GILBERT, AZ FY2021 ANNUAL BUDGET Adopted June 16, 2020 Celebrating 100 Years GilbertAZ2020.com Return to Contents TABLE OF CONTENTS INTRODUCTORY SECTION STREETS FUND Budget Message...............................................7 Guide to the Budget Document ......................11 GFOA Distinguished Budget Award ...............14 ICMA Certificate of Excellence .......................15 Key Officials and Staff ....................................16 Organizational Charts .....................................18 Mission and Values ........................................20 Organization Focus Areas ..............................21 Operational Excellence ..................................26 Gilbert Facts ...................................................27 Fund Structure ................................................31 Budget Process ..............................................34 Budget Calendar.............................................36 Financial Policies ............................................37 Streets Fund Summary................................ 145 Streets Fund Benchmark ............................. 147 Streets... ...................................................... 149 FINANCIAL OVERVIEW Short-Term Financial Plans ...........................47 Revenue and Expense Summary...................47 Fund Balances ................................................48 Budget Summary ............................................52 Revenue Summary by Fund ...........................54 Revenue Summary by Fund by Type .............56 Revenue Detail ...............................................58 Expense Summary .........................................65 Expense Detail ...............................................67 Property Tax Rates.........................................75 Personnel Summary .......................................76 Long-Term Financial Plans ...........................77 Long-Term Financial Planning .......................77 Revenue Sources ...........................................84 Five-Year Forecasts .......................................90 GENERAL FUND General Fund Summary ...............................101 General Fund Benchmarks ..........................104 Mayor and Council........................................109 Town Manager..............................................111 Digital Government .......................................113 Intergovernmental Relations ........................115 Economic Development ...............................117 Information Technology ................................119 Human Resources ........................................121 Management and Budget .............................123 Town Clerk ...................................................125 Legal Services ..............................................127 Finance and Management Services .............129 Municipal Court.............................................131 Development Services .................................133 Police ............................................................135 Fire and Rescue ...........................................137 Parks and Recreation ...................................139 Engineering Services ...................................141 ENTERPRISE FUNDS Enterprise Funds Summary ......................... 153 Enterprise Funds Benchmarks .................... 155 Water ........................................................... 157 Wastewater .................................................. 159 Environmental Services - Residential .......... 161 Environmental Services - Commercial ........ 163 Environmental Compliance .......................... 165 INTERNAL SERVICE FUNDS Internal Service Funds Summary ................ 169 Fleet Maintenance ....................................... 171 Health Self Insurance .................................. 173 Dental Self Insurance .................................. 175 REPLACEMENT FUNDS Replacement Funds Summary .................... 179 Replacement Funds…………… .................. 181 SPECIAL REVENUE Special Revenue Funds Summary .............. 187 Special Revenue.......................................... 189 OTHER CAPITAL FUNDS Other Capital Funds Summary .................... 193 Guide to the Capital Improvement Plan…… 195 Capital Improvement Plan Summary ........... 196 Operating Impacts ....................................... 200 Ten-Year Financial Plan .............................. 202 Street Project Locator .................................. 222 Street Projects Summary............................. 223 Street Project Detail ..................................... 225 Traffic Control Project Locator ..................... 235 Traffic Control Projects Summary................ 236 Traffic Control Project Detail ........................ 237 Municipal Facilities Project Locator ............. 241 Municipal Facilities Projects Summary ........ 242 Municipal Facilities Project Detail ................ 244 Redevelopment Project Locator .................. 248 Redevelopment Projects Summary ............. 249 Redevelopment Project Detail ..................... 250 Storm Water Project Locator ....................... 253 Storm Water Projects Summary .................. 254 Storm Water Project Detail .......................... 255 Water Project Locator .................................. 256 Water Projects Summary............................. 257 Water Project Detail ..................................... 259 Wastewater Project Locator ........................ 267 Wastewater Projects Summary ................... 268 Return to Contents TABLE OF CONTENTS Wastewater Project Detail ............................269 Parks and Recreation Project Locator..........275 Parks and Recreation Projects Summary ....276 Parks and Recreation Project Detail ............278 DEBT SERVICE Debt Service Summary ................................287 Debt Service Detail .......................................291 Debt Service Financial .................................293 APPENDIX Personnel Detail ...........................................297 Capital Outlay ...............................................321 Transfer Detail and Summary ......................327 Schedules A-G .............................................330 Glossary/Acronyms ......................................343 Return to 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 Return to Contents [This page intentionally left blank.] Return to Contents BUDGET MESSAGE June 16, 2020 Honorable Mayor, Council Members, and the Gilbert Community: In the spring of 2020, as Gilbert was gearing up to celebrate its Centennial and promote its new mission statement, “City of the Future,” the COVID-19 pandemic engulfed not only our community, but the entire world. In an unprecedented move, schools and nonessential businesses were closed with their employees being either laid off or sent home to work off-site as “social distancing” became the “new normal.” In response to the pandemic, Gilbert kept the safety of its team members and the health of its community at the forefront of decision-making as we worked to find innovative new ways to deliver the same exceptional services to our residents and businesses. For FY 2021, we hope to continue to successfully reopen community operations while dealing with the economic aftershocks of the pandemic. While the current challenges may be larger, fluid and more complex than anything in recent memory, including the Great Recession, our response will be no different. We will continue to rise to the occasion. With a population of over 250,000 residents, Gilbert is Arizona’s sixth largest city. In 2019, Gilbert was given the inaugural award for the Best City for Business in Arizona (Arizona Chamber of Commerce and Industry) for its commitment to supporting the role businesses play in driving economic development, reducing regulatory burdens on business, and working with the business community to improve the local quality of life. Gilbert remains the 2nd Safest City in the U.S. according to the 2019 FBI Uniform Crime Report, as well as being ranked the 7th Best Place to Raise a Family in the U.S. (WalletHub, 2019) and the 10th Best Place to Live in the U.S. (HomeSnacks, 2019). From the beginning of 2013 to the end of 2019, Gilbert added $3.5 million square feet of office, industrial/flex, and retail space to its inventory, representing a 13% increase. In that same time period, Gilbert’s four employment areas saw nearly $535 million in private commercial investment based on commercial permit valuations. In FY 2020, Gilbert’s economic development initiatives continued to yield positive results for the community, and Gilbert’s northwest employment area and central business district continued to thrive. In the northwest corridor, Northrop Grumman announced a major expansion with the addition of a new 120,000 square foot office building and a 100,000 square-foot expansion of their satellite manufacturing facility. The office building broke ground in January 2020, and the manufacturing facility broke ground in July of 2020. In the central business district, Rivulon completed 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. The Reserve @ SanTan also welcomed Progressive Insurance’s newest claim center and added an additional 160,000 square-feet of office to the development. In the Heritage District, LGE Design Build completed construction on a new 40,000 square-foot, four-story mixed-use retail/office building called The Collab, and Gilbert entered into an agreement for the development of the 9.1 acre site at the northern end of the District that is expected to consist of at least 500,000 gross square-feet, including Class A office space, retail space, a hotel and multifamily housing. Gilbert is also very proud to report that all three major credit agencies have rated Gilbert’s General Obligation bonds at AAA, which is the highest rating available. This makes Gilbert one of less than 50 municipalities nationwide to hold AAA ratings from all three of the major rating agencies. The high ratings are attributed to Gilbert’s very strong economy, very strong management with strong financial policies and practices, and strong budgetary performance. 7 Return to Contents BUDGET MESSAGE A community of excellence demands exceptional 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 $7 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. Additionally, Gilbert staff and Council align both short-term goals and resources toward the longterm realization of Gilbert’s established strategic initiatives: Strong Economy, Prosperous Community and Exceptional Built Environment. These strategic initiatives guide the formulation of organizational goals and corresponding budget for the following fiscal year. The Council retreat, as well as the budget kickoff in September 2020, allows staff to initiate the process with clear direction and focus governing the priorities for service delivery in FY 2021. The budget for FY 2021 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. The adopted budget is based off conservative revenue estimates which provide flexibility in responding to possible impacts from COVID-19. Should impacts deepen, the Town has already identified a list of Medium and Large impact items that could be removed or postponed in order to provide additional flexibility for the Town to maintain a balanced budget. Check-in times have been established in August and October (with additional times as needed) to review revenue strength and determine what measures should be implemented to best keep the budget balanced and fiscally stable. FINANCIAL IMPACT With carry forwards and contingency adjustments, the budget of $ 992,839,910 is a decrease of $56 million from FY 2020. It includes multiple scenarios and checkpoints to help respond to changes in revenue due to COVID-19. The efforts will help the Town maintain balanced revenues and expenditures. 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 $25.88 million which maintains the $0.99 property tax rate. Balanced Financial Plan: The FY 2021 Budget is balanced based upon identified revenues and expenditures. Constitutional Expenditure Limit: The FY 2021 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 2021 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), 8 Return to Contents BUDGET MESSAGE which reflect the state’s budgeted HURF distributions. Revenue estimates were further reduced to provide additional flexibility in navigating COVID-19 economic impacts. Fund Balance: The Revenue Summary lists the use of carry over funds in an amount of about $431 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 2021 Budget reflects revenues projected from the continued collection of System Development Fees as allowed under current State Law. FUNDING CHALLENGES Over the past few years, Gilbert’s greatest challenge has been to responsibly apply revenues generated by growth to the ongoing service demands created by such growth. While the COVID-19 pandemic has not changed this philosophy, it has forced us reevaluate budget priorities as we wait for economic conditions to stabilize and life to return to normal. Therefore, while the FY 2021 budget addresses the critical needs of Gilbert’s growing community and what its departments need for each service line, additional ‘levers’ were added that will allow Gilbert to respond to economic impacts from the pandemic. The budget has options for Medium and Large levers, should the Town experience large declines in revenues in the coming months. Gilbert, like many communities in Arizona, is heavily reliant on sales tax. Collections lag activity, so the actual impacts of the pandemic may not be felt for some time. Gilbert will continue to monitor all financial impacts closely, as well as local, state and federal economies and will use the data to keep revenues and expenditures balanced in the budget. In March 2020, the Town issued a freeze on all non-essential (non-emergency or non-operational) spending and hiring. That freeze will remain in effect until more of the financial impacts of the COVID-19 pandemic are known. This focus on essential spending will help create additional financial capacity for responding to COVID-19. A second challenge for Gilbert is supporting proactive long-term infrastructure planning. Gilbert experienced explosive growth in a short period of time, so infrastructure will age and reach the end of useful life within a few years instead of spread out in a more natural curve. Gilbert is working to gather data about the condition of our infrastructure and is setting aside strong replacement funds to financially support the future needs. In the past year, Gilbert was able to do a condition assessment at the North Water Treatment Plant which is now about 25 years old. The assessment indicates significant repair and maintenance investment will be needed. Additional technology is also needed to help offset the declining water quality. A cost benefit analysis revealed that building a new water treatment plant will likely be the more cost effective option. In FY 2021, the Town will continue vetting options and will move forward with the chosen construction option. A third challenge relates to the recycling market. Because of changes in the national and international recycling markets, it now costs more to recycle items than to take them to the landfill. Options to keep the recycle program with additional financial support or to change/stop the program will be explored in FY 2021. An ongoing challenge is the large unfunded liability in the Public Safety Retirement System (PSPRS). The Town is continuing to take action to pay this down and has formalized a funding policy in accordance with state legislation (HB2097). Gilbert is still hopeful that both police and fire 9 Return to Contents BUDGET MESSAGE PSPRS accounts will reach the target 90% funding by 2021, but market losses associated with the pandemic may delay this timing. QUALITY GOVERNANCE In the midst of so much change and uncertainty, Gilbert remains consistent in its relentless pursuit of quality service. Team Gilbert has not only met the challenge of the COVID-19 pandemic, they have responded to it with innovation and commitment beyond what our past imaginations could have dreamed. I am thankful and honored to serve by their side. Respectfully, Patrick S. Banger Town Manager 10 Return to 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. 11 Return to 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 2020 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. 12 Return to 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 five-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. 13 Return to 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, 2019. Gilbert has received this award for twenty-one consecutive years. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as an operations guide, as a financial plan and as a communication device. The award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to GFOA to determine eligibility for another award. 14 Return to 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 in the face of ongoing pandemic conditions. The 2020 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 2020, ICMA recognized 60 local governments for exemplary performance management initiatives. Gilbert is among 25 jurisdictions internationally receiving the Certificate of Excellence – the highest level awarded. This marks the fifth consecutive year that Gilbert has received the Certificate of Excellence. 15 Return to 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 Scott Anderson Councilmember Yung Koprowski Councilmember Scott September Councilmember Bill Spence Councilmember Jared L. Taylor Councilmember Aimee Yentes 16 Return to 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 Assistant to the Town Manager, Nichole McCarty Chief Digital Officer, Dana Berchman Chief People Officer, Nathan Williams Chief Technology Officer, Sasan Poureetezadi Development Services Director, Kyle Mieras Economic Development Director, Dan Henderson Finance Director, Håkon Johanson Fire Chief, Jim Jobusch Intergovernmental Affairs Director, Rob Bohr Management and Budget Director, Kelly Pfost Parks and Recreation Director, Robert Carmona Police Chief, Michael Soelberg Presiding Judge, David Cutchen 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, Carlos Lamkin Management and Budget Specialist, Patti Hageman Special thanks to Zara Bish, Multi-Media Analyst, for cover design 17 Return to Contents ADVISORY ORGANIZATIONAL CHART CITIZENS OF GILBERT MAYOR AND COUNCIL Town Clerk Municipal Court Town Manager Town Attorney ADVISORY BOARDS AND COMMISSIONS Utilities Board Industrial Development Authority Arts Committee Health Insurance Trust Parks and Recreation Board Mayor's Youth Advisory Committee Judicial Review Committee Fire Public Safety Retirement Pension Board Police Public Safety Retirement Pension Board Redevelopment Commission Planning Commission Water Resources Municipal Property Corporation Public Facilities Municipal Property Corporation Veterans and Military Advisory Board Worker's Compensation Board 18 Return to Contents ORGANIZATIONAL REPORT CHARTT Town Clerk Municipal Court Town Manager Intergovernmental Relations Town Attorney Digital Government Deputy Town Manager Deputy Town Manager Deputy Town Manager Economic Development Police Finance and Management Services Parks and Recreation Fire and Rescue Information Technology Development Services Public Works Management and Budget Water Resources, CDBG, Emergency Management Human Resources 19 Return to 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. 20 Return to Contents ORGANIZATION FOCUS AREAS In February 2019, Gilbert unveiled its new mission: “Anticipate. Create. Help people.” As Gilbert celebrated 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 focus areas to prepare us to become the “City of the Future.” The Town’s 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 complement department goals, and town-wide focus areas. The FY 2021 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. 21 Return to 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. 22 Return to Contents ORGANIZATION FOCUS AREAS Prosperous Community FY 2021 Wildly Important Goals Lead (L) Key Stakeholders (KS) 1. Implementation of New Gilbert Brand. Complete the digital roll-out of the new brand and create a plan for printed materials roll-out by June 30, 2021. L= DG KS = All 2. Crime Lab/Family Advocacy Center & Dispatch Expansion. Complete the Crime Lab assessment by June 30, 2021. Identify funding sources and design consultations for Advocacy Center and Dispatch Expansion by June 30, 2021. L= PD KS = CIP, Fac, IT 3. What Works Cities Certification. Achieve certification by June 30, 2021. L = DG KS = All L = HR KS = All 4. Diversity, Equity & Inclusion. Increase the number of employees who agree that diversity, equity and inclusion is important to the Town from 80% to 83% by March 2021. Strong Economy Lead (L) Key Stakeholders (KS) FY 2021 Wildly Important Goals 1. NW Corridor Redevelopment District. Establish a Redevelopment Plan by June 30, 2021. L= ED KS = DS, FD, PD, PW Exceptional Built Enviroment Lead (L) Key Stakeholders (KS) FY 2021 Wildly Important Goals 1. Transportation Infrastructure Ballot Education and Outreach. Create and implement multiple educational tools and resources by June 30, 2021. 2. Shade and Streetscape Master Plan. Award contract to consultant and have the plan at 50% completion by June 30, 2021. 3. IT Roadmap and Plan. Complete major milestones for the following pillars: Customer Experience, Strategic Partnerships & Alliances, Data Management, Project Prioritization and Cybersecurity by June 30, 2021. 4. Integrated Mobility Master Plan. Complete scope of work through task #5 by June 30, 2021. 5. Fiber Broadband Solution. Complete the RFP process and contract with firm to begin system design by June 30, 2021. L= PW KS = DG, DS, FM, GC, MB, PR, TC L= DS KS = CIP, ED, PR, ST L = IT KS = All L = DS KS = CIP, ED, IT, PR, ST, TE L= TM KS = CIP, DS, ED, IG, IT Abbreviation Guide All All Departments Fac Facilities IT CIO Chief Innovation Officer FD Fire LRTP Long Range Transportation Plan ST Information Technology PW Public Works Streets CIP Capital Improvement Plan FM Finance and Management MB Management and Budget TC Town Clerk DG Digital Government GC Legal PD Police TE Traffic Engineering PR Parks and Recreation TM Town Manager DS Development Services HR Human Resources ED Economic Development IG Intergovernmental Relations 23 Return to Contents ORGANIZATION FOCUS AREAS FY 2020 Wildly Important Goals and Results Prosperous Community FY 2020 Wildly Important Goals FY 2020 Results Lead (L) Key Goal Status Stakeholders (KS) 1. Public Safety Training Facility. Complete 50% of construction on the Public Safety Training Facility by June 2020. Completed 60% of construction on the Public Safety Training Facility by June 2020. L= CIP KS = PD, FD 2. Bike Lane Safety Improvements. Improve bike lane safety standards and create a CIP project for “safe routes” through Town by June 2020. Created CIP project ST2102, adopted June 16, 2020 in the updated CIP. Project funding included in streets bond proposal for 2021. Additional engineering standards for increasing bike lane safety are ongoing. 3. Micro-mobility. Evaluate needs and develop micro-mobility strategy as part of the Transportation Masterplan by June 2020. 4. 2020 General Plan Update. Update the general plan, and obtain Council approval by June 2020. Council approved contract for the Transportation L = DS Masterplan on June 2, 2020. The scope includes KS = ST, TE, a strategy and plan for addressing micro-mobility. CIP, GC, CIO 5. 311 Response Time. Reduce the average time for acknowledged 311 requests from .55 days to .5 days, Monday-Friday, by June 2020. Improved average response time to .3 days, L= DG Monday-Friday, by June 2020. Response time KS = All, CIO for the first four months of 2020 was increased to .4 days, with a slight jump in March (up to .7 days), most likely due to COVID-19 shifts to remote work. Due to COVID-19 requirements, signature event L = PR was not deliverable by June 2020. Instead, KS = ED, PD, Parks and Recreation created new special FD, PW events, including a successful Drive-In Movie Event Series which attracted nearly 500 vehicles over a five-night period. 6. Signature Event. Create a new annual signature event or tradition by June 2020. Achieved Update completed and approved by Council on February 4, 2020. General plan included on August 4, 2020 ballot for voter ratification. L= LRTP KS = ST, TE, CIP Achieved Achieved L = DS KS = CIO Achieved Achieved In Progress Creation of a signature event will be reevaluated in the future depending on appropriate response to COVID-19. Strong Economy FY 2020 Wildly Important Goals FY 2020 Results 1. NW Corridor Redevelopment District. Establish a NW Corridor redevelopment district and create a redevelopment plan by June 2020. NW Area scope evolved as legal and operational departments and stakeholders were consulted. Instead delivered a Vision Plan for the NW Area by June 2020 that will be presented to Council by December 2020. Due to COVID-19 restrictions, destination event was not deliverable by June of 2020. Instead, an operations plan for having events was created by June 2020. 2. Destination Event. Create a destination event (food/wine) by June 2020. Creation of a destination event will be reevaluated in the future depending on appropriate response to COVID-19. 24 Lead (L) Key Stakeholders (KS) Goal Status L= ED KS = DS, PD, PW, CIO In Progress L= ED, PR KS = PD, PW In Progress Return to Contents ORGANIZATION FOCUS AREAS FY 2020 Wildly Important Goals FY 2020 Results 3. AAA GO Bond Rating. Improve Gilbert’s GO bond rating from Standard & Poor's credit rating agency from AA+ to AAA by the end of June 2020. Improved GO bond rating from AA+ to AAA from Standard and Poor’s credit rating agency in July 2019. Highest ratings with all three agencies were reaffirmed with Public Safety Training Facility ratings, even amidst COVID-19. 4. Sales Tax Diversification. Identify Discussed optimal revenue diversification with optimal revenue diversification and develop Town Council at April 2020 Financial Retreat. a supporting strategy by June 2020. Plans to implement their direction over coming year(s) is ongoing. Lead (L) Key Stakeholders (KS) Goal Status L = FM, MB Achieved L = MB, FM KS = ED Achieved Exceptional Built Enviroment FY 2020 Wildly Important Goals FY 2020 Results 1. Intelligent Traffic Systems. Complete feasibility analysis for intelligent traffic systems by June 2020. Selected consultant and conducted interviews. Consultant contract was approved in April 2020. Project is 10% complete with individual meetings scheduled. Estimated completion by January 2021. Negotiated scope and fee with Gensler. Contract award was delayed as result of COVID-19 but is anticipated to be awarded in Spring of 2021. 2. Commuter Rail Stations. Create a conceptual master plan for two potential commuter rail stations by June 2020. Lead (L) Key Stakeholders (KS) Goal Status L= TE KS = IT, CIP, CIO In Progress L= LRTP KS = CIP, CIO In Progress 3. Gilbert Regional Park. Open phase 1 of Phase 1 opened on September 21, 2019. Phase L = CIP, PR Gilbert Regional Park by September 2019, 1b Sports Courts opened on July 24, 2020 and KS = CIO, IT and phase 1b by summer 2020. the Performance Stage and Great Lawn will open in October 2020. 4. Desert Sky Park. Open phase 1 of Desert Opened Desert Sky Park phase 1 on November Sky Park by October 2019. 6, 2019. L = CIP, PR KS = IT, CIO 5. Shade & Streetscape Masterplan. Develop a shade masterplan for the Town to identify potential cool zones, improve shade opportunities for residents, and reduce heat island effect, as well as streetscape design and maintenance standards by June 2020. Scope developed with input from internal stakeholders by June 2020. Project anticipated to kick off in FY 2021. L= DS, PW, PR KS = CIP 6. Long Range Infrastructure Plan. Complete the first comprehensive, townwide LRIP, and bring a funding policy to Council for consideration at the spring 2020 financial retreat. Completed town-wide LRIP and presented to Town Council at April 2020 Financial Retreat. 7. Fiber Optic Master Plan Update. Update the 2010 fiber optic masterplan by June 2020. Completed 60% of fiber optic masterplan update L = TE by June 2020. Project has experienced delays KS = IT, CIP, due to difficulty with department coordination CIO related to COVID-19. Project anticipated for completion by October 2020. Achieved Achieved 8. What Works Cities Platinum Certification. Be the first city in Arizona to achieve a Platinum Certification in the What Works Cities Certification Program. In Progress L = PW, PR, MB KS = IT Achieved Submitted application in August 2019, with L= DG evaluation lasting through October. The Town did KS = All not qualify for any level of the certification. Received estimated score of 40% with an 18/45 criteria. Next application opportunity for What Works Cities Certification is June 2020, and the Town intends to apply. 25 In Progress In Progress Return to 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 through 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 2020 included: • • • Creating a process to accommodate new legislation regarding vacation home rentals (SB 2672). The high labor cost involved in administering this legislation would far exceed any revenue from violations the Town of Gilbert would collect from the fines mandated by the Department of Revenue. Creation of the new process followed Design for Six Sigma and involved stakeholders from Tax, IT, Courts, Fire, PD, Town Clerk, Digital Government, Intergovernmental Affairs and Code Enforcement; Building integration between key systems for CIP and HR with an enterprise system (MUNIS). Working with process owners and vendors to identify manual entry into systems to eliminate over-processing. Estimating time savings for CIP is estimated to be 20 hours a month; for HR, an estimated 40 hours a month. Supporting the business case for a Victim Advocacy Center (MF 2490). Assisted Gilbert PD using their data and metrics to demonstrate current state of family unit detectives’ time when responding to calls vs a proposed ideal state with a Victim Advocacy Center located in Gilbert. 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 will continue to evolve and adapt to deliver exceptional service and be the city of the future. 60 HOURS SAVED A MONTH WITH SYSTEM INTEGRATION 26 Return to 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 celebrated its 100th anniversary in 2020, the town has grown to an estimated population of 264,900 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 2018 American Community Survey data, more than 45 percent of Gilbert residents hold a bachelor’s degree or higher, compared to the Phoenix average of 32 percent. In addition, Gilbert boasts one of the highest median household incomes in the state at $91,318 (according to Census, 2019). Gilbert’s 2021 estimated population of 264,900 continues to grow, having experienced 58 percent growth between 2000 and 2005; and 21 percent between 2005 and 2010. With attractive demographics, awardwinning amenities, and a business-friendly environment, Gilbert was recently named the Best City for Business in Arizona. Our thriving community was named the 2nd Safest City in the U.S. in 2019 by FBI Crime Statistics and the 7th Best Place to Raise a Family in the U.S. in 2019 by WalletHub. In addition, in 2019 the Town was named the 4th Best City to Buy a Family Home in the U.S. by SmartAsset. 27 Return to Contents GILBERT FACTS Source: U.S. Census Annual Population Estimates, 2018 GILBERT AT A GLANCE: Year Founded: Year Incorporated: 1891 1920 Planning Area: Elevation: 72.6 square miles 1,273 feet Census 2010 Population: 208,352 Census Annual Estimates (as of 7/1/19): Estimated Population (as of 7/1/20): 254,114 264,900 Median age: Annual average rainfall: Annual sunshine days: 6.39 inches 343 days Under 18 18-24 25-44 45-64 65 and over Source: Maricopa County Weather Sensor Data 2020 Average Temperature in Fahrenheit (High/Low): January 67/41 April 85/54 July 106/77 October 89/59 Source: The Weather Channel 2020 Transaction Privilege Tax Rate: State/County Gilbert 7.8% 6.3% 1.5% Total Housing Units: Vacancy Rate 80,626 6.3% Source: 2014-2018 American Community Survey More information and statistics can be found at: http://www.gilbertaz.gov 33.9 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 28 30.6% 8.0% 29.0% 23.4% 9.1% 477 Miles 1,028 Miles 841 Miles 315 Miles 415 Miles 12 Miles 708 Miles 381 Miles 813 Miles 104 Miles Return to Contents GILBERT FACTS Demographics: MEDIAN AGE Gilbert Greater Phoenix 33.9 36.1 EDUCATIONAL ATTAINMENT Greater Gilbert Phoenix High School Graduate: Some College, no degree: Associate Degree: Bachelor's Degree: Graduate/Professional Degree: 15.4% 24.3% 9.8% 30.2% 15.4% 22.6% 24.4% 8.5% 20.3% 11.7% High School Graduate or Greater: Bachelor's Degree or Higher: 95.1% 45.6% 87.4% 32.0% Source: U.S. Census American Community Survey, 2014-2018 for the Town of Gilbert, AZ and Maricopa County, AZ Greater Phoenix $242,700 $61,606 2.76 Gilbert Median owner-occupied housing value Median household income Average household size $310,400 $92,350 3.14 Source: U.S. Census American Community Survey, 2014-2018 for the Town of Gilbert, AZ and Maricopa County, AZ. RACE / ETHNICITY White, 69.7% Black or African American, 3.4% Hispanic, 16.9% American Indian or Alaska Native, 0.9% Asian, 5.9% Native Hawaiian and Other Pacific, 0.2% Other Race, 0.2% Two or More Races, 3.0% Source: U.S. Census American Community Survey, 2014-2018 29 Return to Contents GILBERT FACTS AWARDS & RECOGNITIONS • Best City for Business in Arizona (Arizona Chamber of Commerce and Industry, 2019) • Top Place in Arizona to Celebrate Halloween (WalletHub, 2019) • 2nd Safest City in the U.S. (FBI Crime Statistics, 2019) • 4th Best City to Buy a Family Home in the U.S. (SmartAsset, 2019) • 6th Valley’s Healthiest Employers (Phoenix Business Journal, 2019) • 7th Best Place to Raise a Family in the U.S. (WalletHub, 2019) • 8th Best Midsize Real Estate Market in the U.S. (WalletHub, 2019) • 10th Best Place to Live in the U.S. (HomeSnacks, 2019) • 12th Safest City to Raise a Child in the U.S. (SafeWise, 2019) #2 Safest City in the U.S. according to FBI Crime Statistics, 2019 GILBERT GROWTH CIVILIAN LABOR FORCE PRINCIPAL EMPLOYERS 2019 Labor force = 143,367 Gilbert Unified School District Banner Health Town of Gilbert GoDaddy Software, Inc. Fry's Food and Drug Higley Unified School District B H Drywall Dignity Health Wal-Mart Stores, Inc Isagenix International 3% Employed Unemployed 97% Source: Arizona Department of Economic Security, Local Area Unemployment Statistics (LAUS) Data - 2019 2,816 1,772 1,482 1,426 1,166 1,112 997 956 897 710 Source: Gilbert Comprehensive Annual Financial Report, FY 2019 ECONOMIC HIGHLIGHTS • From FY 2013 to FY 2019, private investment in Gilbert’s four employment areas totaled over $1 Billion. • STEM and STEM related job growth has outpaced total job growth over the last 5 years – 21% for STEM/STEM related vs. 16% total job growth. Source: Economic Modeling Specialists, Inc. 2014-2019 Over the last 5 years, Gilbert has added $4.05 million square-feet of office, industrial/flex, and retail space to its inventory, representing an increase of 17.8%. Source: CoStar 2015 Q2 – 2020 Q2 Source: Gilbert Office of Economic Development • 30 Return to 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 • Police Department • Fire and Rescue • Parks and Recreation • Public Works – Engineering 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. 31 • 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 (SDF) 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 Return to Contents FUND STRUCTURE Internal Service Funds – Gilbert has three Internal Service Funds: fleet maintenance, health self-insurance, and dental self-insurance. The Internal Service Funds are used to provide service to other departments and to recover the cost of that service. The use of these funds provides a more complete picture of the cost to provide a given public service, because more of the total costs are included in the respective cost center. for these districts. Revenue is received from the benefitting property owners. Other Capital Funds – These funds include CIP Admin, bonds, outside sources and Maricopa Association of Governments funding. Capital Improvement Funds – These funds were established in FY 2019 based on Governmental Accounting Standards Board (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 of 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. In November 2019, the Firemen’s Pension and Relief Fund Board acknowledged the death of the last pensioner paid out of the fund. As a result, the fund was disbanded in December 2020 and the remaining balance in the fund was transferred to the Fire Public Safety Retirement System (PSPRS) to be applied towards the Town of Gilbert’s unfunded liability. 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 32 Return to 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 33 Return to Contents BUDGET PROCESS BUDGET DEVELOPMENT The Budget Calendar page depicts the timing in more detail. The Council determines the priorities for the year and staff develops a budget that best incorporates Council priorities and fits within the resources available. STATE EXPENDITURE LIMIT The State of Arizona sets a limit on the expenditures of local jurisdictions. State statute sets the limits unless otherwise approved by the voters. Gilbert received voter approval to increase this limit to match the community’s desired service levels. Gilbert must budget at or below this limit. Council set the following boundaries for FY 2021 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 • Prepare zero based budget on the supplies/contractual budgets for one-third of the organization each fiscal year • 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 2021 the 34 Return to Contents BUDGET PROCESS ongoing budgeted expenditures were $168.0M. When calculated at 25% plus one year of debt service, the minimum fund balance requirement is $47.1M. 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 Generally Accepted Accounting Principles (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 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 2021, the General Fund contingency is approximately $15.0M. Gilbert budgets for contingencies in the following funds: • General • Streets – Roadway and Maintenance • Streets – HURF • 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. Accounting Basis Budget Basis Government Fund – General Fund Modified Accrual Modified Accrual Governmental Fund – Streets Fund (HURF) Modified Accrual Modified Accrual Governmental Fund – Roadway and Maintenance Fund (Vehicle License Tax) Modified Accrual Modified Accrual Proprietary Fund – Water Full Accrual Full Accrual Proprietary Fund – Wastewater Full Accrual Full Accrual Proprietary Fund – Environmental Services Full Accrual Full Accrual Proprietary Fund – Environmental Compliance Full Accrual Full Accrual Fund Type 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. 35 Return to Contents BUDGET CALENDAR Date Action July 1 -31, 2019 CIP Team holds initial departmental meetings (review/prioritize new/existing capital improvement projects August 20, 2019 Executive Team Report Out; FTE benchmarks and status of one-time expenses from FY 2019 August 29 - October 29, 2019 Zero Base Departments and Budget Office finalize zero base budgets September 5 - 12, 2019 Budget Kick off with the Executive Team, Second in Command group and Supervisors September 3 - November 25, 2019 Departments enter requests in SharePoint for FY 2021 budget and five-year plans September 3 - November 25, 2019 Analysts meet with Departments to review base budgets, new requests, capital improvement project (CIP) needs, and potential re-organizations September 17 - October 8, 2019 Executive Team review of staffing vacancies November 2019 CIP - Follow up meetings with Departments to review funding/timing/prioritization of projects December 2019 Financial review of CIP projects January 2020 Executive Team reviews departmental requests February 5, 2020 Present Executive Team recommendations to Town Manager February 13, 2020 Departments revise year end projections based on six months activity March 2 - 30, 2020 Departments complete: purpose statements, current year accomplishments, upcoming year objectives, and performance measures/benchmarks. March 10, 2020 Town Manager recommendations to Executive Team April 16 and April 22, 2020 Council Financial Retreat April 22 - May 4, 2020 Budget Office discussions with Council members May 5, 2020 Council adopts FY 2021 preliminary budget May 5, 2020 Council reviews draft FY 2021-2030 Capital Improvement Plan May 5, 2020 Public Hearing to consider declaring June 16, 2020 as the date of public hearing and adoption of the FY 2021 property tax levy June 16, 2020 Council adopts FY 2021-2030 Capital Improvement Plan June 16, 2020 Council adopts FY 2021 final budget June 16, 2020 Public hearing/adoption of FY 2021 property tax levy 36 Return to Contents FINANCIAL POLICIES INTRODUCTION The Policies of Responsible Financial Management were revised and adopted in June 2020 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 37 Return to 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 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 (GAAP). 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 Town Council action. Factors to be considered when evaluating an interfund loan may include: borrowing funds 38 Return to Contents FINANCIAL POLICIES current financial condition, estimates of the borrowing fund’s future resources to repay the loan, purpose of the loan, established repayment terms (including whether interest will be paid), the loan’s current status, and the frequency of making loans. 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 39 Return to 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. 40 Return to 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 and their post-issuance compliance requirements 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. 41 Return to 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. 42 Return to 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 43 Return to 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 23) Data In Decision Making Gilbert supports the use of data in decision making and encourages departments to rigorously evaluate all programs, practices, and policies wherever feasible. Town departments are encouraged to integrate rigorous evaluation methods into their day-to-day operations and decision-making processes as they strive for excellence and transparency in service delivery. Departments may receive support and technical assistance for data analysis through the Office of Management and Budget, which has datatrained analysts; through the Office of Digital Government, which has data strategists and a data storyteller; or through data champions embedded in departments throughout the town. Department directors are encouraged to nominate a data champion within their department to lead and coordinate use of rigorous evaluation and data analysis of their operations. Departments are encouraged to use the results of their rigorous evaluations to inform their budget requests by including documentation on program evaluations and prioritizing programs that have been shown to be successful and cost effective. 44 Return to 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 Return to Contents [This page intentionally left blank.] Return to Contents REVENUE AND EXPENSE SUMMARY General Fund 26% Other Funding Sources 27% Street Fund 4% Debt Service 3% Enterprise Funds 18% Replacement Funds 15% Special Revenue 7% The funds available for FY 2021 are approximately $1,086,067,000. 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 20% Capital Improvement Funds 45% Street Fund 3% Enterprise Funds 8% Special Revenue 2% Replacement Funds 2% Debt Service 7% Other Funding Sources 13% The total expenditures for FY 2021 are approximately $964,643,000. 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 percentage of expenditures by major category, excluding Internal Service Funds. 47 Return to Contents FUND BALANCES Starting Balance GENERAL FUND $ Revenue Total Sources 6,771,090 $ 285,085,697 10,418,000 600,000 $ 25,429,346 6,530,880 16,445,000 - $ 22,975,880 43,504,771 51,350,000 - $ 94,854,771 99,446,607 $ 178,868,000 Roadway and Maintenance 14,411,346 Highways and Streets $ Transfer Revenue STREETS ENTERPRISE FUNDS Water Wastewater 24,625,894 30,585,000 1,035,000 $ 56,245,894 Enviro Svcs - Residential 13,234,870 14,945,000 - $ 28,179,870 Enviro Svcs - Commercial 1,952,671 2,732,000 - $ 4,684,671 Environmental Compliance 1,289,031 5,697,000 - $ 6,986,031 INTERNAL SERVICE Fleet Maintenance 201,670 8,440,000 - $ 8,641,670 Health Self-Insurance 6,503,960 18,285,000 - $ 24,788,960 Dental Self-Insurance 814,600 1,365,000 - $ 2,179,600 REPLACEMENT FUNDS General 11,491,270 80,000 17,380,000 $ 28,951,270 Streets 6,197,860 30,000 790,000 $ 7,017,860 Ambulance Service - - 246,000 $ 246,000 Water 75,588,247 600,000 13,430,000 $ 89,618,247 70,901,529 Wastewater 60,501,529 200,000 10,200,000 $ Enviro Svcs - Residential 3,405,800 55,000 1,345,000 $ 4,805,800 Enviro Svcs - Commercial 909,100 2,000 412,000 $ 1,323,100 Environmental Compliance 5,009,680 5,000 2,245,000 $ 7,259,680 998,700 1,000 50,000 $ 1,049,700 376,618,486 340,103,000 54,504,090 $ 771,225,576 5,350,700 5,705,250 - $ 11,055,950 CDBG/HOME 14,101 2,607,020 - $ 2,621,121 Street Light Improvement 44,600 1,806,070 - $ 1,850,670 Parkway Improvement 182,080 942,160 - $ 1,124,240 Fleet SUB TOTAL OPERATING FUNDS SPECIAL REVENUE FUNDS Miscellaneous Grants Police Impound 8,870 85,000 150,000 $ 243,870 394,140 5,580,000 956,000 $ 6,930,140 Other Special Revenue 2,212,210 2,369,190 - $ 4,581,400 Traffic Signal SDF 13,308,892 2,015,000 - 3,175,620 (8,538,827) 2,005,000 2,500,000 - $ $ 15,323,892 Police SDF Fire SDF $ 5,180,620 (6,038,827) Parks and Recreation SDF 14,501,009 7,565,000 - $ 22,066,009 General Government SDF (5,512,420) 2,500,000 - $ (3,012,420) Ambulance Service Road Maintenance SDF Water SDF 753,000 1,000,000 - $ 1,753,000 2,492,731 7,550,000 - $ 10,042,731 (22,698,000) Water Resource SDF (25,198,000) 2,500,000 - $ Neely Wastewater SDF 6,082,207 410,000 - $ 6,492,207 Greenfield Wastewater SDF 19,098,443 4,050,000 - $ 23,148,443 48 Return to Contents FUND BALANCES Expense GENERAL FUND $ 197,592,050 $ Transfer Total Ending Expense Uses Balance 40,346,770 $ 237,938,820 $ 47,146,877 STREETS Roadway and Maintenance 8,798,680 15,417,710 $ 24,216,390 $ 1,212,956 Highways and Streets 16,621,130 1,027,190 $ 17,648,320 $ 5,327,560 Water 34,335,240 37,966,750 $ 72,301,990 $ 22,552,781 Wastewater 19,955,000 27,706,110 $ 47,661,110 $ 8,584,784 Enviro Svcs - Residential 16,282,010 6,484,010 $ 22,766,020 $ 5,413,850 Enviro Svcs - Commercial 2,690,830 1,171,850 $ 3,862,680 $ 821,991 Environmental Compliance 2,080,580 4,454,030 $ 6,534,610 $ 451,421 Fleet Maintenance 8,582,260 56,420 $ 8,638,680 $ 2,990 Health Self-Insurance 18,297,380 - $ 18,297,380 $ 6,491,580 Dental Self-Insurance 1,317,000 - $ 1,317,000 $ 862,600 General 8,296,670 14,030,000 $ 22,326,670 $ 6,624,600 Streets 1,210,660 - $ 1,210,660 $ 5,807,200 ENTERPRISE FUNDS INTERNAL SERVICE REPLACEMENT FUNDS Ambulance Service - - $ - $ 246,000 Water 3,092,500 65,075,770 $ 68,168,270 $ 21,449,977 Wastewater 4,125,590 48,978,560 $ 53,104,150 $ 17,797,379 Enviro Svcs - Residential 4,708,710 - $ 4,708,710 $ 97,090 Enviro Svcs - Commercial 535,170 - $ 535,170 $ 787,930 Environmental Compliance 1,525,000 126,000 $ 1,651,000 $ 5,608,680 77,800 971,000 $ 1,048,800 $ 900 350,124,260 263,812,170 $ 613,936,430 $ 157,289,146 Miscellaneous Grants 5,705,250 - $ 5,705,250 $ 5,350,700 CDBG/HOME 1,386,140 1,220,880 $ 2,607,020 $ 14,101 Street Light Improvement 1,939,000 - $ 1,939,000 $ (88,330) Parkway Improvement 1,117,450 - $ 1,117,450 $ 6,790 45,160 Fleet SUB TOTAL OPERATING FUNDS SPECIAL REVENUE FUNDS Police Impound 183,710 15,000 $ 198,710 $ Ambulance Service 6,682,620 246,000 $ 6,928,620 $ 1,520 Other Special Revenue 3,149,000 - $ 3,149,000 $ 1,432,400 $ $ 8,739,932 Traffic Signal SDF 3,690 6,580,270 $ 6,583,960 1,295,390 3,690 3,020,200 1,357,910 $ $ 4,315,590 1,361,600 Parks and Recreation SDF 3,690 15,126,720 $ 15,130,410 $ 6,935,599 General Government SDF 3,690 2,479,660 $ 2,483,350 $ (5,495,770) Road Maintenance SDF 3,690 17,103,000 $ 17,106,690 $ (15,353,690) Water SDF 3,690 32,553,170 $ 32,556,860 $ (22,514,129) Water Resource SDF 3,690 13,602,380 $ 13,606,070 $ (36,304,070) Neely Wastewater SDF 3,690 5,818,830 $ 5,822,520 $ 669,687 Greenfield Wastewater SDF 3,690 12,099,050 $ 12,102,740 $ 11,045,703 Police SDF Fire SDF 49 $ 865,030 (7,400,427) Return to Contents FUND BALANCES Starting Balance Revenue Transfer Total Revenue Sources OTHER FUNDING SOURCES CIP Administration Contingency - 2,364,350 - $ 2,364,350 - 100,000,000 - $ 100,000,000 GO Bonds Proceeds 72,547,725 - - $ 72,547,725 Outside Sources 33,898,295 10,656,000 - $ 44,554,295 Prop 400 51,502,551 25,941,551 25,561,000 - $ MPC - Public Facilities 415,000 - - $ 415,000 MPC - Water System 17,533,259 300,000 - $ 17,833,259 616,787 - - $ 616,787 Redevelopment - - 8,614,630 $ 8,614,630 Streets - - 121,249,330 $ 121,249,330 Traffic Control - - 11,197,730 $ 11,197,730 Parks and Recreation - - 23,116,160 $ 23,116,160 Municipal Facilities - - 76,417,910 $ 76,417,910 Water - - 117,685,720 $ 117,685,720 Wastewater - - 76,868,100 $ 76,868,100 Storm Water - - 2,191,000 $ 2,191,000 4,265,070 31,297,840 32,763,900 $ 68,326,810 $ 560,205,529 $ 561,471,880 $ 525,714,570 $ 1,647,391,979 MPC - Wastewater System CAPITAL IMPROVEMENT FUNDS DEBT SERVICE TOTAL ALL FUNDS 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 • 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. 50 Return to Contents FUND BALANCES Expense Transfer Total Ending Expense Uses Balance OTHER FUNDING SOURCES CIP Administration 2,224,220 140,130 $ 2,364,350 $ - 100,000,000 - $ 100,000,000 $ - GO Bonds Proceeds - 66,828,730 $ 66,828,730 $ 5,718,995 Outside Sources - 36,684,360 $ 36,684,360 $ 7,869,935 Prop 400 - 47,026,110 $ 47,026,110 $ 4,476,441 MPC - Public Facilities - - $ - $ 415,000 MPC - Water System 15,731,490 - $ 15,731,490 $ 2,101,769 MPC - Wastewater System 2,640,100 - $ 2,640,100 $ (2,023,313) Contingency CAPITAL IMPROVEMENT FUNDS Redevelopment 8,614,630 - $ 8,614,630 $ - Streets 121,249,330 - $ 121,249,330 $ - Traffic Control 11,197,730 - $ 11,197,730 $ - Parks and Recreation 23,116,160 - $ 23,116,160 $ - Municipal Facilities 76,417,910 - $ 76,417,910 $ - Water 117,685,720 - $ 117,685,720 $ - Wastewater 76,868,100 - $ 76,868,100 $ - Storm Water 2,191,000 - $ 2,191,000 $ - DEBT SERVICE 63,287,490 - $ 63,287,490 $ 5,039,320 992,839,910 $ 525,714,570 $ 1,518,554,480 $ 128,837,499 TOTAL ALL FUNDS $ • The Street Light Improvement District Fund assesses a levy on a homeowner’s property tax bill for the street light usage in their subdivision. The amount assessed each year is calculated on projected expenditures and 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. • WRMPC Bond construction is in progress on the Greenfield Wastewater Treatment Plant. In an effort to ensure excess bond funds were not sold, the Town sized the issuance slightly smaller than the construction estimates. When the project closes out, bond funds will be used and then appropriate SDF cash will be used to make up the gap. 51 Return to Contents BUDGET SUMMARY PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 General Fund Enterprise Funds Streets Funds Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 982.89 272.79 53.49 26.00 0.00 10.75 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 1,087.54 286.02 55.66 26.00 0.00 16.45 13.40 0.00 0.00 1,130.44 289.27 57.66 26.00 0.00 49.31 13.40 0.00 0.00 Total Personnel 1,358.32 1,417.62 1,485.55 1,485.07 1,566.08 EXPENSES BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 General Fund Enterprise Funds Streets Funds Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts 158,109,389 65,339,772 18,949,617 22,529,221 26,423,611 19,357,381 69,156,794 121,138,383 2,500 151,606,753 59,294,157 16,215,862 23,812,391 7,141,907 6,983,251 161,544,428 58,900,465 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 2,500 177,370,440 63,754,410 19,698,130 27,926,830 6,384,960 6,820,820 109,497,041 56,689,130 86,760 197,592,050 75,343,660 25,419,810 28,196,640 23,572,100 21,491,770 557,936,390 63,287,490 - $501,006,668 $485,501,714 $1,048,945,125 $468,228,521 $ 992,839,910 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 138,133,413 235,695,611 127,177,644 146,156,010 179,024,024 160,321,680 166,944,945 231,103,970 650,896,210 163,585,010 190,668,667 113,974,844 169,686,050 243,422,720 579,731,140 $501,006,668 $485,501,714 $1,048,945,125 $468,228,521 $ 992,839,910 Total Expenses Total Expenses 52 Return to Contents BUDGET SUMMARY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 164,714,385 25,669,559 89,967,617 25,407,940 2,214,947 45,577,732 80,137,001 22,681,232 1,076 177,772,175 27,704,644 98,386,759 26,060,507 4,220,184 48,116,511 11,920,324 23,275,410 1,923 179,962,500 27,658,000 100,573,000 27,020,530 1,003,000 63,778,080 208,904,030 29,518,240 - 179,112,000 25,773,000 103,589,000 28,086,000 3,775,700 63,685,666 109,645,964 24,985,000 - 178,868,000 26,863,000 105,309,000 28,090,000 973,000 51,189,690 138,931,350 31,247,840 - $456,371,489 $417,458,437 $ 638,417,380 $538,652,330 $ 561,471,880 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 118,018,982 100,626,798 4,701,052 34,485,778 4,064,775 87,864,213 106,609,891 127,868,637 88,762,791 5,785,678 35,126,021 3,898,014 95,184,732 60,832,564 127,896,180 113,568,210 4,335,000 37,253,160 4,006,000 98,358,000 253,000,830 127,576,180 109,883,000 4,201,000 36,553,564 3,613,000 100,748,000 156,077,586 129,073,230 125,674,270 3,709,000 43,963,350 3,528,000 101,638,000 153,886,030 $456,371,489 $417,458,437 $ 638,417,380 $538,652,330 $ 561,471,880 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 456,371,489 92,790,391 417,458,437 200,387,061 638,417,380 602,293,070 538,652,330 168,960,007 561,471,880 525,714,570 Total Sources $549,161,880 $617,845,498 $1,240,710,450 $707,612,337 $1,087,186,450 Total Expenses Transfers Out 501,006,668 92,790,391 485,501,714 200,387,061 1,048,945,125 602,293,070 468,228,521 168,960,007 992,839,910 525,714,570 Total Uses $593,797,059 $685,888,775 $1,651,238,195 $637,188,528 $1,518,554,480 Net Operating Result $ (44,635,179) $ (68,043,277) $ (410,527,745) $ 70,423,809 $ (431,368,030) REVENUE BY ACTIVITY General Fund Streets Funds Enterprise Funds Internal Service Funds Replacement Funds Special Revenue Capital Improvements Debt Service Trust Accounts Total Revenue REVENUE BY CATEGORY Taxes and Fees Intergovernmental Licenses and Permits Charges for Service Fines and Forfeitures Enterprise Revenue Miscellaneous Revenue Total Revenue 53 Return to Contents REVENUE SUMMARY BY FUND Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 GENERAL FUND Non-Allocated Mayor and Council Town Manager Economic Development Human Resources Management and Budget Town Clerk Legal Finance and Mgmt Svcs Municipal Court Development Svcs Police Fire an Rescue Parks and Recreation Non-Departmental TOTAL GENERAL FUND 147,168,969 107,566 10,836 83,360 10,554 475 845 16,741 179,976 330,342 7,239,744 3,515,809 2,066,717 3,982,007 444 $ 164,714,385 158,445,240 95,888 3,105 97,834 3,979 4,159 22,612 228,324 329,433 8,451,382 3,364,949 2,217,821 4,507,449 $ 177,772,175 161,140,500 88,000 110,000 4,000 15,000 200,000 297,000 6,635,000 3,402,000 2,414,000 5,657,000 $ 179,962,500 161,601,000 110,000 114,000 4,000 15,000 179,000 297,000 6,603,000 3,047,000 1,946,000 5,196,000 $ 179,112,000 161,479,000 110,000 130,000 4,000 175,000 292,000 6,021,000 2,967,000 1,995,000 5,695,000 $ 178,868,000 STREETS Roadway and Maintenance Highways and Streets TOTAL STREETS 9,991,398 15,678,161 $ 25,669,559 10,786,147 16,918,497 $ 27,704,644 11,113,000 16,545,000 $ 27,658,000 10,593,000 15,180,000 $ 25,773,000 10,418,000 16,445,000 $ 26,863,000 ENTERPRISE OPERATIONS Water Wastewater Enviro Services Residential Enviro Services Commercial Environmental Compliance TOTAL ENTERPRISE OPERATIONS 44,625,518 26,761,527 15,968,594 2,611,978 $ 89,967,617 48,235,492 29,103,293 15,404,321 2,684,955 2,958,698 $ 98,386,759 48,475,000 30,085,000 14,760,000 2,703,000 4,550,000 $ 100,573,000 50,475,000 30,710,000 15,175,000 2,774,000 4,455,000 $ 103,589,000 51,350,000 30,585,000 14,945,000 2,732,000 5,697,000 $ 105,309,000 INTERNAL SERVICES $ 25,407,940 $ 26,060,507 $ 27,020,530 $ 28,086,000 $ 28,090,000 250,817 83,786 1,032,008 735,135 100,382 9,687 3,132 2,214,947 349,565 168,114 1,718,814 1,169,569 756,279 32,954 12,625 12,264 4,220,184 80,000 30,000 600,000 200,000 90,000 3,000 1,003,000 200,000 156,000 1,800,000 1,200,000 349,700 10,000 50,000 10,000 3,775,700 80,000 30,000 600,000 200,000 55,000 2,000 5,000 1,000 973,000 REPLACEMENT FUNDS General Streets Water Wastewater Enviro Service Residential Enviro Service Commercial Environmental Compliance Fleet TOTAL REPLACEMENT FUNDS SPECIAL REVENUE FUNDS Miscellaneous Grants CDBG/HOME $ 384,405 1,984,826 $ 434,961 867,275 54 $ 5,189,150 2,039,060 $ 5,189,150 924,850 $ 5,705,250 2,607,020 Return to Contents REVENUE SUMMARY BY FUND Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Maintenance Districts Police Impound Ambulance Service Other Special Revenue Development Funds TOTAL SPECIAL REVENUE FUNDS 2,921,434 249,674 2,209,711 37,827,682 $ 45,577,732 2,922,742 144,518 1,982,651 41,764,364 $ 48,116,511 2,701,180 100,000 2,578,690 51,170,000 $ 63,778,080 2,701,180 85,000 300,000 1,578,690 52,906,796 $ 63,685,666 2,748,230 85,000 5,580,000 2,369,190 32,095,000 $ 51,189,690 OTHER FUNDING SOURCES $ 80,137,001 $ 11,920,323 $ 208,904,030 $ 109,645,964 $ 138,931,350 CAPITAL IMPROVEMENT FUNDS $ $ $ $ $ DEBT SERVICE $ 22,681,232 $ 23,275,410 $ 29,518,240 $ 24,985,000 $ 31,247,840 TRUST ACCOUNTS $ $ $ $ $ GRAND TOTAL REVENUE $ 456,371,489 - 1,076 1 1,923 $ 417,458,437 - - $ 638,417,380 - - $ 538,652,330 - - $ 561,471,880 CARRY OVER FUNDS $ 431,368,030 TOTAL RESOURCES $ 992,839,910 55 Return to Contents REVENUE SUMMARY BY FUND BY TYPE Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 GENERAL FUND Taxes and Fees Intergovernmental Revenue Licenses and Permits Charges for Service Fines and Forfeitures Enterprise Revenue Miscellaneous Revenue TOTAL GENERAL FUND 93,551,292 54,112,370 4,644,714 7,292,702 3,625,730 1,487,577 $ 164,714,385 102,648,966 55,835,664 5,735,378 7,844,221 3,470,417 169 2,237,360 $ 177,772,175 101,045,000 59,530,000 4,310,000 8,841,000 3,522,000 2,714,500 $ 179,962,500 100,725,000 59,359,000 4,155,000 8,400,000 3,129,000 3,344,000 $ 179,112,000 100,445,000 61,920,000 3,675,000 8,787,000 3,054,000 987,000 $ 178,868,000 STREETS Intergovernmental Revenue Charges for Service Fines and Forfeitures Enterprise Revenue Miscellaneous Revenue TOTAL STREETS 25,276,623 420 13,283 428 378,805 $ 25,669,559 27,069,243 5,420 11,760 269 617,952 $ 27,704,644 27,500,000 38,000 120,000 $ 27,658,000 25,300,000 33,000 440,000 $ 25,773,000 26,710,000 33,000 120,000 $ 26,863,000 ENTERPRISE OPERATIONS Intergovernmental Revenue Licenses and Permits Fines and Forfeitures Enterprise Revenue Miscellaneous Revenue TOTAL ENTERPRISE OPERATIONS 1,183,844 56,338 36 87,721,495 1,005,904 $ 89,967,617 1,719,627 50,300 179 95,184,294 1,432,359 $ 98,386,759 1,750,000 25,000 98,358,000 440,000 $ 100,573,000 1,750,000 46,000 100,748,000 1,045,000 $ 103,589,000 2,025,000 34,000 101,638,000 1,612,000 $ 105,309,000 INTERNAL SERVICES Intergovernmental Revenue Charges for Service Miscellaneous Revenue TOTAL INTERNAL SERVICES 471,659 24,452,208 484,073 $ 25,407,940 505,240 24,654,303 900,964 $ 26,060,507 550,000 26,108,530 362,000 $ 27,020,530 350,000 25,530,000 2,206,000 $ 28,086,000 500,000 27,014,000 576,000 $ 28,090,000 REPLACEMENT FUNDS Intergovernmental Revenue Fines and Forfeitures Miscellaneous Revenue TOTAL REPLACEMENT FUNDS $ 2,214,947 2,214,947 537,673 93 3,682,418 4,220,184 1,003,000 1,003,000 3,775,700 3,775,700 973,000 973,000 SPECIAL REVENUE FUNDS Taxes and Fees Intergovernmental Revenue Charges for Service Fines and Forfeitures Enterprise Revenue Miscellaneous Revenue TOTAL SPECIAL REVENUE FUNDS 2,918,585 3,027,449 1,216,499 425,726 142,290 37,847,183 $ 45,577,732 $ 2,924,017 1,976,637 867,884 415,565 41,932,408 $ 48,116,511 56 $ 2,701,180 7,924,210 391,600 484,000 52,277,090 $ 63,778,080 $ 2,701,180 6,810,000 676,600 484,000 53,013,886 $ 63,685,666 $ 2,748,230 9,008,270 5,765,000 474,000 33,194,190 $ 51,189,690 Return to Contents REVENUE SUMMARY BY FUND BY TYPE OTHER FUNDING SOURCES Intergovernmental Revenue Charges for Service Miscellaneous Revenue TOTAL OTHER FUNDING SOURCES Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 16,554,853 1,518,311 62,063,837 $ 80,137,001 1,118,707 1,750,572 9,051,044 $ 11,920,323 16,314,000 1,874,030 190,716,000 $ 208,904,030 16,314,000 1,913,964 91,418,000 $ 109,645,964 25,511,000 2,364,350 111,056,000 $ 138,931,350 - 1 1 - - - CAPITAL IMPROVEMENT FUNDS Miscellaneous Revenue TOTAL CAPITAL IMPROVEMENT $ DEBT SERVICE Taxes and Fees Charges for Service Miscellaneous Revenue TOTAL DEBT SERVICE 21,549,105 5,638 1,126,489 $ 22,681,232 TRUST ACCOUNTS Miscellaneous Revenue TOTAL TRUST ACCOUNTS $ GRAND TOTAL REVENUE $ 456,371,489 1,076 1,076 $ 22,295,654 3,621 976,135 $ 23,275,410 1,923 1,923 $ $ 417,458,437 57 $ 24,150,000 5,368,240 $ 29,518,240 $ - $ 638,417,380 $ 24,150,000 835,000 $ 24,985,000 $ - $ 538,652,330 $ 25,880,000 5,367,840 $ 31,247,840 $ - $ 561,471,880 Return to Contents REVENUE DETAIL 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 Mayor and Council Town Manager Emergency Mgmt and Safety Economic Development Economic Development Admin Tourism Total Economic Development Human Resources Human Resources Admin Risk Management Total Human Resources Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 89,467,453 1,982,337 417,499 510,856 22,821,364 29,371,178 1,124,246 990,771 483,265 147,168,969 98,647,251 1,958,735 434,752 560,121 24,427,603 29,349,038 1,024,107 1,504,574 539,059 158,445,240 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 97,000,000 1,750,000 420,000 525,000 25,500,000 32,000,000 1,015,000 1,250,000 2,141,000 161,601,000 97,000,000 1,500,000 420,000 525,000 24,000,000 36,000,000 1,000,000 500,000 534,000 161,479,000 107,566 5,944 4,892 95,888 3,105 - 88,000 - 110,000 - 110,000 - 45 83,315 83,360 78 97,756 97,834 110,000 110,000 114,000 114,000 130,000 130,000 4,451 6,103 10,554 3,429 550 3,979 4,000 4,000 4,000 4,000 4,000 4,000 Management and Budget Town Clerk Legal General Counsel Town Prosecutor Total Legal 475 845 4,159 - - - 16,741 16,741 4,894 17,718 22,612 15,000 15,000 15,000 15,000 - Finance and Mgmt Svcs Finance and Mgmt Svcs Admin Accounting Purchasing Tax Compliance Total Finance and Mgmt Svcs 5,371 8,854 98,268 67,483 179,976 50 3,070 196,607 28,597 228,324 200,000 200,000 164,000 15,000 179,000 175,000 175,000 330,342 329,433 297,000 297,000 292,000 375,640 238,793 3,841,008 1,740,898 355 383,095 659,955 7,239,744 420,598 305,278 2,716 4,412,270 2,336,651 206 488,465 485,198 8,451,382 404,000 410,000 3,400,000 1,526,000 390,000 505,000 6,635,000 430,000 230,000 3,250,000 1,606,000 465,000 622,000 6,603,000 175,000 230,000 2,900,000 1,606,000 500,000 610,000 6,021,000 Municipal Court Development Svcs Development Svcs Admin Permits and Licensing Plan Review and Inspection Admin Building Engineering Code Fire Planning and Development Total Development Services 58 Return to Contents REVENUE DETAIL Actual FY 2019 Budget FY 2020 Police Police Admin Support Svcs Admin Counseling Svcs Records Training Patrol Detention Investigations Admin Special Assignment Unit Special Victims Unit Property Crimes Intel Unit Crime Suppression Team K-9 Unit School Resource Traffic Unit Total Police 3,100 628,672 350,736 31,875 1,612 476,812 457,583 87 13,400 228 384 1,551,320 3,515,809 10 597,719 303,519 32,831 488,267 403,047 3,657 596 14,300 858 5,000 503 1,514,642 3,364,949 600,000 310,000 30,000 452,000 435,000 10,000 1,565,000 3,402,000 500,000 275,000 30,000 477,000 360,000 15,000 1,390,000 3,047,000 500,000 250,000 30,000 477,000 335,000 10,000 1,365,000 2,967,000 Fire and Rescue Fire Admin Fire Training Operations Resource Community Prevention Total Fire and Rescue 18,295 17,735 1,938,935 6,142 85,610 2,066,717 21,903 18,011 2,067,799 24,947 6,241 78,920 2,217,821 2,359,000 55,000 2,414,000 1,871,000 75,000 1,946,000 1,920,000 75,000 1,995,000 65 (6,282) 91,746 173,353 104,334 85,164 35,234 1,971 30,610 669 53,287 688 596 77,819 182,941 115,344 95,212 85 292 85,043 188,097 118,549 82,038 28,810 2,529 24,969 1,985 598,400 1,202 504 64,712 122,571 78,406 69,616 150,000 91,000 158,000 102,000 83,000 14,000 25,000 1,000 26,000 1,500,000 25,000 75,000 150,000 110,000 100,000 30,000 156,000 94,000 68,000 6,000 30,000 24,000 800 30,000 1,200 1,158,000 25,000 74,000 125,000 80,000 75,000 32,000 161,000 98,000 70,000 24,000 45,000 24,000 1,000 30,000 1,355,000 25,000 70,000 125,000 79,000 75,000 Parks and Recreation Parks Admin Parks and Open Space Admin Freestone Crossroads McQueen Discovery Desert Sky Gilbert Regional Riparian Preserve Cosmo Dog Hetchler Nichols Cactus Yards Cemetery Neighborhood/Community Parks Trails, Washes and Other Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool 59 Projected FY 2020 Budget FY 2021 Actual FY 2018 Return to Contents REVENUE DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 1,113,815 297,780 213,346 296,440 48,776 31,944 230,570 181,740 141,757 228,267 3,110 36,486 115,225 3,982,007 1,041,366 250,592 167,050 272,945 43,671 31,900 228,546 131,297 135,681 231,612 37,945 467,036 4,507,449 1,080,000 250,000 194,000 315,000 50,000 30,000 240,000 137,000 132,000 230,000 39,000 350,000 5,657,000 786,000 299,000 158,000 180,000 32,000 240,000 145,000 130,000 230,000 39,000 980,000 5,196,000 900,000 299,000 168,000 280,000 35,000 275,000 145,000 130,000 230,000 39,000 980,000 5,695,000 444 444 - - - - $ 164,714,385 $ 177,772,175 $ 179,962,500 $ 179,112,000 $ 178,868,000 STREETS Roadway and Maintenance Non-Allocated Vehicle License Tax Investment Income Other Revenue Total Non-Allocated 9,819,181 172,217 9,991,398 10,466,586 259,031 10,725,617 11,000,000 75,000 33,000 11,108,000 10,300,000 260,000 33,000 10,593,000 10,310,000 75,000 33,000 10,418,000 Roadway and Maint Admin Alternate Transportation Total Roadway and Maintenance 9,991,398 55,530 5,000 10,786,147 5,000 11,113,000 10,593,000 10,418,000 Highways and Streets Non-Allocated Highway User Tax Investment Income Other Revenue Total Non-Allocated 15,457,442 42,585 18,189 15,518,216 16,559,126 115,123 38,184 16,712,433 16,500,000 45,000 16,545,000 15,000,000 180,000 15,180,000 16,400,000 45,000 16,445,000 5,521 37,971 69,639 39,655 2,159 75 2,460 84,058 111,847 5,085 - - - Freestone Recreation Center McQueen Activity Center Community Center Adult Sports Youth Sports Adaptive Recreation Program Special Events Southeast Regional Library Perry Branch Library Public Safety Center Public Works Facility Heritage Annex University Building Total Parks and Recreation Non-Departmental Capital Projects Total Non-Departmental TOTAL GENERAL FUND Administration Asphalt Patching Hazard Response Preventive Maintenance Street Lighting Traffic Signal Maintenance Street Signs 60 Projected FY 2020 Budget FY 2021 Return to Contents REVENUE DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 5,000 15,678,161 1,337 1,202 16,918,497 16,545,000 15,180,000 16,445,000 $ 25,669,559 $ 27,704,644 $ 27,658,000 $ 25,773,000 $ 26,863,000 WATER Non-Allocated Meter Water Sales Meter Installation and Repair Hydrant Water-Metered Sales Account Activation Fee Account Disconnect Fee Late Fees Investment Income Other Revenue Total Non-Allocated 40,138,816 277,743 270,534 281,232 351,181 579,100 463,481 965,243 43,327,330 42,730,739 267,969 605,638 259,494 426,884 578,594 713,114 803,030 46,385,462 44,500,000 250,000 400,000 250,000 335,000 525,000 200,000 245,000 46,705,000 46,500,000 250,000 400,000 250,000 335,000 525,000 200,000 245,000 48,705,000 47,000,000 250,000 400,000 250,000 335,000 525,000 300,000 245,000 49,305,000 Water Admin Utility Locates Santan Vista Treatment Plant Well Production Metering Distribution Water Quality 521 1,183,844 111,620 2,203 143 1,719,627 5,236 24,093 100,916 15 1,750,000 15,000 5,000 - 1,750,000 15,000 5,000 - 2,025,000 15,000 5,000 - $ 44,625,518 $ 48,235,492 $ 48,475,000 $ 50,475,000 $ 51,350,000 1,096,346 22,851,566 2,422,971 224,574 135,008 26,730,465 1,060,377 25,062,391 2,582,952 375,068 10,647 29,091,435 1,500,000 25,800,000 2,700,000 75,000 30,075,000 1,400,000 26,250,000 2,550,000 500,000 30,700,000 1,300,000 26,500,000 2,700,000 75,000 30,575,000 Lift Stations Gravity Systems Effluent Reuse Effluent Recharge Wastewater Quality 1,074 17,500 1,150 11,338 239 169 11,450 10,000 10,000 10,000 TOTAL WASTEWATER $ 26,761,527 $ 29,103,293 $ 30,085,000 $ 30,710,000 $ 30,585,000 15,349,655 14,871,334 14,400,000 14,700,000 14,750,000 Landscape Maintenance Concrete Repair Total Highways and Streets TOTAL STREETS TOTAL WATER WASTEWATER Non-Allocated Reuse/Recharge Water Use Residential-Wastewater Commercial-Wastewater Investment Income Other Revenue Total Non-Allocated ENVIRO SERVICES RESIDENTIAL Non-Allocated ES Collection 61 Return to Contents REVENUE DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 190,228 1,994 15,541,877 253,418 2,811 15,127,563 100,000 14,500,000 300,000 15,000,000 30,000 14,780,000 5,000 32,868 374,971 13,878 161,954 40,987 37,948 35,869 170,000 30,000 50,000 10,000 125,000 30,000 10,000 10,000 125,000 30,000 10,000 TOTAL ENVIRO SVCS RESIDENTIAL $ 15,968,594 $ 15,404,321 $ 14,760,000 $ 15,175,000 $ 14,945,000 ENVIRO SERVICES COMMERCIAL Non-Allocated ES Collection Investment Income Other Revenue Total Non-Allocated 1,002 25,685 2,178 28,865 37,315 2,601 39,916 15,000 2,000 17,000 40,000 2,000 42,000 10,000 2,000 12,000 45,000 1,831,141 706,972 39,000 1,878,808 727,231 15,000 1,901,000 770,000 36,000 1,951,000 745,000 24,000 1,951,000 745,000 Investment Income Other Revenue Total Non-Allocated Residential Collections Uncontained Collections Recycling Environmental Programs Administration Commercial Collections Rolloffs TOTAL ENVIRO SVCS COMMERCIAL $ ENVIRONMENTAL COMPLIANCE Non-Allocated Environmental Compliance Fee Investment Income Other Revenue Total Non-Allocated TOTAL ENVIRO COMPLIANCE 2,611,978 $ $ - 2,684,955 $ 2,956,295 2,403 2,958,698 $ 2,958,698 2,703,000 $ 4,500,000 50,000 4,550,000 $ 4,550,000 2,774,000 $ 4,450,000 5,000 4,455,000 $ 4,455,000 2,732,000 4,500,000 5,000 1,192,000 5,697,000 $ 5,697,000 INTERNAL SERVICES Fleet Shop Operations Health Self-Insurance Trust Dental Self-Insurance Trust 7,413,297 16,750,982 1,243,661 7,251,141 17,517,772 1,291,594 8,378,530 17,260,000 1,382,000 7,100,000 19,662,000 1,324,000 8,440,000 18,285,000 1,365,000 TOTAL INTERNAL SERVICES $ 25,407,940 $ 26,060,507 $ 27,020,530 $ 28,086,000 $ 28,090,000 250,817 83,786 1,032,008 735,135 100,382 9,687 - 349,565 168,114 1,718,814 1,169,569 756,279 32,954 12,625 80,000 30,000 600,000 200,000 90,000 3,000 - 200,000 156,000 1,800,000 1,200,000 349,700 10,000 50,000 80,000 30,000 600,000 200,000 55,000 2,000 5,000 REPLACEMENT FUNDS General Streets Water Wastewater Enviro Svc Residential Enviro Svc Commercial Enviro Compliance 62 Return to Contents REVENUE DETAIL Actual FY 2018 Fleet TOTAL REPLACEMENT FUNDS Actual FY 2019 3,132 $ SPECIAL REVENUE FUNDS Miscellaneous Grants CDBG/HOME Maintenance Districts Street Light Improvement Parkway Improvement Total Maintenance Districts 2,214,947 Budget FY 2020 12,264 $ 4,220,184 Projected FY 2020 - $ 1,003,000 Budget FY 2021 10,000 $ 3,775,700 1,000 $ 973,000 384,405 1,984,826 434,961 867,275 5,189,150 2,039,060 5,189,150 924,850 5,705,250 2,607,020 1,872,948 1,048,486 2,921,434 1,872,998 1,049,744 2,922,742 1,728,400 972,780 2,701,180 1,728,400 972,780 2,701,180 1,806,070 942,160 2,748,230 Police Impound Ambulance Service Other Special Revenue Development Funds Solid Waste Container Traffic Signal SDF Police SDF Fire SDF Parks & Recreation SDF General Government SDF Parks & Recreation SDF Pre-12 Road Maintenance SDF Water SDF Water Resources SDF Wastewater SDF Neely Wastewater SDF Greenfield Wastewater SDF Total Development Fees 249,674 2,209,711 144,518 1,982,651 100,000 2,578,690 85,000 300,000 1,578,690 85,000 5,580,000 2,369,190 142,332 2,179,613 3,773,696 2,082,819 7,667,892 2,443,552 10,091,327 2,846,416 15,078 1,021,828 5,563,129 37,827,682 2,451,768 4,689,056 2,445,412 10,045,878 3,036,275 142,003 9,645,488 3,167,878 555,221 5,585,385 41,764,364 2,215,000 1,000,000 2,500,000 7,565,000 2,200,000 19,140,000 2,000,000 7,600,000 2,550,000 400,000 4,000,000 51,170,000 2,400,000 2,560,000 2,500,000 7,975,000 2,500,000 19,143,796 753,000 7,675,000 2,500,000 500,000 4,400,000 52,906,796 2,015,000 2,005,000 2,500,000 7,565,000 2,500,000 1,000,000 7,550,000 2,500,000 410,000 4,050,000 32,095,000 TOTAL SPECIAL REVENUE FUNDS $ 45,577,732 $ 48,116,511 $ 63,778,080 $ 63,685,666 $ 51,189,690 1,518,311 853,696 3,435,283 1,580,698 57,235 7,575,511 15,568,095 49,548,172 1,750,572 1,074,564 6,370,849 843,740 69,447 15,340 978,930 816,881 1,874,030 100,000,000 65,350,000 23,066,000 16,314,000 1,800,000 500,000 1,913,964 65,950,000 23,466,000 16,614,000 2,000 1,550,000 150,000 2,364,350 100,000,000 10,656,000 25,561,000 50,000 300,000 - $ 80,137,001 $ 11,920,323 $ 208,904,030 $ 109,645,964 $ 138,931,350 - 1 - - - OTHER FUNDING SOURCES CIP Administration CIP Contingency GO Bond Proceeds Outside Sources Prop 400 - MAG Revenue Obligations MPC - Public Facilities MPC - Water System MPC - Wastewater System TOTAL OTHER FUNDING SOURCES CAPITAL IMPROVEMENT FUNDS Wastewater TOTAL CAPITAL IMPROVEMENT FUNDS $ - $ 1 63 $ - $ - $ - Return to Contents REVENUE DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 21,614,827 102,144 964,261 22,451,609 823,801 24,175,000 5,343,240 24,169,000 816,000 25,905,000 5,342,840 TOTAL DEBT SERVICE $ 22,681,232 $ 23,275,410 $ 29,518,240 $ 24,985,000 $ 31,247,840 TRUST ACCOUNTS $ $ $ $ $ GRAND TOTAL REVENUE $ 456,371,489 DEBT SERVICE General Obligation Debt Debt Sinking Fund Improvement Districts 1,076 1,923 $ 417,458,437 64 - $ 638,417,380 - $ 538,652,330 - $ 561,471,880 Return to Contents EXPENSE SUMMARY Actual FY 2018 Actual FY 2019 GENERAL FUND Mayor and Council Town Manager Digital Government Intergovernmental Economic Development Information Technology Human Resources Management and Budget Town Clerk Legal Finance and Mgmt Svcs Municipal Court Development Svcs Police Fire and Rescue Parks and Recreation Engineering Services Non-Departmental Contingency/Reserves TOTAL GENERAL FUND 736,408 1,761,466 1,052,951 313,745 2,153,366 9,028,027 2,512,033 608,156 510,049 2,789,378 2,337,097 3,192,395 6,716,658 51,946,215 35,371,996 18,647,716 491,565 17,940,168 $ 158,109,389 715,293 1,685,772 1,106,218 358,068 2,169,003 9,343,818 2,325,484 626,123 701,017 3,209,787 2,502,796 3,355,222 7,233,062 57,005,580 35,644,804 19,186,395 482,580 3,955,731 $ 151,606,753 STREETS Roadway and Maintenance Highways and Streets TOTAL STREETS 6,382,168 12,567,449 $ 18,949,617 2,848,710 13,367,152 $ 16,215,862 ENTERPRISE OPERATIONS Water Wastewater Env Services Residential Env Services Commercial Environmental Compliance TOTAL ENTERPRISE 26,151,938 22,067,704 14,875,041 2,245,089 $ 65,339,772 INTERNAL SERVICES REPLACEMENT FUNDS General Streets Water Wastewater Enviro Svc Residential Enviro Svc Commercial Environmental Compliance Fleet TOTAL REPLACEMENT FUNDS Projected FY 2020 Budget FY 2021 $ 764,900 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 59,942,830 35,225,980 23,005,540 704,140 18,480,910 15,000,000 194,474,865 817,820 1,758,990 1,521,030 432,630 2,304,950 11,873,270 2,361,040 705,690 525,690 3,615,410 2,747,840 3,260,560 7,858,050 57,111,890 33,924,960 22,780,470 627,730 21,142,420 2,000,000 $ 177,370,440 776,890 2,096,660 1,830,120 417,660 2,494,350 14,812,810 2,612,810 742,750 1,193,380 3,860,120 3,024,750 3,395,990 8,208,740 58,715,270 34,754,500 24,461,240 751,670 18,442,340 15,000,000 $ 197,592,050 $ 6,569,530 16,455,130 23,024,660 4,388,120 15,310,010 $ 19,698,130 8,798,680 16,621,130 $ 25,419,810 27,374,331 15,370,978 13,444,497 2,106,112 998,239 $ 59,294,157 $ 34,052,880 19,376,325 15,125,885 2,461,220 1,967,450 72,983,760 30,427,590 16,866,630 12,756,770 2,109,940 1,593,480 $ 63,754,410 34,335,240 19,955,000 16,282,010 2,690,830 2,080,580 $ 75,343,660 $ 22,529,221 $ 23,812,391 $ 27,116,610 $ 27,926,830 $ 28,196,640 4,989,666 725,510 7,317,847 8,966,539 3,974,952 428,397 20,700 $ 26,423,611 682,389 315,212 957,196 974,958 3,655,738 556,414 7,141,907 $ 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 2,785,330 247,940 531,730 2,419,040 150,000 134,820 116,100 6,384,960 8,296,670 1,210,660 3,092,500 4,125,590 4,708,710 535,170 1,525,000 77,800 $ 23,572,100 $ 65 Budget FY 2020 $ Return to Contents EXPENSE SUMMARY Actual FY 2018 Actual FY 2019 Budget FY 2020 432,184 449,568 2,822,035 241,771 2,014,705 1,022,988 6,983,251 $ 5,189,150 788,000 3,117,210 293,380 3,137,630 12,525,370 $ 250,750 787,280 3,074,700 169,530 505,860 2,028,780 3,920 6,820,820 5,705,250 1,386,140 3,056,450 183,710 6,682,620 3,149,000 1,328,600 $ 21,491,770 $ 1,874,030 100,000,000 350,000 18,192,460 21,276,240 141,692,730 1,889,090 350,000 3,498,941 5,204,213 $ 10,942,244 2,224,220 100,000,000 15,731,490 2,640,100 $ 120,595,810 $ 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 76,192,750 873,000 493,119,160 2,836,588 17,891,898 374,647 26,755,979 31,543,747 5,824,921 13,327,017 $ 98,554,797 8,614,630 121,249,330 11,197,730 23,116,160 76,417,910 117,685,720 76,868,100 2,191,000 $ 437,340,580 24,260,550 830,000 15,671,300 10,033,070 3,624,750 2,269,460 $ 56,689,130 25,986,550 4,759,630 16,826,280 9,823,320 3,624,000 2,267,710 $ 63,287,490 $ $ SPECIAL REVENUE FUNDS Miscellaneous Grants CDBG/HOME Maintenance Districts Police Impound Ambulance Service Other Special Revenue Development Funds TOTAL SPECIAL REVENUE FUNDS 535,887 1,983,506 2,787,256 250,831 2,203,211 11,596,690 $ 19,357,381 $ OTHER FUNDING SOURCES CIP Administration CIP Contingency GO Bond Proceeds Outside Sources Prop 400 - MAG MPC - Public Facilities MPC - Water System MPC - Wastewater System TOTAL OTHER FUNDING SOURCES 1,518,311 10,783,958 8,025,007 3,982,342 5,253,581 33,164,805 6,428,790 $ 69,156,794 1,516,124 1,429,195 1,854,238 28,248,604 $ 33,048,161 CAPITAL IMPROVEMENT FUNDS Redevelopment Streets Traffic Signals Parks Municipal Facilities Water Wastewater Storm Water TOTAL CAPITAL IMPROVEMENT $ - 14,966,221 20,947,657 1,000,642 30,395,557 8,928,010 43,712,145 8,497,071 48,964 $ 128,496,267 DEBT SERVICE General Obligation Debt HURF Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater System Revenue Obligations TOTAL DEBT SERVICE 22,280,090 3,413,020 961,309 78,490,851 9,835,064 3,900,543 2,257,506 $ 121,138,383 2,750 42,374,876 826,220 2,250 9,811,313 3,622,350 2,260,706 $ 58,900,465 $ 24,260,550 5,343,240 15,671,300 10,033,070 3,624,750 2,269,460 61,202,370 TRUST ACCOUNTS $ $ $ 2,500 GRAND TOTAL EXPENSES $ 501,006,668 2,500 2,500 $ 485,501,714 66 $ 1,048,945,125 Projected FY 2020 86,760 $ 468,228,521 Budget FY 2021 - $ 992,839,910 Return to Contents EXPENSE DETAIL Actual FY 2018 Actual FY 2019 711,991 24,417 1,603,152 158,314 1,052,951 313,745 687,199 28,094 1,424,683 261,089 1,106,218 358,068 734,010 30,890 1,871,790 273,920 1,269,660 393,310 791,290 26,530 1,480,570 278,420 1,521,030 432,630 737,640 39,250 1,770,730 325,930 1,830,120 417,660 1,410,915 369,169 373,282 2,153,366 1,585,768 552,499 30,736 2,169,003 2,120,650 491,030 86,050 2,697,730 1,689,140 480,660 135,150 2,304,950 1,956,040 501,870 36,440 2,494,350 Information Technology Information Technology Admin Applications Support Desktop Support Infrastructure GIS Total Information Technology 304,966 4,513,394 3,430,943 778,724 9,028,027 182,689 3,716,525 1,287,894 3,342,209 814,501 9,343,818 590,830 4,834,945 1,414,370 5,251,400 936,430 13,027,975 505,260 4,133,780 1,572,120 4,809,580 852,530 11,873,270 516,310 6,080,780 1,997,380 5,115,330 1,103,010 14,812,810 Human Resources Human Resources Admin Learning and Development Risk Management Total Human Resources 1,566,596 529,542 415,895 2,512,033 1,870,438 455,046 2,325,484 1,901,370 571,360 2,472,730 1,816,910 544,130 2,361,040 1,993,590 619,220 2,612,810 GENERAL FUND Mayor and Council Boards and Commissions Town Manager Emergency Mgmt and Safety Digital Government Intergovernmental Economic Development Economic Development Admin Tourism Redevelopment Total Economic Development Budget FY 2020 Projected FY 2020 Budget FY 2021 Management and Budget Town Clerk Legal General Counsel Town Prosecutor Total Legal 608,156 510,049 626,123 701,017 728,170 576,520 705,690 525,690 742,750 1,193,380 1,012,391 1,776,987 2,789,378 1,247,405 1,962,382 3,209,787 1,682,520 2,131,570 3,814,090 1,444,500 2,170,910 3,615,410 1,699,260 2,160,860 3,860,120 Finance and Mgmt Svcs Finance and Mgmt Svcs Admin Accounting Purchasing Tax Compliance Total Finance and Mgmt Svcs 192,177 1,124,292 564,860 455,768 2,337,097 212,043 1,200,835 543,372 546,546 2,502,796 214,880 1,317,605 599,930 546,655 2,679,070 221,720 1,354,270 652,930 518,920 2,747,840 222,420 1,437,505 687,460 677,365 3,024,750 Municipal Court 3,192,395 3,355,222 3,430,020 3,260,560 3,395,990 Development Svcs Development Svcs Admin Permits and Licensing Plan Review and Inspection Admin Building 295,907 581,323 243,349 1,611,674 525,467 713,090 246,268 1,551,385 752,540 787,950 253,450 1,781,510 609,950 614,210 258,910 1,768,250 460,220 799,490 260,900 1,780,250 67 Return to Contents EXPENSE DETAIL Actual FY 2018 Actual FY 2019 Engineering Code Planning Fire Planning and Development Transportation Planning Development Engineering Total Development Svcs 1,057,630 537,868 197,644 346,493 1,259,240 257,793 327,737 6,716,658 1,194,285 530,013 282,299 353,129 1,261,386 191,394 384,346 7,233,062 1,211,160 559,530 295,430 363,970 1,384,020 260,750 465,270 8,115,580 1,318,220 581,470 241,440 354,640 1,354,150 234,460 522,350 7,858,050 1,330,410 582,610 310,040 372,880 1,385,930 399,020 526,990 8,208,740 Police Police Admin Support Svcs Admin Communication Hiring Planning and Research Public Affairs Counseling Svcs Crime Prevention Property and Evidence Records Volunteer Services Redaction Office Professional Stds Admin Internal Affairs Training Patrol Administration Patrol Civilian Patrol Detention Teleserve Bike Unit Investigations Admin Special Assignment Unit Financial Crimes Unit Family Violence Unit Special Victims Unit Violent Crimes Unit Property Crimes Crime Scene Unit Intel Unit SWAT Crime Suppression Team K-9 Unit School Resource Traffic Unit Total Police 2,569,066 2,070,792 2,742,496 700,232 192,649 864,873 249,664 560,380 1,078,202 598,973 381,777 22,606,294 213,423 858,453 889,973 877,812 1,688,103 1,589,778 1,011,952 1,809,354 730,727 1,457,928 247,178 1,982,163 1,439,536 2,534,437 51,946,215 5,896,105 1,914,130 3,184,323 589,009 204,364 188,795 746,592 149,225 587,889 1,200,387 265,659 497,753 3,291,725 21,278,160 316,242 946,104 774,281 879,618 1,478,335 941,631 721,591 1,368,839 935,119 1,119,680 737,119 1,022,401 251,088 871,450 449,800 1,532,360 2,665,806 57,005,580 3,003,380 2,171,670 3,583,505 598,980 308,640 290,300 927,060 160,840 684,170 1,275,240 249,760 466,490 1,182,625 26,413,680 346,810 993,690 893,630 978,330 1,539,190 967,260 917,440 1,488,690 1,071,110 1,363,060 792,840 1,146,540 353,470 1,153,750 480,130 1,331,490 2,809,060 59,942,830 872,090 2,132,400 3,188,510 747,850 215,840 245,770 866,700 137,760 698,350 1,221,890 96,330 81,530 633,620 472,500 4,201,000 1,929,570 20,041,430 361,830 964,020 772,410 1,011,260 953,300 1,449,120 1,211,130 885,000 1,529,260 936,600 1,269,290 756,460 1,112,880 274,070 1,082,520 636,160 1,489,360 2,634,080 57,111,890 837,180 2,034,400 4,081,510 782,460 311,080 256,580 905,940 166,050 799,400 1,282,740 100,310 79,400 715,870 451,460 2,307,080 1,910,150 21,510,820 494,790 994,540 706,360 959,180 839,120 1,481,660 1,272,390 930,790 1,485,920 1,032,720 1,399,230 742,320 1,062,460 347,830 1,161,130 535,440 1,911,710 2,825,250 58,715,270 68 Budget FY 2020 Projected FY 2020 Budget FY 2021 Return to Contents EXPENSE DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Fire and Rescue Fire Admin Fire Training Operations Resource Community Prevention Total Fire and Rescue 1,940,226 983,390 28,167,484 2,939,289 572,387 769,220 35,371,996 3,689,547 850,193 26,777,008 2,999,457 586,682 741,917 35,644,804 1,191,240 865,860 28,757,310 2,992,400 634,240 784,930 35,225,980 1,065,320 877,840 27,656,260 2,937,480 623,620 764,440 33,924,960 1,108,640 1,060,590 27,945,610 3,316,810 571,250 751,600 34,754,500 Parks and Recreation Parks Admin Parks and Open Space Admin Freestone Crossroads McQueen Discovery Desert Sky Gilbert Regional Riparian Preserve Cosmo Dog Hetchler Heritage District Water Tower Nichols Cactus Yards Zanjero Cemetery Neighborhood/Community Parks Trails, Washes and Other Mesquite Pool Greenfield Pool Perry Pool Williams Field Pool Freestone Recreation Center McQueen Activity Center Community Center Page Park Adult Sports Youth Sports Adaptive Recreation Program Special Events Southeast Regional Library Perry Branch Library Facilities Admin Municipal Building I Municipal Building II Public Safety Center Public Works Facility South Area Service Center 1,200,137 2,442,299 574,536 345,333 331,518 247,782 980 371,244 117,497 157,273 71,228 67,040 61,712 114,599 26,865 239,786 194,038 199,131 227,960 185,056 187,076 1,259,552 540,398 427,376 17,234 242,603 66,401 66,251 650,204 2,998,559 1,140,417 1,021,882 454,301 218,382 1,117,030 268,167 229,215 1,257,707 2,419,212 509,927 341,477 322,511 199,854 175 364,179 120,856 136,917 71,847 72,745 48,751 1,396,562 14,167 227,596 155,019 213,343 247,381 197,946 196,634 1,278,045 519,614 390,941 240,202 50,571 64,693 628,748 2,754,961 1,033,962 1,089,101 296,467 167,973 1,153,315 148,700 296,422 1,313,060 3,808,750 586,100 305,110 279,310 193,250 134,560 235,060 386,320 115,930 127,690 72,610 62,910 48,580 2,226,630 20,610 241,760 172,200 265,360 255,160 231,070 211,610 1,324,230 562,080 466,070 278,110 87,910 72,050 1,013,590 3,117,300 1,162,780 1,213,670 373,400 158,680 1,216,000 128,980 202,740 1,295,990 3,688,230 587,750 319,350 292,740 215,600 123,110 214,080 353,230 110,750 178,000 72,600 101,400 54,380 2,216,220 21,060 6,000 211,800 170,000 312,550 240,560 199,710 211,480 1,313,610 620,640 451,750 244,300 19,140 72,190 960,980 3,076,050 1,162,780 1,118,260 372,740 209,080 1,224,980 127,160 204,060 1,543,220 3,609,420 517,080 308,790 305,460 214,750 114,570 215,270 408,330 209,260 131,000 73,790 62,950 51,620 2,118,450 30,680 242,010 198,980 310,370 237,730 211,740 212,440 1,590,720 742,740 526,010 225,750 55,540 77,130 1,115,270 3,367,540 1,227,310 1,536,530 395,800 172,940 993,780 214,730 258,750 69 Return to Contents EXPENSE DETAIL Radio Maintenance Facility Heritage Annex University Building Public Safety Training Facility Total Parks and Recreation Engineering Services Engineering Traffic Total Engineering Services Non-Departmental Phoenix Mesa Gateway Airport Outside Agencies Other Contingency ED Reserve Capital Projects Total Non-Departmental TOTAL GENERAL FUND STREETS Roadway and Maintenance Roadway and Maint Admin Alternate Transportation Non-Departmental Other Contingency Capital Projects Total Non-Departmental Total Roadway and Maintenance Highways and Streets Administration Public Works Admin Utility Locates Asphalt Patching Crack Sealing Fog Sealing Hazard Response Preventive Maintenance Street Lighting Traffic Signal Maintenance Street Marking Street Signs Traffic Operations Center Landscape Maintenance Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 16,521 26,973 523,160 18,647,716 17,303 34,494 506,077 19,186,395 16,970 27,840 289,500 23,005,540 15,900 25,800 364,460 22,780,470 19,280 30,150 404,020 179,340 24,461,240 122,810 368,755 491,565 126,426 356,154 482,580 124,150 579,990 704,140 127,280 500,450 627,730 127,470 624,200 751,670 350,000 642,593 7,928,767 9,018,808 17,940,168 350,000 606,409 2,999,322 3,955,731 350,000 630,740 17,500,170 10,000,000 5,000,000 33,480,910 350,000 627,230 20,165,190 2,000,000 23,142,420 350,000 630,740 17,461,600 10,000,000 5,000,000 33,442,340 $ 158,109,389 $ 151,606,753 194,474,865 $ 177,370,440 $ 197,592,050 4,796,405 - 2,848,710 - 5,289,530 5,000 3,833,120 5,000 7,290,680 5,000 1,585,763 1,585,763 6,382,168 2,848,710 375,000 900,000 1,275,000 6,569,530 150,000 400,000 550,000 4,388,120 603,000 900,000 1,503,000 8,798,680 479,260 99,072 56,026 359,951 597,251 479,427 275,490 286,859 3,401,350 2,017,708 450,301 456,199 510,685 1,867,057 476,540 88,771 63,394 396,455 673,678 733,376 223,470 398,502 3,112,857 1,778,562 567,261 474,721 777,691 2,043,040 503,380 125,300 60,320 583,460 762,870 739,700 220,120 410,700 4,464,660 1,637,140 534,370 607,940 1,055,450 2,109,940 549,610 125,300 60,320 560,110 716,100 714,860 167,450 433,060 4,426,790 1,626,870 537,600 572,990 621,150 2,178,250 537,210 123,470 61,250 579,540 785,610 1,055,550 228,040 407,730 4,655,300 1,636,360 537,230 600,740 1,032,030 2,053,350 70 $ Return to Contents EXPENSE DETAIL Actual FY 2018 Concrete Repair Shoulder Maintenance Non-Departmental Other Contingency Total Non-Departmental Total Highway and Streets TOTAL STREETS WATER Water Admin Public Works Admin Utilities Utility Locates North Water Treatment Plant Santan Vista Treatment Plant Well Production SCADA Field Operations Water Resources Conservation Metering Distribution Water Quality Backflow Non-Departmental Other Contingency Total Non-Departmental TOTAL WATER FUND WASTEWATER Wastewater Admin Public Works Admin Utilities Utility Locates Lift Stations Gravity Systems Neely Treatment Facility Greenfield Treatment Plant Effluent Reuse Effluent Recharge Wastewater Quality Non-Departmental Other Contingency Total Non-Departmental Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 996,833 151,719 1,261,664 239,883 1,695,220 221,020 1,696,210 219,880 1,236,090 219,090 82,261 82,261 12,567,449 57,287 57,287 13,367,152 223,540 500,000 723,540 16,455,130 53,460 50,000 103,460 15,310,010 372,540 500,000 872,540 16,621,130 $ 18,949,617 $ 16,215,862 23,024,660 $ 19,698,130 $ 25,419,810 459,396 209,826 665,321 252,117 3,196,586 2,467,754 3,935,298 629,000 5,645,016 441,376 3,934,513 2,365,783 775,433 205,170 483,945 212,373 666,984 284,485 3,478,749 3,482,549 4,442,113 716,627 5,563,697 427,924 3,798,376 2,828,786 661,059 208,780 469,820 289,430 669,390 301,620 4,928,760 4,373,870 3,761,400 861,190 6,821,280 506,210 4,234,300 2,860,220 786,060 214,330 505,910 179,570 721,640 340,920 4,664,870 4,287,970 3,622,850 831,220 5,764,300 431,230 3,755,730 2,699,820 789,060 218,100 615,715 402,435 718,030 306,265 4,667,660 4,705,090 3,911,180 820,475 6,828,480 479,430 4,081,080 2,635,470 766,340 217,310 969,349 969,349 117,884 117,884 475,000 2,500,000 2,975,000 114,400 1,500,000 1,614,400 680,280 2,500,000 3,180,280 $ 26,151,938 $ 27,374,331 34,052,880 $ 30,427,590 $ 34,335,240 339,472 114,485 623,200 252,117 1,898,448 2,190,228 4,681,547 2,636,597 1,113,277 613,454 438,887 369,560 121,145 625,078 285,273 2,123,318 1,668,857 4,857,260 2,979,934 1,223,833 626,288 440,968 442,400 147,980 629,350 301,600 1,817,470 2,194,695 5,933,350 3,058,440 1,339,260 787,270 564,510 474,020 147,980 629,350 301,600 2,016,960 2,096,520 4,959,200 3,058,440 1,431,640 938,900 554,710 451,430 148,480 687,530 306,270 1,916,020 2,690,430 5,092,290 3,640,250 1,302,770 867,160 557,370 7,165,992 7,165,992 49,464 49,464 160,000 2,000,000 2,160,000 57,310 200,000 257,310 295,000 2,000,000 2,295,000 71 $ $ Return to Contents EXPENSE DETAIL TOTAL WASTEWATER FUND Actual FY 2018 Actual FY 2019 Projected FY 2020 Budget FY 2021 $ 22,067,704 $ 15,370,978 19,376,325 $ 16,866,630 $ 19,955,000 473,968 101,290 615,925 7,073,441 2,416,148 2,154,683 526,216 852,311 514,753 384,724 101,538 621,808 6,518,207 2,370,543 2,255,379 516,118 282,275 284,535 621,420 116,150 626,240 6,438,305 2,676,920 2,671,760 537,090 - 530,360 116,150 626,240 5,832,380 2,152,770 2,790,120 492,350 - 702,090 121,280 682,000 6,438,495 2,693,415 3,368,830 560,900 - 146,306 146,306 109,370 109,370 238,000 1,200,000 1,438,000 116,400 100,000 216,400 515,000 1,200,000 1,715,000 $ 14,875,041 $ 13,444,497 15,125,885 $ 12,756,770 $ 16,282,010 79,793 16,115 10,147 1,488,824 641,290 60,577 14,814 9,809 1,417,075 590,514 42,560 18,910 9,370 1,485,160 623,220 49,840 18,910 9,370 1,379,880 633,840 65,790 20,060 8,450 1,596,010 690,520 8,920 8,920 13,323 13,323 32,000 250,000 282,000 18,100 18,100 60,000 250,000 310,000 ENV SERVICES RESIDENTIAL Administration Public Works Admin Utilities Residential Collections Uncontained Collections Recycling Environmental Programs Street Cleaning Storm Water Non-Departmental Other Contingency Total Non-Departmental TOTAL ENV SERVICES RES FUND ENV SERVICES COMMERCIAL Administration Public Works Admin Utilities Commercial Collections Rolloffs Non-Departmental Other Contingency Total Non-Departmental TOTAL ENV SERVICES COMM FUND $ ENVIRONMENTAL COMPLIANCE Public Works Admin Utilities Utility Locates Street Cleaning Storm Water Non-Departmental Other Contingency Total Non-Departmental TOTAL ENV SERVICES COMM FUND $ 2,245,089 $ Budget FY 2020 2,106,112 $ $ $ 2,461,220 $ 2,109,940 $ 2,690,830 - 586,965 411,274 15,300 6,690 6,700 826,330 862,430 15,300 6,690 6,700 786,160 759,930 15,280 7,250 6,810 830,130 912,110 - - 250,000 250,000 18,700 18,700 59,000 250,000 309,000 - $ 998,239 72 $ 1,967,450 $ 1,593,480 $ 2,080,580 Return to Contents EXPENSE DETAIL Actual FY 2018 Actual FY 2019 INTERNAL SERVICES Fleet Shop Operations Health Self-Insurance Trust Dental Self-Insurance Trust TOTAL INTERNAL SERVICES 7,140,119 14,221,584 1,167,518 $ 22,529,221 7,180,211 15,513,777 1,118,403 $ 23,812,391 REPLACEMENT FUNDS General Streets Water Wastewater Enviro Svc Residential Enviro Svc Commercial Enviro Compliance Fleet TOTAL REPLACEMENT FUNDS 4,989,666 725,510 7,317,847 8,966,539 3,974,952 428,397 20,700 $ 26,423,611 $ 682,389 315,212 957,196 974,958 3,655,738 556,414 7,141,907 SPECIAL REVENUE FUNDS Miscellaneous Grants CDBG/HOME Street Light Improvement Parkway Improvement Police Impound Ambulance Services Other Special Revenue Traffic Signal SDF Police SDF Fire SDF Parks and Recreation SDF General Government SDF Roads SDF Water SDF Water Resources SDF Wastewater SDF Neely Wastewater SDF Greenfield Wastewater SDF TOTAL SPECIAL REVENUE FUNDS 535,887 1,983,506 1,824,050 963,206 250,831 2,203,211 1,367,702 449,377 36 1,877,158 463,436 5,782,809 753,275 7,109 895,788 $ 19,357,381 $ 432,184 449,568 1,823,257 998,778 241,771 2,014,705 905 990,088 349 7,215 611 6,477 11,851 779 4,713 6,983,251 OTHER FUNDING SOURCES CIP Administration CIP Contingency GO Bond Proceeds Outside Sources Prop 400 - MAG MPC - Public Facilities MPC - Water System MPC - Wastewater System TOTAL OTHER FUNDING SOURCES 1,518,311 10,783,958 8,025,007 3,982,342 5,253,581 33,164,805 6,428,790 $ 69,156,794 1,516,124 1,429,195 1,854,238 28,248,604 $ 33,048,161 73 Budget FY 2020 Projected FY 2020 Budget FY 2021 $ 8,529,810 17,269,800 1,317,000 27,116,610 6,872,830 19,737,000 1,317,000 $ 27,926,830 8,582,260 18,297,380 1,317,000 $ 28,196,640 $ 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 $ 2,785,330 247,940 531,730 2,419,040 150,000 134,820 116,100 6,384,960 8,296,670 1,210,660 3,092,500 4,125,590 4,708,710 535,170 1,525,000 77,800 $ 23,572,100 $ 5,189,150 788,000 1,905,600 1,211,610 293,380 3,137,630 12,525,370 $ 250,750 787,280 1,905,600 1,169,100 169,530 505,860 2,028,780 3,920 6,820,820 5,705,250 1,386,140 1,939,000 1,117,450 183,710 6,682,620 3,149,000 3,690 1,295,390 3,690 3,690 3,690 3,690 3,690 3,690 3,690 3,690 $ 21,491,770 $ 1,874,030 100,000,000 350,000 18,192,460 21,276,240 141,692,730 1,889,090 350,000 3,498,941 5,204,213 $ 10,942,244 2,224,220 100,000,000 15,731,490 2,640,100 $ 120,595,810 Return to Contents EXPENSE DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 $ 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 76,192,750 873,000 493,119,160 2,836,588 17,891,898 374,647 26,755,979 31,543,747 5,824,921 13,327,017 $ 98,554,797 8,614,630 121,249,330 11,197,730 23,116,160 76,417,910 117,685,720 76,868,100 2,191,000 $ 437,340,580 24,260,550 830,000 15,671,300 10,033,070 3,624,750 2,269,460 $ 56,689,130 25,986,550 4,759,630 16,826,280 9,823,320 3,624,000 2,267,710 $ 63,287,490 CAPITAL IMPROVEMENT FUNDS Redevelopment Streets Traffic Signals Parks Municipal Facilities Water Wastewater Storm Water TOTAL CAPITAL IMPROVEMENT $ - 14,966,221 20,947,657 1,000,642 30,395,557 8,928,010 43,712,145 8,497,071 48,964 $ 128,496,267 DEBT SERVICE General Obligation Debt HURF Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater System Revenue Obligations TOTAL DEBT SERVICE 22,280,090 3,413,020 961,309 78,490,851 9,835,064 3,900,543 2,257,506 $ 121,138,383 23,258,156 3,413,270 826,220 15,708,450 9,811,313 3,622,350 2,260,706 $ 58,900,465 $ 24,260,550 5,343,240 15,671,300 10,033,070 3,624,750 2,269,460 61,202,370 TRUST ACCOUNTS Fire Pension TOTAL TRUST ACCOUNTS $ 2,500 2,500 $ 2,500 2,500 GRAND TOTAL EXPENSES $ 501,006,668 2,500 2,500 $ $ 485,501,714 74 $ 1,048,945,125 $ 86,760 86,760 $ 468,228,521 $ - $ 992,839,910 Return to 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 2021 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. Property Tax in Gilbert School District Area 100% 80% 57% Local Schools County 60% Community College 40% 15% 12% 20% Town of Gilbert Special Districts 9% 8% 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 1.13 0.44 0.18 0.00 0.00 3.77 $6.92 $0.00 1.40 1.13 0.44 0.18 0.00 0.00 3.83 $6.98 $0.00 1.40 1.13 0.44 0.18 0.00 0.00 3.72 $6.88 $0.00 1.40 1.13 0.44 0.18 0.00 0.00 3.91 $7.06 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 0.16 0.18 0.06 0.14 0.12 0.99 0.00 2.48 $4.13 $0.00 0.16 0.18 0.06 0.14 0.12 0.99 0.00 2.59 $4.24 $0.00 0.16 0.18 0.06 0.14 0.12 0.99 0.00 3.31 $4.95 $0.00 0.16 0.18 0.06 0.14 0.12 0.99 0.00 3.51 $5.16 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 1.29 0.44 0.18 0.06 0.14 0.30 0.99 0.00 6.25 $11.05 $0.00 1.40 1.29 0.44 0.18 0.06 0.14 0.30 0.99 0.00 6.42 $11.22 $0.00 1.40 1.29 0.44 0.18 0.06 0.14 0.30 0.99 0.00 7.03 $11.83 $0.00 1.40 1.29 0.44 0.18 0.06 0.14 0.30 0.99 0.00 7.42 $12.22 75 Return to Contents PERSONNEL SUMMARY % By Fund FY 2021 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Mayor and Council 2.00 2.00 2.00 2.00 2.00 Town Manager 7.35 8.35 8.35 9.35 10.35 Digital Government 8.00 8.00 9.00 14.00 14.00 Intergovernmental 2.00 2.00 2.00 2.00 2.00 Economic Development 9.00 9.00 9.00 8.00 9.00 Information Technology 41.00 42.00 48.00 47.00 52.00 Human Resources 21.00 19.00 20.00 20.00 21.00 Management and Budget 5.00 5.00 6.00 6.00 6.00 Town Clerk 5.00 5.00 5.00 5.00 6.00 Legal 27.00 28.00 31.00 31.00 31.00 Finance and Mgmt Services 25.00 25.50 26.50 26.50 28.50 Municipal Court 31.92 31.92 31.92 31.92 32.07 Development Services 71.30 73.13 74.32 74.32 75.32 Police 381.50 405.50 425.50 425.30 445.30 Fire and Rescue 216.00 216.00 223.00 216.00 219.00 Parks and Recreation 125.22 147.97 166.03 163.55 171.30 Engineering Services 4.60 4.60 5.60 5.60 5.60 982.89 1,032.97 1,093.22 1,087.54 1,130.44 72% 53.49 55.66 55.66 55.66 57.66 4% Water 131.95 133.50 135.68 135.68 135.93 Wastewater 43.50 45.50 48.50 48.50 49.50 Environmental Svc - Residential 88.40 79.56 81.31 81.31 82.81 Environmental Svc - Commercial 8.94 8.94 8.44 8.44 8.44 Environmental Compliance 0.00 11.84 12.09 12.09 12.59 ENTERPRISE FUNDS 272.79 279.34 286.02 286.02 289.27 18% INTERNAL SERVICE FUNDS 26.00 26.00 26.00 26.00 26.00 2% SPECIAL REVENUE 10.75 11.25 11.25 16.45 49.31 3% CIP ADMINISTRATION 12.40 12.40 13.40 13.40 13.40 1% 1,358.32 1,417.62 1,485.55 1,485.07 1,566.08 100% GENERAL FUND TOTAL GENERAL FUND STREETS FUND ENTERPRISE FUNDS TOTAL TOWN POSITIONS 76 Return to 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. 77 Return to Contents LONG-TERM FINANCIAL PLANNING Results: FY 2020 and FY 2021 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. 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, with a decrease in the base sales tax of $5m in FY 2021 due to potential COVID-19 impacts. Actual growth over the past five years has been an average of $5.8m 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 2020 LTFP, average salary growth was set at 3% and updated Staffing Model forecasts were incorporated. Assumption data was updated (i.e. retirement and benefit rates). Also, medical, dental, and workers compensation data was combined into one line for forecasting because the new financial system codes all of these expenditures to the same account segment, as opposed to the prior financial system which recorded each item separately. Finally, model graphs were extended to display through FY 2040. 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. Based on discussion with Council at the March 2020 Financial Retreat, the Town will work to pay down General Fund debt more quickly and to expand the General Fund Repair and Replacement fund to include both rolling stock and infrastructure replacement. In the past, the R&R fund has only been structured to support rolling stock replacement. Long-term impacts from COVID-19 are also being monitored. 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. FTE Totals by Fund 2,000 10.0% 1,800 9.0% 1,600 8.0% 1,400 7.0% 1,200 6.0% 4.8% 1,000 4.3% 5.0% 4.4% 3.9% 3.8% 800 4.0% 600 3.0% 2.1% 2.1% 1.7% 400 2.0% 1.5% 1.6% 1.8% 1.8% 200 0 1.0% Other 2017 10 2018 10 2019 10 2020 10 2021 10 2022 10 2023 10 2024 10 2025 10 2026 10 2027 10 2028 10 2029 10 2030 10 ISF 39 39 39 39 41 41 41 41 42 43 43 43 44 44 Streets 51 53 Enterprise 268 273 279 286 296 296 296 300 303 307 308 310 312 316 General 940 983 1,033 1,094 1,145 1,171 1,204 1,263 1,284 1,314 1,346 1,372 1,402 1,428 3.8% 4.3% 4.8% 4.4% 1.7% 2.1% 3.9% 1.5% 2.1% 2.0% 1.6% 1.8% 1.8% % change 2.0% 56 56 58 58 58 78 59 59 59 60 60 60 63 0.0% Return to 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 FY 2018 the FiveYear 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, 2019 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 71.3% / 72.3% 31.5% / 33.6% 89.2% / 89.6%* 73.6% / 74.3%* 116.9% / 118.4%* 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 FY 2016, the Town began an active effort to pay down the unfunded liability and increase the funding ratio. By June 30, 2019, the funding ratio for Police and Fire combined reached 80% funded. Through continued efforts, the Town should reach its goal of 90% funded by FY 2021 (depending on market impacts from COVID-19). For details on Gilbert’s funding strategy, see the PSPRS Pension Funding section of Gilbert’s Policies of Responsible Financial Management. *Amounts include $9.8m of contributions made in FY 2019 which were not included in the PSPRS actuarial report due to an accounting oversight, but PSPRS has confirmed the contributions have been received and are now properly credited to Gilbert’s accounts. 79 Return to 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 was due and so the debt could be structured to fit exactly within a $0.99 tax rate for the first two years. The bonds were issued in May 2020 which saved taxpayers $5.6 million. At the same time, the remaining Series 2008 bonds were refinanced at a lower interest rate for an additional savings of $800,000. 80 Return to 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 (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) in case of a rainy day. 81 Return to Contents LONG-TERM FINANCIAL PLANNING 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). This practice has proven to be very effective and helpful in providing reaction time for economic changes related to COVID-19. 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 $2.1m in preparation for FY 2021 and nearly $7m 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 82 Return to 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 March 2020, the Financial Retreat included discussion on: • Transportation and Infrastructure Needs • Advocacy Center and Dispatch Expansion • Long Range Infrastructure Planning for Water, Wastewater, and General Fund • North Water Treatment Plant Infrastructure Needs and Water Rates • System Development Fee Fund Balances • Sales Tax Revenue Diversity • Recycling Costs/Fees • PSPRS Funding Policy and Progress • Early Debt Payoff • 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 Gilbert’s commitment to using data in decision making were added to the financial policies in June 2020. 83 Return to 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 2021 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 2021 is $992,839,910. Of this amount, $561,471,880 is anticipated in new revenue collections and $431,368,030 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 2021 Revenue Sources All Funds by Type (Excludes Transfers) Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Taxes and Fees License and Permits Intergovernmental Charges for Service Fines and Forfeits Other Non-Operating $118,018,982 4,701,052 100,626,798 122,349,991 4,064,775 106,609,891 $127,868,637 5,785,678 88,762,791 130,310,753 3,898,014 60,832,564 $127,896,180 4,335,000 113,568,210 135,611,160 4,006,000 253,000,830 $127,576,180 4,201,000 109,883,000 137,301,564 3,613,000 156,077,586 $129,073,230 3,709,000 125,674,270 145,601,350 3,528,000 153,886,030 Total $456,371,489 $417,458,437 $638,417,380 $538,652,330 $561,471,880 Revenue Type 84 Return to 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 year over year sales tax increases of 8% or above for the past seven 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: 85 Return to Contents REVENUE SOURCES 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. 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. State Shared 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. State Shared 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 2019 is distributed to cities in FY 2021. This is sometimes referred to as Urban Revenue Sharing. 86 Return to Contents REVENUE SOURCES Highway User Revenue (HURF) 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 Tax (VLT) 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, and enterprise revenue including 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. 87 Return to Contents REVENUE SOURCES Wastewater Staff reviews wastewater fees annually to ensure revenue covers 100% of the cost of operations. Wastewater operations include collection, treatment, and recovery of wastewater. Wastewater revenues primarily consist of residential/commercial wastewater charges for and charges for reclaimed water. Of these three revenue sources, the largest revenue source is residential sewer, contributing approximately 88% of the total fund revenues. Commercial and reclaimed revenues account for approximately 7% 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. It also includes the operation of the household hazardous waste facility. Environmental Services Commercial includes solid waste collection for commercial and roll-off customers. 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. 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. 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. 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. 88 Return to Contents REVENUE SOURCES 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. 89 Return to Contents GENERAL FUND FIVE-YEAR FORECAST GENERAL FUND - FIVE-YEAR FORECAST Budget FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 Projected FY 2025 BEGINNING FUND BALANCE (Less Committed) 99,446,000 47,145,000 49,035,000 49,920,000 54,180,000 REVENUE 178,868,000 190,728,000 192,073,000 198,823,000 203,545,100 TOTAL REVENUE 178,868,000 TRUE 6,771,000 TRUE 285,085,000 190,728,000 TRUE 6,771,000 TRUE 244,644,000 192,073,000 TRUE 6,771,000 TRUE 247,879,000 198,823,000 TRUE 6,771,000 TRUE 255,514,000 203,545,100 TRUE 6,771,000 TRUE 264,496,100 168,061,000 168,061,000 185,000 5,992,000 168,061,000 1,845,000 11,372,000 168,061,000 1,961,000 16,925,000 168,061,000 2,022,000 22,057,000 168,061,000 174,238,000 181,278,000 186,947,000 192,140,000 8,279,000 4,005,000 1,758,000 1,953,000 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 ECONOMIC DEVELOPMENT RESERVE 13,533,000 999,000 10,000,000 5,000,000 SUB-TOTAL ONE-TIME EXPENDITURES 29,532,000 8,279,000 4,005,000 1,758,000 1,953,000 TRANSFER OUT CAPITAL OTHER 13,282,000 27,065,000 563,000 12,529,000 147,000 12,529,000 100,000 12,529,000 4,693,000 12,529,000 SUB-TOTAL TRANSFERS OUT 40,347,000 13,092,000 12,676,000 12,629,000 17,222,000 TOTAL USES ANNUAL OPERATING RESULT 237,940,000 TRUE (52,301,000) 195,609,000 TRUE 1,890,000 197,959,000 TRUE 885,000 201,334,000 TRUE 4,260,000 211,315,000 TRUE (998,900) FUND BALANCE 47,145,000 49,035,000 49,920,000 54,180,000 53,181,100 MINIMUM FUND BALANCE 47,140,000 48,690,000 50,450,000 51,870,000 53,160,000 5,000 345,000 (530,000) 2,310,000 21,100 FUND BALANCE ABOVE MINIMUM Five-Year Plan Assumptions:  Transfer to the General Equipment Replacement Fund was increased from FY 2020 based beginning to fund repair and replacement of both rolling stock and infrastructure through this fund  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 2021 at $10,000,000 90 Return to Contents ROADWAY AND MAINTENANCE FIVE-YEAR FORECAST ROADWAY AND MAINTENANCE FUND - FIVE-YEAR FORECAST Budget FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 Projected FY 2025 BEGINNING FUND BALANCE (Less Committed) 14,411,000 1,212,000 36,000 2,371,000 1,794,000 REVENUE 10,418,000 10,727,000 10,939,000 11,156,000 11,377,000 TOTAL REVENUE 10,418,000 TRUE 600,000 TRUE 25,429,000 10,727,000 TRUE 600,000 TRUE 12,539,000 10,939,000 TRUE 600,000 TRUE 11,575,000 11,156,000 TRUE 600,000 TRUE 14,127,000 11,377,000 TRUE 600,000 TRUE 13,771,000 4,762,000 4,762,000 185,000 102,000 4,762,000 267,000 204,000 4,762,000 450,000 306,000 4,762,000 450,000 408,000 4,762,000 5,049,000 5,233,000 5,518,000 5,620,000 1,115,000 1,468,000 1,975,000 2,200,000 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 3,137,000 900,000 SUB-TOTAL ONE-TIME EXPENDITURES 4,037,000 1,115,000 1,468,000 1,975,000 2,200,000 TRANSFER OUT CAPITAL OTHER 14,628,000 790,000 5,549,000 790,000 1,713,000 790,000 4,050,000 790,000 3,328,000 790,000 SUB-TOTAL TRANSFERS OUT 15,418,000 6,339,000 2,503,000 4,840,000 4,118,000 TOTAL USES 24,217,000 TRUE (13,199,000) 12,503,000 TRUE (1,176,000) 9,204,000 TRUE 2,335,000 12,333,000 TRUE (577,000) 11,938,000 TRUE 39,000 FUND BALANCE 1,212,000 36,000 2,371,000 1,794,000 1,833,000 MINIMUM FUND BALANCE 1,190,000 1,260,000 1,310,000 1,380,000 1,410,000 22,000 (1,224,000) 1,061,000 414,000 423,000 ANNUAL OPERATING RESULT FUND BALANCE ABOVE MINIMUM Five-Year Plan Assumptions:  FY 2021 Transfers Out Other are the contributions to the Repair and Replacement Fund for rolling stock  FY 2021 revenue estimates from Vehicle License Tax were reduced from prior year levels in anticipation of COVID-19 impacts  Increase in revenue is a result of increase in Vehicle License Tax based on anticipated growth over time  Timing of Capital Projects currently included in FY 2022 will be closely evaluated against available revenue so minimum fund balance is met 91 Return to Contents STREETS FIVE-YEAR FORECAST STREETS FUND - FIVE-YEAR FORECAST Budget FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 Projected FY 2025 BEGINNING FUND BALANCE (Less Committed) 6,531,000 5,327,000 4,938,000 4,537,000 4,150,000 REVENUE 16,445,000 16,937,000 17,275,000 17,620,000 17,972,000 TOTAL REVENUE 16,445,000 TRUE TRUE 22,976,000 16,937,000 TRUE TRUE 22,264,000 17,275,000 TRUE TRUE 22,213,000 17,620,000 TRUE TRUE 22,157,000 17,972,000 TRUE TRUE 22,122,000 15,958,000 15,958,000 11,000 330,000 15,958,000 31,000 660,000 15,958,000 32,000 990,000 15,958,000 37,000 1,320,000 15,958,000 16,299,000 16,649,000 16,980,000 17,315,000 - - - - 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 112,000 500,000 SUB-TOTAL ONE-TIME EXPENDITURES 664,000 - - - - TRANSFER OUT CAPITAL OTHER 1,027,000 1,027,000 1,027,000 1,027,000 1,027,000 SUB-TOTAL TRANSFERS OUT 1,027,000 1,027,000 1,027,000 1,027,000 1,027,000 TOTAL USES ANNUAL OPERATING RESULT 17,649,000 TRUE (1,204,000) 17,326,000 TRUE (389,000) 17,676,000 TRUE (401,000) 18,007,000 TRUE (387,000) 18,342,000 TRUE (370,000) FUND BALANCE 5,327,000 4,938,000 4,537,000 4,150,000 3,780,000 MINIMUM FUND BALANCE 3,990,000 4,070,000 4,160,000 4,250,000 4,330,000 FUND BALANCE ABOVE MINIMUM 1,337,000 868,000 377,000 (100,000) (550,000) 52,000 Five-Year Plan Assumptions:  FY 2021 Transfers Out Other is an overhead allocation to the General Fund  FY 2021 revenue estimates from Highway User Fees were reduced from prior year levels in anticipation of COVID-19 impacts  Increase in revenue is a result of increase in Highway User Fee based on anticipated growth over time 92 Return to Contents WATER FUND FIVE-YEAR FORECAST WATER FUND - FIVE-YEAR FORECAST Budget FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 Projected FY 2025 BEGINNING FUND BALANCE (Less Committed) 43,504,000 22,552,000 29,764,000 27,391,000 23,719,000 REVENUE 51,350,000 55,042,000 55,929,000 56,832,000 57,750,000 TOTAL REVENUE 51,350,000 TRUE TRUE 94,854,000 55,042,000 TRUE TRUE 77,594,000 55,929,000 TRUE TRUE 85,693,000 56,832,000 TRUE TRUE 84,223,000 57,750,000 TRUE TRUE 81,469,000 29,497,000 29,497,000 242,000 655,000 29,497,000 297,000 1,686,000 29,497,000 297,000 1,836,000 29,497,000 322,000 1,911,000 29,497,000 30,394,000 31,480,000 31,630,000 31,730,000 198,000 293,000 - 185,000 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 338,000 2,500,000 SUB-TOTAL ONE-TIME EXPENDITURES 4,838,000 198,000 293,000 - 185,000 TRANSFER OUT CAPITAL OTHER 20,828,000 17,139,000 99,000 17,139,000 3,030,000 23,499,000 5,375,000 23,499,000 1,576,000 23,499,000 SUB-TOTAL TRANSFERS OUT 37,967,000 17,238,000 26,529,000 28,874,000 25,075,000 TOTAL USES ANNUAL OPERATING RESULT 72,302,000 TRUE (20,952,000) 47,830,000 TRUE 7,212,000 58,302,000 TRUE (2,373,000) 60,504,000 TRUE (3,672,000) 56,990,000 TRUE 760,000 FUND BALANCE 22,552,000 29,764,000 27,391,000 23,719,000 24,479,000 MINIMUM FUND BALANCE 17,170,000 17,400,000 24,030,000 24,070,000 24,090,000 FUND BALANCE ABOVE MINIMUM 5,382,000 12,364,000 3,361,000 (351,000) 389,000 2,000,000 Five-Year Plan Assumptions:  Infrastructure investment is needed at the North Water Treatment Plant. Exploration of most cost effective options and rate impacts will be undertaken in FY 2021. A 6% rate increase in FY 2022 and $90 million of bonds (with the first payment due in FY 2023) have been used as placeholders in the five-year plan  For FY 2021, Water completed a zero based budget, allowing for the reallocation of approximately $1,355,000 in savings 93 Return to Contents WASTEWATER FUND FIVE-YEAR FORECAST WASTEWATER FUND - FIVE-YEAR FORECAST Budget FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 Projected FY 2025 BEGINNING FUND BALANCE (Less Committed) 24,625,000 8,584,000 8,200,000 8,276,000 8,490,000 REVENUE 30,585,000 31,096,000 31,616,000 32,145,000 32,684,000 TOTAL REVENUE 30,585,000 TRUE 1,035,000 TRUE 56,245,000 31,096,000 TRUE 1,035,000 TRUE 40,715,000 31,616,000 TRUE 1,035,000 TRUE 40,851,000 32,145,000 TRUE 1,035,000 TRUE 41,456,000 32,684,000 TRUE 1,035,000 TRUE 42,209,000 16,986,000 16,986,000 691,000 220,000 16,986,000 691,000 540,000 16,986,000 691,000 914,000 16,986,000 691,000 1,234,000 16,986,000 17,897,000 18,217,000 18,591,000 18,911,000 340,000 300,000 300,000 300,000 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 45,000 2,000,000 SUB-TOTAL ONE-TIME EXPENDITURES 2,969,000 340,000 300,000 300,000 300,000 TRANSFER OUT CAPITAL OTHER 16,216,000 11,490,000 2,788,000 11,490,000 2,568,000 11,490,000 2,585,000 11,490,000 2,247,000 11,490,000 SUB-TOTAL TRANSFERS OUT 27,706,000 14,278,000 14,058,000 14,075,000 13,737,000 TOTAL USES 47,661,000 TRUE (16,041,000) 32,515,000 TRUE (384,000) 32,575,000 TRUE 76,000 32,966,000 TRUE 214,000 32,948,000 TRUE 771,000 FUND BALANCE 8,584,000 8,200,000 8,276,000 8,490,000 9,261,000 MINIMUM FUND BALANCE 7,950,000 8,170,000 8,250,000 8,350,000 8,430,000 634,000 30,000 26,000 140,000 831,000 ANNUAL OPERATING RESULT FUND BALANCE ABOVE MINIMUM 924,000 Five-Year Plan Assumptions:  No rate increases are scheduled in the Five-Year Forecast  Increase in revenue is based on an anticipated growth rate in customers of 1.75% for both residential and commercial accounts 94 Return to Contents ENVIRONMENTAL SERVICES - RESIDENTIAL FIVE-YEAR FORECAST ENV SERVICES RESIDENTIAL FUND - FIVE-YEAR FORECAST Budget FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 Projected FY 2025 BEGINNING FUND BALANCE (Less Committed) 13,235,000 5,414,000 5,170,000 4,869,000 4,541,000 REVENUE 14,945,000 17,454,000 17,717,000 17,985,000 18,257,000 TOTAL REVENUE 14,945,000 TRUE TRUE 28,180,000 17,454,000 TRUE TRUE 22,868,000 17,717,000 TRUE TRUE 22,887,000 17,985,000 TRUE TRUE 22,854,000 18,257,000 TRUE TRUE 22,798,000 15,032,000 15,032,000 4,000 341,000 15,032,000 4,000 661,000 15,032,000 4,000 956,000 15,032,000 4,000 1,229,000 15,032,000 15,377,000 15,697,000 15,992,000 16,265,000 - - - - 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 1,250,000 - - - - TRANSFER OUT CAPITAL OTHER 4,163,000 2,321,000 2,321,000 2,321,000 2,321,000 111,000 2,321,000 SUB-TOTAL TRANSFERS OUT 6,484,000 2,321,000 2,321,000 2,321,000 2,432,000 TOTAL USES ANNUAL OPERATING RESULT 22,766,000 TRUE (7,821,000) 17,698,000 TRUE (244,000) 18,018,000 TRUE (301,000) 18,313,000 TRUE (328,000) 18,697,000 TRUE (440,000) FUND BALANCE 5,414,000 5,170,000 4,869,000 4,541,000 4,101,000 MINIMUM FUND BALANCE 3,760,000 3,840,000 3,920,000 4,000,000 4,070,000 FUND BALANCE ABOVE MINIMUM 1,654,000 1,330,000 949,000 541,000 31,000 50,000 Five-Year Plan Assumptions:  Transfer Out Other includes a transfer to the Repair and Replacement Fund and an overhead allocation to the General Fund  The recycling market has declined and is no longer providing the same revenue it has in the past. Exploration of most cost effective options and rate impacts will be undertaken in FY 2021. A revenue increase of $2.25m in FY 2022 has been used as placeholder in the five-year plan 95 Return to Contents ENVIRONMENTAL SERVICES - COMMERCIAL FIVE-YEAR FORECAST ENV SERVICES COMMERCIAL FUND - FIVE-YEAR FORECAST Budget FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 Projected FY 2025 BEGINNING FUND BALANCE (Less Committed) 1,953,000 822,000 650,000 436,000 233,000 REVENUE 2,732,000 2,709,000 2,709,000 2,709,000 2,709,000 TOTAL REVENUE 2,732,000 TRUE TRUE 4,685,000 2,709,000 TRUE TRUE 3,531,000 2,709,000 TRUE TRUE 3,359,000 2,709,000 TRUE TRUE 3,145,000 2,709,000 TRUE TRUE 2,942,000 2,411,000 2,411,000 42,000 2,411,000 84,000 2,411,000 73,000 2,411,000 81,000 2,411,000 2,453,000 2,495,000 2,484,000 2,492,000 - - - - 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 280,000 - - - - TRANSFER OUT CAPITAL OTHER 588,000 584,000 428,000 428,000 428,000 58,000 428,000 SUB-TOTAL TRANSFERS OUT 1,172,000 428,000 428,000 428,000 486,000 TOTAL USES 3,863,000 TRUE (1,131,000) 2,881,000 TRUE (172,000) 2,923,000 TRUE (214,000) 2,912,000 TRUE (203,000) 2,978,000 TRUE (269,000) FUND BALANCE 822,000 650,000 436,000 233,000 (36,000) MINIMUM FUND BALANCE 600,000 610,000 620,000 620,000 620,000 FUND BALANCE ABOVE MINIMUM 222,000 40,000 (184,000) (387,000) (656,000) ANNUAL OPERATING RESULT 30,000 Five-Year Plan Assumptions:  Transfers Out Other includes a transfer to the Repair and Replacement Fund as well as an overhead allocation to the General Fund  The long-term health of this fund and potential rate changes will be evaluated in FY 2021 96 Return to Contents ENVIRONMENTAL COMPLIANCE FIVE-YEAR FORECAST ENVIRONMENTAL COMPLIANCE FUND - FIVE-YEAR FORECAST Budget FY 2021 Projected FY 2022 Projected FY 2023 Projected FY 2024 Projected FY 2025 BEGINNING FUND BALANCE (Less Committed) 1,290,000 452,000 522,000 624,000 759,000 REVENUE 5,697,000 4,561,000 4,618,000 4,676,000 4,734,000 TOTAL REVENUE 5,697,000 TRUE TRUE 6,987,000 4,561,000 TRUE TRUE 5,013,000 4,618,000 TRUE TRUE 5,140,000 4,676,000 TRUE TRUE 5,300,000 4,734,000 TRUE TRUE 5,493,000 1,783,000 1,783,000 25,000 1,783,000 50,000 1,783,000 75,000 1,783,000 100,000 1,783,000 1,808,000 1,833,000 1,858,000 1,883,000 - - - - 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 38,000 250,000 SUB-TOTAL ONE-TIME EXPENDITURES 298,000 - - - - TRANSFER OUT CAPITAL OTHER 2,071,000 2,383,000 2,683,000 2,683,000 2,683,000 903,000 2,683,000 SUB-TOTAL TRANSFERS OUT 4,454,000 2,683,000 2,683,000 2,683,000 3,586,000 TOTAL USES 6,535,000 TRUE (838,000) 4,491,000 TRUE 70,000 4,516,000 TRUE 102,000 4,541,000 TRUE 135,000 5,469,000 TRUE (735,000) FUND BALANCE 452,000 522,000 624,000 759,000 24,000 MINIMUM FUND BALANCE 450,000 450,000 460,000 460,000 470,000 2,000 72,000 164,000 299,000 (446,000) ANNUAL OPERATING RESULT FUND BALANCE ABOVE MINIMUM 10,000 Five-Year Plan Assumptions:  Transfers Out Other includes a transfer to the Repair and Replacement Fund, as well as an overhead allocation to the General Fund  Decrease in revenue between FY 2021 and FY 2022 is due to a one-time revenue in FY 2021 from an outside source as a funding source for a capital project 97 Return to Contents 98 Return to 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 Police Fire and Rescue Parks and Recreation Engineering Services Return to 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 Police Fire and Rescue Parks and Recreation MUNICIPAL COURT Public Works - Engineering Return to 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 2021 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 Police Fire and Rescue Parks and Recreation Public Works Engineering Non-Departmental* $ 737,640 39,250 2,096,660 1,830,120 417,660 2,494,350 14,812,810 2,612,810 742,750 1,193,380 3,860,120 3,024,750 3,395,990 8,208,740 58,715,270 34,754,500 24,461,240 751,670 73,789,110 Total General Fund $ 237,938,820 FY 2021 Fee Supported $ FY 2021 Transfer Supported FY 2021 Tax Supported FY 2021 % Tax Supported 110,000 130,000 4,000 175,000 292,000 6,021,000 2,967,000 1,995,000 5,695,000 - $ 234,430 562,740 581,620 132,740 2,285,370 578,810 236,030 367,980 746,020 15,000 35,000 545,350 450,000 $ 393,210 39,250 1,533,920 1,248,500 284,920 2,364,350 12,527,440 2,030,000 506,720 1,193,380 3,492,140 2,103,730 3,103,990 2,187,740 55,733,270 32,724,500 18,220,890 751,670 73,339,110 53% 100% 73% 68% 68% 95% 85% 78% 68% 100% 90% 70% 91% 27% 95% 94% 74% 100% 99% $ 17,389,000 $ 6,771,090 $ 213,778,730 90% *Expenses include transfers. The total General Fund revenue budget including fees and taxes is $178,868,000. Fees charged to recover the cost of service total $17,389,000. The tax supported (non-allocated) revenue of $161,479,000 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 $6,771,090. ORGANIZATIONAL FOCUS AREAS These icons indicate the organizational focus areas addressed throughout the General Fund. Prosperous Community Strong Economy 101 Exceptional Built Environment Return to Contents GENERAL FUND PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Mayor and Council Boards and Commissions Manager Digital Government Intergovernmental Relations Economic Development Information Technology Human Resources Management and Budget Town Clerk Legal Services Management Services Municipal Court Development Services Police Fire and Rescue Parks and Recreation Public Works Engineering Non-Departmental 2.00 0.00 7.35 8.00 2.00 9.00 41.00 21.00 5.00 5.00 27.00 25.00 31.92 71.30 381.50 216.00 125.22 4.60 0.00 2.00 0.00 8.35 8.00 2.00 9.00 42.00 19.00 5.00 5.00 28.00 25.50 31.92 73.13 405.50 216.00 147.97 4.60 0.00 2.00 0.00 8.35 9.00 2.00 9.00 48.00 20.00 6.00 5.00 31.00 26.50 31.92 74.32 425.50 223.00 166.03 5.60 0.00 2.00 0.00 9.35 14.00 2.00 8.00 47.00 20.00 6.00 5.00 31.00 26.50 31.92 74.32 425.30 216.00 163.55 5.60 0.00 2.00 0.00 10.35 14.00 2.00 9.00 52.00 21.00 6.00 6.00 31.00 28.50 32.07 75.32 445.30 219.00 171.30 5.60 0.00 Total Personnel 982.89 1,032.97 1,093.22 1,087.54 1,130.44 EXPENSES BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Mayor and Council Boards and Commissions Manager Digital Government Intergovernmental Relations Economic Development Information Technology Human Resources Management and Budget Town Clerk Legal Services Management Services Municipal Court Development Services Police Fire and Rescue Parks and Recreation Public Works Engineering Non-Departmental 711,991 24,417 1,761,466 1,052,951 313,745 2,153,366 9,028,027 2,512,033 608,156 510,049 2,789,378 2,337,097 3,192,395 6,716,658 51,946,215 35,371,996 18,647,716 491,565 17,940,168 687,199 28,094 1,685,772 1,106,218 358,068 2,169,003 9,343,818 2,325,484 626,123 701,017 3,209,787 2,502,796 3,355,222 7,233,062 57,005,580 35,644,804 19,186,395 482,580 3,955,731 734,010 30,890 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 59,942,830 35,225,980 23,005,540 704,140 33,480,910 791,290 26,530 1,758,990 1,521,030 432,630 2,304,950 11,873,270 2,361,040 705,690 525,690 3,615,410 2,747,840 3,260,560 7,858,050 57,111,890 33,924,960 22,780,470 627,730 23,142,420 737,640 39,250 2,096,660 1,830,120 417,660 2,494,350 14,812,810 2,612,810 742,750 1,193,380 3,860,120 3,024,750 3,395,990 8,208,740 58,715,270 34,754,500 24,461,240 751,670 33,442,340 $ 158,109,389 $ 151,606,753 $ 194,474,865 $ 177,370,440 $ 197,592,050 Total Expenses 102 Return to Contents GENERAL FUND EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 109,986,706 38,669,801 9,452,882 116,243,428 34,561,781 801,544 132,942,490 60,379,975 1,152,400 132,078,220 44,588,060 704,160 131,102,240 65,490,730 999,080 Total Expenses $ 158,109,389 $ 151,606,753 $ 194,474,865 $ 177,370,440 $ 197,592,050 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 164,714,385 5,522,625 177,772,175 6,434,209 179,962,500 6,106,910 179,112,000 6,106,910 178,868,000 6,771,090 Total Sources $ 170,237,010 $ 184,206,384 $ 186,069,410 $ 185,218,910 $ 185,639,090 Total Expenses Transfers Out 158,109,389 10,948,449 151,606,753 31,609,499 194,474,865 29,391,615 177,370,440 13,879,263 197,592,050 40,346,770 Total Uses $ 169,057,838 $ 183,216,252 $ 223,866,480 $ 191,249,703 $ 237,938,820 Net Operating Result $ $ $ (37,797,070) $ (6,030,793) $ (52,299,730) 1,179,172 990,132 . 103 Return to Contents GENERAL FUND BENCHMARKS Population Density 3,776 average number of residents per square mile within Gilbert Source: July 1, 2019 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 2018 Maricopa County Incorporated Areas – Maricopa County Recorder’s Office Value of Services for Taxes Paid 79% 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 2018; Gilbert, 2019; Goodyear, 2018; Scottsdale, 2018; Surprise, 2018; Palo Alto, CA, 2018. 104 Return to 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 2019 Source: Valley Benchmark Cities, FY 2018-2019 Average Residential Household Cost of Service $1,618 average residential household cost of service in Gilbert Source: City of Tempe, 2019 Comparative Cost of Services Report Rate of Turnover 10.42% rate of turnover for Gilbert employees in FY 2019 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 2019. 105 Return to Contents GENERAL FUND BENCHMARKS Court Cases Filed, Cases Disposed, and Clearance Rates 1.06 Gilbert’s clearance rate in 2018 Source: AZ Courts, 2018 Cost per Court Case $114.04 average cost per court case in FY 2018 Note: Cost of processing a case that results in a sufficient outcome. Comparison to Benchmark Communities Cases City / Town Cases Filed Clearance Rate Disposed Flagstaff, AZ 14,718 16,445 1.12 Glendale, AZ 39,134 42,372 1.08 Gilbert, AZ 26,332 27,994 1.06 Peoria, AZ 13,834 14,038 1.01 Chandler, AZ 42,093 41,074 0.98 Source: Arizona Administrative Office of the Courts Statistical Data Reports, FY 2018 Total Single Family Building Permits 1,144 single family home permits issued in 2019 Note: Total number of single family building permits for calendar year 2019.Source: Central Homebuilders Association of Arizona 106 Return to Contents GENERAL FUND BENCHMARKS Violent Crime Rates per 1,000 Residents 0.92 reported violent crimes per 1,000 residents of Gilbert in FY 2019 Note: Violent crime rate measures the reported number of violent crimes per 1,000 residents. Source: Valley Benchmark Cities, FY 2018-2019 Property Crime Rates per 1,000 Residents 12.93 reported property crimes per 1,000 residents of Gilbert in FY 2019 Note: Property crime rate measures the reported number of property crimes per 1,000 residents. Source: Valley Benchmark Cities, FY 2018-2019 Total Fire Calls per Resident 0.08 calls for service per Gilbert resident in FY 2019 Source: Valley Benchmark Cities, FY 2018-2019 107 Return to Contents GENERAL FUND BENCHMARKS Total Park Acreage per 1,000 Residents 1.91 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 2018-2019 Miles of Trails per 1,000 Residents 0.16 miles of recreational trails per 1,000 Gilbert Residents Note: Figures have been rounded to the nearest whole number. Source: Valley Benchmark Cities, FY 2018-2019 108 Return to Contents MAYOR AND COUNCIL PURPOSE STATEMENT OBJECTIVES FY 2021 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. Prosperous Community ♦ Create transition materials and onboarding strategy for new Mayor and continue to develop Councilmember onboarding processes ♦ Provide vision and implement strategic initiatives ♦ 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 BUDGET NOTES ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ No new FTE have been added for FY 2021 in the Mayor and Council budget. In addition, there are no changes to the supplies and contractual budget for FY 2021. Onboarded three new Council Members with newly developed onboarding process Created the Gilbert Education Directory, a comprehensive guide of all school options within the Town of Gilbert to showcase educational opportunities to parents and businesses Established the One Gilbert Committee for a Town-wide focus on Teen Suicide Prevention and Mental Health Performed extensive outreach throughout the COVID-19 pandemic with our education, faith, nonprofit and business community. Housed over 25 WebEx Events with 1,296 attendees total including Council Meetings and Town Financial Retreat, ensuring a high level of virtual meeting quality, public participation, and continuation of Town business Created the Veterans and Military Affairs Advisory Board using stakeholder collaboration Org Focus Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Number of National Committees with Councilmember Participation 0 0 1 0 0 Number of Statewide Committees with Councilmember Participation 4 3 6 6 N/A Number of Regional Committees with Councilmember Participation 9 9 11 11 N/A PERFORMANCE MEASURES 109 Return to Contents MAYOR AND COUNCIL PERSONNEL BY ACTIVITY Mayor and Council Total Personnel EXPENSES BY ACTIVITY Mayor and Council Total Expenses $ Budget FY 2020 Projected FY 2020 Budget FY 2021 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 711,991 687,199 $ Actual FY 2018 Personnel Supplies & Contractual Capital Outlay $ 711,991 $ $ $ 687,199 734,010 791,290 $ Budget FY 2020 520,887 166,312 - Actual FY 2018 Total Revenues Total Expenses 687,199 734,010 Actual FY 2019 543,746 168,245 - OPERATING RESULTS Net Operating Result Actual FY 2019 711,991 EXPENSES BY CATEGORY Total Expenses Actual FY 2018 Actual FY 2019 734,010 $ Projected FY 2020 532,360 201,650 $ 791,290 737,640 Budget FY 2021 520,360 270,930 $ Budget FY 2020 791,290 737,640 535,990 201,650 $ Projected FY 2020 737,640 Budget FY 2021 107,566 711,991 95,888 687,199 88,000 734,010 110,000 791,290 110,000 737,640 (604,425) $ (591,311) $ (646,010) $ (681,290) $ (627,640) 110 Return to Contents TOWN MANAGER ♦ PURPOSE STATEMENT The Town Manager implements policies developed by the Town Council by providing leadership to employees, building relationships with external partners, and ensuring responsive, cost-effective, local government services are provided to 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; and coordinates special projects. OBJECTIVES FY 2021 Prosperous Community ♦ Develop data-driven methodologies to implement Town-wide efforts to improve customer experience and increase data literacy ♦ Ratification of the new General Plan by Gilbert residents in November 2020 Strong Economy ♦ Begin Redevelopment process in Northwest Corridor Exceptional Built Environment ♦ Develop a Town-wide Fiberoptic Broadband solution ♦ Transportation infrastructure ballot issue ♦ Complete a Town-wide shade and streetscape masterplan ♦ Completion and Grand Opening of Police/Fire Training Facility ♦ Open Phase II of Gilbert Regional Park ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Deloitte expansion into second 100,000 sf building in Rivulon Earned AAA General Obligation Bond Rating from all three major rating agencies, a distinction held by less than 50 communities in the Nation UofA and Park University both in full-operation at the University Building Cyber-security program improvements and implementation of new privacy and security procedures Phase I opening of Gilbert Regional Park and Desert Sky Park Historic long-term Water Lease signed with the San Carlos Apache Tribe Initiated Northwest Corridor Redevelopment Planning Process Org Focus Development agreement completed for 9.1 acre mixed-use parcel in the Heritage District to include the first hotel in the downtown area BUDGET NOTES The number of authorized FTE increases in FY 2021 due to the addition of a Volunteer and Community Resources Manager. In addition, one FTE was transferred from Information Technology to the Town Manager department during FY 2020. Contractual costs decrease in FY 2021 as a result of one-time expenditures in the amount of $355,000 budgeted in FY 2020. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target N/A 97% N/A 98% 98% N/A 79% N/A 75% 75% N/A 94% N/A 94% 94% 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 111 Return to 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 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 6.35 1.00 6.35 2.00 6.35 2.00 7.35 2.00 8.35 2.00 7.35 8.35 8.35 9.35 10.35 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,603,152 158,314 1,424,683 261,089 1,871,790 273,920 1,480,570 278,420 1,770,730 325,930 $ 1,761,466 $ 1,685,772 $ 2,145,710 $ 1,758,990 $ 2,096,660 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,578,684 182,782 - 1,511,400 174,372 - 1,576,210 569,500 - 1,442,850 316,140 - 1,885,680 210,980 - $ 1,761,466 $ 1,685,772 $ 2,145,710 $ 1,758,990 $ 2,096,660 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 10,836 1,761,466 3,105 1,685,772 2,145,710 1,758,990 2,096,660 $ (1,750,630) $ (1,682,667) $ (2,145,710) $ (1,758,990) $ (2,096,660) 112 Return to Contents DIGITAL GOVERNMENT PURPOSE STATEMENT OBJECTIVES FY 2021 The Office of Digital Government creates civic and digital engagement opportunities for all residents. The team is responsible for all internal, external and digital communications, video production, broadcast media and marketing efforts for Gilbert, and leverages digital tools to connect with residents. Through our innovative use of technology, we are engaging residents and visitors with sleek web design, high-quality and highdefinition video production, the use of data, social media and other forms of digital media. Prosperous Community ♦ Launch and implementation of new branding for Gilbert ♦ Election Day outreach for November 2020 election ♦ Continue to grow social media following ♦ Update Gilbert website and marketing materials with new branding (internal and external) ♦ Centennial celebrations that continue through 2020 ♦ Creation of Innovation Lab/team ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ BUDGET NOTES Implemented Data Content Strategist position to help with data storytelling across the organization Created, launched and led the Centennial branding initiative for Gilbert's 100th birthday Created and marketed Census outreach Creation of Gilbert's new logo and branding for the entire organization Creation of bi-monthly SPARK App League Implementation of embedding marketing positions in Police, Fire, Parks and Recreation and Economic Development Continuous growth of social media, more followers on Instagram than Facebook now Org Focus During FY 2020, a reorganization was completed to streamline communications across the organization in every department, including public safety. Five FTE from various departments now report into the Digital Government team, allowing for consistent messaging and branding to Gilbert citizens. This includes the coordination of public information, social media, marketing, branding, internal and external communications, among other efforts. Supplies and contractual costs increased as a result of one-time expenditures related to Gilbert’s Centennial outreach and marketing and new brand creation and implementation. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Social Media Following: Facebook 18,500 22,500 23,000 25,000 25,000 Social Media Following: Twitter 17,500 19,000 22,200 23,000 22,500 Social Media Following: Instagram 13,500 18,900 19,500 28,600 20,000 Videos Produced 140 175 175 175 175 113 Return to Contents DIGITAL GOVERNMENT PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Digital Government 8.00 8.00 9.00 14.00 14.00 8.00 8.00 9.00 14.00 14.00 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,052,951 1,106,218 1,269,660 1,521,030 1,830,120 $ 1,052,951 $ 1,106,218 $ 1,269,660 $ 1,521,030 $ 1,830,120 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Personnel EXPENSES BY ACTIVITY Digital Government Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 870,797 182,154 - 945,723 160,495 - 1,067,660 202,000 - 1,321,340 199,690 - 1,535,190 294,930 - $ 1,052,951 $ 1,106,218 $ 1,269,660 $ 1,521,030 $ 1,830,120 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,052,951 1,106,218 1,269,660 1,521,030 1,830,120 $ (1,052,951) $ (1,106,218) $ (1,269,660) $ (1,521,030) $ (1,830,120) 114 Return to Contents INTERGOVERNMENTAL RELATIONS PURPOSE STATEMENT OBJECTIVES FY 2021 The purpose of the Intergovernmental Relations Department is to represent and advocate for the Town of Gilbert for the benefit of its residents and business community. The mission is to build, foster, maintain and facilitate meaningful and strategic relationships on behalf of Gilbert both internally and externally with local, tribal, regional, state and federal organizations. The Intergovernmental Relations Department houses the Town's policy and legislative team and Mayor and Council office staff. Prosperous Community ♦ Create an action plan for tracking, analyzing and discussing any federal, state or regional COVID-19 programs and efforts and impact and involvement of the Town of Gilbert ♦ Ensure that all potential Gilbert projects are entered into MAG's portal for the future Regional Transportation Plan related to the Prop 400 extension and work closely with management and elected leaders to ensure Gilbert is aware, involved and prepared for key decision points related to the Prop 400 extension ♦ Continue to develop and expand the elected official orientation handbook and serve as a liaison to new members as Gilbert experiences additional changes to the Town Council ♦ Complete leadership programs and all necessary and required training for office staff to ensure preparedness for all new and evolving roles ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ Created a handbook for new council orientation and managed the transition of three newly appointed members of council Upgraded two positions and made changes to specific responsibilities of the roles in order to increase efficiencies within the department Utilized software solutions to make weekly legislative updates to the Mayor, Council and Town Manager more efficient and detailed BUDGET NOTES Supplies and Contractual expenses remain consistent from FY 2020 adopted budget. Personnel costs increase as a result of a reclassification of positions. Org Focus PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Total Number of Bills Introduced During the Annual Arizona State Legislative Session 1,206 1,356 1,605 1,300 N/A Number of Bills Tracked That had a Direct Impact on Gilbert 113 234 128 100 N/A Number of Bills Enacted Requiring Significant Town Resources for Implementation 4 2 0 3 0 115 Return to Contents INTERGOVERNMENTAL RELATIONS PERSONNEL BY ACTIVITY Intergovernmental Relations Total Personnel EXPENSES BY ACTIVITY Intergovernmental Relations Total Expenses $ Budget FY 2020 Projected FY 2020 Budget FY 2021 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 313,745 358,068 $ Actual FY 2018 Personnel Supplies & Contractual Capital Outlay $ 313,745 $ $ $ 358,068 393,310 432,630 $ Budget FY 2020 271,577 86,491 - Actual FY 2018 Total Revenues Total Expenses 358,068 393,310 Actual FY 2019 252,060 61,685 - OPERATING RESULTS Net Operating Result Actual FY 2019 313,745 EXPENSES BY CATEGORY Total Expenses Actual FY 2018 Actual FY 2019 393,310 $ Projected FY 2020 268,060 125,250 $ 432,630 417,660 Budget FY 2021 313,760 118,870 $ Budget FY 2020 432,630 417,660 295,570 122,090 $ Projected FY 2020 417,660 Budget FY 2021 313,745 358,068 393,310 432,630 417,660 (313,745) $ (358,068) $ (393,310) $ (432,630) $ (417,660) 116 Return to Contents ECONOMIC DEVELOPMENT PURPOSE STATEMENT OBJECTIVES FY 2021 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 ♦ Hometown Pride/Brand – Create metric to measure pride in community Strong Economy ♦ Northwest Growth Area Redevelopment District including adaptive reuse for health of employment corridors ♦ Destination event for tourism and/or sports tourism ♦ Commercial support around Gilbert Regional Park ♦ Sales tax diversification implementation for sustained Town revenues ♦ Innovation lab (internal/external) pilot for parking, flexible curb in the Northwest Corridor (NWC), Heritage District (HD) and Rivulon Exceptional Built Environment ♦ Maintain property standards ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Completed a redevelopment area plan for the Gilbert Northwest Corridor Developed a plan for Gilbert destination events Auctioned the Gilbert-owned 40-acre site south of State Route 202 (SR 202) and Artis REIT was the successful bidder Selected qualified developers for the Gilbertowned 2.5-acre South Anchor site in the Heritage District Selected a qualified developer for the Gilbertowned hotel site located on a parcel at the Gilbert Regional Park Planned and hosted an East Valley Entrepreneurship Week in partnership with the PHX East Valley communities Engaged Gilbert-based businesses to understand the impact of COVID-19 across all industry sectors in the community to understand trends so that assistance and resources can be developed Org Focus BUDGET NOTES Increased expense allocations in Economic Development Admin and Tourism in one-time expense allocations. Significant expense reductions in Redevelopment from FY 2020 to FY 2021 in one-time expense allocations. Overall an increase in personnel and supplies and contractual. Total revenues anticipated to experience a positive trend into FY 2021. Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Lead Generation 219 190 213 214 N/A Staff Assisted Projects 34 28 36 35 N/A Announced Capital Investment $240M $365M $262M $257M N/A Announced Jobs 3,032 1,537 2,356 2,495 N/A Retention Calls 133 100 123 137 N/A PERFORMANCE MEASURES 117 Return to Contents ECONOMIC DEVELOPMENT PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Economic Development 9.00 9.00 9.00 8.00 9.00 9.00 9.00 9.00 8.00 9.00 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,410,915 369,169 373,282 1,585,768 552,499 30,736 2,120,650 491,030 86,050 1,689,140 480,660 135,150 1,956,040 501,870 36,440 $ 2,153,366 $ 2,169,003 $ 2,697,730 $ 2,304,950 $ 2,494,350 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,015,058 1,138,308 - 1,055,703 1,113,300 - 1,148,980 1,548,750 - 1,073,810 1,231,140 - 1,167,960 1,326,390 - $ 2,153,366 $ 2,169,003 $ 2,697,730 $ 2,304,950 $ 2,494,350 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 83,360 2,153,366 97,834 2,169,003 110,000 2,697,730 Total Personnel EXPENSES BY ACTIVITY Economic Development Tourism Redevelopment Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 114,000 2,304,950 130,000 2,494,350 $ (2,070,006) $ (2,071,169) $ (2,587,730) $ (2,190,950) $ (2,364,350) 118 Return to Contents INFORMATION TECHNOLOGY PURPOSE STATEMENT OBJECTIVES FY 2021 Technology services include enterprise infrastructure, enterprise applications intelligence, public safety support services, customer care, GIS, and information security. Exceptional Built Environment ♦ Complete and implement an IT roadmap and its 5 strategic pillars ♦ Focus on the customer experience - Measure yearly customer satisfaction rates against industry average ♦ Data Management - Annually quantify number of delivered data dashboards and reports to meet business requirements ♦ Project Prioritization – Measure annual project completion progress and resource availability ♦ Cybersecurity - Assess cyber program maturity based on industry standards ♦ Complete RFI and begin implementation of new PD CAD/RMS ♦ Complete utility billing RFP and begin implementation Strong Economy ♦ Leverage strategic partnerships and alliances - Measure annual savings of rightsourcing/cloud services and costs savings through negotiation of solution(s) pricing ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Delivered cloud-based email, communications via Teams and Productivity Platform Microsoft Office 365 Deployed Cisco Unified communications platform including Jabber and WebEx Established Information Security Governance and Data Classification Standard Employed Cisco umbrella to mitigate cyber threats Implemented Project Management Governance and Project Prioritization to improve project outcomes Rolled out new Gilbert Tech Hub offering a “Genius Bar” style customer experience Delivered Modern IT Service Management Platform with Amazon style customer experience to track tickets and service requests Transitioned the majority of Town staff and leaders to remote worker platform(s) and equipment in less than two weeks Org Focus BUDGET NOTES Information Technology FTE increases by four in FY 2021 with the addition of the following positions; Information Technology Trainer, Security Analyst, Infrastructure Manager, Project Manager, and two part-time Interns. One-time supplies and contractual expenditures totaling $2,292,620 are included in the FY 2021 budget. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Application Availability 89.47 99.50 99.60 99.70 99.99 Network Availability 99.98 99.93 99.95 99.99 99.99 Average Time to Close a Ticket (Hours) 2.27 4.00 3.80 3.60 3.50 Device to Employee Ratio 1.80:1 1.92:1 1.94:1 1.95:1 1.96:1 Number of Work Orders per FTE Annually 7.28:1 7.28:1 7.20:1 7.10:1 7.00:1 119 Return to Contents INFORMATION TECHNOLOGY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 3.00 20.00 0.00 10.00 8.00 3.00 14.00 8.00 9.00 8.00 3.00 16.00 9.00 12.00 8.00 2.00 16.00 10.00 11.00 8.00 3.50 17.00 10.00 13.00 8.50 41.00 42.00 48.00 47.00 52.00 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 304,966 4,513,394 3,430,943 778,724 182,689 3,716,525 1,287,894 3,342,209 814,501 590,830 4,834,945 1,414,370 5,251,400 936,430 505,260 4,133,780 1,572,120 4,809,580 852,530 516,310 6,080,780 1,997,380 5,115,330 1,103,010 $ 9,028,027 $ 9,343,818 $ 13,027,975 $ 11,873,270 $ 14,812,810 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 4,084,343 4,864,423 79,261 4,081,037 5,262,781 - 5,776,360 7,251,615 - 4,833,000 7,040,270 - 6,135,970 8,676,840 - $ 9,028,027 $ 9,343,818 $ 13,027,975 $ 11,873,270 $ 14,812,810 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Total Expenses 9,028,027 9,343,818 13,027,975 11,873,270 14,812,810 PERSONNEL BY ACTIVITY Information Technology Admin Applications Support Desktop Support Infrastructure GIS Total Personnel EXPENSES BY ACTIVITY Information Technology Admin Applications Support Desktop Support Infrastructure GIS Total Expenses Total Expenses Net Operating Result $(9,028,027) $(9,343,818) $(13,027,975) $(11,873,270) $(14,812,810) 120 Return to Contents HUMAN RESOURCES PURPOSE STATEMENT OBJECTIVES FY 2021 The "People Team" works to attract, retain and develop high-performing servant leaders who align with the Town values of Driven, Kind, Humble and Bold. By specializing in compensation, benefits, wellness, personnel policies and laws, employee and leadership development, and people data and analytics, we work to empower all Town staff to provide the best possible services and care for those who live, work and play in Gilbert. Prosperous Community ♦ Develop succession planning approach ♦ Develop formal mentoring program ♦ Develop data-driven approach to Human Resources ♦ Diversity initiative in recruitment ♦ Customer experience program BUDGET NOTES ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ Human Resources received authorization for a Receptionist position in the FY 2021 budget. Contractual expenditures increase mainly as a result of one-time expenditures of $32,000 for inhouse employee development and statistical software for the Lean Innovator. Implemented NEOGOV Learn and Perform Created and implemented quarterly goal setting MUNIS-NEOGOV system integration Deferred Comp (457) plans from 3 to 1 vendor Org Focus Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Employee Engagement Survey Results 3.78 3.91 4.04 4.05 4.00 Number of EDGE Academy Graduates (cumulative) 110 258 385 450 500 Utilization of Perform (Perf Dev software) N/A N/A 100% 100% 100% PERFORMANCE MEASURES 121 Return to Contents HUMAN RESOURCES PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 HR Administration Learning and Development Risk Management 16.00 3.00 2.00 16.00 3.00 0.00 16.00 4.00 0.00 16.00 4.00 0.00 17.00 4.00 0.00 21.00 19.00 20.00 20.00 21.00 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,566,596 529,542 415,895 1,870,438 455,046 - 1,901,370 571,360 - 1,816,910 544,130 - 1,993,590 619,220 - $ 2,512,033 $ 2,325,484 $ 2,472,730 $ 2,361,040 $ 2,612,810 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 2,199,044 312,989 - 1,906,610 418,874 - 2,083,190 389,540 - 1,918,070 442,970 - 2,142,110 470,700 - $ 2,512,033 $ 2,325,484 $ 2,472,730 $ 2,361,040 $ 2,612,810 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 10,554 2,512,033 3,979 2,325,484 4,000 2,472,730 Total Personnel EXPENSES BY ACTIVITY HR Administration Learning and Development Risk Management Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 4,000 2,361,040 4,000 2,612,810 $ (2,501,479) $ (2,321,505) $ (2,468,730) $ (2,357,040) $ (2,608,810) 122 Return to 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 2021 Prosperous Community ♦ Pilot software to track Town agreements Strong Economy ♦ Complete zero base budgets for 1/3 of Town Departments ♦ Support departments in data driven decision making ♦ Receive the Distinguished Budget Presentation Award for the 22nd consecutive year from the Government Finance Officers Association ♦ Receive the ICMA Center for Performance Management Certificate of Excellence Award for the sixth consecutive year ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Received the Distinguished Budget Presentation Award for the 21st consecutive year from the Government Finance Officers Association Received the ICMA Center for Performance Management Certificate of Excellence Award for the fifth consecutive year Completed zero base budgets for 1/3 of Town Departments, resulting in savings of approximately $2.1M across all funds Completed fourth Annual Financial Retreat with Council Established a plan to pay off General Fund debt by FY 2028 Established funding policies and best practice for Long Range Infrastructure Plan (LRIP) Saved $800,000 by refinancing remaining 2008 GO Bonds for lower interest rate Org Focus PERFORMANCE MEASURES Maintain High Quality Bond Rating for G.O. (S&P/Moody's/Fitch) Sold Public Safety Training Facility Bonds saving $5.6M in interest through strategic timing of issuance BUDGET NOTES No new FTE were added for FY 2021. Supplies and contractual costs increase in FY 2021 due to a one-time budget appropriation of $8,750 for development agreement tracking software. Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 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) $37.3M $37.3M $38.1M $38.1M Use all opportunities Amount of Debt Paid Off Early Since 2012 (Cumulative) $65.9M $66.9M $66.9M $66.9M Use all opportunities Public Safety Retirement System (PSPRS) Percent Funded 75% 80% 88% 90% 90% Zero Based Budget Savings (Cumulative) $626K $3.4M $4.8M $7.0M 1/3 Town each Year 123 Return to Contents MANAGEMENT AND BUDGET PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Management and Budget 5.00 5.00 6.00 6.00 6.00 5.00 5.00 6.00 6.00 6.00 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Personnel EXPENSES BY ACTIVITY Management and Budget Total Expenses 608,156 $ Personnel Supplies & Contractual Capital Outlay $ 608,156 $ $ $ 626,123 728,170 705,690 $ Budget FY 2020 604,367 21,756 - Actual FY 2018 Total Revenues Total Expenses 626,123 728,170 Actual FY 2019 578,343 29,813 - OPERATING RESULTS Net Operating Result $ Actual FY 2018 EXPENSES BY CATEGORY Total Expenses 608,156 626,123 Actual FY 2019 728,170 $ Projected FY 2020 705,400 22,770 $ 705,690 742,750 Budget FY 2021 687,290 18,400 $ Budget FY 2020 705,690 742,750 713,430 29,320 $ Projected FY 2020 742,750 Budget FY 2021 475 608,156 626,123 728,170 705,690 742,750 (607,681) $ (626,123) $ (728,170) $ (705,690) $ (742,750) 124 Return to Contents TOWN CLERK PURPOSE STATEMENT OBJECTIVES FY 2021 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. Prosperous Community ♦ Conduct a successful Primary and General Election for Fall 2020 election cycle to elect a mayor, two 4-year councilmembers and one 2year councilmember and to gain voter ratification of our General Plan and approval of bond package. Work with town staff and vendor to create pamphlet for Bond Election and educate voters on issue ♦ Review record collections and make available to all Town staff where appropriate ♦ Make microfilmed agenda packets available in OnBase for all Town staff and residents Exceptional Built Environment ♦ Complete departmental goal (WIG) to finish updating department procedures and crosstrain staff on essential duties ♦ Train staff member to become a Master Municipal Clerk, bringing the total number to two within the department ♦ Train staff member to become a Certified Municipal Clerk, bringing the total number to four within the department ♦ Continue developing training opportunities and resources for staff on clerk-related programs ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ Implemented a new Board and Commission software program for the application and selection process to assist in filling vacancies and migrated historical data from access database into the new program Completed first part of departmental goal (WIG) to update procedures and cross-train staff on duties Restructured and re-branded the departmental Record Liaison program to give direct support and training to each department and develop training and resources materials An additional staff member became a Certified Municipal Clerk, bringing the total number to three within the department Developed and implemented a new online Open Meeting Law learning module to assist board members in fulfilling the required annual training Org Focus BUDGET NOTES Personnel costs increase in FY 2021 due to the addition of a Records Specialist FTE. Increases in the supply and contractual budget are one-time expenses related to the Fall 2020 election. Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Percentage of Public Records Requests Responded to Within 24 Hours 94% 96% 95% 95% 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% N/A 100% N/A 100% 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 125 Return to Contents TOWN CLERK PERSONNEL BY ACTIVITY Town Clerk Total Personnel EXPENSES BY ACTIVITY Town Clerk Total Expenses $ Budget FY 2020 Projected FY 2020 Budget FY 2021 5.00 5.00 5.00 5.00 6.00 5.00 5.00 5.00 5.00 6.00 Actual FY 2018 Actual FY 2019 Budget FALSE Projected FY 2020 Budget FY 2021 510,049 701,017 $ Actual FY 2018 Personnel Supplies & Contractual Capital Outlay $ 510,049 $ $ $ 701,017 576,520 $ Budget FY 2020 467,151 233,866 - Actual FY 2018 Total Revenues Total Expenses 701,017 576,520 Actual FY 2019 474,168 35,881 - OPERATING RESULTS Net Operating Result Actual FY 2019 510,049 EXPENSES BY CATEGORY Total Expenses Actual FY 2018 Actual FY 2019 576,520 1,193,380 525,690 $ 1,193,380 Projected FY 2020 468,440 108,080 $ 525,690 $ Budget FY 2020 Budget FY 2021 469,940 55,750 - 551,000 642,380 - 525,690 $ 1,193,380 Projected FY 2020 Budget FY 2021 845 510,049 4,159 701,017 576,520 525,690 (509,204) $ (696,858) $ (576,520) $ (525,690) $ (1,193,380) 126 1,193,380 Return to Contents LEGAL SERVICES PURPOSE STATEMENT OBJECTIVES FY 2021 The mission of the Gilbert Town Attorney’s Office is to provide the highest quality legal services to the Mayor and Council, as well as to the more than two dozen Town Departments, Boards, and Commissions. 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. Prosperous Community ♦ Implement a body worn camera program to comply with legal requirements of disclosure ♦ Create a victim safe room within the Prosecutor's Office ♦ Restructure support staff job duties in the Prosecutor's Office to increase efficiency and decrease duplicity Strong Economy ♦ Pursue creation of self-insured trusts for risk management and worker's compensation ♦ Pursue all recovery claims for third-party damage done to Town property ♦ Analyze all agreements, leases, permits, and licenses on Town-owned property ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Developed a comprehensive database of all Town-owned real property Negotiated and finalized agreements for Loop 202/Lindsay Interchange project Updated Gilbert Police Department General Orders Increased recovery claim collections by 50% over FY 2019 Developed EDGE team for Prosecutor's Office to look for efficiencies Streamlined the diversion program in the Prosecutor's Office Continued to develop ENDVR (domestic violence court) in conjunction with the Court Org Focus BUDGET NOTES General Counsel and Prosecutor personnel counts remained the same into FY 2021. General Council has increased budget in supplies and contractual from FY 2020 to FY 2021. Prosecutor has a reduced budget from FY 2020 overall with a reduction in one-time expenditure FY 2021. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Per Capita Legal Expenditures (Town Attorney’s Office) $4.45 $4.08 $4.91 $4.90 <$7.50 Risk Management Recovery Claims Collections $138,000 $100,000 $150,000 $100,000 N/A Percentage of Cases Charged After Review 73% 72% 72% 72% N/A Number of Criminal Cases 4,596 4,145 4,300 4,300 N/A Volunteer Hours Served 181 101 100 100 N/A 127 Return to Contents LEGAL SERVICES Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 General Counsel Prosecutor 6.00 21.00 7.00 21.00 9.00 22.00 8.00 23.00 8.00 23.00 Total Personnel 27.00 28.00 31.00 31.00 31.00 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 General Counsel Prosecutor 1,012,391 1,776,987 1,247,405 1,962,382 1,682,520 2,131,570 1,444,500 2,170,910 1,699,260 2,160,860 Total Expenses $ 2,789,378 $ 3,209,787 $ 3,814,090 $ 3,615,410 $ 3,860,120 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 2,485,984 279,115 24,279 2,921,735 288,052 - 3,395,120 418,970 - 3,193,220 422,190 - 3,433,830 426,290 - $ 2,789,378 $ 3,209,787 $ 3,814,090 $ 3,615,410 $ 3,860,120 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 16,741 2,789,378 22,612 3,209,787 15,000 3,814,090 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 3,615,410 3,860,120 $ (2,772,637) $ (3,187,175) $ (3,799,090) $ (3,600,410) $ (3,860,120) 128 Return to Contents FINANCE AND MANAGEMENT SERVICES ♦ PURPOSE STATEMENT Finance and Management Services provides services necessary to produce meaningful and timely financial statements, payments to vendors, purchasing coordination, tax compliance, management of billing and customer service for utilities, and town-wide fleet maintenance. OBJECTIVES FY 2021 Prosperous Community ♦ Implement Vendor Performance Reporting ♦ Make direct deposit and tax changes employee initiated through Employee Self Service Strong Economy ♦ Develop financial information/statements for various departments to assist them with data driven decision making utilizing MUNIS Cubes ♦ Achieve 95% taxpayer compliance ♦ Achieve 95% customer satisfaction ♦ Identify additional opportunities, and implement solutions, to assist our taxpayers with their AZDOR compliance requirements. ♦ Improve Purchasing's What Work's Cities Certification score ♦ Post all Town contracts on Open Data Portal ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Successfully implemented new software, CAFR Statement Builder, to compile the Comprehensive Annual Financial Report (CAFR) Began building a comprehensive training program for MUNIS users Achieved 98% Compliance Rate from Reviewed Taxpayers Received Certificate of Achievement for Excellence in Financial Reporting for the 28th consecutive year from the Government Finance Officers Association (GFOA) Continued active role in statewide process improvement and implementation Identified and implemented solutions to help our taxpayers comply with the Arizona Department of Revenue (AZDOR) system changes Assisted the AZDOR with Taxpayer Seminars Org Focus Updated/Revised contracts and forms based upon What Works Cities and other recommendations BUDGET NOTES The FY 2021 budget includes the addition of a Tax Compliance Auditor and an Accounts Payable Technician. Administration, Accounting, Purchasing, and Tax Compliance all observed increases in expenditure authority due to increased operational costs and personnel. Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Percentage of Reviewed Taxpayers Brought into Compliance 99% 96% 98% 95% 90% Customer Satisfaction (Taxpayers engaged with Tax Compliance team) 99% 99% 95% 95% 90% PERFORMANCE MEASURES 129 Return to Contents FINANCE AND MANAGEMENT SERVICES Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Administration Accounting Purchasing Tax Compliance 1.00 12.00 7.00 5.00 1.00 12.00 7.00 5.50 1.00 13.00 7.00 5.50 1.00 13.00 7.00 5.50 1.00 14.00 7.00 6.50 Total Personnel 25.00 25.50 26.50 26.50 28.50 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Administration Accounting Purchasing Tax Compliance 192,177 1,124,292 564,860 455,768 212,043 1,200,835 543,372 546,546 214,880 1,317,605 599,930 546,655 221,720 1,354,270 652,930 518,920 222,420 1,437,505 687,460 677,365 Total Expenses $ 2,337,097 $ 2,502,796 $ 2,679,070 $ 2,747,840 $ 3,024,750 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 2,200,174 136,923 - 2,179,477 200,859 122,460 2,483,030 196,040 - 2,548,990 198,850 - 2,821,870 202,880 - $ 2,337,097 $ 2,502,796 $ 2,679,070 $ 2,747,840 $ 3,024,750 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 179,976 2,337,097 228,324 2,502,796 200,000 2,679,070 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result 179,000 2,747,840 175,000 3,024,750 $ (2,157,121) $ (2,274,472) $ (2,479,070) $ (2,568,840) $ (2,849,750) 130 Return to Contents MUNICIPAL COURT PURPOSE STATEMENT OBJECTIVES FY 2021 Municipal Court resolves 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. Prosperous Community ♦ Implement Fines, Fees and Restitution Enforcement (FARE) program in collaboration with the Arizona Supreme Court to enhance collections on severely overdue financial penalties. Targeted completion by 12-31-2020 ♦ Implement Phase 2 of Arizona's Enhanced Protective Order process to include automated ingestion of electronic records from the AZPOINT protective order system managed by the Arizona Supreme Court ♦ Expand integrated text messaging to include notifications regarding program compliance. Targeted completion by 6-30-2021 ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ Successfully implemented phase 1 of Arizona's electronic cloud based protective order processing program, AZPOINT, with respect to automated integration for case processing and service in collaboration with the Arizona Supreme Court Aligned the Court with Gilbert's four-ten work day schedule to better facilitate daily operations with other departments and to improve employee engagement Developed and implemented Gilbert's first domestic violence specialty court in collaboration with the Gilbert Prosecutor, Gilbert Police Department and Indigent Legal Counsel Org Focus BUDGET NOTES FY 2021 has an increase in part time personnel for Pro Tem Judges. No other significant changes occurred in the Municipal Court budget for FY 2021. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Average Monthly Percentage of Active Cases Under 90 Days Old 87% 72% 60% 85% 60% Maintain a Case Disposition Rate of 1.00 or Greater .97 .98 .75 1.00 1.00 Maintain a Competitive Cost per Disposed Case Relative to Benchmarked Courts $136 $159 $188 $160 $160 131 Return to Contents MUNICIPAL COURT Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Municipal Court 31.92 31.92 31.92 31.92 32.07 Total Personnel 31.92 31.92 31.92 31.92 32.07 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Municipal Court 3,192,395 3,355,222 3,430,020 3,260,560 3,395,990 Total Expenses $ 3,192,395 $ 3,355,222 $ 3,430,020 $ 3,260,560 $ 3,395,990 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 2,765,089 427,306 - 2,918,610 436,612 - 2,988,660 441,360 - 2,823,310 437,250 - 2,954,620 441,370 - $ 3,192,395 $ 3,355,222 $ 3,430,020 $ 3,260,560 $ 3,395,990 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 330,342 3,192,395 329,433 3,355,222 297,000 3,430,020 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 297,000 3,260,560 292,000 3,395,990 $ (2,862,053) $ (3,025,789) $ (3,133,020) $ (2,963,560) $ (3,103,990) 132 Return to Contents DEVELOPMENT SERVICES PURPOSE STATEMENT OBJECTIVES FY 2021 Development Services helps ensure that the development of Gilbert is well planned, efficient, safe and maintained. Prosperous Community ♦ 10-year update of General Plan approved by voters Exceptional Built Environment ♦ Complete shade and Streetscape Masterplan ♦ Land Development Code update approved by Council ♦ Code Compliance will continue to strive for a successful case resolution rate of 98%, prior to any court enforcement action being taken ♦ Complete all requested inspections within the established timeframe ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ 10-year update of General Plan approved by Town Council Land Development Code Subcommittee refreshed the Land Development Code Piloted remote/digital inspections Transportation Masterplan Update kicked-off Quality Assurance Program finalized BUDGET NOTES The FY 2021 budget includes a new Senior Transportation Planner in Transportation Planning. Development Services Administration has a decrease in budget in Administration with an increase in Permits and Licensing, Plan Review and Inspection, Planning Services, Transportation Planning and Engineering Development. Overall, Development Services personnel budget increased from FY 2020 while their supplies and contractual budget decreased from FY 2020. Org Focus Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Percent of Planning Review Comments Returned on Schedule 98% 98% 98% 99% >90% Percent of Planning Projects Completed Within Established Schedules 98% 98% 98% 99% >90% Percent of Building Safety and Fire Inspection Requests Completed Within Scheduled Times 100% 100% 100% 100% 100% Percent of Code Compliance Cases Resolved Through Community Outreach and Education 99% 99% 99% 98% >98% PERFORMANCE MEASURES 133 Return to Contents DEVELOPMENT SERVICES Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 2.00 6.50 44.80 13.00 2.00 3.00 2.00 7.33 45.80 13.00 2.00 3.00 2.00 7.52 45.80 13.00 2.00 4.00 2.00 7.52 45.80 13.00 2.00 4.00 2.00 7.52 45.80 13.00 3.00 4.00 71.30 73.13 74.32 74.32 75.32 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 295,907 581,323 3,994,658 1,259,240 257,793 327,737 525,467 713,090 4,157,379 1,261,386 191,394 384,346 752,540 787,950 4,465,050 1,384,020 260,750 465,270 609,950 614,210 4,522,930 1,354,150 234,460 522,350 460,220 799,490 4,637,090 1,385,930 399,020 526,990 $ 6,716,658 $ 7,233,062 $ 8,115,580 $ 7,858,050 $ 8,208,740 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 6,239,978 423,303 53,377 6,242,477 963,669 26,916 7,033,460 1,057,120 25,000 6,744,870 1,089,180 24,000 7,184,310 1,024,430 - $ 6,716,658 $ 7,233,062 $ 8,115,580 $ 7,858,050 $ 8,208,740 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 7,239,744 6,716,658 8,451,382 7,233,062 6,635,000 8,115,580 523,086 $ 1,218,320 PERSONNEL BY ACTIVITY Administration Permits and Licensing Plan Review and Inspection Planning Services Transportation Planning Development Engineering Total Personnel EXPENSES BY ACTIVITY Administration Permits and Licensing Plan Review and Inspection Planning Services Transportation Planning Development Engineering Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses OPERATING RESULTS Total Revenues Total Expenses Net Operating Result $ 134 6,603,000 7,858,050 6,021,000 8,208,740 $ (1,480,580) $ (1,255,050) $ (2,187,740) Return to Contents POLICE PURPOSE STATEMENT OBJECTIVES FY 2021 The Gilbert Police Department's mission is to serve as law enforcement leaders in protecting and assisting all people in our community through effective problem solving, professional service, and the relentless pursuit of those who victimize our citizens and compromise public safety. Prosperous Community ♦ Maintain status as one of the safest cities in the US for cities with a population over 200,000 residents ♦ Expand School Resource Officer coverage to cover the majority of all high schools and junior high schools Exceptional Built Environment ♦ Selected vendor will begin upgrade process for our Report Management System and Computer Aided Dispatch systems ♦ Install additional dispatch terminals within dispatch center to facilitate the expansion of a second patrol channel ♦ Identify funding sources for Advocacy Center, Dispatch expansion and additional needed space for current and future Police department needs ♦ Increase dispatch staffing to implement a second patrol channel ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Achieved a 6% reduction in total Part 1 Crimes in 2019 compared to 2018 Expanded our full-time Peer Support and Employee Wellness Unit to two full-time employees to help reduce work related injuries and expenses Gilbert Public Safety Training Facility is over 50% complete and on schedule for FY 2021 completion 2nd Safest US City with a population over 250,000 residents Decreased injury related collisions to 0.4725 collisions per 1,000 residents from the prior three-year average of 0.60 per 1,000 residents Decreased alcohol/drug related collisions to 0.1425 collisions per 1,000 residents from the prior three-year average of 0.16 per 1,000 residents Through community donations, purchased therapy canine, Cora, for employee wellness and resiliency Org Focus BUDGET NOTES The FY 2021 personnel budget includes the addition of: (1) Detective SAU, (1) Detective PCU, (7) Dispatcher II, (1) Detective SVU, (3) School Resource Officers, (1) Detective, FCU Asset Forfeiture, (1) Police Department Lieutenant Training, (5) Advanced Training Officers. Overall budget for Police Department has decreased from FY 2020 in Personnel, Supplies and Contractual and Capital Outlay. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Clearance Rates Compared to National - Violent Crimes 55.5% 48.2% 40.1% 48.0% >45.5% Clearance Rates Compared to National - Property Crimes 23.9% 25.5% 19.1% 24.0% >17.6% Time Between Emergency Call Received to Responder Arrival 4:13 4:07 4:04 4:00 <5:30 Success Rate Answering Emergency 911 Calls Within 10 seconds 93.8% 93.9% 93.5% 94.0% >90.0% Maintain Domestic Violence Recidivism Rate of Less Than 5% 2.5% 2.9% 3.3% 2.5% <5.0% 135 Return to Contents POLICE Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 5.00 87.50 9.00 178.00 58.00 44.00 5.00 88.00 13.50 199.00 61.00 39.00 5.00 93.00 14.50 213.00 61.00 39.00 4.00 94.00 16.50 209.80 61.00 40.00 4.00 101.00 22.50 209.80 65.00 43.00 Total Sworn Total Civilian 251.00 130.50 275.00 130.50 288.00 137.50 288.00 137.30 301.00 144.30 Total Personnel 381.50 405.50 425.50 425.30 445.30 EXPENSES BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 2,569,066 8,459,288 980,750 24,568,143 9,165,654 6,203,314 5,896,105 8,764,714 4,055,137 23,314,787 9,204,333 5,770,504 3,003,380 10,000,405 1,898,875 28,647,810 10,264,460 6,127,900 872,090 9,632,930 5,307,120 25,080,520 10,103,040 6,116,190 837,180 10,799,870 3,474,410 26,575,840 10,246,610 6,781,360 $ 51,946,215 $ 57,005,580 $ 59,942,830 $ 57,111,890 $ 58,715,270 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 45,843,155 5,672,908 430,152 50,796,874 5,990,376 218,330 52,567,670 6,707,210 667,950 50,152,380 6,722,810 236,700 51,430,860 6,643,180 641,230 $ 51,946,215 $ 57,005,580 $ 59,942,830 $ 57,111,890 $ 58,715,270 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Total Expenses 3,515,809 51,946,215 3,364,949 57,005,580 3,402,000 59,942,830 3,047,000 57,111,890 2,967,000 58,715,270 PERSONNEL BY ACTIVITY Administration Support Services Office of Professional Stds Patrol Criminal Investigations Special Enforcement Unit Administration Support Services Office of Professional Stds Patrol Criminal Investigations Special Enforcement Unit Total Expenses Total Expenses Net Operating Result $(48,430,406) $(53,640,631) $(56,540,830) $(54,064,890) $(55,748,270) 136 Return to Contents FIRE AND RESCUE PURPOSE STATEMENT OBJECTIVES FY 2021 Gilbert Fire and Rescue Department (GFRD) aims 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 community risk reduction programs; and maintenance of a highly trained and dedicated workforce. Prosperous Community ♦ Enhance training programs for employees to include the creation of development plans, succession planning and educational opportunities ♦ Strengthen programs that promote the health, wellness and safety of all department employees ♦ Expand the use of data to improve community risk reduction outreach and outcomes ♦ Implement a second Gilbert ambulance to further augment ambulance transportation services in the community ♦ Continue addressing action plans associated with the GFRD Strategic Plan and Community Risk Assessment Exceptional Built Environment ♦ Transition the Training Division personnel, programs and activities to the Public Safety Training Facility ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Appeared before the Commission on Fire Accreditation International of the Center for Public Safety Excellence and received accredited status Six paramedic students successfully graduated with National Registry Certification Four recruit firefighters successfully completed the Regional Fire Academy Supported activities related to the construction of the Public Safety Training Facility Fire Protection Classification evaluation conducted by the Insurance Services Office resulting in Gilbert receiving the highest classification of 1 Utilized available data to focus community risk reduction efforts on highest risks in the community, i.e. fall prevention Completed research and began implementation of best practices for reducing the likelihood of injuries and illnesses of employees Implemented an Ambulance Transportation Division and began limited ambulance service Org Focus BUDGET NOTES Personnel costs and FTE decrease as a result of moving FTE related to Ambulance Service to Special Revenue. This reduction in FTE is offset by an increase General Fund FTE including a Deputy Chief Employee Wellness, Fire Equipment Technician, and a Public Safety Supervisor for the Public Safety Training Facility. Multiple one-time expenditures are budgeted in FY 2021 with the most notable being $860,000 for a second set of turnouts for the first responders. Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Structure fires per 1,000 population .355 .284 .247 .250 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 or less) 7:20 7:16 7:13 7:00 6:00 90th percentile response time from alarm room processing to on scene for High Risk EMS incidents 7:15 7:26 7:41 7:15 6.00 90th percentile response time from alarm room processing to on scene for Moderate Risk Fire incidents 7:30 7:24 7:17 7:15 7:20 90th percentile response time from alarm room processing to on scene for High Risk Fire incidents 9:02 7:03 7:32 7:30 7:20 PERFORMANCE MEASURES 137 Return to Contents FIRE AND RESCUE PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Administration Training Operations Prevention and Education 6.00 5.00 195.00 10.00 6.00 5.00 195.00 10.00 6.00 5.00 202.00 10.00 6.00 5.00 195.00 10.00 6.00 6.00 197.00 10.00 Total Personnel 216.00 216.00 223.00 216.00 219.00 EXPENSES BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,940,226 983,390 31,106,773 1,341,607 3,689,547 850,193 29,776,465 1,328,599 1,191,240 865,860 31,749,710 1,419,170 1,065,320 877,840 30,593,740 1,388,060 1,108,640 1,060,590 31,262,420 1,322,850 $ 35,371,996 $ 35,644,804 $ 35,225,980 $ 33,924,960 $ 34,754,500 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 31,357,737 3,974,782 39,477 31,731,239 3,913,565 - 30,651,690 4,508,540 65,750 29,653,630 4,198,580 72,750 29,234,440 5,400,610 119,450 $ 35,371,996 $ 35,644,804 $ 35,225,980 $ 33,924,960 $ 34,754,500 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Total Expenses 2,066,717 35,371,996 2,217,821 35,644,804 2,414,000 35,225,980 1,946,000 33,924,960 1,995,000 34,754,500 Administration Training Operations Prevention and Education Total Expenses Total Expenses Net Operating Result $(33,305,279) $(33,426,983) $(32,811,980) $(31,978,960) $(32,759,500) 138 Return to Contents PARKS AND RECREATION PURPOSE STATEMENT OBJECTIVES FY 2021 The Parks and Recreation Department aims 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 ♦ Opening of Phase 1B for Gilbert Regional Park which includes 16 pickleball courts, 6 tennis courts, 2 basketball courts, 6 sand volleyball courts, great lawn, amphitheater, additional ramadas and restrooms ♦ Complete Customer-Culture evaluation and incorporate suggested improvements ♦ Introduce 2-3 new events to the overall Gilbert Event Calendar and implement a Concert in the Park and Movie in the Park series at Gilbert Regional Park ♦ Complete CAPRA Accreditation Strong Economy ♦ Focus efforts on marketing and rentals of new multi-purpose room (former fitness room) at the Gilbert Community Center. Revenue goal for FY 2021 is $9,000 ♦ Complete RFP process and complete PublicPrivate Partnerships for 5 acre and 10 acre parcels for Gilbert Regional Park ♦ Implement fee updates for new amenities and ongoing programming/operations ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Opened Phase I of Gilbert Regional Park Opened Phase I of Desert Sky Park Successfully completed the first year of operation at Cactus Yards. Facility was named United States Specialty Sports Association (USSSA) Facility of the Year Completed flooring and renovation project at Freestone Recreation Center Rental Revenue at the McQueen Park Activity Center increased by 275% during the first three quarters of FY 2020 (up from $18,705 to $70,138) Gilbert Community Center special events continue to grow in popularity prompting a second seating for this year's Mother/Son Glow Dance Crossroads Park and McQueen Park ballfields were named as Pioneer Athletics’ “Fields of Excellence” award winners Riparian After Dark event had over 50,000 patrons during the 6 nights the event was offered in December 2019 Org Focus BUDGET NOTES FTE increases include an Administrative Assistant, Facilities Maintenance Technician, Security System Technician, Aquatic Facility Technician, Recreation Specialist, and multiple part-time and seasonal positions. The Supplies and Contractual budget increases as a result of the new FTE, contract increases and one-time expenditures for A/C’s, security upgrades, parking lot resurfacing and multiple other items. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Annual Participation at Freestone Recreation Center (in Thousands) 257.1 248.3 193.7 240.5 250.0 Percent of Ratings Above Average or Excellent on the Event Satisfaction Surveys Provided to Participants and Sponsors for Each Special Event 96% 95% 95% 95% 90% Field Trip Educational Programs at Riparian 34 30 30 36 34 Level of Preventive Maintenance Compared to Corrective Repairs ( Preventative Percent / Corrective Percent) 55%/45% 52%/48% 56%/44% 56%/44% 20%/80% 856 928 1,256 1,150 1,100 Ramada Rentals 139 Return to Contents PARKS AND RECREATION PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Administration Parks and Open Space Aquatics Recreation Centers Precreation Programs Facilities Maintenance 10.58 37.31 17.78 40.12 6.95 12.48 10.58 60.06 17.78 40.12 6.95 12.48 10.58 75.81 17.78 41.43 6.95 13.48 11.98 71.11 17.54 41.93 7.99 13.00 12.73 72.81 18.34 42.93 9.24 15.25 Total Personnel 125.22 147.97 166.03 163.55 171.30 EXPENSES BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,200,137 5,363,730 799,223 6,383,536 1,025,459 3,875,631 1,257,707 6,401,795 855,304 5,977,523 984,214 3,709,852 1,313,060 9,017,380 963,200 6,632,460 1,451,660 3,627,780 1,295,990 8,936,300 964,300 6,624,830 1,296,610 3,662,440 1,543,220 8,812,410 972,280 7,454,320 1,473,690 4,205,320 $ 18,647,716 $ 19,186,395 $ 23,005,540 $ 22,780,470 $ 24,461,240 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 7,097,302 11,423,664 126,750 7,694,944 11,090,501 400,950 10,203,930 12,407,910 393,700 9,750,910 12,658,850 370,710 10,438,610 13,784,230 238,400 $ 18,647,716 $ 19,186,395 $ 23,005,540 $ 22,780,470 $ 24,461,240 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Total Expenses 3,982,007 18,647,716 4,507,449 19,186,395 5,657,000 23,005,540 5,196,000 22,780,470 5,695,000 24,461,240 Administration Parks and Open Space Aquatics Recreation Centers Precreation Programs Facilities Maintenance Total Expenses Total Expenses Net Operating Result $(14,665,709) $(14,678,946) $(17,348,540) $(17,584,470) $(18,766,240) 140 Return to Contents ENGINEERING SERVICES PURPOSE STATEMENT OBJECTIVES FY 2021 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 shortand 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. ACCOMPLISHMENTS FY 2020 Exceptional Built Environment ♦ Conclude Fiber Optic Implementation Plan ♦ Continue working on a system-wide traffic signal timing effort ♦ Complete an update of the Intelligent Traffic Systems Master Plan ♦ Achieve a response time of one business day from receipt to 95% of 311 requests from citizens ♦ Implement turn safety enhancements at intersections and other locations as identified by systematic annual prioritization process ♦ BUDGET NOTES ♦ ♦ ♦ ♦ ♦ ♦ Completed traffic signal timing on three corridors: portions of Williams Field, Val Vista, Higley Obtained Maricopa County Association of Governments (MAG) Service Management and Operations (SM&O) grant funding to upgrade the ITS infrastructure at more than 20 intersections in the Town of Gilbert Added two variable message boards to the Town’s assets, enabling faster response and deployment to notify of temporary traffic conditions 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 2021 adoption Initiated preparation of the Town Fiber Optic Implementation Plan Helped to identify and scope two trail safety crossing projects: (1) Greenfield south of Guadalupe along Powerline trail, (2) Val Vista and Eastern Canal Org Focus There are no FTE added to the Engineering Services budget in FY 2021. Supplies and contractual budget appropriation remains consistent from FY 2020. Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Percentage of Citizen Contacts Responded to Within 24 Hours 90% 95% 95% 95% N/A Number of Left-Turn Safety Enhancement Projects Implemented 2 1 3 3 N/A PERFORMANCE MEASURES 141 Return to Contents ENGINEERING SERVICES PERSONNEL BY ACTIVITY Engineering Admin Traffic Engineering Total Personnel EXPENSES BY ACTIVITY Engineering Admin Traffic Engineering Total Expenses $ Budget FY 2020 Projected FY 2020 Budget FY 2021 0.60 4.00 0.60 4.00 1.60 4.00 0.60 5.00 0.60 5.00 4.60 4.60 5.60 5.60 5.60 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 491,565 126,426 356,154 $ Actual FY 2018 Personnel Supplies & Contractual Capital Outlay $ 491,565 $ $ $ 482,580 704,140 127,280 500,450 $ Budget FY 2020 393,617 56,075 32,888 Actual FY 2018 Total Revenues Total Expenses 482,580 124,150 579,990 Actual FY 2019 406,866 84,699 - OPERATING RESULTS Net Operating Result Actual FY 2019 122,810 368,755 EXPENSES BY CATEGORY Total Expenses Actual FY 2018 Actual FY 2019 704,140 $ Projected FY 2020 597,270 106,870 $ 627,730 127,470 624,200 Budget FY 2021 380,490 247,240 $ Budget FY 2020 627,730 751,670 645,800 105,870 $ Projected FY 2020 751,670 Budget FY 2021 491,565 482,580 704,140 627,730 751,670 (491,565) $ (482,580) $ (704,140) $ (627,730) $ (751,670) 142 Return to Contents Streets Fund _____________________________________ Streets Fund Summary Streets Fund Benchmarks Streets Return to Contents PUBLIC WORKS Streets Maintenance Traffic Control Right of Way Maintenance Asphalt Patching Street Lighting Landscape Maintenance Crack Sealing Traffic Signal Maintenance Concrete Repair Fog Sealing Street Marking Shoulder Maintenance Hazard Response Street Signs Preventive Maintenance Traffic Operations Center Street Cleaning Return to Contents STREETS FUND FUND DESCRIPTION It is Streets’ mission to provide a safe, reliable, and 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. VLT 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 2021. Roadway and Maintenance Total Operating Revenues $ Total Operating Expenses Operating Income (Loss) 10,418,000 $ (8,798,680) $ 1,619,320 Non-Operating Revenues (Expenses) Income (Loss) Before Transfers HURF 16,445,000 (16,621,130) $ (176,130) $ 1,619,320 $ (176,130) Transfers In 600,000 - Transfers Out (15,417,710) (1,027,190) Net Income $ (13,198,390) $ (1,203,320) ORGANIZATIONAL FOCUS AREAS These icons indicate the organizational focus areas addressed throughout the Streets Fund. Prosperous Community Strong Economy 145 Exceptional Built Environment Return to Contents STREETS FUND Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 0.00 53.49 0.00 55.66 0.00 55.66 1.00 54.66 1.00 56.66 53.49 55.66 55.66 55.66 57.66 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 6,382,168 12,567,449 2,848,710 13,367,152 6,569,530 16,455,130 4,388,120 15,310,010 8,798,680 16,621,130 $ 18,949,617 $ 16,215,862 $ 23,024,660 $ 19,698,130 $ 25,419,810 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 3,798,802 8,885,485 6,265,330 4,365,016 9,196,068 2,654,778 4,932,360 17,956,300 136,000 4,528,150 15,165,330 4,650 5,263,510 20,044,800 111,500 $ 18,949,617 $ 16,215,862 $ 23,024,660 $ 19,698,130 $ 25,419,810 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 25,669,559 - 27,704,644 - 27,658,000 618,000 25,773,000 618,000 26,863,000 600,000 Total Sources $ 25,669,559 $ 27,704,644 $ 28,276,000 $ 26,391,000 $ 27,463,000 Total Expenses Transfers Out 18,949,617 4,677,840 16,215,862 11,012,316 23,024,660 14,081,120 19,698,130 2,507,144 25,419,810 16,444,900 Total Uses $ 23,627,457 $ 27,228,178 $ 37,105,780 $ 22,205,274 $ 41,864,710 Net Operating Result $ 2,042,102 $ $ (8,829,780) $ 4,185,726 $(14,401,710) PERSONNEL BY DIVISION Roadway and Maintenance HURF Total Personnel EXPENSES BY DIVISION Roadway and Maintenance HURF Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 476,466 146 Return to 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 2019. Days to Repair Streetlight Outage 7 average days to repair streetlight outage in Gilbert Note: The average number of days to repair a streetlight outage once the city or town is notified of the outage. City of Las Cruces reports a wide variance of 5 to 25 days. As a result, the average number was taken. Source: Information provided was obtained from municipal budget documents and public works staff for FY 2019. 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 2019. 147 Return to Contents 148 Return to Contents STREETS PURPOSE STATEMENT OBJECTIVES FY 2021 The Streets Division aims 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 ♦ Re-rate 20% of roadway network ♦ Replace 100% of all identified street lights scheduled for replacement per LRIP ♦ Upgrade 100 IISNS ♦ Complete 100% of Streetlight work orders reported within 7 days ♦ 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 ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained a network Pavement Condition Index (PCI) of 72 Re-rated 20% of roadway network Crack sealed 100% of all roadways prior to scheduled maintenance Inventoried and surveyed 86.5 miles of newly accepted roadways Applied micro-surfacing to 20 miles of Arterial Roadways Upgraded 420 streetlights to current standards Long Range Infrastructure Plan (LRIP) Completed Internally Illuminated Street Name Sign (IISNS) project (signalized intersections). 92 signs total Crack Sealed 100% of all roadways prior to scheduled maintenance Removed 100% of graffiti within 48 hours of notice from the police department Org Focus BUDGET NOTES The FY 2021 budget has increased personnel in Streets for (1) ITS Specialist and (1) Maintenance Coordinator for Streetlights. Overall, the budget for FY 2021 has increased for the Streets department, with increases in personnel and supplies and contractual, with a decrease in capital outlay. Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Network Pavement Condition Index (PCI) 74.0 72.8 72.0 72.0 72.0 Percentage of Roadway Network Re-Rated 22.5% 27.7% 20.0% 20.0% 20.0% Streetlight Repairs Made Within Seven Days 98% 98% 100% 100% 100% Regulatory Signs Over 10 Years Old Replaced 1,774 4,562 3,934 4,966 4,966 Non-Regulatory Signs Over 15 Years Old Replaced N/A N/A 293 2,095 2,095 PERFORMANCE MEASURES 149 Return to Contents STREETS PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Administration Streets Maintenance Traffic Control Right of Way Maintenance 3.00 23.84 21.66 4.99 4.00 24.01 22.66 4.99 4.00 24.01 22.66 4.99 4.00 24.01 22.66 4.99 4.00 24.01 24.66 4.99 53.49 55.66 55.66 55.66 57.66 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 5,430,763 1,998,978 6,836,243 3,015,609 1,668,024 3,477,415 2,425,481 6,711,092 3,544,587 57,287 5,983,530 2,716,850 8,299,560 4,026,180 1,998,540 4,573,350 2,591,580 7,785,400 4,094,340 653,460 8,017,610 3,056,470 8,461,660 3,508,530 2,375,540 $ 18,949,617 $ 16,215,862 $ 23,024,660 $ 19,698,130 $ 25,419,810 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 3,798,802 8,885,485 6,265,330 4,365,016 9,196,068 2,654,778 4,932,360 17,956,300 136,000 4,528,150 15,165,330 4,650 5,263,510 20,044,800 111,500 $ 18,949,617 $ 16,215,862 $ 23,024,660 $ 19,698,130 $ 25,419,810 Total Personnel EXPENSES BY ACTIVITY Administration Streets Maintenance Traffic Control Right of Way Maintenance Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 150 Return to Contents Enterprise Funds __________________________________________ Enterprise Funds Summary Enterprise Fund Benchmarks Water Wastewater Environmental Services - Residential Environmental Services – Commercial Environmental Compliance Return to Contents PUBLIC WORKS Enterprise Funds Water Environmental Services - Residential Administration Administration Utility Customer Service Collections Utility Locates Uncontained Production Recycling Water Resources Enviro Programs Conservation Distribution Quality Environmental Services - Commercial Administration Collections Wastewater Roll-offs Administration Lift Stations Gravity Systems Environmental Compliance Plant Operations Street Cleaning Reuse/Recharge Quality Storm Water Return to 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. Environmental Services Residential - Environmentally sound collection and disposal of solid waste for residential customers, and environmental compliance programs such as storm water and air quality. Environmental 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 2021. Water Wastewater Environmental Services Residential Commercial Environmental Compliance Total Operating Revenues $ 51,350,000 $ 30,585,000 $ 14,945,000 $ Total Operating Expenses (34,335,240) (19,955,000) (16,282,010) $ 17,014,760 $ 10,630,000 $ (1,337,010) Operating Income (Loss) Non-Operating Revenues (Expenses) Income (Loss) Before Transfers - - - $ 17,014,760 $ 10,630,000 $ (1,337,010) - 1,035,000 - Transfers In Transfers Out Net Income $ 2,732,000 (2,690,830) $ 41,170 $ 41,170 5,697,000 (2,080,580) $ 3,616,420 $ 3,616,420 - - - (37,966,750) (27,706,110) (6,484,010) (1,171,850) $ (20,951,990) $ (16,041,110) $ (7,821,020) $ (1,130,680) (4,454,030) $ (837,610) ORGANIZATIONAL FOCUS AREAS These icons indicate the organizational focus areas addressed throughout the Enterprise Funds. Prosperous Community Strong Economy 153 Exceptional Built Environment Return to Contents ENTERPRISE FUNDS PERSONNEL BY DIVISION Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Water Wastewater Enviro Services-Residential Enviro Services-Commercial Environmental Compliance 131.95 43.50 88.40 8.94 0.00 133.50 45.50 79.56 8.94 11.84 135.68 48.50 81.31 8.44 12.09 135.68 48.50 81.31 8.44 12.09 135.93 49.50 82.81 8.44 12.59 Total Personnel 272.79 279.34 286.02 286.02 289.27 EXPENSES BY DIVISION Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Water Wastewater Enviro Services-Residential Enviro Services-Commercial Environmental Compliance 26,151,938 22,067,704 14,875,041 2,245,089 - 27,374,331 15,370,978 13,444,497 2,106,112 998,239 34,052,880 19,376,325 15,125,885 2,461,220 1,967,450 30,427,590 16,866,630 12,756,770 2,109,940 1,593,480 34,335,240 19,955,000 16,282,010 2,690,830 2,080,580 $ 65,339,772 $ 59,294,157 $ 72,983,760 $ 63,754,410 $ 75,343,660 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 19,406,917 37,413,539 8,519,316 20,526,669 37,393,740 1,373,748 23,951,075 48,493,915 538,770 21,721,040 41,555,290 478,080 24,863,490 50,058,990 421,180 $ 65,339,772 $ 59,294,157 $ 72,983,760 $ 63,754,410 $ 75,343,660 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 89,967,617 1,191,794 98,386,759 2,899,293 100,573,000 1,035,000 103,589,000 1,035,000 105,309,000 1,035,000 Total Sources $ 91,159,411 $101,286,052 $ 101,608,000 $104,624,000 $106,344,000 Total Expenses Transfers Out 65,339,772 23,572,530 59,294,157 39,512,678 72,983,760 58,776,450 63,754,410 33,886,353 75,343,660 77,782,750 Total Uses $ 88,912,302 $ 98,806,835 $ 131,760,210 $ 97,640,763 $153,126,410 Net Operating Result $ 2,247,109 $ $ (30,152,210) $ Total Expenses Total Expenses 2,479,217 154 6,983,237 $ (46,782,410) Return to 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 2018-2019 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 2018-2019 Residential Waste Diverted Through Recycling 21.0% waste diverted by Gilbert customers Source: Valley Benchmark Cities, FY 2018-2019 155 Return to Contents 156 Return to Contents WATER PURPOSE STATEMENT OBJECTIVES FY 2021 The Water Division aims to provide safe and reliable water to our community through operational resiliency, enhanced customer service, and water resource adequacy. Prosperous Community ♦ Increase participation in: large landscape users utilizing Waterfluence, participants labeled as Water Wise Gilbert, and commercial water audits performed ♦ Continue to optimize water treatment, aeration equipment and distribution system operations for trihalomethanes (TTHM) compliance and control Strong Economy ♦ Begin implementation of new Utility Billing System ♦ Verify Meter asset information in Eden before data export into new Utility Billing System Exceptional Built Environment ♦ Continued upgrades to the Water Treatment Plant (WTP)/Wells operational controls to maintain high standards and TTHM formation controls ♦ NWTP underdrains and media replacement of additional filters ♦ Add new well and reservoir 30 for blending of well 29 nitrates and bring on new well 31 ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Implementation of the self-cleaning strainers for the Santan Vista Water Treatment Plant (SVWTP) SVWTP filter surveillance of phase I (8 phase I filters and 2 phase II filters) North Water Treatment Plant (NWTP) underdrains and media replacement of 6 filters Developed CIP projects from NWTP facility assessment Implementation of Sustainable Water Allocation Policy Expanded participation in landscape monitoring program and the Waterfluence web platform, from 164 sites to 232 sites. Combined efforts saved 174 million gallons annually Increased paperless utility billing customers by 22%, Neighbor 2 Neighbor by 14% and Autopay by 4% Distribution System Maintenance - Hydrant PMs 3.324 and valve exercised 10,404 Org Focus BUDGET NOTES No new FTE are added for FY 2021. One-time capital outlay expenditures include six traffic message boards, a 6-yard dump truck, a 30” walk behind saw, and Traffic Operations Center instrument replacement. For FY 2021, Water prepared a zero-based budget; resulting in a reallocation of over $1M. Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Number of Analyses Performed In-House (in Thousands) 61.7 56.4 62.5 60.0 60.0 Addition to Portfolio of Stored Credits (in Acre Feet) 34,685 26,454 200 -4,500 >0 Average Percentage of Ground Water Production 32% 28% 25% 25% 10% Number of Large Landscape Participants Utilizing Waterfluence Web Platform 136 204 250 300 350 Number of Water System Valves Exercised 5,624 9,222 10,404 10,404 10,404 PERFORMANCE MEASURES 157 Return to Contents WATER Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 26.75 48.00 5.00 45.00 7.20 25.92 48.00 5.38 46.00 8.20 27.10 48.00 6.38 46.00 8.20 27.10 48.00 6.38 46.00 8.20 27.35 48.00 6.38 46.00 8.20 Total Personnel 131.95 133.50 135.68 135.68 135.93 EXPENSES BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,586,660 10,228,638 6,086,392 6,300,296 980,603 969,349 1,647,787 12,120,038 5,991,621 6,627,162 869,839 117,884 1,730,260 13,925,220 7,327,490 7,094,520 1,000,390 2,975,000 1,748,040 13,406,910 6,195,530 6,455,550 1,007,160 1,614,400 2,042,445 14,104,405 7,307,910 6,716,550 983,650 3,180,280 $ 26,151,938 $ 27,374,331 $ 34,052,880 $ 30,427,590 $ 34,335,240 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 8,440,690 17,300,285 410,963 9,108,367 17,395,319 870,645 10,530,740 23,072,140 450,000 9,730,860 20,616,730 80,000 10,802,040 23,195,020 338,180 $ 26,151,938 $ 27,374,331 $ 34,052,880 $ 30,427,590 $ 34,335,240 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 44,625,518 98,678 48,235,492 - 48,475,000 - 50,475,000 - 51,350,000 - Total Sources $ 44,724,196 $ 48,235,492 $ 48,475,000 $ 50,475,000 $ 51,350,000 Total Expenses Transfers Out 26,151,938 15,156,620 27,374,331 20,753,115 34,052,880 30,248,460 30,427,590 17,050,539 34,335,240 37,966,750 Total Uses $ 41,308,558 $ 48,127,446 $ 64,301,340 $ 47,478,129 $ 72,301,990 Net Operating Result $ 3,415,638 $ $(15,826,340) $ 2,996,871 $(20,951,990) PERSONNEL BY ACTIVITY Administration Production Resources and Conservation Distribution Quality Administration Production Resources and Conservation Distribution Quality Non-Departmental Total Expenses Total Expenses 108,046 158 Return to Contents WASTEWATER PURPOSE STATEMENT OBJECTIVES FY 2021 The mission of the Wastewater Division is to protect the health and safety of the public and provide reliable and efficient wastewater collection, wastewater treatment, effluent 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 one hour ♦ Continue to monitor and add odor and corrosion control chemicals to the sewer system to minimize odor complaints and extend infrastructure life ♦ Inspect all lift station sites daily to verify proper operational performance and perform scheduled preventive maintenance ♦ Monitor and distribute reclaimed water to customer sites daily to meet irrigation demands, thus reducing 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 ♦ Complete construction efforts associated with the Greenfield WRP Phase 3 Expansion ♦ Complete construction efforts associated with the Candlewood lift station and force main ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ 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 Closed Circuit Television (CCTV) 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 Construction efforts associated with the new Candlewood Lift Station Project continued Construction efforts associated with the Greenfield Water Reclamation Plant (WRP) Phase 3 Expansion Project continued Began a new operation and maintenance agreement associated with the Neely Water WRP Updated the Wastewater Long Range Infrastructure Plan Equipment inspections and scheduled preventive maintenance work was performed on all mechanical pumping equipment Org Focus BUDGET NOTES The FY 2021 budget includes the addition of one new FTE: an Odor Control Technician. A truck for this position is included in the Capital Outlay budget. A majority of the increase in supplies and contractual budget is as a result of increased chemical and utility costs. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Percent of Sewer System Cleaned 30% 23% 20% 20% 20% Percent of Sewer System Inspected 20% 15% 15% 15% 15% Percent of Available Treatment Capacity Utilized at Neely Treatment Plant 88% 87% 85% 75% < 100% 79% 84% 90% 65% < 100% 42% 39% 38% 40% 40% Percent of Available Treatment Capacity Utilized at Greenfield Treatment Plant (additional capacity coming online in FY 2021) Percent of Total Reclaimed Water Supply Directly Reused by Customers (With Percent Remaining Going to Groundwater Recharge) 159 Return to Contents WASTEWATER Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Administration Collections Plant Operations Reclaimed Quality 2.50 22.20 0.00 12.80 6.00 3.50 23.20 0.00 12.80 6.00 3.50 24.20 0.00 14.80 6.00 3.50 24.20 0.00 14.80 6.00 3.50 25.20 0.00 14.80 6.00 Total Personnel 43.50 45.50 48.50 48.50 49.50 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,329,274 4,088,676 7,318,144 1,726,731 438,887 7,165,992 1,401,056 3,792,175 7,837,194 1,850,121 440,968 49,464 1,521,330 4,012,165 8,991,790 2,126,530 564,510 2,160,000 1,552,950 4,113,480 8,017,640 2,370,540 554,710 257,310 1,593,710 4,606,450 8,732,540 2,169,930 557,370 2,295,000 $ 22,067,704 $ 15,370,978 $ 19,376,325 $ 16,866,630 $ 19,955,000 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 3,898,468 11,333,673 6,835,563 4,013,553 10,854,322 503,103 4,740,875 14,546,680 88,770 4,598,500 11,975,050 293,080 5,079,840 14,830,160 45,000 $ 22,067,704 $ 15,370,978 $ 19,376,325 $ 16,866,630 $ 19,955,000 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 26,761,527 950,670 29,103,293 1,199,293 30,085,000 1,035,000 30,710,000 1,035,000 30,585,000 1,035,000 Total Sources $ 27,712,197 $ 30,302,586 $ 31,120,000 $ 31,745,000 $ 31,620,000 Total Expenses Transfers Out 22,067,704 3,770,530 15,370,978 12,253,552 19,376,325 20,017,990 16,866,630 12,034,176 19,955,000 27,706,110 Total Uses $ 25,838,234 $ 27,624,530 $ 39,394,315 $ 28,900,806 $ 47,661,110 Net Operating Result $ 1,873,963 $ 2,678,056 $ (8,274,315) $ 2,844,194 $(16,041,110) PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Collections Plant Operations Reclaimed Quality Non-Departmental Total Expenses Total Expenses 160 Return to Contents ENVIRONMENTAL SERVICES - RESIDENTIAL PURPOSE STATEMENT OBJECTIVES FY 2021 Environmental Services Residential Collections provides refuse, recycling and bulk collection for town residents. 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 ♦ Continue focus on safety training for all team members ♦ Implementation of GPS and routing software ♦ Implementation of paperless tracking ♦ Decrease recycling contamination rate ♦ Increase diversion of refuse ♦ Continue to memorialize standard operating procedures across the division ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ BUDGET NOTES Enhanced safety program to reduce injuries and claims Increased efficiencies by analyzing disposal locations and customer density in collection routes Implemented internal use of 311 and app programs for data collection Memorialized standard operating procedures Org Focus The FY 2021 budget includes new FTE for one Environmental Services Collections Inspector and (.5) Environmental Service Representative. Landfill costs is the main reason for the increased supplies and contractual budget for FY 2021. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Total Tons of Contained Refuse Collected 77,058 79,756 80,023 81,559 81,500 Total Tons of Uncontained Refuse Collected 16,666 16,065 15,369 14,672 14,500 Total Tons of Recycling Collected (Blue Cans) 20,771 21,120 21,474 21,835 21,500 161 Return to Contents ENVIRONMENTAL SERVICES - RESIDENTIAL PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Administration Residential Collections Uncontained Collections Recycling Environmental Programs Street Cleaning Storm Water 5.56 28.79 22.00 16.21 4.00 6.34 5.50 5.56 30.79 22.00 16.21 5.00 0.00 0.00 5.81 31.29 23.00 16.21 5.00 0.00 0.00 5.81 31.29 23.00 16.21 5.00 0.00 0.00 6.31 31.29 23.00 17.21 5.00 0.00 0.00 88.40 79.56 81.31 81.31 82.81 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,191,183 7,073,441 2,416,148 2,154,683 526,216 852,311 514,753 146,306 1,108,070 6,518,207 2,370,543 2,255,379 516,118 282,275 284,535 109,370 1,363,810 6,438,305 2,676,920 2,671,760 537,090 1,438,000 1,272,750 5,832,380 2,152,770 2,790,120 492,350 216,400 1,505,370 6,438,495 2,693,415 3,368,830 560,900 1,715,000 $ 14,875,041 $ 13,444,497 $ 15,125,885 $ 12,756,770 $ 16,282,010 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 6,301,946 7,300,305 1,272,790 6,083,916 7,360,581 - 6,967,350 8,158,535 - 5,760,310 6,996,460 - 7,120,870 9,161,140 - $ 14,875,041 $ 13,444,497 $ 15,125,885 $ 12,756,770 $ 16,282,010 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 15,968,594 142,446 15,404,321 - 14,760,000 - 15,175,000 - 14,945,000 - Total Sources $ 16,111,040 $ 15,404,321 $ 14,760,000 $ 15,175,000 $ 14,945,000 Total Expenses Transfers Out 14,875,041 4,089,430 13,444,497 3,336,568 15,125,885 4,065,060 12,756,770 1,558,060 16,282,010 6,484,010 Total Uses $ 18,964,471 $ 16,781,065 $ 19,190,945 $ 14,314,830 $ 22,766,020 Net Operating Result $ (2,853,431) $ (1,376,744) $ (4,430,945) $ Total Personnel EXPENSES BY ACTIVITY Administration Residential Collections Uncontained Collections Recycling Environmental Programs Street Cleaning Storm Water Non-Departmental Total Expenses EXPENSES BY CATEGORY Personnel Supplies & Contractual Capital Outlay Total Expenses 162 860,170 $ (7,821,020) Return to Contents ENVIRONMENTAL SERVICES - COMMERCIAL PURPOSE STATEMENT OBJECTIVES FY 2021 Environmental Services Commercial Collections provides refuse and recycling collection for commercial businesses within the Town. Exceptional Built Environment ♦ Continue focus on safety training for all team members ♦ Implementation of GPS and routing software ♦ Implementation of paperless tracking ♦ Decrease recycling contamination rate ♦ Implement paperless tracking ♦ Decrease recycling contamination rate ♦ Increase diversion of refuse ♦ Continue to memorialize standard operating procedures across the division ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ Enhanced safety program to reduce injuries and claims Increased efficiencies by analyzing disposal locations and customer density in collection routes Implemented internal use of 311 and app programs for data collection Memorialized standard operating procedures Consolidated containers within the Heritage District Org Focus BUDGET NOTES There were no addition FTE added in FY 2021. The supplies and contractual budget increases as a result of a $30,000 one-time purchase of truck body scales, $15,000 in increased landfill costs, and $90,000 for additional bins and containers. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Tons of Refuse Collected 19,971 20,074 18,897 17,788 17,500 Collections of Cardboard (tons) 728 650 679 709 700 Roll-off Collections (tons) 11,455 10,991 9,781 8,705 8,500 163 Return to Contents ENVIRONMENTAL SERVICES - COMMERCIAL PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Administration Commercial Collections Commercial Rolloffs 0.94 6.00 2.00 0.94 6.00 2.00 0.44 6.00 2.00 0.44 6.00 2.00 0.44 6.00 2.00 8.94 8.94 8.44 8.44 8.44 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 106,055 1,488,824 641,290 8,920 85,200 1,417,075 590,514 13,323 70,840 1,485,160 623,220 282,000 78,120 1,379,880 633,840 18,100 94,300 1,596,010 690,520 310,000 $ 2,245,089 $ 2,106,112 $ 2,461,220 $ 2,109,940 $ 2,690,830 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 765,813 1,479,276 - 753,419 1,352,693 - 752,540 1,708,680 - 706,190 1,298,750 105,000 819,980 1,870,850 - $ 2,245,089 $ 2,106,112 $ 2,461,220 $ 2,109,940 $ 2,690,830 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 2,611,978 - 2,684,955 - 2,703,000 - 2,774,000 - 2,732,000 - Total Sources $ 2,611,978 $ 2,684,955 $ 2,703,000 $ 2,774,000 $ 2,732,000 Total Expenses Transfers Out 2,245,089 555,950 2,106,112 634,443 2,461,220 908,020 2,109,940 583,589 2,690,830 1,171,850 Total Uses $ 2,801,039 $ 2,740,555 $ 3,369,240 $ 2,693,529 $ 3,862,680 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 (189,061) $ (55,600) $ 164 (666,240) $ 80,471 $ (1,130,680) Return to Contents ENVIRONMENTAL COMPLIANCE PURPOSE STATEMENT OBJECTIVES FY 2021 Environmental Compliance houses operations for storm water, air quality, and street cleaning. These operations keep the Town of Gilbert in compliance with federal, state, and county government guidelines. Prosperous Community ♦ Continue to inspect 25% and clean 15% of the Stormwater infrastructure ♦ Continue to work on the Green Gilbert initiative to restaurants and come up with parameters for expectations ♦ Educate Gilbert’s citizens on pollution prevention through classes, events, HOA meetings, and website development Exceptional Built Environment ♦ Continue to train and educate fleet in both north and south yards on the Spill Prevention Control and Counter Measure Plan to remain in compliance ♦ Continue to update Facility Emergency Response Plan for Tier II ♦ Inspect 100% of Gilbert’s drywells ♦ Continue to train and educate field staff on Illicit Discharge Detection and Elimination ♦ Create and update satellite facilities to collect universal waste ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Trained and educated fleet in both north and south yards on the Spill Prevention Control and Counter Measure Plan to remain in compliance Created and updated Facility Emergency Response Plan for Tier II Inspected 25% and cleaned 15% of the Stormwater infrastructure Launched the Green Gilbert initiative to restaurants and came up with parameters for expectations Inspected 100% of Gilbert’s drywells Trained and educated 75% of field staff on Illicit Discharge Detection and Elimination Educated Gilbert’s citizens on pollution prevention through classes, events, HOA meetings, and website development 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. The FY 2021 budget includes (.5) FTE for an Environmental Compliance Coordinator. Personnel has increased from FY 2020 to FY 2021 while supplies and contractual has decreased for FY 2021. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Percentage of Stormwater infrastructure inspected and cleaned 25%/5% 25%/7% 30%/15% 30%/15% 30%/15% Percent of response to all reported illicit discharges in the Town of Gilbert 95% 100% 100% 100% 100% Percentage of Fleet staff trained and educated on the Spill Prevention Control and Counter Measure Plan 75% 80% 85% 95% 100% Percent of field staff trained and educated illicit discharge detection and elimination 60% 75% 75% 75% 100% Percent of Gilbert’s citizens educated on pollution prevention through 8 Town events, 5 classroom visits, 5 HOA meetings, and website development 85% 100% 85% 85% 100% 165 Return to Contents ENVIRONMENTAL COMPLIANCE Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Administration Street Cleaning Storm Water 0.00 0.00 0.00 0.00 6.34 5.50 0.00 6.34 5.75 0.00 6.34 5.75 0.00 6.34 6.25 Total Personnel 0.00 11.84 12.09 12.09 12.59 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 PERSONNEL BY ACTIVITY EXPENSES BY ACTIVITY Administration Street Cleaning Storm Water Non-Departmental Total Expenses $ Personnel Supplies & Contractual Capital Outlay $ $ Total Expenses Transfers Out 28,690 786,160 759,930 18,700 29,340 830,130 912,110 309,000 998,239 $ 1,967,450 $ 1,593,480 $ 2,080,580 Budget FY 2020 Projected FY 2020 Budget FY 2021 567,414 430,825 - 959,570 1,007,880 - 925,180 668,300 - 1,040,760 1,001,820 38,000 998,239 $ 1,967,450 $ 1,593,480 $ 2,080,580 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 - 2,958,698 1,700,000 4,550,000 - 4,455,000 - 5,697,000 - - $ 4,658,698 $ 4,550,000 $ 4,455,000 $ 5,697,000 - 998,239 2,535,000 1,967,450 3,536,920 1,593,480 2,659,989 2,080,580 4,454,030 $ 4,253,469 $ 6,534,610 Actual FY 2018 Total Revenues Transfers In 28,690 826,330 862,430 250,000 Actual FY 2019 - OPERATING RESULTS Total Sources $ Actual FY 2018 EXPENSES BY CATEGORY Total Expenses - 586,965 411,274 - $ Total Uses $ - $ 3,533,239 $ 5,504,370 Net Operating Result $ - $ 1,125,459 $ 166 (954,370) $ 201,531 $ (837,610) Return to Contents Internal Service Funds __________________________________________ Internal Service Funds Summary Fleet Maintenance Health Self Insurance Dental Self Insurance Return to Contents INTERNAL SERVICE FUNDS Management Services Fleet Maintenance Town Council Health Self Insurance Dental Self Insurance Return to 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 169 Exceptional Built Environment Return to Contents INTERNAL SERVICE FUNDS PERSONNEL BY DIVISION Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 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 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Fleet Maintenance Health Self Insurance Dental Self Insurance 7,140,119 14,221,584 1,167,518 7,180,211 15,513,777 1,118,403 8,529,810 17,269,800 1,317,000 6,872,830 19,737,000 1,317,000 8,582,260 18,297,380 1,317,000 $ 22,529,221 $ 23,812,391 $ 27,116,610 $ 27,926,830 $ 28,196,640 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 1,809,118 20,720,103 - 2,067,940 21,744,451 - 2,239,690 24,744,820 132,100 2,142,830 25,734,000 50,000 2,427,440 25,722,100 47,100 $ 22,529,221 $ 23,812,391 $ 27,116,610 $ 27,926,830 $ 28,196,640 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 25,407,940 - 26,060,507 - 27,020,530 - 28,086,000 - 28,090,000 - Total Sources $ 25,407,940 $ 26,060,507 $ 27,020,530 $ 28,086,000 $ 28,090,000 Total Expenses Transfers Out 22,529,221 221,000 23,812,391 224,366 27,116,610 426,290 27,926,830 417,000 28,196,640 56,420 Total Uses $ 22,750,221 $ 24,036,757 $ 27,542,900 $ 28,343,830 $ 28,253,060 Net Operating Result $ 2,657,719 $ 2,023,750 $ Total Personnel Total Expenses Total Expenses 170 (522,370) $ (257,830) $ (163,060) Return to Contents FLEET MAINTENANCE ♦ PURPOSE STATEMENT Fleet Maintenance aims to provide vehicle and equipment maintenance, repair, acquisition, disposition and get-ready in a cost effective manner, while ensuring maximum availability for duty and extending vehicle life through a proactive preventative maintenance program. OBJECTIVES FY 2021 Exceptional Built Environment ♦ Complete construction and implementation of the expanded CNG fuel fill stations ♦ Complete implementation of the South Area Service Center (SASC) repair shop safety retrofits for CNG maintenance ♦ Finalize Go/No Go decision on underground storage tank replacement CIP and timeline ♦ Align resources and make Go/No Go decision and plans for Fleet Management Information System (FMIS) replacement software ♦ Complete training and obtain Emergency Vehicle Technician (EVT) certification for Fire Technician ♦ Finalize plans for Public-Private Partnership (PPP) with Southwest Gas to implement CNG fueling capability at North Area Service Center (NASC) ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Launched Phase II CIP for expanded Compressed Natural Gas (CNG) fueling fill stations Launched CIP for CNG vehicle repair shop safety compliance Completed procurement of 93 replacement/additional vehicles and equipment totaling $6.4M Fleet Optimization - eliminated 24 "Ghost" vehicles from the Gilbert Fleet Defined and implemented Parts Order Fulfillment indicators and automated Parts Request process Defined and implemented Town-wide standardized emergency lighting/upfit specifications for all vehicle procurement Completed 3rd Party evaluation of Fire/Fleet Operations and implemented new procedures for Apparatus Pump testing and annual inspections Org Focus Implemented standardized telematics systems on 150+ vehicles and trained departments on usage BUDGET NOTES No new FTE have been added. The budgets for personnel and supplies and contractual have increased for expenses associated with maintenance parts and equipment. Capital outlay budget decreased slightly for FY 2021. PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Technician Productivity Ratio 70.42% 68.88% 70.00% >70.00% 70.00% Total Number of Work Orders Processed 8,829 8,366 7,950 >8,000 N/A Scheduled vs Unscheduled Maintenance 75%/25% 69%/31% 70%/30% 70%/30% 70%/30% 909 876 894 >900 900 Total Number of Vehicles/Equipment Supported 171 Return to Contents FLEET MAINTENANCE Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 26.00 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 7,140,119 7,180,211 8,529,810 6,872,830 8,582,260 $ 7,140,119 $ 7,180,211 $ 8,529,810 $ 6,872,830 $ 8,582,260 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,809,118 5,331,001 - 2,067,940 5,112,271 - 2,239,690 6,158,020 132,100 2,142,830 4,680,000 50,000 2,317,260 6,217,900 47,100 $ 7,140,119 $ 7,180,211 $ 8,529,810 $ 6,872,830 $ 8,582,260 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 7,413,297 - 7,251,141 - 8,378,530 - 7,100,000 - 8,440,000 - Total Sources $ 7,413,297 $ 7,251,141 $ 8,378,530 $ 7,100,000 $ 8,440,000 Total Expenses Transfers Out 7,140,119 221,000 7,180,211 224,366 8,529,810 426,290 6,872,830 417,000 8,582,260 56,420 Total Uses $ 7,361,119 $ 7,404,577 $ 8,956,100 $ 7,289,830 $ 8,638,680 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 52,178 (153,436) $ 172 (577,570) $ (189,830) $ (198,680) Return to Contents HEALTH SELF INSURANCE PURPOSE STATEMENT OBJECTIVES FY 2021 The Health Self Insurance 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 ♦ Utilize Wellness Coordinator (as a Limited Term Assignment) to expand wellness programs to field employees ♦ Increase those positively impacted by GilbertWellness by 10% ♦ Increase rating for health fund as a good value by 5% ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ ♦ Maintained a healthy fund balance Increased wellness visits by 11% Wellness program positively impacted 50% of employees 71% of employees rated health benefits as a good value Increased Employee Assistance Awareness by 17% Maintained Wellness Program award standings Maintained health premiums with no increase for 4th straight year Assisted at least 6 employees with eliminating medications for chronic conditions due to wellness programs BUDGET NOTES Gilbert offers two plans: Preferred and Banner Select (Narrow Network). For FY 2021, Gilbert was able to increase covered items while keeping premium costs the same. Plan changes include: expand orthotics for all medical necessity, increase chiropractic/acupuncture visits allowed, and add domestic partner coverage option. In addition, budget authorization was received (pending Health Trust Board and Town approval) for a limited term agreement Wellness Coordinator position in FY 2021. Org Focus PERFORMANCE MEASURES Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Average Total Plan Cost (Expense per Participating Employee per Month) (Industry Average $1,466) $1,024 $1,079 $1,132 $1,191 N/A Average Actual Total Premium per Employee per Month (Industry Average $380) $188 $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 1,157 1,180 1,242 1,295 N/A Reserve in Excess of Established Incurred But Not Reported (IBNR) Claims in Millions $3.90M $6.60M $7.50M $8.20M N/A 173 Return to Contents HEALTH SELF INSURANCE PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 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 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Health Self Insurance 14,221,584 15,513,777 17,269,800 19,737,000 18,297,380 $ 14,221,584 $ 15,513,777 $ 17,269,800 $ 19,737,000 $ 18,297,380 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 14,221,584 - 15,513,777 - 17,269,800 - 19,737,000 - 110,180 18,187,200 - $ 14,221,584 $ 15,513,777 $ 17,269,800 $ 19,737,000 $ 18,297,380 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 16,750,982 - 17,517,772 - 17,260,000 - 19,662,000 - 18,285,000 - Total Sources $ 16,750,982 $ 17,517,772 $ 17,260,000 $ 19,662,000 $ 18,285,000 Total Expenses Transfers Out 14,221,584 - 15,513,777 - 17,269,800 - 19,737,000 - 18,297,380 - Total Uses $ 14,221,584 $ 15,513,777 $ 17,269,800 $ 19,737,000 $ 18,297,380 Net Operating Result $ 2,529,398 $ 2,003,995 $ Total Personnel Total Expenses Total Expenses 174 (9,800) $ (75,000) $ (12,380) Return to Contents DENTAL SELF INSURANCE PURPOSE STATEMENT OBJECTIVES FY 2021 The Dental Self Insurance 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 orthodontic coverage to $2K lifetime limit ♦ Sufficient premiums to pay plan expenses ♦ Increase preventive visits by 10% ACCOMPLISHMENTS FY 2020 BUDGET NOTES ♦ ♦ ♦ Sufficient premiums to pay plan expenses Maintained plan with no premium increase Increased use of onsite dental services 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. For FY 2021, Gilbert was able to increase covered items on the plan and keep premium costs the same. The major plan change, for FY 2021, is increasing orthodontic coverage from $1K to $2K lifetime limit. Org Focus Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Average Total Plan Cost (Expense per Participating Employee per Month) (Industry Average $62 to $95) $84 $93 $93 $93 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 1,182 1,227 1,250 1,270 N/A PERFORMANCE MEASURES 175 Return to Contents DENTAL SELF INSURANCE PERSONNEL BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 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 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,167,518 1,118,403 1,317,000 1,317,000 1,317,000 $ 1,167,518 $ 1,118,403 $ 1,317,000 $ 1,317,000 $ 1,317,000 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1,167,518 - 1,118,403 - 1,317,000 - 1,317,000 - 1,317,000 - $ 1,167,518 $ 1,118,403 $ 1,317,000 $ 1,317,000 $ 1,317,000 Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 1,243,661 - 1,291,594 - 1,382,000 - 1,324,000 - 1,365,000 - Total Sources $ 1,243,661 $ 1,291,594 $ 1,382,000 $ 1,324,000 $ 1,365,000 Total Expenses Transfers Out 1,167,518 - 1,118,403 - 1,317,000 - 1,317,000 - 1,317,000 - Total Uses $ 1,167,518 $ 1,118,403 $ 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 76,143 173,191 176 65,000 7,000 48,000 Return to Contents Replacement Funds _________________________________ Replacement Funds Summary Replacement Funds Return to Contents [This page intentionally left blank.] Return to 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 – Gilbert established the General Equipment Replacement Fund in FY 2002. The General Fund makes contributions to the General 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. In FY 2021, Gilbert began expanding the Repair and Replacement Fund to include infrastructure, as well as rolling stock. Streets Equipment Replacement – Gilbert established the Streets Equipment Replacement Fund in FY 2002. The Roadway and Maintenance Fund makes contributions to the Streets 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. Ambulance Service Replacement – Gilbert established the Ambulance Service Replacement Fund in FY 2021. The Ambulance Service Fund makes contributions to the Ambulance Service Replacement Fund based on the useful life of the rolling stock and equipment. Future rolling stock and equipment replacements will be purchased through this fund. Water Repair and Replacement – Gilbert established a Water Repair and Replacement Fund in FY 2004 to annually set aside the cost of using assets over 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 Environmental Services 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 179 Return to Contents REPLACEMENT FUNDS 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 Environmental Services 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 Fund will make contributions to the Environmental Compliance Repair and Replacement Fund based on the useful life of the Storm Water infrastructure, as well as the Street Cleaning rolling stock and equipment. 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 Maintenance Equipment Replacement Fund for future replacement of Fleet assets. The anticipated fund balance as of July 1, 2020 for each replacement fund is listed below. Fund Fund Balance General Streets Ambulance Service Water Wastewater Environmental Services - Residential Environmental Services - Commercial Environmental Compliance Fleet Maintenance $ 11,491,270 6,197,860 75,588,247 60,501,529 3,405,800 909,100 5,009,680 998,700 Total Fund Balance $ 164,102,186 Based on budgeted revenues and expenditures for FY 2021, the anticipated ending fund balance for each replacement fund is as follows: Fund Fund Balance General Streets Ambulance Service Water Wastewater Environmental Services - Residential Environmental Services - Commercial Environmental Compliance Fleet Maintenance $ 6,624,600 5,807,200 246,000 21,449,977 17,797,379 97,090 787,930 5,608,680 900 Total Fund Balance $ 58,419,756 180 Return to Contents REPLACEMENT FUNDS GENERAL REPLACEMENT FUND Actual FY 2018 Actual FY 2019 Budget FY 2020 Total Revenues Transfers In 250,817 2,300,000 349,565 2,300,000 80,000 2,300,000 Total Sources $ Total Expenses Transfers Out 2,550,817 $ 4,989,666 - 2,649,565 682,389 - Total Uses $ $ 682,389 Net Operating Result $ (2,438,849) $ 1,967,176 Actual FY 2018 STREETS REPLACEMENT FUND Total Revenues Transfers In Total Sources 4,989,666 Total Expenses Transfers Out 511,786 $ 725,510 - 596,114 $ 6,419,500 $ $ (4,039,500) $ Budget FY 2020 168,114 428,000 $ 2,380,000 6,419,500 - Actual FY 2019 83,786 428,000 $ $ Projected FY 2020 315,212 - 820,000 200,000 2,300,000 80,000 17,380,000 2,500,000 $ 17,460,000 2,785,330 - 8,296,670 14,030,000 2,785,330 $ 22,326,670 (285,330) $ (4,866,670) Projected FY 2020 30,000 790,000 $ Budget FY 2021 Budget FY 2021 156,000 790,000 $ 1,117,000 - 946,000 30,000 790,000 $ 247,940 - 820,000 1,210,660 - Total Uses $ 725,510 $ 315,212 $ 1,117,000 $ 247,940 $ 1,210,660 Net Operating Result $ (213,724) $ 280,902 $ (297,000) $ 698,060 $ (390,660) AMBULANCE SERVICE REPLACEMENT FUND Total Revenues Transfers In Total Sources $ Total Expenses Transfers Out Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 - - - - - $ - - $ - - $ - - Budget FY 2021 246,000 $ - 246,000 - Total Uses $ - $ - $ - $ - $ - Net Operating Result $ - $ - $ - $ - $ 246,000 WATER REPLACEMENT FUND Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 1,032,008 12,000,000 1,718,814 13,025,594 600,000 13,400,000 1,800,000 13,400,000 600,000 13,430,000 Total Sources $ 13,032,008 $ 14,744,408 $ 14,000,000 $ 15,200,000 $ 14,030,000 Total Expenses Transfers Out 7,317,847 - 957,196 7,393,185 3,493,000 45,563,090 531,730 4,016,423 3,092,500 65,075,770 Total Uses $ 7,317,847 $ 8,350,381 $ 49,056,090 4,548,153 $ 68,168,270 Net Operating Result $ 5,714,161 $ 6,394,027 $ (35,056,090) $ 10,651,847 $ (54,138,270) 181 $ Return to Contents REPLACEMENT FUNDS WASTEWATER REPLACEMENT FUND Actual FY 2018 Actual FY 2019 Budget FY 2020 Total Revenues Transfers In 735,135 2,747,000 1,169,569 9,200,000 200,000 9,200,000 1,200,000 9,200,000 200,000 10,200,000 3,482,135 $ 10,369,569 9,400,000 $ 10,400,000 $ 10,400,000 8,966,539 - 974,958 3,555,026 4,088,500 51,112,430 2,419,040 11,435,231 4,125,590 48,978,560 $ 13,854,271 $ 53,104,150 Total Sources $ Total Expenses Transfers Out $ Projected FY 2020 Budget FY 2021 Total Uses $ $ 4,529,984 $ 55,200,930 Net Operating Result $ (5,484,404) $ 5,839,585 $ (45,800,930) $ (3,454,271) $ (42,704,150) 8,966,539 ENVIRO SVCS RES REPLACEMENT FUND Actual FY 2018 Total Revenues Transfers In 100,382 3,200,000 Total Sources $ Total Expenses Transfers Out 3,300,382 Actual FY 2019 Budget FY 2020 756,279 665,000 $ 3,974,952 - 1,421,279 Projected FY 2020 90,000 680,000 $ 3,655,738 - 770,000 Budget FY 2021 349,700 680,000 $ 4,819,500 - 1,029,700 55,000 1,345,000 $ 150,000 - 1,400,000 4,708,710 - Total Uses $ 3,974,952 $ 150,000 $ Net Operating Result $ (674,570) $ (2,234,459) $ (4,049,500) $ 879,700 $ (3,308,710) Actual FY 2018 ENVIRO SVCS COMM REPLACEMENT FUND Total Revenues Transfers In Total Sources $ Total Expenses Transfers Out 421,687 $ Actual FY 2019 9,687 412,000 $ 3,655,738 Budget FY 2020 32,954 412,000 $ - 444,954 $ 556,414 - - $ 556,414 Net Operating Result $ 421,687 $ (111,460) $ Total Revenues Transfers In Total Sources $ Total Expenses Transfers Out - $ $ 12,625 2,535,000 2,535,000 2,547,625 428,397 Net Operating Result $ (428,397) $ $ 2,547,625 182 $ $ 2,535,000 422,000 2,000 412,000 $ $ (121,500) $ Budget FY 2020 - $ 536,500 Actual FY 2019 428,397 - Total Uses 415,000 - $ 535,170 422,000 $ (121,170) Budget FY 2021 50,000 2,535,000 2,213,000 - 414,000 535,170 - Projected FY 2020 $ 4,708,710 Budget FY 2021 10,000 412,000 536,500 - $ Actual FY 2018 Projected FY 2020 3,000 412,000 Total Uses ENVIRO COMPLIANCE REPLACEMENT FUND 4,819,500 2,585,000 5,000 2,245,000 $ 134,820 - 2,250,000 1,525,000 126,000 $ 2,213,000 $ 134,820 $ 1,651,000 $ 322,000 $ 2,450,180 $ 599,000 Return to Contents REPLACEMENT FUNDS Actual FY 2018 FLEET MAINTENANCE REPLACEMENT FUND Total Revenues Transfers In Total Sources Actual FY 2019 3,132 221,000 $ Total Expenses Transfers Out 224,132 Budget FY 2020 12,264 221,000 $ 233,264 20,700 - Projected FY 2020 417,000 $ - 417,000 Budget FY 2021 10,000 417,000 $ 116,100 971,000 427,000 1,000 50,000 $ 116,100 - 51,000 77,800 971,000 Total Uses $ 20,700 $ - $ 1,087,100 $ 116,100 $ 1,048,800 Net Operating Result $ 203,432 $ 233,264 $ (670,100) $ 310,900 $ (997,800) 183 Return to Contents 184 Return to Contents Special Revenue __________________________________________ Special Revenue Summary Special Revenue Return to Contents [This page intentionally left blank.] Return to 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. 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. CDBG/HOME – The CDGB/HOME Funds include 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. 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. 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. Ambulance Service – The Ambulance Service Fund includes the revenues and expenditures associated with the portion of ambulance transport services operated by the Town of Gilbert 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. 187 Return to 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. 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. Below is a table outlining the anticipated Special Revenue Fund balances as of June 30, 2021 based on the anticipated revenue and expenditures, including transfers, for FY 2021. Estimated Estimated Starting Ending Balance Revenue Expense Balance Grants $ 5,350,700 5,705,250 5,705,250 $ CDBG/HOME $ 14,101 2,607,020 2,607,020 $ 14,101 Street Light Improvement $ 44,600 1,806,070 1,939,000 $ (88,330) Parkway Improvement $ 182,080 942,160 1,117,450 $ 6,790 Police Impound $ 8,870 235,000 198,710 $ 45,160 Ambulance Service $ 394,140 6,536,000 6,928,620 $ 1,520 Other Special Revenue $ 2,212,210 2,369,190 3,149,000 $ 1,432,400 Traffic Signal SDF $ 13,308,892 2,015,000 6,583,960 $ 8,739,932 Police SDF $ 3,175,620 2,005,000 4,315,590 $ 865,030 Fire SDF $ (8,538,827) 2,500,000 1,361,600 $ (7,400,427) Parks and Recreation SDF $ 14,501,009 7,565,000 15,130,410 $ 6,935,599 General Government SDF $ (5,512,420) 2,500,000 2,483,350 $ (5,495,770) Road Maintenance SDF $ 753,000 1,000,000 17,106,690 $ (15,353,690) Water SDF $ 2,492,731 7,550,000 32,556,860 $ (22,514,129) Water Resource Fee $ (25,198,000) 2,500,000 13,606,070 $ (36,304,070) Wastewater SDF - Neely $ 6,082,207 410,000 5,822,520 $ 669,687 Wastewater SDF - Greenfield $ 19,098,443 4,050,000 12,102,740 $ 11,045,703 188 5,350,700 Return to Contents SPECIAL REVENUE FUNDS Actual FY 2018 GRANTS Total Revenues Transfers In Total Sources Actual FY 2019 384,405 $ Total Expenses Transfers Out 384,405 Budget FY 2020 434,961 $ 535,887 - 434,961 $ 432,184 - Total Uses $ 535,887 $ 432,184 $ Net Operating Result $ (151,482) $ 2,777 $ CDBG/HOME FUNDS Actual FY 2018 Total Revenues Transfers In 1,984,826 - Total Sources $ 1,984,826 Total Expenses Transfers Out 1,983,506 - Actual FY 2019 867,275 $ 867,275 $ 449,568 415,078 5,189,150 - 5,189,150 $ 5,189,150 5,189,150 - 250,750 - 5,189,150 $ $ 864,646 $ Net Operating Result $ $ 2,629 $ $ 4,938,400 $ Budget FY 2020 Projected FY 2020 2,039,060 2,039,060 - 924,850 $ $ 1 $ 2,921,434 - 2,922,742 - 2,701,180 12,600 2,701,180 12,600 Total Sources $ 2,921,434 $ 2,922,742 2,713,780 $ 2,713,780 Total Expenses Transfers Out 2,787,256 - 2,822,035 - 3,117,210 - 3,074,700 - Total Uses $ 2,787,256 $ 2,822,035 $ 3,117,210 $ 3,074,700 Net Operating Result $ $ $ (403,430) $ Total Revenues Transfers In Total Sources Actual FY 2019 249,674 $ Total Expenses Transfers Out 249,674 144,518 103,000 $ 250,831 51,962 247,518 $ $ 302,793 Net Operating Result $ (53,119) $ $ 271,823 $ $ 308,380 - 2,748,230 $ 2,748,230 3,056,450 - $ 3,056,450 (360,920) $ (308,220) Budget FY 2021 85,000 100,000 293,380 15,000 (24,305) $ 189 100,000 2,607,020 Budget FY 2021 Projected FY 2020 100,000 - 241,771 30,052 Total Uses Projected FY 2020 Budget FY 2020 2,607,020 1,386,140 1,220,880 924,849 Total Revenues Transfers In Actual FY 2018 $ $ Budget FY 2020 POLICE IMPOUND - 2,607,020 - 787,280 137,569 Actual FY 2019 100,707 5,705,250 Budget FY 2021 924,850 $ 5,705,250 5,705,250 - - Actual FY 2018 134,178 $ $ SPECIAL DISTRICTS $ 5,705,250 - 250,750 788,000 1,251,060 $ 1,983,506 Budget FY 2021 5,189,150 - 2,039,060 - Total Uses 1,320 Projected FY 2020 185,000 85,000 150,000 $ 169,530 15,000 235,000 183,710 15,000 $ 184,530 $ 198,710 (208,380) $ 470 $ 36,290 Return to Contents SPECIAL REVENUE FUNDS AMBULANCE SERVICE Total Revenues Transfers In Total Sources $ Total Expenses Transfers Out Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 - - - 300,000 600,000 - $ - - $ - - $ - 900,000 Budget FY 2021 5,580,000 956,000 $ 505,860 - 6,536,000 6,682,620 246,000 Total Uses $ - $ - $ - $ 505,860 $ 6,928,620 Net Operating Result $ - $ - $ - $ 394,140 $ (392,620) OTHER SPECIAL REVENUE Actual FY 2018 Actual FY 2019 Budget FY 2020 Total Revenues Transfers In 2,209,711 - 1,982,651 36,494 2,578,690 600,000 1,578,690 600,000 Total Sources $ 2,209,711 $ 2,019,145 3,178,690 $ 2,178,690 Total Expenses Transfers Out 2,203,211 23,286 2,014,705 28 3,137,630 - 2,028,780 - Total Uses $ 2,226,497 $ 2,014,733 $ 3,137,630 $ 2,028,780 $ 3,149,000 Net Operating Result $ $ 41,060 $ $ (779,810) (16,786) $ 4,412 $ Projected FY 2020 149,910 Budget FY 2021 2,369,190 $ 2,369,190 3,149,000 - SYSTEM DEVELOPMENT FEES Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 37,827,682 10,732,376 41,764,364 - 51,170,000 - 52,906,796 - 32,095,000 - Total Sources $ 48,560,058 $ 41,764,364 $ 51,170,000 $ 52,906,796 $ 32,095,000 Total Expenses Transfers Out 11,596,690 36,269,995 1,022,988 80,198,633 178,760,455 3,920 52,506,921 1,328,600 109,741,190 Total Uses $ 47,866,685 $ 81,221,621 $ 178,760,455 $ 52,510,841 $ 111,069,790 Net Operating Result $ $(39,457,257) $(127,590,455) $ 693,373 190 395,955 $ (78,974,790) Return to 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 Return to Contents [This page intentionally left blank.] Return to Contents OTHER CAPITAL FUNDS PURPOSE STATEMENT OBJECTIVES FY 2021 Plan for future town infrastructure needs and ensure Gilbert funded infrastructure is designed and constructed to the appropriate standards. Exceptional Built Environment ♦ Manage completion of Shade and Streetscape Plan ♦ ADOT procure construction for Lindsay TI by Q4 of 2021 ♦ ADOT completion of Western Powerline Trail pedestrian overpass by Q4 of 2021 ♦ Integration of CIP PM software (e-Builder) with other systems of record in the Town (MUNIS, OnBase, GIS). Train and integrate other internal users of e-Builder software ♦ Completion of Traffic Systems Management Operations (TSMO) plan ♦ Completion of the integrated Mobility Plan (Transportation Master Plan) ♦ Completion of the Public Safety Training Facility ♦ Completion of two trail safety crossing projects: (1) Greenfield south of Guadalupe along powerline trial. (2) Val Vista and Eastern Canal ACCOMPLISHMENTS FY 2020 ♦ ♦ ♦ ♦ ♦ ♦ ♦ Lindsay Road/SR202L Traffic Interchange (ST1580) – Complete utility relocations and complete design by July 2020 Gilbert Regional Park (PR0310) - Open Phase 1A in October 2019 and complete construction of Phase 1B in October 2020 Worked with Citizens Transportation Task Force to prepare recommendation to Council for Transportation and Infrastructure Bond Election in November 2021 North Water Treatment Plant – Completed comprehensive condition assessment, facility assessment and presentation of alternatives for consideration by Council Managed construction of the Public Safety Training Facility (thru 50% completion) Assisted all departments in business case development (need) of new projects into FY 2021 CIP update Successfully implemented FY 2021 CIP Program Development through CIP Project Management Software (e-Builder). Estimated 288 projects total with 75 new project requests Org Focus BUDGET NOTES CIP Administration has no increase in FTE for FY 2021. One-time expenditures totaling $175,000 are included in the CIP Administration budget for integration and configuration for Ebuilder software. An additional $105,000 in ongoing expenditures for Ebuilder licenses and annual Ebuilder maintenance costs are also included. CIP project expenditures have decreased from FY 2020. Actual FY 2018 Actual FY 2019 Projected FY 2020 Expected FY 2021 Target Management of Projects in Project Management Software N/A 20 250 36 N/A New Projects Scoped and Cost Estimated 38 55 77 30 N/A New Contracts Issued 100 95 100 100 N/A Total Investment in Capital Projects (in Millions) $114.3 $158.1 $165.0 $145.0 N/A Manage Active Projects 135 130 129 150 N/A PERFORMANCE MEASURES 193 Return to Contents OTHER CAPITAL FUNDS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Capital Projects Admin 12.40 12.40 13.40 13.40 13.40 Total Personnel 12.40 12.40 13.40 13.40 13.40 EXPENSES BY ACTIVITY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Capital Projects Admin CIP Contingency GO Bond Proceeds Outside Sources Prop 400 - MAG MPC - Public Facilities 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 1,518,311 10,783,958 8,025,007 3,982,342 5,253,581 33,164,805 6,428,790 - 1,516,124 1,429,195 1,854,238 28,248,604 14,966,221 20,947,657 1,000,642 30,395,557 8,928,010 43,712,145 8,497,071 48,964 1,874,030 100,000,000 350,000 18,192,460 21,276,240 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 76,192,750 873,000 1,889,090 350,000 3,498,941 5,204,213 2,836,588 17,891,898 374,647 26,755,979 31,543,747 5,824,921 13,327,017 - 2,224,220 100,000,000 15,731,490 2,640,100 8,614,630 121,249,330 11,197,730 23,116,160 76,417,910 117,685,720 76,868,100 2,191,000 $ 69,156,794 $161,544,428 $ 634,811,890 $109,497,041 $ 557,936,390 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 1,314,892 3,852,895 63,989,007 1,458,172 12,068,277 148,017,979 1,733,310 6,284,240 626,794,340 1,705,060 782,407 107,009,574 1,807,370 3,945,560 552,183,460 $ 69,156,794 $161,544,428 $ 634,811,890 $109,497,041 $ 557,936,390 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 80,137,001 2,500 11,920,324 128,497,768 208,904,030 532,587,860 109,645,964 98,554,797 138,931,350 437,340,580 Total Sources $ 80,139,501 $140,418,092 $ 741,491,890 $208,200,761 $ 576,271,930 Total Expenses Transfers Out 69,156,794 4,852,866 161,544,428 26,436,200 634,811,890 221,944,560 109,497,041 50,159,103 557,936,390 150,679,330 Total Uses $ 74,009,660 $187,980,628 $ 856,756,450 $159,656,144 $ 708,615,720 Net Operating Result $ $ (47,562,536) $(115,264,560) $ 48,544,617 $(132,343,790) PERSONNEL BY ACTIVITY Total Expenses Total Expenses 6,129,841 194 Return to 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) • Traffic (TS) • Redevelopment (RD) • Water (WA) • Parks and Recreation (PR) A summary of funding sources is also provided for the same ten-year period. Operations/Maintenance and Revenue Impact This section presents the expenses associated with staffing, maintaining, and operating the completed project. This information is then carried over to Gilbert’s Long-Term Financial Plan and annual operating budget to reflect the ongoing income and expenses upon project completion. Additionally, any revenues that are generated from the completion of the project are shown. Capital Improvement Plan – Ten-Year Plan Projects are presented in detail by funding source, by project for the ten-year plan. The amounts shown represent the engineer’s preliminary estimate of the cost, timing of expenditures and applicable funding sources. All estimates are in today’s dollars. Project Type Detail Sections Summary by Project Type with Map - A detailed 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 2021 projects. Following each summary and map, descriptions of each project that are included in the FY 2021 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 upper right-hand corner of each project description. 195 Return to Contents CAPITAL IMPROVEMENT PLAN SUMMARY The Capital Improvement planning process begins 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. September Departments identify capital needs January - March CIP/Engineering review capital needs August/September Budget works with departments to prioritize projects, then identifies funding Stakeholder inputcoordination with other agencies, utility companies, developers, etc. Exec Team and Town Management review projects and financial plans October/November March - April Proposed Annual Budget (May – June) 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. Safety/Liability 0 Negative impact to safety/liability Community Support 1 2 Little to no effect on safety/liability Contributes to safety/liability 3 0 Resolves a significant safety/liability concern Negative public consequences 1 2 Not publicly motivated Moderate public demand Urgency Cost Effectiveness 0 Disproportionately will increase future operating or maintenance costs 1 2 Little to no impact on current level of cost effectiveness Moderate impact on cost effectiveness 3 Strong public demand 0 3 Improves infrastructure that is deemed as a service enhancement Significant cost effectiveness (revenue, savings, cost avoidance, etc.) 1 2 Contributes to a planned infrastructure improvement program Resolves a growing infrastructure problem; requiring prompt attention 3 Resolves a growing priority infrastructure problem, requiring immediate attention that is mission critical 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 196 Return to 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 2021 - 2030 Capital Improvement Plan was adopted on June 16, 2020. Only the first year of the plan (FY 2021) 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 2021 are found in the pages that follow. Capital Expenses (1,000s): Streets Improvements $ Total Prior Years 734,979 $ 118,416 $ 102,628 15,006 22,050 1,448 Municipal Facilities Improvements 197,759 61,919 76,418 446 25,823 701 23,448 1,944 7,060 Redevelopment Improvements 107,672 7,021 8,616 56,028 26,324 5,105 - 2,595 1,983 Storm Water Improvements 18,749 - 2,191 9,874 - - 889 5,795 - Water Improvements 581,805 30,447 133,416 272,330 32,494 9,495 8,554 94,871 198 Wastewater Improvements 297,113 66,583 79,510 6,443 3,347 4,603 11,975 124,652 - Parks and Recreation Improvements 646,784 67,575 23,115 4,059 9,722 121,289 16,526 187,810 216,688 577,874 $ 170,541 $ $ 41,653 198,636 $ $ 42,080 $ 15,790 $ 59,458 Beyond 10 13,373 455,712 $ Years 6-10 18,734 $ 209,960 FY 2025 11,200 274,461 $ FY 2024 1,378 $ 121,246 FY 2023 98,979 $ 2,683,840 $ FY 2022 Traffic Control Improvements Total Capital Expenses 39,538 FY 2021 118,478 $ 558,133 $ Capital Improvement Plan Expenses By Project Type Streets Improvements 27.4% Traffic Control Improvements 3.7% Parks and Recreation Improvements 24.1% Municipal Facilities Improvements 7.4% Redevelopment Improvements 4.0% Wastewater Improvements 11.1% Water Improvements 21.7% 197 Storm Water Improvements 0.7% 330,005 Return to Contents CAPITAL IMPROVEMENT PLAN SUMMARY Prior Years Capital Sources: (1,000s) Total Future Bonds 249,769 - - 245,649 4,120 - - - - PFMPC - 2009 Bonds 24,764 24,764 - - - - - - - WRMPC - 2007 Bonds 13 13 - - - - - - - WRMPC - 2018 Bonds 45,253 42,613 2,640 - - - - - - WRMPC - Bonds (SDF) 20,615 4,884 15,731 - - - - - - 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 61,359 26,610 32,534 2,215 - - - - - 2022 Potential P.S Bonds 24,241 - - - 24,241 - - - - 2020 Public Safety Bonds 65,000 30,706 34,294 - - - - - - 2022 Potential Street Bond 465,279 - - 219,879 91,075 49,846 44,222 60,257 - 2024 Potential Parks Bonds 76,170 - - - - 60,824 15,346 - - 2026 Potential Street Bond 42,295 - - - - - - 42,295 - 2028 Potential Parks Bonds 140,173 - - - - - - 140,173 - Maricopa County 1,727 317 - 1,410 - - - - - CDBG 1,227 6 1,221 - - - - - - MAG RTP Arterial Fund 53,251 817 39,020 8,013 3,242 2,159 - - - MAG Revolving Fund 8,664 6,008 8,007 50 (3,242) (2,159) - - - Developer Contribution 10,427 2,317 - 590 3,000 - - 4,520 - 19 19 - - - - - - - CIP Outside Sources 10,305 1,159 4,000 - - 5,146 - - - CIP O/S Revolving Fund 3,091 (19,476) 22,077 10 (2,945) (5,057) 215 8,267 - City of Mesa 3,250 - - - - - 3,250 - - General Repl Fund 64,994 - 14,030 1,859 1,741 37,272 10,092 - - Water Repl Fund 162,720 5,251 65,077 5,951 25,797 1,775 11,377 47,492 - Wastewater Repl Fund 94,643 17,034 48,979 5,954 1,426 2,018 1,356 17,876 - 126 - 126 - - - - - - Salt River Project Env. Compliance Repl Fund FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Fleet Repl Fund 971 - 971 - - - - - - General Fund 52,727 22,177 13,282 563 147 100 4,693 11,635 130 Water Fund 47,331 429 20,827 99 3,030 5,375 1,576 15,896 99 Wastewater Fund 56,080 4,235 16,217 2,788 2,568 2,585 2,247 25,341 99 Env. Services-Residential 11,386 51 4,164 - - - 111 - 7,060 Env. Services-Commercial 760 113 589 - - - 58 - - Roadway and Maint. Fund 40,942 3,765 14,626 5,549 1,713 4,050 3,328 3,851 4,060 CIP Fund 500 360 140 - - - - - - Fleet Fund 10 4 6 - - - - - - 8,631 - 1,933 - - - 903 5,795 - 10 - - - 5 - - 5 - Police SDF 8,620 40 354 230 247 162 7,154 433 - Fire SDF 2,501 13 113 73 1,086 51 17 1,148 - Park SDF 69,224 16,083 9,953 - 7,272 23,226 400 12,290 - Signal SDF 24,696 518 6,581 3,032 1,848 1,918 2,101 7,250 1,448 Water SDF 58,971 7,169 22,507 448 10 - - 28,837 - Wastewater SDF 1,715 1,715 - - - - - - - Water Resources SDF 58,093 13,431 13,572 22,830 4,130 4,120 - 10 - Greenfield Wastewater SDF 16,453 1,074 8,475 - 10 - - 6,894 - Neely Wastewater SDF 5,849 10 5,819 - 10 - - 10 - Future Growth Funding 196,185 - - - - - 8,662 97,260 90,263 Park SDF - Prior to 2012 35,836 35,836 - - - - - - - Roads SDF 41,734 - 17,103 7,116 10 2,017 1,370 14,118 - Private Fund 50,184 - 138 43,566 - - - 6,480 - 66 66 - - - - - - - Unidentified Miscellaneous 226,846 32,321 18,507 10,606 - - 3,208 - - 226,846 - Total Sources $ 2,683,840 $ 274,461 $ 455,712 $ 577,874 $ 170,541 $ 198,636 $ 118,478 Env. Compliance Fund General Govt SDF Investment Income 198 $ 558,133 $ 330,005 Return to Contents CAPITAL IMPROVEMENT PLAN SUMMARY Capital Improvement Plan By Funding Source Type Future Bond Funds 9.3% MPC Bonds 3.4% Federal / State / County Funds 0.1% Operating Funds 8.1% Replacement Funds 12.1% GO Bonds 32.8% Other Municipalities/School s 0.1% Other 14.7% System Development Fees 19.4% 199 Return to 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 are most commonly 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 2021-2025 expense operating impacts are shown by project type below: Operation and Maintenance Impact (1,000s): FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Streets Improvements - 185 229 289 289 992 Traffic Control Improvements - 11 31 32 37 111 Municipal Facilities Improvements - 442 2,088 2,204 2,204 6,938 Redevelopment Improvements - - 38 161 173 372 Storm Water Improvements - - - - - - Water Improvements - 242 297 297 322 1,158 Wastewater Improvements - 691 691 691 691 2,764 Parks and Recreation Improvements - 3 17 17 66 103 3,782 $ 12,438 Net Additional Operating Cost $ - $ 1,574 $ 3,391 $ 3,691 $ Total The operating impacts by expense type and anticipated revenue are shown below: Operation and Maintenance Impact (1,000s): FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Personnel - 178 1,584 1,614 1,614 4,991 Contractual Services - 458 554 645 726 2,383 Supplies - 579 715 788 796 2,877 Utilities - 359 504 609 611 2,083 Insurance - - 34 35 35 104 $ 12,438 Total O&M Impact $ - $ 1,574 $ 3,391 $ 3,691 $ 3,782 Total Revenue $ - $ - $ - $ - $ - Operating Impacts by Project Type Municipal Facilities Improvements 55.8% Redevelopment Improvements 3.0% Traffic Control Improvements 0.9% Streets Improvements 8.0% Storm Water Improvements 0.0% Water Improvements 9.3% Parks, Recreation, and Open Space 0.8% Wastewater Improvements 22.2% 200 Total $ - Return to Contents 201 Return to Contents TEN-YEAR FINANCIAL PLAN Project # 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 ST1120 Val Vista Drive - Appleby to Riggs ST1450 Germann Road - Gilbert to Val Vista Total 2007 GO Bonds 2017 GO Bonds Projects ST0960 Recker Road - Ray to SR 202 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 ST1690 Val Vista Drive Reconstruction ST1720 Val Vista Lakes Improvements ST1790 PM10 Paving ST1860 Gilbert and Warner Intersection TS1300 Val Vista and Baseline Signal Improvements RD1210 Phoenix Avenue Pedestrian Mall RD2110 Heritage District Transportation Improvements Total 2017 GO Bonds 2020 Public Safety Bonds Projects MF0400 Public Safety Training Facility Total 2020 Public Safety Bonds 2022 Potential Public Safety Bonds Projects MF2480 Police Dispatch Center Expansion MF2490 Advocacy Center Total 2022 Potential Public Safety Bonds 2022 Potential Streets Bonds Projects ST0540 Ocotillo Road - Greenfield to Higley ST0780 Baseline Road - Greenfield to Power ST0800 Recker Road - Ocotillo to Chandler Heights ST0980 Higley Road - Riggs to Stacey ST0990 Ocotillo Road - 148th to Greenfield ST1180 Warner Road - Power to East of Recker ST1200 Power Road - Guadalupe to Santan Freeway ST1320 Elliot and Gilbert Intersection ST1340 Guadalupe and Power Intersection ST1390 Elliot and Higley Intersection ST1620 Mesquite Street - Lindsay to Val Vista ST1720 Val Vista Lakes Improvements ST1770 Guadalupe Road Improvements ST1800 Cooper Road - Encinas to Baseline ST1840 Cooley Station Transit Center ST1860 Gilbert and Warner Intersection ST1870 McQueen and Elliot Intersection ST1880 Lindsay and Guadalupe Intersection ST1910 McQueen and Guadalupe Intersection ST1920 Val Vista and Ray Intersection ST1940 Power and Queen Creek Intersection ST1960 Market and Williams Field Interesction ST1970 Val Vista and Mercy Intersection ST1980 Market and San Tan Village Intersection ST1990 Higley and Iverness Intersection ST2000 Power and Pecos Intersection Project Ranking Total Budget (1,000's) Prior Years FY 2021 FY 2022 1.83 $ $ 1 1 $ $ 1 1 $ $ - $ $ - 3.00 $ $ 2,314 2,314 $ $ 2,314 2,314 $ $ - $ $ - 2.83 $ 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 0.78 3.00 3.00 3.00 3.00 3.00 2.55 1.16 3.00 3.00 3.00 3.00 $ 2,554 4,062 2,471 4,819 66 3,381 10,563 14,521 2,545 4,215 544 1,126 81 580 3,725 6,106 61,359 $ 3.00 $ $ - - $ - $ - $ - $ 2,113 1,097 306 2,719 7,789 7,597 2,488 4,031 64 52 531 3,725 22 32,534 $ $ 441 4,062 171 4,513 66 662 2,774 6,924 57 184 480 62 81 49 6,084 26,610 $ 1,203 1,012 2,215 65,000 65,000 $ $ 30,706 30,706 $ $ 34,294 34,294 $ $ - 2.51 $ 2.78 $ 8,083 16,158 24,241 $ - $ - $ - $ - $ - 2.83 $ 1.45 1.00 1.00 2.83 1.83 1.83 0.78 1.62 1.00 1.62 2.55 2.84 2.00 1.45 3.00 1.45 1.45 2.84 1.00 1.00 2.00 2.67 2.00 2.00 1.62 50,701 5,224 11,611 2,670 14,749 14,752 12,585 7,190 8,790 6,344 5,287 41,679 8,170 6,319 10,306 8,962 6,613 9,591 8,660 9,405 8,537 726 1,085 1,252 901 11,422 $ - $ 50,701 14,749 8,790 11,747 8,170 6,319 8,962 6,613 8,660 1,085 11,422 202 $ - - $ - $ - - Return to Contents TEN-YEAR FINANCIAL PLAN FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 Beyond 10 Yrs FY 2030 $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - - $ - $ - - $ - $ - - $ - $ - - $ - $ - - $ - $ - - $ - $ - - $ - $ - - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ 8,083 16,158 24,241 $ - $ - $ - $ - $ - $ - $ - $ 5,224 7,190 12,743 - $ - $ - $ - 14,752 12,585 5,287 7,688 726 1,252 901 - - 9,501 10,306 9,591 - - - - 11,611 2,670 - - 203 - - - $ - $ - $ - $ - $ - $ - 6,344 - 9,405 8,537 - - - - Return to Contents TEN-YEAR FINANCIAL PLAN Project # ST2010 ST2050 ST2080 ST2101 ST2102 ST2103 ST2105 TS1740 TS1940 TS1942 RD1190 RD1210 RD2130 RD2190 RD2220 SW0122 PR1310 Project Name Higley and Queen Creek Intersection Various Roadway Improvements Bus Stop Improvements Bus Stop Shelter Replacements Safe Route Enhancements Germann and Power Intersection School Safety and Congestion Improvements Advance Detection Safety Improvement Fiber Optic Strategic Build Out Advanced Mid-Block Detection Heritage District Parking Garage III Phoenix Avenue Pedestrian Mall Ash Street Re-Alignment Vaughn Ventilator Median Improvements Vaughn Retention Basin Relocation Safety Improvements for Trail Crossings Total 2022 Potential Streets Bonds 2024 Potential Parks Bonds Projects RD2090 Trail Beautification - Canal East of Gilbert Road PR0320 Desert Sky Park PR0330 Marathon Trail - East Maricopa Floodway PR0530 Crossroads Park Lake Emb Stabilization PR0850 Santan Vista Trail - Phase III PR1010 Santan Fwy Trail - Val Vista to Discovery Park PR1020 Santan Fwy Trail - Discovery Park to Cosmo PR1230 Trail Lighting Total 2024 Potential Parks Bonds 2026 Potential Streets Bonds Projects 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 ST1570 Constellation Way - South of Coldwater ST1790 PM10 Paving Total 2026 Potential Streets Bonds 2028 Potential Parks Bonds PR0310 Gilbert Regional Park Total 2028 Potential Park Bonds CDBG Fund Projects RD2261 Heritage Center Site and ADA Improvements RD2262 Heritage District - ADA Sidewalk Repairs Total CDGB Funds CIP Fund Projects MF2430 CIP Project Management Software Total CIP Funds CIP O/S Revolving Fund Projects ST0540 Ocotillo Road - Greenfield to Higley ST0780 Baseline Road - Greenfield to Power ST0960 Recker Road - Ray to SR 202 ST1120 Val Vista Drive - Appleby to Riggs ST1170 Lindsay Road - Pecos to SR 202 ST1200 Power Road - Guadalupe to Santan Freeway ST1450 Germann Road - Gilbert to Val Vista ST1570 Constellation Way - South of Coldwater ST1710 Val Vista Drive - Eastern Canal Bridge Repair ST1740 Higley and Baseline Intersection ST1790 PM10 Paving ST1860 Gilbert and Warner Intersection RD1210 Phoenix Avenue Pedestrian Mall RD2110 Heritage District Transportation Improvements RD2240 Heritage Dist Drainage/Storm Water Study PR0310 Gilbert Regional Park PR0320 Desert Sky Park Project Ranking Total Budget (1,000's) 2.00 1.92 2.22 1.99 2.39 2.61 2.44 3.00 1.61 1.77 1.99 3.00 1.55 3.00 2.84 2.66 3.00 $ 3,257 34,400 1,737 2,171 28,597 1,020 5,925 810 16,000 44,430 24,348 650 4,710 8,350 1,417 9,874 4,052 465,279 2.83 $ 3.00 1.00 2.50 1.83 1.45 1.45 1.61 $ Prior Years FY 2021 - FY 2022 - - $ - $ $ - $ - 3,688 30,569 15,251 5,635 5,681 3,027 5,793 6,526 76,170 $ - $ - 0.78 $ 0.78 0.78 0.45 0.45 0.78 1.16 $ 7,138 11,291 5,479 7,170 7,459 2,570 1,188 42,295 $ - $ - $ - $ - 3.00 $ $ 140,173 140,173 $ $ - $ $ - $ $ - 2.61 $ 1.62 $ 500 727 1,227 $ $ $ - $ - 3.00 $ $ $ $ - 2.83 $ 1.45 3.00 3.00 3.00 1.83 3.00 0.78 2.50 3.00 1.16 3.00 3.00 3.00 3.00 3.00 3.00 289 $ 112 8,736 (202) 1,700 905 11 50 (6) 9,866 305 - 204 $ 6,880 1,737 2,171 28,597 1,020 5,925 810 4,000 7,405 3,462 650 8,350 9,874 1,780 219,879 - $ - $ - - $ - $ - - $ 3 3 6 $ 497 724 1,221 500 500 $ $ 360 360 $ $ 140 140 375 1,055 319 340 90 - $ 86 $ (215) (112) 202 (55) (200) (731) 150 319 (160) (100) 79 (50) 6 (18,902) (305) - - (590) 500 100 - Return to Contents TEN-YEAR FINANCIAL PLAN FY 2023 3,257 6,880 4,000 7,405 20,886 4,710 746 $ 91,075 $ $ $ - FY 2024 - $ - 6,880 4,000 7,405 1,417 746 49,846 FY 2026 $ 6,880 4,000 7,405 780 44,222 FY 2027 $ 6,880 7,405 28,566 $ - FY 2028 $ 7,405 7,405 $ - FY 2029 $ 6,344 $ - Beyond 10 Yrs FY 2030 $ 17,942 $ - $ - $ - $ - $ - $ - $ 3,688 30,569 15,251 5,635 5,681 60,824 $ 3,027 5,793 6,526 15,346 $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ - $ - $ 7,138 11,291 5,479 23,908 $ 1,188 1,188 $ 7,170 7,459 14,629 $ - $ - $ $ 9,763 9,763 $ $ 130,410 130,410 $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ FY 2025 - - - $ - $ - $ - $ 2,570 2,570 $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - - - - - - - - - - - - $ - $ - - - - - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ 215 - $ - $ - $ - $ - $ - $ - (3,000) 55 - (5,146) - (1,500) 731 - 9,036 - 205 - - - - Return to Contents TEN-YEAR FINANCIAL PLAN Project # PR0330 PR1130 Project Name Marathon Trail - East Maricopa Floodway Western Powerline Trail - UPRR 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 ST1450 Germann Road - Gilbert to Val Vista ST1660 Adora Trails Improvements ST1790 PM10 Paving RD2110 Heritage District Transportation Improvements PR0310 Gilbert Regional Park 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 ST0780 Baseline Road - Greenfield to Power ST0840 Hunt Highway - Val Vista to 164th ST0960 Recker Road - Ray to SR 202 ST0980 Higley Road - Riggs to Stacey ST1120 Val Vista Drive - Appleby to Riggs ST1200 Power Road - Guadalupe to Santan Freeway ST1450 Germann Road - Gilbert to Val Vista ST1570 Constellation Way - South of Coldwater ST1740 Higley and Baseline Intersection ST1790 PM10 Paving ST1860 Gilbert and Warner Intersection PR0330 Marathon Trail - East Maricopa Floodway Total Developer Contributions Funds Environmental Compliance Fund Projects MF2420 South Area Service Center Paving MF2523 Wall Replacement - North Area Service Center SW0070 Sonoqui Wash Landscaping SW0100 Hunt Highway Bank Protection SW0120 Storm Water Master Plan SW0121 Nichols Park Storm Water Improvements SW0124 Crossroads SW Pump Station Improvements SW0125 Riggs Road Drainage Channel Restoration Total Environmental Compliance Funds Environmental Compliance - Replacement Fund Projects SW0124 Crossroads SW Pump Station Improvements Total Environmental Compliance - Replacement Funds Environmental Services - Commercial Fund Projects MF2310 Utility Billing System Replacement 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 System Replacement MF2350 Fleet Maintenance Facility 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) Project Ranking Total Budget (1,000's) 1.00 3.00 Prior Years FY 2021 $ 912 3,091 3.00 $ 3.00 3.00 3.00 1.16 3.00 3.00 $ 5,146 4,000 200 338 160 50 411 10,305 $ - $ 200 338 160 50 411 1,159 1.45 $ $ 3,250 3,250 $ $ 1.45 $ 0.78 3.00 1.00 3.00 1.83 3.00 0.78 3.00 1.16 3.00 1.00 $ 305 40 112 2,860 3,590 55 1,500 731 885 160 100 89 10,427 $ 0.78 $ 3.00 3.00 2.84 3.00 2.44 3.00 2.44 $ 14 6 5,036 873 889 759 503 551 8,631 $ - 3.00 $ 126 126 $ 2.22 $ 3.00 0.78 3.00 3.00 3.00 $ 14 39 58 145 3 501 760 3.00 $ 0.95 2.22 3.00 0.78 0.78 3.00 3.00 $ 2 7,060 2,054 453 16 95 1,673 33 11,386 $ 1.62 $ 1.67 1.62 1,000 481 1,000 $ 206 FY 2022 $ (89) 601 (19,476) $ 311 22,077 $ 10 $ - $ 4,000 4,000 $ - - $ $ - $ $ - $ - $ - $ 305 40 112 55 731 885 100 89 2,317 $ - $ 590 590 $ - $ - $ - $ 6 873 503 551 1,933 $ - - $ 126 126 $ - $ - $ $ - $ 1 3 109 113 $ - - - $ - - - $ 14 38 145 392 589 $ - 2 9 7 33 51 $ - $ - $ 2,054 444 1,666 4,164 13 - $ 113 - - $ - $ 73 - Return to Contents TEN-YEAR FINANCIAL PLAN FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 Beyond 10 Yrs FY 2030 $ (2,945) $ 89 (5,057) $ 215 $ (769) $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ 3,250 3,250 $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 160 160 $ - $ - $ - $ - $ 5,036 5,036 $ - $ - $ $ - $ 5,146 5,146 $ $ - $ $ - $ - $ - $ 3,000 3,000 $ - $ - $ - - - $ - $ - $ - $ - $ - $ - - $ - $ - $ $ $ - $ 14 889 903 $ 759 759 $ - $ - $ - $ - $ 58 58 $ - $ - $ - 16 95 111 - $ - $ - - - $ - $ - $ $ 76 1,000 $ 51 - $ 17 - - - $ - $ 2,860 1,500 4,360 - $ - - - - $ - 9,036 - - - $ - $ - - - - $ - - $ - - $ - $ - $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - - - - - - $ $ - $ - - - $ - - - $ $ - - $ - - $ - $ - $ - $ $ - $ - $ - $ - $ - $ 7,060 7,060 $ 1,000 14 - $ 27 - $ 11 - $ 43 - $ 43 - $ - - - 207 - - - - Return to Contents TEN-YEAR FINANCIAL PLAN Project # MF2520 Project Name System Development Fee Study Total Fire System Development Fee 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 Future Bonds Projects WA1200 Water Rights - Resiliency and Capacity WA1547 Zone 1 - System Connectivity Improvement WA1589 NWTP Alt Evaluation and Construction Total Future Bonds Future Growth Funding Projects ST1300 Warner and Greenfield Intersection ST1310 Ray and Gilbert Intersection ST1330 Guadalupe and Val Vista Intersection WA1540 Zone 2/3 – Lindsay – Pecos to Germann Imp WW0690 Relief Sewers WW1200 Greenfield WRP Phase IV Expansion WW1210 Val Vista Drive Reclaimed Water Pipeline WW1220 Riggs Road Reclaimed Water Pipeline WW1233 Reclaimed Water Recovery Well - Reservoir 3 PR0390 Crossroads Park - Phase II PR0420 Freestone Recreation Center Pool PR0580 Rittenhouse Trail PR1100 Powerline Trail - Recker to Power PR1210 Santan Vista Trail - Phase V PR1312 Gilbert Youth Soccer Complex - Phase II Total Future Growth Funds General Fund Projects ST1160 Recker Road - Riggs to Hunt Highway ST1570 Constellation Way - South of Coldwater ST1580 Lindsay Road/SR 202 Traffic Interchange ST1690 Val Vista Drive Reconstruction TS1940 Fiber Optic Strategic Build Out MF0400 Public Safety Training Facility MF0530 Municipal Center I Renovation - Phase II MF2230 Topaz Radio 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 MF2490 Advocacy Center MF2521 Fire Station 3 Repairs MF2522 Shade and Streetscape Master Plan MF2523 Wall Replacement - North Area Service Center MF2524 Crime Lab Needs Analysis RD1190 Heritage District Parking Garage III RD2160 Paseo Pedestrian and Bike Route RD2180 West Washington Parking Lot II RD2230 Trail Beautification - Canal West of Gilbert Road RD2250 Gilbert Centennial Project RD2260 Heritage District Utility Infrastructure Study 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 Replacements - Various Locations PR1040 Water Tower Plaza - Repairs/Upgrades PR1080 Discovery Park Playground Structure Project Ranking Total Budget (1,000's) 1.17 $ 20 2,501 3.00 $ $ Prior Years FY 2021 FY 2022 $ 13 10 10 $ $ 4 4 2.34 $ $ 971 971 $ $ - 1.62 $ 1.84 3.00 $ 8,240 1,632 239,897 249,769 $ - $ - 1.00 $ 0.45 0.45 2.45 3.00 1.78 1.53 1.53 2.00 1.00 0.78 0.78 1.61 1.16 0.71 $ 1,979 1,366 1,421 8,401 7,564 65,745 4,331 4,331 1,674 18,224 17,820 4,985 1,565 4,539 52,240 196,185 $ - $ - $ - $ - 0.78 $ 0.78 3.00 3.00 1.61 3.00 3.00 1.67 3.00 0.78 0.78 3.00 2.06 2.51 2.78 3.00 3.00 3.00 2.28 1.99 2.83 2.33 3.00 1.38 3.00 3.00 3.00 2.44 1.94 1.31 2.38 2.83 1.92 1.53 104 55 729 323 200 11,352 1,651 7,615 3,410 577 325 277 3,757 700 130 392 300 233 135 507 413 717 1,878 250 257 746 1,619 233 1,372 6,800 498 1,240 45 400 $ 104 55 729 307 46 8,034 1,413 6,608 133 2 1 2 12 746 133 1,372 178 1,240 - $ - $ - 208 $ 113 $ 73 $ $ 6 6 $ $ - $ $ 971 971 $ $ - $ - $ $ 4,120 1,632 239,897 245,649 $ - - $ - $ - - - 16 154 3,318 238 322 3,410 144 700 130 390 299 231 135 507 413 238 257 1,619 45 - - 143 100 320 - Return to Contents TEN-YEAR FINANCIAL PLAN FY 2023 FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 Beyond 10 Yrs FY 2030 $ 10 1,086 $ 51 $ 17 $ 1,014 $ 10 37 $ 11 $ 43 $ 43 $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ 4,120 4,120 $ - $ - $ - - - - $ - $ - $ - $ - $ - $ 8,401 1,674 1,565 11,640 $ $ - $ - $ - $ - $ $ - $ - $ - 100 - - $ 4,331 4,331 8,662 147 - - 34 577 325 3,757 - - - - $ - $ - $ - $ - $ - $ - $ $ 1,366 1,421 2,787 $ 7,564 65,745 73,309 $ 4,985 4,539 9,524 $ 1,979 18,224 17,820 52,240 90,263 - $ - $ - $ - $ - 51 400 209 - $ - 24 717 1,878 - - - 20 6,800 - 83 - 83 - - Return to Contents TEN-YEAR FINANCIAL PLAN Project # Project Name Project Ranking SERL Parking Lot Connection 2.00 Western Powerline Trail - UPRR Ped Crossing 3.00 Town Store - Southeast Regional Library 0.95 Irrigation Controller Replacements 3.00 Cosmo Park Turf Project 1.17 Trail Crossings at RR Tracks Study 1.45 Trails Priority Assessment 3.00 Safety Improvements for Trail Crossings 3.00 Total General Funds General Government System Development Fee Project MF2520 System Development Fee Study 1.17 Total General Government System Development Fee Funds General Replacement Fund Projects MF0530 Municipal Center I Renovation - Phase II 3.00 MF2360 Public Safety Roof 1.45 MF2510 Fire Station 4 Rebuild 1.00 PR0570 Urban Lakes Renovation 1.94 PR1030 Playground Replacements - Various Locations 2.83 PR1040 Water Tower Plaza - Repairs/Upgrades 1.92 PR1160 Irrigation System Replacements 1.78 PR1290 Cactus Yards Parking Lot 2.39 PR1313 Williams Field/Perry Pools Renovation 1.84 Total General Replacement Funds Greenfield Wastewater System Development Fee Projects MF2520 System Development Fee Study 1.17 WW0770 South Recharge Site - Phase II 3.00 WW0780 GWRP Reclaimed Water Pump Station Exp 3.00 WW0940 South Area Recharge Wells 1.92 Total Greenfield Wastewater System Development Fee Funds Investment Income Projects ST0780 Baseline Road - Greenfield to Power 1.45 ST0960 Recker Road - Ray to SR 202 3.00 MF2230 Topaz Radio 1.67 PR0390 Crossroads Park - Phase II 1.00 PR0850 Santan Vista Trail - Phase III 1.83 Total Investment Income Funds MAG Revolving Fund Projects ST0960 Recker Road - Ray to SR 202 3.00 ST0990 Ocotillo Road - 148th to Greenfield 2.83 ST1120 Val Vista Drive - Appleby to Riggs 3.00 ST1170 Lindsay Road - Pecos to SR 202 3.00 ST1380 Elliot and Cooper Intersection 3.00 ST1450 Germann Road - Gilbert to Val Vista 3.00 ST1580 Lindsay Road/SR 202 Traffic Interchange 3.00 ST1590 Higley and Pecos Intersection 2.83 ST1740 Higley and Baseline Intersection 3.00 ST1770 Guadalupe Road Improvements 2.84 ST1820 Pecos Road - Allen to Lindsay 2.55 ST1830 Higley Road - North of Elliot 1.62 ST1870 McQueen and Elliot Intersection 1.45 ST1910 McQueen and Guadalupe Intersection 2.84 Total MAG Revolving Funds MAG RTP Arterial Fund Projects ST1120 Val Vista Drive - Appleby to Riggs 3.00 ST1170 Lindsay Road - Pecos to SR 202 3.00 ST1380 Elliot and Cooper Intersection 3.00 ST1450 Germann Road - Gilbert to Val Vista 3.00 ST1540 Turn Lane Safety and Congestion Improvements 2.84 ST1580 Lindsay Road/SR 202 Traffic Interchange 3.00 ST1740 Higley and Baseline Intersection 3.00 ST1870 McQueen and Elliot Intersection 1.45 Total MAG RTP Arterial Funds Maricopa County Projects ST1140 Lindsay Road - Queen Creek to Ocotillo 3.00 Total Budget (1,000's) PR1110 PR1130 PR1150 PR1170 PR1240 PR1270 PR1300 PR1310 210 $ 24 676 130 725 1,293 286 233 120 52,727 $ $ $ $ $ $ $ $ $ Prior Years FY 2021 $ 24 518 493 27 22,177 10 10 $ $ - 13,730 388 10,092 17,193 2,296 1,286 15,415 3,611 983 64,994 $ - $ $ 563 $ $ - $ $ - $ 13,730 300 14,030 $ - $ 666 210 983 1,859 5,942 303 2,230 8,475 $ - - $ $ - $ 20 6,257 1,015 9,161 16,453 $ 315 712 47 1,074 $ 22 14 22 5 3 66 $ 22 14 22 5 3 66 $ $ - $ - - $ 1,260 $ 2,568 2,178 1,333 3,113 (2,490) (5) (3,050) 1,750 342 1,008 8,007 $ (3,819) (1,000) (2,906) 928 2,620 1,523 2,704 50 13,280 125 3,868 15,245 237 2,901 3,364 39,020 $ $ 3,819 1,000 2,906 288 8,013 - $ 1,410 $ $ $ 1,260 $ 2,568 (4,338) 427 2,751 (2,192) 928 17 1,750 2,962 1,523 1,008 8,664 $ 94 2,544 298 5 3,067 6,008 $ 19,796 2,925 4,238 16,404 237 2,901 3,758 2,992 53,251 $ $ 1,800 (2,536) 1,159 394 817 $ $ 1,410 $ - $ $ FY 2022 158 232 233 93 13,282 $ $ $ $ - Return to Contents TEN-YEAR FINANCIAL PLAN FY 2023 FY 2024 $ 147 $ $ 5 5 $ - $ $ $ 388 17,193 665 15,415 3,611 37,272 10 10 $ - - $ - $ 665 1,076 1,741 $ $ $ - $ - $ 100 $ $ $ - - $ $ - $ - $ - $ 10,092 10,092 $ - $ - $ - $ - $ - $ - $ 10 10 $ 6,884 6,884 - $ - $ - $ (2,697) (545) (3,242) $ $ (2,159) (2,159) $ - - $ - - $ 2,697 545 3,242 $ 2,159 2,159 $ $ - $ - $ $ $ - $ $ $ - $ - 5 5 - $ $ $ - $ - $ - $ - - $ - $ $ - $ $ - $ - - $ - 211 $ $ - $ - - $ - $ - $ - - $ - - $ $ $ - $ - - $ $ - $ - $ - $ - $ - $ - $ - - $ $ $ - $ - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - - - - - $ - $ $ $ - - $ 130 130 - $ $ 83 - $ - $ $ - $ 83 $ Beyond 10 Yrs FY 2030 - $ - $ $ FY 2029 6,820 - - - - $ $ $ - - - $ 1,293 286 2,030 - $ - FY 2028 $ $ FY 2027 2,619 $ $ FY 2026 4,693 $ $ FY 2025 $ - $ - $ - Return to Contents TEN-YEAR FINANCIAL PLAN Project # Project Name PR0320 Project Ranking Desert Sky Park Total Maricopa County Funds Miscellaneous Fund Projects MF0400 Public Safety Training Facility RD2110 Heritage District Transportation Improvements RD2240 Heritage Dist Drainage/Storm Water Study PR0310 Gilbert Regional Park PR0320 Desert Sky Park PR1110 SERL Parking Lot Connection 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 Reclaimed Water Rec Well - Cactus Yards Total Neely Wastewater 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 Santan Fwy Trail - Val Vista to Discovery Park Total Parks System Development Fee Funds Parks System Development Fee - Prior to 2012 Projects 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 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 Fund Projects RD2150 The Commons Open Space Pre-Design RD2170 The Living Room Plaza SW0125 Riggs Road Drainage Channel Restoration PR0710 Riparian Education Center Total Private Funds Roads System Development Fee Projects ST0540 Ocotillo Road - Greenfield to Higley ST0980 Higley Road - Riggs to Stacey ST0990 Ocotillo Road - 148th to Greenfield ST1320 Elliot and Gilbert Intersection ST1390 Elliot and Higley Intersection ST1870 McQueen and Elliot Intersection ST1880 Lindsay and Guadalupe Intersection ST1910 McQueen and Guadalupe Intersection ST2000 Power and Pecos Intersection MF2520 System Development Fee Study Total Roads System Development Fee Funds Roadway and Maintenance Fund Projects ST0710 Baseline Road - Burk to Consolidated Canal ST1050 Elliot Road - Neely to Burk ST1540 Turn Lane Safety and Congestion Improvements ST1550 Accessibility Upgrades in Public ROW ST1660 Adora Trails Improvements ST1690 Val Vista Drive Reconstruction ST1740 Higley and Baseline Intersection Total Budget (1,000's) 3.00 Prior Years FY 2021 $ 317 1,727 3.00 $ 3.00 3.00 3.00 3.00 2.00 $ 10,000 379 227 18,500 7 3,208 32,321 1.17 $ 3.00 3.00 2.17 $ 20 3,028 995 1,806 5,849 $ - $ 3 7 10 1.17 $ 3.00 3.00 1.61 1.31 2.83 1.45 $ 74 10,913 39,773 3,714 12,253 2,097 400 69,224 $ 3.00 $ 3.00 $ 19,679 16,157 35,836 $ 3.00 $ 3.00 $ 14,496 10,268 24,764 1.67 $ 2.06 1.17 $ 1,500 7,100 20 8,620 2.17 $ 2.16 2.44 1.16 $ 186 43,380 138 6,480 50,184 2.83 $ 1.00 2.83 0.78 1.00 1.45 1.45 2.84 1.62 1.17 $ 15,197 12,900 3,000 1,370 1,208 1,829 2,017 1,979 2,214 20 41,734 3.00 $ 1.33 2.84 3.00 3.00 3.00 3.00 867 4,060 9,092 2,209 536 2,867 49 212 FY 2022 $ 317 317 $ - $ 1,410 $ - $ - $ $ 10,000 379 227 10,606 $ 18,500 7 18,507 $ - $ 3,025 988 1,806 5,819 $ - $ - $ - $ - $ - $ - $ - $ $ $ $ $ - $ 6,498 9,558 27 16,083 $ $ 4,415 1,851 3,687 9,953 19,679 16,157 35,836 $ - 14,496 10,268 24,764 - - - $ - $ - - - - $ - $ - $ $ $ 230 230 $ 40 40 $ 354 354 $ - $ - $ $ 138 138 $ $ - $ - $ - $ - $ $ 87 723 1,278 492 49 $ 12,124 3,000 1,979 17,103 780 933 586 44 2,867 - $ 186 43,380 43,566 $ 3,073 1,829 2,214 7,116 $ 1,104 345 - Return to Contents TEN-YEAR FINANCIAL PLAN FY 2023 FY 2024 $ - $ - FY 2025 - FY 2027 - $ - $ - $ - $ - $ - $ - - FY 2026 - $ - $ - $ $ 10 10 $ - $ - $ - $ - $ - $ - $ - $ 37 7,235 7,272 $ 21,129 2,097 23,226 $ 400 400 $ - $ - $ - $ - $ - $ $ $ - $ - - $ - $ - - - $ - - - $ - - - $ - $ - - $ - - $ - - $ 10 10 $ - $ - $ - $ - $ - $ 37 37 $ 12,253 12,253 $ - $ - $ - $ - $ $ $ - $ - - $ - $ - - - $ - - - $ - $ - $ - $ - $ - $ - - $ - $ - $ - $ - $ - $ - $ - - - - - $ $ - - $ $ - $ Beyond 10 Yrs FY 2030 $ - - - $ - $ $ - - $ $ $ FY 2029 - $ 3,208 3,208 - FY 2028 $ - $ - $ - $ - $ - $ - - - - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ - $ 134 134 $ $ 134 134 $ $ 33 33 $ $ 83 10 93 $ $ 39 39 $ $ 54 7,100 7,154 $ $ 162 162 $ $ 237 10 247 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 6,480 6,480 $ - $ - $ - $ - $ - $ - $ $ 2,017 2,017 $ 1,370 1,370 $ 12,900 12,900 $ 10 10 $ 10 10 $ 1,208 1,208 $ - $ - $ - $ - $ - $ - $ - $ - 1,583 - - 1,583 - - 1,583 - - - 1,583 - - 213 - - - - - - $ - $ - $ - $ - $ - $ 4,060 - Return to Contents TEN-YEAR FINANCIAL PLAN Project # ST1790 ST1850 ST1890 ST1960 ST1970 ST1980 ST1990 ST2010 ST2050 ST2060 ST2070 ST2100 ST2104 ST2105 TS1300 TS1310 TS1330 TS1340 TS1500 TS1580 TS1700 TS1740 TS1930 TS1941 MF2410 MF2420 MF2460 MF2523 RD2120 RD2190 RD2200 RD2263 Project Name PM10 Paving Greenfield Road Right Turn Lane at Knox Chandler Heights Improvements Market and Williams Field Interesction Val Vista and Mercy Intersection Market and San Tan Village Intersection Higley and Iverness Intersection Higley and Queen Creek Intersection Various Roadway Improvements Transportation Master Plan Integrated Transit Center Dev Plan Watford Court Improvements Higley and Germann Median Improvements School Safety and Congestion Improvements Val Vista and Baseline Signal Improvements Advanced Traffic Mgmt System - Phase III Advanced Traffic Mgmt System - Phase V Advanced Traffic Mgmt System - Phase VI Riggs and Recker Signal Recker and Ocotillo Signal Smart Signal Control System Advance Detection Safety Improvement Transportation Systems Mgmt Oper Plan Strategic Transportation Safety Plan North Area Service Center Paving South Area Service Center Paving Comprehensive Needs Assessment Study Wall Replacement - North Area Service Center Heritage District Intersections Study Vaughn Ventilator Heritage Distrist Parking Master Plan Update Heritage Distict Passenger Loading Zone Total Roadway and Maintenance Funds Salt River Project PR0390 Crossroads Park - Phase II Total Salt River Project Funds Signal System Development Fee Projects TS1310 Advanced Traffic Mgmt System - Phase III TS1330 Advanced Traffic Mgmt System - Phase V TS1340 Advanced Traffic Mgmt System - Phase VI TS1440 Recker and Cooley Loop North Signal TS1450 Recker and Cooley Loop South Signal TS1460 Williams Field and Cooley Loop West Signal TS1470 Williams Field and Cooley Loop East Signal TS1500 Riggs and Recker Signal TS1540 Val Vista and Ocotillo Signal TS1550 Val Vista and Chandler Heights Signal TS1570 Recker and Warner Signal TS1580 Recker and Ocotillo Signal TS1620 Higley and Coldwater Signal TS1700 Smart Signal Control System TS1860 Val Vista and Appleby Signal TS1910 Pecos and Napa Signal TS1920 American Heroes Way and Gilbert Signal TS1943 Higley and Bridges Signal TS1944 Higley and Morrison Ranch Signal TS1945 Lindsay and Layton Lakes Signal ISP Intersection Signal Program MF2520 System Development Fee Study Total Signal System Development Fee Funds Unidentified Fund Projects ST0840 Hunt Highway - Val Vista to 164th ST1300 Warner and Greenfield Intersection RD2210 The Neighborhood Park PR0030 Freestone Park Expansion - North Project Ranking Total Budget (1,000's) 1.16 2.00 3.00 2.00 2.67 2.00 2.00 2.00 1.92 2.84 2.84 2.84 2.41 2.44 3.00 2.83 1.45 1.00 0.78 1.38 2.83 3.00 2.84 3.00 0.78 0.78 3.00 3.00 2.67 3.00 3.00 3.00 $ 69 613 3,000 87 87 90 87 87 75 445 310 2,268 56 150 37 1,401 2,467 1,369 131 130 4,757 1,555 243 193 203 42 23 82 244 150 187 624 40,942 1.00 $ $ Prior Years FY 2021 $ 69 48 48 55 53 64 4 4 37 726 2 1 6 19 3,765 19 19 $ $ 2.83 $ 1.45 1.00 2.39 2.39 2.39 2.39 0.78 3.00 3.00 1.83 1.38 1.84 2.83 3.00 3.00 3.00 3.00 3.00 3.00 1.00 1.17 $ 267 470 261 555 556 557 556 392 569 587 575 390 382 906 554 556 475 536 521 531 14,480 20 24,696 $ 0.78 $ 1.00 1.16 1.00 86,201 10,388 1,983 22,300 214 FY 2022 $ 3,000 39 39 35 34 23 75 441 306 56 150 1,401 1,463 829 241 23 81 238 131 187 624 14,626 $ 613 3,294 193 5,549 19 19 $ $ - $ $ - $ - $ 160 524 525 526 525 543 560 279 554 338 459 536 521 531 6,581 $ $ 107 31 31 31 31 26 27 218 16 518 $ 575 382 627 1,448 3,032 $ - $ - $ - - - - Return to Contents TEN-YEAR FINANCIAL PLAN FY 2023 FY 2024 $ 130 1,713 $ $ FY 2025 $ 2,467 4,050 - $ $ $ - $ $ 390 1,448 10 1,848 $ - FY 2026 $ 1,369 131 203 42 3,328 - $ $ $ 470 1,448 1,918 $ - FY 2027 FY 2028 $ $ - $ - $ - $ - $ 4,060 - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ - $ - $ - $ - $ - $ - $ - $ 261 392 1,448 2,101 $ 1,448 1,448 $ 1,448 10 1,458 $ 1,448 1,448 $ 1,448 1,448 $ 1,448 1,448 $ 1,448 1,448 $ - $ - $ - $ - $ - $ - $ - - 215 - Beyond 10 Yrs FY 2030 2,268 3,851 - - FY 2029 - - - - - 86,201 10,388 1,983 22,300 Return to Contents TEN-YEAR FINANCIAL PLAN Project # PR0240 PR0370 PR0630 PR1070 PR1311 Project Name Freestone Skate/Tennis Facility - Phase II Culture and Education Center McQueen Park - Phase IV Riparian Preserve Yurts Nichols Park at Water Ranch Phase II Total Unidentified Funds Wastewater Fund Projects ST1120 Val Vista Drive - Appleby to Riggs MF2310 Utility Billing System Replacement MF2410 North Area Service Center Paving MF2420 South Area Service Center Paving MF2460 Comprehensive Needs Assessment Study RD2130 Ash Street Re-Alignment WA1542 Vulnerability Assmt and Emer Response Plan WA1584 Integrated Water Resources Master Plan WW0690 Relief Sewers WW0700 Candlewood Lift Station and Force Main WW0750 Greenfield WRP - Phase III WW0770 South Recharge Site - Phase II WW0950 Reclaimed Water Line Ext - Chandler Heights WW0960 Riparian Preserve Distribution Structure Exp WW0970 GWRP - Various Plant Improvements WW1050 System Wide Force Main Retrofit WW1070 Northeast Wastewater Basin Outfall WW1080 Reclaimed Water Vault - Recker and Warner WW1160 Layton Lakes Lift Station Odor Control Imp WW1170 Freestone Park Odor Control Injection System WW1180 Sewer Outfall Structure - Gilbert and Ray WW1200 Greenfield WRP Phase IV Expansion WW1230 Odor Control Study - South Gilbert WW1233 Reclaimed Water Recovery Well - Reservoir 3 WW1234 Reclaimed Water Line Ext - Higley WW1235 Odor Control - Greenfield and SASC WW1237 Islands Lift Station Site Improvements WW1238 Property Acquisition for Lift Stations Total Wastewater Funds Wastewater Replacement Fund Projects ST1860 Gilbert and Warner Intersection MF2523 Wall Replacement - North Area Service Center 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 Neely Activated Sludge Pumping Station Repl WW1100 Neely Oxidation Ditch Rotor Repl WW1110 Neely Effluent Filter Repl WW1130 Neely Influent Odor Control System Repl WW1140 Greenfield Repair and Replacement WW1190 Higley and SR 202 Gravity Sewer Rehabilitation WW1200 Greenfield WRP Phase IV Expansion WW1231 Neely Administration Building Repairs WW1236 Gravity Sewer Rehab - Guadalupe and Sirrine WW1237 Islands Lift Station Site Improvements 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 Reclaimed Water Rec Well - Cactus Yards Total Wastewater System Development Fee Funds Water Fund Projects ST0710 Baseline Road - Burk to Consolidated Canal ST1120 Val Vista Drive - Appleby to Riggs ST1200 Power Road - Guadalupe to Santan Freeway ST1450 Germann Road - Gilbert to Val Vista Project Ranking Total Budget (1,000's) 1.16 0.61 1.00 0.78 1.61 $ 6,140 81,740 3,100 164 14,830 226,846 3.00 $ 2.22 0.78 0.78 3.00 1.55 1.62 3.00 3.00 3.00 3.00 3.00 3.00 2.22 3.00 3.00 1.17 3.00 2.61 2.38 2.39 1.78 2.78 2.00 1.78 2.38 2.23 1.96 $ Prior Years FY 2021 - FY 2022 - - $ - $ - $ - 1,280 1,212 140 150 19 315 297 665 4,505 1,092 562 441 1,893 1,849 14,186 250 4,591 403 1,400 858 809 11,000 529 1,675 2,142 2,429 1,115 273 56,080 $ - $ - $ 1,280 1,212 19 4,494 803 648 3,868 312 1,400 858 794 529 16,217 $ 11 289 562 441 1,245 1,331 250 91 15 4,235 $ 99 2,416 273 2,788 3.00 $ 3.00 3.00 3.00 3.00 3.00 2.29 2.47 2.69 2.44 3.00 2.84 1.78 2.51 3.00 2.23 $ 2,350 57 7,886 9,638 21,141 12,047 4,182 6,337 3,259 898 20,540 488 5,000 400 220 200 94,643 $ $ $ 53 56 4,284 4,537 2,995 10,402 4,095 6,337 3,255 12,306 43 396 220 48,979 $ 2,200 1,770 1,086 898 5,954 3.00 $ 3.00 3.00 2.17 $ 183 500 581 451 1,715 $ - $ - 3.00 $ 3.00 1.83 3.00 473 1,290 2,500 800 216 $ $ 97 1 3,602 1,519 1,396 1,645 87 4 8,234 445 4 17,034 $ $ $ 183 500 581 451 1,715 $ - $ - $ - $ 473 1,290 800 $ - - - - - Return to Contents TEN-YEAR FINANCIAL PLAN FY 2023 FY 2024 - FY 2025 - FY 2026 - FY 2027 FY 2028 - - FY 2029 - FY 2030 - - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 315 332 1,849 72 2,568 $ 2,585 2,585 $ 140 150 1,957 2,247 $ 1,957 1,675 2,142 2,429 1,115 9,318 $ 99 99 $ 333 11,000 11,333 $ 4,591 4,591 $ - $ - $ - $ - $ - $ - $ - $ - $ - $ 340 1,086 1,426 $ 932 1,086 2,018 $ 270 1,086 1,356 $ 270 1,086 200 1,556 $ 1,086 1,086 $ 1,086 5,000 6,086 $ 9,148 9,148 $ - $ - $ - $ - $ - $ - $ - $ - $ - - - $ - $ - $ - $ - 2,500 - - $ - $ - $ - $ - $ - $ - - - 217 $ - $ - - $ - $ - $ 99 99 $ - - - $ Beyond 10 Yrs 6,140 81,740 3,100 164 14,830 $ 226,846 $ - $ - $ - $ - $ - $ - Return to Contents TEN-YEAR FINANCIAL PLAN Project # ST1790 MF2230 MF2310 MF2410 MF2420 MF2460 MF2523 WA1070 WA1120 WA1140 WA1170 WA1200 WA1280 WA1370 WA1410 WA1450 WA1480 WA1490 WA1530 WA1542 WA1544 WA1578 WA1584 WA1585 Project Name PM10 Paving Topaz Radio Utility Billing System Replacement North Area Service Center Paving South Area Service Center Paving Comprehensive Needs Assessment Study Wall Replacement - North Area Service Center NWTP Finished Water Pump 10 Power Road Water Line - Elliot to Warner Baseline Water Line - Fiesta Tech to McQueen NWTP Office Space Expansion Water Rights - Resiliency and Capacity Water Meter Modernization Blending Control Structure - Well 20 and 22 Zone Split Valve Structures Transmission Main Assessments Well 25 Arsenic Mitigation Cathodic Protection - External Pipeline Eval Zone 2 - Improvements 148th Street Vulnerability Assmt and Emer Response Plan Power Road Water System Loop Zone 1 - Improvements for Site 26 Integrated Water Resources Master Plan Water Quality Master 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 - Lindsay to Val Vista ST1720 Val Vista Lakes Improvements ST1800 Cooper Road - Encinas to Baseline ST1880 Lindsay and Guadalupe Intersection ST1910 McQueen and Guadalupe Intersection ST1920 Val Vista and Ray Intersection ST2000 Power and Pecos Intersection ST2100 Watford Court Improvements MF2523 Wall Replacement - North Area Service Center RD2110 Heritage District Transportation Improvements RD2130 Ash Street Re-Alignment WA1080 NWTP Variable Frequency Drive Repl WA1180 Tankersley Water Line Repl Area I WA1230 New and Repl Resvr - Power and Queen Creek WA1270 Water Main Priority Replacement Program WA1290 NWTP Ozone Generation System Repl WA1300 Lindsay and Galveston Reservoir Well Repl WA1310 Tankersley Water Line Repl Area II WA1320 Tankersley Water Line Repl Area V WA1330 Tankersley Water Line Repl Area III/IV WA1340 Tankersley Water Line Repl Area VI WA1350 Tankersley Water Line Repl Area VII/VIII WA1440 Well 3 Water Mains - Water Tank and Gilbert WA1460 Higley Road Water Line Repl WA1470 Islands Water Line and System Repl WA1510 Pony Lane Water Line Repl WA1520 Zone 4 - Improvements for Site 32 WA1541 NWTP Filter Rehab Phase I WA1545 Tankersley Water Line Repl Area IX WA1546 Zone 1 - Transmission Main Assmt and Rehab WA1548 NWTP Acid Storage and Feed Repl WA1549 NWTP Intake and Diversion Structure Rehab WA1550 NWTP Filter Rehab Phase II WA1551 NWTP Filter West Influent Channel Rehab WA1553 NWTP Final Sed Effluent Channel Pipes Rehab WA1558 NWTP Filter Gallery Basins 1-6 Rehab WA1563 NWTP Back Wash Return Basin Rehab Project Ranking Total Budget (1,000's) 1.16 1.67 2.22 0.78 0.78 3.00 3.00 3.00 1.67 3.00 2.45 1.62 1.78 2.83 1.61 2.51 2.00 2.51 1.75 1.62 2.38 2.83 3.00 3.00 $ 240 27 1,300 624 150 53 133 1,155 3 2,644 802 12,492 11,878 462 1,218 332 2,729 837 800 297 2,236 797 665 394 47,331 0.78 $ 0.78 1.62 2.55 2.00 1.45 2.84 1.00 1.62 2.84 3.00 3.00 1.55 3.00 1.89 2.83 2.39 3.00 2.55 2.34 2.34 2.66 2.34 2.34 2.06 2.06 2.34 2.50 1.16 2.83 2.12 1.84 3.00 3.00 3.00 3.00 3.00 2.67 3.00 2,300 2,300 820 5,972 1,424 1,000 722 302 200 1,035 252 700 413 300 3,745 3,679 515 351 2,409 8,159 15,362 12,947 2,568 10,445 4,763 2,094 40,118 7,752 137 2,950 8,725 4,940 1,274 384 3,856 1,422 4,075 637 464 218 Prior Years $ 27 1 122 223 18 38 429 $ 2 700 125 592 5 351 1 148 3 2,043 1,263 18 - FY 2021 FY 2022 $ 1,300 53 132 1,033 2,421 8,372 444 382 332 800 2,198 797 20,827 $ 99 99 $ - $ - 250 175 3,153 3,679 510 2,408 8,011 15,359 2,720 2,094 137 1,687 8,725 4,940 1,256 384 3,856 1,422 4,075 - 400 1,424 722 200 2,568 637 - Return to Contents TEN-YEAR FINANCIAL PLAN FY 2023 $ 333 197 3,030 $ 820 1,172 413 12,947 10,445 - FY 2024 $ 4,120 418 837 5,375 $ 775 1,000 - FY 2025 $ 624 150 802 1,576 $ 3,625 7,752 - FY 2026 FY 2027 $ 3 3,308 2,729 6,040 $ $ - $ 1,035 8,026 - 2,785 418 99 3,302 2,300 2,300 8,023 - 219 FY 2028 240 2,866 332 197 $ 3,635 $ 8,023 - FY 2029 Beyond 10 Yrs FY 2030 $ 2,919 2,919 $ - $ 99 99 $ - $ - $ - 302 8,023 - - 8,023 464 - Return to Contents TEN-YEAR FINANCIAL PLAN Project # Project Name WA1576 WA1577 WA1587 NWTP Flocc and Final Sed Train G Rehab NWTP Building F Basement Rehabilitation Chlorine Line Repairs Total Water Replacement Funds Water Resources System Development Fee Projects MF2520 System Development Fee Study WA0940 Water Rights - Phase II 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 Conversion 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 Conversion WA1120 Power Road Water Line - Elliot to Warner WA1230 New and Repl Resvr - Power and Queen Creek WA1547 Zone 1 - System Connectivity Improvement Total Water System Development Fee Funds WRMPC (2007 Bonds) Projects WA0880 Trend Homes Direct System Well Conversion Total WRMPC (2007 Bonds) Funds WRMPC (2016 Bonds) Projects WA0620 Reservoir, Pump Station and Well Conversion Total WRMPC (SDF Bond) Funds WRMPC (2018 Bonds) Projects WW0750 Greenfield WRP - Phase III Total WRMPC (2018 Bonds) Funds Project Ranking Total Budget (1,000's) 3.00 3.00 3.00 Prior Years $ 822 151 236 162,720 1.17 $ 1.78 3.00 1.62 $ 20 34,431 2,910 20,732 58,093 $ 1.17 $ 1.39 3.00 3.00 3.00 2.83 2.45 1.00 1.67 2.83 1.84 $ 20 19,574 1,327 1,008 6,571 4,476 5,934 7,941 3,086 8,586 448 58,971 $ 1.00 $ $ $ 5,251 FY 2021 $ 13,431 13,431 $ $ $ 1,085 1,327 1,008 3,083 4 2 655 5 7,169 13 13 $ $ 3.00 $ $ 20,615 20,615 3.00 $ $ $ Grand Total - All Capital Funds 220 236 65,077 FY 2022 $ 5,951 5,200 8,372 13,572 $ $ 15,800 2,910 4,120 22,830 $ - $ 34 3,488 4,472 5,932 8,581 22,507 $ 448 448 13 13 $ $ - $ $ - $ $ 4,884 4,884 $ $ 15,731 15,731 $ $ - 45,253 45,253 $ $ 42,613 42,613 $ $ 2,640 2,640 $ $ - 2,683,840 $ 274,461 $ 455,712 $ 577,874 $ $ Return to Contents TEN-YEAR FINANCIAL PLAN FY 2023 FY 2024 $ 1,775 $ - $ 4,120 4,120 $ - $ - $ - $ 10 10 $ - $ - $ $ - $ $ - $ $ $ $ - $ $ - $ $ - $ $ $ 170,541 $ $ $ $ $ 25,797 FY 2025 10 4,120 4,130 FY 2026 $ 11,377 $ - FY 2027 $ 9,061 $ $ - $ - FY 2028 12,623 - FY 2029 Beyond 10 Yrs FY 2030 822 151 $ 9,460 $ - $ $ - $ 8,023 $ 8,325 10 10 $ - $ - $ - $ - $ - $ - $ - $ - $ 630 630 $ 6,656 6,656 $ - $ - - - - - - - $ - $ $ $ $ 18,455 3,086 21,541 $ 10 10 - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - $ $ - 198,636 $ 118,478 $ 123,397 $ 70,932 $ 267,927 $ 75,185 $ 20,692 $ 330,005 - - 221 $ - $ - - - Return to Contents STREETS PROJECT LOCATOR 222 Return to Contents STREETS PROJECT SUMMARY Capital Expenses (1,000s) Total Prior Years FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Yrs Ocotillo Road - Greenfield to Higley ST0540 66,519 332 12,413 53,774 - - - - - Baseline Road - Burk to Consolidated Canal ST0710 1,340 87 1,253 - - - - - - Baseline Road - Greenfield to Power ST0780 8,801 112 - - - - 8,689 - - Recker Road - Ocotillo to Chandler Heights ST0800 11,611 - - - - - - 11,611 - Hunt Highway - Val Vista to 164th ST0840 86,241 40 - - - - - - 86,201 Recker Road - Ray to SR 202 ST0960 3,940 455 3,485 - - - - - - Higley Road - Riggs to Stacey ST0980 20,403 1,973 - - - - - 18,430 - Ocotillo Road - 148th to Greenfield ST0990 20,317 - 5,568 14,749 - - - - 4,060 Elliot Road - Neely to Burk ST1050 4,060 - - - - - - - Val Vista Drive - Appleby to Riggs ST1120 34,277 7,513 26,764 - - - - - - Lindsay Road - Queen Creek to Ocotillo ST1140 3,881 171 1,097 2,613 - - - - - Hunt Highway - Higley to Recker ST1150 9,438 - - - - - - 9,438 - Recker Road - Riggs to Hunt Highway ST1160 11,395 104 - - - - - 11,291 - Lindsay Road - Pecos to SR 202 ST1170 12,171 6,609 5,562 - - - - - - Warner Road - Power to East of Recker ST1180 14,752 - - - 14,752 - - - - Power Road - Guadalupe to Santan Freeway ST1200 15,140 - - - 15,140 - - - - Val Vista Drive - Riggs to Hunt Highway ST1270 7,779 - - - - - - 7,779 - Warner and Greenfield Intersection ST1300 12,367 - - - - - - - 12,367 Ray and Gilbert Intersection ST1310 8,536 - - - - - - 8,536 - Elliot and Gilbert Intersection ST1320 8,626 66 - - - - 8,560 - - Guadalupe and Val Vista Intersection ST1330 8,880 - - - - - - 8,880 - Guadalupe and Power Intersection ST1340 8,790 - - 8,790 - - - - - Elliot and Cooper Intersection ST1380 10,370 670 9,700 - - - - - - Elliot and Higley Intersection ST1390 7,552 - - - - - - 7,552 - Germann Road - Gilbert to Val Vista ST1450 27,429 4,385 23,044 - - - - - - Turn Lane Safety and Congestion Improvements ST1540 9,329 723 1,170 1,104 1,583 1,583 1,583 1,583 - Accessibility Upgrades in Public ROW ST1550 2,209 1,278 586 345 - - - - - Constellation Way - South of Coldwater ST1570 3,356 55 - - - - - 3,301 - Lindsay Road/SR 202 Traffic Interchange ST1580 18,151 7,658 10,493 - - - - - - Higley and Pecos Intersection ST1590 928 - - 928 - - - - - Infrastructure Imp at Railroad Crossings ST1600 2,545 57 2,488 - - - - - - Mesquite Street - Lindsay to Val Vista ST1620 6,107 - - - 6,107 - - - - Adora Trails Improvements ST1660 874 830 44 - - - - - - Val Vista Drive Reconstruction ST1690 7,405 491 6,914 - - - - - - Val Vista Drive - Eastern Canal Bridge Repair ST1710 1,055 150 905 - - - - - - Val Vista Lakes Improvements ST1720 48,195 480 64 12,147 8,860 10,276 16,368 - - Higley and Baseline Intersection ST1740 5,028 4,714 314 - - - - - - Guadalupe Road Improvements ST1770 9,920 - 1,750 8,170 - - - - - PM10 Paving ST1790 3,283 131 52 1,512 - - - 1,588 - Cooper Road - Encinas to Baseline ST1800 7,743 - - 7,743 - - - - - Pecos Road - Allen to Lindsay ST1820 2,962 - 342 2,620 - - - - - Higley Road - North of Elliot ST1830 1,523 - - 1,523 - - - - - Cooley Station Transit Center ST1840 10,306 - - - - 10,306 - - - Greenfield Road Right Turn Lane at Knox ST1850 613 - - 613 - - - - - Gilbert and Warner Intersection ST1860 11,493 178 53 11,262 - - - - - McQueen and Elliot Intersection ST1870 11,434 - - 11,434 - - - - - Lindsay and Guadalupe Intersection ST1880 12,608 - - - - 12,608 - - - Chandler Heights Improvements ST1890 3,000 - 3,000 - - - - - - McQueen and Guadalupe Intersection ST1910 12,369 - 2,987 9,382 - - - - - Val Vista and Ray Intersection ST1920 9,707 - - - - - - 9,707 - Power and Queen Creek Intersection ST1940 8,537 - - - - - - 8,537 - Market and Williams Field Interesction ST1960 813 48 39 - 726 - - - - Val Vista and Mercy Intersection ST1970 1,172 48 39 1,085 - - - - - Market and San Tan Village Intersection ST1980 1,342 55 35 - 1,252 - - - - 223 Return to Contents STREETS PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Yrs Higley and Iverness Intersection ST1990 988 53 34 - 901 - - - - Power and Pecos Intersection ST2000 13,836 - - 13,836 - - - - - Higley and Queen Creek Intersection ST2010 3,344 64 23 - 3,257 - - - - Various Roadway Improvements ST2050 34,475 - 75 6,880 6,880 6,880 6,880 6,880 - Transportation Master Plan ST2060 445 4 441 - - - - - - Integrated Transit Center Dev Plan ST2070 310 4 306 - - - - - - Bus Stop Improvements ST2080 1,737 - - 1,737 - - - - Watford Court Improvements ST2100 3,303 - - - - - - 3,303 - Bus Stop Shelter Replacements ST2101 2,171 - - 2,171 - - - - - Safe Route Enhancements ST2102 28,597 - - 28,597 - - - - - Germann and Power Intersection ST2103 1,020 - - 1,020 - - - - - Higley and Germann Median Improvements ST2104 56 - 56 - - - - - - School Safety and Congestion Improvements ST2105 6,075 - 150 5,925 - - - - - 39,538 $ 121,246 $ 209,960 41,653 $ 42,080 $ 118,416 $ 102,628 TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Capital Expenses $ 734,979 $ TRUE Capital Sources (1,000s) Total Prior Years FY 2021 $ 59,458 $ TRUE FY 2022 FY 2023 FY 2024 FY 2025 Beyond 10 Years 6-10 Yrs 2006 GO Bonds 08 2,314 2,314 - - - - - - 2007 GO Bonds 08 3,508 3,508 - - - - - - - 2017 GO Bonds 50,948 20,477 28,256 2,215 - - - - - 2022 Potential Street Bond 350,638 - - 183,548 53,328 36,278 32,037 45,447 - 2026 Potential Street Bond 42,295 - - - - - - 42,295 - Maricopa County 1,410 - - 1,410 - - - - - MAG RTP Arterial Fund 53,251 817 39,020 8,013 3,242 2,159 - - - MAG Revolving Fund 8,664 6,008 8,007 50 (3,242) (2,159) - - - Developer Contribution 10,338 2,228 - 590 3,000 - - 4,520 - CIP Outside Sources 9,844 698 4,000 - - 5,146 - - - CIP O/S Revolving Fund 2,089 (816) 11,540 10 (2,945) (5,146) 215 (769) - City of Mesa 3,250 - - - - - 3,250 - - Water Repl Fund 16,075 - - 2,746 1,992 1,775 3,625 5,937 - Wastewater Repl Fund 2,350 97 53 2,200 - - - - - General Fund 1,211 1,195 16 - - - - - - Water Fund 5,303 - 2,563 - 2,500 - - 240 - Wastewater Fund 1,280 - 1,280 - - - - - - Env. Services-Residential 2 2 - - - - - - - Roadway and Maint. Fund 27,104 2,974 9,408 2,062 1,583 1,583 1,583 3,851 4,060 Future Growth Funding 4,766 - - - - - - 2,787 1,979 Roads SDF 41,714 - 17,103 7,116 - 2,017 1,370 14,108 - 36 36 - - - - - - - 96,589 - - - - - - - 96,589 39,538 $ 121,246 $ 209,960 41,653 $ 42,080 $ 118,416 $ 102,628 Total Operation and Maintenance Impact - 185 229 289 289 - Total Revenue - - - - - - Investment Income Unidentified Total Sources $ 734,979 $ $ 59,458 $ Operation and Maintenance Impact (1,000s) Net Additional Cost $ 224 - $ 185 $ 229 $ 289 $ 289 $ - Return to Contents STREETS PROJECT DETAIL ST0540 – Ocotillo Road – Greenfield to Higley Project Priority: 2.83 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 Street 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. ST0780 – Baseline Road – Greenfield to Power Project Priority: 1.45 Widen unimproved sections of Baseline Road from Greenfield Road to Power Road to major arterial standards; six lanes with raised landscaped median, bike lanes, sidewalks and street lights. ST0800 – Recker Road – Ocotillo to Chandler Heights Project Priority: 1.00 Complete Recker Road from Ocotillo Road to Chandler Heights Road to minor collector street standards. Improvements include a two lane section with striped two-way left turn lane, bike lanes, sidewalk and street lights. ST0840 – Hunt Highway – Val Vista to 164th Project Priority: 0.78 Design and construction of a new roadway on the Hunt Highway alignment to major arterial standards. Project requires construction of new bridges over the Roosevelt Water Conservation District canal and East Maricopa Floodway. The project includes a 16” water line from Val Vista Drive to 164th Street. Initial project phase will construct two lanes and a striped median on the north half of the alignment. Project Priority: 3.00 ST0960 – Recker Road – Ray to SR 202 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. Project Priority: 1.00 ST0980 – Higley Road – Riggs to Stacey Complete Higley Road improvements from ¼ mile south of Riggs Road to south of Stacey Road. Project to include approximately 1,100 linear feet of 8” sewer line at the southern end. ST0990 – Ocotillo Road – 148th to Greenfield Complete Ocotillo Road improvements from 148th Street to Greenfield Road to minor arterial standards with four traffic lanes and a striped center left turn lane, bike lanes, sidewalk and streetlights. 225 Project Priority: 2.83 Return to Contents STREETS PROJECT DETAIL Project Priority: 1.33 ST1050 – Elliot Road – Neely to Burk Conversion of above ground Arizona Public Services, Cox and Qwest utilities to underground facilities on the south side of Elliot Road. Project also includes replacement of curb and gutter, landscaping, sidewalks and street lights, with a potential for designated bike lanes. 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 Boulevard 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. Project Priority: 0.78 ST1150 – Hunt Highway – Higley to Recker Complete Hunt Highway to full improvements from Higley Road to Recker Road. Also includes a 16" water line from Higley to Recker. ST1160 – Recker Road – Riggs to Hunt Highway Project Priority: 0.78 Complete Recker Road to full improvements for a major collector street from Riggs Road to Hunt Highway. Improvements include a two lane section with striped two-way center left turn lane, bike lanes, sidewalk and street lighting. The project includes a 16” water line from Hunt Highway for ½ mile north to tie into existing line. Project Priority: 3.00 ST1170 – Lindsay Road – Pecos to SR 202 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. ST1180 – Warner Road – Power to East of Recker Project Priority: 1.83 Design and construction of Warner Road from Power Road to the east side of Recker Road. Improvements will be to major arterial standards; six lanes, raised, landscaped median, bike lanes, sidewalk and street lights. ST1200 – Power Road – Guadalupe to Santan Freeway Design and construction of Power Road to full major arterial standards in accordance with the Maricopa Association of Governments (MAG) Regional Transportation Plan approved by voters as Proposition 400 in 2004. Improvements will include six lanes, raised median, bike lanes, landscaping, sidewalks and street lighting. The work will be coordinated with other intersecting arterial projects. 226 Project Priority: 1.83 Return to Contents STREETS PROJECT DETAIL ST1270 – Val Vista Drive – Riggs to Hunt Highway Project Priority: 0.78 Complete Val Vista Drive from Riggs Road to Hunt Highway to full minor arterial roadway standards. Improvements include a four lane section with striped two-way left turn median lane, bike lanes, sidewalk and street lights. Also includes a 16” water line. ST1300 – Warner and Greenfield Intersection Project Priority: 1.00 Improvements being made to reduce congestion include widening to accommodate additional lanes as justified by traffic studies and related drainage improvements. Project Priority: 0.45 ST1310 – Ray and Gilbert Intersection Intersection improvements at Ray and Gilbert Roads are being made to reduce congestion include widening as justified by traffic studies and related drainage improvements. Project Priority: 0.78 ST1320 – Elliot and Gilbert Intersection Improvements being made to reduce congestion include widening to provide additional through, left and/or right turn lanes and bike lanes as justified by traffic studies conducted as part of the design. Project also includes traffic signal and related drainage improvements. ST1330 – Guadalupe and Val Vista Intersection Project Priority: 0.45 Intersection improvements at Guadalupe and Val Vista 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 as justified by traffic studies and related drainage improvements. ST1340 – Guadalupe and Power Intersection Project Priority: 1.62 Intersection improvements at Guadalupe Road and Power Road are being made to reduce congestion include widening to accommodate lanes as justified by traffic studies and related drainage improvements. Project Priority: 3.00 ST1380 – Elliot and Cooper Intersection Intersection improvements at Elliot and Cooper Roads in accordance with the Maricopa Association of Governments (MAG) Regional Transportation Plan approved by voters as Proposition 400 in 2004. Improvements to reduce congestion include widening, justified by traffic studies, and related traffic signal and drainage improvements. Project Priority: 1.00 ST1390 – Elliot and Higley Intersection Intersection improvements at Elliot and Higley Roads being made to reduce congestion include widening to accommodate additional lanes as justified by traffic studies. Project also includes a traffic signal and related drainage improvements. 227 Return to Contents STREETS PROJECT DETAIL ST1450 – Germann Road – Gilbert to Val Vista Project Priority: 3.00 Improvements are designed for major arterial roadway standards, including six lanes, a raised median, sidewalks, bike lanes, street lights, traffic signals, interconnect and improvements to the bridge over the Eastern Canal. This project will complete gaps in Germann Road left between areas previously completed by development. ST1540 – Turn Lane Safety and Congestion Improvements Project Priority: 2.84 Modify 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 intersection to reduce disruption to through traffic. ST1550 – Accessibility Upgrades in Public ROW Project Priority: 3.00 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 Public Right of Way Accessibility Guidelines (PROWAG). PROWAG is a guideline by the US Department of Transportation related to ADA Pedestrian Facilities in the Public Right of Way. ST1570 – Constellation Way – South of Coldwater Project Priority: 0.78 Design and construction of Constellation Way from Coldwater Boulevard south approximately 2,400 feet. Improvements are to residential collector standards including two lanes, bike lanes, sidewalks and street lights. 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 and a frontage road system on the north side of SR 202 between Lindsay Road and Gilbert Road. The improvements will include the construction of the entry/exit ramps and frontage road, traffic signals and interconnect, improvements to the mainline SR 202 to accommodate the new TI, reconstruction of Lindsay Road and Eastern Canal alignments, reconfiguration and mitigation measures for Zanjero Park, purchase of additional right-of-way for the TI and other minor improvements to the existing street network to accommodate the TI. Project Priority: 2.83 ST1590 – Higley and Pecos Intersection Reconstruct curb and median on the north leg of the Higley Road and Pecos Road intersection to allow for proper lane alignment and three southbound lanes with bike lane through the intersection and future dual southbound left-turn lanes. ST1600 – Infrastructure Imp at Railroad Crossings 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 will include curb replacement, signage, railroad signal upgrades, median improvements and driveway adjustments 228 Project Priority: 3.00 Return to Contents STREETS PROJECT DETAIL ST1620 – Mesquite Street – Lindsay to Val Vista Project Priority: 1.62 Design and construct full roadway improvements on Mesquite Street from Lindsay Road to Val Vista Road, including sidewalk, ramps, curbing, and street lights. Also includes an 8” water line and minor landscaping improvements. 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. 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. ST1710 – Val Vista Drive – Eastern Canal Bridge Repair Project Priority: 2.50 The project will reconstruct the bridge deck on Val Vista Road and the Eastern Canal. Project Priority: 2.55 ST1720 – Val Vista Lakes Improvements Remove and replace entire pavement section in four phases, starting with the western phase. Water lines will be replaced, and valves will be updated. ADA will be updated to meet Public Right of Way Accessibility Guidelines. ST1740 – Higley and Baseline Intersection Project Priority: 3.00 Per the terms of the Development Agreement, Gilbert will improve and construct the Baseline Road and Higley Road 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: 2.84 ST1770 – Guadalupe Road Improvements This project will be a complete reconstruction of Guadalupe Road from Arizona Avenue to McQueen Road, Obispo Avenue, Colorado Street and Fiesta Boulevard. Project also consists of upgrading concrete ramps and driveways for ADA compliance, as well as updating street lights to new street light standards. 229 Return to Contents STREETS PROJECT DETAIL Project Priority: 1.16 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 10-year plan. ST1800 – Cooper Road – Encinas to Baseline Project Priority: 2.00 Major reconstruction of deteriorated asphalt pavement on Cooper Road from Encinas Street to Baseline Road. Additional improvements will include minor traffic signal work at Houston Road and the installation of a 12” PVC water line. Project Priority: 2.55 ST1820 – Pecos Road – Allen to Lindsay Complete Pecos Road improvements from Allen Road to west of Lindsay Road to minor arterial standards, including additional lanes, sidewalk and street lights. Project Priority: 1.62 ST1830 – Higley Road – North of Elliot Design and construction of deficient asphalt pavement from Elliot Road north to the trail crossing. Improvements will be to remove asphalt and base and upgrade handicap ramps to ADA standards. Project Priority: 1.45 ST1840 – Cooley Station Transit Center Design and construction of a transit center located south of Williams Field Road and west of Recker Road within the Cooley Station Development area. The purpose of the transit center is to create a strategically located, multimodal facility that meets regional needs and provides improved commuting opportunities. ST1850 – Greenfield Road Right Turn Lane at Knox Project Priority: 2.00 Crossroads Park currently has four acres of undeveloped land on the southwest corner of Knox Road and Greenfield Road. The traffic impact analysis for the approved development identified a southbound right turn lane off of Greenfield Road will become necessary based on current uses and traffic generated at Crossroads Park. ST1860 – Gilbert and Warner Intersection Project Priority: 3.00 Design and construct north and south dual left-turn lanes on Gilbert Road. Includes construction of a right turn lane on Gilbert Road north bound at Warner Road. 230 Return to Contents STREETS PROJECT DETAIL Project Priority: 1.45 ST1870 – McQueen and Elliot Intersection Intersection improvements at McQueen Road and Elliot Road. Improvements will reduce congestion and address safety concerns by adding northbound/southbound right turn lanes and northbound/southbound dual left turn lanes, update traffic signal and add ADA enhancements. The SRP well and several 69kV lines impacts will also be resolved. ST1880 – Lindsay and Guadalupe Intersection Project Priority: 1.45 Intersection Improvements at Lindsay Road and Guadalupe Road. Improvements will reduce congestion and address safety concerns by adding right turn lanes all directions, upgrading street light poles and mast arms. The ACP water line will be replaced on all four legs, and SRP 69kV impacts will be resolved. ST1890 – Chandler Heights Improvements Project Priority: 3.00 Roadway improvements on Chandler Heights Road from west of Power Road to Recker Road. Improvements will be half street improvements on the north side of Chandler Heights Road per Gilbert standards. A new traffic signal will be added at 180th Street. ST1910 – McQueen and Guadalupe Intersection Project Priority: 2.84 Intersection improvements at McQueen Road and Guadalupe Road. Improvements will reduce congestion and address safety concerns by adding northbound/southbound dual left turn lanes, a third eastbound/westbound thru lane, eastbound right turn lane, and northbound right turn lane. Traffic signal will be upgraded, and ACP water lines and 69kV line impacts will be resolved. Project Priority: 1.00 ST1920 – Val Vista and Ray Intersection Intersection improvements at Val Vista Drive and Ray Road. Improvements will reduce congestion and address safety concerns by adding lanes justified by the MAG 2012-2016 High Crash Intersection data. The traffic signal will be upgraded and will comply with PROWAG recommendations. Water scope is to replace existing 12" ACP pipe with a new 12" PVC water line on Ray Road from Val Vista Drive east approximately 900 linear feet. ST1940 – Power and Queen Creek Intersection Project Priority: 1.00 Intersection improvements at Power 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. The traffic signal will be upgraded and will comply with PROWAG recommendations. ST1960 – Market and Williams Field Intersection 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. 231 Project Priority: 2.00 Return to Contents STREETS PROJECT DETAIL ST1970 – Val Vista and Mercy Intersection Project Priority: 2.67 Intersection improvements at Val Vista Drive and Mercy Road. Improvements will reduce congestion and address safety concerns by adding lanes justified by the MAG 2012-2016 High Crash Intersection data. ST1980 – Market and San Tan Village Intersection Project Priority: 2.00 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. ST1990 – Higley and Inverness Intersection Project Priority: 2.00 Intersection improvements at Higley Road and Inverness Avenue. Improvements will reduce congestion and address safety concerns by adding lanes justified by the MAG 2012-2016 High Crash Intersection data. Project Priority: 1.62 ST2000 – Power and Pecos Intersection Intersection improvements at Power Road and Pecos Road. Improvements will reduce congestion and address safety. Project elements will include an assessment to determine need for an at grade separation with the Railroad. Improvements will include adding dual eastbound and westbound left-turn lanes, a third eastbound through lane, dual eastbound and westbound right turn lanes. These improvements will require the upgrade of the signal system. ST2010 – Higley and Queen Creek Intersection Project Priority: 2.00 Intersection improvements at Higley Road 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: 1.92 Roadway and infrastructure improvements at various locations in the Town of Gilbert for roads annexed prior to 2006. Project Priority: 2.84 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. 232 Return to Contents STREETS PROJECT DETAIL ST2070 – Integrated Transit Center Dev Plan Project Priority: 2.84 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. Project Priority: 2.22 ST2080 – Bus Stop Improvements Improvements to existing bus stops and construction of new bus stops at various locations throughout Gilbert. Project Priority: 2.84 ST2100 – Watford Court Improvements Infrastructure improvements at Watford Court and Constellation Way. Improvements will include new asphalt, base course, ribbon curb, drainage and a water main. Project Priority: 1.99 ST2101 – Bus Stop Shelter Replacements To remove and replace 28 old and obsolete bus shelters and pads to new standards. Project Priority: 2.39 ST2102 – Safe Route Enhancements Design and construction of safe routes at various location for the use of alternative methods of transportation, including bikes, pedestrians and other micro-mobility devices. ST2103 – Germann and Power Intersection Project Priority: 2.61 Reconstruct curbs and medians on the west side of Power Road at Germann Road to allow proper lane alignment through Power Road. ST2104 – Higley and Germann Median Improvements To improve the safety at the left turn lanes at Higley Road and Germann Road by creating positive offset on all four turn lanes by pushing the medians back. 233 Project Priority: 2.41 Return to Contents STREETS PROJECT DETAIL ST2105 – School Safety and Congestion Improvements To design and construct improvements at various locations around schools to help with safety and congestion. 234 Project Priority: 2.44 Return to Contents TRAFFIC CONTROL PROJECT LOCATOR 235 Return to Contents TRAFFIC CONTROL PROJECT SUMMARY Capital Expenses (1,000s) Total Prior Years FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Yrs Val Vista and Baseline Signal Improvements TS1300 617 86 531 - - - - - - Advanced Traffic Mgmt System - Phase III TS1310 1,668 107 1,561 - - - - - - Advanced Traffic Mgmt System - Phase V TS1330 2,937 - - - - 2,937 - - - Advanced Traffic Mgmt System - Phase VI TS1340 1,630 - - - - - 1,630 - - Recker and Cooley Loop North Signal TS1440 555 31 524 - - - - - - Recker and Cooley Loop South Signal TS1450 556 31 525 - - - - - - Williams Field and Cooley Loop West Signal TS1460 557 31 526 - - - - - - Williams Field and Cooley Loop East Signal TS1470 556 31 525 - - - - - - Riggs and Recker Signal TS1500 523 - - - - - 523 - - Val Vista and Ocotillo Signal TS1540 569 26 543 - - - - - - Val Vista and Chandler Heights Signal TS1550 587 27 560 - - - - - - Recker and Warner Signal TS1570 575 - - 575 - - - - - Recker and Ocotillo Signal TS1580 520 - - - 520 - - - - Higley and Coldwater Signal TS1620 382 - - 382 - - - - - Smart Signal Control System TS1700 5,663 - 1,742 3,921 - - - - - Advance Detection Safety Improvement TS1740 2,365 726 829 810 - - - - - Val Vista and Appleby Signal TS1860 554 - 554 - - - - - - Pecos and Napa Signal TS1910 556 218 338 - - - - - - American Heroes Way and Gilbert Signal TS1920 475 16 459 - - - - - - Transportation Systems Mgmt Oper Plan TS1930 243 2 241 - - - - - - Fiber Optic Strategic Build Out TS1940 16,200 46 154 4,000 4,000 4,000 4,000 - - Strategic Transportation Safety Plan TS1941 193 - - 193 - - - - - Advanced Mid-Block Detection TS1942 44,430 - - 7,405 7,405 7,405 7,405 14,810 - Higley and Bridges Signal TS1943 536 - 536 - - - - - - Higley and Morrison Ranch Signal TS1944 521 - 521 - - - - - - Lindsay and Layton Lakes Signal TS1945 531 - 531 - - - - - - ISP 14,480 - - 1,448 1,448 1,448 1,448 7,240 1,448 1,378 $ 11,200 $ 18,734 $ 13,373 $ 15,790 $ 15,006 TRUE TRUE TRUE TRUE TRUE TRUE Intersection Signal Program Total Capital Expenses $ 98,979 $ TRUE Capital Sources (1,000s) Total 2017 GO Bonds 2022 Potential Street Bond 2026 Potential Street Bond Prior Years FY 2021 FY 2022 FY 2023 FY 2024 $ 22,050 $ TRUE FY 2025 1,448 TRUE Beyond 10 Years 6-10 Yrs 580 49 531 - - - - - - 61,240 - - 12,215 11,405 11,405 11,405 14,810 - - - - - - - - - 200 46 154 - - - - - - Roadway and Maint. Fund 12,283 765 3,934 3,487 130 2,467 1,500 - - Signal SDF 24,676 518 6,581 3,032 1,838 1,918 2,101 7,240 1,448 1,378 $ 11,200 $ 18,734 $ 13,373 $ 15,790 $ 15,006 Total Operation and Maintenance Impact - 11 31 32 37 - Total Revenue - - - - - - General Fund Total Sources $ 98,979 $ $ 22,050 Operation and Maintenance Impact (1,000s) Net Additional Cost $ 236 - $ 11 $ 31 $ 32 $ 37 $ - $ 1,448 Return to Contents TRAFFIC CONTROL PROJECT DETAIL TS1300 – Val Vista and Baseline Signal Improvements 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 Mgmt System – Phase III Project Priority: 2.83 Includes design and construction of the Val Vista Branch Line of Fiber on portions of Baseline Road to Warner Road and connect the Val Vista Drive and Ray Road intersection fiber from Ray Road and Santan Village Parkway; both consist of conduit, fiber optic cable, enclosures, related infrastructure and equipment. TS1330 – Advanced Traffic Mgmt System – Phase V Project Priority: 1.45 Design and construction of the east fiber ring. Includes approximately four miles of conduit, five miles of fiber optic cable, enclosures and related infrastructure from Higley Road and Vest Avenue to Greenfield Road and Houston Avenue. Add 3.5 miles of conduit and 4.5 miles of fiber for branch lines along Ray, Warner and Elliot Roads. TS1340 – Advanced Traffic Mgmt System – Phase VI Project Priority: 1.00 Design and construction to complete the southeast fiber ring. Includes approximately two miles of conduit, five miles of fiber optic cable, enclosures and related infrastructure. Conduit and fiber will be installed on Queen Creek Road, Recker Road, Ocotillo Road, and Higley Road. TS1440 – Recker and Cooley Loop North Signal Project Priority: 2.39 Design and installation of a minor arterial traffic signal at the intersection of Recker Road and Cooley Loop North and connection to the signal system. Includes stamped asphalt crosswalks per Mesa Gateway Airport standards. TS1450 – Recker and Cooley Loop South Signal Project Priority: 2.39 Design and installation of a minor arterial traffic signal at the intersection of Recker Road and Cooley Loop South and connection to the signal system. Includes stamped asphalt crosswalks per Mesa Gateway Airport standards. TS1460 – Williams Field and Cooley Loop West Signal Project Priority: 2.39 Design and installation of a minor arterial traffic signal at the intersection of Williams Field Road and Cooley Loop West and connection to the signal system. Includes stamped asphalt crosswalks per Mesa Gateway Airport standards. TS1470 – Williams Field and Cooley Loop East Signal Design and installation of a minor arterial traffic signal at the intersection of Williams Field Road and Cooley Loop East and connection to the signal system. Includes stamped asphalt crosswalks per Mesa Gateway Airport standards. 237 Project Priority: 2.39 Return to Contents TRAFFIC CONTROL PROJECT DETAIL Project Priority: 0.78 TS1500 – Riggs and Recker Signal Design and installation of a major arterial traffic signal at the intersection of Riggs Road and Recker Road/Clubhouse Drive and connection to the signal system. Project Priority: 3.00 TS1540 – Val Vista and Ocotillo Signal 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. TS1550 – Val Vista and Chandler Heights Signal Project Priority: 3.00 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 Priority: 1.83 TS1570 – Recker and Warner Signal Design and installation of a major arterial traffic signal at the intersection of Recker Road and Warner Road and connection to the signal system. Coordination for this project will occur on the northwest corner with Morrison Ranch development and on northeast corner with the Rockefeller development. Project Priority: 1.38 TS1580 – Recker and Ocotillo Signal Design and installation of an arterial traffic signal at the intersection of Recker Road and Ocotillo Road and connection to the signal system. Project Priority: 1.84 TS1620 – Higley and Coldwater Signal Construction of a minor arterial traffic signal at the intersection of Higley Road and Coldwater Boulevard and connection to the signal system. Project Priority: 2.83 TS1700 – Smart Signal Control System Install an adaptive signal timing system and associated equipment at nine intersections in the San Tan Village Mall area: Williams Field Road at San Tan Village Parkway, Market Street, Loop 202, and Parkcrest Street; and San Tan Village Parkway at Coronado Street, Mall Entry, Market Street, Loop 202 and Discovery Park; and San Tan Village Parkway at Boston Street. TS1740 – Advance Detection Safety Improvement 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. 238 Project Priority: 3.00 Return to Contents TRAFFIC CONTROL PROJECT DETAIL Project Priority: 3.00 TS1860 – Val Vista and Appleby Signal 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 Rights-of-Way Accessibility Guidelines (PROWAG). Project Priority: 3.00 TS1910 – Pecos and Napa Signal Design and installation of a traffic signal at the intersection of Napa Lane and Pecos Road and connection into the signal system. TS1920 – American Heroes Way and Gilbert 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. TS1930 – Transportation Systems Mgmt Oper Plan Project Priority: 2.84 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 and share and integrate ITS projects and information with other town departments and partner agencies. Project Priority: 1.61 TS1940 – Fiber Optic Strategic Build Out Design and construction of the fiber optic network throughout the arterial roadways of the Town to complete the infrastructure for build out. The project consists of conduit, fiber optic cable, enclosures, and related infrastructure and equipment. TS1941 – Strategic Transportation Safety Plan Project Priority: 3.00 Develop Strategic Transportation Safety Plan which can identify new CIP projects and also feed projects to Turn Lane Safety and Congestion Improvements (ST1540). Project Priority: 1.77 TS1942 – Advanced Mid-Block Detection To design and construct advanced mid-block detection at intersections. Project scope consists of hard wiring advanced detection on 190 signalized intersections consisting of ¼ mile of conduit and fiber, radar advanced detection unit, and applicable pull boxes for each leg of the intersection that the equipment is installed on. Project Priority: 3.00 TS1943 – Higley and Bridges Signal To design and install a traffic signal at Higley Road and Bridges Boulevard and connection into the signal system. 239 Return to Contents TRAFFIC CONTROL PROJECT DETAIL TS1944 – Higley and Morrison Ranch Signal Project Priority: 3.00 To design and install a traffic signal at Higley Road and Morrison Ranch Parkway and connect into the signal system. TS1945 – Lindsay and Layton Lakes Signal Project Priority: 3.00 To design and install a traffic signal at Lindsay Road and Layton Lakes Boulevard and connect into the signal system. Project Priority: 1.00 ISP – Intersection Signal Program Design and construction of minor intersection traffic signals at various locations in the community annually based upon traffic engineering needs analysis. 240 Return to Contents MUNICIPAL FACILITIES PROJECT LOCATOR 241 Return to Contents MUNICIPAL FACILITIES PROJECT SUMMARY Capital Expenses (1,000s) Total Prior Years FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 610 Beyond 10 Yrs Transfer Station MF0320 7,060 - - - - - - - 7,060 Public Safety Training Facility MF0400 100,848 53,236 47,612 - - - - - - Municipal Center I Renovation - Phase II MF0530 15,381 1,413 13,968 - - - - - - Adaptive Response Unit (ARU 2) MF2160 1,000 - - - - - - 1,000 - Topaz Radio MF2230 9,645 6,710 789 446 460 313 105 822 - Adaptive Response Unit 1 (ARU 1) MF2290 1,000 - - - 1,000 - - - - Utility Billing System Replacement MF2310 4,580 - 4,580 - - - - - - Fleet Maintenance Facility MF2350 492 10 482 - - - - - - Public Safety Roof MF2360 388 - - - - 388 - - - Police Information System Replacement MF2400 3,410 - 3,410 - - - - - - North Area Service Center Paving MF2410 1,560 - - - - - 1,560 - - South Area Service Center Paving MF2420 834 - - - - - 834 - - CIP Project Management Software MF2430 500 360 140 - - - - - - NASC Fuel Storage Tank Replacement MF2440 971 - 971 - - - - - - CNG Fueling Station - Phase II MF2450 1,818 7 1,811 - - - - - - Comprehensive Needs Assessment Study MF2460 418 173 245 - - - - - - Public Safety Center Expansion MF2470 10,857 - - - - - 10,857 - - Police Dispatch Center Expansion MF2480 8,783 - 700 - 8,083 - - - - Advocacy Center MF2490 16,288 - 130 - 16,158 - - - - Fire Station 4 Rebuild MF2510 10,092 - - - - - 10,092 - - System Development Fee Study MF2520 244 - - - 122 - - 122 - Fire Station 3 Repairs MF2521 392 2 390 - - - - - - Shade and Streetscape Master Plan MF2522 300 1 299 - - - - - - Wall Replacement - North Area Service Center MF2523 763 7 756 - - - - - - Crime Lab Needs Analysis MF2524 135 - 135 - - - - - - 61,919 $ 76,418 $ 446 $ 25,823 $ 701 $ 23,448 TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE FY 2025 Years 610 Beyond 10 Yrs Total Capital Expenses $ 197,759 TRUE $ $ 1,944 $ 7,060 Capital Sources (1,000s) Total PFMPC - 2009 Bonds 14,496 14,496 - - - - - - - 2022 Potential P.S Bonds 24,241 - - - 24,241 - - - - 2020 Public Safety Bonds 65,000 30,706 34,294 - - - - - - General Repl Fund 24,210 - 13,730 - - 388 10,092 - - Water Repl Fund 252 2 250 - - - - - - Wastewater Repl Fund 57 1 56 - - - - - - - - - - - - - - - Fleet Repl Fund 971 - 971 - - - - - - General Fund 30,854 16,193 9,317 143 147 100 4,693 261 - Water Fund 2,287 28 1,485 - - - 774 - - Wastewater Fund 1,521 - 1,231 - - - 290 - - Env. Services-Residential 11,384 49 4,164 - - - 111 - 7,060 Env. Services-Commercial 259 4 197 - - - 58 - - Roadway and Maint. Fund 350 1 104 - - - 245 - - CIP Fund 500 360 140 - - - - - - Fleet Fund 10 4 6 - - - - - - Env. Compliance Fund 20 - 6 - - - 14 - - General Govt SDF 10 - - - 5 - - 5 - Police SDF 8,620 40 354 230 247 162 7,154 433 - Env. Compliance Repl Fund Prior Years FY 2021 FY 2022 FY 2023 FY 2024 Fire SDF 2,501 13 113 73 1,086 51 17 1,148 - Park SDF 74 - - - 37 - - 37 - Signal SDF 20 - - - 10 - - 10 - 242 Return to Contents MUNICIPAL FACILITIES PROJECT SUMMARY Capital Sources (1,000s) Total Prior Years FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 610 Beyond 10 Yrs Water SDF 20 - - - 10 - - 10 - Water Resources SDF 20 - - - 10 - - 10 - Greenfield Wastewater SDF 20 - - - 10 - - 10 - Neely Wastewater SDF 20 - - - 10 - - 10 - Roads SDF 20 - - - 10 - - 10 - Investment Income 22 22 - - - - - - - 10,000 - 10,000 - - - - - - Miscellaneous Total Sources $ 197,759 $ 61,919 $ 76,418 $ 446 $ 25,823 $ 701 $ 23,448 $ 1,944 $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact - 442 2,088 2,204 2,204 - Total Revenue - - - - - - 442 $ 2,088 $ 2,204 $ 2,204 $ - Net Additional Cost $ 243 - $ 7,060 Return to Contents MUNICIPAL FACILITIES PROJECT DETAIL Project Priority: 0.95 MF0320 – Transfer Station Design and construction of a 10,500 square foot solid waste transfer station on six acres of land north of the Greenfield Water Reclamation Plant. The anticipated design would provide for up to 500 tons of solid waste per day. This station would also allow for disposal of green waste and other organic material. This would include mulching and other recycling equipment to increase the Town’s diversion from landfills. Project Priority: 3.00 MF0400 – Public Safety Training Facility 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. MF0530 – Municipal Center I Renovation – Phase II Project Priority: 3.00 The Municipal Center was completed in 1992 with parking lot improvements 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. MF2160 – Adaptive Response Unit (ARU 2) Project Priority: 1.62 The Municipal Center was completed in 1992 with parking lot improvements 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: 1.67 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. MF2290 – Adaptive Response Unit 1 (ARU 1) Project Priority: 1.62 The addition of an engine company and personnel to supplement the north area of Gilbert to meet service needs for the northern response areas. MF2310 – Utility Billing System Replacement 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 nonfunctional interactive voice response (IVR) solution, and no mobile app options. The project implements a customer relationship management system for all Environmental Services (ES) vehicles to improve communication with ES vehicles and improve customer service. 244 Project Priority: 2.22 Return to Contents MUNICIPAL FACILITIES PROJECT DETAIL Project Priority: 3.00 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. Project Priority: 1.45 MF2360 – Public Safety Roof Install a foam roof over the Public Safety Facility, approximately 175,000 square feet, which was constructed in 2003. MF2400 – Police Information System Replacement Project Priority: 3.00 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. MF2410 – North Area Service Center Paving Project Priority: 0.78 This project paves approximately 4.5 acres of public works area used for storage of equipment and material used in the day to day operations of Town public works activities at the North Area Service Center yard. MF2420 – South Area Service Center Paving Project Priority: 0.78 This project paves approximately 2.5 acres of public works area used for storage of equipment and material used in the day to day operations of Town public works activities at the Public Works South Area Service Center yard. The intent of this project is to improve storm water runoff quality. MF2430 – CIP Project Management Software Project Priority: 3.00 Project Management Software to support the development and monitoring of the annual Capital Improvement Plan. The system will track Capital Improvement Projects from initiation through construction and warranty. This phase to include integration with several of the Town’s legacy software systems. MF2440 – NASC Fuel Storage Tank Replacement Project Priority: 2.34 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: 3.00 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. 245 Return to Contents MUNICIPAL FACILITIES PROJECT DETAIL MF2460 – Comprehensive Needs Assessment Study Project Priority: 3.00 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. Project Priority: 2.06 MF2470 – Public Safety Center Expansion This project will provide funding for additional space needed for existing police operations, community policing services, and critical administrative functions. Current building size, condition and configuration is limited and does not meet the critical needs and ongoing changes affecting the department. MF2480 – Police Dispatch Center Expansion Project Priority: 2.51 This project will provide funding for the expansion and reconfiguration of the current police dispatch center. Additional space and consoles are needed for future workload management. Implementation of these efforts will afford Gilbert residents a significantly more responsive and reliable 911 service, particularly during busy hours (evenings, weekends and major holidays). Project Priority: 2.78 MF2490 – Advocacy Center This project will provide funding for the establishment of a Family Advocacy Center. Funding may be applied to the acquisition of an existing building (including renovations) or new construction. This location will allow police, social workers, Department of Child Safety agents, Office of Child Welfare Investigations officials, prosecuting attorneys and on-site physicians to work together to reduce the trauma of physical and sexual abuse; a place where victimization is transformed into empowerment. Project Priority: 1.00 MF2510 – Fire Station 4 Rebuild Fire Station 4 was designed and built as a neighborhood fire station. Current station design standards take into account Gilbert’s position and needs as a large municipality. An assessment to determine whether a remodel of the station or a complete rebuild would be the most economically prudent in order to meet current fire station design standards and operations. MF2520 – System Development Fee Study Project Priority: 1.17 As required by Arizona Revised Statute, updates of Land Use Assumptions, Infrastructure Improvements Plan and System Development Fees are required every five years. Project Priority: 3.00 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. 246 Return to Contents MUNICIPAL FACILITIES PROJECT DETAIL MF2522 – Shade and Streetscape Master Plan Project Priority: 3.00 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. MF2523 – Wall Replacement – North Area Service Center Project Priority: 3.00 The wall surrounding the North Area Service Center (NASC) has decayed beyond repair in many areas and has become a safety hazard. The existing wall will be replaced with a new 8’ tall masonry wall, and landscaping along Juniper Avenue will be redone to prevent water from accumulating at the base of the wall. The project also includes security upgrades at Well Site No. 12, which is contained within the NASC. The security upgrades are needed to meet Department of Homeland Security guidelines. Project Priority: 2.28 MF2524 – Crime Lab Needs Analysis The project calls for assessing the need for the Town of Gilbert forensic laboratory. The overall goal of this assessment is to determine the need and estimated costs required for creating a modern, local facility serving the Town's forensic analysis caseload. The premise of this effort is also to build consensus on issues of space, scope, future growth, budget and schedule that will allow informed decisions to be made about the true need for a Town of Gilbert Forensics Lab. 247 Return to Contents REDEVELOPMENT PROJECT LOCATOR 248 Return to Contents REDEVELOPMENT PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Yrs Heritage District Parking Garage III RD1190 24,855 - 507 3,462 20,886 - - - - Phoenix Avenue Pedestrian Mall RD1210 4,465 79 3,736 650 - - - - - Trail Beautification - Canal East of Gilbert Road RD2090 3,688 - - - - 3,688 - - - Heritage District Transportation Improvements RD2110 7,235 6,784 451 - - - - - - Heritage District Intersections Study RD2120 244 6 238 - - - - - - Ash Street Re-Alignment RD2130 5,438 - - - 5,438 - - - - Heritage District Trash Compactors RD2140 501 109 392 - - - - - - The Commons Open Space Pre-Design RD2150 186 - - 186 - - - - - Paseo Pedestrian and Bike Route RD2160 413 - 413 - - - - - - The Living Room Plaza RD2170 43,380 - - 43,380 - - - - - West Washington Parking Lot II RD2180 717 - - - - - - 717 - Vaughn Ventilator RD2190 8,500 19 131 8,350 - - - - - Heritage Distrist Parking Master Plan Update RD2200 187 - 187 - - - - - - The Neighborhood Park RD2210 1,983 - - - - - - - 1,983 Median Improvements RD2220 1,417 - - - - 1,417 - - - Trail Beautification - Canal West of Gilbert Road RD2230 1,878 - - - - - - 1,878 - Heritage Dist Drainage/Storm Water Study RD2240 227 6 221 - - - - - - Gilbert Centennial Project RD2250 250 12 238 - - - - - - Heritage District Utility Infrastructure Study RD2260 257 - 257 - - - - - - Heritage Center Site and ADA Improvements RD2261 500 3 497 - - - - - - Heritage District - ADA Sidewalk Repairs RD2262 727 3 724 - - - - - - Heritage Distict Passenger Loading Zone RD2263 624 - 624 - - - - - - 8,616 $ 56,028 $ 26,324 Total Capital Expenses Capital Sources (1,000s) $ 107,672 $ 7,021 $ $ 5,105 $ - $ 2,595 $ 1,983 TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Total Prior Years FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Yrs 2017 GO Bonds 9,831 6,084 3,747 - - - - - - 2022 Potential Street Bond 39,475 - - 12,462 25,596 1,417 - - - 2024 Potential Parks Bonds 3,688 - - - - 3,688 - - - CDBG 1,227 6 1,221 - - - - - - CIP Outside Sources 50 50 - - - - - - - CIP O/S Revolving Fund 90 35 55 - - - - - - Water Repl Fund 1,113 700 - - 413 - - - - General Fund 4,022 12 1,415 - - - - 2,595 - Wastewater Fund 315 - - - 315 - - - - Env. Services-Commercial 501 109 392 - - - - - - Roadway and Maint. Fund 1,205 25 1,180 - - - - - - Private Fund 43,566 - - 43,566 - - - - - Unidentified 1,983 - - - - - - - 1,983 Miscellaneous 606 - 606 - - - - - - Total Sources $ 107,672 8,616 $ 56,028 $ 26,324 Total Operation and Maintenance Impact - - 38 161 173 - Total Revenue - - - - - - $ 7,021 $ $ 5,105 $ - $ 2,595 Operation and Maintenance Impact (1,000s) Net Additional Cost $ 249 - $ - $ 38 $ 161 $ 173 $ - $ 1,983 Return to Contents REDEVELOPMENT PROJECT DETAIL RD1190 – Heritage District Parking Garage III Project Priority: 1.99 The pre-design, design and construction of the additional multi-story parking garage on a town-owned parcel in the Heritage District. This would be the third parking structure 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. RD2090 – Trail Beautification – Canal East of Gilbert Road Project Priority: 2.83 Improvements to the Canal/Powerline Trail on the east side of Gilbert Road to match the improvements to the canal made on the west side of Gilbert Road. Scope includes converting both canals into underground pipes, power pole wraps, adding art components, art, area and accent lighting. The area will be more pedestrian and bike friendly allowing for art festival and other similar events. RD2110 – Heritage District Transportation Improvements 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 Avenue where the on-street parking is being removed. RD2120 – Heritage District Intersections Study Project Priority: 2.67 Undergo an intersection study of Gilbert Road and Page Avenue, Gilbert Road and Cullumber Street, 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. Project Priority: 1.55 RD2130 – Ash Street Re-Alignment To construct and re-align Ash Street between Vaughn Avenue and Page Avenue and connect into Gilbert Road, providing the connectivity in 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. RD2150 – The Commons Open Space Pre-Design Based on the updated Heritage District Redevelopment Plan adopted in 2018, the Commons will be an urban public open space. The scope of this project is to provide predesign and develop guiding document for parks, hardscape, landscape, pedestrian amenities, area, area character vehicular, pedestrian and bicycle circulation, and connectivity of the area. 250 Project Priority: 2.17 Return to Contents REDEVELOPMENT PROJECT DETAIL RD2160 – Paseo Pedestrian and Bike Route Project Priority: 2.83 Provide pre-design for The Paseo north-south pedestrian/bicycle route between Juniper Avenue and Elliott Road per the three segments North, Underpass and South concepts outline in the 2018 Redevelopment Plan. Main components to be included are: hardscape, landscape, overhead shade elements, wayfinding, pedestrian/bike amenities, lighting, water features, vehicular, pedestrian and bicycle circulation and connectivity. Project Priority: 2.16 RD2170 – The Living Room Plaza Design and construction of The Living Room Plaza located west of Gilbert Road between Vaughn and Page Avenues, based on the updated 2018 Heritage District Redevelopment Plan. The scope of this project will include pre-design phase with pedestrian activity at the plaza, enhancements at the Gilbert Water Tower, circulation, ride share drop-off functions, and validate options and feasibility for the underground parking structure. Project Priority: 2.33 RD2180 – West Washington Parking Lot II Design and construction of the paved and striped surface parking with lighting. This approximately one-acre site is located at the northeast corner of Ash Street and Washington Avenue and will serve as surface level parking lot for the southern portion of the Heritage District until the time is realized for development through an RFP process. 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. RD2200 – Heritage District Parking Master Plan Update Project Priority: 3.00 The 2018 Heritage District Redevelopment Plan identifies potential areas for future parking. This project will review proposed developments and assist decision makers on needed additional and enhanced parking areas in the District. The update should also identify a tool for managing parking counts and opportunities for cost recovery. This will update the 2015 Parking Master Plan. Project Priority: 1.16 RD2210 – The Neighborhood Park Design and construction of the Neighborhood Park which will be located at the southwest corner of Page Avenue and Elm Street as proposed by the 2018 Heritage District Redevelopment Plan. This park is an essential amenity for residents on the east side, who currently have no access to communal open spaces within their neighborhood(s). Project Priority: 2.84 RD2220 – Median Improvements Improve and beautify raised medians in Gilbert Road between Juniper Avenue and Elliott Road. The existing medians no longer meet the standards of the Heritage District’s place making and beautification objectives. The scope includes additional landscaping, new foliage, lighting and artwork. RD2230 – Trail Beautification – Canal West of Gilbert Road Design and construction of canal beautification west of Gilbert Road, including converting the channel into underground pipe, power pole wraps, adding art components, art, and area and accent lighting. The project scope will also include the water feature(s). The area will be more pedestrian and bike friendly, allowing for art festivals and other similar events. 251 Project Priority: 3.00 Return to Contents REDEVELOPMENT PROJECT DETAIL RD2240 – Heritage Dist Drainage/Storm Water Study Project Priority: 3.00 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. In addition, some areas presently within the 100-year floodplain may need to be revised through CLOMR/LOMR process should the Redevelopment Plan be fully implemented. Project Priority: 1.38 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 predesign phase. RD2260 – Heritage District Utility Infrastructure Study Project Priority: 3.00 The study will provide a complete and comprehensive analysis of the utilities that are in place, gaps and deficiencies in the Heritage District to support the direction and vision provided as part of the 2018 Heritage District Redevelopment Plan. A component of the study will address smart lighting within the Heritage District. RD2261 – Heritage Center Site and ADA Improvements Project Priority: 2.61 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 District – ADA Sidewalk Repairs Project Priority: 1.62 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. RD2263 – Heritage District Passenger Loading Zone Creation of designated passenger loading zones to accommodate the drop off and pick up of passengers sharing a ride, including taxis, Uber, Lyft, Yellow Cab, or private vehicles. This project may include such improvements as: striping, signage, curb cuts, lighting, street furniture, emergency safety call boxes, modification to on street parking, ADA improvements, accommodations, etc. 252 Project Priority: 3.00 Return to Contents STORM WATER PROJECT LOCATOR 253 Return to Contents STORM WATER PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Yrs Sonoqui Wash Landscaping SW0070 5,036 - - - - - - 5,036 - Hunt Highway Bank Protection SW0100 873 - 873 - - - - - - Storm Water Master Plan SW0120 889 - - - - - 889 - - Nichols Park Stormwater Improvements SW0121 759 - - - - - - 759 - Vaughn Retention Basin Relocation SW0122 9,874 - - 9,874 - - - - - Crossroads SW Pump Station Improvements SW0124 629 - 629 - - - - - - Riggs Road Drainage Channel Restoration SW0125 689 - 689 - - - - - - Total Capital Expenses Capital Sources (1,000s) $ 18,749 $ - TRUE TRUE Total Prior Years $ 2,191 TRUE $ 9,874 TRUE $ - TRUE FY 2021 FY 2022 $ - TRUE FY 2023 $ 889 $ TRUE FY 2024 5,795 $ TRUE FY 2025 - TRUE Beyond 10 Years 6-10 Yrs 2022 Potential Street Bond 9,874 - - 9,874 - - - - - Env. Compliance Repl Fund 126 - 126 - - - - - - 8,611 - 1,927 - - - 889 5,795 - Private Fund Env. Compliance Fund 138 - 138 - - - - - - Miscellaneous - - - - - - - - - Total Sources $ 18,749 $ - $ 2,191 $ 9,874 $ - $ - $ 889 $ 5,795 Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact - - - - - - Total Revenue - - - - - - Net Additional Cost $ 254 - $ - $ - $ - $ - $ - $ - Return to Contents STORM WATER PROJECT DETAIL Project Priority: 3.00 SW0070 – Sonoqui Wash Landscaping In-channel restoration to repair erosion, agradation, ponding and rilling effects due to channel flows, inlet degradation and morphological effects of storm water conveyance. Landscaping along the south side of Sonoqui Wash and the north side of Ocotillo Road between the limits of the South Recharge Site and the point where the wash passes entirely into the Town of Queen Creek limits. Project Priority: 2.84 SW0100 – Hunt Highway Bank Protection Roadway repairs and bank stabilization to the south side of Hunt Highway east of the East Maricopa Floodway (EMF) for storm water control for a 10-year or larger storm event. Project Priority: 3.00 SW0120 – Storm Water Master Plan Develop a comprehensive Storm Water Master Plan (SWMP) for Gilbert, which is designated as a regulated municipal separate storm sewer system (MS4). The study will support and define the requirements of the storm water system to comply with the National Pollution Discharge Elimination System (NPDES) standards and provide a methodology for regular SWMP updates. SW0121 – Nichols Park Storm Water Improvements Project Priority: 2.44 Restoration of site grade near storm water pump station to facilitate adequate draining to the storm water pump station on site. SW0122 – Vaughn Retention Basin Relocation Project Priority: 2.66 The basin receives significant storm water volumes for the Heritage District and is currently undersized for the service area. Project should also include a relocation plan for the facility to support the Vaughn ventilator project. SW0124 – Crossroads SW Pump Station Improvements Project Priority: 3.00 Construction of support facilities at the Crossroads Storm Water Pump Station including safety, reliability and operational improvements. SW0125 – Riggs Road Drainage Channel Restoration Restore flow and rehabilitate channel to support movement of storm water flows. 255 Project Priority: 2.44 Return to Contents WATER PROJECT LOCATOR 256 Return to Contents WATER PROJECT SUMMARY Capital Expenses (1,000s) Total Prior Years FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Yrs Well, 2 MG Reservoir and Pump Station WA0270 19,574 1,085 34 - - - - 18,455 - Reservoir, Pump Station and Well Conversion WA0620 21,942 6,211 15,731 - - - - - - Zone 2 to Zone 4 Interconnect WA0670 1,008 1,008 - - - - - - - Ray - Recker Direct Well System WA0710 6,571 3,083 3,488 - - - - - - Bridges Well WA0800 4,476 4 4,472 - - - - - - Direct System Well WA0810 5,934 2 5,932 - - - - - - Trend Homes Direct System Well Conversion WA0880 7,954 668 - - - - - 7,286 - Water Rights - Phase II WA0940 34,431 13,431 5,200 15,800 - - - - - NIA Priority CAP Water Acquisition WA1060 2,910 - - 2,910 - - - - - NWTP Finished Water Pump 10 WA1070 1,155 122 1,033 - - - - - - NWTP Variable Frequency Drive Repl WA1080 300 125 175 - - - - - - Power Road Water Line - Elliot to Warner WA1120 3,089 - - - - - - 3,089 - Baseline Water Line - Fiesta Tech to McQueen WA1140 2,644 223 2,421 - - - - - - NWTP Office Space Expansion WA1170 802 - - - - - 802 - - Tankersley Water Line Repl Area I WA1180 3,745 592 3,153 - - - - - - Water Rights - Resiliency and Capacity WA1200 41,464 - 16,744 8,240 8,240 8,240 - - - New and Repl Resvr - Power and Queen Creek WA1230 12,265 5 12,260 - - - - - - Water Main Priority Replacement Program WA1270 515 5 510 - - - - - - Water Meter Modernization WA1280 11,878 - - - - - - 11,878 - NWTP Ozone Generation System Repl WA1290 351 351 - - - - - - - Lindsay and Galveston Reservoir Well Repl WA1300 2,409 1 2,408 - - - - - - Tankersley Water Line Repl Area II WA1310 8,159 148 8,011 - - - - - - Tankersley Water Line Repl Area V WA1320 15,362 3 15,359 - - - - - - Tankersley Water Line Repl Area III/IV WA1330 12,947 - - - 12,947 - - - - Tankersley Water Line Repl Area VI WA1340 2,568 - - 2,568 - - - - - Tankersley Water Line Repl Area VII/VIII WA1350 10,445 - - - 10,445 - - - - Blending Control Structure - Well 20 and 22 WA1370 462 18 444 - - - - - - Zone Split Valve Structures WA1410 1,218 - 382 - - 418 - 418 - Well 3 Water Mains - Water Tank and Gilbert WA1440 4,763 2,043 2,720 - - - - - - Transmission Main Assessments WA1450 332 - 332 - - - - - - Higley Road Water Line Repl WA1460 2,094 - 2,094 - - - - - - Islands Water Line and System Repl WA1470 40,118 - - - - - - 40,118 - Well 25 Arsenic Mitigation WA1480 2,729 - - - - - - 2,729 - Cathodic Protection - External Pipeline Eval WA1490 837 - - - - 837 - - - Pony Lane Water Line Repl WA1510 7,752 - - - - - 7,752 - - Zone 4 - Improvements for Site 32 WA1520 137 - 137 - - - - - - Zone 2 - Improvements 148th Street WA1530 800 - 800 - - - - - - Zone 2/3 – Lindsay – Pecos to Germann Imp WA1540 8,401 - - - - - - 8,401 - NWTP Filter Rehab Phase I WA1541 2,950 1,263 1,687 - - - - - - Vulnerability Assmt and Emer Response Plan WA1542 594 - - 198 - - - 198 198 Power Road Water System Loop WA1544 2,236 38 2,198 - - - - - - Tankersley Water Line Repl Area IX WA1545 8,725 - 8,725 - - - - - - Zone 1 - Transmission Main Assmt and Rehab WA1546 4,940 - 4,940 - - - - - - Zone 1 - System Connectivity Improvement WA1547 2,080 - - 2,080 - - - - - NWTP Acid Storage and Feed Repl WA1548 1,274 18 1,256 - - - - - - NWTP Intake and Diversion Structure Rehab WA1549 384 - 384 - - - - - - 257 Return to Contents WATER PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Yrs NWTP Filter Rehab Phase II WA1550 3,856 - 3,856 - - - - - - NWTP Filter West Influent Channel Rehab WA1551 1,422 - 1,422 - - - - - - NWTP Final Sed Effluent Channel Pipes Rehab WA1553 4,075 - 4,075 - - - - - - NWTP Filter Gallery Basins 1-6 Rehab WA1558 637 - - 637 - - - - - NWTP Back Wash Return Basin Rehab WA1563 464 - - - - - - 464 - NWTP Flocc and Final Sed Train G Rehab WA1576 822 - - - - - - 822 - NWTP Building F Basement Rehabilitation WA1577 151 - - - - - - 151 - Zone 1 - Improvements for Site 26 WA1578 797 - 797 - - - - - - Integrated Water Resources Master Plan WA1584 1,330 - - - 665 - - 665 - Water Quality Master Plan WA1585 394 - - - 197 - - 197 - Chlorine Line Repairs WA1587 236 - 236 - - - - - - NWTP Alt Evaluation and Construction WA1589 239,897 - - 239,897 - - - - - 30,447 $ 133,416 $ 272,330 $ 32,494 $ TRUE TRUE TRUE TRUE TRUE Total Capital Expenses $ 581,805 $ TRUE Capital Sources (1,000s) Total Future Bonds Prior Years FY 2021 FY 2022 9,495 $ 8,554 $ TRUE 94,871 $ TRUE FY 2023 FY 2024 FY 2025 198 TRUE Beyond 10 Years 6-10 Yrs 249,769 - - 245,649 4,120 - - - WRMPC - 2007 Bonds 13 13 - - - - - - - WRMPC - Bonds (SDF) 20,615 4,884 15,731 - - - - - - Water Repl Fund 145,280 4,549 64,827 3,205 23,392 - 7,752 41,555 - Water Fund 39,741 401 16,779 99 530 5,375 802 15,656 99 99 Wastewater Fund - 962 - - 99 332 - - 432 Water SDF 58,951 7,169 22,507 448 - - - 28,827 - Water Resources SDF 58,073 13,431 13,572 22,830 4,120 4,120 - - - Future Growth Funding 8,401 - - - - - - 8,401 - 30,447 $ 133,416 $ 272,330 $ 32,494 Total Operation and Maintenance Impact - 242 297 297 322 - Total Revenue - - - - - - Total Sources $ 581,805 $ $ 9,495 $ 8,554 $ 94,871 Operation and Maintenance Impact (1,000s) Net Additional Cost $ 258 - $ 242 $ 297 $ 297 $ 322 $ - $ 198 Return to Contents WATER PROJECT DETAIL WA0270 – Well, 2 MG Reservoir and Pump Station Project Priority: 1.39 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 Road. 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 water line 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. WA0710 – Ray – Recker Direct Well System Project Priority: 3.00 Design, construct/convert two million gallon per day well located on the northeast 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: 2.83 WA0800 – Bridges Well Completion of a direct system well that was previously drilled northwest of Recker and Ocotillo Roads. Project consists of equipping the Bridges Well with a well pump, valves and piping to connect it to the water distribution system. The Bridges Well is located on Recker Road, south of Queen Creek Road. Project Priority: 2.45 WA0810 – Direct Well System Design and construction of a two million gallon per day direct system well. Well will be located in the system where required by demand. WA0880 – Trend Homes Direct System Well Conversion Design and construct a two million gallon per day well conversion from an existing irrigation use to a direct to system well. Extend Zone 4 to the 202 Freeway. This requires the addition of approximately one mile of 16” water line and to interconnect with an existing 16” water line at Warner and Recker Roads. Service taps may also need to be changed to provide water from Zone 4 versus Zone 2. 259 Project Priority: 1.00 Return to Contents WATER PROJECT DETAIL Project Priority: 1.78 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 one-year leases and storage, and a long-term lease. 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 (AF) 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 Repl Project Priority: 3.00 Replacement of variable frequency drives for low-lift pumps #1 and #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. WA1120 – Power Road Water Line - Elliot to Warner Project Priority: 1.67 Design and construction of 5,260 linear feet of 16" water line from Elliot Road to Warner Road on Power Road. This will ensure adequate fire protection to future commercial and residential customers. WA1140 – Baseline Water Line – 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. Project Priority: 2.45 WA1170 – NWTP Office Space Expansion Expand second floor office space at North Water Treatment Plant (NWTP). Utilizing roof space set aside for office expansion, create more office space for plant operations and SCADA staff in upper control room area and relocate the Historian server from its current location to a dedicated location. SCADA controls and related IT infrastructure to be relocated to dedicated space for security. Related improvements for compliance with recent Department of Homeland Security (DHS) vulnerability assessment. 260 Return to Contents WATER PROJECT DETAIL WA1180 – Tankersley Water Line Repl Area I Project Priority: 1.89 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: 1.62 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. WA1230 – New and Repl Resvr – Power and Queen Creek Project Priority: 2.83 Construct a new water reservoir, water quality improvements and controls. Restore site and construct onsite split stream ion-exchange nitrate treatment system to provide redundant Zone 3 water supply. Rehabilitate existing above ground reservoir. WA1270 – Water Main Priority Replacement Program Project Priority: 2.39 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. Project Priority: 1.78 WA1280 – Water Meter Modernization Gilbert currently collects monthly water meter reads by hand for over 80,000 customers. As a means of improving efficiency, reducing staff time, identifying stopped meters, improving conservation efforts, and reducing long-term costs, the utility will implement a phased replacement of the system water meters with fixed base meters that allow for remote meter reading. WA1290 – NWTP Ozone Generation System Repl Project Priority: 3.00 The ozone system is a critical process in the treatment scheme at the North Water Treatment Plant for removing organics and enhancing downstream treatment processes. Two independent evaluations considered the age, operational and maintenance challenges, efficiencies, and sizing of the existing system, and separately recommended full replacement of the systems to improve performance, reduce energy costs and reduce operations burden. WA1300 – Lindsay and Galveston Reservoir Well Repl Design and construct replacement water well located on the existing town reservoir and pump station at Lindsay Road and Galveston Road site. 261 Project Priority: 2.55 Return to Contents WATER PROJECT DETAIL WA1310 – Tankersley Water Line Repl Area II Project Priority: 2.34 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 Water Line Repl Area V Project Priority: 2.34 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 Road area. WA1330 – Tankersley Water Line Repl Area III/IV Project Priority: 2.66 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 area southwest of Greenfield Road and Queen Creek Road. WA1340 – Tankersley Water Line Repl Area VI Project Priority: 2.34 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 Lindsay Road area. WA1350 – Tankersley Water Line Repl Area VII/VIII Project Priority: 2.34 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 Recker Road and Ocotillo Road area. WA1370 – Blending Control Structure – Well 20 and 22 Project Priority: 2.83 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. Project Priority: 1.61 WA1410 – Zone Split Valve Structures This project will place a Zone Split Valve Structure between Zones 1 and 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. 262 Return to Contents WATER PROJECT DETAIL WA1440 – Well 3 Water Mains – Water Tank and Gilbert Project Priority: 2.06 Replacement of a 50+ year old Asbestos Concrete (AC) water main connecting Well 3, including water mains in Watertank Road and Gilbert Road. WA1450 – Transmission Main Assessments Project Priority: 2.51 Condition assessment of the 24” 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. Project Priority: 2.06 WA1460 – Higley Road Water Line Repl Replace existing ACP water line with PVC, valves, fire hydrants, re-establish distribution and service connections, and AC pavement replacement impacted by construction. Originally constructed as part of the Tankersley Water Service area. The ACP line from Williams Field Road south to Vermont Drive was replaced in 2012 and this part of the alignment is not included in the project scope or estimate. WA1470 – Islands Water Line and System Repl Project Priority: 2.34 Replace the existing Asbestos Concrete (AC) pipe and PVC pipe, waterline valves, fire hydrants and water service lines in the Islands subdivision. Project Priority: 2.00 WA1480 – Well 25 Arsenic Mitigation Install an arsenic treatment system consisting of a fixed bed adsorption system using ferric oxide media contained in large vessels (approximately 14’ diameter size) to improve water quality. WA1490 – Cathodic Protection – External Pipeline Eval Project Priority: 2.51 Conduct analysis on all ferrous water main pipelines with cathodic protection requirements, test for external corrosion and assess condition of water transmission lines for 24” lines and larger. Identify possible issues based on soil conditions, underground/overhead power and other influences. Project Priority: 2.50 WA1510 – Pony Lane Water Line Repl Design and construction of several new PVC water mains in the area that is generally bound by Pony Lane to the north, Lindsay Road to the east, Buffalo Street to the south, and Gilbert Road to the west. Most of this portion of the project lies within a Maricopa County island. WA1520 – Zone 4 – Improvements for Site 32 Connect the existing 16” water mains located in the intersection footprint of Recker Road and Warner Road with a new 16” water main and move any connections. 263 Project Priority: 1.16 Return to Contents WATER PROJECT DETAIL WA1530 – Zone 2 – Improvements 148th Street Project Priority: 1.75 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 Road and Chandler Heights Road to loop service. WA1540 – Zone 2/3 – Lindsay – Pecos to Germann Imp Project Priority: 2.45 Install a new 16” water main serving Zones 2 and 3 at Lindsay Road, including encasement and appurtenances as appropriate. Project Priority: 2.83 WA1541 – NWTP Filter Rehab Phase I 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. WA1542 – Vulnerability Assmt and Emer Response Plan Project Priority: 1.62 Title IV Bioterrorism Act of 2002 requires validation of water and wastewater system vulnerabilities assessments and updates to the Emergency Response Plan every five years. This project produces documents essential to business continuity efforts. WA1544 – Power Road Water System Loop Project Priority: 2.38 Completion of the water distribution system in the Power Road and Pecos Road area requires the installation of approximately 5,280 linear feet of a 16" water line to connect existing service lines. This water line will support the growth and development of the surrounding areas and provide reliable pressure and supply as demands in the area grow. WA1545 – Tankersley Water Line Repl Area IX Project Priority: 2.12 The project will design and construct new water distribution pipelines in the Town water service area, formerly a segment of the Tankersley Water System in the area of Chandler Heights Road and Val Vista Drive. WA1546 – Zone 1 – Transmission Main Assmt and Rehab Project Priority: 1.84 Rehabilitation of critical transmission mains serving Zone 1. Work will include replacement of system valves, air release valves, drains, construction of thrust blocks, and rehabilitation of corrosion protection. During the rehabilitation work, the condition of the transmission main will be assessed to prioritize future replacement projects. WA1547 – Zone 1 – System Connectivity Improvement Construct completed water distribution service loops in Zone 1 to provide improved water quality, fire protection and redundancy. 264 Project Priority: 1.84 Return to Contents WATER PROJECT DETAIL WA1548 – NWTP Acid Storage and Feed Repl Project Priority: 3.00 Rehabilitate a portion of the chemical storage area located at the NWTP and replace the existing sulfuric and hydrofluorosilicic acid storage systems. WA1549 – NWTP Intake and Diversion Structure Rehab Project Priority: 3.00 Repair of the structural concrete and piping surrounding the existing intake pipes at the NWTP Intake structure. Repair or replace the valve flexible actuator assemblies for the east and west butterfly valves between the Intake Water Diversion Structure and the Raw Water Impoundment basin. Project Priority: 3.00 WA1550 – NWTP Filter Rehab Phase II Repair and replace the filter underdrain system inside the filter basins. Beneath the media bed, the PVC floor grid with compressed composite-bead panels, which is grouted in place, is in need of immediate repair/rehabilitation. The underdrain system should be replaced, new media installed, and the troughs removed and reinstalled with concrete rehabilitation and new gaskets. WA1551 – NWTP Filter West Influent Channel Rehab Project Priority: 3.00 Rehabilitate west filter influent channel serves filters 1-9 on the west side of the filter gallery. Rehabilitation includes replacing all of the square influent butterfly valves within the channel on the west side (nine total). Also, the channel requires rehabilitation to repair spalling concrete and corrosion along the walls due to exposed rebar and other defects in the concrete. WA1553 – NWTP Final Sed Effluent Channel Pipes Rehab Project Priority: 3.00 Evaluate and recommend approach to access and clean the final sedimentation to filter influent lines, including: access hatch design and construction, replacement line construction, and other alternatives to address the issues in the lines that were identified in the 2019 Condition Assessment. WA1558 – NWTP Filter Gallery Basins 1-6 Rehab Project Priority: 2.67 This project aims to rehabilitate the filter galleries based on the needs of the basins of filters 1-6. WA1563 – NWTP Back Wash Return Basin Rehab Project Priority: 3.00 This project aims to rehabilitate the backwash water return basin by repairing concrete and repairing and replacing piping as needed within the basins. Repair or replacement of the associated pumps may be required. WA1576 – NWTP Flocc and Final Sed Train G Rehab Rehabilitate treatment train G (7) which includes the flocculation basins and the final sedimentation basins. Mechanical equipment to be rehabilitated, replaced or repaired includes the mixing rank arms and tower, and the rake structure. 265 Project Priority: 3.00 Return to Contents WATER PROJECT DETAIL WA1577 – NWTP Building F Basement Rehab Project Priority: 3.00 This project aims to rehabilitate the basement of Building F to repair cracks and sprawling to extend the life of the building and ensure a dry environment for electrical equipment. WA1578 – Zone 1 – Improvements for Site 26 Project Priority: 2.83 Site 26 serves water in the northern sections of Zone 1. Improvements to the reservoir circulation and the addition of TTHM stripping equipment is required to meet current and future regulatory requirements. WA1584 – Integrated Water Resources Master Plan Project Priority: 3.00 Gilbert updates the Integrated Water Resources Master Plan every five years. This includes updates to the planning framework, water resources, water system, wastewater system and reclaimed water system master plans. The water master plan will identify priorities of capital investment by year for the following 10 years. Project Priority: 3.00 WA1585 – Water Quality Master Plan Develop and maintain a comprehensive and up to date water quality master plan that meets the regulated water quality requirements as established at Federal and state levels. Work elements will include evaluation of available water supplies, blending and treatment schemes, and regulatory sampling locations to maximize the balance of cost effective, high quality drinking water. Project Priority: 3.00 WA1587 – Chlorine Line Repairs Emergency repair and replacement of six (6) chlorine feed lines that serve multiple injection points for treatment at the North Water Treatment Plant. WA1589 – NWTP Alt Evaluation and Construction Design and construct a new 45mgd surface water treatment plant on a Town owned parcel located directly east of the North Water Treatment Plant. Includes small scale piloting and benchtop testing to determine the most viable and economical treatment alternatives prior to beginning design and construction. 266 Project Priority: 3.00 Return to Contents WASTEWATER PROJECT LOCATOR 267 Return to Contents WASTEWATER PROJECT SUMMARY Capital Expenses (1,000s) Total Prior Years FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Yrs Relief Sewers WW0690 15,097 14 7,519 - - - - 7,564 - Candlewood Lift Station and Force Main WW0700 10,156 4,081 6,075 - - - - - - Greenfield WRP - Phase III WW0750 46,315 43,675 2,640 - - - - - - South Recharge Site - Phase II WW0770 6,698 756 5,942 - - - - - - GWRP Reclaimed Water Pump Station Exp WW0780 1,596 1,293 303 - - - - - - Reclaimed Water Rec Well - Cactus Yards WW0890 2,257 451 1,806 - - - - - - South Area Recharge Wells WW0940 9,161 47 2,230 - - - - 6,884 - Reclaimed Water Line Ext - Chandler Heights WW0950 1,893 1,245 648 - - - - - - Riparian Preserve Distribution Structure Exp WW0960 1,849 - - - 1,849 - - - - GWRP - Various Plant Improvements WW0970 23,824 2,850 8,405 4,186 412 3,517 2,227 2,227 - System Wide Force Main Retrofit WW1050 21,391 1,646 2,995 1,086 1,086 1,086 1,086 12,406 - Concrete Pipe Gravity Sewer Rehab WW1060 12,047 1,645 10,402 - - - - - - Northeast Wastewater Basin Outfall WW1070 4,591 - - - - - - 4,591 - Reclaimed Water Vault - Recker and Warner WW1080 403 91 312 - - - - - - Neely Activated Sludge Pumping Station Repl WW1090 4,182 87 4,095 - - - - - - Neely Oxidation Ditch Rotor Repl WW1100 6,337 - 6,337 - - - - - - Neely Effluent Filter Repl WW1110 3,259 4 3,255 - - - - - - Neely Influent Odor Control System Repl WW1130 898 - - 898 - - - - - Greenfield Repair and Replacement WW1140 20,540 8,234 12,306 - - - - - - Layton Lakes Lift Station Odor Control Imp WW1160 1,400 - 1,400 - - - - - - Freestone Park Odor Control Injection System WW1170 858 - 858 - - - - - - Sewer Outfall Structure - Gilbert and Ray WW1180 809 15 794 - - - - - - Higley and SR 202 Gravity Sewer Rehabilitation WW1190 488 445 43 - - - - - - Greenfield WRP Phase IV Expansion WW1200 81,745 - - - - - - 81,745 - Val Vista Drive Reclaimed Water Pipeline WW1210 4,331 - - - - - 4,331 - - Riggs Road Reclaimed Water Pipeline WW1220 4,331 - - - - - 4,331 - - Odor Control Study - South Gilbert WW1230 529 - 529 - - - - - - Neely Administration Building Repairs WW1231 400 4 396 - - - - - - Reclaimed Water Recovery Well - Reservoir 3 WW1233 3,349 - - - - - - 3,349 - Reclaimed Water Line Ext - Higley WW1234 2,142 - - - - - - 2,142 - Odor Control - Greenfield and SASC WW1235 2,429 - - - - - - 2,429 - Gravity Sewer Rehab - Guadalupe and Sirrine WW1236 220 - 220 - - - - - - Islands Lift Station Site Improvements WW1237 1,315 - - - - - - 1,315 - Property Acquisition for Lift Stations WW1238 273 - - 273 - - - - - 4,603 $ 11,975 $ 124,652 TRUE TRUE TRUE Total Capital Expenses $ 297,113 $ TRUE 66,583 $ 79,510 TRUE TRUE $ 6,443 TRUE $ 3,347 TRUE $ $ - TRUE Beyond 10 Years 6-10 Yrs Capital Sources: (1,000s) Total WRMPC - 2018 Bonds 45,253 42,613 2,640 - - - - - - Wastewater Repl Fund 92,236 16,936 48,870 3,754 1,426 2,018 1,356 17,876 - Prior Years FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Wastewater Fund 52,002 4,235 13,706 2,689 1,921 2,585 1,957 24,909 - Wastewater SDF 1,715 1,715 - - - - - - - Greenfield Wastewater SDF 16,433 1,074 8,475 - - - - 6,884 - Neely Wastewater SDF 5,829 10 5,819 - - - - - - Future Growth Funding 83,645 - - - - - 8,662 74,983 - 4,603 $ 11,975 $ 124,652 Total Sources $ 297,113 $ 66,583 $ 79,510 $ 6,443 $ 3,347 $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact - 691 691 691 691 - Total Revenue - - - - - - Net Additional Cost $ 268 - $ 691 $ 691 $ 691 $ 691 $ - $ - Return to 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 Avenue (0.6 miles in length), and a parallel sewer line in Val Vista Drive from Elliot Road 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. Project Priority: 3.00 WW0750 – Greenfield WRP – Phase III The Greenfield Water Reclamation Plant (GWRP) is a joint use facility with the City of Mesa and the Town of Queen Creek, with Mesa acting as lead agent and plant operator. 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. WW0770 – South Recharge Site – Phase II Project Priority: 3.00 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 Exp Project Priority: 3.00 Expansion of the pump station located at the reclaimed water reservoir adjacent to the Greenfield Water Reclamation Plant. Improvements include the addition of two new planned pumps, variable frequency drives and associated electrical equipment. WW0890 – Reclaimed Water Rec Well – Cactus Yards Design and construction of a reclaimed water recovery well at Cactus Yards and the Salt River Project power line easement. 269 Project Priority: 2.17 Return to Contents WASTEWATER PROJECT DETAIL Project Priority: 1.92 WW0940 – South Area Recharge Wells 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 Ext – Chandler Heights Project Priority: 3.00 This is an extension of the 12" reclaimed water line from Chandler Heights and Greenfield Road to Higley Road. This pipe line will provide better flow and pressure to the reclaimed water customers located in the southern area of Gilbert. WW0960 – Riparian Preserve Distribution Structure Exp Project Priority: 2.22 Per the 2012 Integrated Water Resources Master Plan recommendations, this project will install a pipe parallel to the existing 10" pipe into the Recharge Facility; expand the distribution box to accommodate the increased flow from 4 MGD to 8 MGD and eliminates 18” pipe to basins three and four. This project also includes retro-fitting the manual gate valves to be motorized and SCADA controlled at the Riparian Preserve at Water Ranch. Project will evaluate inlet design for alternative surface water recharge alternatives. 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 2021-2025). 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 replaced based on the priorities of work established during phase one. The end state of phase two is when 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. 270 Project Priority: 3.00 Return to Contents WASTEWATER PROJECT DETAIL WW1070 – Northeast Wastewater Basin Outfall Project Priority: 1.17 Project will provide data compilation and analysis related to the feasibility of outfall locations within the existing Gilbert Wastewater collection system from the new local outfall to the ultimate outfall. Project estimates will be prepared that include the cost of constructing the improvements, as well as an economic analysis identifying the cost recovery time if the project were constructed. WW1080 – Reclaimed Water Vault – Recker and Warner Project Priority: 3.00 This project designs and constructs a reclaimed water vault with motor actuated control valves at the intersection of Recker and Warner Roads. This enhances safety and service to the public by eliminating the need for field operations staff to stop traffic to operate valves currently located in the roadway intersection several times a week. WW1090 – Neely Activated Sludge Pumping Station Repl Project Priority: 2.29 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. WW1100 – Neely Oxidation Ditch Rotor Repl Project Priority: 2.47 Design and construction to replace oxidation ditch aeration rotor equipment, minor structural repairs/modifications and electrical power distribution improvements. These components of the Neely facility are nearing the end of their useful life and are scheduled for replacement as part of the Long Range Infrastructure Plan. Project Priority: 2.69 WW1110 – Neely Effluent Filter Repl 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. WW1130 – Neely Influent Odor Control System Repl Project Priority: 2.44 Design and construction for replacement of existing influent pump station odor control scrubber and provide minor structural modifications and electrical power distribution improvements. The existing odor control scrubber has exceeded its useful life (30 years). This project will replace the odor control scrubber with newer technology. The existing carbon scrubber will be reused. WW1140 – Greenfield Repair and Replacement 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. 271 Project Priority: 3.00 Return to Contents WASTEWATER PROJECT DETAIL WW1160 – Layton Lakes Lift Station Odor Control Imp Project Priority: 2.61 This project will design and construct a new biological odor control system for the lift station, replace pump soft starts with variable frequency drives which will be housed in an air-conditioned enclosure, provide an HMI panel for pump readings, and add permanent SCADA and RTU communications to and from the lift station site. The odor control system will reduce hydrogen sulfide at the lift station site to address ongoing odor complaint issues, in accordance with Maricopa County Rule 320. The electrical improvements will increase efficiencies, as well as provide reliable operation and communication at the lift station site. WW1170 – Freestone Park Odor Control Injection System Project Priority: 2.38 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. WW1180 – Sewer Outfall Structure – Gilbert and Ray Project Priority: 2.39 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 and SR 202 Gravity Sewer Rehabilitation Project Priority: 2.84 A 530 foot long 30” 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. WW1200 – Greenfield WRP Phase IV Expansion Project Priority: 1.78 The Greenfield Water Reclamation Plant (GWRP) is a joint use facility with the City of Mesa and the Town of Queen Creek, with Mesa acting as lead agent and plant operator. Design and construction of this phase of the GWRP will begin in 2028 completed by end of calendar year 2030 and bring Gilbert's share of the total capacity to 16.0 million gallons per day (MGD). WW1210 – Val Vista Drive Reclaimed Water Pipeline Construct a new 12” water pipeline along Val Vista Drive from Chandler Heights to Riggs Road. This pipeline will accommodate growth and enhance system operability to meet customer demands. 272 Project Priority: 1.53 Return to Contents WASTEWATER PROJECT DETAIL WW1220 – Riggs Road Reclaimed Water Pipeline Project Priority: 1.53 Construct a new 12” water pipeline along Riggs Road from Val Vista Road to Greenfield Road. This pipeline will accommodate growth and enhance system operability to meet customer demands. WW1230 – Odor Control Study – South Gilbert Project Priority: 2.78 Wastewater study identifying best practices for the Gilbert Wastewater collection system. Chemical dosing stations were previously identified north of Pecos Road in the 2012 Integrated Water Resource Master Plan. This study will identify the locations and chemical type most cost effective given the wastewater conditions throughout the remainder of the community. WW1231 – Neely Administration Building Repairs Project Priority: 2.51 Built in 1987, the administration building and electrical building at the Neely Water Reclamation Facility are nearing the end of their useful life. Repairs will be needed on the plumbing, electrical, HVAC and water supply systems to keep the buildings operational. To identify the extents of necessary repairs within the structures, ensure the cost benefit is appropriate and provide adequate space for current and future operations, the scope will include a focused condition and needs assessment for the facility. Following completion of the assessment, design and construction of immediate repairs will be completed with additional recommended projects being programmed into future fiscal years. WW1233 – Reclaimed Water Recovery Well – Reservoir 3 Project Priority: 2.00 Install a new reclaimed water recovery well to provide a supplemental water supply into the existing reclaimed water reservoir #3. The Reclaimed water recovery well should be capable of providing up to 3MGD supplemental flow into the reservoir at the site. Project elements includes electrical, SCADA and control improvements. WW1234 – Reclaimed Water Line Ext – Higley Project Priority: 1.78 Install a new reclaimed water pipeline in Higley Road from Pecos Road to Germann Road. This new section of reclaimed water line provides a critical loop in Gilbert's southern reclaimed water supply system. System improvements support sufficient water pressure and flow in order to meet daily customer reclaimed water demands, and to also provide a looped system that could provide a redundant reclaimed water supply to Gilbert's southern area customers. WW1235 – Odor Control – Greenfield and SASC Project Priority: 2.38 Installation of an odor control system north of the South Area Service Center, including site improvements, wastewater collection system tie-ins, and a biofilter to mitigate odors on the Greenfield Road wastewater trunk line. WW1236 – Gravity Sewer Rehab – Guadalupe and Sirrine Replacement of the gravity sewer in Guadalupe Road. The existing pipe is at the end of its service life. 273 Project Priority: 3.00 Return to Contents WASTEWATER PROJECT DETAIL WW1237 – Islands Lift Station Site Improvements Project Priority: 2.23 Improvements to the Islands lift station are needed to be compliant with security, health/safety and odor standards. Improvements include a security fence and gate, odor control system, water service connection and appurtenances, and electrical equipment housing replacements, in addition to other site improvements. WW1238 – Property Acquisition for Lift Stations This project will provide legal property title to several lift stations that are currently only in place by easements. Lift stations included are Western Skies, Rancho Del Verde, Freeman Farms, Lindsay Baseline, and Turner Ranch. 274 Project Priority: 1.96 Return to Contents PARKS & RECREATION PROJECT LOCATOR 275 Return to Contents PARKS & RECREATION PROJECT SUMMARY Capital Expenses (1,000s) Prior Years Total FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Yrs Freestone Park Expansion - North PR0030 22,300 - - - - - - - 22,300 Freestone Skate/Tennis Facility - Phase II PR0240 6,140 - - - - - - - 6,140 Gilbert Regional Park PR0310 190,422 26,932 14,281 - - - - 149,209 - Desert Sky Park PR0320 98,710 36,002 3,775 - 7,235 51,698 - - - Marathon Trail - East Maricopa Floodway PR0330 15,340 - - - - 15,340 - - - Culture and Education Center PR0370 81,740 - - - - - - - 81,740 Crossroads Park - Phase II PR0390 18,248 24 - - - - - - 18,224 Freestone Recreation Center Pool PR0420 17,820 - - - - - - - 17,820 Crossroads Park Lake Emb Stabilization PR0530 5,635 - - - - 5,635 - - - Parks and Trails Signs PR0560 233 133 - 100 - - - - - Urban Lakes Renovation PR0570 18,565 1,372 - - - 17,193 - - - Rittenhouse Trail PR0580 4,985 - - - - - - 4,985 - Powerline Trail - Phase IV PR0620 3,714 27 3,687 - - - - - - McQueen Park - Phase IV PR0630 3,100 - - - - - - - 3,100 Riparian Education Center PR0710 6,480 - - - - - - 6,480 - South Area Pool PR0810 19,053 - - - - - - 19,053 - Santan Vista Trail - Phase III PR0850 5,685 4 - - - 5,681 - - Shade Structures - Various Locations PR0920 498 178 - 320 - - - - - Santan Vista Trail - Phase IV PR0970 2,097 - - - - 2,097 - - - Santan Fwy Trail - Val Vista to Discovery Park PR1010 3,427 - - - - - 3,427 - - Santan Fwy Trail - Discovery Park to Cosmo PR1020 5,793 - - - - - 5,793 - - Playground Replacements - Various Locations PR1030 3,536 1,240 300 666 665 665 - - - Water Tower Plaza - Repairs/Upgrades PR1040 1,331 - 45 210 1,076 - - - 164 Riparian Preserve Yurts PR1070 164 - - - - - - - Discovery Park Playground Structure PR1080 400 - - - - - - 400 - Powerline Trail - Recker to Power PR1100 1,565 - - - - - - 1,565 - SERL Parking Lot Connection PR1110 3,232 24 - - - 3,208 - - - Western Powerline Trail - UPRR Ped Crossing PR1130 1,588 1,119 469 - - - - - - Town Store - Southeast Regional Library PR1150 130 - - - - - - - 130 - Irrigation System Replacements PR1160 15,415 - - - - 15,415 - - Irrigation Controller Replacements PR1170 725 493 232 - - - - - - Santan Vista Trail - Phase V PR1210 4,539 - - - - - - 4,539 - Trail Lighting PR1230 6,526 - - - - - 6,526 - - Cosmo Park Turf Project PR1240 1,293 - - - - - - 1,293 - Trail Crossings at RR Tracks Study PR1270 286 - - - - - - 286 - Cactus Yards Parking Lot PR1290 3,611 - - - - 3,611 - - - Trails Priority Assessment PR1300 233 - 233 - - - - - - Safety Improvements for Trail Crossings PR1310 4,172 27 93 1,780 746 746 780 - - Nichols Park at Water Ranch Phase II PR1311 14,830 - - - - - - - 14,830 Gilbert Youth Soccer Complex - Phase II PR1312 52,240 - - - - - - - 52,240 Williams Field/Perry Pools Renovation PR1313 983 - - 983 - - - - - $ 646,784 $ 67,575 $ 23,115 $ 9,722 $ 121,289 16,526 $ 187,810 $ 216,688 TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE TRUE Capital Sources (1,000s) Total Prior Years PFMPC - 2009 Bonds 10,268 2001 GO Bonds 02-03 1 4,052 Total Capital Expenses 2022 Potential Street Bond 4,059 $ $ Beyond 10 Years 6-10 Yrs FY 2021 FY 2022 FY 2023 10,268 - - - - - - 1 - - - - - - - - - 1,780 746 746 780 - - FY 2024 FY 2025 - 2024 Potential Parks Bonds 72,482 - - - - 57,136 15,346 - - 2028 Potential Parks Bonds 140,173 - - - - - - 140,173 - 317 317 - - - - - - - Maricopa County 276 Return to Contents PARKS & RECREATION PROJECT SUMMARY Capital Sources (1,000s) Prior Years Total FY 2021 FY 2022 FY 2023 FY 2024 FY 2025 Years 6-10 Beyond 10 Yrs Developer Contribution 89 89 - - - - - - - Salt River Project 19 19 - - - - - - - CIP Outside Sources 411 411 - - - - - - - CIP O/S Revolving Fund 912 (18,695) 10,482 - - 89 - 9,036 - General Repl Fund 40,784 - 300 1,859 1,741 36,884 - - - General Fund 16,440 4,731 2,380 420 - - - 8,779 130 Park SDF 69,150 16,083 9,953 - 7,235 23,226 400 12,253 - Future Growth Funding 99,373 - - - - - - 11,089 88,284 Park SDF - Prior to 2012 35,836 35,836 - - - - - - - Private Fund 6,480 - - - - - - 6,480 - 8 8 - - - - - - - Unidentified Investment Income 128,274 - - - - - - - 128,274 Miscellaneous 21,715 18,507 - - - 3,208 - - - Total Sources $ 646,784 $ 67,575 $ 23,115 9,722 $ 121,289 16,526 $ 187,810 $ 216,688 $ 4,059 $ $ Operation and Maintenance Impact (1,000s) Total Operation and Maintenance Impact - 3 17 17 66 - Total Revenue - - 491 - - - (474) $ 17 Net Additional Cost $ 277 - $ 3 $ $ 66 $ - Return to Contents PARKS & RECREATION PROJECT DETAIL PR0030 – Freestone Park Expansion – North Project Priority: 1.00 Completion of the northern portion of Freestone Park including the area north of public works, west and south of the recreation center, and west of the tennis courts. Improvements considered include parking, landscaping, irrigation, hardscape, lighted fields, trails and other park amenities. In addition, the project may include a pump station and an effluent water delivery system upgrade for the park. PR0240 – Freestone Skate/Tennis Facility – Phase II Project Priority: 1.16 Completion of the northern portion of Freestone Park including the area north of public works, west and south of the recreation center, and west of the tennis courts. Improvements considered include parking, landscaping, irrigation, hardscape, lighted fields, trails and other park amenities. In addition, the project may include a pump station and an effluent water delivery system upgrade for the park. 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 and storm water retention, as well as park and recreation amenities. Park and Recreation amenity development includes 18 acres for high intensity, 115 acres for medium intensity, and 32 acres for low intensity uses. PR0330 – Marathon Trail – East Maricopa Floodway Project Priority: 1.00 Eight miles of trail development along the East Maricopa Floodway (Marathon Trail). Improvements to include a concrete pathway and soft trail surfaces, benches, shade ramadas, water fountains, signage, limited lighting, etc. To be developed in partnership with the Flood Control District of Maricopa County. Project Priority: 0.61 PR0370 – Culture and Education Center The cultural and education center is anticipated to include instructional studios and specialized facilities for all aspects of the arts, including visual, musical, sculpture and performing arts. A community auditorium is anticipated to be included, which can also be used as a gallery and entertainment forum for concerts, etc. Project Priority: 1.00 PR0390 – Crossroads Park – Phase II Includes the development of 14 acres to the north of the tracks and six acres to the south of the tracks for medium intensity park development and roadway improvements. The site is east of Greenfield Road. 278 Return to Contents PARKS & RECREATION PROJECT DETAIL PR0420 – Freestone Recreation Center Pool Project Priority: 0.78 Programmed to be built on the west side of the Freestone Recreation Center. This indoor facility will include an eight-lane, 25-yard competition pool, as well as water slides, zero depth areas and various other contemporary pool amenities. PR0530 – Crossroads Park Lake Emb Stabilization Project Priority: 2.50 Develop an engineered approach to remedy the on-going erosion of the basin slope at the bank of Crossroads Park Lake. Erosion of the earthen slope may deposit soil, vegetation and debris into the lake, impacting water quality and the lake's ecosystem. Project Priority: 2.44 PR0560 – Parks and Trails Sign The project will develop sign designs and themes for trail signage to include informational and directional signage. Parks signs are to replace worn and outdated rules/regulations signage. Project Priority: 1.94 PR0570 – Urban Lakes Renovation This project provides for lake dredging, lake liner replacements, sediment testing, seepage testing, pump replacements and upgrades, turf removal to eliminate run-off into lakes, addition of aerator equipment, and the reconditioning of pump stations. Removing turf adjacent to the lake at Cosmo and Freestone Parks and adding a swale to the lake at the Municipal Center. The lakes that will be addressed are as follows: Discovery Park Upper Lake, Crossroads Park, Cosmo Park, McQueen Park, Discovery Park Lower Lake, Municipal Center Lake, Freestone North and South Lakes, and Water Ranch. Project Priority: 0.78 PR0580 – Rittenhouse Trail Construction of a multi-use trail from Power Road to Williams Field Road, along the old Rittenhouse Road alignment. The trail will consist of a 10’ wide concrete walk, a 6’ landscaped area, and a 10’ wide decomposed granite path. Benches, kiosks and interpretive signage will be included along the trail. Project Priority: 1.61 PR0620 – Powerline Trail – Phase IV Multi-use trail improvements along the Western Canal/Powerline corridor from ½ mile east of Val Vista Road to Greenfield Road. Project Priority: 1.00 PR0630 – McQueen Park – Phase IV McQueen Park improvements including the potential for additional lighting to existing fields and addition of a play structure, ramadas, drinking fountains and pedestal grills at various locations west of the activity center. 279 Return to Contents PARKS & RECREATION PROJECT DETAIL Project Priority: 1.16 PR0710 – Riparian Education Center To be developed on the grounds at a Riparian Area. Center will house educational displays, classrooms, office space, exhibit space and restrooms. Center will be approximately 5,000 square feet. Project Priority: 1.31 PR0810 – South Area Pool Construction of a swimming pool facility. Location options include future park site such as Gilbert Regional Park or other potential sites. The South Pool will require approximately 15 acres for development. Project Priority: 1.83 PR0850 – Santan Vista Trail – Phase III Multi-modal canal trail improvements along the Eastern Canal (Santan Trail) from Baseline Road south to Germann Road. Phase III includes improvements from Ray Road to Germann Road to include three hawk crossings, landscaping, irrigation, concrete pathway, resting/sitting areas, interpretive kiosks and signage. PR0920 – Shade Structures – Various Locations Project Priority: 2.38 Install shade structures over playground equipment and other park amenities such as sports fields, picnic areas, and bleachers in various parks. Project Priority: 2.83 PR0970 – Santan Vista Trail – Phase IV Multi-modal canal trail improvements along the Eastern Canal (Santan Vista Trail) from Baseline Road, south to Germann Road. Phase IV includes improvements from Baseline Road to Guadalupe Road to include hawk crossing, concrete pathway, landscaping, irrigation, resting/sitting areas, interpretive kiosks and signage. PR1010 – Santan Fwy Trail – Val Vista to Discovery Park Project Priority: 1.45 Design and construct a multi-use trail along Santan Freeway from ¼ mile east of Val Vista Road to Discovery Park. This trail will provide connectivity to the existing 202 trail from Zanjero Park and Mercy Gilbert Hospital to Discovery Park at Greenfield Road and Pecos Road. This project will include two hawk crossings. PR1020 – Santan Fwy Trail – Discovery Park to Cosmo Project Priority: 1.45 Design and construct a multi-use trail along Santan Freeway from Discovery Park to Cosmo Park including three hawk crossings, landscaping, rest areas, drinking fountains and lighting. PR1030 – Playground Replacements – Various Locations Remove and replace play structures in the following and locations: Page Park, Village Park West, McQueen Ballfield North, Freestone Soccer Fields, Circle G South, Circle G North, Sunview, Freestone Recreation Center, McQueen Park Activity Center West, McQueen Park Activity Center East, Discovery, Sonora Town, McQueen Ballfield South and Cosmo. 280 Project Priority: 2.83 Return to Contents PARKS & RECREATION PROJECT DETAIL PR1040 – Water Tower Plaza – Repairs/Upgrades Project Priority: 1.92 Upgrade and replacement of the splash pad operating system to include piping, nozzle replacements and electrical system upgrades. Project Priority: 0.78 PR1070 – Riparian Preserve Yurts Installation of facilities to provide education programs and overnight lodging at the preserve. PR1080 – Discovery Park Playground Structure Project Priority: 1.53 A full-size structure was not included in the original park design. This project will install a new full-size play structure at Discovery Park. PR1100 – Powerline Trail – Recker to Power Project Priority: 1.61 Western powerline trail improvements from Recker Road to Power Road to include concrete pathway, rest areas/shade, lighting, drinking fountain and landscape improvements. Project Priority: 2.00 PR1110 – SERL Parking Lot Connection The existing non-functioning water feature at the northwest corner of the library will be removed, and the parking lots on the north and west sides of the building will be connected, allowing vehicles to circulate without exiting the site and providing additional parking spaces. Dedicated right turn lanes into the site will be added on Greenfield Road and Guadalupe Road. The existing parking lots will be resurfaced, and drainage issues on the site will be addressed. PR1130 – Western Powerline Trail – UPRR 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) approximately½ mile west of Gilbert Road. Included in the project is the completion of trail improvements approximately ⅛ mile on either side of the crossing location. PR1150 – Town Store – Southeast Regional Library Project Priority: 0.95 This project will convert existing interior space in the Southeast Regional Library into a store and visitors center. PR1160 – Irrigation System Replacements This project will replace complete park aging irrigation system infrastructure to include piping and valves. Replacement is scheduled to begin with Freestone Park followed by Crossroads Park and the Municipal Center (Muni I), then Circle G, Oak Tree, Old West, Page Park, Sunview, Vaughn Basin, Village II, Villa Madeira and Vista Allegre. 281 Project Priority: 1.78 Return to Contents PARKS & RECREATION PROJECT DETAIL PR1170 – Irrigation Controller Replacements Project Priority: 3.00 This project will replace obsolete irrigation controllers in parks and along trails. The $50,000 allocated in FY 2017 was for a pilot program to be tested at one park. This pilot program helped to determine the return on investment once all new controllers are installed. The proposed controllers will include field communication capabilities, alert notifications and automatic evapo-transpiration controls. Project Priority: 1.16 PR1210 – Santan Vista Trail – Phase V Multi-modal trail improvements along the Eastern Canal (Santan Vista Trail) from Germann Road to Queen Creek Road. Phase V improvements to include concrete pathway, landscaping, irrigation, rest areas and signage. Project Priority: 1.61 PR1230 – Trail Lighting Install lighting on trails to include the Heritage Trail (Consolidated Canal), Santan Vista Trail (Eastern Canal) and the Western Canal/Powerline Trail. Project Priority: 1.17 PR1240 – Cosmo Park Turf Project This project will remove approximately 2.5 acres of turf at Cosmo Park on the steep sloped areas and replace with low maintenance and low water usage sections of terraced landscaping. PR1270 – Trail Crossing at RR Tracks Study Project Priority: 1.45 Study to ensure legal pedestrian crossings are built at all railroad crossings. Project Priority: 2.39 PR1290 – Cactus Yards Parking Lot Complete replacement of the 600 space parking lot to include sub-grade replacement, restriping of spaces and inlet roads and improvements to inlets and drainage. Project Priority: 3.00 PR1300 – Trails Priority Assessment Assessment and prioritization of the needs of all the trail components as projected in the 2014 Parks, Recreation and Trails Master Plan. PR1310 – Safety Improvements for Trail Crossings Assess all of the existing trail crossings and determine the appropriate safe crossing infrastructure that will be the most effective in each location. Construct approximately three trail crossings each fiscal year. Recent data collection efforts will help with the prioritization of where safety improvements are needed most based on analysis of trail user counts, traffic volume counts, crash data and site constraints. 282 Project Priority: 3.00 Return to Contents PARKS & RECREATION PROJECT DETAIL PR1311 – Nichols Park at Water Ranch – Phase II Project Priority: 1.61 Complete park landscaping, hardscape (pathways, ramadas, parking) and amenities at Nichols Park. Phase II will provide upgraded and ADA accessible access to Nichols Park playing fields. Improve storm drain run off and erosion associated with the upgraded access. Phase III to potentially include field lighting, in addition to other improvements on the upper portion of the site. Partnership opportunities are a possibility for this site. PR1312 – Gilbert Youth Soccer Complex – Phase II Project Priority: 0.71 Based on the findings and recommendations of the Gilbert Regional Park Conceptual Master Plan, development surrounding the Greenfield Water Reclamation Plant and South Area Service Center may include sports fields, sports courts, concession building, lake, interior roadways, parking lots, landscaping, hardscape, ramadas, play areas, restrooms, lighting, etc. PR1313 – Williams Field/Perry Pools Renovation This project will provide for the design and construction to renovate both pools, built in 2008, located at: Williams Field and Perry High Schools. Both pools completed 12th aquatic season and needed rehabilitation will include in general: pool plaster chip out and replacement, plumbing, Gunnite shell repair, stone and decking repairs, waterline tile and lane line tile repairs, drain enhancements per VGBA requirements and any and all ADA modifications to pool entry per ADA code. 283 Project Priority: 1.84 Return to Contents 284 Return to Contents Debt Service __________________________________________ Debt Service Summary Debt Service Detail Debt Service Financial Return to Contents [This page intentionally left blank.] Return to 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, 2020: Subordinate Lien Pledged Revenue Obligations 9% Improvement District 1% Public Facility Municipal Property Corporation 14% General Obligation 42% Water Resource Municipal Property Corporation 34% 287 Return to 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 levied to repay debt. Year 2011/2012 2012/2013 2013/2014 2014/2015 2015/2016 2016/2017 2017/2018 2018/2019 2019/2020 2020/2021 Net Assessed Limited Property Valuation* 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 2,615,110,788 Percent Change -15.34% -9.90% -4.88% 9.39% 6.40% 7.26% 6.39% 7.14% 8.24% 7.09% Property Tax Levy 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 25,880,000 *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 from approx. $1.06 in FY 2015 to $0.99 in FY 2019. The rate has remained level at $0.99 in FY 2020 and FY 2021. Assessed value for Property Tax purposes lags market by nearly two years. 288 Return to Contents DEBT SERVICE The Arizona Constitution and State Statute limits Gilbert’s bonded debt capacity to certain percentages of Gilbert’s secondary assessed valuation by the type of project to be constructed. There is a limit of 20% of secondary assessed valuation for projects involving streets, water, sewer, artificial lighting, parks, open space, and recreational facility improvements. There is a limit of 6% of secondary assessed valuation for any other general-purpose project. Voter authorization is required before General Obligation Bonds can be issued. The following table outlines the remaining authorization for each voter approved election: Election Date Nov 2001 May 2003 Mar 2006 Nov 2007 Nov 2018 Purpose Authorized Issued Remaining 20% WW/Street/park/Storm/PS Streets Streets/Parks Streets Public Safety $ 57,481,000 $ 80,000,000 $ 85,000,000 $174,000,000 $ 65,350,000 $ 45,722,000 $ 80,000,000 $ 85,000,000 $ 173,993,080 $ 65,340,778 $11,759,000 $ $ $ $ - *** *** *** Remaining authorization is a de minimis amount The information below shows the legal bonding limit for General Obligation bonds as of July 1, 2020. Debt Capacity with Bond Premiums Included 6% Limitation FY 2021 NFC - Assessed Valuation Allowable 6% Debt Less: 6% Debt Outstanding Unused 6% Debt Capacity 20% Limitation FY 2021 NFC - Assessed Valuation Allowable 20% Debt Less: 20% Debt Outstanding Less: Unamortized 2017 Premium Counted Against Capacity Less: Unamortized 2020 Premium Counted Against Capacity Unused 20% Debt Capacity $ 3,473,848,525 208,430,912 $ 208,430,912 $ 3,473,848,525 694,769,705 (151,825,000) (5,020,932) (4,477,729) $ 533,446,045 The following table provides the detail for the FY 2021 general obligation debt budget. Revenue is provided from the secondary property tax levy. Issue Name GO Series 2017 Revenue and Refunding GO Series 2020 Refunding GO Series 2020 Revenue Total General Obligation Debt Issued $121,670,000 $15,020,000 $61,730,000 $198,420,000 Debt Outstanding $76,965,000 $15,020,000 $59,840,000 $151,825,000 Tax Supported Debt Payments $21,770,550 $600,800 $3,515,338 $25,886,688 The last General Obligation Bond sale occurred in May 2020. That issue received a AAA bond rating from all three major ratings agencies. This is the highest rating possible. The 2020 issue used the November 2018 authorization and also refunded the outstanding GO Series 2008. The refunding saved nearly $800,000 (about 5%) in interest. The Town’s decision to wait until May 2020 to issue the 289 Return to Contents DEBT SERVICE public safety bonds (instead of issuing in May 2019) resulted in approximately $5.6m less in total borrowing costs. This is evidence of the Town’s emphasis on responsible financial stewardship, as well a reflection of a great community. The adopted tax levy for FY 2020-21 is $25.88m ($.9896 tax rate). 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. 290 Return to Contents DEBT SERVICE The following table indicates the principal amount of debt paid annually by type of debt: Fiscal Year 2021 General Obligation $19,995,000 MPC Public Facilities $14,340,000 MPC Water Resources $7,950,000 Subordinate Lien $770,000 Improvement District $410,000 2022 22,275,000 5,250,000 8,340,000 810,000 435,000 2023 18,530,000 5,500,000 8,780,000 850,000 450,000 2024 4,170,000 5,770,000 9,200,000 895,000 475,000 2025 4,360,000 6,055,000 9,655,000 935,000 495,000 2026 4,565,000 6,360,000 10,155,000 985,000 535,000 2027 4,775,000 6,680,000 10,575,000 1,035,000 555,000 2028 4,995,000 - 11,105,000 1,085,000 565,000 2029 5,160,000 - 11,445,000 1,140,000 590,000 2030 5,335,000 - 11,835,000 1,195,000 - 2031 5,580,000 - 10,285,000 1,235,000 - 2032 5,840,000 - 2,950,000 1,275,000 - 2033 6,105,000 - 3,070,000 1,320,000 - 2034 6,270,000 - 3,190,000 1,365,000 - 2035 6,430,000 - 3,320,000 1,415,000 - 2036 6,600,000 - 3,450,000 1,470,000 - 2037 6,785,000 - - 1,525,000 - 2038 6,945,000 - - 1,580,000 - 2039 7,110,000 - - 1,640,000 - 2040 - - - 1,695,000 - 2041 - - - 1,810,000 - 2042 - - - 1,900,000 - 2043 - - - 1,995,000 - 2044 - - - 2,095,000 - 2045 - - - 2,200,000 - $151,825,000 $49,955,000 $125,305,000 $34,220,000 $4,510,000 291 Return to Contents DEBT SERVICE The following table indicates the total interest payments per year by type of debt: Fiscal Year 2021 General Obligation $5,891,688 MPC Public Facilities $2,471,275 MPC Water Resources $5,487,313 Subordinate Lien $1,487,706 Improvement District $219,625 2022 4,908,338 1,761,150 5,089,813 1,449,206 198,068 2023 3,855,538 1,508,250 4,672,813 1,408,706 175,490 2024 3,114,338 1,243,250 4,233,813 1,366,206 151,893 2025 2,922,688 954,750 3,773,813 1,321,456 127,145 2026 2,722,238 652,000 3,291,063 1,274,706 100,868 2027 2,512,238 334,000 2,857,863 1,225,456 73,063 2028 2,292,488 - 2,329,113 1,173,706 44,498 2029 2,122,888 - 1,997,300 1,119,456 15,045 2030 1,947,588 - 1,591,350 1,062,456 - 2031 1,702,188 - 1,085,100 1,023,619 - 2032 1,445,388 - 639,200 981,938 - 2033 1,176,488 - 521,200 937,313 - 2034 1,017,338 - 398,400 891,113 - 2035 853,738 - 270,800 843,338 - 2036 682,713 - 138,000 786,738 - 2037 503,838 - - 733,450 - 2038 342,694 - - 678,169 - 2039 177,750 - - 620,894 - 2040 - - - 561,444 - 2041 - - - 500,000 - 2042 - - - 409,500 - 2043 - - - 314,500 - 2044 - - - 214,750 - 2045 - - - 110,000 - $40,192,156 $8,924,675 $38,376,950 $22,495,825 $1,105,693 292 Return to Contents DEBT SERVICE Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 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 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 General Obligation HURF Improvement Districts MPC - Public Facilities MPC - Water System MPC - Wastewater System Revenue Obligations 22,280,090 3,413,020 961,309 78,490,851 9,835,064 3,900,543 2,257,506 23,258,156 3,413,270 826,220 15,708,450 9,811,313 3,622,350 2,260,706 24,260,550 5,343,240 15,671,300 10,033,070 3,624,750 2,269,460 24,260,550 830,000 15,671,300 10,033,070 3,624,750 2,269,460 25,986,550 4,759,630 16,826,280 9,823,320 3,624,000 2,267,710 $ 121,138,383 $ 58,900,465 $ 61,202,370 $ 56,689,130 $ 63,287,490 EXPENSES BY CATEGORY Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Personnel Supplies & Contractual Capital Outlay 121,138,383 - 58,900,465 - 61,202,370 - 56,689,130 - 63,287,490 - $ 121,138,383 $ 58,900,465 $ 61,202,370 $ 56,689,130 $ 63,287,490 OPERATING RESULTS Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Total Revenues Transfers In 22,681,232 30,380,935 23,275,410 54,035,596 29,518,240 35,145,950 24,985,000 34,932,352 31,247,840 31,598,700 Total Sources $ 53,062,167 $ 77,311,006 $ 64,664,190 $ 59,917,352 $ 62,846,540 Total Expenses Transfers Out 121,138,383 332,001 58,900,465 12,172,463 61,202,370 - 56,689,130 - 63,287,490 - Total Uses $ 121,470,384 $ 71,072,928 $ 61,202,370 $ 56,689,130 $ 63,287,490 Net Operating Result $ (68,408,217) $ $ $ $ PERSONNEL BY ACTIVITY Total Expenses Total Expenses 6,238,078 293 3,461,820 3,228,222 (440,950) Return to Contents 294 Return to Contents Appendix __________________________________________ Personnel Detail Capital Outlay Transfer Detail and Summary Schedules A-G Glossary/Acronyms Return to Contents [This page intentionally left blank.] Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Mayor and Council Executive Administrative Assistant Mayor's Aide Council Aide Total Mayor and Council 1.00 1.00 0.00 2.00 1.00 1.00 0.00 2.00 1.00 1.00 0.00 2.00 0.00 1.00 1.00 2.00 0.00 1.00 1.00 2.00 Manager Town Manager Deputy Town Manager Chief Innovation Officer Community Resources Program Supervisor Assistant to Town Manager Volunteer and Community Resource Manager Executive Administrative Assistant Total Manager 1.00 3.00 0.00 0.35 1.00 0.00 1.00 6.35 1.00 3.00 1.00 0.35 0.00 0.00 1.00 6.35 1.00 3.00 1.00 0.35 0.00 0.00 1.00 6.35 1.00 3.00 1.00 0.35 1.00 0.00 1.00 7.35 1.00 3.00 1.00 0.35 1.00 1.00 1.00 8.35 Emergency Operations and Safety Emergency Management Coordinator Health and Safety Analyst Total Emergency Operations Center 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 Digital Government Digital Communications Strategist Chief Digital Officer Digital Media & Marketing Deputy Director Digital Media and Marketing Officer Digital Media and Marketing Officer Senior Data Content Strategist Digital Engagement Coordinator Digital Journalist Multi-Media Analyst Data and Technology Analyst Total Digital Government 1.00 1.00 0.00 1.00 0.00 0.00 1.00 2.00 1.00 1.00 8.00 1.00 1.00 0.00 1.00 0.00 0.00 1.00 2.00 1.00 1.00 8.00 1.00 1.00 0.00 1.00 0.00 1.00 1.00 2.00 1.00 1.00 9.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 14.00 3.00 1.00 1.00 2.00 1.00 1.00 1.00 2.00 1.00 1.00 14.00 Intergovernmental Governmental Relation Assistant Intergovernmental Relations Manager Director of Intergovernmental Affairs Total Intergovernmental 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 0.00 1.00 1.00 2.00 0.00 1.00 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 1.00 1.00 4.00 0.00 0.00 0.00 0.00 2.00 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 1.00 1.00 0.00 1.00 1.00 0.00 0.00 1.00 0.00 GENERAL FUND 297 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Redevelopment Specialist Administrative Assistant Economic Development Project Manager Total Economic Development 0.00 1.00 0.00 9.00 0.00 1.00 0.00 9.00 0.00 1.00 0.00 9.00 0.00 1.00 2.00 8.00 1.00 1.00 2.00 9.00 Information Technology: Information Technology Administration Information Technology Director IT Trainer Chief Technology Officer Administrative Assistant IT Intern Total Information Technology Administration 1.00 0.00 1.00 1.00 0.00 3.00 1.00 0.00 1.00 1.00 0.00 3.00 1.00 0.00 1.00 1.00 0.00 3.00 0.00 0.00 1.00 1.00 0.00 2.00 0.00 1.00 1.00 1.00 0.50 3.50 Applications Support IT Applications Manager IT Desktop Supervisor Project Manager Data Architect Applications Administrator Applications Engineer Desktop Analyst IT Security Administrator Chief Information Security Officer Applications Analyst Desktop Support Database Administrator Help Desk Technician Total Applications Support 1.00 1.00 0.00 0.00 4.00 2.00 2.00 0.00 0.00 5.00 4.00 0.00 1.00 20.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 9.00 0.00 2.00 0.00 14.00 2.00 0.00 1.00 0.00 0.00 0.00 0.00 1.00 0.00 10.00 0.00 2.00 0.00 16.00 2.00 0.00 1.00 1.00 0.00 0.00 0.00 0.00 1.00 9.00 0.00 2.00 0.00 16.00 2.00 0.00 2.00 1.00 0.00 0.00 0.00 0.00 1.00 9.00 0.00 2.00 0.00 17.00 Desktop Support IT Desktop Manager Desktop Support Total Desktop Support 0.00 0.00 0.00 1.00 7.00 8.00 1.00 8.00 9.00 1.00 9.00 10.00 1.00 9.00 10.00 Infrastructure Deputy Director/Infrastructure Manager IT Infrastructure Manager Systems Engineer Telecom Engineer Communications Engineer IT Security Analyst Network Engineer Data Scientist Communication Engineering Technician Audio/Visual Technician Audio/Visual Analyst Total Infrastructure 0.00 1.00 3.00 1.00 1.00 0.00 1.00 0.00 2.00 0.00 1.00 10.00 0.00 1.00 2.00 1.00 1.00 0.00 2.00 0.00 1.00 1.00 0.00 9.00 0.00 1.00 4.00 1.00 1.00 0.00 2.00 1.00 1.00 1.00 0.00 12.00 1.00 0.00 4.00 1.00 1.00 0.00 2.00 0.00 1.00 1.00 0.00 11.00 1.00 1.00 4.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 0.00 13.00 GIS Operations and Support GIS Supervisor GIS Administrator GIS Analyst 1.00 2.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 298 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 GIS Technician IT Intern Addressing Technician Total GIS Operations and Support 4.00 0.00 1.00 8.00 4.00 0.00 1.00 8.00 4.00 0.00 1.00 8.00 4.00 0.00 1.00 8.00 4.00 0.50 1.00 8.50 Total Information Technology 41.00 42.00 48.00 47.00 52.00 Human Resources: Personnel Administration Chief People Officer Deputy Chief People Officer Senior Human Resources Analyst Benefits Analyst Workers Comp Total Rewards Analyst 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 Receptionist People Data Strategist Total Personnel Administration 1.00 0.00 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 0.00 0.00 16.00 1.00 0.00 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 0.00 0.00 16.00 1.00 0.00 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 0.00 0.00 16.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 4.00 1.00 0.00 1.00 2.00 0.00 0.00 1.00 0.00 1.00 16.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 4.00 1.00 0.00 1.00 2.00 0.00 0.00 1.00 1.00 1.00 17.00 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 2.00 1.00 4.00 1.00 2.00 1.00 4.00 1.00 2.00 1.00 4.00 Risk Management Senior Claims Analyst Senior Human Resources Analyst Total Risk Management 1.00 1.00 2.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Total Human Resources 21.00 19.00 20.00 20.00 21.00 Management and Budget Management and Budget Director Management and Budget Analyst Management and Budget Specialist Total Management and Budget 1.00 3.00 1.00 5.00 1.00 3.00 1.00 5.00 1.00 4.00 1.00 6.00 1.00 4.00 1.00 6.00 1.00 4.00 1.00 6.00 Town Clerk Town Clerk Deputy Clerk Administrative Assistant 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 1.00 299 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Records Management Specialist Town Clerk Specialist Total Town Clerk 0.00 2.00 5.00 0.00 2.00 5.00 0.00 2.00 5.00 0.00 2.00 5.00 1.00 2.00 6.00 Legal Services: General Counsel Town Attorney Deputy Town Attorney Assistant Town Attorney Legal Advisor Assistant Risk Manager Paralegal Claims Analyst Legal Secretary Total General Counsel 1.00 0.00 2.00 1.00 0.00 1.00 0.00 1.00 6.00 1.00 1.00 2.00 0.00 0.00 1.00 1.00 1.00 7.00 1.00 1.00 3.00 0.00 0.00 1.00 2.00 1.00 9.00 1.00 1.00 3.00 0.00 1.00 1.00 0.00 1.00 8.00 1.00 1.00 3.00 0.00 1.00 1.00 0.00 1.00 8.00 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 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 1.00 7.00 10.00 1.00 0.00 2.00 2.00 23.00 1.00 7.00 10.00 1.00 0.00 2.00 2.00 23.00 Total Legal Services 27.00 28.00 31.00 31.00 31.00 Finance & 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 Payroll Specialist Total Accounting 1.00 1.00 0.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 3.00 12.00 1.00 1.00 1.00 1.00 0.00 1.00 2.00 1.00 0.00 1.00 3.00 12.00 1.00 1.00 1.00 1.00 0.00 2.00 2.00 1.00 0.00 1.00 3.00 13.00 1.00 1.00 1.00 1.00 0.00 3.00 2.00 1.00 0.00 0.00 3.00 13.00 1.00 1.00 1.00 1.00 0.00 3.00 3.00 1.00 0.00 0.00 3.00 14.00 Purchasing Administrative Assistant Contract Analyst Inventory Services Specialist Purchasing Manager Total Purchasing 1.00 4.00 1.00 1.00 7.00 1.00 4.00 1.00 1.00 7.00 1.00 4.00 1.00 1.00 7.00 1.00 4.00 1.00 1.00 7.00 1.00 4.00 1.00 1.00 7.00 300 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Tax Compliance Tax Compliance Specialist Tax Compliance Analyst Tax Compliance Manager Tax Compliance Auditor Total Tax Compliance 1.00 1.00 1.00 2.00 5.00 1.00 1.50 1.00 2.00 5.50 1.00 1.50 1.00 2.00 5.50 1.00 1.50 1.00 2.00 5.50 1.00 1.50 1.00 3.00 6.50 Total Finance & Management Services 25.00 25.50 26.50 26.50 28.50 Municipal Court Presiding Judge Municipal Judge Civil Hearing Officer Court Administrator Administrative Supervisor Deputy Court Administrator 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 2.00 1.00 15.00 1.00 4.00 2.00 0.75 0.17 31.92 1.00 3.00 1.00 1.00 2.00 1.00 15.00 1.00 4.00 2.00 0.75 0.17 31.92 1.00 3.00 1.00 1.00 2.00 1.00 15.00 1.00 4.00 2.00 0.75 0.17 31.92 1.00 3.00 1.00 1.00 2.00 1.00 17.00 1.00 4.00 0.00 0.75 0.17 31.92 1.00 3.00 1.00 1.00 2.00 1.00 17.00 1.00 4.00 0.00 0.75 0.32 32.07 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 5.03 0.50 1.00 0.80 0.00 7.33 4.72 0.50 1.00 0.80 0.50 7.52 4.72 0.50 1.00 0.80 0.50 7.52 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 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 Plan Review and Inspection - Building 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 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 9.00 0.80 6.00 3.00 19.55 0.75 9.00 0.80 6.00 3.00 19.55 301 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Plan Review and Inspection - Engineering Engineering Inspector Engineering Inspections Supervisor Plans Examiner Plans Review Supervisor Total Plan Review and Inspection - Engineering 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 7.00 0.95 2.00 1.00 10.95 7.00 0.95 2.00 1.00 10.95 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 Plan Review and Inspection - Planning Plans Examiner Engineering 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 - 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 Planning & Development Planning Manager Principal Planner Planner Plans Examiner Planning Technician Total Planning & Development 1.00 1.00 7.00 2.00 2.00 13.00 1.00 1.00 7.00 2.00 2.00 13.00 1.00 1.00 7.00 2.00 2.00 13.00 1.00 1.00 7.00 2.00 2.00 13.00 1.00 1.00 7.00 2.00 2.00 13.00 Transportation Planning Transportation Planning Manager Transportation Planner Total Transportation Planning 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 2.00 3.00 Development Engineering Development Engineer Manager Development Engineer Total Development Engineering 1.00 2.00 3.00 1.00 2.00 3.00 1.00 3.00 4.00 1.00 3.00 4.00 1.00 3.00 4.00 Total Development Services 71.30 73.13 74.32 74.32 75.32 Police Department: Police Administration Police Chief Assistant Police Chief Police Lieutenant Police Sergeant Administrative Assistant Total Police Administration 1.00 1.00 1.00 1.00 1.00 5.00 1.00 2.00 1.00 0.00 1.00 5.00 1.00 2.00 1.00 0.00 1.00 5.00 1.00 2.00 0.00 0.00 1.00 4.00 1.00 2.00 0.00 0.00 1.00 4.00 302 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Support Administration Commander Policy and Compliance Coordinator Administrative Assistant Total Support 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 0.00 1.00 2.00 1.00 0.00 1.00 2.00 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 31.50 0.00 37.50 1.00 6.00 34.50 0.00 41.50 1.00 6.00 34.50 0.00 41.50 1.00 6.00 41.50 0.00 48.50 Hiring Police Policy and Compliance Coordinator Police Sergeant Polygraph Examiner Police Volunteer Specialist Background Investigator Office Assistant Total Hiring 1.00 0.00 1.00 1.00 5.00 0.50 8.50 0.00 0.00 0.00 0.00 6.00 0.00 6.00 0.00 0.00 0.00 0.00 6.00 0.00 6.00 0.00 1.00 0.00 0.00 6.00 0.00 7.00 0.00 1.00 0.00 0.00 6.00 0.00 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 2.00 1.00 3.00 2.00 1.00 3.00 2.00 1.00 3.00 Public Affairs Police Sergeant Police Officer Public Affairs Specialist Volunteer Specialist Total Public Affairs 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 1.00 3.00 1.00 0.00 1.00 1.00 3.00 1.00 1.00 0.00 0.00 2.00 1.00 1.00 0.00 0.00 2.00 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 Crime Prevention Crime Prevention Technician Total Crime Prevention 3.00 3.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 Property & Evidence Property and Evidence Supervisor Property and Evidence Technician Administrative Assistant Total Property & Evidence 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 Records Core Services Administrator Records Manager 1.00 0.00 1.00 0.00 1.00 0.00 0.00 1.00 0.00 1.00 303 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Police Records Shift Supervisor Police Records Clerk Total Records 3.00 15.00 19.00 3.00 15.00 19.00 3.00 15.00 19.00 3.00 15.00 19.00 3.00 15.00 19.00 Volunteer Services Volunteer Specialist Total Volunteer Services 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 Redaction Body Worn Camera Coordinator Total Redaction 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 Office of Professional Standards Admin Police Sergeant Police Lieutenant Police Officer Policy and Compliance Coordinator Background Investigator Administrative Assistant Total Office of Professional Standards Admin 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 0.00 0.00 1.00 0.50 2.50 1.00 0.00 0.00 0.00 1.00 0.50 2.50 1.00 1.00 1.00 1.00 1.00 0.50 5.50 1.00 1.00 1.00 1.00 1.00 0.50 5.50 Internal Affairs Police Sergeant Police Officer Non-Sworn Public Safety Technician Total Internal Affairs 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 0.00 3.00 0.00 3.00 Training Police Training Specialist Police Officer Rangemaster Administrative Assistant Police Records Clerk Police Lieutenant Police Sergeant Total Training 1.00 0.00 1.00 1.00 1.00 0.00 0.00 4.00 1.00 3.00 1.00 2.00 0.00 0.00 1.00 8.00 1.00 3.00 1.00 2.00 0.00 0.00 2.00 9.00 1.00 3.00 1.00 2.00 0.00 0.00 1.00 8.00 1.00 8.00 1.00 2.00 0.00 1.00 1.00 14.00 Patrol Administration Police Commander Police Lieutenant Service Aide Administrative Assistant Total Patrol Administration 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 7.00 2.00 2.20 13.20 2.00 7.00 2.00 2.20 13.20 Patrol Police Commander Police Lieutenant Police Sergeant Police Officer Administrative Assistant Total Patrol 2.00 5.00 14.00 130.00 2.00 153.00 2.00 6.00 17.00 147.00 2.00 174.00 2.00 7.00 18.00 157.00 2.00 186.00 0.00 0.00 16.00 148.00 0.00 164.00 0.00 0.00 16.00 148.00 0.00 164.00 304 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Civilian Patrol Civilian Patrol Technician Tow Hearing/Patrol Supervisor Total Civilian Patrol 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.00 4.00 4.00 0.60 4.60 4.00 0.60 4.60 Detention Detention Supervisor Detention Facility Officer Total Detention 2.00 7.00 9.00 2.00 7.00 9.00 2.00 9.00 11.00 2.00 9.00 11.00 2.00 9.00 11.00 Teleserve Police Sergeant Teleserve Operator Quartermaster Body Worn Camera Coordinator Service Aide Total Teleserve 1.00 8.00 1.00 0.00 2.00 12.00 1.00 7.00 1.00 1.00 2.00 12.00 1.00 7.00 1.00 1.00 2.00 12.00 1.00 7.00 1.00 0.00 0.00 9.00 1.00 7.00 1.00 0.00 0.00 9.00 Bike Unit Police Sergeant Police Officer Total Bike Unit 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 7.00 8.00 Investigations Administration Police Lieutenant Police Commander Administrative Assistant Total Investigations Administration 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 Assignment Unit Police Sergeant Police Officer Total Special Assignment Unit 2.00 9.00 11.00 1.00 8.00 9.00 1.00 8.00 9.00 1.00 7.00 8.00 1.00 8.00 9.00 Financial Crimes Unit Police Sergeant Police Officer Audio Video Forensic Analyst Total Financial Crimes Unit 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 6.00 1.00 8.00 1.00 7.00 1.00 9.00 Family Violence Unit Police Sergeant Police Officer Civilian Investigator Total Family Violence Unit 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 1.00 4.00 3.00 8.00 Special Victims Unit Police Sergeant Police Officer Non-Sworn Public Safety Technician Total Special Victim Unit 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 1.00 9.00 0.00 10.00 305 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 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 11.00 12.00 1.00 7.00 8.00 1.00 7.00 8.00 1.00 7.00 8.00 1.00 8.00 9.00 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 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 3.00 4.00 0.00 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 1.00 3.00 4.00 0.00 0.00 8.00 Crime Suppression Unit Police Sergeant Police Officer Total Crime Suppression Unit 2.00 14.00 16.00 1.00 7.00 8.00 1.00 7.00 8.00 1.00 7.00 8.00 1.00 7.00 8.00 K9 Unit Police Sergeant Police Officer Total K9 Unit 0.00 0.00 0.00 0.00 3.00 3.00 0.00 3.00 3.00 1.00 3.00 4.00 1.00 3.00 4.00 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 12.00 13.00 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 Total Police Department 381.50 405.50 425.50 425.30 445.30 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 1.00 2.00 1.00 1.00 1.00 6.00 Fire and Rescue Department: Fire Administration Fire Chief Assistant Fire Chief Data Compliance Analyst Fire Solutions Manager Administrative Assistant Total Fire Administration 306 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 1.00 1.00 1.00 1.00 0.00 1.00 5.00 1.00 1.00 1.00 1.00 0.00 1.00 5.00 1.00 1.00 1.00 1.00 0.00 1.00 5.00 1.00 1.00 1.00 1.00 0.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 6.00 8.00 50.00 42.00 88.00 0.00 0.00 0.00 0.00 2.00 190.00 8.00 50.00 42.00 88.00 0.00 0.00 0.00 0.00 2.00 190.00 8.00 50.00 42.00 88.00 3.00 3.00 1.00 0.00 2.00 197.00 8.00 50.00 42.00 88.00 0.00 0.00 0.00 0.00 2.00 190.00 9.00 50.00 42.00 88.00 0.00 0.00 0.00 1.00 2.00 192.00 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 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 Fire Prevention Fire Marshal Fire Investigator Fire Inspector Total Fire Prevention 1.00 2.00 3.00 6.00 1.00 2.00 3.00 6.00 1.00 2.00 3.00 6.00 1.00 2.00 3.00 6.00 1.00 2.00 3.00 6.00 Total Fire and Rescue Department 216.00 216.00 223.00 216.00 219.00 Parks and Recreation: Parks and Recreation Administration Parks and Recreation Director Parks and Facilities Manager Recreation Supervisor Parks and Recreation Manager Administrative Supervisor Parks and Recreation Strategist Administrative Assistant Management Analyst 1.00 1.00 0.00 1.00 1.00 0.00 5.55 0.00 1.00 1.00 0.00 1.00 1.00 0.00 4.55 1.00 1.00 1.00 0.00 1.00 1.00 0.00 4.55 1.00 1.00 1.00 0.40 1.00 0.00 1.00 4.55 1.00 1.00 1.00 0.40 1.00 0.00 1.00 5.30 1.00 Fire Training Battalion Chief EMS Specialist Fire Captain Fire Engineer Fire Equipment Technician Administrative Assistant Total Fire Training Fire Operations Battalion Chief Fire Captain Fire Engineer Firefighter EMT Paramedic Ambulance Transport Manager Public Safety Supervisor Administrative Assistant Total Fire Operations 307 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Recreation Coordinator Parks and Recreation Business Manager Recreation Leader Total Parks and Recreation Administration 0.00 1.00 0.03 10.58 0.00 1.00 0.03 10.58 0.00 1.00 0.03 10.58 1.00 1.00 0.03 11.98 1.00 1.00 0.03 12.73 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 Aquatic Facility Technician Total Parks and Open Space 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 0.00 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 0.00 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 0.00 50.23 1.00 3.40 0.00 0.00 0.00 1.00 1.00 3.00 23.11 1.00 1.00 6.00 4.72 0.75 0.00 0.50 0.00 46.48 1.00 3.40 0.00 0.00 0.00 1.00 1.00 3.00 23.11 1.00 1.00 6.00 6.22 0.75 0.00 0.50 0.20 48.18 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 1.50 0.45 2.33 0.38 1.50 0.45 2.33 Cactus Yards Recreation Supervisor Administrative Assistant Custodian Facilities Maintenance Technician Grounds Maintenance Worker Park Ranger Park Mechanic 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 1.00 1.00 2.00 1.00 8.00 1.00 0.50 5.25 1.00 2.00 22.75 1.00 1.00 2.00 1.00 8.00 1.00 0.50 5.25 1.00 2.00 22.75 0.95 1.00 2.00 1.00 8.00 1.00 0.50 5.25 1.00 1.60 22.30 0.95 1.00 2.00 1.00 8.00 1.00 0.50 5.25 1.00 1.60 22.30 Mesquite Pool Recreation Supervisor Aquatic Facility Technician Recreation Coordinator Pool Manager Assistant Pool Manager Head Coach Assistant Coach 0.16 0.25 0.05 0.33 0.44 0.39 0.69 0.16 0.25 0.05 0.33 0.44 0.39 0.69 0.16 0.25 0.05 0.33 0.44 0.39 0.69 0.15 0.25 0.00 0.33 0.44 0.39 0.69 0.15 0.45 0.00 0.33 0.44 0.39 0.69 308 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Lifeguard/Instructor Lifeguard Total Mesquite Pool 0.86 1.88 5.05 0.86 1.88 5.05 0.86 1.88 5.05 0.86 1.88 4.99 0.86 1.88 5.19 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 0.15 0.25 0.00 0.33 0.44 0.38 1.19 1.42 4.16 0.15 0.45 0.00 0.33 0.44 0.38 1.19 1.42 4.36 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 0.15 0.25 0.00 0.29 0.20 0.66 1.49 1.04 4.08 0.15 0.45 0.00 0.29 0.20 0.66 1.49 1.04 4.28 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 0.15 0.25 0.00 0.29 0.44 0.29 0.71 2.18 4.31 0.15 0.45 0.00 0.29 0.44 0.29 0.71 2.18 4.51 Freestone Recreation Center Recreation Superintendent Recreation Coordinator Custodial Supervisor Custodian Recreation Specialist Senior Recreation Leader Recreation Leader Recreation Instructor Recreation Instructor Fitness Total Freestone Recreation Center 0.25 2.00 0.40 2.75 0.00 1.77 10.91 1.66 1.25 20.99 0.25 2.00 0.40 2.75 0.00 1.77 10.91 1.66 1.25 20.99 0.25 2.00 0.40 2.75 0.00 1.77 10.91 1.66 1.94 21.68 0.40 2.00 0.40 2.75 0.00 1.77 11.10 1.66 1.34 21.42 0.40 2.00 0.40 2.75 1.00 1.77 11.10 1.66 1.34 22.42 McQueen Activity Center Recreation Superintendent Custodian 0.25 1.00 0.25 1.00 0.25 1.00 0.30 1.00 0.30 1.00 309 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Recreation Coordinator Custodial Supervisor Recreation Leader Recreation Instructor Recreation Instructor Fitness Senior Recreation Leader Total McQueen Activity Center 1.00 0.20 3.09 2.64 0.24 0.51 8.93 1.00 0.20 3.09 2.64 0.24 0.51 8.93 1.00 0.20 3.09 2.64 0.24 0.51 8.93 2.00 0.20 3.09 2.64 0.24 1.01 10.48 2.00 0.20 3.09 2.64 0.24 1.01 10.48 Community Center Recreation Superintendent 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 1.00 1.83 0.00 1.52 0.13 6.63 0.30 0.20 1.00 0.70 1.00 2.24 0.00 1.52 0.13 7.09 0.30 0.20 1.00 0.70 1.00 2.24 0.00 1.52 0.13 7.09 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 0.15 0.03 0.40 0.58 0.15 0.03 0.40 0.58 Adult Sports Recreation Coordinator Recreation Supervisor Senior Recreation Leader Total Adult Sports 0.50 0.20 1.01 1.71 0.50 0.20 1.01 1.71 0.50 0.20 1.01 1.71 0.25 0.02 1.01 1.28 0.25 0.02 1.01 1.28 Adaptive Recreation Program Recreation Coordinator Senior Recreation Leader Recreation Leader Recreation Instructors Total Adaptive Recreation Program 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 Special Events Recreation Coordinator Program Supervisor Senior Recreation Leader Recreation Leader Total Special Events 1.50 1.00 0.00 1.07 3.57 1.50 1.00 0.00 1.07 3.57 1.50 1.00 0.00 1.07 3.57 2.50 1.00 0.00 1.82 5.32 2.50 1.00 0.75 2.32 6.57 Southeast Regional Library Recreation Superintendent Custodial Supervisor Custodian Recreation Coordinator 0.25 0.20 1.00 1.00 0.25 0.20 1.00 1.00 0.25 0.20 1.00 1.00 0.00 0.20 1.00 0.50 0.00 0.20 1.00 0.50 310 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Senior Recreation Leader Recreation Instructor Recreation Leader Total Southeast Regional Library 0.50 0.42 0.69 4.06 0.50 0.42 0.69 4.06 0.50 0.42 0.82 4.19 0.00 0.42 0.82 2.94 0.00 0.42 0.82 2.94 Facilities Maintenance Facility Operations Superintendent Senior Recreation Leader Security Systems Technician Senior Facilities Maintenance Technician Custodian Facilities Maintenance Technician Total Facilities Maintenance 1.00 0.48 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 1.00 0.00 1.00 0.00 0.00 11.00 13.00 1.00 0.00 2.00 0.00 0.00 12.00 15.00 South Area Service Center Environmental Compliance Coordinator Total South Area Service Center 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.25 0.25 125.22 147.97 166.03 163.55 171.30 Public Works - Engineering: Engineering Administration Town Engineer Senior Plans Examiner Total Engineering Administration 0.60 0.00 0.60 0.60 0.00 0.60 0.60 1.00 1.60 0.60 0.00 0.60 0.60 0.00 0.60 Engineering Traffic Town Traffic Engineer Senior Traffic Engineering Specialist Traffic Safety Assistant Traffic Safety Specialist Traffic Studies Engineer Plans Examiner Total Engineering Traffic 1.00 1.00 1.00 1.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 0.00 0.00 4.00 1.00 1.00 1.00 1.00 0.00 0.00 4.00 1.00 1.00 1.00 0.00 1.00 1.00 5.00 1.00 1.00 1.00 0.00 1.00 1.00 5.00 Total Public Works - Engineering 4.60 4.60 5.60 5.60 5.60 982.89 1032.97 1093.22 1087.54 1130.44 STREETS Roads and Maintenance Roads and Maintenance Administration Maintenance Coordinator Total Roads and Maintenance 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 TOTAL ROADS AND MAINTENANCE 0.00 0.00 0.00 1.00 1.00 HURF Streets Administration Streets Manager Administrative Assistant 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 Total Parks and Recreation TOTAL GENERAL FUND 311 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Senior Streets Maintenance Technician Streets Superintendent Total Streets Administration 0.00 1.00 3.00 1.00 1.00 4.00 1.00 1.00 4.00 0.00 1.00 3.00 0.00 1.00 3.00 Asphalt Patching Streets Supervisor Streets Crew Leader Heavy Equipment Operator Total Asphalt Patching 0.33 1.00 3.00 4.33 0.33 1.00 3.00 4.33 0.33 1.00 3.00 4.33 0.33 1.00 3.00 4.33 0.33 1.00 3.00 4.33 Crack Sealing Streets Supervisor Streets Crew Leader Streets Maintenance Worker Total Crack Sealing 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 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 0.50 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 0.50 1.00 1.00 3.00 5.50 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 Preventive Maintenance Streets Supervisor Pavement Management Coordinator Preventive Management Technician Total Preventive Maintenance 0.34 1.00 2.00 3.34 0.34 2.00 1.00 3.34 0.34 2.00 1.00 3.34 0.34 2.00 1.00 3.34 0.34 2.00 1.00 3.34 Street Lighting Streets Supervisor Maintenance Coordinator Street Light Technician Total Street Lighting 0.50 0.00 4.00 4.50 0.50 0.00 4.00 4.50 0.50 0.00 4.00 4.50 0.50 0.00 4.00 4.50 0.50 1.00 4.00 5.50 Traffic Signal Maintenance Streets Supervisor Traffic Signal Specialist Total Traffic Signal Maintenance 0.50 7.00 7.50 0.50 7.00 7.50 0.50 7.00 7.50 0.50 7.00 7.50 0.50 7.00 7.50 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 3.00 0.33 3.00 0.33 3.00 0.33 3.00 312 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Traffic Sign Crew Leader Streets Maintenance Worker II Total Street Signs 0.00 3.00 4.33 1.00 0.00 4.33 1.00 0.00 4.33 1.00 0.00 4.33 1.00 0.00 4.33 Traffic Operations Center Assistant Town Traffic Engineer Intelligent Transportation Systems Technician Traffic System Engineer Intelligent Transportation Systems Analyst Intelligent Transportation Systems Specialist Intelligent Transportation Systems Engineer Total Traffic Operations Center 1.00 1.00 0.00 0.00 2.00 1.00 5.00 1.00 1.00 0.00 0.00 2.00 2.00 6.00 1.00 1.00 0.00 0.00 2.00 2.00 6.00 1.00 0.00 1.00 2.00 1.00 1.00 6.00 1.00 0.00 1.00 2.00 2.00 1.00 7.00 Landscape Maintenance Streets Supervisor Landscape Maintenance Coordinator Total Landscape Maintenance 0.33 2.00 2.33 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 Shoulder Maintenance Streets Supervisor Heavy Equipment Operator Total Shoulder Maintenance 0.33 2.00 2.33 0.33 2.00 2.33 0.33 2.00 2.33 0.33 2.00 2.33 0.33 2.00 2.33 TOTAL HURF 53.49 55.66 55.66 54.66 56.66 TOTAL STREETS 53.49 55.66 55.66 55.66 57.66 ENTERPRISE OPERATIONS Water Water Administration Water Manager Envirommental Compliance Coordinator Application Engineer Total Water Administration 1.00 0.00 0.50 1.50 1.00 0.00 0.50 1.50 1.00 0.00 0.50 1.50 1.00 0.00 0.50 1.50 1.00 0.25 0.50 1.75 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 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 5.00 Utilities Customer Service Manager Accountant Customer Service Professional 0.50 1.00 10.45 0.50 1.00 9.72 0.50 1.00 9.40 0.50 1.00 9.40 0.50 1.00 9.40 313 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Utility Billing Technician Alarm Program Technician Receptionist Customer Service Supervisor Total Utilities 2.00 0.00 0.00 1.30 15.25 2.00 0.20 0.00 1.00 14.42 2.00 0.20 0.50 1.00 14.60 2.00 0.20 0.50 1.00 14.60 2.00 0.20 0.50 1.00 14.60 Utility Locates Utility Locator Utility Locator Lead Utility Supervisor Total Utility Locates 5.00 0.00 1.00 6.00 3.00 2.00 1.00 6.00 3.00 2.00 1.00 6.00 3.00 2.00 1.00 6.00 3.00 2.00 1.00 6.00 North Water Treatment Plant Water Production Superintendent Utility Supervisor Instrumentation and Controls Specialist Water Treatment Plant Mechanic Water Treatment Plant Operator Lead Water Treatment Plant Operator Lead Water Treatment Plant Mechanic Administrative Assistant Total North Water Treatment Plant 1.00 1.00 2.00 2.00 5.00 1.00 1.00 1.00 14.00 1.00 1.00 2.00 2.00 5.00 1.00 1.00 1.00 14.00 1.00 1.00 2.00 2.00 5.00 1.00 1.00 1.00 14.00 1.00 1.00 2.00 2.00 5.00 1.00 1.00 1.00 14.00 1.00 1.00 2.00 2.00 5.00 1.00 1.00 1.00 14.00 Santan Vista Treatment Plant Lead Water Treatment Plant Operator Utility Supervisor Instrumentation and Controls Specialist Water Treatment Plant Mechanic Water Treatment Plant Operator Chemist Administrative Assistant Total Santan Vista Treatment Plant 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 1.00 1.00 2.00 2.00 9.00 1.00 1.00 17.00 Water Production Well Technician Well Technician Lead Instrumentation and Controls Specialist Utility Supervisor Lead Instrumentation and Wells Specialist Electrician Total Water Production 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 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 Field Operations Utility Supervisor Water Treatment Plant Operator SCADA Programmer Total SCADA Field Operations 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 Water Resources Water & Energy Planning Administrator Water Resources Manager Total Water Resources 0.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 2.00 1.00 1.00 2.00 314 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 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 0.00 3.00 0.38 4.38 1.00 0.00 3.00 0.38 4.38 1.00 0.00 3.00 0.38 4.38 1.00 0.00 3.00 0.38 4.38 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 Distribution Utility Supervisor Water Distribution Superintendent Senior Utility Technician Water Distribution Specialist Utility Worker Total Water Distribution 1.00 1.00 5.00 1.00 9.00 17.00 1.00 1.00 5.00 1.00 10.00 18.00 1.00 1.00 5.00 1.00 10.00 18.00 1.00 1.00 5.00 1.00 10.00 18.00 1.00 1.00 5.00 1.00 10.00 18.00 Water Quality Water Quality Technician Water Quality Supervisor Lead Water Quality Technician Chemist Total Water Quality 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 2.00 1.00 1.00 2.00 6.00 Backflow Prevention Specialist Code Inspections Supervisor Building Inspector Total Backflow 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 2.20 131.95 133.50 135.68 135.68 135.93 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 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 1.00 1.00 0.50 1.00 3.50 Lift Stations Lift Station Supervisor Instrumentation and Controls Specialist Lift Station Technician Lift Station Technician Lead Odor Control Specialist 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 1.00 0.60 3.00 1.00 1.00 1.00 0.60 3.00 1.00 1.00 TOTAL WATER 315 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Electrician SCADA Programmer Total Lift Stations 1.00 0.60 8.20 1.00 0.60 8.20 1.00 0.60 8.20 1.00 0.60 8.20 1.00 0.60 8.20 Gravity Systems Utility Supervisor Senior Utility Worker Odor Control Technician Utility Worker Total Gravity Systems 1.00 6.00 0.00 7.00 14.00 2.00 6.00 0.00 7.00 15.00 2.00 6.00 0.00 8.00 16.00 2.00 6.00 0.00 8.00 16.00 2.00 6.00 1.00 8.00 17.00 Effluent Reuse Utility Worker Senior Utility Technician Instrumentation and Controls Specialist Well Technician Reclaimed Supervisor SCADA Programmer Total Effluent Reuse 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 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 2.00 2.00 2.00 1.00 7.00 2.00 2.00 2.00 1.00 7.00 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 43.50 45.50 48.50 48.50 49.50 Environmental Services - Residential Residential Administration Environmental Services Manager Environmental Services Collections Superintende Administrative Assistant Routing Technician Environmental Services Clerk Environmental Services Rep Total Residential Administration 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 0.86 1.00 1.25 1.00 0.80 0.90 5.81 0.86 1.00 1.25 1.00 0.80 1.40 6.31 Residential Collections Environmental Services Supervisor Administrative Assistant Solid Waste Operator Environmental Services Worker Total Residential Collections 1.67 0.00 24.12 3.00 28.79 2.67 0.00 25.12 3.00 30.79 2.67 0.50 25.12 3.00 31.29 2.67 0.50 25.12 3.00 31.29 2.67 0.50 25.12 3.00 31.29 316 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Uncontained Collections Environmental Services Supervisor Environmental Services Inspector Solid Waste Operator Total Uncontained Collections 1.00 0.00 21.00 22.00 1.00 0.00 21.00 22.00 1.00 1.00 21.00 23.00 1.00 1.00 21.00 23.00 1.00 1.00 21.00 23.00 Recycling Environmental Services Supervisor Solid Waste Operator Program & Sustainability Supervisor Environmental Outreach Specialist Collections Inspector Total Recycling 0.33 11.88 1.00 3.00 0.00 16.21 0.33 11.88 1.00 3.00 0.00 16.21 0.33 11.88 1.00 3.00 0.00 16.21 0.33 11.88 1.00 3.00 0.00 16.21 0.33 11.88 1.00 3.00 1.00 17.21 Environmental Programs HHW Supervisor HHW Technician Total Environmental Programs 1.00 3.00 4.00 1.00 4.00 5.00 1.00 4.00 5.00 1.00 4.00 5.00 1.00 4.00 5.00 Street Cleaning Streets Supervisor Heavy Equipment Operator Total Street Cleaning 0.34 6.00 6.34 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Storm Water Senior Utility Technician Storm Water Administrator Env. Compliance Inspection Technician Administrative Assistant Total Storm Water 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 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 TOTAL ENVIRONMENTAL SERVICES RESIDENTIAL 88.40 79.56 81.31 81.31 82.81 Environmental Services - Commercial Commercial Administration Environmental Services Manager Administrative Assistant Environmental Services Clerk Environmental Services Rep Total Commercial Administration 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 0.14 0.00 0.20 0.10 0.44 0.14 0.00 0.20 0.10 0.44 Commercial Collections Environmental Services Supervisor Solid Waste Operator Total Commercial Collections 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 Rolloffs Solid Waste Operator Total Rolloffs 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 2.00 TOTAL ENVIRONMENTAL SERVICES COMMERCIA 8.94 8.94 8.44 8.44 8.44 317 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Environmental Compliance Street Cleaning Streets Supervisor Heavy Equipment Operator Total Street Cleaning 0.00 0.00 0.00 0.34 6.00 6.34 0.34 6.00 6.34 0.34 6.00 6.34 0.34 6.00 6.34 Storm Water Storm Water Utility Technician Environmental Compliance Manager Env. Compliance Inspection Technician Environmental Compliance Coordinator Administrative Assistant Total Storm Water 0.00 0.00 0.00 0.00 0.00 0.00 2.00 1.00 2.00 0.00 0.50 5.50 2.00 1.00 2.00 0.00 0.75 5.75 2.00 1.00 2.00 0.00 0.75 5.75 2.00 1.00 2.00 0.50 0.75 6.25 TOTAL ENVIRONMENTAL COMPLIANCE 0.00 11.84 12.09 12.09 12.59 TOTAL ENTERPRISE OPERATIONS 272.79 279.34 286.02 286.02 289.27 FLEET OPERATIONS Operations Fleet Business Manager Fleet Supervisor Fleet Specialist Administrative Assistant Welder Technician Fleet Technician Service Aide Parts Technician Total Operations 1.00 2.00 3.00 2.00 1.00 13.00 1.00 3.00 26.00 1.00 2.00 2.00 1.00 1.00 14.00 1.00 4.00 26.00 1.00 2.00 2.00 1.00 1.00 14.00 1.00 4.00 26.00 1.00 2.00 1.00 1.00 1.00 15.00 1.00 4.00 26.00 1.00 2.00 1.00 1.00 1.00 15.00 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 Resources Supervisor Housing Rehabilitation Coordinator Total CDBG Administration 0.65 1.00 1.65 0.65 1.00 1.65 0.65 1.00 1.65 0.65 1.00 1.65 0.65 1.00 1.65 Parkway Improvement District PKID Analyst Grounds Maintenance Worker Field Supervisor Total Parkway Improvement District 0.50 2.00 0.60 3.10 0.50 2.00 0.60 3.10 0.50 2.00 0.60 3.10 0.50 2.00 0.60 3.10 0.50 2.00 0.60 3.10 Police Impound Fund Tow Hearing Specialist Tow Hearing/Patrol 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 1.00 0.40 0.80 2.20 1.00 0.40 0.80 2.20 Ambulance Transport Ambulance Transport Manager Paramedic 0.00 0.00 0.00 0.00 0.00 0.00 1.00 3.00 1.00 18.28 318 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 Emergency Medical Technician Administrative Assistant Quality Assurance Analyst Total Ambulance Transport 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 3.00 0.00 0.00 7.00 18.28 1.00 1.00 39.56 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 0.50 0.50 0.50 0.50 0.50 0.50 0.80 0.80 TOTAL SPECIAL REVENUE 10.75 11.25 11.25 16.45 49.31 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 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 0.40 1.00 7.00 1.00 3.00 1.00 13.40 0.40 1.00 7.00 1.00 3.00 1.00 13.40 TOTAL CAPITAL PROJECT ADMINISTRATION 12.40 12.40 13.40 13.40 13.40 1,358.32 1,417.62 1,485.55 1,485.07 1,566.08 0.00 0.50 0.00 0.50 0.50 0.00 1.00 0.00 0.00 0.00 0.00 0.30 0.00 0.00 0.00 1.00 0.00 0.50 0.00 0.50 0.00 0.00 0.00 0.00 0.00 0.25 0.00 0.00 0.00 0.00 0.47 0.00 0.00 0.00 0.00 1.00 2.97 0.00 2.30 0.00 0.00 0.00 0.75 0.00 0.50 GRAND TOTAL POSITIONS Limited Term Agreements: GENERAL FUND Town Manager Intern Information Technology Analyst - Munis Management and Budget Management and Budget Analyst - Munis Finance Assistant Finance Director Accountant Tax Intern Development Services Planning Intern Prosecutor Administrative Assistant TOTAL GENERAL FUND 319 Return to Contents PERSONNEL DETAIL Actual FY 2018 Actual FY 2019 Budget FY 2020 Projected FY 2020 Budget FY 2021 CIP FUND CIP - Engineering Sr. Project Manager TOTAL CIP FUND 1.00 1.00 1.00 1.00 0.00 0.00 0.00 0.00 0.00 0.00 HEALTH TRUST Health Trust Administration Wellness Coordinator TOTAL HEALTH TRUST 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 TOTAL LTA 3.97 3.30 0.00 0.75 1.50 1,362.29 1,420.92 1,485.55 1,485.82 1,567.58 TOTAL FTE AND LTA 320 Return to Contents CAPITAL OUTLAY Veh # Department Description Amount GENERAL FUND Civilian Patrol Civilian Patrol Facilities Administration Facilities Administration Facilities Administration Fire Operations Fire Operations Fire Resource Parks and Open Space Administration Parks and Open Space Administration Special Events SWAT Training Training Training Training Training Training Training Training Ford F-250 Ford F-250 Truck, Utility Truck, Utility Pickup, 3/4 Ton with Utility Bed Ford F-150 Van, Cargo Ford F-150 Pickup, 1/2 Ton Pickup, 1/2 Ton Movie Screen SUV, Tahoe or Expedition Track Unit Vehicle Track Unit Vehicle Track Unit Vehicle Track Unit Vehicle Track Unit Vehicle Track Unit Vehicle Track Unit Vehicle Track Unit Vehicle Total General Fund $ 49,000 49,000 38,000 38,000 40,700 38,000 40,450 41,000 60,000 45,000 16,700 41,710 62,690 62,690 62,690 62,690 62,690 62,690 62,690 62,690 $ 999,080 $ 35,320 53,240 35,500 55,500 49,500 53,240 56,000 30,000 80,000 30,500 28,500 30,000 28,090 79,040 28,200 28,200 28,200 30,500 35,500 33,760 35,500 35,500 28,500 35,500 28,500 28,500 30,500 48,500 53,700 53,240 53,240 52,320 35,500 GENERAL REPLACEMENT FUND 1926 2055 1264 2089 2056 2091 1254 0813 2163 1290 1211 0594 0708 0787 0807 0741 0806 0791 1918 1278 1959 1337 1285 1339 1281 1280 1937 0817 1910 2037 2053 2400 1320 Canine Canine Canine Canine Canine Civilian Patrol Civilian Patrol Community Services Administration Court Support - Warrants Crime Scene Unit Crime Supression Team Emergency Management Facilities Maintenance Fire Resource Insp & Comp - Bldg Insp & Comp - Bldg Insp & Comp - Bldg Insp & Comp - Code Intel And Analysis Unit Inv - Persons Crimes Investigations - Persons Crimes Investigations - Persons Crimes Investigations - Persons Crimes Investigations - Property Crimes Investigations - Property Crimes Investigations - Property Crimes Parks & Open Space Parks and Open Space Administration Patrol Patrol Patrol Patrol Patrol Pickup, 1/2 Ton SUV, Tahoe or Expedition Large Sedan Patrol Suv Unmarked Suv SUV, Tahoe or Expedition 3/4 Ton P/U Compact Suv Prisoner Van Van Passenger Midsize Sedan Compact Suv Van, Passenger Pickup, 3/4 Ton with Service Body Compact P/U Compact P/U Compact P/U 1/2 Ton P/U Large Sedan Sedan, Midsize Large Sedan Large Sedan Midsize Sedan Large Sedan Midsize Sedan Midsize Sedan 1/2 Ton P/U Pickup, 1 Ton Flatbed with Reg Cab and Spray Equip Pickup, 3/4 Ton Crew Cab with Service Body SUV, Tahoe or Expedition SUV, Tahoe or Expedition SUV, Tahoe Large Sedan 321 Return to Contents CAPITAL OUTLAY Veh # Department Description 2035 2038 2115 2144 2149 2164 2167 2085 2088 2150 2159 2161 2165 2166 2090 1927 1909 1851 1945 2140 1895 0784 2106 2206 2207 2229 2145 Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Patrol Person Crimes - Vcu Prof Stds-Hiring/Accreditation Resource Resource Special Enforcement Special Enforcement Technology Support Traffic Unit Traffic Unit Traffic Unit Traffic Unit Traffic Unit Non-Departmental Patrol Suv Patrol Suv Patrol Suv Patrol Suv Patrol Suv Patrol Suv Patrol Suv Patrol Suv Patrol Suv Patrol Suv Patrol Suv Patrol Suv Patrol Suv Patrol Suv Unmarked Suv Large Sedan Patrol P/U Fire Ladder Fire Pumper Unmarked P/U Unmarked Suv Sub-Compact Suv SUV, Explorer Patrol Motorcycle Patrol Motorcycle Patrol Motorcycle Unmarked Suv Capital Allowance Total General Replacement Fund Amount 55,500 55,500 55,500 55,500 55,500 55,500 55,500 55,500 55,500 55,500 55,500 55,500 55,500 55,500 49,500 35,500 49,500 1,878,500 845,100 37,500 49,500 24,000 46,780 35,500 35,500 35,500 49,500 3,000,000 $ 8,296,670 $ 45,500 35,000 31,000 $ 111,500 $ 70,000 15,100 200,500 23,300 30,500 30,500 77,380 131,690 131,690 500,000 $ 1,210,660 $ 29,160 19,670 19,670 STREET FUND Street Lighting Street Lighting Traffic Operations Truck, 1/2 Ton with Tool Boxes and Arrow Board Air Conditioner, Street Light Shop Truck, 1/2 Ton with Tool Box, Amber Strobe, Light Bar Total Street Fund STREET REPLACEMENT FUND 0781 0597 0649 0648 0759 0785 0812 0833 0834 Asphalt Patching Asphalt Patching Fog Sealing Fog Sealing Slm - Landscape Maint Streets Admin Streets Signs Traffic Signal Maintenance Traffic Signal Maintenance Non-Departmental Forklift 15,500 Lbs Trailer Fog Sealer Truck Trailer 1/2 Ton P/U 1/2 Ton P/U Truck, 1/2 Ton Bucket Truck Bucket Truck Capital Allowance Total Street Replacement Fund WATER FUND PW Administration PW Administration PW Administration Pickup, Midsize Traffic Message Board Traffic Message Board 322 Return to Contents CAPITAL OUTLAY Veh # Department Description PW Administration PW Administration PW Administration PW Administration Water Distribution Water Distribution Water Quality Traffic Message Board Traffic Message Board Traffic Message Board Traffic Message Board Freightliner MD 106 6-yard Dump 30" Walk Behind Saw with Kubota Engine TOC Instrument Replacement Total Water Fund Amount 19,670 19,670 19,670 19,670 130,000 28,000 33,000 $ 338,180 $ 17,500 33,500 33,500 34,500 34,500 34,500 34,500 27,500 42,500 2,800,000 $ 3,092,500 $ 35,000 10,000 $ 45,000 $ 52,000 218,090 153,500 38,500 31,500 3,000,000 $ 3,493,590 $ 331,580 30,500 345,780 345,780 345,780 27,500 28,450 331,580 19,640 331,580 331,580 345,780 345,780 339,310 339,310 339,310 WATER REPLACEMENT FUND 0436 1883 2096 1885 1887 0761 1880 0531 0542 Water Distribution Water Metering Water Metering Water Metering Water Metering Water Metering Water Metering Water Quality Assurance Water Well Production Non-Departmental Trailer 1/2 Ton P/U 1/2 Ton P/U Compact P/U Compact P/U Compact P/U Compact P/U 1/2 Ton P/U 3/4 Ton P/U Capital Allowance Total Water Replacement Fund WASTEWATER FUND Gravity Systems Gravity Systems Truck, 3/4 Ton with Service Body/Main Arterial Lights Trailer for Road Saw, 14' Total Wastewater Fund WASTEWATER REPLACEMENT FUND 0766 0548 2100 0482 Capital Projects Gravity Systems Gravity Systems Lift Systems Wastewater Quality Non-Departmental Chlorine Tablet Feeder Box Van With Camera Equipment C/C & Utility Body 3/4 Ton P/U 1/2 Ton P/U Capital Allowance Total Wastewater Replacement Fund ENVIRONMENTAL SERVICES - RESIDENTIAL REPLACEMENT FUND 2109 0739 2180 2188 2189 0789 0729 2456 0239 2078 2114 2179 2190 1969 1970 1974 Recycling Recycling Recycling Recycling Recycling Recycling Outreach Residential Collections Residential Collections Residential Collections Residential Collections Residential Collections Residential Collections Residential Collections Uncontained Collections Uncontained Collections Uncontained Collections Automated Side Loader 1/2 Ton P/U Automated Side Loader Automated Side Loader Automated Side Loader 1/2 Ton P/U Pickup, 1/2 Ton Extended Cab with Upfit Automated Side Loader Trailer, Flatbed with Cage Automated Side Loader Automated Side Loader Automated Side Loader Automated Side Loader Rear Loader Rear Loader Rear Loader 323 Return to Contents CAPITAL OUTLAY Veh # Department Description 0680 0719 Trailer, Tilt Bed Trailer Capital Allowance Uncontained Collections Uncontained Collections Non-Departmental Total Environmental Services Residential Replacement Fund Amount 14,370 15,100 500,000 $ 4,708,710 $ 285,170 250,000 $ 535,170 $ 38,000 $ 38,000 $ 275,000 275,000 275,000 700,000 $ 1,525,000 $ 54,370 56,690 41,000 56,690 52,890 52,890 52,890 52,890 52,890 54,370 41,000 59,490 59,490 59,490 41,000 41,000 51,590 63,290 51,960 51,960 51,960 51,960 51,960 $ 1,203,720 ENVIRONMENTAL SERVICES - COMMERCIAL REPLACEMENT FUND 2043 Commercial Collections Non-Departmental Front Loader Capital Allowance Total Environmental Services Commercial Replacement Fund ENVIRONMENTAL COMPLIANCE FUND Storm Water Truck, 3/4 Ton, Liftgate, Strobes and Toolbox Total Environmental Compliance Fund ENVIRONMENTAL COMPLIANCE REPLACEMENT FUND 1905 Street Cleaning 1906 Street Cleaning 2011 Street Cleaning Non-Departmental Freightliner with Sweeper Body Freightliner with Sweeper Body Freightliner with Sweeper Body Capital Allowance Total Environmental Compliance Replacement Fund DEVELOPMENT FUNDS Canine Detention Financial Crimes Patrol Patrol Patrol Patrol Patrol Patrol Patrol Property Crimes School Resource School Resource School Resource Special Assignment Unit Special Victims Unit Training Training Training Training Training Training Training Ford F150 Interceptor Utility Vehicle Police Interceptor With Radio Interceptor Utility Vehicle SUV, Tahoe SUV, Tahoe SUV, Tahoe SUV, Tahoe SUV, Tahoe Ford F150 Police Interceptor With Radio SUV, Tahoe SUV, Tahoe SUV, Tahoe Police Interceptor With Radio Police Interceptor With Radio Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Interceptor Utility Vehicle Total Development Funds FLEET FUND Fleet Shop Operations Wireless Mobile Column Lift Total Fleet Fund 324 $ 47,100 $ 47,100 Return to Contents CAPITAL OUTLAY Veh # Department Description Amount FLEET FUND - REPLACEMENT 1908 Fleet Shop Operations Fleet Shop Operations Forklift Wireless Mobile Column Lift Replacement Total Fleet Replacement Fund $ 30,700 47,100 $ 77,800 $ 275,000 275,000 275,000 275,000 275,000 275,000 35,000 35,000 35,000 35,000 35,000 $ 1,825,000 $ 28,000 $ 28,000 AMBULANCE SERVICE FUND Ambulance Service Ambulance Service Ambulance Service Ambulance Service Ambulance Service Ambulance Service Ambulance Service Ambulance Service Ambulance Service Ambulance Service Ambulance Service Ambulance Ambulance Ambulance Ambulance Ambulance Ambulance SUV, Midsized Cardiac Monitors Cardiac Monitors Cardiac Monitors Cardiac Monitors Total Ambulance Service Fund CIP ADMINISTRATION FUND CIP Administration Project Manager Vehicle Total CIP Administration Fund CAPITAL IMPROVEMENT PROJECT FUNDS Capital Projects Various - New and Carry Forward Projects $ 552,155,460 Total CIP Funds $ 552,155,460 TOTAL CAPITAL OUTLAY $ 579,731,140 325 Return to Contents 326 Return to Contents TRANSFER DETAIL Interfund transfers are scheduled for FY 2021, but not appropriated to avoid double counting the expenditure. The following section details the revenue transfers that are anticipated for FY 2021 by fund. Wastewater Fund Water Fund General Fund Overhead $6,271,090 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 2,668,810 Wastewater 1,289,680 Enviro Svcs - Residential 975,570 Enviro Svcs - Commercial 171,740 Enviromental Compliance 138,100 Streets Special Revenue General Fund Ambulance Service - $956,000 – It is anticipated that the revenue generated by Ambulance Services will have a lag in remittance by the patient. This transfer from the General Fund will subsidize Ambulance Service Fund, if needed, to make the fund whole. PD Impound - $150,000 – Fund was established several years ago, as a result of ARS 28-3511, to tow and impound vehicles involved in crimes and/or collisions. In 2019, a legislative change occurred which resulted in a lower number of towable incidents, thus reducing the revenue generated. It is anticipated that further legislative changes will be implemented. Until this time, this transfer from the General Fund will subsidize the fund to make it whole. 1,027,190 $15,000 $450,000 Funds are transferred from the Fire SDF and General Government SDF Funds to the General Fund to cover costs associated with the internal borrowing of General Funds in advance of collecting the respective SDF fees. Water Fund $1,706,000 LTAF - $600,000 – 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. 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. $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. 327 Return to Contents TRANSFER DETAIL Replacement Funds Various Funds Debt $46,098,000 MPC – Public Facilities $19,094,080 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: Transfers from various funds are scheduled to finance debt service payments and bank fees for the Public Facilities Municipal Property Corporation. Transfers by fund are as follows: General Roadway and Maintenance Ambulance Service Water Water Resource 17,380,000 General Fund 7,979,190 790,000 Police SDF 2,666,100 246,000 Fire SDF 13,400,000 30,000 Wastewater 10,200,000 Enviro Svcs - Residential 1,345,000 Enviro Svcs - Commercial 412,000 Environmental Compliance Fleet 944,800 General Government SDF 2,329,660 Parks & Recreation SDF 5,174,330 MPC – Water System $10,045,820 Water System Development Fee revenue collected from permits is used to pay down Water MPC debt. 2,245,000 50,000 Additional information regarding replacement funds is located in the Replacement Fund section of the budget document. MPC – Wastewater System $3,624,000 Wastewater System Development Fee revenue collected from permits is used to pay down Wastewater MPC debt. CIP Funds Various Funds Additional detail on Debt Service is located in the Debt Service section of the budget document. $437,340,580 Revenue for Capital projects are transferred from various funds as listed below. General 13,281,580 Water 20,827,940 Wastewater 16,216,430 Enviro Svcs - Residential 4,163,440 Enviro Svcs - Commercial 588,110 Environmental Compliance 2,070,930 Roadway and Maintenance 14,627,710 Fleet Replacement Funds 6,420 129,181,330 CDBG 1,220,880 SDF Funds 84,476,480 Outside Sources 36,684,360 GO Bond Proceeds 66,828,730 Prop 400 - MAG 47,026,110 CIP Administration 140,130 Additional information on Capital Projects is located in the Other Capital Funds section of the budget document. 328 Return to Contents TRANSFER SUMMARY REVENUE TRANSFERS IN GENERAL EXPENDITURE TRANSFERS OUT FUND REPLACEMENT SPECIAL CIP DEBT FUNDS REVENUE FUNDS SERVICE WASTEWATER GENERAL FUND $ 40,346,770 - - 17,380,000 1,706,000 13,281,580 7,979,190 GENERAL REPLACEMENT FUND $ 14,030,000 - ROADWAY AND MAINTENANCE $ 15,417,710 - - - - 14,030,000 - - 790,000 - 14,627,710 - AMBULANCE SERVICE $ 246,000 - - 246,000 - - - STREETS $ 1,027,190 1,027,190 - - - - - CDBG $ 1,220,880 - - - - 1,220,880 - POLICE IMPOUND FUND $ 15,000 15,000 - - - - - CIP ADMIISTRATION $ 140,130 - - - - 140,130 - GO BOND PROCEEDS $ 66,828,730 - - - - 66,828,730 - TRAFFIC SIGNAL SDF $ 6,580,270 - - - - 6,580,270 - POLICE SDF $ 3,020,200 - - - - 354,100 2,666,100 FIRE SDF $ 1,357,910 300,000 - - - 113,110 944,800 PARKS AND RECREATION SDF $ 15,126,720 - - - - 9,952,390 5,174,330 GENERAL GOVERNMENT SDF $ 2,479,660 150,000 - - - - 2,329,660 ROAD MAINTENANCE SDF $ 17,103,000 - - - - 17,103,000 - OUTSIDE SOURCES $ 36,684,360 - - - - 36,684,360 - PROP 400 MAG $ 47,026,110 - - - - 47,026,110 - WATER $ 37,966,750 2,703,810 1,035,000 13,400,000 - 20,827,940 - WATER REPLACEMENT FUND $ 65,075,770 - - - - 65,075,770 - WATER SDF $ 32,553,170 - - - - 22,507,350 10,045,820 WATER RESOURCE SDF $ 13,602,380 - - 30,000 - 13,572,380 - WASTEWATER $ 27,706,110 1,289,680 - 10,200,000 - 16,216,430 - WASTEWATER REPLACEMENT FUND $ 48,978,560 - - - - 48,978,560 - NEELY WASTEWATER SDF $ 5,818,830 - - - - 5,818,830 - GREENFIELD WASTEWATER SDF $ 12,099,050 - - - - 8,475,050 3,624,000 ENVIRO SERVICES RESIDENTIAL $ 6,484,010 975,570 - 1,345,000 - 4,163,440 - ENVIRO SERVICES COMMERCIAL $ 1,171,850 171,740 - 412,000 - 588,110 - ENVIRONMENTAL COMPLIANCE $ 4,454,030 138,100 - 2,245,000 - 2,070,930 - ENVIRO COMP REPLACEMENT FUND $ 126,000 - - - - 126,000 - FLEET OPERATIONS $ 56,420 - - 50,000 - 6,420 - FLEET REPLACEMENT FUND $ 971,000 - - - - 971,000 - TOTAL TRANSFER IN $ 525,714,570 46,098,000 $ 1,706,000 $ 437,340,580 $ 32,763,900 $ 6,771,090 $ 1,035,000 329 $ Return to Contents SCHEDULES A-G TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2021 Schedule A FUNDS S c h Fiscal Year General Fund Special Revenue Funds 2020 Adopted/Adjusted Budgeted Expenditures/Expenses* E 1 $ 202,613,324 $ 149,466,724 2020 Actual Expenditures/Expenses** E 2 $ 180,155,770 $ 37,795,894 2021 Fund Balance/Net Position at July 1*** 3 $ 110,937,877 $ 206,462,059 2021 Primary Property Tax Levy B 4 $ - $ - 2021 Secondary Property Tax Levy B 5 $ - $ - 2021 Estimated Revenues Other than Property Taxes C 6 $ 2021 Other Financing Sources D 7 $ - $ - 2021 Other Financing (Uses) D 8 $ - $ - 2021 Interfund Transfers In D 9 $ 24,151,090 $ 2,742,000 2021 Interfund Transfers (Out) D 10 $ 54,376,770 $ 278,207,170 2021 Reduction for Amounts Not Available: 178,948,000 $ 202,504,040 11 LESS: Amounts for Future Debt Retirement: Future Capital Projects Maintained Fund Balance for Financial Stability $ 47,140,000 $ 5,180,000 2021 Total Financial Resources Available $ 212,520,197 $ 128,320,929 2021 Budgeted Expenditures/Expenses $ 205,888,720 $ 168,718,050 * ** *** E Includes Expenditure/Expense Adjustments Approved in the current year from Schedule E. Includes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. Amounts on this line represent Fund Balance/Net Position amounts except for amounts not in spendable form (e.g., prepaids and inventories) or legally or contractually required to be maintained intact (e.g., principal of a permanent fund). 330 Return to Contents SCHEDULES A-G TOWN OF GILBERT Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2021 Schedule A Debt Service Fund Capital Projects Fund Permanent Fund Enterprise Funds Available Internal Service Funds Total All Funds $ 61,206,620 $ 526,143,949 $ - $ 82,282,298 $ 27,232,210 $ 1,048,945,125 $ 56,689,130 $ 98,554,797 $ - $ 66,990,000 $ 28,042,930 $ 468,228,521 $ 4,265,070 $ - $ - $ 230,021,593 $ 8,518,930 $ 560,205,529 $ - $ - $ - $ $ - $ - $ 25,880,000 $ 535,591,880 $ - $ 25,880,000 $ - $ 5,367,840 $ - $ - $ 120,681,000 $ 28,091,000 - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ - $ $ 32,763,900 - $ 437,340,580 $ - $ 28,667,000 $ 50,000 $ 525,714,570 $ 140,130 $ - $ 191,963,080 $ 1,027,420 $ 525,714,570 $ 29,930,000 $ - $ - $ $ 82,250,000 - $ 68,276,810 $ 437,200,450 $ - $ 157,476,513 $ 35,632,510 $ 1,039,427,409 $ 63,287,490 $ 437,340,580 $ - $ 89,330,630 $ 28,274,440 $ 992,839,910 2020 1,048,945,125 $ (547,700,000) 501,245,125 (140,000,000) 361,245,125 $ 430,608,944 $ 2021 992,839,910 (473,500,000) 519,339,910 (90,000,000) 429,339,910 449,443,898 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 331 $ $ $ Return to Contents SCHEDULES A-G TOWN OF GILBERT Tax Levy and Tax Rate Information Fiscal Year 2021 Schedule B 2020 1. Maximum allowable primary property tax levy. A.R.S. §42-17051(A) $ 2. Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) $ 3. Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts $ $ $ 4. Property taxes collected* A. Primary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total primary property taxes B. Secondary property taxes (1) Current year's levy (2) Prior years’ levies (3) Total secondary property taxes C. Total property taxes collected 2021 $ 24,150,000 24,150,000 $ 25,880,000 25,880,000 $ $ $ $ $ 24,150,000 200,000 24,350,000 24,350,000 5. Property tax rates A. City/Town tax rate (1) Primary property tax rate 0.9889 0.9896 (2) Secondary property tax rate (3) Total city/town tax rate 0.9889 0.9896 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. 332 Return to Contents SCHEDULES A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2021 Schedule C ESTIMATED REVENUES 2020 SOURCE OF REVENUES ACTUAL REVENUES* 2020 ESTIMATED REVENUES 2021 GENERAL FUND Local taxes Local taxes, audit, & franchise fees $ 99,945,000 99,710,000 99,445,000 4,310,000 4,155,000 3,675,000 57,500,000 750,000 160,000 1,120,000 57,500,000 755,000 130,000 974,000 60,000,000 755,000 130,000 1,035,000 8,841,000 8,400,000 8,787,000 3,522,000 3,129,000 3,054,000 500,000 80,000 1,250,000 200,000 500,000 80,000 1,100,000 1,015,000 1,000,000 - - - 2,214,500 2,094,000 487,000 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 $ 180,042,500 $ 179,312,000 $ 178,948,000 $ 16,500,000 11,000,000 120,000 30,000 38,000 27,688,000 $ 15,000,000 10,300,000 440,000 130,000 59,000 25,929,000 $ 16,400,000 10,310,000 120,000 30,000 33,000 26,893,000 $ $ 5,189,150 5,189,150 $ 5,189,150 5,189,150 $ 5,705,250 5,705,250 $ 2,578,690 36,620,000 1,500,000 40,698,690 $ 1,578,690 37,831,796 1,500,000 40,910,486 $ 2,369,190 17,585,000 1,500,000 21,454,190 SPECIAL REVENUE FUNDS HURF County Revenue - Auto Lieu Interest Income Replacement Fund Investment Income Other Streets Revenue Grants Other Special Revenue System Development Fees Intergovernmental Revenue $ $ 333 Return to Contents SCHEDULES A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2021 Schedule C SOURCE OF REVENUES CDBG/HOME PKID Streetlight Improvement District Police Impound Ambulance Transport Other Funding Sources ESTIMATED REVENUES 2020 $ $ 2,039,060 2,039,060 $ ACTUAL REVENUES* 2020 $ ESTIMATED REVENUES 2021 2,607,020 2,607,020 $ 972,780 1,728,400 2,701,180 $ 942,160 1,806,070 2,748,230 $ 85,000 85,000 $ 85,000 85,000 $ 300,000 300,000 $ 5,580,000 5,580,000 $ 924,850 924,850 $ 972,780 1,728,400 2,701,180 $ $ 100,000 100,000 $ $ $ $ 207,404,030 207,404,030 $ 108,145,964 108,145,964 $ 137,431,350 137,431,350 Total Special Revenue Funds $ 285,820,110 $ 184,185,630 $ 202,504,040 DEBT SERVICE FUNDS Special Assessments Investment Income Miscellaneous Revenue $ 5,343,240 25,000 816,000 19,000 5,342,840 25,000 $ 5,368,240 $ 835,000 $ 5,367,840 Total Debt Service Funds $ 5,368,240 $ 835,000 $ 5,367,840 $ 50,475,000 1,800,000 10,175,000 62,450,000 $ 51,350,000 600,000 10,050,000 62,000,000 $ 30,710,000 1,200,000 4,900,000 36,810,000 $ 30,585,000 200,000 4,460,000 35,245,000 $ 15,175,000 349,700 15,524,700 $ 14,945,000 55,000 15,000,000 ENTERPRISE FUNDS Water Operating Water Replacement Water and Water Resources SDF $ 48,475,000 600,000 10,150,000 59,225,000 $ Wastewater Operating Wastewater Replacement Wastewater SDF $ 30,085,000 200,000 4,400,000 34,685,000 $ Environmental Services/Residential Env. Services - Res.Replacement Fund $ 14,760,000 90,000 14,850,000 $ 334 Return to Contents SCHEDULES A-G TOWN OF GILBERT Revenues Other Than Property Taxes Fiscal Year 2021 Schedule C ESTIMATED REVENUES 2020 ACTUAL REVENUES* 2020 $ ESTIMATED REVENUES 2021 2,732,000 2,000 2,734,000 $ 4,455,000 50,000 4,505,000 $ 5,697,000 5,000 5,702,000 116,016,000 $ 122,073,700 $ 120,681,000 $ $ 8,378,530 8,378,530 $ 7,110,000 7,110,000 $ 8,441,000 8,441,000 $ $ 17,260,000 17,260,000 $ 19,662,000 19,662,000 $ 18,285,000 18,285,000 $ $ 1,382,000 1,382,000 $ 1,324,000 1,324,000 $ 1,365,000 1,365,000 Total Internal Service Funds $ 27,020,530 $ 28,096,000 $ 28,091,000 TOTAL ALL FUNDS $ 614,267,380 $ 514,502,330 $ 535,591,880 SOURCE OF REVENUES Environmental Services/Commercial Env. Services - Comm Replacement Fund $ 2,703,000 3,000 2,706,000 $ 4,550,000 $ Total Enterprise Funds $ Environmental Compliance Env. Compliance Replacement Fund $ $ 2,774,000 10,000 2,784,000 4,550,000 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. 335 Return to Contents SCHEDULES A-G TOWN OF GILBERT Other Financing Sources/ and Interfund Transfers Fiscal Year 2021 Schedule D OTHER FINANCING 2021 SOURCES FUND GENERAL FUND General Fund Operating $ General Fund Repair & Replacement Total General Fund $ SPECIAL REVENUE FUNDS Streets $ Streets Replacement Fund CDBG/HOME Police Impound Ambulance Transport System Development Fees Other Funding Sources Other Special Revenue Total Special Revenue Funds $ INTERFUND TRANSFERS 2021 IN $ $ $ $ $ $ 6,771,090 17,380,000 24,151,090 $ $ 40,346,770 14,030,000 54,376,770 600,000 790,000 $ 16,444,900 1,220,880 15,000 246,000 109,741,190 150,539,200 150,000 1,202,000 $ $ 2,742,000 $ $ $ $ $ 32,763,900 32,763,900 $ $ $ $ 278,207,170 DEBT SERVICE FUNDS $ Total Debt Service Funds $ CAPITAL PROJECTS FUNDS CIP Administration $ Redevelopment Streets Traffic Control Parks and Recreation Municipal Facilities Water Wastewater Storm Water 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 $ $ $ $ $ 8,614,630 121,249,330 11,197,730 23,116,160 76,417,910 117,685,720 76,868,100 2,191,000 437,340,580 $ 140,130 $ 140,130 $ 37,966,750 65,075,770 27,706,110 48,978,560 6,484,010 13,430,000 1,035,000 10,200,000 1,345,000 1,171,850 412,000 $ $ $ $ 2,245,000 28,667,000 $ 4,454,030 126,000 191,963,080 $ 56,420 971,000 50,000 Total Internal Service Funds $ $ $ 50,000 $ 1,027,420 TOTAL ALL FUNDS $ $ $ 525,714,570 $ 525,714,570 336 Return to Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Fund Fiscal Year 2021 Schedule E ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2020 FUND/DEPARTMENT 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 Police Fire and Rescue Parks and Recreation Public Works GF Replacement Non-Departmental Total General Fund $ SPECIAL REVENUE FUNDS Streets $ Grants CDBG/HOME Police Impound Ambulance Transport Special Districts Trust Accounts Development Fees Other Special Revenue Total Special Revenue Funds $ EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2020 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 59,942,830 35,225,980 23,005,540 704,140 6,419,500 33,480,910 200,894,365 $ 24,141,660 5,189,150 788,000 293,380 $ 84,000 ACTUAL EXPENDITURES/ EXPENSES* 2020 $ 24,750 172,020 441,745 35,350 4,950 3,050 67,320 (2,768,098) (804,210) 205,085 134,110 $ 4,118,887 1,718,959 $ (403,029) $ (280) 280 793,660 3,117,210 2,500 BUDGETED EXPENDITURES/ EXPENSES 2021 817,820 1,480,570 278,420 1,521,030 432,630 2,304,950 11,873,270 2,361,040 705,690 525,690 3,615,410 2,747,840 3,260,560 7,858,050 57,111,890 33,924,960 22,780,470 627,730 2,785,330 23,142,420 180,155,770 $ 19,946,070 250,750 787,280 169,530 505,860 3,074,700 86,760 3,920 2,028,780 26,853,650 $ $ 1,328,600 3,149,000 48,122,240 $ 776,890 1,770,730 325,930 1,830,120 417,660 2,494,350 14,812,810 2,612,810 742,750 1,193,380 3,860,120 3,024,750 3,395,990 8,208,740 58,715,270 34,754,500 24,461,240 751,670 8,296,670 33,442,340 205,888,720 26,630,470 5,705,250 1,386,140 183,710 6,682,620 3,056,450 3,137,630 36,669,530 $ 90,000 649,105 (826,355) 303,381 $ $ Total Debt Service Funds $ 61,202,370 61,202,370 $ $ 4,250 4,250 $ $ 56,689,130 56,689,130 $ $ 63,287,490 63,287,490 OTHER FUNDING SOURCES Capital Projects $ Total Other Funding Sources $ 141,692,730 141,692,730 $ $ (29,198,917) $ (29,198,917) $ 10,942,244 10,942,244 $ $ 120,595,810 120,595,810 CAPITAL PROJECT FUNDS Redevelopment Streets Traffic Control Parks and Recreation Municipal Facilities Water 9,814,050 105,137,990 7,497,070 53,380,815 91,291,745 148,931,740 $ 303,462 10,905,241 200,000 5,503,142 1,418,899 14,044,935 2,836,588 17,891,898 374,647 26,755,979 31,543,747 5,824,921 $ 8,614,630 121,249,330 11,197,730 23,116,160 76,417,910 117,685,720 DEBT SERVICE FUNDS $ 337 $ Return to Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Fund Fiscal Year 2021 Schedule E FUND/DEPARTMENT Wastewater Storm Water Total Capital Project Funds $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES 2020 EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED 2020 ACTUAL EXPENDITURES/ EXPENSES* 2020 BUDGETED EXPENDITURES/ EXPENSES 2021 76,192,750 873,000 493,119,160 649,110 13,327,017 76,868,100 2,191,000 437,340,580 $ 33,024,789 $ 98,554,797 $ 30,959,320 19,285,670 12,906,770 2,109,940 1,728,300 66,990,000 $ $ $ 8,660,060 18,297,380 1,317,000 28,274,440 $ 992,839,910 ENTERPRISE FUNDS Water $ Wastewater Env Services Residential Env Services Commercial Environmental Compliance Total Enterprise Funds $ 37,545,880 23,464,825 19,945,385 2,997,720 4,180,450 88,134,260 $ $ (4,547,320) $ (1,519,680) 209,500 11,538 (6,000) (5,851,962) $ INTERNAL SERVICE FUNDS Fleet Maintenance $ Health Self-Insurance Dental Self-Insurance Total Internal Service Funds $ 8,645,910 17,269,800 1,317,000 27,232,710 $ (500) $ $ (500) $ 6,988,930 19,737,000 1,317,000 28,042,930 TOTAL ALL FUNDS $ 1,048,945,125 $ $ 468,228,521 $ 37,427,740 24,080,590 20,990,720 3,226,000 3,605,580 89,330,630 * 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. 338 Return to Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2021 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 2020 2020 2020 2021 764,900 764,900 $ $ 84,000 84,000 $ $ 817,820 817,820 $ $ 776,890 776,890 List Department: Manager General Fund $ CDBG/HOME Special Revenue Department Total $ 1,871,790 788,000 57,380 2,717,170 $ $ 1,480,570 787,280 57,380 2,325,230 $ 1,770,730 1,386,140 57,430 3,214,300 List Department: Emergency Mgt and Safety General Fund $ Grants Department Total $ 273,920 37,080 311,000 $ $ 278,420 32,440 310,860 $ $ $ List Department: Digital Government General Fund $ Special Revenue Department Total $ 1,269,660 41,370 1,311,030 $ 24,750 $ 1,521,030 41,370 1,562,400 $ $ 24,750 $ List Department: Intergovernmental Relations General Fund $ Special Revenue Department Total $ 393,310 61,030 454,340 $ $ $ $ 432,630 47,030 479,660 $ 417,660 82,600 500,260 $ List Department: Economic Development General Fund $ Department Total $ 2,697,730 2,697,730 $ $ 172,020 172,020 $ $ 2,304,950 2,304,950 $ $ 2,494,350 2,494,350 List Department: Information Technology General Fund $ Department Total $ 13,027,975 13,027,975 $ $ 441,745 441,745 $ $ 11,873,270 11,873,270 $ $ 14,812,810 14,812,810 List Department: Human Resources General Fund $ Department Total $ 2,472,730 2,472,730 $ $ 35,350 35,350 $ $ 2,361,040 2,361,040 $ $ 2,612,810 2,612,810 List Department: Management and Budget General Fund $ Department Total $ 728,170 728,170 $ $ $ $ 705,690 705,690 $ $ 742,750 742,750 280 $ 339 280 $ $ $ $ 325,930 134,290 460,220 1,830,120 5,810 1,835,930 Return to Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2021 Schedule F DEPARTMENT/FUND List Department: Town Clerk General Fund $ Department Total $ ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2020 2020 2020 2021 576,520 576,520 $ $ List Department: Legal Services General Fund $ Department Total $ 3,814,090 3,814,090 $ $ List Department: Management Services General Fund $ Department Total $ 2,679,070 2,679,070 $ $ List Department: Municipal Court General Fund $ Special Revenue Department Total $ 3,430,020 571,970 4,001,990 List Department: Development Services General Fund $ Special Revenue Department Total $ 8,115,580 860,000 8,975,580 $ 67,320 $ $ 67,320 $ List Department: Police General Fund $ Police Impound Grants Special Revenue Department Total $ 59,942,830 293,380 133,820 321,840 60,691,870 $ (2,768,098) $ $ (2,768,098) $ 35,225,980 $ 18,250 112,600 35,356,830 (804,210) $ 793,660 (280) $ (10,830) $ $ 205,085 $ $ 205,085 $ List Department: Fire and Rescue General Fund $ Ambulance Transport Grants Special Revenue Department Total $ List Department: Parks and Recreation General Fund $ Special Revenue Department Total $ 23,005,540 61,550 23,067,090 $ $ 525,690 525,690 $ $ 1,193,380 1,193,380 4,950 4,950 $ $ 3,615,410 3,615,410 $ $ 3,860,120 3,860,120 3,050 3,050 $ $ 2,747,840 2,747,840 $ $ 3,024,750 3,024,750 $ $ $ $ $ 3,260,560 477,120 3,737,680 3,395,990 568,340 3,964,330 7,858,050 860,000 8,718,050 $ 57,111,890 169,530 216,060 321,840 57,819,320 $ 33,924,960 505,860 2,250 112,600 34,545,670 $ 22,780,470 61,550 22,842,020 $ 340 $ $ $ $ $ 8,208,740 860,000 9,068,740 58,715,270 183,710 57,690 421,250 59,377,920 34,754,500 6,682,620 513,270 64,410 42,014,800 24,461,240 39,270 24,500,510 Return to Contents SCHEDULES A-G TOWN OF GILBERT Expenditures/Expenses by Department Fiscal Year 2021 Schedule F ADOPTED BUDGETED EXPENDITURES/ EXPENSES EXPENDITURE/ EXPENSE ADJUSTMENTS APPROVED ACTUAL EXPENDITURES/ EXPENSES* BUDGETED EXPENDITURES/ EXPENSES 2020 2020 2020 2021 134,110 $ (403,029) (4,547,320) (1,519,680) 209,500 11,538 (6,000) (6,120,881) $ 627,730 19,946,070 30,959,320 19,285,670 12,906,770 2,109,940 1,728,300 87,563,800 $ 4,118,887 2,785,330 23,142,420 90,000 649,105 (826,355) 4,250 (29,198,917) 33,024,789 (500) 7,861,259 $ 3,074,700 86,760 3,920 49,890 56,689,130 10,942,244 98,554,797 28,042,930 223,372,121 DEPARTMENT/FUND List Department: Public Works General Fund $ Streets Fund Water Fund Wastewater Fund Env Services Residential Env Services Commercial Environmental Compliance Department Total $ List Department: Special Revenue and Non-Operating Repair and Replacement $ Non-Departmental Miscellaneous Grants Special Districts Trust Accounts Development Fees Other Special Revenue Debt Service Other Funding Sources Capital Project Funds Internal Services Department Total $ TOTAL ALL FUNDS $ 704,140 24,141,660 37,545,880 23,464,825 19,945,385 2,997,720 4,180,450 112,980,060 $ 6,419,500 33,480,910 5,000,000 3,117,210 2,500 $ 1,049,890 61,202,370 141,692,730 493,119,160 27,232,710 772,316,980 $ $ 1,048,945,125 468,228,521 $ $ $ $ 751,670 26,630,470 37,427,740 24,080,590 20,990,720 3,226,000 3,605,580 116,712,770 8,296,670 33,442,340 5,000,000 3,056,450 1,328,600 1,049,890 63,287,490 120,595,810 437,340,580 28,274,440 701,672,270 992,839,910 * 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. 341 Return to Contents SCHEDULES A-G TOWN OF GILBERT Full-Time Employees and Personnel Compensation Fiscal Year 2021 Schedule G FUND GENERAL FUND Full-Time Equivalent (FTE) 2021 Employee Salaries and Hourly Costs 2021 Retirement Costs 2021 Total Estimated Personnel Compensation 2021 Other Benefit Costs 2021 Healthcare Costs 2021 1130.94 $ 88,484,417 $ 20,729,369 $ 16,873,826 $ 5,014,635 $ 131,102,247 1.00 $ 56.66 $ 6,238 400,815 $ 19,807 905,877 $ 3,764 241,876 $ $ 701,203 SPECIAL REVENUE FUNDS Roadway and Maintenance Fund Street Fund Grants CDBG Parkway Improvement District Court Automation Court Enhancement Police Impound Ambulance Transport Native American Intership Total Special Revenue Funds 1.65 3.10 1.00 1.00 2.20 39.56 0.80 106.97 $ 54,044 3,464,472 237,690 132,849 178,247 82,497 36,408 113,783 2,146,487 24,962 6,471,439 CAPITAL PROJECTS FUNDS CIP Administration Total Capital Projects Funds 13.40 $ 13.40 $ 1,360,733 1,360,733 $ $ ENTERPRISE FUNDS Water Wastewater Env Services - Residential Env Services - Commercial Environmental Compliance Total Enterprise Funds 135.93 $ 49.50 82.81 8.44 12.59 289.27 $ 8,702,621 3,098,467 4,510,823 569,781 711,172 17,592,864 $ INTERNAL SERVICE FUND Fleet Maintenance Health Self Insurance Total Internal Service Fund 26.00 $ 1.00 27.00 $ 1,648,130 77,900 1,726,030 TOTAL ALL FUNDS 1567.58 $ 115,635,483 16,237 20,562 10,082 4,449 16,431 226,389 $ $ $ 192,549 192,549 $ $ 96,347 96,347 $ $ 1,807,370 1,807,370 1,879,718 673,971 1,336,740 123,290 174,406 4,188,125 $ 611,764 214,095 307,121 39,332 49,592 1,221,904 $ 12,206,120 4,340,490 6,669,140 797,150 1,017,200 25,030,100 $ 35,413 63,854 16,916 16,730 32,230 643,165 38 1,734,030 157,741 157,741 $ $ 1,012,017 353,957 514,456 64,747 82,030 2,027,207 $ $ 189,572 9,460 199,032 $ 23,814,552 342 $ 9,931 12,187 5,995 2,643 7,766 126,149 1,910 412,221 83,853 5,013,040 237,690 194,430 274,850 115,490 60,230 170,210 3,142,190 26,910 9,318,893 $ $ $ 365,042 16,890 381,932 $ 23,370,462 $ $ $ $ 114,516 5,930 120,446 $ $ 2,317,260 110,180 2,427,440 $ 6,865,553 $ 169,686,050 Return to 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. ADWR Arizona Department of Water Resources is a state agency that administers and enforces groundwater laws in Arizona. 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. 343 Return to 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 ASR Aquifer storage recovery 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. AZDOR Arizona Department of Revenue is organized to achieve the efficient collection and processing of taxes, timely enforcement of tax laws and accurate valuation of property. 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 User 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. 344 Return to 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 non-property 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. CIP – Capital Improvement Plan The Capital Improvement Plan 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. 345 Return to Contents GLOSSARY/ACRONYMS CAPRA Commission for Accreditation of Park and Recreation Agencies provides quality assurance and quality improvement of accredited park and recreation agencies throughout the United States by providing agencies with a management system of best practices. 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 (CAP). 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 refer 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. 346 Return to Contents GLOSSARY/ACRONYMS DDACTS Data Driven Approaches to Crime and Traffic Safety integrate location-based crime and traffic data to establish effective and efficient methods for deploying law enforcement and other resources. Debt Limit A state-imposed limit on the amount of debt that can be issued. Debt Service Principal and interest payments on outstanding bonds. Department A major administrative division of the Town that indicates overall management responsibility for an operation or a group of related operations within a functional area. Depreciation Expiration in the service life of capital assets attributed to wear and tear, deterioration, inadequacy or obsolescence. DHS Department of Homeland Security 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. EMF Under the Watershed Protection and Flood Prevention Act, Public Law 566, the East Maricopa Floodway (EMF) was designed and constructed. The EMF is a compacted earth, concrete and riprap channel that provides 100-year flood protection for the Williams Chandler watershed area. 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. Enterprise Funds A sub-set of the Proprietary Fund Type that requires accounting for activities like a business where the results indicate income or loss from operations. 347 Return to Contents GLOSSARY/ACRONYMS 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. FCDMC Flood Control District of Maricopa County FCU Financial Crimes Unit located in the Gilbert Police Department. FMIS Financial Management Information Systems FTE Full-Time Equivalent converts positions to the decimal equivalent of a full-time position primarily based on 2,080 hours per year. For example, a part-time clerk working 20 hours per week would be equivalent to 0.50 FTE. Fund A fiscal and accounting entity with a self-balancing set of accounts recording cash and other financial resources. Fund Balance Represents the net difference between total financial resources and total appropriated uses. Fiscal Year (FY) Fiscal Year is the period designated for the beginning and ending of financial transactions. The Town fiscal year is July 1 to June 30. GASB Governmental Accounting Standards Board 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. GCUHF Gilbert Chandler Unified Holding Facility is a detention facility owned by Gilbert and operated in partnership with City of Chandler. 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. 348 Return to Contents GLOSSARY/ACRONYMS GFOA GFRD 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 Fire and Rescue Department Gilbert Wellness Gilbert Wellness is a program implemented in FY 2016 to educate and support employee wellness. GIS Geographic Information System is a computer system that places layers of geographic information in a useful order to provide answers to questions regarding land. GO Bonds General Obligation Bonds are secured by Gilbert property tax and must be approved by a vote of the citizens. Goal Desired end result statement that provides a framework for what will be accomplished. Governmental Fund General, Special Revenue, Debt Service, Capital Projects, and Trust Funds. Refers to the use of fund accounting in which funds are set up for specific sources of revenues. The main purpose is stewardship of financial resources received and expended in compliance with legal or other requirements. GPD Gilbert Police Department GPEC Greater Phoenix Economic Council aims to attract quality businesses to the Greater Phoenix region from around the world, and to advocate and champion foundational efforts to improve the region’s competitiveness. Grants State and Federal subsidies received in response to a specific need. GSF Groundwater Storage Facility is a water exchange authorized under state law where the operator of the GSF (typically an irrigation district) will substitute renewable surface water (CAP water) for groundwater that it has a legal right to pump. This substitution of surface water for groundwater essentially “saves” groundwater that would have been pumped and is legally considered analogous to direct recharge. The customer storing at a GSF receives long-term storage credits that can later be recovered and not counted as groundwater pumping. GWRP Greenfield Water Reclamation Plant is located at 4400 S Greenfield Road and operating in partnership with the City Mesa and City of Queen Creek. Heritage District Historic Downtown Gilbert is an area of up-scale restaurants, entertainment, and shopping. 349 Return to Contents GLOSSARY/ACRONYMS 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 is a facility in Gilbert that accepts items that are considered inappropriate to dispose of in the landfill. HIPPA Health Insurance Portability and Accountability HMI Human machine interface enables machines and humans to communicate with each other. HURF Highway User Revenue Fund is a separate funding source dedicated to provide support for street improvements and maintenance. HVAC Heating Ventilation and Air Conditioning 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. IISNS Internally Illuminated Street Name Sign Improvement District (ID) Formed to address major capital needs that benefit specific property owners. Bonds are issued to finance these improvements, and are repaid by assessments on affected property owners. Infrastructure The physical assets of the town. Assets include streets, water, wastewater, public buildings, and parks. Infrastructure Improvement Plan An Infrastructure Improvement Plan is a written plan identifying the necessary public services that are subject to system development fees. Internal Service Fund (ISF) A sub-set of the Proprietary Fund Type that accounts for the activity of internal functions providing service to other functional areas. An Internal Service Fund receives revenue by charging other areas in the Town based on services provided. ITS Intelligent Traffic Systems IVR Interactive Voice Response 350 Return to Contents GLOSSARY/ACRONYMS JCEF The Judicial Collection Enhancement Fund was established to improve the administration of justice by enhancing the enforcement of court orders. Lean Six Sigma Lean Six Sigma allows quality and efficiency improvements to be effectively realized. The focus of Lean is about speed, efficiency and taking waste out of a process. Six Sigma focuses on effectiveness and removal of errors. When combined and implemented properly, it can be a powerful management tool that can greatly improve an organization’s performance, by providing a structured approach to resolving problems. Liability An obligation of the entity to convey something of value in the future. Liabilities are probable future sacrifices of economic benefit that arise as a result of past transactions or events. LRIP Long Range Infrastructure Plan is a plan that includes an asset inventory, condition based assessment and programmed repair and replacement of all Town infrastructure assets. Focusing on strategic investments in infrastructure and reducing the overall cost of ownership. LTAF Local Transportation Assistance Fund LTFP Long Term Financial Plan 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. MCL Maximum Containment Level 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. 351 Return to Contents GLOSSARY/ACRONYMS MPC Municipal Property Corporation is a non-profit corporation created by Gilbert as a funding mechanism for Capital Improvement projects. The board is governed by citizens appointed by Council. MPC Mobile for Public Safety MUNIS 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 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. NIA Non-Indian Agriculture is a name assigned to Colorado River water delivered by the Central Arizona Project (CAP) that was originally bought by agricultural water users in Maricopa, Pinal, and Pima Counties. NWTP North Water Treatment Plant is situated on the eastern canal receiving water from the SRP (mixture of salt river and verde river). Water delivered from the NWTP is treated using the conventional methods of coagulation, flocculation, sedimentation, and filtration. 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. PCU Property Crimes Until located in the Gilbert Police Department. 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. 352 Return to Contents GLOSSARY/ACRONYMS PM-10 Regulations PM-10 (particulate matter less than 10 microns) regulations are also known as the “dust control regulations”. PM-10 emissions, including dust generating activities, are regulated by Maricopa County. It is a major component of the “brown cloud” in the metropolitan Phoenix area. 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. PPP Public-Private Partnership Property Tax Levy The total amount to be raised by general property taxes for purposes specified in the Tax levy Ordinance. In Arizona, the property tax system is divided into primary and secondary rates. Property Tax – Primary Gilbert does not have a primary property tax. A Primary Property tax is a limited tax levy used for general government operations based on the Primary Assessed Valuation and Primary tax rate. The total levy for primary taxes is restricted to a 2% annual increase, plus allowances for annexations, new construction, and population increases. Property Tax – Secondary An unlimited tax levy restricted to general bonded debt obligations and for voter approved budget overrides. These taxes are based on the Secondary Assessed Valuation and Secondary Tax rate. PROWAG Public Right of Way Accessibility Guidelines 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 Request for Quotes is a part of the competitive bidding process. RMS Records Management System 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. ROW Right of Way is a publicly-owned area of land typically adjacent to a roadway. 353 Return to Contents GLOSSARY/ACRONYMS RTU Remote Terminal Unit RWCD Roosevelt Water Conservation District encompasses 40,000 acres and is situated in the south east corner of Maricopa County. 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. SAU Special Assignment Unit located in the Gilbert Police Department. 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. SM&O Service Management and Operations SPARK –App League Students Participate in App Resources and Knowledge (SPARK) App League is the first mobile application development contest for high school students. Created by Gilbert, Arizona in 2012, this nonprofit program is hosted in partnership with Arizona State University’s Ira A. Fulton Schools of Engineering and is sponsored by Google. Special Districts Special Districts are established to pay for specific statute allowed expenses. 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. 354 Return to Contents GLOSSARY/ACRONYMS 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. 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 lowervoltage 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. SVU Special Victims Unit located in the Gilbert Police Department. SVWTP Santan Vista Water Treatment Plant is located at 3695 E Ocotillo Road. This plant receives water from Central Arizona Project’s Colorado River watershed. From the CAP turnout, water is brought to the plant through approximately 14 miles of 48” ductile iron pipeline. The plant was built and is operating in partnership with City of Chandler. 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. TI A Traffic Interchange is a combination of ramps and grade separations at the junction of two or more highways for the purpose of reducing traffic conflicts, improving safety, and increasing traffic capacity Transfers Movement of cash from one fund to another to reimburse costs or provide financial support. TOC Total Organic Carbon is a constituent measured for regulatory reasons. TOC Traffic Operations Center TOG Town of Gilbert TSMO Transportation Systems and Management Operations Plan serves as a road map for future Intelligent Transportation Systems (ITS) projects, improvements and policies. TTHM Trihalomethanes are created when disinfectants react with naturallyoccurring materials in the water. 355 Return to Contents GLOSSARY/ACRONYMS ULDC Unified Land Development Code is a compilation of town codes that govern subdivision and development of lands. UPRR Union Pacific Railroad USSSA United States Specialty Sports Association VGBA Virginia Graeme Baker Act VLT Vehicle License Tax are revenues derived from state-shared vehicle license tax and are used for capital projects, preventive maintenance and debt service. Water Resource Master Plan A plan that combines all water resources: ground, surface, recharged, and reclaimed water, into one document to determine future actions required to maintain water resources in Gilbert. What Works Cities WIGS 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. Wildly Important Goals is a process developed by Franklin Covey that will help employees accomplish their goals while also managing the demands of day-to-day responsibilities. WPT Western Powerline Trail WRMPC Water Resources Municipal Property Corporation WRP Water Reclamation Plant WTP Water Treatment Plant Zero-Based Zero-Based is a method of budgeting in which all contractual expenses must be justified and approved for a given fiscal year. In Gilbert, onethird of the organization undergoes the zero-based process each fiscal year. Zoning A specific legal classification of property for purpose of development. 356 Return to Contents Return to Contents 50 E. Civic Center Drive, Gilbert, AZ 85296 (480) 503-6871 | gilbertaz.gov