHMENTS FY 2019 High Performing Government  Implement electronic cloud based protective order processing in collaboration with the Arizona Supreme Court  Expand integrated text messaging to include notifications regarding program compliance  BUDGET NOTES  Integrated use of text messaging with the Court's case management system to send late payment notifications in an effort to reduce legal consequences to defendants Participated in Gilbert's open data initiative and identified data for publication Org Focus No new FTE have been added. There are no significant changes to the supplies and contractual budget for FY 2020. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Average Monthly Percentage of Active Cases Under 90 Days Old 88% 87% 85% 85% 60% Maintain a Case Disposition Rate of 1.00 or Greater .96 .97 1.00 1.00 1.00 Maintain a Competitive Cost per Disposed Case Relative to Benchmarked Courts $128 $136 $140 $140 $130 PERFORMANCE MEASURES 119 Table of Contents MUNICIPAL COURT Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Municipal Court 30.92 31.92 31.92 31.92 31.92 Total Personnel 30.92 31.92 31.92 31.92 31.92 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Municipal Court 3,221,340 3,192,395 3,401,380 3,337,435 3,430,020 Total Expenses $ 3,221,340 $ 3,192,395 $ 3,401,380 $ 3,337,435 $ 3,430,020 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 2,797,491 423,849 - 2,765,089 427,306 - 2,960,020 441,360 - 2,880,075 457,360 - 2,988,660 441,360 - $ 3,221,340 $ 3,192,395 $ 3,401,380 $ 3,337,435 $ 3,430,020 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 360,999 3,221,340 330,342 3,192,395 298,000 3,401,380 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 312,000 3,337,435 297,000 3,430,020 $ (2,860,341) $ (2,862,053) $ (3,103,380) $ (3,025,435) $ (3,133,020) 120 Table of Contents DEVELOPMENT SERVICES PURPOSE STATEMENT OBJECTIVES FY 2020 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 a 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. Exceptional Built Environment  Town Council approval of 2020 General Plan Update  Complete refresh of Land Development Code  Strive for a successful case resolution rate of 98%, prior to any court enforcement action being taken (Code Compliance)  Assist with the Northwest Corridor Project and Gilbert’s community preservation goals for that area (Code Compliance)  Complete all requested inspections within the established timeframe ACCOMPLISHMENTS FY 2019         BUDGET NOTES Kicked off 10-Year General Plan update to bring to the August 2020 Primary Published General Plan Community Assessment and Public Involvement Summary Reports Processed 578 Planning cases Revised Land Development Code text for marquee and electronic message signs, accessory structures, use definitions, and various standards removed MF from RC, added high density multi-family Launched enhanced public hearing interactive map Code Compliance resolved 99% of all cases through community outreach and education efforts, and less than 1% of cases resulted in any court action taken All Building Safety and Fire inspections were completed within the required timeframe during FY 2019 Successfully completed Community Rating System audit reducing flood rate insurance for residents Org Focus The FY 2020 personnel budget includes the addition of one new FTE in Development Engineering as well as converting a part-time Receptionist position shared between Water and Development Services to a full-time position. The FY 2020 budget includes one-time funds for temporary contract planning support and code books. In addition, ongoing funding has been added to support training needs and plan review services. Overall, the supplies and contractual budget decreased in FY 2020. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Percent of Planning Review Comments Returned on Schedule 98% 98% 98% 98% 90% Percent of Planning Projects Completed Within Established Schedules 98% 98% 98% 98% 90% Percent of Building Safety and Fire Inspection Requests Completed Within One Day 100% 100% 100% 100% 100% Percent of Code Compliance Cases Resolved Through Community Outreach and Education 98% 99% 99% 98% 98% PERFORMANCE MEASURES 121 Table of Contents DEVELOPMENT SERVICES Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 2.00 6.50 41.80 3.00 14.00 1.00 2.00 6.50 44.80 3.00 13.00 2.00 2.00 7.33 44.80 3.00 13.00 2.00 2.00 7.33 45.80 3.00 13.00 2.00 2.00 7.52 45.80 4.00 13.00 2.00 68.30 71.30 72.13 73.13 74.32 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 238,273 516,144 4,022,089 1,281,692 53,077 295,907 581,323 3,994,658 327,737 1,259,240 257,793 670,140 579,010 4,214,730 336,870 1,323,780 233,180 679,022 714,752 4,177,986 377,426 1,236,408 191,713 752,540 787,950 4,465,050 465,270 1,384,020 260,750 $ 6,111,275 $ 6,716,658 $ 7,357,710 $ 7,377,307 $ 8,115,580 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 5,561,996 549,279 - 6,239,978 423,303 53,377 6,562,330 795,380 - 6,205,598 1,145,247 26,462 7,033,460 1,057,120 25,000 $ 6,111,275 $ 6,716,658 $ 7,357,710 $ 7,377,307 $ 8,115,580 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 6,928,546 6,111,275 7,239,744 6,716,658 6,495,000 7,357,710 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 $ 817,271 $ 523,086 122 $ (862,710) $ 7,402,000 7,377,307 6,635,000 8,115,580 24,693 $ (1,480,580) Table of Contents ENGINEERING SERVICES PURPOSE STATEMENT OBJECTIVES FY 2020 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. Exceptional Built Environment  Procure a consulting team for preparation of the Fiber Optic Master Plan  Begin a system-wide traffic signal timing effort  Initiate an update of the ITS Master Plan  Achieve a response time of one business day from receipt to 95% of 311 requests from citizens  Implement left-turn safety enhancements at intersections by providing a positive offset or left-turn operations ACCOMPLISHMENTS FY 2019     BUDGET NOTES Engineering collaborated with other Town Departments and Divisions to prepare a framework for a future with consumers utilizing autonomous vehicles on the streets of Gilbert Assisted Management and Budget with the update to the Infrastructure Improvement Plan for the System Development Fee Study Worked with stakeholders and recommended updates to many of the Town’s standards for construction in the rights-of-way for Council approval Worked with Transportation Planning, Streets, Traffic Engineering, and CIP to review and update the proposed transportation projects in preparation for FY 2020 adoption Org Focus The FY 2020 budget includes the addition of a Senior Plans Examiner for Traffic Engineering. One-time items are included in the supply and contractual budget associated with the additional FTE. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Percentage of Citizen Contacts Responded to Within 24 Hours 85% 90% 90% 95% N/A Number of Left-Turn Safety Enhancement Projects Implemented 1 2 2 3 N/A PERFORMANCE MEASURES 123 Table of Contents ENGINEERING SERVICES Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Development Traffic 0.60 0.00 3.00 0.60 0.00 4.00 1.60 0.00 4.00 0.60 0.00 4.00 1.60 0.00 4.00 Total Personnel 3.60 4.60 5.60 4.60 5.60 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Development Traffic Total Expenses 199,199 259,390 416,187 $ Personnel Supplies & Contractual Capital Outlay $ 874,776 $ $ $ 491,565 642,010 120,995 344,090 $ Budget FY 2019 406,866 84,699 - Actual FY 2017 Total Revenues Total Expenses 491,565 191,890 450,120 Actual FY 2018 630,137 244,639 - OPERATING RESULTS Net Operating Result $ Actual FY 2017 EXPENSES BY CATEGORY Total Expenses 874,776 122,810 368,755 Actual FY 2018 642,010 $ Projected FY 2019 550,330 91,680 $ 465,085 124,150 579,990 Budget FY 2020 373,405 91,680 $ Budget FY 2019 465,085 704,140 597,270 106,870 $ Projected FY 2019 704,140 Budget FY 2020 874,776 491,565 642,010 465,085 704,140 (874,776) $ (491,565) $ (642,010) $ (465,085) $ (704,140) 124 Table of Contents POLICE PURPOSE STATEMENT OBJECTIVES FY 2020 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. Prosperous Community  Maintain the Town of Gilbert as the safest city in the US for cities over 200,000 residents  Increase Dispatch staffing in preparation for creation of a second patrol channel Exceptional Built Environment  Decrease DUI related accidents  Secure vendor for upgraded Report Management System and Computer Aided Dispatch System  Increase employee safety and wellness through additional training, support, and resources  Complete Police Department space needs assessment and supporting background information ACCOMPLISHMENTS FY 2019         Achieved a 1.5% reduction in total Part 1 Crimes for 2018 Created a full-time Peer Support and Employee Wellness Coordinator position to reduce work-related injuries and expenses Reduced expenses to the Town of Gilbert by outsourcing Off-Duty Employment Program Expanded School Resource Officer hours to cover every school day Increased hiring staff and improved hiring efficiency to minimize the number vacancies and time that positions are vacant Successful planning and approval of Gilbert Public Safety Training Facility Successful deployment of full-time Bike Unit in the Heritage District, which resulted in a reduction of crime Improved communication and efficiency by deploying cell phones to all Patrol officers Org Focus BUDGET NOTES The FY 2020 personnel budget includes the addition of: Patrol Officers (7), Bike Patrol Officers (3), Communications Dispatchers (3), Detention Officers (2), a Planning and Research Analyst, a Patrol Lieutenant, a Patrol Sergeant, a Training Sergeant, and a Communications Supervisor. The supplies and contractual budget includes one-time increases to purchase three vehicles and safety equipment as well as ongoing increases for training equipment. The Administration personnel budget reflects additional payments towards the unfunded liability for the Public Safety Personnel Retirement System. Due to a reorganization of the Town’s accounting structure, the budgets and expenses for Animal Control and Incarceration are now reported in the Support Services total. PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Clearance Rates - Violent Crimes 61.9% 55.5% 50.9% 56.0% >45.6% Clearance Rates - Property Crimes 23.5% 23.9% 24.9% 25.0% >17.6% Time Between Emergency Call Received to Responder Arrival 4:29 4:13 4:08 4:00 <5:30 Success Rate Answering Emergency 911 Calls Within 10 seconds 93.0% 93.8% 93.4% 94.0% >90.0% Domestic Violence Recidivism Rate 2.3% 2.5% 2.2% 2.0% >5.0% 125 Table of Contents POLICE PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Animal Control Incarceration Support Services Professional Standards Patrol Services Investigations Special Operations Tactical Operations 4.00 0.00 0.00 83.50 8.00 170.50 45.00 42.00 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 5.00 0.00 0.00 88.00 13.50 199.00 52.00 39.00 9.00 5.00 0.00 0.00 93.00 14.50 213.00 52.00 39.00 9.00 Total Sworn Total Civilian 240.00 125.00 251.00 130.50 275.00 130.50 275.00 130.50 288.00 137.50 Total Personnel 365.00 381.50 405.50 405.50 425.50 EXPENSES BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 2,569,066 147,225 1,528,164 6,783,899 980,750 24,568,143 7,477,551 6,203,314 1,688,103 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 2,422,780 9,183,091 3,740,018 24,133,981 8,251,779 6,049,844 1,524,268 3,003,380 10,000,405 1,898,875 28,647,810 8,725,270 6,127,900 1,539,190 $ 52,666,449 $ 51,946,215 $ 56,101,700 $ 55,305,761 $ 59,942,830 EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 47,406,683 5,258,880 886 45,843,155 5,672,908 430,152 49,366,820 6,517,980 216,900 48,603,772 6,483,989 218,000 52,567,670 6,707,210 667,950 $ 52,666,449 $ 51,946,215 $ 56,101,700 $ 55,305,761 $ 59,942,830 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Total Expenses 3,727,994 52,666,449 3,515,809 51,946,215 3,365,000 56,101,700 3,436,000 55,305,761 3,402,000 59,942,830 Administration Animal Control Incarceration Support Services Professional Standards Patrol Services Investigations Special Operations Tactical Operations Total Expenses Total Expenses Net Operating Result $(48,938,455) $(48,430,406) $(52,736,700) $(51,869,761) $(56,540,830) 126 Table of Contents FIRE AND RESCUE  PURPOSE STATEMENT To protect the lives, property, and environment of the people who live, work, play and travel in Gilbert by: Serving with integrity, trust, and respect; Rapid and effective emergency response; Innovative prevention, compliance, and community outreach efforts, and maintenance of a highly trained and dedicated workforce. OBJECTIVES FY 2020 Prosperous Community  Strengthen training programs for employees via the creation of a development plan for each rank, formalized succession planning, and expanded company officer training  Reinforce and evolve programs that promote and sustain health and wellness to reduce the likelihood of injuries to employees  Implement a transportation services division  Implement and track additional, innovative community risk reduction efforts based on data that demonstrates areas creating risk to our citizens and property  Appear before the commission board of the Center for Public Safety Excellence (CPSE) to achieve accredited status Exceptional Built Environment  Begin construction of the Public Safety Training Facility  Implement workflow that incorporates new developments into the pre-planning process and coordinate regular map updates for mobile computers ACCOMPLISHMENTS FY 2019        Fire Station 9 completed and placed into service Documentation and site visit evaluation for accredited agency status through the Commission on Public Safety Excellence (CPSE) was completed, resulting in a recommendation for accreditation Fire department staff supported communications to the Council and public during the successful bond initiative for the Public Safety Training Facility in November 2018. Design work completed in January 2019 A variety of advancements were made to the agency safety initiatives reducing employee injury and risk Process improvements and training utilizing findings of the Town HIPAA audit to ensure agency compliance was completed Community risk reduction programs shifted to apply a data driven approach utilizing analysis of incidents to advance public education programs Six paramedic students successfully graduated with their National Registry Certification Org Focus Implemented policy management software increasing accessibility to the agency standard operating procedures and guidelines BUDGET NOTES Personnel and Supplies and Contractual costs increase as a result of the addition of a transportation services subdivision. PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Structure fires per 1,000 population .2340 .3554 .3030 .3030 N/A 90th percentile response time from alarm room processing to on scene for Moderate Risk EMS incidents (90 percent of the time response takes this amount of time) 7:42 7:20 7:15 6:45 6:00 90th percentile response time from alarm room processing to on scene for High Risk EMS incidents 5:07 7:15 7:15 6:45 6.00 90th percentile response time from alarm room processing to on scene for Moderate Risk Fire incidents 7:49 7:30 7:30 7:00 6:20 90th percentile response time from alarm room processing to on scene for High Risk Fire incidents 7:01 9:02 9:40 7:00 6:20 127 Table of Contents FIRE AND RESCUE Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Operations Prevention Community EOC 4.00 194.00 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 6.00 200.00 6.00 4.00 0.00 6.00 207.00 6.00 4.00 0.00 Total Personnel 210.00 216.00 216.00 216.00 223.00 EXPENSES BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Operations Prevention Community EOC 3,134,828 27,417,318 754,363 531,258 161,510 1,940,226 32,090,163 769,220 572,387 - 1,498,070 31,264,700 738,670 575,810 - 1,545,523 31,447,026 729,969 593,029 - 1,191,240 32,615,570 784,930 634,240 - Total Expenses $ 31,999,277 $ 35,371,996 $ 34,077,250 $ 34,315,547 $ 35,225,980 EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 28,293,329 3,369,956 335,992 31,357,737 3,974,782 39,477 30,229,890 3,847,360 - 30,400,897 3,914,650 - 30,651,690 4,508,540 65,750 $ 31,999,277 $ 35,371,996 $ 34,077,250 $ 34,315,547 $ 35,225,980 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Total Expenses 1,910,046 31,999,277 2,071,609 35,371,996 1,939,000 34,077,250 2,053,000 34,315,547 2,414,000 35,225,980 PERSONNEL BY ACTIVITY Total Expenses Net Operating Result $(30,089,231) $(33,300,387) $(32,138,250) $(32,262,547) $(32,811,980) 128 Table of Contents PARKS AND RECREATION PURPOSE STATEMENT OBJECTIVES FY 2020 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. Prosperous Community  Continue to increase the awareness and usage of the Riparian Preserve's Agents of Discovery app donated by the Foundation  Add two new special events, destination and signature, to the calendar  Increase the percentage of online ramada reservations to 45%  Open Phase I of Regional and Desert Sky Parks Strong Economy  Complete another Public-Private Partnership agreement at Gilbert Regional Park ACCOMPLISHMENTS FY 2019         Opened Cactus Yards at Elliot District Park including an RFP with Craft Culinary Concepts to operate two restaurants and a concession Implemented a wedding package rental option at numerous locations Finalized the design and began construction of Phase I of Gilbert Regional and Desert Sky Parks Completed a Public-Private Partnership agreement with The Strand @ Gilbert to be built at Gilbert Regional Park Replaced and updated all signage at the Riparian Replaced eleven A/C units per our LRIP plan The Freestone Recreation Center opened Eleven41, a new tween room within the center geared toward youth ages 8-12 Implemented an optimization plan for the Aquatics Division Org Focus BUDGET NOTES FTE increases in the Parks and Open Space subdivision are due to the opening of Cactus Yards in FY 2019 and both Gilbert Regional and Desert Sky Parks in FY 2020. Facilities Maintenance FTE is increasing by one for a Facilities Maintenance Technician and the Recreation Centers FTE is increasing hours for Recreation Leaders and Recreation Specialists. The Supplies and Contractual budget increases as a result of the new FTE and the operation of three new parks. PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Annual Participation at Freestone Recreation Center (in Thousands) 249.8 257.1 260.0 260.0 250.0 Percent of Ratings Above Average or Excellent on the Event Satisfaction Surveys Provided to Participants and Sponsors for Each Special Event 88% 96% 95% 97% 90% Field Trip Educational Programs at Riparian 28 34 35 36 36 Level of Preventive Maintenance Compared to Corrective Repairs (Corrective Percent / Preventative Percent) 56%/44% 36%/29% 33%/33% 30%/36% 20%/80% 538 856 950 975 1,100 Ramada Rentals 129 Table of Contents PARKS AND RECREATION PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Facilities Maintenance Parks and Open Space Aquatics Recreation Centers Recreation Programs 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 7.09 10.58 12.48 60.06 17.78 40.12 6.95 10.58 13.48 75.81 17.78 41.43 6.95 Total Personnel 122.52 125.22 125.36 147.97 166.03 EXPENSES BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,172,467 3,092,630 5,114,822 850,300 6,111,974 959,332 1,200,137 3,875,631 5,363,730 799,223 6,383,536 1,025,459 1,194,620 3,352,330 4,999,620 965,950 6,508,750 1,055,340 1,220,289 3,423,449 6,458,296 848,860 6,464,751 1,052,231 1,313,060 3,627,780 9,017,380 963,200 6,632,460 1,451,660 $ 17,301,525 $ 18,647,716 $ 18,076,610 $ 19,467,876 $ 23,005,540 EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 7,119,722 10,066,085 115,718 7,097,302 11,423,664 126,750 7,556,360 10,433,450 86,800 7,934,481 11,047,889 485,506 10,203,930 12,407,910 393,700 $ 17,301,525 $ 18,647,716 $ 18,076,610 $ 19,467,876 $ 23,005,540 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Total Expenses 7,833,555 17,301,525 3,982,451 18,647,716 4,493,000 18,076,610 4,431,000 19,467,876 5,657,000 23,005,540 Administration Facilities Maintenance Parks and Open Space Aquatics Recreation Centers Recreation Programs Total Expenses Total Expenses Net Operating Result $ (9,467,970) $(14,665,265) $(13,583,610) $(15,036,876) $(17,348,540) 130 Table of Contents Enterprise Funds __________________________________________ Enterprise Funds Summary Enterprise Fund Benchmarks Water Wastewater Environmental Services - Residential Environmental Services – Commercial Environmental Compliance Table of Contents PUBLIC WORKS Enterprise Funds Water Environmental Services - Residential Administration Administration Conservation Collections Production Uncontained Quality Recycling Distribution Enviro Programs Metering Utility Customer Svc Utility Locates Water Resources Wastewater Environmental Services - Commercial Administration Administration Lift Stations Collections Gravity Systems Roll-offs Plant Operations Environmental Compliance Reuse/Recharge Quality Storm Water Street Cleaning 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 Environmental Compliance Environmental compliance programs such as storm water, air quality and street cleaning FUND ACTIVITY The following is a statement of revenue, expenses, and transfers for the enterprise funds based on the adopted budget for FY 2020. Water Wastewater Environmental Services Residential Commercial Environmental Compliance Total Operating Revenues $ 48,475,000 $ 30,085,000 $ 14,760,000 $ Total Operating Expenses (34,052,880) (19,376,325) (15,125,885) $ 14,422,120 $ 10,708,675 - - $ 14,422,120 $ 10,708,675 Transfers In 48,475,000 1,035,000 - - - Transfers Out (30,248,460) (20,017,990) (4,065,060) (908,020) (3,536,920) $ 32,648,660 $ (8,274,315) $ (4,430,945) Operating Income (Loss) Non-Operating Revenues (Expenses) Income (Loss) Before Transfers Net Income $ (365,885) $ (2,461,220) $ $ (365,885) 2,703,000 241,780 4,550,000 (1,967,450) $ 2,582,550 $ $ 241,780 (666,240) $ $ 2,582,550 (954,370) ORGANIZATIONAL FOCUS AREAS These icons indicate the organizational focus areas addressed throughout the Enterprise Funds. Prosperous Community Strong Economy 131 Exceptional Built Environment Table of Contents ENTERPRISE FUNDS PERSONNEL BY DIVISION Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial Environmental Compliance 128.95 42.50 87.05 8.28 0.00 131.95 43.50 88.40 8.94 0.00 133.50 45.50 91.40 8.94 0.00 133.50 45.50 79.56 8.94 11.84 135.68 48.50 81.31 8.44 12.09 Total Personnel 266.78 272.79 279.34 279.34 286.02 EXPENSES BY DIVISION Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Water Wastewater Environmental Svc-Residential Environmental Svc-Commercial Environmental Compliance 25,879,442 17,076,547 12,827,817 1,814,731 - 26,151,938 22,067,704 14,875,041 2,245,089 - 33,086,290 18,840,000 15,813,210 2,326,810 - 31,122,256 16,778,371 13,933,392 2,106,165 901,939 34,052,880 19,376,325 15,125,885 2,461,220 1,967,450 $ 57,598,537 $ 65,339,772 $ 70,066,310 $ 64,842,123 $ 72,983,760 EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 18,708,342 33,361,191 5,529,004 19,406,917 37,413,539 8,519,316 21,922,030 47,164,280 980,000 20,853,621 42,558,017 1,430,485 23,951,075 48,493,915 538,770 $ 57,598,537 $ 65,339,772 $ 70,066,310 $ 64,842,123 $ 72,983,760 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 86,594,421 907,395 89,967,617 1,191,794 96,643,000 1,090,000 97,003,000 2,620,000 100,573,000 1,035,000 Total Sources $ 87,501,816 $ 91,159,411 $ 97,733,000 $ 99,623,000 $101,608,000 Total Expenses Transfers Out 57,598,537 25,751,068 65,339,772 23,572,530 70,066,310 53,351,970 64,842,123 36,233,742 72,983,760 58,776,450 Total Uses $ 83,349,605 $ 88,912,302 $ 123,418,280 $101,075,865 $131,760,210 Net Operating Result $ 4,152,211 $ 2,247,109 $ (25,685,280) $ (1,452,865) $ (30,152,210) Total Expenses Total Expenses 132 Table of Contents ENTERPRISE FUNDS BENCHMARKS 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 2017-2018 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 2017-2018 Residential Waste Diverted Through Recycling 21.0% waste diverted by Gilbert customers Source: Valley Benchmark Cities, FY 2017-2018 133 Table of Contents WATER PURPOSE STATEMENT OBJECTIVES FY 2020 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. Prosperous Community  Increase participation in non-single family residential programs: large landscape users utilizing the Waterfluence web platform by 20 new users  Develop and implement a water allocation policy to ensure balance between supply and demand  Increase Ebills enrollment by 20% Strong Economy  Begin the RFP process for a new utility billing system Exceptional Built Environment  Increase monthly water valve exercising average from 867 to 900  Complete a filter surveillance assessment at Santan Vista Water Treatment Plant (WTP) on the eight Phase I filters  Continued assessments and upgrades at the North WTP and well sites ACCOMPLISHMENTS FY 2019        Waterfluence web platform implementation expanded by approx. 48% Completed negotiations and executed 100 year lease with San Carlos Apache Tribe to add 5,925 acre feet of renewable supply to Gilbert's water portfolio Developed and implemented new utility rates to ensure sustainability of operations Increased the Neighbor to Neighbor customer participants by 20% Implemented call recording software as a quality monitoring and customer service tool Increased monthly water valve exercising average from 670 exercised valves to 867 Completed the Water Quality Master plan to direct and advise water quality operations and ensure regulatory compliance Org Focus BUDGET NOTES FY 2020 includes two new FTE; Safety Specialist and Water & Energy Resource Planning Administrator. Supply and contractual increases are related to chemical and power costs necessary to treat raw water. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Number of Analyses Performed In-House (in Thousands) 49.8 61.7 62.0 62.5 60.0 Addition to Portfolio of Stored Credits (in Acre Feet) 9,162 34,685 29,000 0 >0 Average Percentage of Surface Water Production 62% 68% 80% 80% 80% Number of Students Participating in Education Programs 4,423 4,243 4,032 4,200 4,200 Residential Water Checkups Performed 470 387 415 425 425 Number of Water System Valves Exercised 4,218 5,624 9,222 10,404 10,404 PERFORMANCE MEASURES 135 Table of Contents WATER Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Conservation Production SCADA Backflow Quality Distribution Metering Water Resources 26.75 4.00 45.00 0.00 2.20 5.00 17.00 28.00 1.00 26.75 4.00 41.00 7.00 2.20 5.00 17.00 28.00 1.00 25.92 4.38 41.00 7.00 2.20 6.00 18.00 28.00 1.00 25.92 4.38 41.00 7.00 2.20 6.00 18.00 28.00 1.00 27.10 4.38 41.00 7.00 2.20 6.00 18.00 28.00 2.00 Total Personnel 128.95 131.95 133.50 133.50 135.68 EXPENSES BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Conservation Production SCADA Backflow Quality Distribution Metering Water Resources Non-Departmental 1,348,254 383,839 10,287,736 492 202,141 607,464 2,338,238 3,785,099 3,846,524 3,079,655 1,586,660 441,376 9,599,638 629,000 205,170 775,433 2,365,783 3,934,513 5,645,016 969,349 1,632,120 469,920 12,741,290 742,790 208,360 690,750 2,996,930 4,161,760 6,590,370 2,852,000 1,661,797 467,286 12,519,506 1,690,415 214,328 639,540 3,021,414 4,121,641 6,586,329 200,000 1,730,260 506,210 13,064,030 861,190 214,330 786,060 2,860,220 4,234,300 6,821,280 2,975,000 $ 25,879,442 $ 26,151,938 $ 33,086,290 $ 31,122,256 $ 34,052,880 EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 8,270,477 14,644,837 2,964,128 8,440,690 17,300,285 410,963 9,617,420 22,557,870 911,000 9,191,445 21,003,811 927,000 10,530,740 23,072,140 450,000 $ 25,879,442 $ 26,151,938 $ 33,086,290 $ 31,122,256 $ 34,052,880 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 42,041,012 - 44,625,518 98,678 48,210,000 - 47,105,000 - 48,475,000 - Total Sources $ 42,041,012 $ 44,724,196 $ 48,210,000 $ 47,105,000 $ 48,475,000 Total Expenses Transfers Out 25,879,442 13,841,298 26,151,938 15,156,620 33,086,290 25,242,820 31,122,256 18,402,399 34,052,880 30,248,460 Total Uses $ 39,720,740 $ 41,308,558 $ 58,329,110 $ 49,524,655 $ 64,301,340 Net Operating Result $ 2,320,272 $ 3,415,638 $(10,119,110) $ (2,419,655) $(15,826,340) PERSONNEL BY ACTIVITY Total Expenses Total Expenses 136 Table of Contents WASTEWATER PURPOSE STATEMENT OBJECTIVES FY 2020 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. Exceptional Built Environment  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  Perform routine sewer pipeline cleaning equivalent to 20% of the sewer system and conduct routine inspections equivalent to 15% of the sewer system using televised inspection equipment  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  Begin construction for the Candlewood Lift Station and Force Main project (WW0700) ACCOMPLISHMENTS FY 2019        Performed routine sewer pipeline cleaning equivalent to 20% of the entire sewer system to prevent blockages, overflows, and odors Conducted routine inspections equivalent to 15% 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 Performed all regulatory required sampling and monitoring and submitted reports on schedule to oversight agencies A new lift station was constructed and commissioned to serve the Fiesta Tech area (northwest quadrant of Gilbert) Finalized a new operation and maintenance agreement associated with the Neely Plant Finalized engineering design efforts associated with the Candlewood Lift Station and Force Main project (WW0700) Began engineering/design efforts for the South Recharge Facility expansion. Construction planned for FY 2020 Org Focus BUDGET NOTES For FY 2020 Wastewater completed a zero based budget; resulting in a reallocation of over $600k. The FY 2020 budget also includes the addition of three new FTE; two utility workers and one senior utility worker. PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Percent of Sewer System Cleaned 20% 30% 20% 20% 20% Percent of Sewer System Inspected 10% 20% 15% 15% 15% Percent of Available Treatment Capacity Utilized at Neely Treatment Plant 85% 88% 87% 87% < 100% Percent of Available Treatment Capacity Utilized at Greenfield Treatment Plant 69% 79% 84% 94% < 100% Percent of Total Reclaimed Water Supply Directly Reused by Customers (With Percent Remaining Going to Groundwater Recharge) 42% 42% 39% 40% 40% 137 Table of Contents WASTEWATER Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Collections Plant Operations Reclaimed Quality 2.50 21.60 0.00 12.40 6.00 2.50 22.20 1.00 12.80 6.00 3.50 23.20 2.00 12.80 6.00 3.50 23.20 3.00 12.80 6.00 3.50 24.20 4.00 14.80 6.00 Total Personnel 42.50 44.50 47.50 48.50 52.50 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,338,625 3,602,013 7,464,580 1,681,551 498,001 2,491,777 1,329,274 4,088,676 7,318,144 1,726,731 438,887 7,165,992 1,454,680 4,162,850 8,719,390 1,862,120 511,960 2,129,000 1,405,505 4,378,543 8,484,740 1,974,549 467,034 68,000 1,521,330 4,012,165 8,991,790 2,126,530 564,510 2,160,000 $ 17,076,547 $ 22,067,704 $ 18,840,000 $ 16,778,371 $ 19,376,325 EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 3,671,845 11,005,623 2,399,079 3,898,468 11,333,673 6,835,563 4,321,270 14,449,730 69,000 3,977,020 12,297,866 503,485 4,740,875 14,546,680 88,770 $ 17,076,547 $ 22,067,704 $ 18,840,000 $ 16,778,371 $ 19,376,325 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 26,184,379 780,498 26,761,527 950,670 28,332,000 920,000 29,010,000 920,000 30,085,000 1,035,000 Total Sources $ 26,964,877 $ 27,712,197 $ 29,252,000 $ 29,930,000 $ 31,120,000 Total Expenses Transfers Out 17,076,547 10,291,540 22,067,704 3,770,530 18,840,000 20,132,340 16,778,371 11,397,616 19,376,325 20,017,990 Total Uses $ 27,368,087 $ 25,838,234 $ 38,972,340 $ 28,175,987 $ 39,394,315 Net Operating Result $ $ (9,720,340) $ 1,754,013 $ (8,274,315) PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Collections Plant Operations Reclaimed Quality Non-Departmental Total Expenses Total Expenses (403,210) $ 1,873,963 138 Table of Contents ENVIRONMENTAL SERVICES - RESIDENTIAL PURPOSE STATEMENT OBJECTIVES FY 2020 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. Exceptional Built Environment  Implementation of GPS and routing software  Decrease claims in Uncontained Collections  Implement paperless tracking  Decrease recycling contamination rate BUDGET NOTES The FY 2020 budget includes a new FTE for a Collections Inspector, as well as a .50 FTE for an Environmental Services Representative. The supply and contractual budget includes a substantial increase for recycling disposal fees. Smaller increases for fuel and waste containers have also been included. ACCOMPLISHMENTS FY 2019    Rezoned and rerouted residential collection areas town-wide Increased efficiencies by analyzing disposal locations and customer density in collection routes Increased spare ratio of collection vehicles Org Focus Storm Water and Street Cleaning operations moved to the newly created Environmental Compliance Fund in FY 2020. PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Total Tons of Contained Refuse Collected 76,343 77,058 78,645 79,651 80,802 Total Tons of Uncontained Refuse Collected 16,097 16,666 16,121 16,319 16,331 Total Tons of Recycling Collected (Blue Cans) 20,976 20,771 21,204 21,212 21,326 Households Serviced by HHW Facility 8,393 9,273 9,634 10,001 10,001 Pounds of HHW Collected (in Thousands) 459.6 514.4 529.5 550.2 550.2 139 Table of Contents ENVIRONMENTAL SERVICES - RESIDENTIAL PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Residential Collections Uncontained Collections Recycling Environmental Programs Outreach Programs Street Cleaning Storm Water 5.52 31.00 24.00 12.70 4.50 0.00 6.33 3.00 5.56 28.79 22.00 16.21 4.00 0.00 6.34 5.50 5.56 30.79 22.00 16.21 5.00 0.00 6.34 5.50 5.56 30.79 22.00 16.21 5.00 0.00 0.00 0.00 5.81 31.29 23.00 16.21 5.00 0.00 0.00 0.00 87.05 88.40 91.40 79.56 81.31 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,067,269 5,890,000 2,365,293 1,537,323 504,656 253,885 836,865 285,692 86,834 1,191,183 7,073,441 2,416,148 1,891,475 526,216 263,208 852,311 514,753 146,306 1,238,320 6,195,260 2,554,880 1,556,230 549,260 543,540 809,120 675,600 1,691,000 1,147,532 6,451,226 2,397,571 2,575,508 520,396 406,471 344,688 90,000 1,363,810 6,438,305 2,676,920 2,671,760 537,090 1,438,000 $ 12,827,817 $ 14,875,041 $ 15,813,210 $ 13,933,392 $ 15,125,885 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 6,114,031 6,548,928 164,858 6,301,946 7,300,305 1,272,790 7,260,130 8,553,080 - 6,444,028 7,489,364 - 6,967,350 8,158,535 - $ 12,827,817 $ 14,875,041 $ 15,813,210 $ 13,933,392 $ 15,125,885 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 15,857,693 126,897 15,968,594 142,446 17,421,000 170,000 15,130,000 - 14,760,000 - Total Sources $ 15,984,590 $ 16,111,040 $ 17,591,000 $ 15,130,000 $ 14,760,000 Total Expenses Transfers Out 12,827,817 1,369,770 14,875,041 4,089,430 15,813,210 7,215,910 13,933,392 3,299,059 15,125,885 4,065,060 Total Uses $ 14,197,587 $ 18,964,471 $ 23,029,120 $ 17,232,451 $ 19,190,945 Net Operating Result $ 1,787,003 $ (2,853,431) $ (5,438,120) $ (2,102,451) $ (4,430,945) 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 140 Table of Contents ENVIRONMENTAL SERVICES - COMMERCIAL PURPOSE STATEMENT OBJECTIVES FY 2020 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. Exceptional Built Environment  Implement GPS and routing software  Implement paperless tracking  Decrease recycling contamination rate  Audit customer accounts  Develop an asset refurbishment and replacement schedule ACCOMPLISHMENTS FY 2019 The FY 2020 budget includes increases to landfill disposal, fuel and automotive parts and supplies. A .50 FTE reduction is shown as this was reallocated to Environmental Services Residential.    BUDGET NOTES Replaced aging collection equipment Increase efficiencies by analyzing disposal locations and customer density in collection routes Increased education on cardboard collection Org Focus PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Tons of Refuse Collected 20,666 19,971 19,870 19,373 18,975 Cubic Yards of Refuse Collected (in thousands) 738.3 637.4 705.6 661.1 644.8 Tons of Recycling Collected 1,357 1,184 1,165 1,043 947 Recycling Rate Diversion 6.16% 5.60% 5.54% 5.11% 4.80% 141 Table of Contents ENVIRONMENTAL SERVICES - COMMERCIAL PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Commercial Collections Commercial Rolloffs 0.48 5.80 2.00 0.94 6.00 2.00 0.94 6.00 2.00 0.94 6.00 2.00 0.44 6.00 2.00 8.28 8.94 8.94 8.94 8.44 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 34,888 1,264,571 506,383 8,889 106,055 1,488,824 641,290 8,920 98,990 1,378,900 574,420 274,500 104,570 1,424,324 564,271 13,000 70,840 1,485,160 623,220 282,000 $ 1,814,731 $ 2,245,089 $ 2,326,810 $ 2,106,165 $ 2,461,220 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 651,989 1,161,803 939 765,813 1,479,276 - 723,210 1,603,600 - 723,000 1,383,165 - 752,540 1,708,680 - $ 1,814,731 $ 2,245,089 $ 2,326,810 $ 2,106,165 $ 2,461,220 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 2,511,337 - 2,611,978 - 2,680,000 - 2,638,000 - 2,703,000 - Total Sources $ 2,511,337 $ 2,611,978 $ 2,680,000 $ 2,638,000 $ 2,703,000 Total Expenses Transfers Out 1,814,731 248,460 2,245,089 555,950 2,326,810 760,900 2,106,165 599,668 2,461,220 908,020 Total Uses $ 2,063,191 $ 2,801,039 $ 3,087,710 $ 2,705,833 $ 3,369,240 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 448,146 (189,061) $ 142 (407,710) $ (67,833) $ (666,240) Table of Contents ENVIRONMENTAL COMPLIANCE PURPOSE STATEMENT OBJECTIVES FY 2020 Environmental Compliance houses operations for storm water, air quality and street cleaning. These operations ensure compliance with environmental regulations and a safe and clean community for Gilbert Residents. Prosperous Community  Sweep all arterial roadways twice per month  Sweep all residential streets once per month Exceptional Built Environment  Train and educate 75% of field staff on Illicit Discharge Detection and Elimination  Create and update Facility Emergency Response Plan for Tier II  Launch the Green Gilbert initiative to restaurants/come up with parameters for expectations  Repair and clean 20% of Gilbert’s drywells  Educate Gilbert’s citizens on pollution prevention through classes, events, HOA meetings, and website development ACCOMPLISHMENTS FY 2019       Completed Street Sweeping route optimization project Completed a Spill Prevention Control and Countermeasure Plan Completed Tier II report for Arizona Department of Environmental Quality (ADEQ) Completed an assessment of storm water pump stations MS4 permit (storm water) compliant with our six minimal control measures: Public Educations and Outreach, Public Involvement & Participation, Illicit Discharge Detection & Elimination, Construction Site Storm Water Runoff, Post Construction Storm Water Management, Pollution Prevention & Good Housekeeping Implemented a citizen advisory panel Org Focus BUDGET NOTES The Environmental Compliance Fund was established in FY 2019 through the implementation of a new fee to fund storm water and street cleaning operations. Previously these operations were housed under Environmental Services Residential. PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Percentage of Arterials Swept Twice per Month 100% 100% 90% 100% 100% Percentage of Residential Streets Swept Once per Month 100% 100% 90% 100% 100% Storm Inlets Inspected and in Proper Working Order 100% 100% 100% 100% 100% 143 Table of Contents ENVIRONMENTAL COMPLIANCE Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Street Cleaning Storm Water 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 6.34 5.50 0.00 6.34 5.75 Total Personnel 0.00 0.00 0.00 11.84 12.09 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 - - - 532,972 368,967 28,690 826,330 1,112,430 901,939 $ 1,967,450 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Street Cleaning Storm Water Total Expenses $ EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses $ OPERATING RESULTS Total Revenues Transfers In Total Sources $ Total Expenses Transfers Out - $ - $ - $ Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 - - - 518,128 383,811 - 959,570 1,007,880 - 901,939 $ 1,967,450 - $ - $ - $ Budget FY 2020 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 - - - 3,120,000 1,700,000 4,550,000 - - $ 4,820,000 $ 4,550,000 - 901,939 2,535,000 1,967,450 3,536,920 - $ - - $ - Budget FY 2020 Total Uses $ - $ - $ - $ 3,436,939 $ 5,504,370 Net Operating Result $ - $ - $ - $ 1,383,061 $ 144 (954,370) Table of Contents Streets Fund _____________________________________ Streets Fund Summary Streets Fund Benchmarks Streets Table of Contents PUBLIC WORKS Streets Maintenance Traffic Control Right of Way Maintenance Asphalt Patching Traffic Signal Maintenance Landscape Maintenance Fog Sealing Street Signs Shoulder Maintenance Preventive Maintenance Street Lighting Concrete Repair Crack Sealing Street Marking Street Cleaning Traffic Operations Center Hazard Response Table of Contents STREETS FUND FUND DESCRIPTION It is Streets mission to provide a safe, reliable, and an efficient roadway system that encompasses the following operations: streets maintenance, traffic control systems, rights-of-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. State-shared gasoline tax (HURF) and vehicle license tax (VLT) revenues fund Gilbert’s Street Division. Beginning 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 2020. Roadway and Maintenance HURF Total Operating Revenues $ 11,113,000 $ 16,545,000 Total Operating Expenses (6,569,530) (16,455,130) Operating Income (Loss) $ 4,543,470 Non-Operating Revenues (Expenses) $ - Income (Loss) Before Transfers $ 4,543,470 89,870 - $ 89,870 Transfers In 618,000 - Transfers Out (13,160,710) (920,410) Net Income $ (7,999,240) $ (830,540) ORGANIZATIONAL FOCUS AREAS These icons indicate the organizational focus areas addressed throughout the Streets Fund. Prosperous Community Strong Economy 145 Exceptional Built Environment Table of Contents STREETS FUND Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 #VALUE! ance Technician 53.66 0.00 55.66 0.00 54.66 1.00 54.66 1.00 #VALUE! 53.66 55.66 55.66 55.66 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 12,797,997 7,148,141 12,567,449 6,382,168 14,093,220 4,594,190 13,630,610 3,836,933 16,455,130 6,569,530 $ 19,946,138 $ 18,949,617 $ 18,687,410 $ 17,467,543 $ 23,024,660 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 3,742,044 9,131,787 7,072,307 3,798,802 8,885,485 6,265,330 4,443,250 10,635,020 3,609,140 4,392,153 9,476,454 3,598,936 4,932,360 17,956,300 136,000 $ 19,946,138 $ 18,949,617 $ 18,687,410 $ 17,467,543 $ 23,024,660 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 25,949,998 - 25,669,559 - 25,501,000 - 27,145,000 - 27,658,000 618,000 Total Sources $ 25,949,998 $ 25,669,559 $ 25,501,000 $ 27,145,000 $ 28,276,000 Total Expenses Transfers Out 19,946,138 4,649,330 18,949,617 4,677,840 18,687,410 14,088,090 17,467,543 7,570,096 23,024,660 14,081,120 Total Uses $ 24,595,468 $ 23,627,457 $ 32,775,500 $ 25,037,639 $ 37,105,780 Net Operating Result $ 1,354,530 $ 2,042,102 $ (7,274,500) $ 2,107,361 $ (8,829,780) 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 146 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. 147 Table of Contents STREETS PURPOSE STATEMENT OBJECTIVES FY 2020 To provide safe, reliable, and efficient roadway systems by providing for streets maintenance, traffic control systems, rights-of-way, and storm drain systems. Exceptional Built Environment  Maintain a network Pavement Condition Index (PCI) of 72 or better  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  Replace all non-regulatory signs 15 years old  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 2019         Maintained a network Pavement Condition Index (PCI) of 72.8 Crack sealed 100% of all roadways prior to scheduled maintenance Re-rated 22.5% of roadway network Completed Gilbert Road overlay project Upgraded 219 streetlights to current standards (LRIP) Completed traffic signal pole inventory Completed 100% of traffic signal pole inspections Completed internally illuminated street name sign project (signalized intersections) Org Focus BUDGET NOTES The FY 2020 supply and contractual budget has increased to accommodate the necessary replacements of streetlights, based on the LongRange Infrastructure Plan. An additional increase of approximately $100k is included for newly completed capital project pavement needs. There are no changes to the personnel budget. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Network Pavement Condition Index (PCI) 73.3 74.0 72.8 72.0 72.0 Percentage of Roadway Network Re-Rated 0.0% 22.5% 20.0% 20.0% 20.0% Streetlight Repairs Made Within Seven Days 98% 98% 100% 100% 100% Regulatory Signs Over 10 Years Old Replaced N/A 1,774 5,752 5,764 5,764 Non-Regulatory Signs Over 15 Years Old Replaced N/A N/A N/A 2,388 2,388 PERFORMANCE MEASURES 149 Table of Contents STREETS PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Administration Streets Maintenance Traffic Control Right of Way Maintenance Hazard Response 3.00 20.34 19.66 5.33 2.34 3.00 21.67 21.66 4.99 2.34 4.00 21.67 22.66 4.99 2.34 4.00 21.67 22.66 4.99 2.34 4.00 21.67 22.66 4.99 2.34 50.67 53.66 55.66 55.66 55.66 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 5,274,828 1,730,761 6,727,915 3,499,766 231,373 2,481,495 5,430,763 1,723,488 6,836,243 3,015,609 275,490 1,668,024 4,335,710 2,319,160 6,783,060 3,449,440 220,500 1,579,540 4,422,490 2,241,524 6,926,796 3,480,462 233,731 162,540 5,983,530 2,496,730 8,299,560 4,026,180 220,120 1,998,540 $ 19,946,138 $ 18,949,617 $ 18,687,410 $ 17,467,543 $ 23,024,660 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 3,742,044 9,131,787 7,072,307 3,798,802 8,885,485 6,265,330 4,443,250 10,635,020 3,609,140 4,392,153 9,476,454 3,598,936 4,932,360 17,956,300 136,000 $ 19,946,138 $ 18,949,617 $ 18,687,410 $ 17,467,543 $ 23,024,660 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 150 Table of Contents Internal Service Funds __________________________________________ Internal Service Funds Summary Fleet Maintenance Health Self Insurance Dental Self Insurance Table of Contents INTERNAL SERVICE FUNDS Management Services Fleet Maintenance Town Council Health Self Insurance Dental Self Insurance Table of Contents INTERNAL SERVICE FUNDS FUND DESCRIPTION The internal service funds (ISF) 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 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 under direction of a trust board FUND INFORMATION Fleet Maintenance undergoes a rate review annually. This year, the recommended hourly rate is $96.75 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 30%. Fuel has a mark-up of $.16 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 10% markup. Health Self Insurance accounts for costs of health insurance. All contributions are deposited into this fund, and claims are paid as approved by the third party 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. ORGANIZATIONAL FOCUS AREAS These icons indicate the organizational focus areas addressed throughout the ISF Funds. Prosperous Community Strong Economy 151 Exceptional Built Environment Table of Contents INTERNAL SERVICE FUNDS PERSONNEL BY DIVISION Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Fleet Maintenance Health Self Insurance Dental Self Insurance 26.00 0.00 0.00 26.00 0.00 0.00 26.00 0.00 0.00 26.00 0.00 0.00 26.00 0.00 0.00 26.00 26.00 26.00 26.00 26.00 EXPENSES BY DIVISION Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Fleet Maintenance Health Self Insurance Dental Self Insurance 6,742,912 14,798,577 1,120,061 7,140,119 14,221,584 1,167,518 8,057,760 17,041,560 1,317,000 7,712,730 15,371,640 1,317,000 8,529,810 17,269,800 1,317,000 $ 22,661,550 $ 22,529,221 $ 26,416,320 $ 24,401,370 $ 27,116,610 EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 1,822,948 20,745,076 93,526 1,809,118 20,720,103 - 2,044,860 24,371,460 - 2,099,830 22,301,540 - 2,239,690 24,744,820 132,100 $ 22,661,550 $ 22,529,221 $ 26,416,320 $ 24,401,370 $ 27,116,610 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 25,232,202 - 25,407,940 - 25,296,000 - 25,787,000 - 27,020,530 - Total Sources $ 25,232,202 $ 25,407,940 $ 25,296,000 $ 25,787,000 $ 27,020,530 Total Expenses Transfers Out 22,661,550 7,332 22,529,221 221,000 26,416,320 - 24,401,370 221,000 27,116,610 426,290 Total Uses $ 22,668,882 $ 22,750,221 $ 26,416,320 $ 24,622,370 $ 27,542,900 Net Operating Result $ 2,563,320 $ 2,657,719 $ (1,120,320) $ 1,164,630 Total Personnel Total Expenses Total Expenses 152 $ (522,370) Table of Contents FLEET MAINTENANCE PURPOSE STATEMENT OBJECTIVES FY 2020 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. Exceptional Built Environment  Launch phase II implementation of Compressed Natural Gas (CNG) fill stations  Complete South Area Service Center facility modification for CNG vehicle repair safety compliance  Complete long-range Space Assessment Study for both North and South Area Service Centers  Optimize fleet usage by reducing "ghost” vehicles to less than 2% of the fleet and identifying a motor pool strategy  Implement the Town's first 100% plug-in electric vehicles and required infrastructure  Define Town-wide standardized emergency lighting/up-fit requirements for future vehicle procurements ACCOMPLISHMENTS FY 2019       Developed a process to track and optimize utilization of Fleet vehicles and eliminate/reduce "ghost" vehicles – ghost vehicles reduced by 46% this year Revised and implemented new performance monitors, which improved project management compliance by over 25% in FY 2019 In conjunction with Public Works, obtained funding and launched site space assessments for the North and South Area Service Centers Completed Arizona Department of Environmental Quality (ADEQ) decommissioning of Stage II Vapor recovery system and hardware for both North and South Area Service Centers unleaded fuel dispensing stations Executed conversion to paperless record keeping for parts requests, lift inspections, and down-log tracking Completed procurement of 89 (replacement and additional) vehicles and equipment totaling $6.5M, which was $21K under budget Org Focus BUDGET NOTES No new FTE have been added. The supplies and contractual budget was increased based on the rising cost of parts, and the purchase of a new vehicle lift, and Fleet Management Information System Software. The capital outlay budget increased due to the replacement of a vehicle and multiple pieces of large equipment as well as the purchase of two plug-in electric vehicles. PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Technician Productivity Ratio 70.14% 70.42% 70% 70% 70% Total Number of Work Orders Processed 8,806 8,229 7,956 8,000 N/A Scheduled vs Unscheduled Maintenance 66%/34% 75%/25% 68%/32% 70%/30% 70%/30% 851 909 856 883 N/A Total Number of Vehicles/Equipment Supported 153 Table of Contents FLEET MAINTENANCE Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 6,742,912 7,140,119 8,057,760 7,712,730 8,529,810 $ 6,742,912 $ 7,140,119 $ 8,057,760 $ 7,712,730 $ 8,529,810 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,822,948 4,826,438 93,526 1,809,118 5,331,001 - 2,044,860 6,012,900 - 2,099,830 5,612,900 - 2,239,690 6,158,020 132,100 $ 6,742,912 $ 7,140,119 $ 8,057,760 $ 7,712,730 $ 8,529,810 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 6,666,005 - 7,413,297 - 7,239,000 - 7,730,000 - 8,378,530 - Total Sources $ 6,666,005 $ 7,413,297 $ 7,239,000 $ 7,730,000 $ 8,378,530 Total Expenses Transfers Out 6,742,912 - 7,140,119 221,000 8,057,760 - 7,712,730 221,000 8,529,810 426,290 Total Uses $ 6,742,912 $ 7,361,119 $ 8,057,760 $ 7,933,730 $ 8,956,100 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 (76,907) $ 52,178 154 $ (818,760) $ (203,730) $ (577,570) Table of Contents HEALTH SELF INSURANCE PURPOSE STATEMENT OBJECTIVES FY 2020 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. Prosperous Community  Maintain minimum fund balance  Provide a competitive benefit package to Town employees and provide education in order to improve utilization and understanding of benefits  Transition GilbertWellness communications to BE-Well Central  Focus on stress and reducing pharmacy costs for stress-related medications  Focus on high blood pressure and education on symptoms and prevention  Hold at least three GilbertWellness events that are open to the community ACCOMPLISHMENTS FY 2019         Increased fund reserve balance to $5.0M Increased wellness visits by 10% Increased Employee Assistance Program awareness by 21% Implemented automated enrollment system for benefits: BE-Well Central Achieved Platinum Level Worksite designation from Maricopa Department of Health Ranked 6th for midsize organizations in The Phoenix Business Journal's Top 100 Healthiest Employers Installed blood pressure kiosks in four town locations Maintained health premiums with no increase Org Focus BUDGET NOTES Gilbert offers two plans; Preferred and Banner Select (Narrow Network). FY 2020 plan changes are minimal, and are focused on mitigation of potential pharmacy cost increases. PERFORMANCE MEASURES Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Average Total Plan Cost (Expense per Participating Employee per Month) (industry average $1,466) $1,131 $1,024 $1,079 $1,132 N/A Average Actual Total Premium per Employee per Month (Industry Average $380) 289 $188 $188 $188 N/A Average Actual Town Premium Contribution per Employee per Month (Industry Average $956) $976 $976 $976 $976 N/A Health Plan Participants 1,090 1,157 1,180 1,203 N/A Reserve in Excess of Established Incurred But Not Reported (IBNR) Claims in Millions $1.48M $3.90M $5.00M $5.00M $4.00M 155 Table of Contents HEALTH SELF INSURANCE PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Health Self Insurance 14,798,577 14,221,584 17,041,560 15,371,640 17,269,800 $ 14,798,577 $ 14,221,584 $ 17,041,560 $ 15,371,640 $ 17,269,800 EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 14,798,577 - 14,221,584 - 17,041,560 - 15,371,640 - 17,269,800 - $ 14,798,577 $ 14,221,584 $ 17,041,560 $ 15,371,640 $ 17,269,800 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 17,339,630 - 16,750,982 - 16,675,000 - 16,675,000 - 17,260,000 - Total Sources $ 17,339,630 $ 16,750,982 $ 16,675,000 $ 16,675,000 $ 17,260,000 Total Expenses Transfers Out 14,798,577 7,332 14,221,584 - 17,041,560 - 15,371,640 - 17,269,800 - Total Uses $ 14,805,909 $ 14,221,584 $ 17,041,560 $ 15,371,640 $ 17,269,800 Net Operating Result $ 2,533,721 $ 2,529,398 $ Total Personnel Total Expenses Total Expenses 156 (366,560) $ 1,303,360 $ (9,800) Table of Contents DENTAL SELF INSURANCE PURPOSE STATEMENT OBJECTIVES FY 2020 This fund provides financing for dental benefits for employees, dependents, and eligible members under retiree and Consolidated Omnibus Budget Reconciliation Act (COBRA) continuation. Prosperous Community  Increase use of mobile dental services in more town facilities  Sufficient premiums to pay plan expenses ACCOMPLISHMENTS FY 2019 BUDGET NOTES    The Dental Self Insurance Fund was implemented in FY 2011. Prior to this time, the dental plan was fully insured through a dental insurance company. The contribution rate for dental premiums is shared between the Town of Gilbert and employees. The Town of Gilbert contribution rate for dental premiums is 80% of the total premium (both single and family coverage). Employees pay 20% of the premium. Retirees and COBRA participants are responsible for full premium costs. Sufficient premiums to pay plan expenses Maintained plan with no premium increase Implemented onsite dental services with mobile unit to increase dental health Org Focus Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Average Total Plan Cost (Expense per Participating Employee per Month) (Industry Average $62 to $95) $83 $84 $85 $85 N/A Average Actual Premium per Employee per Month (Industry Average $34) $18 $18 $18 $18 N/A Average Actual Town Premium Contribution per Employee per Month (Industry Average $42) $73 $73 $73 $73 N/A Dental Plan Participants 1,122 1,182 1,197 1,212 N/A PERFORMANCE MEASURES 157 Table of Contents DENTAL SELF INSURANCE PERSONNEL BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,120,061 1,167,518 1,317,000 1,317,000 1,317,000 $ 1,120,061 $ 1,167,518 $ 1,317,000 $ 1,317,000 $ 1,317,000 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1,120,061 - 1,167,518 - 1,317,000 - 1,317,000 - 1,317,000 - $ 1,120,061 $ 1,167,518 $ 1,317,000 $ 1,317,000 $ 1,317,000 Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 1,226,567 - 1,243,661 - 1,382,000 - 1,382,000 - 1,382,000 - Total Sources $ 1,226,567 $ 1,243,661 $ 1,382,000 $ 1,382,000 $ 1,382,000 Total Expenses Transfers Out 1,120,061 - 1,167,518 - 1,317,000 - 1,317,000 - 1,317,000 - Total Uses $ 1,120,061 $ 1,167,518 $ 1,317,000 $ 1,317,000 $ 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 106,506 76,143 158 65,000 65,000 65,000 Table of Contents Replacement Funds _________________________________ Replacement Funds Summary Replacement Funds 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. The FY 2019 contributions decreased with the creation of the new Environmental Compliance Fund and corresponding Equipment Replacement Fund. 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. Environmental Compliance Repair and Replacement – Gilbert established the Environmental Compliance Repair and Replacement Fund in FY 2019. The Environmental Compliance 159 Table of Contents REPLACEMENT FUNDS Fund will make contributions to the replacement fund based on the useful life of the Storm Water infrastructure, as well as the Street Cleaning rolling stock and equipment. Streets Equipment Replacement – Gilbert established the Street Equipment Replacement fund in FY 2002. The Roadway and Maintenance Fund make contributions to the Streets Fund Replacement fund based on the useful life of the rolling stock and equipment. Future rolling stock and equipment replacements will be purchased through this fund. 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, 2019 for each replacement fund is listed below. Fund Fund Balance General Water Wastewater Environmental Services - Residential Environmental Services - Commercial Environmental Compliance Streets Fleet Maintenance $ 11,355,700 92,907,521 63,146,187 4,123,600 365,600 2,535,000 4,965,950 670,100 Total Fund Balance $ 180,069,658 Based on budgeted revenues and expenditures for FY 2020, the anticipated ending fund balance for each replacement fund is as follows: Fund Fund Balance General Water Wastewater Environmental Services - Residential Environmental Services - Commercial Environmental Compliance Streets Fleet Maintenance $ 7,316,200 57,851,431 17,345,257 74,100 244,100 2,857,000 4,668,950 - Total Fund Balance $ 90,357,038 160 Table of Contents REPLACEMENT FUNDS GENERAL REPLACEMENT FUND Actual FY 2017 Actual FY 2018 Budget FY 2019 Total Revenues Transfers In 178,242 1,993,160 250,817 2,300,000 40,000 2,300,000 Total Sources $ Total Expenses Transfers Out 2,171,402 $ 1,723,201 - Total Uses $ 1,723,201 Net Operating Result $ 448,201 2,550,817 $ 4,989,666 $ 4,989,666 2,340,000 Projected FY 2019 80,000 2,300,000 $ 3,471,500 $ 3,471,500 Budget FY 2020 2,380,000 80,000 2,300,000 $ 637,500 $ 637,500 $ (2,438,849) $ (1,131,500) $ 1,742,500 2,380,000 6,419,500 - $ 6,419,500 $ (4,039,500) WATER REPLACEMENT FUND Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 681,047 10,971,440 1,032,008 12,000,000 200,000 13,000,000 600,000 13,000,000 600,000 13,400,000 Total Sources $ 11,652,487 $ 13,032,008 $ 13,200,000 $ 13,600,000 $ 14,000,000 Total Expenses Transfers Out 1,399,298 - 7,317,847 - 3,721,900 34,818,620 964,900 4,738,179 3,493,000 45,563,090 Total Uses $ 1,399,298 $ 7,317,847 $ 38,540,520 $ 5,703,079 $ 49,056,090 Net Operating Result $ 10,253,189 $ 5,714,161 $ (25,340,520) $ 7,896,921 $ (35,056,090) WASTEWATER REPLACEMENT FUND Actual FY 2017 Actual FY 2018 Budget FY 2019 Total Revenues Transfers In 591,116 9,305,750 735,135 2,747,000 200,000 9,200,000 Total Sources $ Total Expenses Transfers Out 9,896,866 $ 5,376,522 - 3,482,135 $ 9,400,000 8,966,539 - 4,383,200 51,140,980 8,966,539 $ 55,524,180 Projected FY 2019 Budget FY 2020 200,000 9,200,000 $ 9,400,000 200,000 9,200,000 $ 9,400,000 1,742,200 1,774,513 4,088,500 51,112,430 Total Uses $ 5,376,522 $ $ 3,516,713 $ 55,200,930 Net Operating Result $ 4,520,344 $ (5,484,404) $ (46,124,180) $ 5,883,287 $ (45,800,930) Actual FY 2017 ENVIRO SVCS RES REPLACEMENT FUND Total Revenues Transfers In Total Sources 104,382 496,660 $ Total Expenses Transfers Out 601,042 $ 983,016 - Actual FY 2018 Budget FY 2019 100,382 3,200,000 190,000 3,200,000 3,300,382 $ 3,974,952 - Total Uses $ 983,016 Net Operating Result $ (381,974) $ $ 3,974,952 3,390,000 Projected FY 2019 90,000 665,000 $ 5,413,400 $ 5,413,400 755,000 90,000 680,000 $ 1,313,400 $ (674,570) $ (2,023,400) $ 161 Budget FY 2020 1,313,400 770,000 4,819,500 - $ 4,819,500 (558,400) $ (4,049,500) Table of Contents REPLACEMENT FUNDS Actual FY 2017 ENVIRO SVCS COMM REPLACEMENT FUND Total Revenues Transfers In Total Sources Actual FY 2018 4,902 112,370 $ Total Expenses Transfers Out 117,272 9,687 412,000 $ $ - $ Net Operating Result $ 117,272 $ Total Revenues Transfers In Total Sources $ Total Expenses Transfers Out 421,687 428,397 $ 415,000 $ (6,710) $ 890,000 Budget FY 2019 - - - $ - - $ $ - - $ $ - $ - $ - $ Net Operating Result $ - $ - $ - $ Total Revenues Transfers In Total Sources 138,785 428,290 $ Total Expenses Transfers Out 567,075 Budget FY 2019 83,786 428,000 $ 175,213 - 511,786 725,510 - $ 175,213 $ 725,510 Net Operating Result $ 391,862 $ (213,724) $ Total Sources Actual FY 2018 Actual FY 2017 Total Revenues Transfers In 2,275 $ Total Expenses Transfers Out 2,275 $ - 224,132 $ $ (954,050) $ 20,700 - - 2,535,000 2,535,000 $ 2,535,000 458,000 616,050 $ 200,000 - $ 2,213,000 $ 322,000 Budget FY 2020 30,000 790,000 $ - $ 20,700 $ 200,000 Net Operating Result $ 2,275 $ 203,432 $ (200,000) $ $ 820,000 1,117,000 - $ 1,117,000 (158,050) $ (297,000) Budget FY 2020 221,000 417,000 $ - $ 2,535,000 2,213,000 - 221,000 Total Uses 162 Budget FY 2020 Projected FY 2019 $ (121,500) 616,050 - Budget FY 2019 3,132 221,000 $ 1,402,050 (225,000) $ 30,000 428,000 1,402,050 - Total Uses FLEET MAINTENANCE REPLACEMENT FUND 448,000 536,500 Projected FY 2019 20,000 428,000 $ $ - - Actual FY 2018 640,000 415,000 536,500 - 2,535,000 $ Actual FY 2017 $ Projected FY 2019 Total Uses STREETS REPLACEMENT FUND 415,000 3,000 412,000 640,000 - (475,000) $ Actual FY 2018 Budget FY 2020 3,000 412,000 890,000 - Actual FY 2017 - Projected FY 2019 3,000 412,000 428,397 - Total Uses ENVIRO COMPLIANCE REPLACEMENT FUND Budget FY 2019 417,000 116,100 971,000 - $ 1,087,100 221,000 $ (670,100) Table of Contents Special Revenue __________________________________________ Special Revenue Summary Special Revenue Table of Contents SPECIAL REVENUE FUNDS FUNDS DESCRIPTION Special Revenue Funds are a distinct type of fund that are used to account for a specific activity. The activities range from System Development Fees to Police Impound. 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. 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. 163 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. 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, 2020 based on the anticipated revenue and expenditures for FY 2020. Estimated Estimated Starting Ending Balance CDBG/HOME Revenue Expense Balance $ 11,433 2,039,060 2,039,060 $ 11,433 Traffic Signal SDF $ 11,007,775 2,215,000 Road Maintenance SDF $ - 2,000,000 3,524,420 $ 9,698,355 - $ 2,000,000 Police SDF $ 2,517,758 1,000,000 2,625,060 $ 892,698 Fire SDF $ General Government SDF $ (10,150,789) 2,500,000 1,297,840 $ (8,948,629) (6,082,926) 2,200,000 2,184,520 $ (6,067,446) Parks and Recreation SDF $ 21,168,032 7,565,000 22,155,400 $ 6,577,632 Parks SDF Prior to 2012 $ 6,605,801 19,140,000 25,748,265 $ (2,464) Water SDF $ 5,990,207 7,600,000 29,450,690 $ (15,860,483) Water Resource Fee $ (27,480,424) 2,550,000 40,941,630 $ (65,872,054) Wastewater SDF - Neely $ 5,455,241 400,000 5,821,930 $ 33,311 Wastewater SDF - Greenfield $ 18,297,315 4,000,000 13,800,700 $ 8,496,615 Grants $ 630,189 5,189,150 5,189,150 $ 630,189 Police Impound $ (111,045) 100,000 308,380 $ (319,425) Street Light Improvement $ 14,400 1,728,400 1,905,600 $ (162,800) Parkway Improvement $ 215,430 985,380 1,211,610 $ (10,800) Other Special Revenue $ 1,734,131 3,178,690 3,137,630 $ 1,775,191 164 Table of Contents SPECIAL REVENUE FUNDS Actual FY 2017 CDBG/HOME FUNDS Total Revenues Transfers In Total Sources 711,665 $ Total Expenses Transfers Out 711,665 $ 711,603 - Actual FY 2018 Budget FY 2019 1,984,826 - 1,949,880 - 1,984,826 $ 1,983,506 - 1,949,880 Projected FY 2019 816,000 $ 744,880 1,205,000 Total Uses $ 711,603 $ 1,983,506 $ Net Operating Result $ 62 $ 1,320 $ 1,949,880 - Budget FY 2020 816,000 2,039,060 $ 749,143 67,424 $ $ 816,567 2,039,060 788,000 1,251,060 $ (567) $ 2,039,060 - SYSTEM DEVELOPMENT FEES Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 37,799,308 - 37,827,682 295,965 59,650,000 - 38,030,000 - 51,170,000 - Total Sources $ 37,799,308 $ 38,123,647 $ 59,650,000 $ 38,030,000 $ 51,170,000 Total Expenses Transfers Out 7,864,769 21,578,790 11,596,690 36,269,995 1,159,660 139,530,360 1,159,660 67,392,050 147,550,455 Total Uses $ 29,443,559 $ 47,866,685 $140,690,020 $ 68,551,710 $147,550,455 Net Operating Result $ $ (9,743,038) $ (81,040,020) $ (30,521,710) $ (96,380,455) GRANTS Total Revenues Transfers In Total Sources $ Total Expenses Transfers Out 8,355,749 Actual FY 2017 Actual FY 2018 Budget FY 2019 1,201,220 - 1,014,004 - 5,660,900 - 1,201,220 $ 1,478,169 $ 1,478,169 Net Operating Result $ (276,949) $ Total Sources $ 283,340 $ Total Expenses Transfers Out 283,340 1,181,904 $ (167,900) $ 267,675 56,795 249,674 $ 324,470 Net Operating Result $ (41,130) $ $ 302,793 $ $ (162,610) $ 310,000 $ 407,820 $ 5,272,011 $ (22,111) $ 150,000 (97,820) $ 290,045 - 100,000 $ 260,045 30,000 $ 5,189,150 Budget FY 2020 150,000 $ 5,189,150 5,189,150 - Projected FY 2019 342,820 65,000 (53,119) $ 165 5,823,510 5,249,900 5,189,150 - 5,272,011 - 310,000 - 250,831 51,962 Total Uses $ Budget FY 2019 249,674 $ 5,660,900 Budget FY 2020 5,249,900 - 5,272,240 551,270 Actual FY 2018 Actual FY 2017 Total Revenues Transfers In $ 1,181,904 - Total Uses POLICE IMPOUND 1,014,004 Projected FY 2019 100,000 293,380 15,000 $ 308,380 (140,045) $ (208,380) Table of Contents SPECIAL REVENUE FUNDS SPECIAL DISTRICTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Total Revenues Transfers In 2,947,131 - 2,921,434 - 2,918,230 - Total Sources $ Total Expenses Transfers Out 2,947,131 $ 2,777,032 - 2,921,434 $ 2,787,256 - 2,918,230 Projected FY 2019 2,918,230 $ 3,197,900 - $ 2,777,032 $ 2,787,256 $ 3,197,900 Net Operating Result $ 170,099 $ 134,178 $ (279,670) $ Actual FY 2017 Actual FY 2018 Budget FY 2019 Total Revenues Transfers In 1,441,323 80,766 1,580,112 - 3,497,870 - Total Sources $ Total Expenses Transfers Out 1,522,089 $ 1,659,090 109,223 1,580,112 $ 1,557,194 23,286 Total Uses $ 1,768,313 Net Operating Result $ (246,224) $ $ 1,580,480 $ $ 4,252,360 $ 3,172,900 $ 3,117,210 (254,670) $ (403,430) Budget FY 2020 3,466,120 $ 3,466,120 2,578,690 600,000 $ 3,490,289 30,000 $ (754,490) $ 2,713,780 3,117,210 - Projected FY 2019 4,222,360 30,000 (368) $ 166 3,497,870 2,918,230 2,701,180 12,600 3,172,900 - Total Uses OTHER SPECIAL REVENUE Budget FY 2020 3,520,289 3,178,690 3,137,630 - $ 3,137,630 (54,169) $ 41,060 Table of Contents Other Capital Funds __________________________________________ Other Capital Funds Summary Guide to the Capital Improvement Plan Capital Improvement Plan Summary Capital Improvement Plan Operating Impacts Ten-Year Financial Plan Street Project Locator Streets Project Summary Streets Project Detail Traffic Control Project Locator Traffic Control Project Summary Traffic Control Project Detail Municipal Facilities Project Locator Municipal Facilities Project Summary Municipal Facilities Project Detail Redevelopment Project Locator Redevelopment Project Summary Redevelopment Project Detail Storm Water Project Locator Storm Water Project Summary Storm Water Project Detail Water Project Locator Water Project Summary Water Project Detail Wastewater Project Locator Wastewater Project Summary Wastewater Project Detail Parks and Recreation Project Locator Parks and Recreation Project Summary Parks and Recreation Project Detail Table of Contents OTHER CAPITAL FUNDS PURPOSE STATEMENT OBJECTIVES FY 2020 Plan for future town infrastructure needs and ensure Gilbert funded infrastructure is designed and constructed to the appropriate standards. Prosperous Community ♦ Manage construction of the Public Safety Training Facility through 50% completion ♦ Assist all departments in business case development (need) of new projects into the FY 2021 CIP update by October 2019 Exceptional Built Environment ♦ Manage completion of the Relocation of utilities for the ST1580 - Lindsay Traffic Interchange (TI) and completion of TI design by July 2020 ♦ Open Phase 1 by October 2019 and complete construction of Phase 1b PR0310 - Gilbert Regional Park (October 2020) ♦ Manage completion of Shade and Streetscape Plan by June 2020 ♦ Continue quality and timely management of FY 2020 Budgeted CIP projects and manage majority of projects through PM Software (130) including the rollout of internal users beyond CIP Administration ACCOMPLISHMENTS FY 2019 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Purchase and implemented CIP Project Management Software for project tracking, collaboration and management Provided improved interdepartmental collaborations during project development and budgeting phase of the Capital Improvements planning Manage the completion of the design of the Public Safety Training Facility (MF0400) Managed design of Phase 1 and 1b of Gilbert Regional Park (PR0310) and the construction of Phase 1 to be completed in October 2019 Managed the completion of the construction of the Heritage District Garage II in March 2019 Managed the design and construction of Phase 1 of Desert Sky Park (PR0320), with construction scheduled to complete in September 2019 Managed the finalization of the design concept report and began final design of the Lindsay/202 Traffic Interchange (ST1580) Provide project management services on over 105 projects Org Focus BUDGET NOTES The FY 2020 budget includes the conversion of a Limited Term Agreement position to an FTE. Onetime funding has been authorized for modifications to office and conference room space. There are no other significant changes to the FY 2020 budget. Actual FY 2017 Actual FY 2018 Projected FY 2019 Expected FY 2020 Target Input Projects in New Project Management Software N/A N/A 20 125 N/A New Projects Scoped and Cost Estimated N/A 38 55 50 N/A New Contracts Issued N/A 100 95 100 N/A Total Investment in Capital Projects (in Millions) $76.4 $114.3 $110.0 $140.0 N/A Manage Active Projects N/A 135 130 129 N/A PERFORMANCE MEASURES 167 Table of Contents OTHER CAPITAL FUNDS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Capital Projects Administration 12.40 12.40 12.40 12.40 13.40 Total Personnel 12.40 12.40 12.40 12.40 13.40 EXPENSES BY ACTIVITY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 1,060,626 1,172,384 10,914,631 1,880,269 2,276,331 2,610,199 - 1,518,311 8,025,007 10,783,958 3,982,342 38,473,083 10,329,333 - 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 1,615,402 14,816,674 386,402 10,014,614 9,041,040 479,020 17,656,080 7,978,312 7,625,267 5,813,974 44,760 1,874,030 100,000,000 350,000 21,276,240 18,192,460 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 76,192,750 873,000 $ 19,914,440 $ 73,112,034 $ 579,139,180 $ 75,471,545 $ 634,811,890 EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 1,002,612 3,494,161 15,417,667 1,314,892 7,808,135 63,989,007 1,684,440 13,651,470 563,803,270 1,482,092 10,920,859 63,068,594 1,733,310 6,284,240 626,794,340 $ 19,914,440 $ 73,112,034 $ 579,139,180 $ 75,471,545 $ 634,811,890 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 155,458,710 1,573,198 72,561,490 - 140,812,260 477,318,240 5,265,042 73,469,741 208,904,030 532,587,860 Total Sources $157,031,908 $ 72,561,490 $ 618,130,500 $ 78,734,783 $ 741,491,890 Total Expenses Transfers Out 19,914,440 - 73,112,034 4,852,866 579,139,180 217,237,910 75,471,545 33,321,443 634,811,890 221,944,560 Total Uses $ 19,914,440 $ 77,964,900 $ 796,377,090 $108,792,988 $ 856,756,450 Net Operating Result $137,117,468 $ (5,403,410) $(178,246,590) $ (30,058,205) $(115,264,560) PERSONNEL BY ACTIVITY Total Expenses Total Expenses 168 Table of Contents GUIDE TO CAPITAL IMPROVEMENT PLAN 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)  Water (WA)  Parks and Recreation (PR)  Traffic (TS)  Redevelopment (RD) 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 2020 projects. Following each summary and map, descriptions of each project that are included in the FY 2020 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. 169 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 budget 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 170 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 2020 - 2029 Capital Improvement Plan was adopted on June 6, 2019. Only the first year of the plan (FY 2020) 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 2020 are found in the pages that follow. Capital Expenses: (1,000s) Streets Improvements Total $ Prior Years FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 Beyond 10 $ $ 676,493 $ 21,326 $ 105,138 $ 33,472 $ 111,010 $ 76,633 $ 35,450 Traffic Control Improvements 53,876 1,378 7,497 5,432 13,260 6,023 7,075 11,763 1,448 Municipal Facilities Improvements 184,513 30,482 91,290 10,003 7,011 1,485 1,616 35,566 7,060 Redevelopment Improvements 108,078 18,485 9,814 1,521 45,698 20,839 9,738 - 1,983 Storm Water Improvements 6,586 - 873 300 - - - 5,413 - 443,768 94,362 167,130 24,460 25,567 17,799 9,637 98,921 5,892 Water Improvements 173,756 119,708 Wastewater Improvements 283,335 38,468 97,468 7,468 17,095 5,230 2,208 115,398 - Parks and Recreation Improvements 671,729 50,352 53,380 13,522 2,592 1,029 170,301 139,257 241,296 $ 2,428,378 $ 254,853 $ 532,590 96,178 $ 222,233 $ 129,038 $ 236,025 Total Capital Expenses $ $ 580,074 $ Capital Improvement Plan By Project Type Streets Improvements 27.9% Traffic Control Improvements 2.2% Parks and Recreation Improvements 27.7% Municipal Facilities Improvements 7.6% Redevelopment Improvements 4.5% Wastewater Improvements 11.7% Storm Water Improvements 0.3% Water Improvements 18.3% 171 377,387 Table of Contents CAPITAL IMPROVEMENT PLAN SUMMARY Capital Sources: (1,000s) PFMPC - 2009 Bonds Prior Years Total - $ FY 2022 - $ FY 2023 - $ FY 2024 - $ Years 6-10 - $ Beyond 10 24,764 $ 24,764 13 13 - - - - - - - WRMPC - 2018 Bonds 45,253 23,977 21,276 - - - - - - WRMPC - Intergov Contrib 31,462 29,962 1,500 - - - - - - WRMPC - Bonds (SDF) 53,301 36,607 16,694 - - - - - - 2001 GO Bonds 02-03 1 1 - - - - - - - 2006 GO Bonds 08 2,314 2,314 - - - - - - - 2007 GO Bonds 08 3,508 3,508 - - - - - - - 2017 GO Bonds 66,465 12,416 54,049 - - - - - - 2020 Public Safety Bonds 65,000 - 65,000 - - - - - - 2022 Potential Street Bond 221,686 - - - 91,083 73,041 30,064 27,498 - 2024 Potential Parks Bonds 142,923 - - - - - 131,022 11,901 - 2026 Potential Street Bond 99,716 - - - - - - 98,693 1,023 2028 Potential Parks Bonds 114,276 - - - - - - 99,805 14,471 566 - 566 - - - - - - CDBG 1,292 41 1,251 - - - - - - MAG RTP Arterial Fund 58,192 114 16,314 24,541 9,696 5,368 2,159 - - MAG Revolving Fund 1,676 663 17,196 (15,812) 7,156 (5,368) (2,159) - - Developer Contribution 22,072 2,076 791 4,862 - 11,158 - 2,860 325 Salt River Project $ FY 2021 WRMPC - 2007 Bonds Maricopa County $ FY 2020 - $ - 19 19 - - - - - - - CIP Outside Sources 20,348 12,647 5,889 - - - 1,812 - - CIP O/S Revolving Fund 3,346 (312) 4,171 (9,298) (35) - 7,874 946 - City of Mesa 3,092 - - - - - - 3,092 - Water Repl Fund 136,137 11,377 45,567 14,612 4,806 10,731 2,055 41,097 5,892 Wastewater Repl Fund 98,238 5,632 51,114 5,845 10,444 3,381 2,208 19,614 - 971 - 971 - - - - - - 115,345 38,321 18,224 8,234 8,871 1,143 6,902 33,520 130 240 Fleet Repl Fund General Fund Water Fund 75,271 1,127 13,369 5,731 8,816 4,120 5,517 36,351 Wastewater Fund 32,805 2,380 9,675 2,318 288 1,849 315 15,980 - Env. Services-Residential 10,700 38 2,521 970 - - - 111 7,060 Env. Services-Commercial 470 55 349 8 - - - 58 - Roadway and Maint. Fund 72,985 3,968 12,371 8,012 9,630 8,537 12,250 18,217 - 9 - 9 - - - - - - 6,604 - 877 300 - - - 5,427 - 5 - - - - 5 - - - 8,380 - 161 122 188 198 118 7,593 - Fleet Fund Env. Compliance Fund General Govt SDF Police SDF Fire SDF 2,421 - 52 40 61 1,071 1,038 159 - Park SDF 69,332 4,534 17,292 8,854 - 47 26,425 12,180 - Signal SDF 23,644 245 3,524 3,705 3,493 1,889 1,708 7,632 1,448 Water SDF 52,502 4,325 19,419 - 5,932 10 - 22,816 - Wastewater SDF 1,715 1,715 - - - - - - - Water Resources SDF 110,523 12,615 72,152 6,686 10,820 4,130 4,120 - - Greenfield Wastewater SDF 21,859 4,790 10,175 - - 10 - 6,884 - Neely Wastewater SDF 5,839 7 5,822 - - 10 - - - Future Growth Funding 203,307 - - - 8,662 - - 89,812 104,833 Park SDF - Prior to 2012 35,682 9,933 25,749 - - - - - - Roads SDF 33,852 - - 11,772 3,500 5,830 1,402 11,348 - Private Fund 42,295 - - 391 35,424 - - 6,480 - 66 66 - - - - - - - Unidentified Miscellaneous 241,965 44,171 4,915 18,500 14,285 3,398 1,878 1,195 - 241,965 - Total Sources $ 2,428,378 $ 254,853 $ 532,590 96,178 $ 222,233 $ 129,038 $ 236,025 Investment Income 172 $ $ 580,074 $ 377,387 Table of Contents CAPITAL IMPROVEMENT PLAN SUMMARY Capital Improvement Plan By Funding Source Type Federal / State / County Funds 0.1% MPC Bonds 6.4% Operating Funds 12.9% Replacement Funds 9.7% GO Bonds 29.5% Other Municipalities / Schools 0.1% Other 17.9% System Development Fees 23.4% 173 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 have been incorporated into the operating budget fiveyear forecasts (Financial Overview Section), and most commonly are for personnel, supplies, contractual services or utility costs. Certain projects may also generate revenue upon completion. Ongoing impacts are compounded year over year, while one-time impacts are shown in the anticipated year. The FY 2020-2029 expense operating impacts are shown by project type below: Operation and Maintenance Impact (1,000s): FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Streets Improvements $ $ $ $ $ Traffic Control Improvements - 104 189 279 319 Total $ 891 - 4 16 36 37 93 250 811 1,893 1,893 3,305 8,152 Redevelopment Improvements - 15 25 63 186 289 Storm Water Improvements - 5 5 5 5 20 Water Improvements - 208 208 498 338 1,252 40 930 939 1,239 1,539 4,687 - - 252 384 1,460 2,096 7,189 $ 17,480 Municipal Facilities Improvements Wastewater Improvements Parks and Recreation Improvements Net Additional Operating Cost $ 290 $ 2,077 $ 3,527 $ 4,397 $ The operating impacts by expense type and anticipated revenue are shown below: Operation and Maintenance Impact (1,000s): FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Personnel $ 14 $ 316 $ 609 $ 689 $ 2,566 Contractual Services $ 254 $ 750 $ 1,410 $ 1,758 $ 2,458 Supplies $ 2 $ 517 $ 692 $ 1,015 $ 1,162 3,387 Utilities $ 20 $ 467 $ 727 $ 846 $ 905 2,964 Insurance $ - $ 28 $ 90 $ 90 $ 98 306 Total O&M Impact $ 290 $ 2,077 $ 3,527 $ 4,397 $ 7,189 $ 17,480 Total Revenue $ - $ - $ - $ - $ - 175 Total $ 4,192 6,630 $ - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Ranking Project Name 2001 GO Bonds Projects PR0850 Santan Vista Trail - Phase III Total 2001 GO Bonds 2006 GO Bonds Projects ST1120 Val Vista Drive - Appleby to Riggs Total 2006 GO Bonds 2007 GO Bonds Projects ST0540 Ocotillo Road - Greenfield to Higley ST0980 Higley Road - Riggs to Stacey Rd ST1120 Val Vista Drive - Appleby to Riggs ST1450 Germann Road - Gilbert to Val Vista Total 2007 GO Bonds 2017 GO Bonds Projects ST0960 Recker Rd - Ray Rd to SR 202 Imp ST1120 Val Vista Drive - Appleby to Riggs ST1140 Lindsay Road - Queen Creek to Ocotillo ST1170 Lindsay Road - Pecos to SR 202 ST1320 Elliot and Gilbert Intersection ST1380 Elliot and Cooper Intersection ST1450 Germann Road - Gilbert to Val Vista ST1580 Lindsay Road/SR 202 Traffic Interchange ST1600 Infrastructure Imp. at Railroad Crossings ST1680 Gilbert - Baseline to No. of Guadalupe Recon. ST1690 Val Vista Drive Reconstruction ST1720 Val Vista Lakes Improvements ST1790 PM10 Paving - FY 2018 to FY 2022 ST1860 Gilbert and Warner Improvements TS1300 Val Vista and Baseline Signal Imp. RD2110 Heritage District Transportation Imp. Total 2017 GO Bonds 2020 Public Safety Bonds Projects MF0400 Public Safety Training Facility Total 2020 Public Safety Bonds 2022 Potential Streets Bonds Projects ST0540 Ocotillo Road - Greenfield to Higley ST0780 Baseline Road - Greenfield to Power ST1180 Warner Road - Power to E. of Recker Rd ST1200 Power Rd - Guadalupe to Santan Fwy ST1320 Elliot and Gilbert Intersection ST1340 Guadalupe and Power Intersection ST1620 Mesquite Street Imp – Lindsay to Val Vista ST1770 Guadalupe Road Improvements ST1800 Cooper Rd - Encinas to Baseline Imp ST1840 Cooley Station Transit Center ST1860 Gilbert and Warner Improvements ST1870 McQueen/Elliot Intersection Imp ST1880 Lindsay/Guadalupe Intersection Imp ST2000 Power/Pecos Intersection Improvements ST2050 Various Roadway Improvements ST2080 Bus Stop Improvements TS1940 Fiber Optic Strategic Build Out RD1190 Heritage District Parking Garage III RD2130 Ash Street Re-Alignment RD2190 Vaughn Ventilator Total 2022 Potential Streets Bonds 2024 Potential Parks Bonds Projects RD2090 Trail Beautification - Canal E. of Gilbert Rd PR0310 Gilbert Regional Park 176 Total Budget (1,000's) Prior Years FY 2020 FY 2021 1.82 $ $ 1 $ 1 $ 1 $ 1 $ - $ $ - 3.00 $ $ 2,314 $ 2,314 $ 2,314 $ 2,314 $ - $ $ - 1.91 $ 1.00 3.00 3.00 $ 246 $ 1,973 1,135 154 3,508 $ 246 $ 1,973 1,135 154 3,508 $ - $ - $ - 3.00 $ 3.00 3.00 3.00 0.77 3.00 3.00 3.00 3.00 3.00 3.00 2.54 1.13 3.00 3.00 3.00 $ 2,904 $ 9,136 3,881 5,219 66 3,381 9,243 14,521 2,545 4,593 3,128 520 587 55 580 6,106 66,465 $ 264 $ 799 93 719 66 502 2,440 2,351 48 1,135 89 343 27 55 46 3,439 12,416 $ 2,640 $ 8,337 3,788 4,500 2,879 6,803 12,170 2,497 3,458 3,039 177 560 534 2,667 54,049 $ - - 2.87 $ $ 65,000 $ 65,000 $ - $ $ 65,000 $ 65,000 $ - 1.91 $ 1.46 1.82 1.82 0.77 1.64 1.64 2.64 2.00 1.46 3.00 1.46 1.46 1.64 1.90 2.23 1.60 1.13 1.54 3.00 $ 44,000 $ 2,765 14,483 11,030 8,573 7,494 4,231 5,600 5,626 9,106 8,486 5,731 7,361 9,654 30,400 1,219 16,000 19,325 3,517 7,085 221,686 $ - $ - - 2.36 $ 3.00 3,274 $ 40,742 - - - - - $ - $ - $ - $ - $ - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 Beyond 10 Yrs $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - - $ - $ - - $ - $ - - $ - $ - - $ - $ - - $ - $ - - $ - $ - - $ - $ - - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - 44,000 $ 6,080 4,000 18,961 73,041 $ - $ 9,106 7,361 6,080 4,000 3,517 30,064 $ $ 2,765 8,573 6,080 4,000 21,418 $ - $ 6,080 6,080 $ - $ - $ - $ - $ $ 14,483 11,030 7,494 4,231 5,600 5,626 8,486 5,731 9,654 6,080 1,219 4,000 364 7,085 91,083 $ $ - - 3,274 $ 40,742 - $ - $ - $ - - $ - 177 - $ - $ - $ - $ - $ - $ - Table of Contents TEN-YEAR FINANCIAL PLAN Project # PR0320 PR0330 PR0530 PR0570 PR0850 PR1010 PR1020 PR1160 PR1230 Project Ranking 3.00 1.00 2.51 1.94 1.82 1.46 1.46 1.81 1.60 Project Name Desert Sky Park Marathon Trail (East Maricopa Floodway) Crossroads Pk - Stabilization of Lake Emb. Urban Lakes Renovation Santan Vista Trail - Phase III Trail - Santan Fwy - Val Vista to Disc. Pk Trail - Santan Fwy - Disc Pk to Cosmo Pk Irrigation System Replacements 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 ST1330 Guadalupe and Val Vista Intersection ST1370 Elliot and Val Vista Intersection ST1390 Elliot and Higley Intersection ST1570 Constellation Way, So. of Coldwater Blvd ST1790 PM10 Paving - FY 2018 to FY 2022 ST1910 McQueen/Guadalupe Intersection Imp ST1920 Val Vista/Ray Intersection Imp ST1940 Power/Queen Creek Intersection Imp Total 2026 Potential Streets Bonds 2028 Potential Parks Bonds PR0310 Gilbert Regional Park PR0570 Urban Lakes Renovation PR1160 Irrigation System Replacements Total 2028 Potential Park Bonds CDBG Fund Projects RD2261 Heritage Center Site and ADA Imp RD2262 Heritage Center - ADA Sidewalk Repairs WA1160 Waterline - Linda Lane Replacement Total CDGB Funds CIP O/S Revolving Fund Projects ST0540 Ocotillo Road - Greenfield to Higley ST0780 Baseline Road - Greenfield to Power ST0960 Recker Rd - Ray Rd to SR 202 Imp ST1120 Val Vista Drive - Appleby to Riggs ST1170 Lindsay Road - Pecos to SR 202 ST1200 Power Rd - Guadalupe to Santan Fwy ST1450 Germann Road - Gilbert to Val Vista ST1570 Constellation Way, So. of Coldwater Blvd ST1660 Adora Trails Improvements ST1680 Gilbert - Baseline to No. of Guadalupe Recon. ST1710 Val Vista Dr/Eastern Canal Bridge Repair ST1740 Higley and Baseline Intersection Imp MF0400 Public Safety Training Facility RD1200 Parking Structure II RD1210 Phoenix Avenue Pedestrian Mall RD2110 Heritage District Transportation Imp. RD2240 Heritage Dist Drainage/Storm Water Study PR0310 Gilbert Regional Park PR0330 Marathon Trail (East Maricopa Floodway) PR1130 Western Powerline Trail - Ped Crossing Total CIP O/S Revolving Funds CIP Outside Sources Fund Projects ST1120 Val Vista Drive - Appleby to Riggs ST1170 Lindsay Road - Pecos to SR 202 178 Total Budget (1,000's) Prior Years FY 2020 FY 2021 33,051 15,251 4,911 6,135 5,681 3,027 5,793 18,532 6,526 $ 142,923 $ $ $ - 1.00 $ 0.77 0.77 0.77 0.46 0.46 0.77 1.00 0.77 1.13 1.00 1.00 1.00 $ 8,564 $ 7,035 8,342 5,479 10,348 11,255 12,722 7,303 1,955 1,023 8,760 8,684 8,246 99,716 $ - 3.00 $ 1.94 1.81 $ 94,900 $ 8,416 10,960 114,276 $ - 2.60 $ 1.64 1.60 $ 400 $ 242 650 1,292 $ - 1.91 $ 1.46 3.00 3.00 3.00 1.82 3.00 0.77 3.00 3.00 2.51 3.00 2.87 3.00 3.00 3.00 3.00 3.00 1.00 3.00 $ 375 $ 685 1,055 319 912 3,346 $ 3.00 $ 3.00 1,812 $ 4,000 $ - - $ - $ - - $ - - $ - $ - $ $ - $ 41 41 $ 400 $ 242 609 1,251 $ - 75 $ (215) (112) 202 (55) (200) (731) (337) (499) 18 319 1,573 62 (402) (89) 79 (312) $ 300 $ 112 1,812 (202) 200 337 1,184 1,037 10,000 1,162 28 379 227 (13,238) 833 4,171 $ - $ - - - $ 4,000 (10,000) (2,735) (379) (227) 4,043 (9,298) - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2022 FY 2023 - $ - $ - $ - $ - $ - $ - - $ - $ - $ - - $ - $ - $ - - $ $ 55 (90) (35) $ - $ - - $ $ - $ - - $ - $ - $ - $ - - $ - $ $ - $ - $ - $ - $ - $ - $ 8,760 8,760 $ 7,035 7,303 14,338 $ $ 8,564 8,342 5,479 1,955 24,340 $ 10,348 11,255 12,722 8,684 8,246 51,255 $ 1,023 1,023 $ - $ - $ $ $ 94,900 94,900 $ - $ $ - $ - $ $ Beyond 10 Yrs $ - - - - - $ - $ - - - $ $ - $ FY 2024 FY 2025 FY 2026 33,051 15,251 4,911 6,135 5,681 3,027 5,793 13,157 5,375 6,526 $ 131,022 $ 11,901 $ - $ - $ - $ - $ - - - $ - $ - $ (1,812) 9,597 89 7,874 $ 215 215 $ - $ - $ 731 731 $ - 1,812 - - $ - $ - - - 179 - $ $ 4,905 4,905 $ 3,511 10,960 14,471 $ - $ - $ - $ - - - FY 2029 - - - $ FY 2028 - - $ FY 2027 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name ST1450 ST1660 MF2500 RD2110 PR0310 PR1250 Germann Road - Gilbert to Val Vista Adora Trails Improvements Environmental Site Remediation Heritage District Transportation Imp. Gilbert Regional Park Elliot District Park Improvements 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 ST0540 Ocotillo Road - Greenfield to Higley ST0780 Baseline Road - Greenfield to Power ST0840 Hunt Highway - Val Vista to 164th Street ST0960 Recker Rd - Ray Rd to SR 202 Imp ST0980 Higley Road - Riggs to Stacey Rd ST0990 Ocotillo Road - 148th Street to Greenfield ST1200 Power Rd - Guadalupe to Santan Fwy ST1570 Constellation Way, So. of Coldwater Blvd ST1740 Higley and Baseline Intersection Imp ST1790 PM10 Paving - FY 2018 to FY 2022 PR0190 Nichols Park at Water Ranch Phases II/III PR0330 Marathon Trail (East Maricopa Floodway) Total Developer Contributions Funds Environmental Compliance Fund Projects MF2420 South Area Service Center Paving MF2460 Comprehensive Needs Assessment Study SW0070 Sonoqui Wash Landscaping SW0090 Storm Water Priority Assessment SW0100 Hunt Highway Bank Protection SW0120 Storm Water Master Plan Total Environmental Compliance Funds Environmental Services - Commercial Fund Projects MF2310 Utility Billing/Customer Service System MF2350 Fleet Maintenance Facility MF2420 South Area Service Center Paving MF2450 CNG Fueling Station - Phase II MF2460 Comprehensive Needs Assessment Study RD2140 Heritage District Trash Compactors Total Environmental Services - Commercial Funds Environmental Services - Residential Fund Projects ST1120 Val Vista Drive - Appleby to Riggs MF0320 Transfer 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 MF2460 Comprehensive Needs Assessment Study Total Environmental Services - Residential Funds Fire System Development Fee Projects MF2160 Adaptive Response Unit (ARU 2) MF2230 Topaz Radio MF2290 Adaptive Response Unit 1 (ARU 1) MF2520 System Development Fee Study Total Fire System Development Funds Fleet Fund Projects MF2460 Comprehensive Needs Assessment Study Total Fleet Funds Fleet Replacement Fund Projects MF2440 NASC Fuel Storage Tank Replacement Total Fleet Replacement Funds Project Ranking Total Budget (1,000's) Prior Years 3.00 3.00 3.00 3.00 3.00 3.00 $ 200 338 1,872 50 411 11,665 20,348 $ 200 338 33 411 11,665 12,647 1.46 $ $ 3,092 3,092 $ $ 1.91 1.46 0.77 3.00 1.00 2.13 1.82 0.77 3.00 1.13 1.60 1.00 $ 2,393 305 40 112 2,860 13,627 55 731 885 325 650 89 22,072 $ $ 0.77 1.87 3.00 1.87 2.87 2.82 $ $ 1.23 2.56 0.77 2.87 1.87 3.00 $ $ 3.00 0.82 1.23 2.56 3.00 0.77 0.77 2.87 1.87 $ FY 2021 $ 1,839 50 5,889 $ - - $ $ - $ $ - $ - $ - $ 305 40 112 55 731 94 650 89 2,076 $ 791 791 $ 4,862 4,862 14 4 4,536 300 873 877 6,604 $ - $ - $ - $ - $ 4 873 877 $ 300 300 8 39 58 145 3 216 470 $ - $ - $ $ 55 55 $ 39 145 3 161 349 $ $ - $ 970 970 $ - $ $ 362 450 7 1,673 30 2,521 $ - $ $ 1,000 411 1,000 10 2,421 $ - 1.87 $ $ 9 9 $ $ 1.69 $ $ 971 971 $ $ 1.64 1.69 1.64 1.18 $ 2 7,060 1,332 453 40 16 95 1,673 30 10,700 - 2 3 33 38 $ 180 FY 2020 $ - $ 52 52 $ 40 40 - $ $ 9 9 $ $ - - $ $ 971 971 $ $ - - $ 8 8 Table of Contents TEN-YEAR FINANCIAL PLAN FY 2022 FY 2023 - FY 2024 - FY 2025 $ - $ - $ 1,812 $ $ - $ $ - $ $ - $ - $ $ - $ 2,393 8,765 11,158 $ - $ - $ - $ - $ - $ - $ - - $ - $ - $ - - $ 61 61 $ $ - $ - $ - $ - - $ - - FY 2029 - Beyond 10 Yrs - - $ - $ - $ - $ - $ - $ $ 3,092 3,092 $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 325 325 $ - $ - $ - $ 4,536 4,536 $ - $ - $ - $ - $ 2,860 2,860 $ $ - $ 14 877 891 $ - $ - $ - $ 58 58 $ - $ - $ - 16 95 111 $ FY 2028 - - $ FY 2027 - $ - $ FY 2026 - - $ - $ - $ $ - $ $ $ 1,000 38 1,038 $ 61 1,000 10 1,071 - - - - - $ - - $ - $ - $ 21 21 $ $ 12 12 42 42 $ - $ - $ - $ - $ - $ - - $ $ - $ - - $ - $ 42 42 $ - $ - $ - $ - $ - $ $ - $ 7,060 7,060 $ $ - $ 42 42 $ - $ - - - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - 181 Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Ranking Project Name Future Growth Funding Projects ST1300 Warner and Greenfield Intersection ST1310 Ray and Gilbert Intersection ST1330 Guadalupe and Val Vista Intersection ST1350 Guadalupe and Greenfield Intersection ST1360 Elliot and Greenfield Intersection ST1370 Elliot and Val Vista Intersection WA1540 Zone 2 Imp 202 Lindsay Crossing WW0690 Relief Sewers WW1200 Greenfield WRP Phase IV Expansion WW1210 Val Vista Rd Reclaimed Water Pipeline WW1220 Riggs Rd. Reclaimed Water Pipeline PR0390 Crossroads Park - Phase II PR0420 Freestone Recreation Center Pool PR0580 Rittenhouse Trail PR0690 Gilbert Youth Soccer Complex - Phase II PR1100 Powerline Trail - Recker to Power PR1210 Santan Vista Trail - Phase V Total Future Growth Funds General Fund Projects ST1160 Recker Road - Riggs to Hunt Highway ST1570 Constellation Way, So. of Coldwater Blvd ST1580 Lindsay Road/SR 202 Traffic Interchange ST1690 Val Vista Drive Reconstruction MF0400 Public Safety Training Facility MF0530 Municipal Center I Renovation - Phase II MF2230 Topaz Radio MF2320 Finance and HR/Payroll Sys Replacement MF2360 Public Safety Roof 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 MF2470 Public Safety Center Expansion MF2480 Police Dispatch Center Expansion Family Advocacy Center MF2490 MF2510 Fire Station 4 Rebuild MF2521 Fire Station 3 Repairs MF2522 Shade and Streetscape Master Plan RD1200 Parking Structure II RD2150 The Commons Open Space Pre-Design RD2160 Paseo Pedestrian and Bike Route RD2250 Gilbert Centennial Project PR0310 Gilbert Regional Park PR0320 Desert Sky Park PR0560 Parks and Trails Signs PR0570 Urban Lakes Renovation PR0810 South Area Pool PR0920 Shade Structures - Various Locations PR1030 Playground Repl - Various Park Sites PR1080 Discovery Park Playground Structure PR1110 SERL - Fountain/Parking Lot Connection PR1130 Western Powerline Trail - Ped Crossing PR1140 Elliot District Park Repairs Phase I PR1150 Town Store - Southeast Regional Library PR1170 Irrigation Controller Replacements 182 Total Budget (1,000's) 1.00 $ 0.46 0.46 1.00 0.77 0.77 2.46 3.00 1.77 1.49 1.49 1.00 0.77 0.77 0.67 1.60 1.13 $ 1,971 $ 1,971 2,144 2,291 2,150 2,423 8,400 7,564 65,745 4,331 4,331 18,200 17,820 5,622 52,240 1,565 4,539 203,307 $ 0.77 $ 0.77 3.00 3.00 2.87 2.05 1.69 3.00 1.00 3.00 2.69 0.77 0.77 1.87 2.09 2.56 1.82 1.00 2.56 2.00 3.00 2.18 2.00 1.90 3.00 3.00 2.42 1.94 1.27 2.36 2.82 1.49 2.00 3.00 3.00 0.95 3.00 104 $ 55 729 323 11,352 14,773 11,935 1,816 388 435 3,400 577 325 261 2,900 3,173 6,066 9,078 300 300 13,770 186 413 250 746 1,619 233 1,372 5,386 488 3,536 400 3,017 420 5,053 130 950 Prior Years FY 2020 - $ - - FY 2021 $ - - - $ - $ - 104 $ 55 729 307 4,513 847 6,494 1,355 389 61 9,916 746 53 1,372 178 1,240 24 265 4,404 470 - $ - 16 4,798 629 292 461 46 3,400 200 300 300 3,854 250 1,619 80 155 649 30 6,649 74 700 186 100 300 225 Table of Contents TEN-YEAR FINANCIAL PLAN $ $ $ FY 2022 FY 2023 - - $ 4,331 4,331 8,662 $ 6,648 114 413 310 666 225 $ FY 2024 $ - - $ - - $ - $ - $ - $ 114 665 - 72 388 665 2,993 - FY 2025 FY 2026 FY 2027 - - - $ 1,810 1,565 3,375 $ 22 577 325 2,900 2,473 9,078 - $ $ 6,590 6,590 $ 40 6,066 - 183 $ FY 2028 $ FY 2029 - $ $ 7,564 65,745 73,309 $ - $ - - 4,557 400 - - 78 5,386 - $ Beyond 10 Yrs $ 1,971 2,144 2,423 6,538 $ 78 - $ 1,971 2,291 2,150 18,200 17,820 5,622 52,240 4,539 104,833 130 - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name PR1240 PR1250 PR1260 PR1270 PR1280 PR1290 PR1300 PR1310 Cosmo Park Turf Project Elliot District Park Improvements Community Center Storage Trail Crossings at Railroad Tracks Freestone Rec Center Flooring Repl. Cactus Yards Parking Lot Trails Priority Assessment Safety Improvements for Trail Crossings Total General Funds General Government System Development Fee Project MF2520 System Development Fee Study Total General Government System Development Fee Funds Greenfield Wastewater System Development Fee Projects MF2520 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 ST0780 Baseline Road - Greenfield to Power ST0960 Recker Rd - Ray Rd to SR 202 Imp MF2230 Topaz Radio PR0390 Crossroads Park - Phase II PR0850 Santan Vista Trail - Phase III Total Investment Income Funds MAG Revolving Fund Projects ST1120 Val Vista Drive - Appleby to Riggs ST1170 Lindsay Road - Pecos to SR 202 ST1380 Elliot and Cooper Intersection ST1450 Germann Road - Gilbert to Val Vista ST1580 Lindsay Road/SR 202 Traffic Interchange ST1590 Higley & Pecos Improvements ST1720 Val Vista Lakes Improvements ST1740 Higley and Baseline Intersection Imp ST1820 Pecos Road - Allen to Lindsay ST1830 Higley Road Imp North of Elliot ST1870 McQueen/Elliot Intersection Imp Total MAG Revolving Funds MAG RTP Arterial Fund Projects ST1120 Val Vista Drive - Appleby to Riggs ST1170 Lindsay Road - Pecos to SR 202 ST1380 Elliot and Cooper Intersection ST1450 Germann Road - Gilbert to Val Vista ST1580 Lindsay Road/SR 202 Traffic Interchange ST1740 Higley and Baseline Intersection Imp ST1870 McQueen/Elliot Intersection Imp Total MAG RTP Arterial Funds Maricopa County Projects PR0320 Desert Sky Park Total Maricopa County Funds Miscellaneous Fund Projects ST1680 Gilbert - Baseline to No. of Guadalupe Recon. MF0400 Public Safety Training Facility RD1200 Parking Structure II RD1210 Phoenix Avenue Pedestrian Mall RD2110 Heritage District Transportation Imp. RD2180 West Washington Parking Lot II RD2200 Heritage Dist Parking Master Plan Update RD2220 Median Improvements RD2230 Trail Beautification - Canal W. of Gilbert Rd RD2240 Heritage Dist Drainage/Storm Water Study 184 Project Ranking Total Budget (1,000's) Prior Years 1.18 3.00 3.00 1.46 3.00 2.40 2.87 2.87 $ 1,254 3,419 159 286 325 2,784 132 727 115,345 $ 2,689 69 36,280 1.18 $ $ 5 5 $ $ 1.18 2.40 3.00 3.00 1.90 $ 10 5,416 6,257 1,015 9,161 21,859 $ FY 2020 FY 2021 $ 730 90 325 18,224 $ 8,234 - $ $ - $ $ - 4,085 246 458 1 4,790 $ $ - $ 1,331 6,011 557 2,276 10,175 $ - $ - $ - $ 22 14 22 5 3 66 $ - (7,266) $ (4,256) (270) (1,288) 879 8,212 17 4,256 1,392 1,676 $ 94 298 5 266 663 $ $ 8,693 $ 1,333 5,657 (4,498) 2,896 3,115 17,196 $ (5,478) (5,683) (3,677) 2,912 (2,901) 879 (1,864) (15,812) $ - $ $ 18,174 7,608 7,259 15,500 2,901 3,758 2,992 58,192 $ 114 114 $ 2,215 1,925 1,332 10,448 394 16,314 $ 5,478 5,683 3,677 4,938 2,901 1,864 24,541 3.00 $ $ 566 566 $ $ - $ $ 566 566 $ $ - 3.00 2.87 3.00 3.00 3.00 2.31 2.37 2.87 1.72 3.00 $ 499 10,000 5,475 2,315 379 717 187 1,195 1,878 227 $ 499 2,740 - $ - $ 10,000 2,735 379 717 227 $ 1.46 3.00 1.69 1.00 1.82 $ $ 3.00 3.00 3.00 3.00 3.00 2.82 2.54 3.00 2.54 1.64 1.46 $ $ 3.00 3.00 3.00 3.00 3.00 3.00 1.46 $ 22 14 22 5 3 66 $ $ - - $ - $ - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2022 FY 2023 $ 132 363 8,871 $ $ - $ - $ $ $ $ - $ - $ 5 5 $ $ - $ - $ 10 10 $ - $ - $ - $ - $ - $ $ - $ - (5,658) $ (2,250) 8,212 (1,500) 4,256 1,392 2,704 7,156 $ - $ 5,658 2,250 1,500 288 9,696 $ $ $ $ $ $ - $ - FY 2028 $ 1,254 6,211 - $ $ - $ - $ - $ 6,884 6,884 $ - $ - $ - $ FY 2027 286 6,392 - - - - $ - $ - $ - $ - $ - $ - - - $ $ $ - $ - $ - $ - $ - $ - - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - - - 185 - $ - $ - $ - - - $ - - - $ - 2,159 2,159 - $ - - $ - $ $ - $ - 4,823 545 5,368 - $ $ $ - - - - - $ $ $ - 1,195 - - $ $ $ (2,159) (2,159) $ 1,878 - $ - $ 130 (4,823) $ (545) (5,368) $ 2,315 187 - - $ $ Beyond 10 Yrs 78 - $ $ $ - - FY 2029 5,464 $ $ - $ - $ $ FY 2026 15,375 - $ $ FY 2025 2,784 6,902 $ FY 2024 364 1,143 - $ - $ - $ - - - $ $ - $ - - - - - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Name RD2260 PR0190 PR0310 PR0320 PR1040 Heritage Dist Utility Infrastructure Study Nichols Park at Water Ranch Phases II/III Gilbert Regional Park Desert Sky Park Water Tower Plaza - Repairs/Upgrades Total Miscellaneous Funds Neely Wastewater System Development Fee Projects MF2520 System Development Fee Study WW0690 Relief Sewers 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 MF2520 System Development Fee Study PR0310 Gilbert Regional Park PR0320 Desert Sky Park PR0620 Powerline Trail - Phase IV PR0810 South Area Pool PR0970 Santan Vista Trail - Phase IV PR1010 Trail - Santan Fwy - Val Vista to Disc. Pk 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 Desert Sky Park Total Parks System Development Fee - Prior to 2012 Funds PFMPC 2009 Bonds Projects MF0400 Public Safety Training Facility PR0320 Desert Sky Park Total PFMPC 2009 Bonds Funds Police System Development Fee Projects MF2230 Topaz Radio MF2470 Public Safety Center Expansion MF2520 System Development Fee Study Total Police System Development Fee Funds Private Funds Projects RD2170 The Living Room Plaza PR0710 Riparian Education Center Total Private Funds Roads System Development Fee Projects ST0540 Ocotillo Road - Greenfield to Higley ST0980 Higley Road - Riggs to Stacey Rd ST0990 Ocotillo Road - 148th Street to Greenfield ST1320 Elliot and Gilbert Intersection ST1390 Elliot and Higley Intersection ST1870 McQueen/Elliot Intersection Imp ST1880 Lindsay/Guadalupe Intersection Imp ST1910 McQueen/Guadalupe Intersection Imp ST2000 Power/Pecos Intersection Improvements Total Roads System Development Fee Funds Roadway and Maintenance Fund Projects ST0710 Baseline Rd - Burk to Consolidated Canal ST1050 Elliot Road Improvements - Neely to Burk ST1540 Turn Lane Safety and Congestion Imp ST1550 Accessibility Upgrades in Public ROW ST1660 Adora Trails Improvements ST1690 Val Vista Drive Reconstruction ST1720 Val Vista Lakes Improvements ST1740 Higley and Baseline Intersection Imp ST1760 Higley Road Reconstruction ST1770 Guadalupe Road Improvements ST1790 PM10 Paving - FY 2018 to FY 2022 ST1850 Greenfield Road Right Turn Lane at Knox 186 Project Ranking Total Budget (1,000's) Prior Years 3.00 1.60 3.00 3.00 1.90 227 1,669 18,500 7 896 44,171 $ 1,669 7 1,676 $ $ - $ $ 1.18 3.00 3.00 2.18 $ $ 1.18 3.00 3.00 1.60 1.27 1.82 1.46 $ $ 1.60 3.00 3.00 $ 2.00 1.13 1.91 1.00 2.13 0.77 1.00 1.46 1.46 1.00 1.64 $ $ 3,765 769 4,534 14,496 10,268 24,764 $ $ 1,270 7,100 10 8,380 $ - $ $ 35,815 6,480 42,295 $ $ - $ - $ $ $ $ 3.00 1.31 2.87 3.00 3.00 3.00 2.54 3.00 3.00 2.64 1.13 2.00 $ $ $ 1.69 2.09 1.18 47 10,913 39,981 3,714 12,180 2,097 400 69,332 7 7 42 19,679 15,961 35,682 $ 2.87 3.00 10 3,028 995 1,806 5,839 $ 15,197 6,672 2,405 1,616 1,391 1,661 1,402 1,669 1,839 33,852 867 3,407 10,287 2,520 536 2,867 28,289 49 1,353 471 8 612 FY 2020 $ $ $ 3,028 988 1,806 5,822 7,148 10,144 17,292 $ 227 1,550 $ - $ - $ - $ 3,043 3,714 2,097 8,854 $ - $ 19,140 6,609 25,749 $ - $ - $ - $ 14,496 10,268 24,764 $ - $ - $ - $ $ $ 161 161 $ 122 122 $ $ - $ $ 391 391 $ - $ 42 539 11,393 11,974 $ FY 2021 18,500 18,500 - - - - - - $ $ - $ - $ 11,772 11,772 $ 3 269 1,220 49 49 1,250 8 - $ 864 1,311 610 487 2,867 103 - $ - - - 792 345 471 612 Table of Contents TEN-YEAR FINANCIAL PLAN FY 2022 FY 2023 $ 896 3,398 $ $ - $ FY 2024 1,878 10 10 $ - $ - $ - $ - - $ - $ - $ - $ - $ - $ - $ - $ 47 47 $ 26,025 400 26,425 $ - $ - $ - $ - $ $ - $ - - - $ - - $ - $ - $ - $ - - $ - $ - $ - - $ - $ - $ - $ - - $ - $ - $ - - $ - $ - $ - $ - - $ - $ - - $ - $ - $ - $ 12,180 12,180 $ - $ - $ - - $ - - $ - $ - $ - $ - - $ - - $ - Beyond 10 Yrs - - $ FY 2029 - - $ FY 2028 - - - $ FY 2027 - - - $ $ FY 2026 - $ $ FY 2025 1,195 $ - $ - $ - $ - - $ - $ - - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ 130 130 $ $ 130 130 $ $ 130 130 $ $ 66 66 $ $ 37 7,100 7,137 $ $ 118 118 $ $ 188 10 198 $ $ 188 188 $ $ 35,424 35,424 $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ $ - $ - $ - $ - $ - $ $ $ 1,402 1,402 $ 1,616 1,616 $ 6,672 6,672 $ $ 3,425 2,405 5,830 $ 1,661 1,839 3,500 $ 1,669 1,669 $ 1,391 1,391 $ - $ - $ - $ - $ - $ $ - $ - $ - 1,583 345 1,935 - - 1,583 6,810 - - 1,583 8,276 - - - 1,583 11,268 - 3,407 1,583 - 187 - - - - $ - 6,480 6,480 $ $ - - $ - - - - $ - $ - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Ranking Project Name ST1890 ST1960 ST1970 ST1980 ST1990 ST2010 ST2050 ST2060 ST2070 ST2100 TS1300 TS1310 TS1330 TS1340 TS1500 TS1580 TS1660 TS1700 TS1740 TS1930 MF2380 MF2410 MF2420 MF2460 RD1120 RD2120 RD2190 Chandler Heights Improvements Market Street/Williams Field Imp Val Vista/Mercy Improvements Market St/San Tan Village Pkwy Imp Higley/Iverness Improvements Higley/Queen Creek Improvements Various Roadway Improvements Transportation Master Plan Integrated Transit Center Dev Plan Watford Court Improvements Val Vista and Baseline Signal Imp. Advanced Traffic Mgmt Sys. - Phase III Advanced Traffic Mgmt Sys. - Phase V Advanced Traffic Mgmt Sys. - Phase VI Riggs and Recker Recker and Ocotillo Fiber Optic Communications Infra. Repl Smart Signal Control System Advance Detection Safety Improvement Transportation Systems/Mgmt Oper Plan ADA Transition Plan North Area Service Center Paving South Area Service Center Paving Comprehensive Needs Assessment Study West Washington Street Parking Heritage District Intersections Study Vaughn Ventilator 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 TS1310 Advanced Traffic Mgmt Sys. - Phase III 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 TS1570 Recker and Warner TS1580 Recker and Ocotillo TS1620 Higley and Coldwater TS1700 Smart Signal Control System TS1860 Val Vista and Appleby TS1900 Queen Creek and Recker Road TS1910 Pecos and Napa TS1920 American Heroes Way/Gilbert Rd Signal MF2520 System Development Fee Study Total Signal System Development Fee Funds Unidentified Fund Projects ST0840 Hunt Highway - Val Vista to 164th Street ST1300 Warner and Greenfield Intersection ST1350 Guadalupe and Greenfield Intersection ST1360 Elliot and Greenfield Intersection Total Budget (1,000's) 3.00 2.87 2.87 2.87 2.87 2.87 1.90 2.87 2.87 2.87 3.00 2.82 1.46 1.00 0.77 1.36 3.00 2.82 3.00 2.87 3.00 0.77 0.77 1.87 2.31 2.69 3.00 188 Prior Years FY 2020 FY 2021 $ 3,000 87 87 90 87 87 75 445 310 2,065 37 1,401 2,473 1,367 131 144 744 4,757 2,365 243 40 203 42 21 1,024 244 150 72,985 $ 37 326 724 33 3,968 $ 1,000 87 87 90 87 87 75 445 310 1,401 418 546 831 243 7 21 244 150 12,371 $ 2,000 2,065 917 810 8,012 1.00 $ $ 19 $ 19 $ 19 $ 19 $ - - 1.00 $ 2.82 1.46 1.00 1.64 1.64 1.64 1.64 0.77 3.00 3.00 1.82 1.36 1.87 2.82 3.00 3.00 3.00 3.00 1.18 $ 14,480 $ 267 471 260 552 552 552 550 392 569 587 575 431 372 906 554 533 556 475 10 23,644 $ $ 31 31 31 31 26 27 68 245 $ 0.77 $ 1.00 1.00 0.77 78,042 $ 10,348 12,028 11,290 - - $ - $ $ $ 267 543 560 104 554 465 556 475 3,524 $ - $ - 1,448 521 521 521 519 175 3,705 - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2022 $ $ $ $ $ $ FY 2023 2,473 3,294 9,630 $ - $ $ 1,448 $ 471 575 372 627 3,493 $ - $ - FY 2024 144 8,537 $ - $ $ 1,448 $ 431 10 1,889 $ - $ - FY 2025 FY 2026 1,367 1,024 12,250 $ 203 42 13,096 $ - - $ $ 1,448 $ 260 1,708 $ - $ - $ $ 1,448 $ 1,448 $ - $ - FY 2027 131 5,121 $ - $ $ 1,448 $ 392 1,840 $ - $ - 189 FY 2028 - FY 2029 - Beyond 10 Yrs - - - $ - $ - $ - - $ $ - $ $ - $ $ - 1,448 $ 1,448 $ - $ - 1,448 $ 1,448 $ - $ - 1,448 $ 1,448 $ - $ - 1,448 1,448 78,042 10,348 12,028 11,290 Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Ranking Project Name RD2210 PR0030 PR0190 PR0240 PR0370 PR0630 PR1070 The Neighborhood Park Freestone Park Expansion (North) Nichols Park at Water Ranch Phases II/III Freestone Skate/Tennis Facility - Phase II Culture and Education Center McQueen Park - Phase IV Riparian Preserve Yurts Total Unidentified Funds Wastewater Fund Projects ST1120 Val Vista Drive - Appleby to Riggs MF2310 Utility Billing/Customer Service System MF2380 ADA Transition Plan MF2410 North Area Service Center Paving MF2420 South Area Service Center Paving MF2460 Comprehensive Needs Assessment Study RD2130 Ash Street Re-Alignment WA1542 Vulnerability Assmnt and Emer Resp Plan WW0690 Relief Sewers WW0700 Candlewood Lift Station and Force Main WW0750 Greenfield WRP - Phase III WW0770 South Recharge Site - Phase II WW0950 Recl. Water Line Ext. in Chandler Hgts WW0960 Riparian Preserve Distrib. Structure Exp WW0970 GWRP - Various Plant Improvements 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 WW1180 Sewer Outfall Structure - Gilbert/Ray WW1200 Greenfield WRP Phase IV Expansion WW1230 Odor Control Study - South Gilbert Total Wastewater Funds Wastewater Replacement Projects ST1860 Gilbert and Warner Improvements WW0700 Candlewood Lift Station and Force Main WW0970 GWRP - Various Plant Improvements 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 WW1130 Influent Odor Control System Repl. WW1140 Greenfield Repair and Repl. - Expansion WW1150 Crossroads Force Main Repair WW1190 Higley/ SR 202 Gravity Sewer Rehab WW1200 Greenfield WRP Phase IV Expansion WW1231 Neely Administration Building Repairs Total Wastewater Replacement Funds Wastewater System Development Fee Projects WW0700 Candlewood Lift Station and Force Main WW0750 Greenfield WRP - Phase III WW0780 GWRP Reclaimed Water Pump Station Exp. WW0890 Recl. Water Rec. Well at Elliot District Park Total Wastewater System Development Fee Funds Water Fund Projects ST0710 Baseline Rd - Burk to Consolidated Canal ST1120 Val Vista Drive - Appleby to Riggs ST1200 Power Rd - Guadalupe to Santan Fwy Total Budget (1,000's) 1.13 1.00 1.60 1.13 0.60 1.00 0.77 190 Prior Years FY 2020 - FY 2021 $ 1,983 22,300 14,830 6,140 81,740 3,100 164 241,965 $ 3.00 $ 1.23 3.00 0.77 0.77 1.87 1.54 1.64 3.00 3.00 3.00 3.00 3.00 2.23 3.00 3.00 1.18 3.00 2.60 2.36 2.40 1.77 1.36 $ 570 $ 695 40 140 150 17 315 198 4,505 1,092 562 441 1,893 1,849 1,331 250 4,591 403 977 788 809 11,000 189 32,805 $ $ 33 9 270 562 441 109 631 250 75 2,380 $ 570 $ 7 17 4,496 822 1,784 700 328 788 163 9,675 $ 695 977 646 2,318 3.00 $ 3.00 3.00 3.00 3.00 2.33 2.51 2.73 2.42 3.00 3.00 2.87 1.77 2.56 $ 2,200 $ 7,886 12,648 21,141 12,048 4,082 6,259 3,259 837 20,540 1,750 488 5,000 100 98,238 $ $ 255 1,378 758 1,621 2 5 1,613 5,632 $ $ 7,631 3,840 2,547 10,427 4,080 1,329 20,535 137 488 100 51,114 $ 326 1,086 2,503 1,930 5,845 3.00 $ 3.00 3.00 2.18 $ 183 $ 500 581 451 1,715 $ 183 $ 500 581 451 1,715 $ - - 3.00 $ 3.00 1.82 473 $ 86 2,500 - $ - - $ - - $ $ - - $ - 473 $ 86 - - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2022 FY 2023 - $ - $ - $ $ $ - $ 99 189 288 $ - $ 2,200 2,565 1,086 3,756 837 10,444 $ $ - $ $ - $ 1,849 1,849 $ - - $ 2,295 1,086 3,381 $ - $ - $ - $ - $ - FY 2026 - $ - - $ 315 315 $ $ 140 150 290 $ - - - - - $ 1,122 1,086 2,208 $ - $ $ 1,122 1,086 2,208 $ - $ - $ - - $ - $ - FY 2028 - $ - $ - $ $ 1,086 1,086 $ - $ FY 2027 - $ - $ FY 2025 - $ - 2,500 FY 2024 - $ $ - $ 99 99 $ - - $ 1,086 1,086 $ - $ - $ - 191 $ - $ 11,000 11,000 $ - - $ 1,086 5,000 6,086 $ - - $ - $ - $ - $ $ 4,591 4,591 $ - $ 9,148 9,148 $ - $ Beyond 10 Yrs - $ $ FY 2029 - $ 1,983 22,300 14,830 6,140 81,740 3,100 164 241,965 - $ - $ - $ - $ - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Ranking Project Name ST1450 ST1790 MF2230 MF2310 MF2380 MF2410 MF2420 MF2460 WA0700 WA1000 WA1070 WA1140 WA1170 WA1200 WA1220 WA1260 WA1280 WA1370 WA1380 WA1400 WA1410 WA1420 WA1450 WA1480 WA1490 WA1530 WA1542 Germann Road - Gilbert to Val Vista PM10 Paving - FY 2018 to FY 2022 Topaz Radio Utility Billing/Customer Service System ADA Transition Plan North Area Service Center Paving South Area Service Center Paving Comprehensive Needs Assessment Study Santan Vista Water Plant - Phase II NWTP - Backwash Pumps NWTP - Finished Water Pump #10 Baseline - Fiesta Tech to McQueen NWTP - Office Space Expansion Water Rights - Resiliency and Capacity NWTP - Storage Building Water Line-Lindsay - Baseline to Harwell Water Meter Modernization Program Blending Control for Wells 20 & 22 NWTP Enhanced Chemical Feed Systems NWTP Facility Condition Assessment Zone Split Valve Structures NWTP Reservoir Water Quality Imp Transmission Main Assessments Well No. 25 Arsenic Mitigation Cathdoic Protection/Ext. Pipeline Eval Zone 2 Imp 148th Street Vulnerability Assmnt and Emer Resp Plan Total Water Funds Water Replacement Fund Projects ST1150 Hunt Highway - Higley to Recker ST1270 Val Vista Drive - Riggs to Hunt Highway ST1620 Mesquite Street Imp – Lindsay to Val Vista ST1680 Gilbert - Baseline to No. of Guadalupe Recon. ST1720 Val Vista Lakes Improvements ST1800 Cooper Rd - Encinas to Baseline Imp ST1880 Lindsay/Guadalupe Intersection Imp ST1910 McQueen/Guadalupe Intersection Imp ST1920 Val Vista/Ray Intersection Imp ST2000 Power/Pecos Intersection Improvements ST2100 Watford Court Improvements RD2110 Heritage District Transportation Imp. RD2130 Ash Street Re-Alignment WA1080 NWTP - Variable Frequency Drive Repl 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 WA1290 NWTP Ozone Generation System Repl WA1300 Lindsay/Galveston Res. Site Well Repl WA1310 Tankersley - Waterline Repl - Area II WA1320 Tankersley - Waterline Repl - Area III/IV WA1330 Tankersley - Waterline Repl - Area V WA1340 Tankersley - Waterline Repl - Area VI WA1350 Tankersley - Waterline Repl - Area VII/VIII WA1380 NWTP Enhanced Chemical Feed Systems Total Budget (1,000's) 3.00 1.13 1.69 1.23 3.00 0.77 0.77 1.87 3.00 1.64 3.00 3.00 2.24 1.64 1.64 1.46 1.77 2.82 2.42 2.40 1.63 2.56 2.56 2.00 2.56 1.72 1.64 192 $ 800 240 155 745 120 624 150 49 50 6,284 1,155 2,644 802 20,732 3,260 224 11,878 462 12,992 525 1,146 3,204 332 2,097 544 800 198 75,271 $ 0.77 $ 0.77 1.64 3.00 2.54 2.00 1.46 1.00 1.00 1.64 2.87 3.00 1.54 3.00 1.91 3.00 2.82 3.00 2.40 3.00 2.54 2.38 2.38 2.38 2.38 2.38 2.42 2,300 $ 2,300 625 2,430 5,972 1,220 867 508 207 161 1,024 700 413 300 3,395 1,377 3,679 9,641 515 6,307 2,409 8,159 15,362 12,247 2,400 9,559 1,271 Prior Years FY 2020 27 102 50 1 39 80 158 670 1,127 $ 876 700 123 313 425 8,936 2 1 1 - $ FY 2021 18 49 1,116 2,564 4,186 462 367 382 2,534 332 800 13,369 $ 800 745 4,186 5,731 - - 1,554 177 3,082 952 3,679 705 513 6,306 2,409 8,158 15,362 - $ 1,024 12,247 - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2022 $ $ FY 2023 4,120 2,097 99 8,816 $ 625 400 1,220 161 2,400 - $ FY 2024 4,120 4,120 $ 1,172 9,559 - $ FY 2025 4,120 471 382 544 5,517 $ 775 867 413 - $ FY 2026 624 150 1,312 802 3,260 224 3,308 12,521 22,201 $ 4,971 2,785 7,756 $ - $ 2,300 - 3,625 1,271 $ 193 FY 2027 FY 2028 128 2,866 382 99 3,475 $ 508 - $ 2,919 2,919 $ 2,300 $ - FY 2029 Beyond 10 Yrs - $ 240 240 - $ - 207 - - Table of Contents TEN-YEAR FINANCIAL PLAN Project # Project Ranking Project Name WA1440 WA1460 WA1470 WA1510 WA1520 WA1541 Watertank Rd to Gilbert Waterline Higley Road Waterline Replacement Islands Waterline and System Repl Pony Lane Waterline Replacement Zone 4 Imp for Site 32 NWTP Filter Rehabilitation Total Water Replacement Funds Water Resources System Development Fee Projects MF2520 System Development Fee Study WA0830 Water Rights - WMA Settlement WA0940 Water Rights - Phase II WA0980 San Carlos Apache Tribe Water Rights Lease WA1060 NIA Priority CAP Water Acquisition WA1200 Water Rights - Resiliency and Capacity Total Water Resources System Development Fee Funds Water System Development Fee Projects MF2520 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. WA1120 Waterline - Power Road Elliot to Warner WA1230 New Res. and Res. Repl Pwr/Queen Crk WA1260 Water Line-Lindsay - Baseline to Harwell Total Water System Development Fee Funds WRMPC (2007 Bonds) Projects WA0880 Trend Homes Direct System Well Conv. Total WRMPC (2007 Bonds) Funds WRMPC (2016 Bonds) Projects WA0620 Reservoir, Pump Station and Well Conv. WA0700 Santan Vista Water Plant - Phase II Total WRMPC (SDF Bond) Funds WRMPC (2018 Bonds) Projects WW0750 Greenfield WRP - Phase III Total WRMPC (2018 Bonds) Funds WRMPC (Intergov Contribution) Projects WA0700 Santan Vista Water Plant - Phase II Total WRMPC (Intergov Contribution) Funds Grand Total - All Capital Funds 194 Total Budget (1,000's) 2.09 2.09 2.38 2.51 1.13 2.82 Prior Years FY 2020 FY 2021 $ 2,263 1,341 29,460 7,318 137 270 136,137 $ 11,377 $ 2,263 137 270 45,567 $ 1,341 14,612 1.18 $ 3.00 1.77 3.00 3.00 1.64 $ 10 $ 10,815 42,740 31,210 5,016 20,732 110,523 $ - $ 12,615 12,615 $ $ 10,815 20,925 31,210 5,016 4,186 72,152 $ - 1.18 $ 1.40 3.00 3.00 3.00 2.82 2.46 1.00 1.69 2.82 1.46 $ 10 $ 14,283 1,327 1,008 6,571 4,476 5,934 7,421 2,662 8,586 224 52,502 $ $ 859 1,327 1,482 2 655 4,325 $ $ 260 1,008 5,089 4,476 8,586 19,419 $ - 1.00 $ $ 13 $ 13 $ 13 $ 13 $ - $ $ - 3.00 $ 3.00 $ 17,202 $ 36,099 53,301 $ 1,954 $ 34,653 36,607 $ 15,248 $ 1,446 16,694 $ - 3.00 $ $ 45,253 $ 45,253 $ 23,977 $ 23,977 $ 21,276 $ 21,276 $ - 3.00 $ $ 31,462 $ 31,462 $ 29,962 $ 29,962 $ 1,500 $ 1,500 $ - $ 2,428,378 $ 254,853 $ 532,590 $ 96,178 2,500 4,186 6,686 - - Table of Contents TEN-YEAR FINANCIAL PLAN FY 2022 $ $ FY 2023 4,806 $ FY 2025 2,055 $ $ 10 $ 4,120 4,130 $ $ - 10 $ 10 $ - $ $ 224 224 $ $ $ - $ $ - $ $ - $ - $ - $ - $ 5,932 5,932 $ $ $ - $ - - $ 4,120 4,120 $ FY 2026 7,318 12,214 $ $ 6,700 4,120 10,820 $ $ - FY 2024 10,731 $ - $ - - - $ - - $ $ - FY 2028 5,892 6,400 $ - - $ FY 2029 5,892 8,192 $ - - $ - - $ - $ 5,892 5,892 - - $ 13,164 6,766 2,662 22,592 $ - - $ - $ - $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - - - $ - $ - - - - $ Beyond 10 Yrs 5,892 6,099 $ $ - - FY 2027 5,892 8,192 $ - - $ - $ - - - - - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ 222,233 $ 129,038 $ 236,025 $ 116,882 $ 107,223 $ 195 33,856 $ 231,399 $ 90,714 $ 377,387 Table of Contents STREETS PROJECT LOCATOR 196 Table of Contents STREETS PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total Ocotillo Road - Greenfield to Higley ST0540 $ 62,211 Baseline Rd - Burk to Consolidated Canal ST0710 Baseline Road - Greenfield to Power ST0780 Recker Rd - Ocotillo to Chandler Heights $ FY 2020 FY 2021 FY 2022 $ - FY 2023 FY 2024 Years 6-10 $ 49,818 $ - $ Beyond 10 Yrs 321 $ 300 $ 11,772 - $ - 1,340 3 1,337 - - - - - - 6,184 112 - - - - - 6,072 - ST0800 8,564 - - - - - - 8,564 - Hunt Highway - Val Vista to 164th Street ST0840 78,082 40 - - - - - - 78,042 Recker Rd - Ray Rd to SR 202 Imp ST0960 3,030 278 2,752 - - - - - - Higley Road - Riggs to Stacey Rd ST0980 11,505 1,973 - - - - - 9,532 Ocotillo Road - 148th Street to Greenfield ST0990 16,032 - - 4,862 - 11,170 - - - Elliot Road Improvements - Neely to Burk ST1050 3,407 - - - - - - 3,407 - Val Vista Drive - Appleby to Riggs ST1120 25,963 4,250 21,713 - - - - - - Lindsay Road - Queen Creek to Ocotillo ST1140 3,881 93 3,788 - - - - - - Hunt Highway - Higley to Recker ST1150 9,335 - - - - - - 9,335 - Recker Road - Riggs to Hunt Highway ST1160 8,446 104 - - - - - 8,342 - Lindsay Road - Pecos to SR 202 ST1170 12,571 1,015 11,556 - - - - - - Warner Road - Power to E. of Recker Rd ST1180 14,483 - - - 14,483 - - - - Power Rd - Guadalupe to Santan Fwy ST1200 13,585 - - - 13,585 - - - - Val Vista Drive - Riggs to Hunt Highway ST1270 7,779 - - - - - - 7,779 - Warner and Greenfield Intersection ST1300 12,319 - - - - - - - 12,319 Ray and Gilbert Intersection ST1310 12,319 - - - - - - 12,319 - Elliot and Gilbert Intersection ST1320 10,255 66 - - - - - 10,189 - 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 10,370 502 9,868 - - - - - - Elliot and Higley Intersection ST1390 8,694 - - - - - - 8,694 Germann Road - Gilbert to Val Vista ST1450 24,609 3,006 12,953 8,650 - - - - - Turn Lane Safety and Congestion Imp ST1540 10,287 269 1,311 792 1,583 1,583 1,583 3,166 - Accessibility Upgrades in Public ROW ST1550 2,520 1,220 610 345 345 - - - - Constellation Way, So. of Coldwater Blvd ST1570 2,741 55 - - - - - 2,686 - Lindsay Road/SR 202 Traffic Interchange ST1580 18,151 3,085 15,066 - - - - - - Higley & Pecos Improvements ST1590 879 - - 879 - - - - - Infrastructure Imp. at Railroad Crossings ST1600 2,545 48 2,497 - - - - - - Mesquite Street Imp – Lindsay to Val Vista ST1620 4,856 - - - 4,856 - - - - Adora Trails Improvements ST1660 874 50 824 - - - - - - Gilbert - Baseline to No. of Guadalupe Recon. ST1680 8,207 2,011 6,196 - - - - - - Val Vista Drive Reconstruction ST1690 6,318 396 5,922 - - - - - - Val Vista Dr/Eastern Canal Bridge Repair ST1710 1,055 18 1,037 - - - - - - Val Vista Lakes Improvements ST1720 42,993 343 177 - 10,547 7,982 9,051 14,893 - Higley and Baseline Intersection Imp ST1740 5,028 728 4,300 - - - - - - Higley Road Reconstruction ST1760 1,353 1,250 103 - - - - - - Guadalupe Road Improvements ST1770 6,071 - - 471 5,600 - - - - 197 Table of Contents STREETS PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 Beyond 10 Yrs PM10 Paving ST1790 2,183 35 560 - - - - - 1,588 Cooper Rd - Encinas to Baseline Imp ST1800 6,846 - - - 6,846 - - - - Pecos Road - Allen to Lindsay ST1820 4,256 - - - 4,256 - - - - Higley Road Imp North of Elliot ST1830 1,392 - - - 1,392 - - - - Cooley Station Transit Center ST1840 9,106 - - - - - 9,106 - - Greenfield Road Right Turn Lane at Knox ST1850 612 - - 612 - - - - - Gilbert and Warner Improvements ST1860 10,741 55 - - 10,686 - - - - McQueen/Elliot Intersection Imp ST1870 10,384 - - - 10,384 - - - - Lindsay/Guadalupe Intersection Imp ST1880 9,630 - - - - - 9,630 - - Chandler Heights Improvements ST1890 3,000 - 1,000 2,000 - - - - - McQueen/Guadalupe Intersection Imp ST1910 10,937 - - - - - - 10,937 - Val Vista/Ray Intersection Imp ST1920 8,891 - - - - - - 8,891 - Power/Queen Creek Intersection Imp ST1940 8,246 - - - - - - 8,246 - Market Street/Williams Field Imp ST1960 87 - 87 - - - - - - Val Vista/Mercy Improvements ST1970 87 - 87 - - - - - - Market St/San Tan Village Pkwy Imp ST1980 90 - 90 - - - - - - Higley/Iverness Improvements ST1990 87 - 87 - - - - - - Power/Pecos Intersection Improvements ST2000 11,654 - - - 11,654 - - - - Higley/Queen Creek Improvements ST2010 87 - 87 - - - - - - Various Roadway Improvements ST2050 30,475 - 75 - 6,080 6,080 6,080 12,160 - Transportation Master Plan ST2060 445 - 445 - - - - - - Integrated Transit Center Dev Plan ST2070 310 - 310 - - - - - - Bus Stop Improvements ST2080 1,219 - - - 1,219 - - - - Watford Court Improvements ST2100 3,089 - - 3,089 - - - - - Total Capital Expenses $ 676,493 $ 21,326 $ 105,138 $ TRUE TRUE Total Prior Years Capital Sources (1,000s) 2006 GO Bonds 08 2007 GO Bonds 08 $ 2,314 $ TRUE TRUE FY 2020 2,314 $ 33,472 $ 111,010 $ 76,633 $ 35,450 $ 173,756 $ 119,708 TRUE FY 2021 - $ FY 2022 - $ TRUE TRUE FY 2023 Beyond 10 FY 2024 Years 6-10 Yrs - $ - - - $ TRUE TRUE - $ - $ - - - - 3,508 3,508 - - 2017 GO Bonds 59,779 8,931 50,848 - - - - - - 2022 Potential Street Bond 175,759 - - - 79,634 50,080 22,547 23,498 - 2026 Potential Street Bond 99,716 - - - - - - 98,693 1,023 - MAG RTP Arterial Fund 58,192 114 16,314 24,541 9,696 5,368 2,159 - MAG Revolving Fund 1,676 663 17,196 (15,812) 7,156 (5,368) (2,159) - - Developer Contribution 21,333 1,337 791 4,862 - 11,158 - 2,860 325 - CIP Outside Sources 6,350 538 4,000 - - - 1,812 - CIP O/S Revolving Fund 2,434 (1,535) 4,780 - 55 - (1,812) 946 - City of Mesa 3,092 - - - - - - 3,092 - Water Repl Fund 17,614 876 1,554 1,024 2,406 1,172 1,642 8,940 - Wastewater Repl Fund 2,200 - - - 2,200 - - - - General Fund 1,211 1,195 16 - - - - - - Water Fund 4,099 - 559 800 2,500 - - - 240 570 - 570 - - - - - - 2 2 - - - - - - - Wastewater Fund Env. Services-Residential 198 Table of Contents STREETS PROJECT SUMMARY Prior Years Capital Sources (1,000s) Total Roadway and Maint. Fund 57,599 Future Growth Funding Park SDF - Prior to 2012 Roads SDF FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 2,848 8,510 6,285 3,863 8,393 12,950 - - - - - - - - - 33,852 - - 11,772 3,500 Beyond 10 Yrs 9,859 17,841 - - - 6,538 6,412 - - - - 5,830 1,402 11,348 - Private Fund - - - - - - - - - Investment Income 36 36 - - - - - - - 111,708 - - - - - - - 111,708 499 499 - - - - - - - Unidentified Miscellaneous Total Sources $ 676,493 $ 21,326 $ 105,138 $ 33,472 $ 111,010 $ 76,633 $ 35,450 $ 173,756 $ 119,708 Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact $ Total Revenue Net Additional Cost $ 199 - $ 104 - $ $ 189 $ 279 $ 319 $ - - - - - - 104 $ 189 $ 279 $ 319 $ - Table of Contents STREETS PROJECT DETAIL ST0540 – Ocotillo Road – Greenfield to Higley Project Priority: 1.91 Design and construction of Ocotillo Road from approximately ¼ mile east of Greenfield 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: 3.00 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. 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. ST1170 – Lindsay Road – Pecos to Germann Project Priority: 3.00 Complete Lindsay Road improvements from Pecos Road (intersection included) to South 144th Street to major arterial standards; including additional lanes, a raised median, sidewalks and street lights. The improvements on Lexington Street between Lindsay Road and 144th Street are included in the scope of this project. 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 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. 200 Project Priority: 3.00 Table of Contents STREETS PROJECT DETAIL ST1540 – Left-Turn Safety and Congestion Improvements Project Priority: 2.87 Modify various intersections that were constructed with a negative offset. Possible scope to include reconstruction of medians and conversion to protected only left-turn signal operation, extend the left-turn pocket length at intersections, add a dedicated right-turn lane at intersections to reduce disruption to through traffic. 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. ST1600 – Infrastructure Improvements at Railroad Crossings Project Priority: 3.00 Upgrade infrastructure improvement adjacent to Union Pacific Railroad (UPRR) crossings to comply with existing federal standards. The project has identified several locations that will receive the upgrades. Upgrades may include curb replacement, signage, railroad signal upgrades, and median and driveway adjustments. Project Priority: 3.00 ST1660 – Adora Trails Improvements Improvements will be to install new driveways and handicap ramps as required in areas of Adora Trails 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 on Val Vista drive from Baseline Road to Guadalupe Road intersection, adding bike lanes, updating landscaping in median and refreshing three signals to current standards. Signals will be upgraded to flashing left arrows. 201 Table of Contents STREETS PROJECT DETAIL 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 Project Priority: 2.54 Remove and replace entire pavement section in four phases, starting with the western phase. Water lines will be replace and valves will be updated. ADA will be updated to meet PROWAG guidelines. 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. 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: 1.13 ST1790 – PM10 Paving An assessment was completed in prior years to determine eligible areas for PM10 paving. Two locations have been prioritized: Mews Road is planned for FY 2020. Stacey Road scope includes addition of water main and is anticipated outside of the ten year plan. ST1890 – Chandler Heights Improvements Project Priority: 3.00 Roadway improvements on Chandler Heights from west of Power Road to Recker Road. Improvements will be half street improvements on the north side of Chandler Heights per Gilbert standards. A new traffic signal will be added at 180th Street. ST1960 – Market Street/Williams Field Improvements Project Priority: 2.87 Intersection improvements at Market Street and Williams Field Road. Improvements will reduce congestion and address safety concerns by adding lanes justified by the MAG 2012-2016 High Crash Intersection data. Project Priority: 2.87 ST1970 – Val Vista/Mercy Improvements Intersection improvements at Val Vista and Mercy Road. Improvements will reduce congestion and address safety concerns by adding lanes justified by the MAG 20122016 High Crash Intersection data. 202 Table of Contents STREETS PROJECT DETAIL ST1980 – Market St/San Tan Village Parkway Improvements Project Priority: 2.87 Intersection improvements at Market Street and San Tan Village Parkway. Improvements will reduce congestion and address safety concerns by adding lanes justified by the MAG 2012-2016 High Crash Intersection data. Project Priority: 2.87 ST1990 – Higley/Iverness Improvements Intersection improvements at Higley and Iverness Avenue. Improvements will reduce congestion and address safety concerns by adding lanes justified by the MAG 20122016 High Crash Intersection data. ST2010 – Higely/Queen Creek Improvements Project Priority: 2.87 Intersection improvements at Higley and Queen Creek Road. Improvements will reduce congestion and address safety concerns by adding lanes justified by the MAG 2012-2016 High Crash Intersection data. ST2050 – Various Roadway Improvements Project Priority: 1.90 Roadway and infrastructure improvements at various locations with the Town of Gilbert for roads annexed prior to 2006. Project Priority: 2.87 ST2060 – Transportation Master Plan Update of the 2014 Transportation Master Plan, which will implement the 2020 General Plan inclusive of bike and transit and incorporate prioritization and strategic multi-modal transportation projects, corridors, and investments that will position Gilbert as a strong regional economic center. ST2070 – Integrated Transit Center Development Plan Prepare a development plan for the Heritage District and Cooley Stations to identify opportunities for future high capacity transit use. This development plan should also include master planning the station for integrated uses in order to maximize the potential economic development opportunities. 203 Project Priority: 2.87 Table of Contents TRAFFIC CONTROL PROJECT LOCATOR 204 Table of Contents TRAFFIC CONTROL PROJECT SUMMARY Capital Expenses (1,000s) Val Vista and Baseline Signal Imp. Prior Years Total TS1300 $ FY 2020 617 $ 83 $ 534 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 $ $ $ $ - - - Beyond 10 Yrs - $ - $ - Advanced Traffic Mgmt Sys. - Phase III TS1310 1,668 - 1,668 - - - - - - Advanced Traffic Mgmt Sys. - Phase V TS1330 2,944 - - - 2,944 - - - - Advanced Traffic Mgmt Sys. - Phase VI TS1340 1,627 - - - - - 1,627 - - Recker and Cooley Loop North TS1440 552 31 - 521 - - - - - Recker and Cooley Loop South TS1450 552 31 - 521 - - - - - Williams Field and Cooley Loop West TS1460 552 31 - 521 - - - - - Williams Field and Cooley Loop East TS1470 550 31 - 519 - - - - - Riggs and Recker TS1500 523 - - - - - - 523 - Val Vista and Ocotillo TS1540 569 26 543 - - - - - - Val Vista and Chandler Heights TS1550 587 27 560 - - - - - - Recker and Warner TS1570 575 - - - 575 - - - - Recker and Ocotillo TS1580 575 - - - - 575 - - - Higley and Coldwater TS1620 372 - - - 372 - - - - Fiber Optic Communications Infra. Repl TS1660 744 326 418 - - - - - - Smart Signal Control System TS1700 5,663 - 650 1,092 3,921 - - - - Advance Detection Safety Improvement TS1740 2,365 724 831 810 - - - - - Val Vista and Appleby TS1860 554 - 554 - - - - - - Queen Creek and Recker Road TS1900 533 68 465 - - - - - - Pecos and Napa TS1910 556 - 556 - - - - - - American Heroes Way/Gilbert Rd Signal TS1920 475 - 475 - - - - - - Transportation Systems/Mgmt Oper Plan TS1930 243 - 243 - - - - - - Fiber Optic Strategic Build Out TS1940 16,000 - - - 4,000 4,000 4,000 4,000 - Intersection Signal Program ISP 14,480 - - 1,448 1,448 1,448 1,448 7,240 1,448 Total Capital Expenses $ 53,876 $ Capital Sources (1,000s) 2017 GO Bonds $ 1,378 $ 7,497 $ 5,432 $ 13,260 $ 6,023 $ 7,075 $ 11,763 $ 1,448 TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 Beyond 10 Yrs $ $ $ $ 580 $ 46 $ 534 - - - - $ - $ - 2022 Potential Street Bond 16,000 - - - 4,000 4,000 4,000 4,000 - Roadway and Maint. Fund 13,662 1,087 3,439 1,727 5,767 144 1,367 131 - Signal SDF 23,634 245 3,524 3,705 3,493 1,879 1,708 7,632 1,448 Total Sources $ 53,876 $ 1,378 $ 7,497 $ 5,432 $ 13,260 $ 6,023 $ 7,075 $ 11,763 $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact $ Total Revenue Net Additional Cost $ 205 - $ 4 $ 16 $ 36 $ 37 $ - - - - - - - - $ 4 $ 16 $ 36 $ 37 $ - 1,448 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. TS1310 – Advanced Traffic Management System – Phase III Project Priority: 2.82 Include design and construction of the Val Vista Branch Line of fiber on portions of Baseline to Warner Road and connect the Val Vista/Ray intersection fiber from Ray and Santan Village Parkway. Both consist of conduit, fiber option cable, enclosures, related infrastructure and equipment. Project is eligible for System Development Fee funding. 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 is eligible for System Development Fee funding. 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. Project is eligible for System Development Fee funding. TS1660 – Fiber Optic Communications Infrastructure Repl. Project Priority: 3.00 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: 2.82 TS1700 – Smart Signal Control System Install an adaptive signal timing system and associated equipment at nine (9) intersections in the San Tan Village Mall area. Project is eligible for System Development Fee funding. TS1740 – Advance Detection Safety Improvement Project Priority: 3.00 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. 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 is eligible for System Development Fee funding. 206 Table of Contents TRAFFIC CONTROL PROJECT DETAIL Project Priority: 3.00 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 is eligible for System Development Fee funding. Project Priority: 3.00 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. Project is eligible for System Development Fee funding. TS1920 - American Heroes Way/Gilbert Rd Signal Project Priority: 3.00 Design and installation of a traffic signal at the intersection of American Hero’s Way and Gilbert Road and connection into the signal system. Project is eligible for System Development Fee funding. TS1930 - Transportation Systems/Management Operating Plan The Transportation Systems and Management Operations Plan (TSMO) for the town will serve as a road map for future Intelligent Transportation Systems (ITS) projects, improvements and policies. The plan will focus on implementing a comprehensive ITS program to manage existing and future transportation infrastructure, improve mobility and safety of the transportation network, provide traveler information to residents and the traveling public, deploy functional cost effective ITS infrastructure, share and integrate ITS projects and information with other town departments and partner agencies. The plan will also focus on organization structure to support operations and maintenance of the ITS program. 207 Project Priority: 2.87 Table of Contents MUNICIPAL FACILITIES PROJECT LOCATOR 208 Table of Contents MUNICIPAL FACILITIES PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total 7,060 $ - FY 2020 FY 2021 $ $ - - FY 2022 FY 2023 FY 2024 Years 6-10 $ $ $ Transfer Station MF0320 $ - Public Safety Training Facility MF0400 100,848 21,050 79,798 - - Municipal Center I Renovation - Phase II MF0530 14,773 847 629 6,649 6,648 Adaptive Response Unit (ARU 2) MF2160 1,000 - - - - Topaz Radio MF2230 13,793 6,543 505 236 Adaptive Response Unit 1 (ARU 1) MF2290 1,000 - - - - Beyond 10 Yrs - $ - $ 7,060 - - - - - - - - - 1,000 - - 363 363 228 5,555 - - 1,000 - - - Utility Billing/Customer Service System MF2310 2,780 - 362 2,418 - - - - - Finance and HR/Payroll Sys Replacement MF2320 1,816 1,355 461 - - - - - - Fleet Maintenance Facility MF2350 492 3 489 - - - - - - Public Safety Roof MF2360 388 - - - - - 388 - - ADA Transition Plan MF2380 675 590 85 - - - - - - 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 - NASC Fuel Storage Tank Replacement MF2440 971 - 971 - - - - - - CNG Fueling Station - Phase II MF2450 1,818 - 1,818 - - - - - - Comprehensive Needs Assessment Study MF2460 394 61 333 - - - - - - Public Safety Center Expansion MF2470 10,000 - - - - - - 10,000 - Police Dispatch Center Expansion MF2480 3,173 - - 700 - - - 2,473 - Family Advocacy Center MF2490 6,066 - - - - - - 6,066 - Environmental Site Remediation MF2500 1,872 33 1,839 - - - - - - Fire Station 4 Rebuild MF2510 9,078 - - - - - - 9,078 - System Development Fee Study MF2520 122 - - - - 122 - - - Fire Station 3 Repairs MF2521 300 - 300 - - - - - - Shade and Streetscape Master Plan MF2522 300 - 300 - - - - - - Total Capital Expenses Capital Sources (1,000s) PFMPC - 2009 Bonds $ 184,513 $ 30,482 $ 91,290 $ 10,003 $ 7,011 $ 1,485 $ 1,616 $ 35,566 $ TRUE TRUE Total Prior Years TRUE $ 14,496 $ 14,496 TRUE TRUE FY 2020 FY 2021 $ $ - - TRUE TRUE FY 2022 FY 2023 Beyond 10 FY 2024 Years 6-10 Yrs $ $ $ - - TRUE - $ - $ - - - - - 2020 Public Safety Bonds 65,000 - CIP Outside Sources 1,872 33 1,839 - - - - - - - - 10,000 (10,000) - - - - - Fleet Repl Fund 971 - 971 - - - - - - General Fund 67,079 15,700 10,426 7,423 6,762 114 460 26,194 - Water Fund 1,843 129 67 745 - - - 902 - CIP O/S Revolving Fund 65,000 - TRUE 7,060 Wastewater Fund 1,042 33 24 695 - - - 290 - Env. Services-Residential 10,698 36 2,521 970 - - - 111 7,060 Env. Services-Commercial 254 - 188 8 - - - 58 - Roadway and Maint. Fund 306 33 28 - - - - 245 - 9 - 9 - - - - - - Fleet Fund 209 Table of Contents MUNICIPAL FACILITIES PROJECT SUMMARY Capital Sources (1,000s) Env. Compliance Fund General Govt SDF Prior Years Total 18 FY 2020 - FY 2021 4 - FY 2022 FY 2023 - - FY 2024 Years 6-10 - Beyond 10 Yrs 14 - 5 - - - - 5 - - - Police SDF 8,380 - 161 122 188 198 118 7,593 - Fire SDF 2,421 - 52 40 61 1,071 1,038 159 - 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 - - - 22 22 - - - - - - - 10,000 - - 10,000 - - - - - Investment Income Miscellaneous Total Sources $ 184,513 $ 30,482 $ 91,290 $ 10,003 $ 7,011 $ 1,485 $ 1,616 $ 35,566 $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact $ Total Revenue Net Additional Cost 250 $ - $ 210 250 $ 811 $ 1,893 $ 1,893 $ 3,305 $ - - - - 811 $ 1,893 $ 1,893 $ 3,305 $ - 7,060 Table of Contents MUNICIPAL FACILITIES PROJECT DETAIL Project Priority: 2.87 MF0400 – Public Safety Training Center Project includes the construction (with equipment/furniture) 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, and classrooms. 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. 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: 2.56 MF2350 – Fleet Maintenance Facility Upgrade of the South Area Service Center fleet repair facility to CNG standards, adding ventilation systems, modifying electrical and lighting systems, and install monitoring sensors in the bays. MF2380 – ADA Assessment and 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. 211 Project Priority: 3.00 Table of Contents MUNICIPAL FACILITIES PROJECT DETAIL MF2400 – Police Information System Replacement Project Priority: 2.69 The Gilbert Police Department utilizes a suite of software applications made up of three major components: 1) Computer Aided Dispatch (CAD) used to manage emergency dispatch operations; 2) Mobile for Public Safety (MPS) used to manage mobile communications for patrol cars; and 3) Records Management System (RMS) which is an agency-wide system that provides for the creation, workflow management, storage, retrieval, retention, editing, reviewing and archiving of business information, records, documents, or files related to law enforcement operations. MF2440 – NASC Fuel Storage Tank Replacement Project Priority: 1.69 There are three existing underground storage tanks that are used for fuel storage at the North Area Service Center. These tanks are approximately 30 years old and due to their age there is a risk of failure/leakage. Work is needed to excavate, remove, and replace the tanks with above-ground storage tanks. Project Priority: 2.87 MF2450 – CNG Fueling Station – Phase II Design and construction of an additional 31 compressed natural gas fueling stations at the South Area Service center. These stations will increase the number of CNG spaces from 42 to 73 for the Town’s refuse collection fleet. The project will install a time fill fueling facility capable of fueling the trucks in an eight hour overnight window. Related site improvements for the utilization of existing facility of fueling purposes will also be a part of this project. Original CNG Facility was placed into service in 2018. MF2460 – Comprehensive Needs Assessment Study Project Priority: 1.87 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. MF2500 – Environmental Site Remediation Project Priority: 3.00 To design and construct the removal and replacement of approximately 106,500 cubic yards of unsuitable material and import new suitable material to fill up to grade at the Heliae site. Also, will need to capture drainage from the roadway to project site. Project Priority: 2.56 MF2521 – Fire Station 3 Repairs Fire Station 3 is in need of extensive remediation work to repair the foundation and wall deterioration caused by ground settling at the site. Several attempts have been made to mitigate the impacts of the ground setting on the facility, however the conditions have continued to worsen and therefore, structural engineers are determining the best long-term solution. The estimate is based on the cost of repairs and corrective measures as determined by initial inspections. MF2522 – Shade and Streetscape Master Plan The Shade and Streetscape Master Plan will be developed to create a healthier, more livable community through the strategic investment in care and maintenance of the urban forest and engineered shade. Trees and shade structures are critical components of the infrastructure and over the long-term can save the community millions of dollars. 212 Project Priority: 2.00 Table of Contents REDEVELOPMENT PROJECT LOCATOR 213 Table of Contents REDEVELOPMENT PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total $ 1,024 $ - FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 Beyond 10 Yrs $ $ $ $ $ $ $ West Washington Street Parking RD1120 Heritage District Parking Garage III RD1190 19,325 - - - 364 - 18,961 - 1,024 - - - Parking Structure II RD1200 19,245 14,229 5,016 - - - - - - Phoenix Avenue Pedestrian Mall RD1210 2,315 62 28 - 2,225 - - - - Trail Beautification - Canal E. of Gilbert Rd RD2090 3,274 - - - - - 3,274 - - Heritage District Transportation Imp. RD2110 7,235 4,139 3,096 - - - - - - Heritage District Intersections Study RD2120 244 - 244 - - - - - - Ash Street Re-Alignment RD2130 4,245 - - - - - 4,245 - - Heritage District Trash Compactors RD2140 216 55 161 - - - - - - The Commons Open Space Pre-Design RD2150 186 - - 186 - - - - - Paseo Pedestrian and Bike Route RD2160 413 - - - 413 - - - The Living Room Plaza RD2170 35,815 - - 391 35,424 - - - - West Washington Parking Lot II RD2180 717 - - 717 - - - - - Vaughn Ventilator RD2190 7,235 - 150 - 7,085 - - - - Heritage Dist Parking Master Plan Update RD2200 187 - - - 187 - - - - The Neighborhood Park RD2210 1,983 - - - - - - - 1,983 Median Improvements RD2220 1,195 - - - - - 1,195 - - Trail Beautification - Canal W. of Gilbert Rd RD2230 1,878 - - - - 1,878 - - - Heritage Dist Drainage/Storm Water Study RD2240 227 - 227 - - - - - - Gilbert Centennial Project RD2250 250 - 250 - - - - - - Heritage Dist Utility Infrastructure Study RD2260 227 - - 227 - - - - - Heritage Center Site and ADA Imp RD2261 400 - 400 - - - - - - Heritage Center - ADA Sidewalk Repairs RD2262 242 - 242 - - - - - - 1,521 $ 45,698 $ 20,839 $ TRUE TRUE TRUE TRUE Total Capital Expenses $ 108,078 18,485 TRUE TRUE Total Prior Years Capital Sources (1,000s) 2017 GO Bonds $ $ 6,106 $ $ 9,814 TRUE 3,439 $ 9,738 $ - $ TRUE 1,983 TRUE FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Beyond 10 Years 6-10 Yrs $ $ $ $ $ $ 2,667 - - - - - $ - 2022 Potential Street Bond 29,927 - - - 7,449 18,961 3,517 - - 2024 Potential Parks Bonds 3,274 - - - - - 3,274 - - CDBG 642 - 642 - - - - - - CIP Outside Sources 50 - 50 - - - - - - - 1,635 1,796 (3,341) (90) - - - - Water Repl Fund 1,113 700 - - - - 413 - - General Fund 14,619 9,916 4,104 186 413 - - - - 315 - - - - - 315 - - CIP O/S Revolving Fund Wastewater Fund Env. Services-Commercial 216 55 161 - - - - - - Roadway and Maint. Fund 1,418 - 394 - - - 1,024 - - Private Fund 35,815 - - 391 35,424 - - - - Unidentified 1,983 - - - - - - - 1,983 Miscellaneous 12,600 2,740 - 4,285 2,502 1,878 1,195 - - Total Sources $ 108,078 $ 45,698 $ 20,839 $ 9,738 $ - $ $ $ 186 $ - $ 18,485 $ 9,814 $ 1,521 $ - $ 15 Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost $ 214 - $ 15 25 - $ 25 63 - $ 63 $ 186 $ - $ 1,983 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. RD1210 – Phoenix Avenue Pedestrian Mall Project Priority: 3.00 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. 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. RD2120 – Heritage District Intersections Study Project Priority: 2.69 Undergo an intersection study of Gilbert Road and Page Avenue, Gilbert Road and Cullumber, Gilbert Road and Park Avenue, and Gilbert Road and Bruce Avenue. Study will examine the capacities for each intersection and needs based on buildout of the Heritage District. RD2140 – Heritage District Trash Compactors Project Priority: 3.00 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. Project Priority: 3.00 RD2190 – Vaughn Ventilator The design and construction of Vaughn Avenue west from its existing dead end at Pacific Railroad to connect to Neely Street and improvements to the existing roadway of the proposed Paseo and existing Heritage Marketplace. RD2240 – Heritage District Drainage/Storm Water Study Evaluate capacities, deficiencies and options for storm water and floodplain management in the Heritage District. The existing Vaughn retention basin is not adequately sized to accommodate required storm water volumes based on contributing water sheds. 215 Project Priority: 3.00 Table of Contents REDEVELOPMENT PROJECT DETAIL Project Priority: 1.90 RD2250 – Gilbert Centennial Project Pre-design, design and construction of a commemorative project that would help memorialize and celebrate 100 years since the incorporation of Gilbert in 1920. The detail concept and scope to be established during the pre-design phase. RD2261 – Heritage Center Site and ADA Improvements Project Priority: 2.60 The Heritage Center at Page Park, an approximately 8,000 square foot, town-owned building, was renovated in 2018 and now provides health related services for low to moderate income residents. This project will improve the exterior areas of the building to provide better access, lighting, signage, and required Americans with Disabilities Act (ADA) upgrades. RD2262 – Heritage Center – ADA Sidewalk Repairs In FY 2018, Gilbert completed a sidewalk accessibility evaluation which identified seven zones in the Heritage District that were in need of upgrades to comply with the current Americans with Disabilities Act (ADA). The project focus in FY 2020 will include the design of improvements and construction. Prioritization and timing of construction repairs will be based on available funding and will be reevaluated each year. 216 Project Priority: 1.64 Table of Contents STORM WATER PROJECT LOCATOR 217 Table of Contents STORM WATER PROJECT SUMMARY Capital Expenses (1,000s) Sonoqui Wash Landscaping Total SW0070 $ 4,536 $ Prior Years - FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 $ $ $ $ $ - - - - - $ Beyond 10 Yrs 4,536 $ - Storm Water Priority Assessment SW0090 300 - - 300 - - - - - Hunt Highway Bank Protection SW0100 873 - 873 - - - - - - Storm Water Master Plan SW0120 877 - - - - - - 877 - 6,586 $ - $ 873 $ 300 $ - $ - $ - $ 5,413 $ - Total Capital Expenses $ TRUE TRUE Total Prior Years Capital Sources (1,000s) Env. Compliance Fund $ 6,586 $ Total Sources $ 6,586 $ - TRUE TRUE FY 2020 TRUE FY 2021 FY 2022 - TRUE TRUE FY 2023 Beyond 10 FY 2024 Years 6-10 Yrs $ $ $ 873 $ 300 $ - $ 873 $ 300 $ - $ $ - $ 5 $ - - - $ 5 $ - TRUE - TRUE $ 5,413 $ - $ - $ 5,413 $ 5 $ 5 $ 5 $ - - - - - 5 $ 5 $ 5 $ - Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact Total Revenue Net Additional Cost $ 218 - Table of Contents STORM WATER PROJECT DETAIL Project Priority: 2.87 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. 219 Table of Contents WATER PROJECT LOCATOR 220 Table of Contents WATER PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total Well, 2 MG Reservoir and Pump Station WA0270 $ 14,283 Reservoir, Pump Station and Well Conv. WA0620 Zone 2 to Zone 4 Interconnect WA0670 1,008 Santan Vista Water Plant - Phase II WA0700 67,611 18,529 $ FY 2020 859 $ 3,281 260 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 $ $ $ $ - - - - Beyond 10 Yrs $ 13,164 $ - 15,248 - - - - - - - 1,008 - - - - - - 64,665 2,946 - - - - - - Ray - Recker Direct Well System WA0710 6,571 1,482 5,089 - - - - - - Bridges Well WA0800 4,476 - 4,476 - - - - - - Direct System Well WA0810 5,934 2 - - 5,932 - - - - Water Rights - WMA Settlement WA0830 10,815 - 10,815 - - - - - - Trend Homes Direct System Well Conv. WA0880 7,434 668 - - - - - 6,766 - Water Rights - Phase II WA0940 42,740 12,615 20,925 2,500 6,700 - - - - San Carlos Apache Tribe Wtr Rights Lease WA0980 31,210 - 31,210 - - - - - - NWTP - Backwash Pumps WA1000 6,284 1 - - - - - 6,283 - NIA Priority CAP Water Acquisition WA1060 5,016 - 5,016 - - - - - - NWTP - Finished Water Pump #10 WA1070 1,155 39 1,116 - - - - - - NWTP - Variable Frequency Drive Repl WA1080 300 123 177 - - - - - - Waterline - Power Road Elliot to Warner WA1120 2,662 - - - - - - 2,662 - Baseline - Fiesta Tech to McQueen WA1140 2,644 80 2,564 - - - - - - Waterline - Linda Lane Replacement WA1160 650 41 609 - - - - - - NWTP - Office Space Expansion WA1170 802 - - - - - - 802 - Waterline - Tankersley Repl Area I WA1180 3,395 313 3,082 - - - - - - Water Rights - Resiliency and Capacity WA1200 41,464 - 8,372 8,372 8,240 8,240 8,240 - - NWTP North Reservoir Roof Repl WA1210 1,377 425 952 - - - - - - NWTP - Storage Building WA1220 3,260 - - - - - - 3,260 - New Res. and Res. Repl Pwr/Queen Crk WA1230 12,265 - 12,265 - - - - - - Heritage District No. - Water Line Repl WA1250 9,641 8,936 705 - - - - - - Water Line-Lindsay - Baseline to Harwell WA1260 448 - - - - - - 448 - ACP Water Main Priority Repl Prog WA1270 515 2 513 - - - - - - Water Meter Modernization Program WA1280 11,878 - - - - - - 11,878 - NWTP Ozone Generation System Repl WA1290 6,307 1 6,306 - - - - - - Lindsay/Galveston Res. Site Well Repl WA1300 2,409 - 2,409 - - - - - - Tankersley - Waterline Repl - Area II WA1310 8,159 1 8,158 - - - - - - Tankersley - Waterline Repl - Area III/IV WA1320 15,362 - 15,362 - - - - - - Tankersley - Waterline Repl - Area V 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 - - - Blending Control for Wells 20 & 22 WA1370 462 - 462 - - - - - - NWTP Enhanced Chemical Feed Systems WA1380 14,263 - - - - - 471 13,792 - NWTP Facility Condition Assessment WA1400 525 158 367 - - - - - - Zone Split Valve Structures WA1410 1,146 - 382 - - - 382 382 - NWTP Reservoir Water Quality Imp WA1420 3,204 670 2,534 - - - - - - Watertank Rd to Gilbert Waterline WA1440 2,263 - 2,263 - - - - - - Transmission Main Assessments WA1450 332 - 332 - - - - - - Higley Road Waterline Replacement WA1460 1,341 - - 1,341 - - - - - Islands Waterline and System Repl WA1470 29,460 - - - - - - 23,568 5,892 221 Table of Contents WATER PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 Beyond 10 Yrs Well No. 25 Arsenic Mitigation WA1480 2,097 - - - 2,097 - - - - Cathdoic Protection/Ext. Pipeline Eval WA1490 544 - - - - - 544 - - Pony Lane Waterline Replacement WA1510 7,318 - - - - - - 7,318 - Zone 4 Imp for Site 32 WA1520 137 - 137 - - - - - - Zone 2 Imp 148th Street WA1530 800 - 800 - - - - - - Zone 2 Imp 202 Lindsay Crossing WA1540 8,400 - - - - - - 8,400 - NWTP Filter Rehabilitation WA1541 270 - 270 - - - - - - Vulnerability Assmnt and Emer Resp Plan WA1542 396 - - - 198 - - 198 - Total Capital Expenses $ 443,768 $ 94,362 $ 167,130 $ 24,460 $ 25,567 $ 17,799 $ 9,637 $ 98,921 $ TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 Beyond 10 Yrs $ $ $ $ Capital Sources (1,000s) WRMPC - 2007 Bonds 5,892 $ 13 $ 13 $ - - - - - $ - $ - WRMPC - Intergov Contrib 31,462 29,962 1,500 - - - - - - WRMPC - Bonds (SDF) 53,301 36,607 16,694 - - - - - - 650 41 609 - - - - - - Water Repl Fund 117,410 9,801 44,013 13,588 2,400 9,559 - 32,157 5,892 Water Fund 69,329 998 12,743 4,186 6,316 4,120 5,517 35,449 - 198 - - - 99 - - 99 - CDBG Wastewater Fund Water SDF 52,492 4,325 19,419 - 5,932 - - 22,816 - Water Resources SDF 110,513 12,615 72,152 6,686 10,820 4,120 4,120 - - Future Growth Funding 8,400 - - - - - - 8,400 - Total Sources $ 443,768 $ 94,362 $ 167,130 $ 24,460 $ 25,567 $ 17,799 $ 9,637 $ 98,921 $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact $ Total Revenue Net Additional Cost $ 222 - $ 208 $ 208 $ 498 $ 338 $ - - - - - - - - $ 208 $ 208 $ 498 $ 338 $ - 5,892 Table of Contents WATER PROJECT DETAIL WA0270 – Well, 2 MG Reservoir and Pump Station Project Priority: 1.40 Design and construct a two million gallon in ground reservoir, and pump station. Design and drill a two million gallon per day (MGD) well to fill reservoir. The reservoir to be located near East Galveston and Recker Roads 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 Drive 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 WA0800 – Bridges Well 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. 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 firm water rights available to Gilbert of 3,248 Acre-feet. 223 Project Priority: 3.00 Table of Contents WATER PROJECT DETAIL Project Priority: 1.77 WA0940 – Water Rights – Phase II Acquisition of water rights for 2,500 acre-feet (AF) of water per year over 100 years through a combination of leases and storage, and a long term lease. WA0980 – San Carlos Apache – 100 Yr 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 acrefoot of water is equal to 325,851 gallons of water. Agreement was executed in June 2020 after final adoption. 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, which amounts to 1,282 AF of firm water supplies. 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. 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 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. 224 Project Priority: 1.60 Table of Contents WATER PROJECT DETAIL WA1180 – Waterline – Tankersley Replacement Project Priority: 1.91 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. WA1200 – Water Rights Resiliency and Capacity Project Priority: 1.64 This project is to secure an additional allocation of surface water rights for Gilbert’s Designation of Assured Water Supply, which will accommodate new growth, as well as to firm up existing supplies during times of shortage. The acquired water will be delivered to the Santan Vista Water Treatment Plant, the North Water Treatment Plant, or stored underground and recovered by wells. 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 2.7 million gallon welded steel water reservoir. Restore site and construct onsite split stream ion-exchange nitrate treatment system to provide redundant Zone 3 water supply. Rehabilitate existing above ground reservoir. WA1250 – Heritage District No. – Water Line Replacement Project Priority: 3.00 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. WA1270 – ACP Water Main Priority Replacement Program Project Priority: 2.40 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. WA1290 – NWTP Ozone Generation System Replacement 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. 225 Project Priority: 3.00 Table of Contents WATER PROJECT DETAIL 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. WA1310 – Tankersley – Waterline Replacement – Area II Project Priority: 2.38 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. WA1320 – Tankersley – Waterline Replacement – Area III/IV Project Priority: 2.38 The project includes design and construction of new water distribution pipelines in the Town water service area, formerly a segment of the Tankersley Water System in the Queen Creek Road and Greenfield area. 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. Project Priority: 1.63 WA1410 – Zone Split Valve Structures This project will place a Zone Split Valve Structure between Zones 1 & 2 for water quality improvements. The structure will then be added to other Zone splits as modeling efforts identify opportunities to improve system integration and zonal transfers. Zone Split Valve Structures are needed to provide operational flexibility to reduce water age and improve water quality without substantial new construction of wells and transmission mains throughout the distribution system. Distribution system modeling has been successfully used to identify locations for beneficial zone transfers which was empirically demonstrated. 226 Table of Contents WATER PROJECT DETAIL 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. WA1440 – Watertank Rd to Gilbert Waterline Project Priority: 2.09 Replacement of a 50+ year old AC water main connecting Well No. 3, including water mains in Watertank Road and Gilbert Road. WA1450 – Transmission Main Assessments Project Priority: 2.56 Condition assessment of the 24-inch and larger transmission lines, with recommended priorities of rehabilitation. The report will include a GIS-type figure, color-coded to indicate pipe condition on a standardized scale. Each pipeline alignment will have engineer’s estimates of probable construction costs. WA1520 – Zone 4 Improvements for Site 32 Project Priority: 1.13 Connect the existing 16” water mains located in the intersection footprint of Recker and Warner Roads with a new 16” water main and move any connections. WA1530 – Zone 2 Improvements 148th Street Project Priority: 1.72 Install a new 8” waterline along 148th Street to provide looped distribution system service. Also extend an 8” water line along mid-block private street between Ocotillo and Chandler Heights to loop service. Project Priority: 2.82 WA1541 – NWTP Filter Rehabilitation Demolish and replace existing filter media, underdrains as required in the six impacted filters. A Phase II replacement is recommended for the other filters currently in service that are nearing the end of their useful life but have not yet experienced the systemic failure observed in the immediate need filters. 227 Table of Contents WASTEWATER PROJECT LOCATOR 228 Table of Contents WASTEWATER PROJECT SUMMARY Capital Expenses (1,000s) Total Prior Years FY 2020 9 $ FY 2021 7,524 $ - FY 2022 FY 2023 FY 2024 Years 6-10 $ $ $ - - - $ Beyond 10 Yrs Relief Sewers WW0690 $ 15,097 $ 7,564 $ - Candlewood Lift Station and Force Main WW0700 10,156 715 9,441 - - - - - - Germann/Higley - 18" Recl. Water Main WW0720 5,416 4,085 1,331 - - - - - - Greenfield WRP - Phase III WW0750 46,315 25,039 21,276 - - - - - - South Recharge Site - Phase II WW0770 6,698 687 6,011 - - - - - - GWRP Reclaimed Water Pump Station Exp. WW0780 1,596 1,039 557 - - - - - - Recl. Water Rec. Well at Elliot District Park WW0890 2,257 451 1,806 - - - - - - Recharge Facility and 4 Recharge Wells WW0940 9,161 1 2,276 - - - - 6,884 - Recl. Water Line Ext. in Chandler Hgts WW0950 1,893 109 1,784 - - - - - - Riparian Preserve Distrib. Structure Exp WW0960 1,849 - - - - 1,849 - - - GWRP - Various Plant Improvements WW0970 13,979 2,009 4,540 326 2,565 2,295 1,122 1,122 - System Wide Force Main Retrofit WW1050 21,391 1,008 2,547 1,086 1,086 1,086 1,086 13,492 - Concrete Pipe - Gravity Sewer Rehab WW1060 12,048 1,621 10,427 - - - - - - No. East Wastewater Basin Outfall WW1070 4,591 - - - - - - 4,591 - Recl. Water Vault - Recker/Warner WW1080 403 75 328 - - - - - - Activated Sludge Pumping Station Repl WW1090 4,082 2 4,080 - - - - - - Oxidation Ditch Rotor Replacements WW1100 6,259 - - 2,503 3,756 - - - - Effluent Filter Replacements WW1110 3,259 - 1,329 1,930 - - - - - Influent Odor Control System Repl. WW1130 837 - - - 837 - - - - Greenfield Repair and Repl. - Expansion WW1140 20,540 5 20,535 - - - - - - Crossroads Force Main Repair WW1150 1,750 1,613 137 - - - - - - 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/ SR 202 Gravity Sewer Rehab WW1190 488 - 488 - - - - - - Greenfield WRP Phase IV Expansion WW1200 81,745 - - - - - - 81,745 - Val Vista Rd Reclaimed Water Pipeline WW1210 4,331 - - - 4,331 - - - - Riggs Rd. Reclaimed Water Pipeline WW1220 4,331 - - - 4,331 - - - - Odor Control Study - South Gilbert WW1230 189 - - - 189 - - - - Neely Administration Building Repairs WW1231 100 - 100 - - - - - - Total Capital Expenses Capital Sources: (1,000s) WRMPC - 2018 Bonds $ 283,335 $ 38,468 $ 97,468 $ 7,468 $ 17,095 $ 5,230 $ 2,208 $ 115,398 $ - TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 Beyond 10 Yrs $ $ $ $ $ 45,253 $ 23,977 $ 21,276 - - - - $ - $ - Wastewater Repl Fund 96,038 5,632 51,114 5,845 8,244 3,381 2,208 19,614 - Wastewater Fund 30,680 2,347 9,081 1,623 189 1,849 - 15,591 - Wastewater SDF 1,715 1,715 - - - - - - - Greenfield Wastewater SDF 21,849 4,790 10,175 - - - - 6,884 - Neely Wastewater SDF 5,829 7 5,822 - - - - - - 229 Table of Contents WASTEWATER PROJECT SUMMARY Capital Sources: (1,000s) Total Future Growth Funding 81,971 Total Sources Prior Years FY 2020 - FY 2021 FY 2022 FY 2023 - 8,662 - - $ 283,335 $ 38,468 $ FY 2024 Years 6-10 - 73,309 97,468 $ 7,468 $ 17,095 $ 5,230 $ 2,208 $ 115,398 $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact $ Total Revenue Net Additional Cost $ 230 Beyond 10 Yrs 40 $ 930 $ - - 40 $ 930 $ 939 $ 1,239 $ 1,539 $ - - - 939 $ 1,239 $ 1,539 $ - - Table of Contents WASTEWATER PROJECT DETAIL Project Priority: 3.00 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 – Reclaimed 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 Road from Higley Road 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 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. 231 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 – Reclaimed Water Line Extension - 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. WW0970 – GWRP – Various Plant Improvements Project Priority: 3.00 Pursuant to the Intergovernmental Agreement with the City of Mesa and Town of Queen Creek for the operation and maintenance of the Greenfield Wastewater Reclamation Plant (GWRP), the following future rehabilitation and replacement improvements that the City of Mesa (GWRP lead agent/operator) are proposing at the plant includes various future plant improvements and equipment replacements (FY 2019-2023). WW1050 – System Wide Force Main Retrofit Project Priority: 3.00 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. 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 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 2.5miles of the Western Canal Sewer as required based on Phase one video assessments of pipeline condition. 232 Project Priority: 3.00 Table of Contents WASTEWATER PROJECT DETAIL WW1080 – Reclaimed Water Control Valve Vault – Recker/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. WW1110 – Neely – Effluent Filter Replacement Project Priority: 2.73 Design and construction for replacement of the effluent filters, minor structural repairs/modifications and electrical power distribution improvements. The Neely facility has six filters; with filters 1-3 exceeding their useful life. These filters have been in service for approximately 30 years. This project will replace filters one and two with higher capacity filtration technology. Additionally, this project will allow for improvements to the process area to accommodate new technology for filters 4-6. 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 Project Priority: 3.00 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. WW1170 – Freestone Park Odor Control Injection System This project will design and construct an odor and corrosion control chemical injection station within Freestone Park along the 36” sanitary sewer pipeline alignment and north of the Loop 202 near the Higley Road alignment. This project includes acquisition of right-of-way or easement in the Higley/202 area to prevent foul air. The stations will include a secured eight foot block wall, a concrete chemical containment area with protective linings, chemical storage tanks, mixers, injection pumps, electrical controls, SCADA monitoring system, and appurtenances at both locations. 233 Project Priority: 2.36 Table of Contents WASTEWATER PROJECT DETAIL WW1180 – Sewer Outfall Structure – Gilbert/Ray Project Priority: 2.40 Design and re-construct the wastewater structure at Gilbert and Ray Roads to prevent recurring surcharge within the sewer system east along Ray Road. This structure includes a sewer force main discharge point from the Rancho Del Verde lift station. As a result, this project also includes possible re-alignment of the existing sewer force main discharge location and the rehabilitation of the existing force main pipeline which currently contains a portion of ductile iron pipe that is vulnerable to corrosion and deterioration. It is the intent of this project to address both the gravity sewer surcharging issue and the sewer force main discharge location and pipeline rehabilitation issue. WW1190 – Higley 202 Gravity Sewer Rehabilitation Project Priority: 2.87 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. WW1231 – Neely Administration Reconstruction Built in 1987, the administration building at the Neely Water Reclamation Facility is nearing the end of its useful life. Emergency repairs will be needed immediately on the plumbing, electrical, HVAC, and water supply systems to keep the building operational. The long term viability of the building will be studied as part of MF2460, and future renovations or repairs may be warranted. 234 Project Priority: 2.56 Table of Contents PARKS & RECREATION PROJECT LOCATOR 235 Table of Contents PARKS & RECREATION PROJECT SUMMARY Capital Expenses (1,000s) Freestone Park Expansion (North) Total PR0030 $ 22,300 $ Prior Years - FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 $ $ $ $ $ - - - - Years 6-10 Beyond 10 Yrs - $ - $ 22,300 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 185,891 5,059 31,550 4,043 - - 50,339 94,900 - Desert Sky Park PR0320 101,453 20,396 18,938 3,043 - - 59,076 - - Marathon Trail (East Maricopa Floodway) PR0330 15,340 - - - - - 15,340 - - 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 4,911 - - - - - 4,911 - - Parks and Trails Signs PR0560 233 53 80 100 - - - - - Urban Lakes Renovation PR0570 15,923 1,372 - - - - 6,135 4,905 3,511 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 - South Area Pool PR0810 17,566 - - - - - - 17,566 - Santan Vista Trail - Phase III PR0850 5,685 4 - - - - 5,681 - - Shade Structures - Various Locations PR0920 488 178 - - 310 - - - - Santan Vista Trail - Phase IV PR0970 2,097 - - 2,097 - - - - - Trail - Santan Fwy - Val Vista to Disc. Pk PR1010 3,427 - - - - - 3,427 - - Trail - Santan Fwy - Disc Pk to Cosmo Pk PR1020 5,793 - - - - - 5,793 - - Playground Repl - Various Park Sites PR1030 3,536 1,240 - 300 666 665 665 - - Water Tower Plaza - Repairs/Upgrades PR1040 896 - - - 896 - - - - Riparian Preserve Yurts PR1070 164 - - - - - - - 164 Discovery Park Playground Structure PR1080 400 - - - - - - 400 - Powerline Trail - Recker to Power PR1100 1,565 - - - - - - 1,565 - SERL - Fountain/Parking Lot Connection PR1110 3,017 24 - - - - 2,993 - - Western Powerline Trail - Ped Crossing PR1130 1,332 344 988 - - - - - - Elliot District Park Repairs Phase I PR1140 5,053 4,404 649 - - - - - - Town Store - Southeast Regional Library PR1150 130 - - - - - - - 130 Irrigation System Replacements PR1160 29,492 - - - - - 13,157 5,375 10,960 Irrigation Controller Replacements PR1170 950 470 30 225 225 - - - - Santan Vista Trail - Phase V PR1210 4,539 - - - - - - - 4,539 Trail Lighting PR1230 6,526 - - - - - - 6,526 - Cosmo Park Turf Project PR1240 1,254 - - - - - - 1,254 - Elliot District Park Improvements PR1250 15,084 14,354 730 - - - - - - Community Center Storage PR1260 159 69 90 - - - - - - Trail Crossings at Railroad Tracks PR1270 286 - - - - - - 286 - Freestone Rec Center Flooring Repl. PR1280 325 - 325 - - - - - - Cactus Yards Parking Lot PR1290 2,784 - - - - - 2,784 - - 236 Table of Contents PARKS & RECREATION PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 Years 6-10 Beyond 10 Yrs Trails Priority Assessment PR1300 132 - - - 132 - - - - Safety Improvements for Trail Crossings PR1310 727 - - - 363 364 - - - Total Capital Expenses Capital Sources (1,000s) PFMPC - 2009 Bonds 2001 GO Bonds 02-03 $ 671,729 $ 50,352 $ 53,380 $ 13,522 $ 2,592 $ 1,029 $ 170,301 $ 139,257 $ 241,296 TRUE TRUE Total Prior Years TRUE $ 10,268 $ 10,268 TRUE TRUE TRUE TRUE TRUE Beyond 10 Years 6-10 Yrs FY 2020 FY 2021 FY 2022 FY 2023 FY 2024 $ $ $ $ $ - - - - TRUE - $ - $ - 1 1 - - - - - - 2024 Potential Parks Bonds 139,649 - - - - - 127,748 11,901 - 2028 Potential Parks Bonds 114,276 - - - - - - 99,805 14,471 Maricopa County 566 - 566 - - - - - - Developer Contribution 739 739 - - - - - - - Salt River Project 19 19 - - - - - - - CIP Outside Sources 12,076 12,076 - - - - - - - CIP O/S Revolving Fund 912 (412) (12,405) 4,043 - - 9,686 - - 32,436 11,510 3,678 625 1,696 1,029 6,442 7,326 130 Park SDF 69,285 4,534 17,292 8,854 - - 26,425 12,180 - Future Growth Funding 99,986 - - - - - - 1,565 98,421 Park SDF - Prior to 2012 35,682 9,933 25,749 - - - - - - Private Fund 6,480 - - - - - - 6,480 - 8 8 - - - - - - - General Fund Investment Income Unidentified 128,274 - - - - - - - 128,274 Miscellaneous 21,072 1,676 18,500 - 896 - - - - Total Sources $ 671,729 $ 50,352 $ 53,380 $ 13,522 $ 2,592 $ 1,029 $ 170,301 $ 139,257 $ 241,296 Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact $ Total Revenue Net Additional Cost $ 237 - $ - $ 252 $ 384 $ 1,460 $ - - - - - - - - $ - $ 252 $ 384 $ 1,460 $ - Table of Contents PARKS & RECREATION PROJECT DETAIL 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 the park is estimated to be completed in three phases. Project Priority: 3.00 PR0320 – Desert Sky 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 site development. Project Priority: 2.42 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. 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 proposed controllers will include field communication capabilities, alert notifications, and automatic evapo-transpiration controls. PR1250 – Elliot District Park Improvements 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 re-opened in the Spring of 2019. 238 Project Priority: 3.00 Table of Contents PARKS & RECREATION PROJECT DETAIL 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. PR1280 – Freestone Recreation Center Flooring Replacement Replacement of the floor in the Freestone Recreation Center. The approximate 8,000 square feet of tile located in the lobby, entry, and adjacent hallways is at the end of useful life and needs to be replaced. 239 Project Priority: 3.00 Table of Contents Debt Service __________________________________________ Debt Service Summary Debt Service Detail Debt Service Financial Table of Contents DEBT SERVICE Gilbert issues debt to finance capital project construction. This section of the budget document provides summary information regarding the type of debt issued, the amount of debt outstanding, the legal limit for general obligation debt, the purpose for that debt, and future debt payment requirements. The following table indicates what percentage each type of bond represents of the total outstanding debt for Gilbert as of July 1, 2019: PRINCIPAL AMOUNT OUTSTANDING TYPE OF BOND General Obligation Water Resource Municipal Property Corporation Public Facility Municipal Property Corporation Subordinate Lien Pledged Revenue Obligations Improvement District $ 110,445,000 132,865,000 62,520,000 34,955,000 4,895,000 Total Bonds Outstanding $ 345,680,000 Subordinate Lien Pledged Revenue Obligations 10% Improvement District 1% General Obligation 32% Public Facility Municipal Property Corporation 18% Water Resource Municipal Property Corporation 39% 241 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. Net Assessed Limited Property Valuation* 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 2,442,085,046 Year 2010/2011 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 Percent Change -7.36% -15.34% -9.90% -4.88% 9.39% 6.40% 7.26% 6.39% 7.14% 8.24% Property Tax Levy 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 24,150,000 *Note: Beginning in 2015, the Maricopa County Assessor no longer distinguishes between primary and secondary assessed value. Valuations after 2015 are reported with the Net Assessed Limited Property 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. The rate will remain level at $0.99 in FY 2020. Assessed value for Property Tax purposes lags market by nearly two years. Secondary Assessed Value $3,000,000,000 $2,500,000,000 $2,000,000,000 $1,500,000,000 $1,000,000,000 $500,000,000 $0 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 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. 242 Table of Contents DEBT SERVICE There is a limit of 6% of secondary assessed valuation for any other general-purpose project. Voter authorization is required before General Obligation Bonds can be issued. In 2001 a Citizens Bond Committee recommended the Council forward to the voters a bond authorization election in the amount of $57,481,000. The Council approved this action and the bond authorization election was successful. In May 2003, the voters approved general obligation bonds in the amount of $80 million to pay for street construction and in March 2006, voters approved $75 million for street improvements and $10 million for parks and recreation facilities. In November 2007, voters approved $174 million for street improvements. The following table outlines the remaining authorization for each voter approved election: Election Date November 2001 May 2003 March 2006 November 2007 November 2018 Authorized $ $ $ $ $ Issued 57,481,000 80,000,000 85,000,000 174,000,000 65,350,000 Remaining 20% $ 45,722,000 $ $ 80,000,000 $ $ 85,000,000 $ $ 173,993,080 *** $ $ $ 11,759,000 65,350,000 *** Remaining authorization is a de minimis amount The information below shows the legal bonding limit for General Obligation bonds as of July 1, 2019. Debt Capacity with Bond Premiums Included 6% Limitation FY 2020 NFC - Assessed Valuation Allowable 6% Debt Less: 6% Debt Outstanding Unused 6% Debt Capacity 20% Limitation FY 2020 NFC - Assessed Valuation Allowable 20% Debt Less: 20% Debt Outstanding Less: Unamortized Premium Counted Against Capacity Unused 20% Debt Capacity $ 3,133,778,776 188,026,727 $ 188,026,727 $ 3,133,778,776 626,755,755 (110,445,000) (6,593,346) $ 509,717,409 The following table provides the detail for the FY 2020 general obligation debt budget. Revenue is provided from the secondary property tax levy. Issue Name GO Series 2008 GO Series 2017 Revenue and Refunding GO Series 2020 (Anticipated) Total General Obligation Debt Issued $187,990,000 $121,670,000 $65,350,000 $375,010,000 Debt Outstanding $16,000,000 $94,445,000 $65,350,000 $175,795,000 Tax Supported Debt Payments $480,000 $21,770,000 $1,900,000 $24,150,000 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. The proposed levy for FY 2019-20 is $24.15m ($.9889 tax rate). This includes the anticipated debt service for the Public Safety Training Facility that was authorized by voters on the November 6, 2018 243 Table of Contents DEBT SERVICE ballot. Series 2020 bonds are planned to be issued in May 2020 with first payment due July 2020 in order to reduce interest costs. Street and Highway User Revenue (HURF) Bonds are special revenue bonds issued specifically for the purpose of constructing street and highway projects. 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 one-half of the annual HURF revenues received. Gilbert made the last payment on the outstanding HURF bonds in FY 2019 and does not anticipate issuing additional debt of this type. 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. 244 Table of Contents DEBT SERVICE The following table indicates the principal amount of debt paid annually by type of debt: Fiscal Year 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 General Obligation 17,480,000 18,355,000 16,180,000 16,000,000 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 - MPC Public Facilities 12,565,000 14,340,000 5,250,000 5,500,000 5,770,000 6,055,000 6,360,000 6,680,000 - 110,445,000 62,520,000 Subordinate Improvement MPC Water Resources Lien District 7,560,000 735,000 385,000 7,950,000 770,000 410,000 8,340,000 810,000 435,000 8,780,000 850,000 450,000 9,200,000 895,000 475,000 9,655,000 935,000 495,000 10,155,000 985,000 535,000 10,575,000 1,035,000 555,000 11,105,000 1,085,000 565,000 11,445,000 1,140,000 590,000 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 2,200,000 132,865,000 245 34,955,000 4,895,000 Table of Contents DEBT SERVICE The following table indicates the total interest payments per year by type of debt: Fiscal Year 2020 2021 2022 2023 2024 2025 2026 2027 2028 2029 2030 2031 2032 2033 2034 2035 2036 2037 2038 2039 2040 2041 2042 2043 2044 2045 General Obligation 4,769,550 3,895,550 2,977,800 2,168,800 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 - MPC Public Facilities 3,086,300 2,471,275 1,761,150 1,508,250 1,243,250 954,750 652,000 334,000 0 - $25,614,150 $12,010,975 Subordinate Improvement MPC Water Resources Lien District 5,865,313 1,524,456 239,908 5,487,313 1,487,706 219,625 5,089,813 1,449,206 198,068 4,672,813 1,408,706 175,490 4,233,813 1,366,206 151,893 3,773,813 1,321,456 127,145 3,291,063 1,274,706 100,868 2,857,863 1,225,456 73,063 2,329,113 1,173,706 44,498 1,997,300 1,119,456 15,045 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 $44,242,263 246 $24,020,281 $1,345,600 Table of Contents DEBT SERVICE Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 General Obligation Street and Highway Public Facilities MPC Water Resources MPC Subordinate Lien Improvement Districts Wastewater MPC 90,443,896 3,412,020 14,281,600 38,582,363 696,795 - 22,280,090 3,413,020 78,436,154 9,835,064 2,257,506 961,309 - 23,291,300 3,417,500 15,719,280 9,994,630 2,264,460 6,411,280 3,614,400 23,291,300 3,417,500 15,719,280 9,994,630 2,264,460 6,411,280 3,614,400 24,260,550 15,671,300 10,033,070 2,269,460 5,343,240 3,624,750 $ 147,416,674 $117,183,143 $ 64,712,850 $ 64,712,850 $ 61,202,370 EXPENSES BY CATEGORY Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Personnel Supplies & Contractual Capital Outlay 119,166,684 28,249,990 117,183,143 - 64,712,850 - 64,712,850 - 61,202,370 - $ 147,416,674 $117,183,143 $ 64,712,850 $ 64,712,850 $ 61,202,370 OPERATING RESULTS Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Revenues Transfers In 21,667,730 30,380,935 30,256,743 54,035,596 29,761,280 35,145,950 29,067,280 34,932,352 29,518,240 31,598,700 Total Sources $ 52,048,665 $ 84,292,339 $ 64,907,230 $ 63,999,632 $ 61,116,940 Total Expenses Transfers Out 147,416,674 332,001 117,183,143 12,172,463 64,712,850 - 64,712,850 - 61,202,370 - Total Uses $ 147,748,675 $129,355,606 $ 64,712,850 $ 64,712,850 $ 61,202,370 Net Operating Result $ (95,700,010) $ (45,063,267) $ PERSONNEL BY ACTIVITY Total Expenses Total Expenses 247 194,380 $ (713,218) $ (85,430) Table of Contents Appendix __________________________________________ Personnel Detail Capital Outlay Transfer Detail and Summary Schedules A-G Glossary/Acronyms Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 GENERAL FUND Mayor and Council Executive Administrative 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 Chief Innovation Officer Community Resources Program Supervisor Assistant to Town Manager Executive Assistant to Town Manager Executive Administrative Assistant Total Manager 1.00 0.00 1.00 0.00 0.15 3.00 1.00 1.00 7.15 1.00 3.00 0.00 0.00 0.35 1.00 0.00 1.00 6.35 1.00 3.00 0.00 0.00 0.35 1.00 0.00 1.00 6.35 1.00 3.00 0.00 1.00 0.35 0.00 0.00 1.00 6.35 1.00 3.00 0.00 1.00 0.35 0.00 0.00 1.00 6.35 Emergency Mgt and Safety Emergency Management Coordinator Health and Safety Analyst Total Emergency Mgt and Safety 0.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 Digital Government Digital Communications Strategist Chief Digital Officer Digital Media and Marketing Officer Data Content Strategist Community Engagement Coordinator Digital Journalist Multi-Media Analyst Data and Technology Analyst Total Digital Government 1.00 1.00 1.00 0.00 0.00 2.00 1.00 1.00 7.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 8.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 8.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 1.00 8.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 9.00 Intergovernmental Governmental Relation Assistant Program Coordinator Director of Intergovernmental Affairs Total Intergovernmental 1.00 1.00 1.00 3.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 Economic Development Economic Development Director Economic Development Deputy Director Economic Development Administrator Redevelopment Program Manager Business Attraction Administrator Business Retention & Expansion Administrator Marketing & Communication Administrator Data Scientist Tourism Administrator Administrative Assistant Total Economic Development 1.00 1.00 4.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 8.00 1.00 1.00 4.00 0.00 0.00 0.00 0.00 2.00 0.00 1.00 9.00 1.00 1.00 4.00 0.00 0.00 0.00 0.00 2.00 0.00 1.00 9.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 9.00 249 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 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 Infrastructure IT Infrastructure Manager Systems Engineer Telecom Engineer Communications Engineer Network Engineer Data Scientist Communication Engineering Technician Audio/Visual Technician Audio/Visual Analyst Total Infrastructure 1.00 3.00 1.00 1.00 1.00 0.00 1.00 0.00 1.00 9.00 1.00 3.00 1.00 1.00 1.00 0.00 2.00 0.00 1.00 10.00 1.00 3.00 1.00 1.00 1.00 0.00 2.00 0.00 1.00 10.00 1.00 2.00 1.00 1.00 2.00 0.00 1.00 1.00 0.00 9.00 1.00 4.00 1.00 1.00 2.00 1.00 1.00 1.00 0.00 12.00 Applications Support IT Applications Manager IT Desktop Supervisor Project Manager Applications Administrator Applications Engineer Desktop Analyst IT Security Administrator Applications Analyst Desktop Support Applications Analyst Database Administrator Help Desk Technician Total Applications Support 1.00 1.00 0.00 4.00 2.00 2.00 0.00 4.00 4.00 0.00 0.00 1.00 19.00 1.00 1.00 0.00 4.00 2.00 2.00 0.00 5.00 4.00 0.00 0.00 1.00 20.00 2.00 1.00 0.00 4.00 2.00 2.00 0.00 5.00 4.00 0.00 0.00 1.00 21.00 2.00 0.00 0.00 0.00 0.00 0.00 1.00 9.00 0.00 0.00 2.00 0.00 14.00 2.00 0.00 1.00 0.00 0.00 0.00 1.00 10.00 0.00 0.00 2.00 0.00 16.00 Desktop Support IT Desktop Manager Desktop Support Total Desktop Support 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 7.00 8.00 1.00 8.00 9.00 GIS Operations and Support GIS Supervisor GIS Administrator GIS Analyst Senior GIS Technician GIS Technician Addressing Technician Total GIS Operations and Support 1.00 2.00 0.00 2.00 2.00 1.00 8.00 1.00 2.00 0.00 2.00 2.00 1.00 8.00 1.00 2.00 0.00 2.00 2.00 1.00 8.00 1.00 1.00 1.00 2.00 2.00 1.00 8.00 1.00 1.00 1.00 2.00 2.00 1.00 8.00 Total Information Technology 38.00 41.00 42.00 42.00 48.00 250 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Human Resources: Personnel Administration Chief Talent Officer Senior Human Resources Analyst Benefits Analyst Workers Comp Total Rewards Analyst Senior Human Resource Analyst Benefits Analyst Senior Human Resource Business Partner Lean Innovator Benefits Manager Human Resource Solution Manager Human Resources Specialist Office Assistant Administrative Supervisor Administrative Assistant Total Personnel Administration 1.00 4.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 2.00 2.00 1.00 1.00 2.00 13.00 1.00 5.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 2.00 2.00 1.00 1.00 2.00 16.00 1.00 5.00 0.00 0.00 0.00 1.00 0.00 1.00 0.00 2.00 2.00 1.00 1.00 2.00 16.00 1.00 0.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 16.00 1.00 0.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 16.00 Learning and Development Organizational 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 2.00 1.00 4.00 Risk Management Risk Manager Senior Claims Analyst Safety Specialist Senior Human Resources Analyst Total Risk Management 1.00 1.00 1.00 1.00 4.00 0.00 1.00 0.00 1.00 2.00 0.00 1.00 0.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Human Resources 20.00 21.00 21.00 19.00 20.00 Management and Budget Management and Budget Director Management and Budget Analyst Senior Performance Management Analyst Management and Budget Specialist Total Management and Budget 1.00 3.00 1.00 1.00 6.00 1.00 3.00 0.00 1.00 5.00 1.00 3.00 0.00 1.00 5.00 1.00 3.00 0.00 1.00 5.00 1.00 4.00 0.00 1.00 6.00 Town Clerk Town Clerk Deputy Clerk Administrative Assistant Town Clerk Specialist Total Town Clerk 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 Legal Services: General Counsel Town Attorney Deputy Town Attorney Assistant Town Attorney 1.00 0.00 2.00 1.00 0.00 2.00 1.00 0.00 2.00 1.00 1.00 2.00 1.00 1.00 3.00 251 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Legal Advisor Paralegal Claims Analyst Legal Secretary Total General Counsel 1.00 0.00 0.00 1.00 5.00 1.00 1.00 0.00 1.00 6.00 1.00 1.00 0.00 1.00 6.00 0.00 1.00 1.00 1.00 7.00 0.00 1.00 2.00 1.00 9.00 Prosecutor Town Prosecutor Assistant Town Prosecutor Legal Secretary Prosecutor Administrative Supervisor Administrative Assistant Victim Advocate Paralegal Total Prosecutor 1.00 7.00 3.00 1.00 5.00 2.00 0.00 19.00 1.00 7.00 3.00 1.00 6.00 2.00 1.00 21.00 1.00 7.00 3.00 1.00 6.00 2.00 1.00 21.00 1.00 7.00 3.00 1.00 6.00 2.00 1.00 21.00 1.00 7.00 3.00 1.00 6.00 2.00 2.00 22.00 Total Legal Services 24.00 27.00 27.00 28.00 31.00 Management Services: Administration Finance & Management Services Director Total Management Services Administration 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Accounting Accounting Manager Assistant Accounting Manager Accounting Supervisor Accounting System Analyst Senior Accountant Accountant Accounts Payable Technician Accounting Technician Administrative Assistant Accounting Specialist Senior Payroll Specialist Payroll Specialist Total Accounting 1.00 0.00 0.00 1.00 1.00 1.00 3.00 0.00 1.00 1.00 2.00 1.00 12.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 1.00 12.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 1.00 12.00 1.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 1.00 2.00 12.00 1.00 1.00 1.00 1.00 0.00 2.00 2.00 1.00 0.00 1.00 1.00 2.00 13.00 Purchasing Administrative Assistant Purchasing Specialist Contract Analyst Inventory Services Specialist Purchasing Manager Total Purchasing 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 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 1.00 1.00 1.00 1.00 5.00 1.00 1.50 1.00 1.00 1.00 5.50 1.00 1.50 1.00 1.00 1.00 5.50 1.00 1.50 1.00 1.00 1.00 5.50 252 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Total Management Services 24.00 25.00 25.50 25.50 26.50 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 Administrative 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 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 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 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 Receptionist Total Permits and Licensing 4.30 0.50 0.70 1.00 0.00 6.50 4.30 0.50 0.70 1.00 0.00 6.50 5.03 0.50 1.00 0.80 0.00 7.33 5.03 0.50 1.00 0.80 0.00 7.33 4.72 0.50 1.00 0.80 0.50 7.52 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 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Plan Review and Inspection - Building Building & Fire Inspection Supervisor Building Inspector Plan Review Supervisor Plans Examiner Permit Technician Total Plan Review and Inspection - Building 0.75 8.00 0.80 6.00 3.00 18.55 0.75 8.00 0.80 7.00 3.00 19.55 0.75 8.00 0.80 7.00 3.00 19.55 0.75 8.00 0.80 7.00 3.00 19.55 0.75 8.00 0.80 7.00 3.00 19.55 Plan Review and Inspection - Fire Building & Fire Inspection Supervisor Building Inspector Plan Review Supervisor Plans Examiner Total Plan Review and Inspection - Fire 0.25 1.00 0.20 2.00 3.45 0.25 1.00 0.20 2.00 3.45 0.25 1.00 0.20 2.00 3.45 0.25 1.00 0.20 2.00 3.45 0.25 1.00 0.20 2.00 3.45 253 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Plan Review and Inspection - Engineering Engineering Inspector Enginering Inspections Supervisor Plans Examiner Plans Review Supervisor Total Plan Review and Inspection - Engineering 5.00 0.95 2.00 1.00 8.95 6.00 0.95 2.00 1.00 9.95 6.00 0.95 2.00 1.00 9.95 7.00 0.95 2.00 1.00 10.95 7.00 0.95 2.00 1.00 10.95 Plan Review and Inspection - Planning Plans Examiner Enginering Inspections Supervisor Total Plan Review and Inspection - Planning 3.00 0.05 3.05 3.00 0.05 3.05 3.00 0.05 3.05 3.00 0.05 3.05 3.00 0.05 3.05 Plan Review and Inspection - Code Code Inspections Supervisor Code Inspector Administrative Assistant Total Plan Review and Inspection - Code 0.80 5.00 1.00 6.80 0.80 5.00 1.00 6.80 0.80 5.00 1.00 6.80 0.80 5.00 1.00 6.80 0.80 5.00 1.00 6.80 Engineering Development Development Engineer Manager Senior Development Engineer Development Engineer Engineering Technician Total Engineering Development 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 0.00 3.00 1.00 1.00 1.00 0.00 3.00 1.00 1.00 1.00 1.00 4.00 Planning Services Planning Manager Principal Planner Planner Plans Examiner Planning Technician Administrative Assistant Total Planning Services 1.00 1.00 6.00 3.00 2.00 1.00 14.00 1.00 1.00 7.00 2.00 2.00 0.00 13.00 1.00 1.00 7.00 2.00 2.00 0.00 13.00 1.00 1.00 7.00 2.00 2.00 0.00 13.00 1.00 1.00 7.00 2.00 2.00 0.00 13.00 Transportation Planning Transportation Planning Manager Transportation Planner Total Transportation Planning 1.00 0.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Total Development Services 68.30 71.30 72.13 73.13 74.32 Public Works - Engineering: Engineering Administration Town Engineer Inspections Specialist Senior Plans Examiner Total Engineering Administration 0.60 0.00 0.00 0.60 0.60 0.00 0.00 0.60 0.60 1.00 0.00 1.60 0.60 0.00 0.00 0.60 0.60 0.00 1.00 1.60 Engineering Traffic Town Traffic Engineer Senior Traffic Engineering Specialist 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 254 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Traffic Safety Assistant Traffic Safety Specialist Total Engineering Traffic 1.00 0.00 3.00 1.00 1.00 4.00 1.00 1.00 4.00 1.00 1.00 4.00 1.00 1.00 4.00 Total Public Works - Engineering 3.60 4.60 5.60 4.60 5.60 Police Department: Police Administration Police Chief Assistant Police Chief Police Lieutenant Police Sergeant Administrative Assistant Total Police Administration 1.00 0.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 5.00 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 Office of Professional Standards Admin Police Sergeant Background Investigator Administrative Assistant Total Office of Professional Standards Admin 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.50 2.50 1.00 1.00 0.50 2.50 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 1.00 5.00 0.00 3.00 0.00 3.00 0.00 3.00 0.00 3.00 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 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 3.00 1.00 2.00 0.00 1.00 8.00 1.00 3.00 1.00 2.00 0.00 2.00 9.00 Uniform Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Administrative Assistant Total Uniform Patrol 1.00 5.00 14.00 124.00 1.50 145.50 2.00 5.00 14.00 130.00 2.00 153.00 2.00 5.00 17.00 147.00 2.00 173.00 2.00 6.00 17.00 147.00 2.00 174.00 2.00 7.00 18.00 157.00 2.00 186.00 Detention Detention Supervisor Detention Facility Officer Total Detention 2.00 7.00 9.00 2.00 7.00 9.00 2.00 7.00 9.00 2.00 7.00 9.00 2.00 9.00 11.00 Enforcement Support Police Sergeant Teleserve Operator 1.00 8.00 1.00 8.00 1.00 7.00 1.00 7.00 1.00 7.00 255 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Quartermaster Body Worn Camera Coordinator Service Aide Total Enforcement Support 1.00 0.00 2.00 12.00 1.00 0.00 2.00 12.00 1.00 1.00 2.00 12.00 1.00 1.00 2.00 12.00 1.00 1.00 2.00 12.00 Civilian Patrol Civilian Patrol Technician Total Civilian Patrol 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 4.00 Support Administration Commander 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 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 Records Core Services Administrator Police Records Shift Supervisor Police Records Clerk Total Records 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 1.00 3.00 15.00 19.00 Communications Police Communications Manager Police Communications Shift Supervisor 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 18.50 13.00 37.50 1.00 5.00 31.50 0.00 37.50 1.00 6.00 34.50 0.00 41.50 Property Property and Evidence Supervisor Property and Evidence Technician Administrative 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 Analyst 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 2.00 1.00 3.00 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 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 0.00 0.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00 6.00 0.00 6.00 Crime Prevention Crime Prevention Technician Total Crime Prevention 3.00 3.00 3.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 256 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Counseling Services Police Counseling Manager Youth/Family Counselor Administrative Assistant Total Counseling Services 1.00 6.00 1.50 8.50 1.00 6.00 1.50 8.50 1.00 6.00 1.50 8.50 1.00 6.00 1.50 8.50 1.00 6.00 1.50 8.50 Public Affairs Police Sergeant Public Affairs Specialist Volunteer Specialist Total Public Affairs 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 3.00 1.00 1.00 1.00 3.00 1.00 1.00 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 8.00 3.00 12.00 1.00 8.00 0.00 9.00 1.00 8.00 0.00 9.00 1.00 8.00 0.00 9.00 Violent Crimes Unit Police Sergeant Police Officer Total Violent Crimes Unit 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 Property Crimes Police Sergeant Police Officer Total Property Crimes 1.00 10.00 11.00 1.00 11.00 12.00 1.00 8.00 9.00 1.00 7.00 8.00 1.00 7.00 8.00 Intel Unit Police Sergeant Police Officer Crime Analyst Crime Analysis Technician Audio/Visual Forensic Analyst Total Intel Unit 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 1.00 3.00 4.00 0.00 0.00 8.00 1.00 3.00 4.00 0.00 0.00 8.00 Crime Scene Unit Crime Scene Specialist Total Crime Scene Unit 2.00 2.00 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 1.00 5.00 1.00 7.00 1.00 5.00 1.00 7.00 1.00 5.00 1.00 7.00 257 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 1.00 4.00 3.00 8.00 1.00 4.00 3.00 8.00 1.00 4.00 3.00 8.00 Special Assignment Unit Police Sergeant Police Officer Total Special Assignment Unit 1.00 5.00 6.00 1.00 5.00 6.00 0.00 5.00 5.00 1.00 8.00 9.00 1.00 8.00 9.00 Crime Suppression Police Sergeant Police Officer Total Crime Suppression 2.00 12.00 14.00 2.00 14.00 16.00 1.00 7.00 8.00 1.00 7.00 8.00 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 Resource Police Sergeant Police Officer Total School Resource 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 Team Police Sergeant Police Officer Total Crime Apprehension Team 1.00 5.00 6.00 1.00 4.00 5.00 1.00 4.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 K9 Unit Police Officer Total K9 Unit 0.00 0.00 0.00 0.00 3.00 3.00 3.00 3.00 3.00 3.00 365.00 381.50 405.50 405.50 425.50 Fire and Rescue Department: Fire Administration Fire Chief Assistant Fire Chief Data Compliance Analyst Fire Solutions Manager Administrative Assistant Total Fire Administration 1.00 2.00 0.00 1.00 0.00 4.00 1.00 2.00 1.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 1.00 6.00 1.00 2.00 1.00 1.00 1.00 6.00 Fire Training Battalion Chief EMS Specialist Fire Captain 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Police Department 258 Table of Contents PERSONNEL DETAIL Actual FY 2017 Fire Engineer Administrative Assistant Total Fire Training Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 1.00 1.00 5.00 1.00 1.00 5.00 1.00 1.00 5.00 1.00 1.00 5.00 1.00 1.00 5.00 8.00 47.00 39.00 88.00 0.00 0.00 0.00 2.00 184.00 8.00 50.00 42.00 88.00 0.00 0.00 0.00 2.00 190.00 8.00 50.00 42.00 88.00 0.00 0.00 0.00 2.00 190.00 8.00 50.00 42.00 88.00 0.00 0.00 0.00 2.00 190.00 8.00 50.00 42.00 88.00 3.00 3.00 1.00 2.00 197.00 Resource Fire Warehouse Manager 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 0.00 3.00 6.00 1.00 2.00 0.00 3.00 6.00 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Fire and Rescue Department 210.00 216.00 216.00 216.00 223.00 Parks and Recreation: Parks and Recreation Administration Parks and Recreation Director Parks and Recreation Deputy Director Parks and Recreation Manager Administrative Supervisor I Administrative Assistant II Administrative Assistant III Parks and Recreation Business Manager Recreation Leader Total Parks and Recreation Administration 1.00 0.00 2.00 1.00 5.55 0.00 1.00 0.03 10.58 1.00 1.00 1.00 1.00 5.55 0.00 1.00 0.03 10.58 1.00 1.00 1.00 1.00 5.55 0.00 1.00 0.03 10.58 1.00 1.00 1.00 1.00 4.55 1.00 1.00 0.03 10.58 1.00 1.00 1.00 1.00 4.55 1.00 1.00 0.03 10.58 Fire Operations Battalion Chief Fire Captain Fire Engineer Firefighter EMT Paramedic Ambulance Transport Manager Administrative Assistant Total Fire Operations 259 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Facilities Maintenance Facility Operations Superintendent Senior Recreation Leader 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 0.48 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 0.00 0.00 10.00 12.48 1.00 0.48 1.00 0.00 0.00 11.00 13.48 Parks and Open Space Parks Operations Superintendent Field Supervisor Senior Park Ranger Senior Grounds Maintenance Technician Senior Recreation Leader Parks Mechanic Spray Technician Facilities Maintenance Technician Grounds Maintenance Worker Administrative Assistant Park Ranger Supervisor Park Ranger Custodian Recreation Specialist Recreation Leader Recreation Coordinator Total Parks and Open Space 1.00 2.40 1.00 5.00 0.00 1.00 1.00 3.00 11.11 1.00 0.00 5.25 0.00 0.00 0.00 0.50 32.26 1.00 2.40 1.00 5.00 0.00 1.00 1.00 3.00 12.11 1.00 0.00 6.47 0.00 0.00 0.00 0.50 34.48 1.00 2.40 1.00 5.00 0.00 1.00 1.00 3.00 12.11 1.00 0.00 6.47 0.00 0.00 0.00 0.50 34.48 1.00 2.40 0.00 0.00 0.00 1.00 1.00 3.00 17.11 1.00 1.00 3.75 2.72 0.00 0.00 0.50 34.48 1.00 3.40 0.00 0.00 1.50 1.00 1.00 3.00 23.11 1.75 1.00 6.00 4.72 0.75 0.50 1.50 50.23 Riparian Programs Recreation Instructor Recreation 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 Cactus Yards Recreation Supervisor Senior Grounds Maintenance Worker Administrative Assistant Custodian Facilities Maintenance Technician Grounds Maintenance Worker Park Ranger Park Mechanic Recreation Leader Senior Recreation Leader Recreation Specialist Recreation Coordinator Total Cactus Yards 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 1.00 7.00 1.00 0.50 3.00 2.25 1.00 2.00 22.75 1.00 1.00 1.00 2.00 1.00 7.00 1.00 0.50 3.00 2.25 1.00 2.00 22.75 Mesquite Pool Recreation Supervisor Aquatic Facility Technician Recreation Coordinator 0.16 0.25 0.05 0.16 0.25 0.05 0.16 0.25 0.05 0.16 0.25 0.05 0.16 0.25 0.05 260 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Pool Manager Assistant Pool Manager Head Coach Assistant Coach Lifeguard/Instructor Lifeguard Total Mesquite Pool 0.33 0.44 0.39 0.69 0.86 1.88 5.05 0.33 0.44 0.39 0.69 0.86 1.88 5.05 0.33 0.44 0.39 0.69 0.86 1.88 5.05 0.33 0.44 0.39 0.69 0.86 1.88 5.05 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 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 Specialist Recreation Leader Senior Recreation Leader Recreation Instructor Recreation Instructor Fitness Total Community Center 0.25 0.20 1.00 0.70 0.00 1.83 0.51 1.52 0.13 6.14 0.25 0.20 1.00 0.70 0.00 1.83 0.51 1.52 0.13 6.14 0.25 0.20 1.00 0.70 0.00 1.83 0.51 1.52 0.13 6.14 0.25 0.20 1.00 0.70 0.00 1.83 0.51 1.52 0.13 6.14 0.25 0.20 1.00 0.70 1.00 1.83 0.00 1.52 0.13 6.63 261 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 1.94 21.68 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 0.82 4.19 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 1.15 1.85 0.50 0.20 1.01 1.71 0.50 0.20 1.01 1.71 Special Events Recreation Coordinator Program Supervisor Senior Recreation Leader Recreation Leader Total Special Events 1.50 1.00 0.75 0.32 3.57 1.50 1.00 0.75 0.32 3.57 1.50 1.00 0.75 0.32 3.57 1.50 1.00 0.75 0.32 3.57 1.50 1.00 0.75 0.32 3.57 262 Table of Contents PERSONNEL DETAIL Actual FY 2017 Adaptive Recreation Program Recreation Coordinator Senior Recreation Leader Recreation Leader Recreation Instructors Total Adaptive Recreation Program Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 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 0.30 0.05 0.06 0.40 0.81 Total Parks and Recreation 122.52 125.22 125.36 147.97 166.03 TOTAL GENERAL FUND 944.49 982.89 1010.36 1032.97 1093.22 Water Water Administration Water Manager Application Engineer 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 Utility Customer Service Customer Service Manager Accountant Customer Service Professional Utility Billing Technician Alarm Program Technician Receptionist Customer Service Supervisor Total Utility Customer Service 0.50 1.00 10.45 2.00 0.00 0.00 1.30 15.25 0.50 1.00 10.45 2.00 0.00 0.00 1.30 15.25 0.50 1.00 9.72 2.00 0.20 0.00 1.00 14.42 0.50 1.00 9.72 2.00 0.20 0.00 1.00 14.42 0.50 1.00 9.40 2.00 0.20 0.50 1.00 14.60 Public Works Administration Public Works Director Assistant Public Works Director Safety Specialist Administrative Assistant Customer Service Professional Total Public Works Administration 1.00 1.00 0.00 1.00 1.00 4.00 1.00 1.00 0.00 1.00 1.00 4.00 1.00 1.00 0.00 1.00 1.00 4.00 1.00 1.00 0.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 5.00 Utility Locates Utility Locator Utility Locator Lead Utility Supervisor Total Utility Locates 5.00 0.00 1.00 6.00 5.00 0.00 1.00 6.00 5.00 0.00 1.00 6.00 3.00 2.00 1.00 6.00 3.00 2.00 1.00 6.00 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 0.38 4.38 1.00 0.00 3.00 0.38 4.38 1.00 0.00 3.00 0.38 4.38 ENTERPRISE OPERATIONS 263 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 North Water Plant Production Water Production Superintendent Utility Supervisor Instrumentation and Controls Specialist Water Treatment Plant Mechanic Water Treatment Plant Operator Lead Water Treatment Plant Operator SCADA Programmer Lead Water Treatment Plant Mechanic Administrative Assistant Total North Water Plant Production 1.00 1.33 1.00 2.00 10.00 1.00 1.00 0.00 1.00 18.33 1.00 1.00 2.00 2.00 5.00 1.00 0.00 1.00 1.00 14.00 1.00 1.00 2.00 2.00 5.00 1.00 0.00 1.00 1.00 14.00 1.00 1.00 2.00 2.00 5.00 1.00 0.00 1.00 1.00 14.00 1.00 1.00 2.00 2.00 5.00 1.00 0.00 1.00 1.00 14.00 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 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 1.00 1.00 2.00 2.00 9.00 1.00 1.00 17.00 Water Well Production Well Technician Well Technician Lead Instrumentation and Controls Specialist Utility Supervisor Lead Instrumentation and Wells Specialist Electrician Total Water Well Production 5.00 0.00 2.00 1.34 1.00 1.00 10.34 5.00 0.00 2.00 1.00 1.00 1.00 10.00 5.00 0.00 2.00 1.00 1.00 1.00 10.00 4.00 1.00 2.00 1.00 1.00 1.00 10.00 4.00 1.00 2.00 1.00 1.00 1.00 10.00 SCADA Utility Supervisor Water Treatment Plant Operator SCADA Programmer Total SCADA 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 1.00 5.00 1.00 7.00 Backflow Prevention Code Inspections Supervisor Inspector 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 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 2.00 1.00 1.00 2.00 6.00 2.00 1.00 1.00 2.00 6.00 Water Distribution Utility Supervisor Water Distribution Superintendent Senior Utility Technician 1.00 1.00 4.00 1.00 1.00 5.00 1.00 1.00 5.00 1.00 1.00 5.00 1.00 1.00 5.00 264 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Water Distribution Specialist Sr. Utility Worker Utility Worker Total Water Distribution 1.00 1.00 9.00 17.00 1.00 0.00 9.00 17.00 1.00 0.00 10.00 18.00 1.00 0.00 10.00 18.00 1.00 0.00 10.00 18.00 Water Metering Utility Billing Technician Water Meter Supervisor Senior Utility Technician Water Meter Instrumentation Technician Water Meter Reader Administrative Assistant Total Water Metering 2.00 2.00 4.00 1.00 18.00 1.00 28.00 2.00 2.00 4.00 1.00 18.00 1.00 28.00 2.00 2.00 4.00 1.00 18.00 1.00 28.00 2.00 2.00 4.00 1.00 18.00 1.00 28.00 2.00 2.00 4.00 1.00 18.00 1.00 28.00 Water Resources Water & Energy Planning Administrator Water Resources Manager Total Water Resources 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 128.95 131.95 133.50 133.50 135.68 Wastewater Wastewater Administration Wastewater Manager Wastewater Superintendent Applications Engineer 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 1.00 0.50 1.00 3.50 1.00 1.00 0.50 1.00 3.50 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Gravity Systems Utility Supervisor Senior Utility Worker Utility Worker Total Gravity Systems 0.00 0.00 0.00 0.00 1.00 6.00 7.00 14.00 2.00 6.00 7.00 15.00 2.00 6.00 7.00 15.00 2.00 6.00 8.00 16.00 Lift Station Systems Lift Station Supervisor Instrumentation and Controls Specialist Lift Station Technician Lift Station Technician Lead Odor Control Specialist 0.00 0.00 0.00 0.00 0.00 1.00 0.60 4.00 0.00 1.00 1.00 0.60 4.00 0.00 1.00 1.00 0.60 3.00 1.00 1.00 1.00 0.60 3.00 1.00 1.00 Total Water 265 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Electrician SCADA Programmer Total Lift Station Systems 0.00 0.00 0.00 1.00 0.60 8.20 1.00 0.60 8.20 1.00 0.60 8.20 1.00 0.60 8.20 Effluent Re-use Utility Worker Senior Utility Technician Instrumentation and Controls Specialist Well Technician Reclaimed 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 0.40 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 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 Recharge 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 2.00 2.00 2.00 1.00 7.00 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 43.50 45.50 45.50 48.50 Environmental Services - Residential Residential Administration Environmental Services Manager Environmental Services Collections Administrato Administrative Assistant Routing Technician Environmental Services Clerk Environmental Services Rep 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 0.80 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 0.86 1.00 1.25 1.00 0.80 0.90 5.81 Residential Collections Environmental Services Supervisor Administrative Assistant Solid Waste Operator Environmental Services Worker Total Residential Collections 2.00 0.50 26.00 2.50 31.00 1.67 0.00 24.12 3.00 28.79 2.67 0.00 25.12 3.00 30.79 2.67 0.00 25.12 3.00 30.79 2.67 0.50 25.12 3.00 31.29 Uncontained Collections Environmental Services Supervisor Environmental Services Inspector Solid Waste Operator Total Uncontained Collections 1.00 2.00 21.00 24.00 1.00 0.00 21.00 22.00 1.00 0.00 21.00 22.00 1.00 0.00 21.00 22.00 1.00 1.00 21.00 23.00 266 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Recycling Environmental Services Supervisor Solid Waste Operator Program & Sustainability Supervisor Environmental Outreach Specialist Total Recycling 0.70 8.00 1.00 3.00 12.70 0.33 11.88 1.00 3.00 16.21 0.33 11.88 1.00 3.00 16.21 0.33 11.88 1.00 3.00 16.21 0.33 11.88 1.00 3.00 16.21 Environmental Programs HHW Supervisor HHW Technician Administrative Assistant Total Environmental Programs 1.00 3.00 0.50 4.50 1.00 3.00 0.00 4.00 1.00 4.00 0.00 5.00 1.00 4.00 0.00 5.00 1.00 4.00 0.00 5.00 Street Cleaning Streets Supervisor Heavy Equipment Operator Total Street Cleaning 0.33 6.00 6.33 0.34 6.00 6.34 0.34 6.00 6.34 0.00 0.00 0.00 0.00 0.00 0.00 Storm Water Infrastructure Senior Utility Technician Storm Water Administrator Env. Compliance Inspection Technician Administrative Assistant Total Storm Water Infrastructure 2.00 1.00 0.00 0.00 3.00 2.00 1.00 2.00 0.50 5.50 2.00 1.00 2.00 0.50 5.50 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Environmental Services - Residential 87.05 88.40 91.40 79.56 81.31 Environmental Services - Commercial Commercial Administration Environmental Services Manager Administrative Assistant Environmental Services Clerk Environmental Services Rep Total Commercial Administration 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 0.14 0.00 0.20 0.10 0.44 Commercial Collections Environmental Services Supervisor Solid Waste Operator Total Commercial Collections 0.30 5.50 5.80 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 1.00 5.00 6.00 Commercial Roll Offs Solid Waste 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 Total Environmental Services - Commercial 8.28 8.94 8.94 8.94 8.44 Environmental Compliance Street Cleaning Streets Supervisor Heavy Equipment Operator Total Street Cleaning 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.34 6.00 6.34 0.34 6.00 6.34 267 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Storm Water Infrastructure Senior Utility Technician Storm Water Utility Technician Environmental Compliance Manager Env. Compliance Inspection Technician Administrative Assistant Total Storm Water Infrastructure 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 2.00 1.00 2.00 0.50 5.50 0.00 2.00 1.00 2.00 0.75 5.75 Total Environmental Compliance 0.00 0.00 0.00 11.84 12.09 TOTAL ENTERPRISE OPERATIONS 266.78 272.79 279.34 279.34 286.02 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 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 Asphalt Patching Streets Supervisor Senior Streets Maintenance Technician Heavy Equipment Operator Total Asphalt Patching 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 0.33 1.00 3.00 4.33 Preventive Maintenance Streets Supervisor Pavement Management Coordinator Preventive Management 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 2.00 1.00 3.34 0.34 2.00 1.00 3.34 Crack Sealing Streets Supervisor Streets Crew Leader Streets Maintenance Worker Total Crack Sealing 0.34 2.00 6.00 8.34 0.50 2.00 6.00 8.50 0.50 2.00 6.00 8.50 0.50 2.00 6.00 8.50 0.50 2.00 6.00 8.50 Fog Sealing Streets Supervisor Streets Crew Leader 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 5.50 0.50 1.00 1.00 3.00 5.50 0.50 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 Traffic Sign Technician 0.33 1.00 0.33 1.00 0.33 1.00 0.33 3.00 0.33 3.00 268 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Traffic Sign Crew Leader Streets Maintenance Worker II Total Street Signs 0.00 3.00 4.33 0.00 3.00 4.33 0.00 3.00 4.33 1.00 0.00 4.33 1.00 0.00 4.33 Street Lighting Streets Supervisor Street Light Technician Total Street Lighting 0.50 4.00 4.50 0.50 4.00 4.50 0.50 4.00 4.50 0.50 4.00 4.50 0.50 4.00 4.50 Traffic Signal Maintenance Streets Supervisor Traffic Signal Specialist Total Traffic Signal Maintenance 0.50 6.00 6.50 0.50 7.00 7.50 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 0.00 1.00 1.00 2.00 1.00 5.00 0.00 1.00 1.00 2.00 2.00 6.00 0.00 1.00 1.00 2.00 2.00 6.00 0.00 1.00 1.00 2.00 2.00 6.00 Landscape Maintenance Streets Supervisor Landscape Maintenance Coordinator Total Landscape Maintenance 0.50 2.00 2.50 0.33 2.00 2.33 0.33 2.00 2.33 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 0.33 2.00 2.33 0.33 2.00 2.33 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 Hazard Response Worker 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 53.66 55.66 55.66 55.66 FLEET OPERATIONS Operations Fleet Business Manager Fleet Supervisor Fleet Specialist Administrative Assistant Welder Technician Fleet Technician 1.00 2.00 3.00 2.00 1.00 13.00 1.00 2.00 3.00 2.00 1.00 13.00 1.00 2.00 3.00 2.00 1.00 13.00 1.00 2.00 2.00 1.00 1.00 14.00 1.00 2.00 2.00 1.00 1.00 14.00 269 Table of Contents PERSONNEL DETAIL Actual FY 2017 Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 Service Aide Parts Technician Total Operations 1.00 3.00 26.00 1.00 3.00 26.00 1.00 3.00 26.00 1.00 4.00 26.00 1.00 4.00 26.00 TOTAL FLEET OPERATIONS 26.00 26.00 26.00 26.00 26.00 SPECIAL REVENUE CDBG/HOME Administration Community Services Program Supervisor Housing Rehabilitation Coordinator Total CDBG Administration 0.85 1.00 1.85 0.65 1.00 1.65 0.65 1.00 1.65 0.65 1.00 1.65 0.65 1.00 1.65 Police Impound Fund Impound Hearing Technician Tow Program Supervisor Administrative Assistant II 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 PKID Analyst Grounds Maintenance Worker M&O Supervisor Total PKID 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 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 Native American Management Program Intern Total Native American Management Program 0.00 0.00 0.00 0.00 0.50 0.50 0.50 0.50 0.50 0.50 TOTAL SPECIAL REVENUE 10.95 10.75 11.25 11.25 11.25 Capital Project Administration Town Engineer Assistant Town Engineer Senior Project Manager Project Analyst Project Supervisor Administrative Assistant Total Capital Project Administration 0.40 1.00 7.00 1.00 2.00 1.00 12.40 0.40 1.00 6.00 1.00 3.00 1.00 12.40 0.40 1.00 6.00 1.00 3.00 1.00 12.40 0.40 1.00 6.00 1.00 3.00 1.00 12.40 0.40 1.00 7.00 1.00 3.00 1.00 13.40 1,311.29 1,358.49 1,395.01 1,417.62 1,485.55 GRAND TOTAL POSITIONS 270 Table of Contents PERSONNEL DETAIL Actual FY 2017 Limited Term Agreements: GENERAL FUND Town Manager Economic Development Analyst Intern Town Clerk Early Elections Voting Clerks Information Technology Analyst - Munis Management and Budget Management and Budget Analyst - Munis Finance Assistant Finance Director Accountant - Munis Tax Intern Development Services Inspector II Inspector I Planning Intern Police Non-Sworn Public Safety Technician Prosecutor Administrative Assistant Actual FY 2018 Budget FY 2019 Projected FY 2019 Budget FY 2020 0.50 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.50 0.49 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.30 0.30 0.00 1.00 0.00 1.00 1.00 0.00 0.50 0.00 0.50 0.00 0.00 0.50 0.00 0.00 0.00 0.00 1.00 1.00 0.00 0.00 0.00 0.47 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.50 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 TOTAL GENERAL FUND 5.49 2.97 1.80 2.30 0.50 CIP FUND CIP - Engineering Project Coordinator Supervisor Sr. Project Manager TOTAL CIP FUND 1.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 0.00 TOTAL LTA 6.49 3.97 2.80 3.30 0.50 1,317.78 1,362.46 1,397.81 1,420.92 1,486.05 TOTAL FTE AND LTA 271 Table of Contents CAPITAL OUTLAY Department GENERAL FUND Engineering Development Fire Operations Community Detention Training Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Property Crimes SWAT Intel Unit Facilities Maintenance Parks Admin Parks Admin Parks Admin Parks Admin Parks Admin Parks Admin Parks Admin Parks Admin Parks Admin Parks Admin Parks Admin Special Events Facilities Admin Description SUV, Compact SUV, Midsize Response Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Ford F150 Ford F150 SUV, Tahoe SUV, Tahoe SUV, Tahoe SUV, Tahoe SUV, Tahoe Interceptor Utility Vehicle Pickup, Midsize SUV, Tahoe or Expedition Pickup, Midsize Pickup, 3/4 Ton with Utility Bed Pickup, 1/2 Ton Pickup, 1/2 Ton Pickup, 1/2 Ton Pickup, 1/2 Ton Pickup, 1/2 Ton Pickup, 1/2 Ton Pickup, 3/4 Ton with Service Body Mower Trailer Utility Vehicle, Heavy-duty Utility Vehicle, Heavy-duty Large, Inflatable Movie Screen Service Truck - Facilities Maintenance - Carry Forward Total General Fund Capital Amount $ 25,000 35,000 30,750 56,690 56,690 54,370 54,370 52,890 52,890 52,890 52,890 52,890 56,690 38,000 56,690 30,000 37,000 24,000 24,000 24,000 25,330 25,330 25,340 33,000 65,000 15,000 22,500 22,500 16,700 34,000 $ 1,152,400 $ 20,500 25,500 20,500 20,500 55,500 55,500 55,500 45,500 25,500 30,500 30,500 55,500 15,500 20,500 1,780,500 830,500 70,000 GENERAL REPLACEMENT FUND 814 804 1289 1143 2037 2053 2091 1910 1278 1924 1925 2055 1223 1798 1848 1853 787 Applications Support Building Crime Prevention Property & Evidence Patrol Patrol Patrol Civilian Patrol Special Victims Unit Violent Crimes Unit Violent Crimes Unit Crime Suppression Team Traffic Unit Traffic Unit Resource Resource Resource Sedan, Compact Pickup, Midsize with Extended Cab Sedan, Compact Sedan, Compact SUV, Tahoe or Expedition SUV, Tahoe or Expedition SUV, Tahoe or Expedition Pickup, 3/4 Ton Crew Cab with Service Body Sedan, Midsize Sedan, Large Sedan, Large SUV, Tahoe or Expedition Trailer, Enclosed Trailer, Radar Fire Ladder Fire Pumper Pickup, 3/4 Ton with Service Body 272 Table of Contents CAPITAL OUTLAY Department 696 697 817 1976 629 Parks & Open Space Admin Parks & Open Space Admin Parks & Open Space Admin Mesquite Pool Facilities Admin Parks Admin Non-Departmental Description Amount Pickup, 3/4 Ton with Service Body Pickup, 3/4 Ton with Service Body Pickup, 1 Ton Flatbed with Spray Equipment Pickup, 3/4 Ton with Service Body Pickup, 1.25 Ton with Service Body Utility Tractor Capital Allowance Total General Replacement Fund Capital 38,500 38,500 60,500 38,500 50,500 35,000 3,000,000 $ 6,419,500 $ 136,000 $ 136,000 $ 22,500 58,500 28,500 15,500 135,500 135,500 80,500 140,500 500,000 $ 1,117,000 $ 30,000 175,000 140,000 25,000 80,000 $ 450,000 $ 28,500 34,500 50,500 120,500 30,500 32,000 32,000 20,500 22,500 138,000 26,500 157,000 2,800,000 $ 3,493,000 $ 23,000 11,000 19,770 STREET FUND Traffic Operations Center Bucket Truck - Carry Forward Total Street Fund Capital STREET REPLACEMENT FUND 150 596 701 689 833 834 812 480 Asphalt Patching Asphalt Patching Preventive Maintenance Traffic Signal Maintenance Traffic Signal Maintenance Traffic Signal Maintenance Street Signs Shoulder Maintenance Non-Departmental Air Compressor Skidsteer Loader with Attachments Pickup, 1/2 Ton with Upfit Trailer, Traffic Signal Bucket Truck Bucket Truck Truck, 1.5 Ton with Service Body Water Tanker Capital Allowance Total Street Replacement Fund Capital WATER FUND Public Works Admin Water Distribution Water Distribution Water Distribution Water Wells Pickup, Midsize Fire Hydrant Crane Truck - Carry Forward Valve Exercising Truck - Carry Forward Loader Vehicle - Carry Forward TTHM Remediation - Carry Forward Total Water Fund Capital WATER REPLACEMENT FUND 612 438 779 470 1882 467 622 160 182 477 600 528 Utility Locates North Water Treatment Plant North Water Treatment Plant North Water Treatment Plant Water Metering Water Metering Water Metering Water Distribution Water Distribution Water Distribution Water Backflow Water Distribution Non-Departmental Pickup, 1/2 Ton with Upfit Pickup, 3/4 Ton with Upfit Forklift 5,000 Lb. Capacity - Used Wheel Loader Pickup, 1/2 Ton with Upfit Pickup, Midsize Extended Cab with Upfit Pickup, Midsize Extended Cab with Upfit Trailer, Flatbed Air Compressor 10 Yd. Dump Truck Pickup, 1/2 Ton with Upfit Ford F-550/Crane Truck - Carry Forward Capital Allowance Total Water Replacement Fund Capital WASTEWATER FUND Gravity Systems Gravity Systems Gravity Systems Pipe Transporter Rolloff Drying Bed OdaLog - Wastewater Data System 273 Table of Contents CAPITAL OUTLAY Department Effluent Recharge Description Amount 35,000 Truck, 3/4 Ton Total Wastewater Fund Capital $ 88,770 $ 197,500 27,500 30,500 141,000 3,000,000 $ 3,396,500 $ 10,500 338,500 338,500 30,500 13,000 13,000 30,500 325,500 325,500 325,500 338,500 320,000 320,000 315,000 315,000 320,000 320,000 320,000 500,000 $ 4,819,500 $ 286,500 250,000 $ 536,500 $ $ 138,000 275,000 275,000 275,000 275,000 275,000 700,000 $ 2,213,000 WASTEWATER REPLACEMENT FUND 766 396 543 435 Gravity Systems Wastewater Quality Wastewater Quality Wastewater Effluent Re-use Non-Departmental Box Van with Camera Equip Pickup, Midsize Extended Cab with Upfit Pickup, 1/2 Ton Extended Cab with Upfit Freightliner with Dump Body - Carry Forward Capital Allowance Total Wastewater Replacement Fund Capital ENVIRONMENTAL SERVICES - RESIDENTIAL REPLACEMENT 239 2078 2114 729 680 681 735 1969 1970 1974 2109 2020 2026 1914 1916 2019 2022 2025 Residential Collections Residential Collections Residential Collections Residential Collections Uncontained Collections Uncontained Collections Uncontained Collections Uncontained Collections Uncontained Collections Uncontained Collections Recycling Residential Collections Residential Collections Uncontained Collections Uncontained Collections Recycling Recycling Recycling Non-Departmental Trailer, Flatbed with Cage Automated Side Loader Automated Side Loader Pickup, 1/2 Ton Extended Cab with Upfit Trailer, Tilt Bed Trailer, Tilt Bed Pickup, 1/2 Ton Extended Cab with Upfit Rear Loader Rear Loader Rear Loader Automated Side Loader Automated Side Loader - Carry Forward Automated Side Loader - Carry Forward Rear Loader - Carry Forward Rear Loader - Carry Forward Automated Side Loader - Carry Forward Automated Side Loader - Carry Forward Automated Side Loader - Carry Forward Capital Allowance Total Environmental Services Residential Replacement Fund Capital ENVIRONMENTAL SERVICES - COMMERCIAL REPLACEMENT 2043 Commercial Collections Non-Departmental Front Loader Capital Allowance Total Environmental Services Commercial Replacement Fund Capital ENVIRONMENTAL COMPLIANCE REPLACEMENT 346 743 1905 1906 2011 2012 Street Cleaning Street Cleaning Street Cleaning Street Cleaning Street Cleaning Street Cleaning Non-Departmental 10 Yd. Dump Truck Freightliner with Sweeper Body - Carry Forward Freightliner with Sweeper Body - Carry Forward Freightliner with Sweeper Body - Carry Forward Freightliner with Sweeper Body - Carry Forward Freightliner with Sweeper Body - Carry Forward Capital Allowance Total Environmental Compliance Replacement Fund Capital 274 Table of Contents CAPITAL OUTLAY Department Description Amount FLEET FUND Fleet Shop Operations Fleet Shop Operations Fleet Shop Operations Fleet Shop Operations Sedan, Compact - Electric Sedan, Compact - Electric Charging Station Vehicle Lift with Wireless Mobile Column Lift $ 35,000 35,000 15,000 47,100 $ 132,100 $ 25,500 30,500 47,100 13,000 $ 116,100 $ 31,500 $ 31,500 CAPITAL PROJECT CAPITAL OUTLAY $ 626,794,340 TOTAL CAPITAL OUTLAY $ 650,896,210 Total Fleet Fund Capital FLEET FUND - REPLACEMENT 499 780 Fleet Shop Operations Fleet Shop Operations Fleet Shop Operations Fleet Shop Operations Pickup, Midsize Forklift 5,000 Lb. Capacity - Used Mobile Vehicle Lift Vehicle Lift Total Fleet Replacement Fund Capital SPECIAL REVENUE FUND 1849 PKID Admin Pickup, 3/4 Ton Total Special Revenue Fund Capital 275 Table of Contents TRANSFER DETAIL Interfund transfers are scheduled for FY 2020, but not appropriated to avoid double counting the expenditure. The following section details the revenue transfers that are anticipated for FY 2020 by fund. Wastewater Fund Water Fund General Fund Overhead $5,606,910 Special Revenue Revenue from Water, Wastewater, Environmental Services, Environmental Compliance, 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 Environmental Compliance Streets 2,407,280 1,141,920 864,250 148,130 124,920 920,410 Special Revenue $15,000 General Fund PKID - $12,600 - This transfer is for the General Fund portion of a vehicle that is being purchased in the PKID Fund. LTAF - $375,000 – The funding for the Local Transportation Assistance Fund (LTAF) is insufficient to cover the level of service being provided by Valley Metro. This transfer will subsidize the LTAF funding in order to make the fund whole. TS1930 - $243,000 – This transfer from the General Fund will fund CIP project TS1930, Transportation System Management Operations Plan, if there is insufficient Roadway and Maintenance funds to do so. Replacement Funds Various Funds $450,000 $29,734,000 Transfers from various funds into the respective replacement funds ensure adequate funding when rolling stock and/or infrastructure needs replacement. Transfers by fund are as follows: 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. Water Fund $1,230,600 Police Security - $600,000 - This transfer is as a result of the Police Security Fund maintaining a negative fund balance. During FY 2019, it was determined that a majority of the security jobs would be handled by an outside vendor. A transfer of approximately $600,000 from General Fund to the Special Revenue Fund would eliminate the current negative fund balance. Police Impound - $15,000 – Funds are transferred into the General Fund to cover the costs associated with the initial traffic infraction once it is determined the vehicle must be towed. Additional information about the PD Impound Fund can be found in the Special Revenue section of the budget document. Development Fees $1,035,000 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. General Water Wastewater Enviro Svcs - Residential Enviro SVCS - Commercial Environmental Compliance Roadway and Maintenance Fleet $35,000 Funds are transferred from the Water Fund to the General Fund to share in the cost for exercising the fire hydrants. If this was not completed by the Fire Department, the Water Department would need to perform these duties. 2,300,000 13,400,000 9,200,000 680,000 412,000 2,535,000 790,000 417,000 Additional information regarding replacement funds is located in the Replacement Fund section of the budget document. 277 Table of Contents TRANSFER DETAIL CIP Funds Various Funds Debt $532,587,860 MPC – Public Facilities Revenue for Capital projects are transferred from various Funds as listed below. General Water Wastewater Enviro Svcs - Residential Enviro SVCS - Commercial Environmental Compliance Roadway and Maintenance Fleet Replacement Funds CDBG SDF Funds Outside Sources GO Bond Proceeds Prop 400 - MAG Water MPC Wastewater MPC $17,940,890 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: 18,227,235 13,371,180 9,676,070 2,520,810 347,890 877,000 12,370,710 9,290 97,646,520 1,251,060 154,345,535 29,918,030 119,047,920 33,509,910 18,192,460 21,276,240 General Fund Police SDF Fire SDF General Government SDF Parks & Recreation SDF MPC – Water System 7,633,780 2,464,060 945,840 2,034,520 4,862,690 $10,033,060 Water System Development Fee revenue collected from permits is used to pay down Water MPC debt. MPC – Wastewater System $3,624,750 Wastewater System Development Fee revenue collected from permits is used to pay down Wastewater MPC debt. Additional information on Capital Projects is located in the Other Capital Funds section of the budget document. Additional detail on Debt Service is located in the Debt Service section of the budget document. 278 Table of Contents TRANSFER SUMMARY Revenue Transfers In Expenditure Transfers Out General Fund Wastewater Special Revenue CIP Funds Debt 2,300,000 18,227,235 7,633,780 13,400,000 13,371,180 General Fund $ 29,391,615 Water $ 30,248,460 2,442,280 Wastewater $ 20,017,990 1,141,920 9,200,000 9,676,070 Environmental Svc - Residential $ 4,065,060 864,250 680,000 2,520,810 Environmental Svc - Commercial $ 908,020 148,130 412,000 347,890 Environmental Compliance $ 3,536,920 124,920 2,535,000 877,000 Streets $ 920,410 920,410 Fleet Maintenance $ 426,290 417,000 9,290 Roadway and Maintenance $ 13,160,710 790,000 12,370,710 Water Replacement $ 45,563,090 45,563,090 Wastewater Replacement $ 51,112,430 51,112,430 Fleet Replacement $ 971,000 971,000 CDBG $ 1,251,060 1,251,060 Traffic Signal SDF $ 3,524,420 3,524,420 Police SDF $ 2,625,060 161,000 2,464,060 Fire SDF $ 1,297,840 300,000 52,000 945,840 General SDF $ 2,184,520 150,000 - 2,034,520 Park & Rec SDF $ 22,155,400 17,292,710 4,862,690 Parks SDF Prior to 2012 $ 25,748,265 25,748,265 Water SDF $ 29,450,690 19,417,630 Water Resource Fee $ 72,151,630 72,151,630 Neely Wastewater SDF $ 5,821,930 5,821,930 Greenfield Wastewater SDF $ 13,800,700 10,175,950 Special Revenue $ Outside Sources $ 29,918,030 29,918,030 GO Bond Proceeds $ 119,047,920 119,047,920 MAG - Prop 400 $ 33,509,910 33,509,910 Water MPC $ 18,192,460 18,192,460 Wastewater MPC $ 21,276,240 21,276,240 Transfer In Amount $ 602,293,070 15,000 1,230,600 Replacement Funds 1,035,000 10,033,060 3,624,750 15,000 $ 6,106,910 $ 1,035,000 279 $ 1,230,600 $ 29,734,000 $532,587,860 $ 31,598,700 Table of Contents SCHEDULES A-G TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2020 Schedule A FUNDS c Fiscal Year General Fund Special Revenue Funds 2019 Adopted/Adjusted Budgeted Expenditures/Expenses* E 1 $ 171,729,790 $ 113,269,696 2019 Actual Expenditures/Expenses** E 2 $ 156,694,023 $ 33,805,543 2020 Fund Balance/Net Position at July 1*** 3 $ 97,156,431 $ 203,422,336 2020 Primary Property Tax Levy B 4 $ - $ - 2020 Secondary Property Tax Levy B 5 $ - $ - 2020 Estimated Revenues Other than Property Taxes C 6 $ 2020 Other Financing Sources D 7 $ - $ - 2020 Other Financing (Uses) D 8 $ - $ - 2020 Interfund Transfers In D 9 $ 8,406,910 $ 2,020,600 2020 Interfund Transfers (Out) D 10 $ 29,391,615 $ 416,052,195 2020 Reduction for Amounts Not Available: 180,042,500 $ 285,820,110 11 LESS: Amounts for Future Debt Retirement: Future Capital Projects Maintained Fund Balance for Financial Stability $ 48,000,000 $ 5,080,000 2020 Total Financial Resources Available $ 208,214,226 $ 70,130,851 2020 Budgeted Expenditures/Expenses $ 200,894,365 $ 138,893,560 * ** *** 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 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). 280 Table of Contents SCHEDULES A-G TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2020 Schedule A Debt Service Fund Capital Projects Fund Permanent Fund Enterprise Funds Available Internal Service Funds Total All Funds $ 70,772,580 $ 501,746,490 $ - $ 82,376,183 $ 26,607,031 $ 966,501,770 $ 64,712,850 $ 73,856,143 $ - $ 69,502,623 $ 24,401,370 $ 422,972,552 $ 4,996,380 $ - $ - $ 235,943,243 $ 7,172,530 $ 548,690,920 $ - $ - $ - $ $ - $ - $ 24,150,000 $ 614,267,380 $ - $ 24,150,000 $ - $ 5,368,240 $ - $ - $ 116,016,000 $ 27,020,530 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 27,262,000 $ 417,000 $ 602,293,070 $ - $ 155,451,970 $ 1,397,290 $ 602,293,070 $ $ $ 31,598,700 - - $ $ $ 532,587,860 - - $ - $ 29,630,000 $ - $ - $ - $ $ 82,710,000 - $ 66,113,320 $ 532,587,860 $ - $ 194,139,273 $ 33,212,770 $ 1,104,398,300 $ 61,202,370 $ 532,587,860 $ - $ 88,134,260 $ 27,232,710 $ 1,048,945,125 2019 966,501,770 $ (582,600,000) 383,901,770 (115,000,000) 268,901,770 $ 409,418,512 $ 2020 1,048,945,125 (501,700,000) 516,035,125 (140,000,000) 376,035,125 430,608,977 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures/expenses 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures/expenses adjusted for reconciling items 4. Less: estimated exclusions 5. Amount subject to the expenditure limitation 6. EEC expenditure limitation 281 $ $ $ Table of Contents SCHEDULES A-G TOWN OF GILBERT Tax Levy and Tax Rate Information Fiscal Year 2020 Schedule B 2019 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2020 $ 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 $ 22,300,000 22,300,000 $ 24,150,000 24,150,000 $ $ $ $ $ 22,300,000 202,943 22,502,943 22,502,943 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate (2) Secondary property tax rate 0.9884 0.9889 (3) Total city/town tax rate 0.9884 0.9889 B. Special assessment district tax rates Secondary property tax rates - As of the date the proposed budget was prepared, the city/town was operating 387 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. 282 Table of Contents SCHEDULES A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2020 Schedule C ESTIMATED REVENUES 2019 SOURCE OF REVENUES ACTUAL REVENUES* 2019 ESTIMATED REVENUES 2020 GENERAL FUND Local taxes Local taxes, audit, & franchise fees $ 94,825,000 98,695,000 99,945,000 4,355,000 4,810,000 4,310,000 52,800,000 750,000 30,000 1,145,000 54,350,000 725,000 30,000 1,236,000 57,500,000 750,000 30,000 1,250,000 7,266,500 7,637,500 8,473,500 3,515,000 3,566,000 3,547,000 634,500 40,000 1,519,500 80,000 3,057,000 80,000 1,100,000 1,040,000 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 Miscellaneous Total General Fund $ 166,461,000 $ 173,689,000 $ 180,042,500 $ 14,900,000 10,500,000 101,000 20,000 25,521,000 $ 16,300,000 10,700,000 145,000 30,000 27,175,000 $ 16,500,000 11,000,000 158,000 30,000 27,688,000 $ $ 5,660,900 5,660,900 $ 5,249,900 5,249,900 $ 5,189,150 5,189,150 $ 3,497,870 41,080,000 3,204,000 47,781,870 $ 2,578,690 36,620,000 1,500,000 40,698,690 SPECIAL REVENUE FUNDS HURF County Revenue - Auto Lieu Other Streets Revenue Replacement Fund Interest Income Grants Other Special Revenue System Development Fees Other Intergovernmental Revenue $ $ 283 3,466,120 20,280,000 $ 23,746,120 Table of Contents SCHEDULES A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2020 Schedule C $ ESTIMATED REVENUES 2020 2,039,060 2,039,060 $ 1,046,330 1,871,900 2,918,230 $ 972,780 1,728,400 2,701,180 310,000 310,000 $ 150,000 150,000 $ 100,000 100,000 $ $ 137,608,260 137,608,260 $ $ 5,265,042 5,265,042 $ $ 207,404,030 207,404,030 Total Special Revenue Funds $ 221,750,140 $ 65,320,292 $ 285,820,110 $ $ 6,411,280 6,411,280 $ 6,411,280 6,411,280 $ 5,343,240 5,343,240 $ $ 100,000 100,000 $ 100,000 100,000 $ 25,000 25,000 Total Debt Service Funds $ 6,511,280 $ 6,511,280 $ 5,368,240 $ 48,210,000 200,000 12,250,000 60,660,000 $ 47,105,000 600,000 12,250,000 59,955,000 $ 48,475,000 600,000 10,150,000 59,225,000 $ 29,010,000 200,000 5,500,000 34,710,000 $ 30,085,000 200,000 4,400,000 34,685,000 SOURCE OF REVENUES CDBG/HOME PKID Streetlight Improvement District Police Impound Other Funding Sources ESTIMATED REVENUES 2019 $ $ 1,949,880 1,949,880 $ ACTUAL REVENUES* 2019 $ 816,000 816,000 $ 1,046,330 1,871,900 2,918,230 $ $ DEBT SERVICE FUNDS Special Assessments Investment Interest ENTERPRISE FUNDS Water Operating Water Replacement Water and Water Resources SDF $ Wastewater Operating Wastewater Replacement Wastewater SDF $ 28,332,000 200,000 6,150,000 34,682,000 $ Environmental Services/Residential Env. Services - Res.Replacement Fund Solid Waste Container Fee $ 17,421,000 190,000 170,000 17,781,000 $ 284 15,130,000 90,000 $ 15,220,000 14,760,000 90,000 $ 14,850,000 Table of Contents SCHEDULES A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2020 Schedule C SOURCE OF REVENUES Environmental Services/Commercial Env. Services - Comm Replacement Fund ESTIMATED REVENUES 2019 $ 2,680,000 3,000 2,683,000 $ Environmental Compliance Env. Compliance Replacement Fund ACTUAL REVENUES* 2019 $ $ 2,638,000 3,000 2,641,000 $ 3,120,000 $ ESTIMATED REVENUES 2020 2,703,000 3,000 2,706,000 4,550,000 $ 3,120,000 $ 4,550,000 115,806,000 $ 115,646,000 $ 116,016,000 $ $ 7,239,000 7,239,000 $ 7,730,000 7,730,000 $ 8,378,530 8,378,530 $ $ 16,675,000 16,675,000 $ 16,675,000 16,675,000 $ 17,260,000 17,260,000 $ $ 1,382,000 1,382,000 $ 1,382,000 1,382,000 $ 1,382,000 1,382,000 Total Internal Service Funds $ 25,296,000 $ 25,787,000 $ 27,020,530 TOTAL ALL FUNDS $ 535,824,420 $ 386,953,572 $ 614,267,380 Total Enterprise Funds $ 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. 285 Table of Contents SCHEDULES A-G TOWN OF GILBERT Other Financing Sources/ and Interfund Transfers Fiscal Year 2020 Schedule D FUND GENERAL FUND $ General Fund Operating General Fund Repair & Replacement Total General Fund $ SPECIAL REVENUE FUNDS Streets $ Streets Replacement Fund CDBG/HOME PKID Other Special Revenues System Development Fees Other Funding Sources Total Special Revenue Funds $ OTHER FINANCING 2020 SOURCES INTERFUND TRANSFERS 2020 IN $ $ $ $ $ $ 6,106,910 2,300,000 8,406,910 $ 29,391,615 $ 29,391,615 618,000 790,000 $ 14,081,120 1,251,060 12,600 $ $ 600,000 2,020,600 15,000 178,760,455 221,944,560 $ 416,052,195 $ $ $ $ 31,598,700 31,598,700 $ $ $ $ $ $ 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 76,192,750 873,000 21,276,240 18,192,460 $ 532,587,860 $ $ $ $ DEBT SERVICE FUNDS $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS $ Redevelopment Streets Traffic Control Parks and Recreation Municipal Facilities Water Wastewater Storm Water Wastewater MPC Water MPC Total Capital Projects Funds $ ENTERPRISE FUNDS Water $ Water Repair & Replacement Wastewater Wastewater Repair & Replacement Environmental Services - Residential Env Svc Residential Repair & Replace Environmental Services - Commercial Env Svc Commercial Repair & Replace Environmental Compliance Env Compliance Repair & Replace Total Enterprise Funds $ INTERNAL SERVICE FUNDS Fleet $ Fleet Replacement Fund Total Internal Service Funds $ TOTAL ALL FUNDS $ 13,400,000 1,035,000 9,200,000 30,248,460 45,563,090 20,017,990 51,112,430 4,065,060 680,000 908,020 412,000 3,536,920 $ $ $ $ 2,535,000 27,262,000 $ 417,000 417,000 $ $ $ $ 602,293,070 286 $ 155,451,970 $ 426,290 971,000 1,397,290 $ 602,293,070 Table of Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Fund Fiscal Year 2020 Schedule E ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2019 FUND/DEPARTMENT EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2019 ACTUAL EXPENDITURES/ EXPENSES* 2019 GENERAL FUND $ Mayor and Council Manager Emergency Mgt and Safety 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 $ 816,370 1,444,630 150,480 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 34,077,250 18,076,610 3,471,500 27,248,690 176,526,790 $ $ (7,540,256) (4,797,000) $ SPECIAL REVENUE FUNDS Streets $ Grants CDBG/HOME Police Impound Special Districts Trust Accounts Development Fees Other Special Revenue Total Special Revenue Funds $ 20,089,460 5,272,240 744,880 342,820 3,197,900 2,500 1,159,660 4,222,360 35,031,820 $ (143,231) $ $ Total Debt Service Funds $ $ BUDGETED EXPENDITURES/ EXPENSES 2020 737,684 1,317,828 259,241 1,120,697 325,496 2,156,073 9,176,359 2,295,776 625,115 701,643 3,134,592 2,450,118 3,337,435 7,377,307 465,085 55,305,761 34,315,547 19,467,876 637,500 11,486,890 156,694,023 $ $ $ 40,733 (132,694) (163,913) $ 18,083,593 5,272,011 749,143 260,045 3,172,900 2,500 1,159,660 3,490,289 32,190,141 $ 3,137,630 36,669,530 64,712,850 64,712,850 $ $ 6,059,730 6,059,730 $ $ 64,712,850 64,712,850 $ $ 61,202,370 61,202,370 OTHER FUNDING SOURCES Capital Projects $ Total Other Funding Sources $ 101,820,940 101,820,940 $ $ (23,419,151) $ (23,419,151) $ 1,615,402 1,615,402 $ $ 102,224,030 102,224,030 CAPITAL PROJECT FUNDS Redevelopment Streets Traffic Control Parks and Recreation Municipal Facilities Water 24,939,840 128,028,650 5,580,860 55,370,510 16,857,760 127,180,970 $ 428,727 $ 122,000 9,682 3,378,560 (1,235,569) (8,289,070) 10,014,614 9,041,040 479,020 17,656,080 7,978,312 7,625,267 $ 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 96,646 251,970 176,325 (334,630) 1,500 236,469 70,000 20,000 282,308 (74,753) 66,200 139,950 1,811,271 71,279 $ 764,900 1,871,790 273,920 1,269,660 393,310 2,697,730 13,027,975 2,472,730 728,170 576,520 3,814,090 2,679,070 3,430,020 8,115,580 704,140 59,942,830 35,225,980 23,005,540 6,419,500 33,480,910 200,894,365 24,141,660 5,189,150 788,000 293,380 3,117,210 2,500 DEBT SERVICE FUNDS $ 287 Table of Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Fund Fiscal Year 2020 Schedule E FUND/DEPARTMENT Wastewater Storm Water Wastewater MPC Water MPC Total Capital Project Funds $ NTERPRISE FUNDS Water $ Wastewater Environmental Services Environmental Compliance Total Enterprise Funds $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2019 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2019 118,181,840 1,177,810 (41,340,830) 41,480,830 29,873,920 24,428,250 ACTUAL EXPENDITURES/ EXPENSES* 2019 BUDGETED EXPENDITURES/ EXPENSES 2020 $ 5,813,974 44,760 14,816,674 386,402 73,856,143 76,192,750 873,000 21,276,240 18,192,460 532,587,860 32,087,156 18,520,571 17,992,957 901,939 69,502,623 $ $ 37,545,880 23,464,825 22,943,105 4,180,450 88,134,260 24,401,370 24,401,370 422,972,552 $ $ $ 27,232,710 27,232,710 1,048,945,125 477,318,240 $ 36,808,190 23,223,200 24,443,420 $ 84,474,810 $ (1,423,023) $ (636,176) (954,666) 915,238 (2,098,627) $ 26,616,320 26,616,320 966,501,770 $ $ $ (9,289) $ (9,289) $ $ $ TERNAL SERVICE FUNDS $ Total Internal Service Funds $ TOTAL ALL FUNDS $ Includes actual expenditures/expenses recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures/expenses for the remainder of the fiscal year. 288 Table of Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2020 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 2019 2019 2019 2020 816,370 816,370 $ $ $ $ 737,684 737,684 $ $ 764,900 764,900 List Department: Manager General Fund $ CDBG/HOME Special Revenue Department Total $ 1,444,630 744,880 59,910 2,249,420 $ 96,646 71,279 $ $ 167,925 $ 1,317,828 749,143 59,863 2,126,834 $ 1,871,790 788,000 61,030 2,720,820 $ List Department: Emergency Mgt and Safety General Fund $ Department Total $ 150,480 150,480 $ $ $ $ 259,241 259,241 $ $ 273,920 273,920 List Department: Digital Government General Fund $ Special Revenue Department Total $ 1,098,200 40,350 1,138,550 $ $ $ $ $ 1,120,697 40,350 1,161,047 $ 1,269,660 41,370 1,311,030 List Department: Intergovernmental Relations General Fund $ Department Total $ 326,840 326,840 $ $ $ $ 325,496 325,496 $ $ 393,310 393,310 List Department: Economic Development General Fund $ Department Total $ 2,854,020 2,854,020 $ $ 251,970 251,970 $ $ 2,156,073 2,156,073 $ $ 2,697,730 2,697,730 List Department: Information Technology General Fund $ Department Total $ 9,851,480 9,851,480 $ $ 176,325 176,325 $ $ 9,176,359 9,176,359 $ $ 13,027,975 13,027,975 List Department: Human Resources General Fund $ Department Total $ 2,633,720 2,633,720 $ $ (334,630) $ (334,630) $ 2,295,776 2,295,776 $ $ 2,472,730 2,472,730 List Department: Management and Budget General Fund $ Department Total $ 635,240 635,240 $ $ 1,500 1,500 625,115 625,115 $ $ 728,170 728,170 289 $ $ Table of Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2020 Schedule F ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES DEPARTMENT/FUND 2019 2019 2019 2020 List Department: Town Clerk General Fund $ Department Total $ 735,200 735,200 $ $ List Department: Legal Services General Fund $ Department Total $ 2,968,340 2,968,340 $ $ List Department: Management Services General Fund $ Department Total $ 2,635,420 2,635,420 List Department: Municipal Court General Fund $ Other Special Revenue Department Total $ List Department: Development Services General Fund $ Grants Other Special Revenue Department Total $ $ $ 701,643 701,643 $ $ 576,520 576,520 236,469 236,469 $ $ 3,134,592 3,134,592 $ $ 3,814,090 3,814,090 $ $ 70,000 70,000 $ $ 2,450,118 2,450,118 $ $ 2,679,070 2,679,070 3,401,380 571,270 3,972,650 $ 20,000 $ $ $ 20,000 $ 3,337,435 581,658 3,919,093 $ 3,430,020 571,970 4,001,990 7,357,710 47,430 840,000 8,245,140 $ 282,308 $ $ 8,115,580 $ 282,308 $ 7,377,307 47,430 840,000 8,264,737 $ 860,000 8,975,580 $ (143,231) $ (1,423,023) (636,176) (954,666) List Department: Public Works Streets Fund $ Water Fund Wastewater Fund Environ Serv - Res - Fund Environ Serv - Comm - Fund Environmental Compliance General Fund Department Total $ 642,010 105,206,280 List Department: Police General Fund $ Police Impound Grants Other Special Revenue Department Total $ 56,101,700 342,820 141,590 1,450,300 58,036,410 20,089,460 36,808,190 23,223,200 21,226,610 3,216,810 $ 915,238 (74,753) (2,316,611) $ $ 66,200 $ $ 66,200 $ 290 18,083,593 32,087,156 18,520,571 15,246,792 2,746,165 901,939 465,085 88,051,301 $ 55,305,761 260,045 141,361 707,888 56,415,055 $ $ $ 24,141,660 37,545,880 23,464,825 19,945,385 2,997,720 4,180,450 704,140 112,980,060 59,942,830 293,380 127,270 259,610 60,623,090 Table of Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2020 Schedule F DEPARTMENT/FUND ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2019 2019 2019 2020 List Department: Fire and Rescue General Fund $ Grants Other Special Revenue Department Total $ 34,077,250 61,120 112,150 34,250,520 $ 139,950 $ $ 139,950 $ List Department: Parks and Recreation General Fund $ Other Special Revenue Department Total $ 18,076,610 25,000 18,101,610 $ 1,811,271 $ $ 1,811,271 $ 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 $ 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 $ (7,540,256) $ (9,289) TOTAL ALL FUNDS $ 966,501,770 (132,694) (23,419,151) 24,428,250 6,059,730 40,733 (572,677) $ $ 34,315,547 61,120 112,150 34,488,817 $ 19,467,876 25,000 19,492,876 $ 11,486,890 24,401,370 637,500 5,022,100 3,172,900 1,123,380 1,615,402 73,856,143 64,712,850 2,500 1,159,660 187,190,695 $ 33,480,910 27,232,710 6,419,500 5,006,550 3,117,210 1,169,500 102,224,030 532,587,860 61,202,370 2,500 $ 772,443,140 422,972,552 $ $ 35,225,980 55,330 112,600 35,393,910 23,005,540 61,550 23,067,090 1,048,945,125 * 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. 291 Table of Contents SCHEDULES A-G TOWN OF GILBERT Full-Time Employees and Personnel Compensation Fiscal Year 2020 Schedule G FUND GENERAL FUND Full-Time Equivalent (FTE) 2020 Employee Salaries and Hourly Costs 2020 Retirement Costs 2020 Healthcare Costs 2020 Total Estimated Personnel Compensation 2020 Other Benefit Costs 2020 1093.22 $ 84,412,082 $ 27,759,406 $ 15,944,350 $ 4,826,652 $ 132,942,490 54.66 $ 1.00 1.65 4.00 3.10 1.00 1.00 0.50 $ 382,369 4,408 15,479 25,006 20,514 10,847 5,484 $ 812,045 16,892 27,867 57,372 47,878 16,938 16,756 75 $ 232,862 2,642 9,589 12,758 12,540 6,155 3,308 3,579 $ 66.91 $ 3,279,174 37,918 134,195 178,944 176,278 89,570 45,292 46,806 180,290 4,168,467 $ 464,107 $ 995,823 $ 283,433 $ 4,706,450 61,860 187,130 274,080 257,210 123,510 70,840 50,460 180,290 5,911,830 Total Capital Projects Funds 13.40 $ 13.40 $ 1,292,959 1,292,959 $ $ 151,094 151,094 $ $ 196,586 196,586 $ $ 92,671 92,671 $ $ 1,733,310 1,733,310 ENTERPRISE FUNDS Water Wastewater Environ Serv - Residential Environ Serv - Commercial Environmental Compliance Total Enterprise Funds 135.68 $ 48.50 81.31 8.44 12.09 286.02 $ 8,505,816 2,832,257 4,416,542 509,463 648,336 16,912,414 $ $ $ 600,303 201,098 310,712 36,414 45,999 1,194,526 $ $ 1,806,568 656,937 1,286,388 125,247 166,887 4,042,027 $ $ 988,133 329,563 513,938 59,226 75,298 1,966,158 $ 11,900,820 4,019,855 6,527,580 730,350 936,520 24,115,125 INTERNAL SERVICE FUND Fleet Total Internal Service Fund 26.00 $ 26.00 $ 1,600,203 1,600,203 $ $ 185,508 185,508 $ $ 341,452 341,452 $ $ 112,527 112,527 $ $ 2,239,690 2,239,690 FIDUCIARY FUND Volunteer Fire Pension Total Fiduciary Fund $ $ $ $ 2,500 2,500 $ $ 2,500 2,500 TOTAL ALL FUNDS 1485.55 $ $ 6,512,309 $ 166,944,945 SPECIAL REVENUE FUNDS Streets Fund Roadway and Maintenance Fund CDBG/Home Police Impound Fund Parkway Maint. Imp. Dist. Court Enhancement Fund JCEF Native American Intern GOHS Grant Total Special Revenue Funds CAPITAL PROJECTS FUNDS $ $ 108,386,125 $ 292 $ $ 30,526,273 $ 21,520,238 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. 293 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. 294 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. 295 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. 296 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. EnDVr End Domestic Violence Responsibly is a program run by the Prosecutors Office and Courts and centers around Domestic Violence related issues in Gilbert. 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. Enterprise Funds 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. 297 Table of Contents GLOSSARY/ACRONYMS Fund Balance Represents the net difference between total financial resources and total appropriated uses. Fiscal Year (FY) Fiscal Year is the period designated for the beginning and ending of financial transactions. The Town fiscal year is July 1 to June 30. GAAP Generally Accepted Accounting Principles are the uniform minimum standards and guidelines for financial accounting and reporting which govern the form and content of the basic financial statements of an entity. These principals encompass the conventions, rules, and procedures that define the accepted accounting practices at a particular time. 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 298 Table of Contents GLOSSARY/ACRONYMS GPEC Grants 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. 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. HIPPA HURF Health Insurance Portability and Accountability 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. 299 Table of Contents GLOSSARY/ACRONYMS Internal Service Fund (ISF) JCEF 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. 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. 300 Table of Contents GLOSSARY/ACRONYMS 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. 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 301 Table of Contents GLOSSARY/ACRONYMS Secondary Assessed Valuation and Secondary Tax rate. Reserve To set aside a portion of a fund balance to guard against economic downturn or emergencies. Resource Constrained Process A budget process that is limited by the projected revenues based on current tax rates and fees. Revenue Receipts from items such as taxes, intergovernmental sources, 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. 302 Table of Contents GLOSSARY/ACRONYMS Special Districts Special Districts are established to pay for specific statute allowed expenses. 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. 303 Table of Contents GLOSSARY/ACRONYMS 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. 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. 304 Table of Contents Table of Contents 50 E. Civic Center Drive, Gilbert, AZ 85296 (480) 503-6871 | gilbertaz.gov