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HomeMy WebLinkAbout120126RTP PUBLIC NOTICE Council Retreat Date: Thursday, January 26, 2012 Place: Fountain Hills Community Center 13001 N. La Montana Drive Fountain Hills, Arizona Time: 8:00 a.m. to 12:00 p.m. Mayor Jay T. Schlum Vice Mayor Ginny Dickey Councilmember Dennis Brown Councilmember Dennis Contino Councilmember Tait Elkie Councilmember Cassie Hansen Councilmember Henry Leger AGENDA Economic Update Budget in Brief  Projected revenues for FY12-13  Projected operational expenditures for FY12-13 Goals exercise Wrap up Adjourn DATED This 17th day of January, 2012. By: Shaunna Williams, Executive Assistant Table of Contents A Cover letter B Agenda C Budget schedule D Economic update report E Quick Guide to Strategic Plan 2010 F 2nd Quarter Report on Council Goals for FY2011-12 G Memorandum from Strategic Planning Advisory Commission dated January 15, 2012 H Blank worksheets TOWN OF FOUNTAIN HILLS OFFICE OF INTERIM TOWN MANAGER INTER OFFICE MEMO TO: Honorable Mayor and Town Council DATE: January 19, 2012 FR: Julie Ghetti, Interim Town Manager RE: FY2012-13 Goal Setting Retreat We are looking forward to the annual goal setting retreat for the fiscal year that begins on July 1, 2012. The staff has prepared a preliminary budget that includes the operating expenditures that are routine in nature, with some additions for maintenance items that have been deferred over the past several years. The maintenance items that have been included, as well as all other budget items, will be presented for discussion during the February budget workstudy session. This will be the opportunity for the Council to ask questions, get clarifications and make any recommendations before the preliminary budget is presented for the public. The objective of the goal setting retreat is to consolidate the staff, SPAC and council goals to come up with a work plan for the next year. To accomplish that we are asking that each Council member review the Strategic Plan 2010 strategic values and directions and indicate those that are the highest priority with each member using a point system (similar to the dot exercise). The enclosed worksheet is provided to assist in that process; the worksheet lists all of the strategic directions, the priorities for the current year (FY11-12), staff recommendations and SPAC recommendations for FY12-13. Unlike the toolbox exercise the Council priorities worksheet will not include member names (however, if you choose to sign your worksheet you can but the summary will not identify names). Similar to the Town budget there are limited resources so you each will have 25 points to allocate among the directions and space to add any other priorities that may fall outside the strategic plan. The minimum amount that can be allocated will be 1 point so we don’t get all 48 goals with .52 points each – we need to get a consensus on Council priorities so we can put the budget together. The worksheets need to be returned to Shaunna no later than Tuesday, January 24th so she can compile the data for discussion at the retreat. At the retreat we will discuss the top priorities and eliminate any strategic direction that received zero points. The discussion will be to clarify what the objectives of each priority are so that we can develop the initiatives. The goals and initiatives will be presented for discussion at the February workstudy, including resources needed to accomplish the goals. Below is the summary of the toolbox items that were created in November – the preliminary budget includes those that are in the “yes” column. During the goal setting retreat we will have an agenda item to review those tools again, including the “parking lot” items that the majority of Council members selected. FY12-13 BUDGET PLANNING RETREAT TOOLBOX EXERCISE SUMMARY Option Yes No Parking Lot No Consensus Decrease retirement contribution $27,398 Increase employee contribution to health care premiums $121,610 Mandatory furlough for Town employees $62,000 Reclassification of park lead to groundskeeper $13,187 Decrease recreation program subsidy $35,000 Increase Senior Services membership fee $6,800 Reduce part-time staff hours at Community Center $10,649 Eliminate vacant position in Building Safety $80,000 Implementation of environmental fee $211,856 Increase sales tax rate on telecommunications $550,000 Propose franchise agreement with water, gas companies $600,000 Reallocate half of downtown sales tax to GF $140,000 Reduce sales tax rate, replace with franchise, telecommunications tax increase $570,000 Use 10% of General Fund reserves for five years $60,000 Propose primary property tax of $1 per $100 of AV $1,200,000 Renegotiate contract with Rural Metro $35,869 Reduce law enforcement contract $185,170 Reduce community contracts $71,450 Recruit part-time Prosecutor $50,000 Eliminate non-essential programs (recreation) Unknown TOTAL $1,041,896 $1,614,568 $1,120,000 $254,525 FOUNTAIN HILLS TOWN COUNCIL GOAL SETTING RETREAT January 26, 2012 AGENDA Economic Update Budget in Brief Goals Exercise Wrap up TOOLBOX OPTIONS INCLUDED IN PROPOSED BUDGET Increase employee contribution to health care premiums Decrease recreation subsidy Staff reduction (hours, vacant positions) Franchise agreement Use of 10% General Fund reserves Renegotiation of services of community contracts Recruit part-time prosecutor TOOLBOX PARKING LOT (not included in budget projections) Increase sales tax on telecommunications $550K Reduce sales tax rate, replace with franchise, telecommunications tax $570K FIVE YEAR GENERAL FUND PROJECTION NOVEMBER 2011 FIVE YEAR GENERAL FUND PROJECTION JANUARY 2012 BUDGET IN BRIEF FY11 $13.0M FY12 $12.6M FY13 $13.5M BUDGET IN BRIEF FY11 $12.0M FY12 $12.6M FY13 $13.5M BUDGET IN BRIEF BUDGET IN BRIEF BUDGET IN BRIEF New items proposed in FY12 budget: increased wash maintenance $20,000 new equipment for GIS $31,000 ADWR fee $29,000 Household hazardous waste event $45,000 major facilities maintenance $350,000 parks parking lots maintenance $36,000 increased toddler/teen events $5,000 BUDGET IN BRIEF New items proposed in FY12 budget: citizen satisfaction survey $30,000 cost of living/merit $69,000 law enforcement contract $150,000 fire/EMS contract $75,000 TOTAL $840,000 GOALS EXERCISE GOALS EXERCISE Council members prioritized strategic values Goals not supported by majority of Council are lowest priority Discussion of each goal includes what do we want the goal to accomplish Staff will develop initiatives to bring forward to February budget workstudy COUNCIL HIGHEST PRIORITIES STRATEGIC PLAN 2010 Strategic Directions FY11-12 Goals SPAC Recommen- dations # of Votes Total Points C 3 Genuinely solicit and consider public and stakeholder feedback as part of the decision-making process.X X 7 14 I 2 Lower the reliance on state revenues by developing a locally controlled, reliable funding source for infrastructure maintenance.X 6 8 EV 1 Develop a comprehensive economic development strategy for the Town’s future and work with our partners to forward economic growth and awareness.X X 5 11 EV 2 Develop and maintain a balanced, equitable, sustainable and local financing structure to support the Town’s core government services at desired service levels.X X 5 9 EV 4 Promote retention, expansion and relocation of quality businesses.X X 5 9 CR 7 Communicate the role of local government and clearly define the trade-offs between service levels and amenities and the associated costs so residents can make informed choices.X X 5 8 CR 2 Discover, recognize and utilize the talents of our citizens and use these assets to address community needs.X 4 7 CR 3 Foster a culture of public service and volunteerism.X 4 7 R 2 Provide an interconnected, multi-use trail and bicycle system that promotes active living, physical activity, education and appreciation of our parks and natural resources.X 4 6 I 3 Maintain a current condition assessment of all roadways and sidewalks and prioritize and implement maintenance efforts to minimize costly reconstruction.X 4 6 C 2 Support community events and activities that create opportunities to build community and friendship.X 4 5 CR 1 Foster an environment of accessible, responsive governance.4 5 CR 6 Evaluate customer satisfaction with Town services on a regular basis and implement appropriate service improvements.X 4 5 COUNCIL LOWER PRIORITIES STRATEGIC PLAN 2010 Strategic Directions FY11-12 Goals SPAC Recommen- dations # of Votes Total Points P 3 Ensure appropriate service levels for public safety.3 7 EV 3 Promote a mixed use core where residents can live, work, learn and play in an urban village setting, as depicted in the Downtown Area Specific Plan (Downtown Vision Master Plan).3 7 ELC 5 Encourage access to higher learning opportunities or the establishment of an educational or training campus within our community.X X 3 6 R 4 Support community events and activities that create opportunities to build community and neighborhood identity.3 5 I 1 Maintain a 5-year capital improvements plan that includes programmed maintenance projects.X 3 5 P 1 Promote and enhance community-based partnerships in crime prevention, fire and emergency preparedness.3 5 EV 6 Identify a slate of economic development tools and strategies (including tax incentives, fee abatements, etc.) to stimulate economic growth.X X 3 3 EV 5 Promote Fountain Hills as a visitor destination.X 2 6 ES 6 Improve access to the Sonoran Desert experience.2 4 I 9 Build a protected fund to finance the major periodic maintenance of community facilities.X 2 3 ELC 4 Position the community’s arts and cultural businesses, venues and amenities as economic drivers integrated into the Town’s comprehensive economic strategy.X 2 2 I 5 Explore ways to reduce wear and tear on the transportation system including transit options and limiting of truck traffic.2 2 I 6 Coordinate closely with downtown development efforts to ensure adequate infrastructure is planned and amenities identified and programmed.2 2 P 2 Reduce risk and increase safety through “community policing” and community-based fire prevention programs.2 2 CR 4 Implement a comprehensive communications plan to encourage informed citizen participation in civic life.X 1 4 STRATEGIC PLAN 2010 Strategic Directions FY11-12 Goals SPAC Recommen- dations # of Votes Total Points P 5 Support health and wellness instruction throughout the community.1 3 P 4 Explore health and welfare opportunities, including the creation of a small hospital or a niche health-related service cluster.1 2 C 1 Practice the art of civility in all public settings and encourage those around you to do the same.X 1 1 ES 1 Educate residents about our environment to increase awareness and promote stewardship.1 1 ES 3 Explore and implement new technologies and opportunities that will minimize noise, air and light pollution and reduce energy consumption.X 1 1 ELC 2 Support partners in providing arts and cultural opportunities and amenities.X 1 1 I 4 Partner with local civic and social organizations to assist in amenity upkeep and maintenance.1 1 I 7 Maintain an up-to-date impact fee structure and equitable development agreements to ensure new growth is not a burden on existing residents and businesses.1 1 EV 8 Promote unique and vibrant neighborhood and business districts.1 1 C 4 Be the friendliest place in the Valley.0 0 ES 2 Protect and enhance natural infrastructure, including native vegetation, terrain and open space.0 0 STRATEGIC PLAN 2010 Strategic Directions FY11-12 Goals SPAC Recommen- dations # of Votes Total Points ES 4 Promote water conservation and identify ways to use of this precious desert resource wisely.0 0 ES 5 Protect selected view sheds from development and other manmade obstructions.0 0 CR 5 Support and develop programs that educate and involve our youth in community governance.0 0 ELC 1 Partner with Fountain Hills’ schools and other institutions to develop quality educational programming and opportunities.0 0 ELC 3 Promote and celebrate cultural diversity.0 0 EV 7 Identify areas for redevelopment, revitalization or reuse.0 0 R 1 Offer a wide range of cost-effective and accessible programs and services for all ages to promote a healthy and active community.0 0 R 3 Support local organizations in providing affordable quality programs to promote recreational, sports, fitness and wellness programs for all ages.0 0 I 8 Periodically meet with other community service providers to do joint planning and ensure that service providers can accommodate new customers resulting from growth without compromising service levels to existing residents and businesses.0 0 PRIORITY 1: C3 Stakeholder feedback PRIORITY 2: EV 1 Comprehensive economic development strategy PRIORITY 3: EV2 Balanced, equitable, sustainable financing structure PRIORITY 4: EV4 Promote retention, expansion and relocation of business PRIORITY 5: I2 Develop a locally controlled, reliable funding source for infrastructure PRIORITY 6: CR7 Communicate role of government, costs so residents can make informed choices PRIORITY 7: CR2 Utilize talents of citizens to address community needs PRIORITY 8: CR3 Foster a culture of public service and volunteerism PRIORITY 9: R2 Provide interconnected, multi-use trail and bicycle system promoting active living PRIORITY 10: I3 Maintain assessment of all roadways and sidewalks, implement maintenance efforts to minimize costly reconstruction PRIORITY 11: C2 Support community events to build community and friendship PRIORITY 12: CR1 Foster an environment of accessible, responsive governance PRIORITY 13: CR6 Evaluate customer satisfaction with Town services on a regular basis and implement improvements PRIORITY 14: Other PRIORITY 15: Other QUESTIONS? 1 TOWN OF FOUNTAIN HILLS BUDGET REPORT – DECEMBER 2011 2 General Fund Revenues 3 General Fund Revenues For the fiscal period ending December 31, 2011 (six months), revenue receipts are at 92.7% of projections, which is consistent with the same time period in prior years (January through March revenues are expected to bring revenues in line with budget). There are no indications that any of the General Fund revenue line items will vary significantly from budget projections by the end of this fiscal year. General Fund Revenues were at 92.7% of budget as summarized below: FY2011-12 Six Month Budget FY2011-12 Six Month Actual YTD to Budget Annual Estimate General Fund $6,312,240 $5,854,692 92.7% $12,624,479 The four revenues in the chart below represent 91% of General Fund revenues, and as such, provide key indicators of the Town’s overall economic condition and performance. Unlike the previous six months local sales tax collections have pulled back on signs of economic recovery with less than a 1% increase over the same period last year (excluding construction activity). State sales taxes are slightly less than last year with a decrease of only 3.8%. Building permit revenues are 48.5% of projections, vehicle license taxes lag about 10% compared to last year, and are 4% less than budgeted; this revenue source is derived from vehicle registrations. Overall, General Fund revenues are at 92.7% of the six month budget. 4 State Shared Revenues State Shared Revenues represent a distribution of the State income, sales and vehicle licenses taxes returned to the Town based on its population in relation to the total population of all incorporated cities and towns. The income tax funds are distributed from tax collections from two years prior to the fiscal year in which the Town receives the funds. Sales taxes are distributed to cities and towns three months after the actual sales activity occurs. These revenues are distributed monthly through a distribution from the State Treasurer’s Office. The six month revenues from these categories total $2,147,453 which is $321,545 or 13% less than last year’s distribution - this was anticipated with the decrease in income tax revenue. FY2011-12 Six Month Budget FY2011-12 Six Month Actual YTD to Budget Annual Estimate State Income Tax $949,080 $949,005 100% $1,898,160 State Sales Tax $850,740 $846,194 99.5% $1,701,480 Vehicle License Fees $379,200 $352,254 89.2% $758,400 Local Sales Tax (2.6%) The six month revenue for this category total $3,695,798, which is 98.1% of projections for this time period. Compared to the same time period as last year the total revenues are just 1.0% higher. Retail: A retail sales tax of 2.6% is collected for the sale of all tangible personal property including grocery, clothing, home and garden, autos and other related retail activity. This revenue source is sensitive to changes in the economy and can fluctuate from one fiscal year to another. The six month revenues for this category total $1,591,422 which is 85.9% of projections. Restaurants/Bars: Food and liquor sales are taxed at a rate of 2.6% in the Town. The six month revenues for this category total $249,660, which is 94.1% of projections. Communication/Utilities/Transportation: Utilities such as Chaparral City Water, cellular telephone companies and Qwest are taxed at a rate of 2.6% in the Town as well as cellular phone charges. For the six months revenues for this category total $803,793, which is 108.8% of what was anticipated. Construction Contracting: This revenue is generated from the 2.6% tax on new home and business construction as well as improvements to real property. Like retail sales tax, this revenue source is considered to be volatile as it is strongly impacted by changes in the economy. The largest sources of revenues in this category come from residential homebuilders. The six month revenues for this category total $320,037, which is 367.5% of what was budgeted; 50% of this revenue is dedicated to the Capital Projects Fund for future appropriation. 5 FY2011-12 Six Month Budget FY2011-12 Six Month Actual YTD to Budget Annual Estimate Local Sales Tax $3,768,314 $3,156,137 98.1% $6,611,688 Local sales tax makes up 53.9% of General Fund revenues; for the six months ending December 31, 2011 collections were $3.7M for all funds ($2.5M in the General Fund). Retail and restaurant/bar activities represent 49.9% of total collections; telecommunications and utilities represent another 21.7%. Construction revenues collected this fiscal year total $334K, which is a 9% increase over last fiscal year. Retail sales tax collections increased by 0.3% over the same period last year; restaurant/bar collections are up 1.2% from the same period last year. Building Permit Revenue Revenues in this category include both commercial and residential permitting activity with the majority of revenues coming from residential activity. This fiscal period, revenues for this category total $96,682 or 97% of the six month budget. Housing starts for the fiscal period are 0 single family, 0 multi family and 0 commercial. Plan review fees have been submitted by the Ellman Group for the grading, paving and landscape preservation associated with the relocation of Fountain Hills Blvd. and future park area within the former State Trust Land area. FY2011-12 Six Month Budget FY2011-12 Six Month Actual YTD to Budget Annual Estimate Building Permit Fees $99,648 $96,683 97.0% $99,648 Court Revenue This category summarizes several revenue funds collected by the court. The court generates various revenues through fines, sanctions and court orders. These fines include criminal, civil, Town code violations and diversion fees for defensive driving school attendees. Reimbursement fees for required background checks, incarceration costs, and Public Defender costs are also collected by the court and included in this category. This fiscal period, revenues for this category total $105,150, which is $11,400 (12.2%) more than last year’s same fiscal period. FY2011-12 Six Month Budget FY2011-12 Six Month Actual YTD to Budget Annual Estimate Court Fines & Fees $130,080 $105,150 80.8% $260,160 6 License Revenue Revenues in this category include both business and animal licensing activity with the majority of revenues coming from business licenses. Current six month revenues for these two categories total $70,401 or 88% of the fiscal period budget. While business license renewals and new applications are down slightly, a major portion of those licenses renew in January and February; the number of animal licenses has remained the same as last year. FY2011-12 Six Month Budget FY2011-12 Six Month Actual YTD to Budget Annual Estimate Business License Fees $56,772 $49,053 86.4% $113,544 Animal License Fees $23,448 $21,348 91% $46,896 7 General Fund Expenditures 8 General Fund Expenditures The General Fund accounts for most of the day to day operations of the Town, including Fire Department, Law Enforcement, Development Services, Community Services, Court, Council and Administrative functions. At the end of the six month fiscal period 96% of the six month budget has been expended. Six Months Budget Six Months Actual YTD to Budget Annual Estimate Salaries and Benefits $1,730,642 $1,494,267 $2,019,082 $3,461,283 Supplies and Services $703,511 $615,371 $820,763 $1,407,022 Contractual Services $3,634,726 $3,514,488 $4,240,513 $7,269,452 Internal Services $103,140 $10,327 $120,330 $206,279 Other $126,058 $55,140 $164,275 $252,115 Grand Total all Funds $6,298,076 $5,689,594 $7,364,963 $12,596,151 FY2011-12 Expenditures by Category - General Fund Salaries and benefits represent slightly more than one fourth (26%) of the total General Fund operating budget. With the departure of the former Town Manager there is an accumulated vacancy savings that may carry forward through the rest of the fiscal year depending upon the start date of the new manager. Contractual services represents 62% of the General Fund budget and includes contracts for law enforcement (Maricopa County Sheriff’s Office) and fire and emergency medical services (Rural Metro). The Town utilizes contracts for specialized or one-time services that do not require the addition of full time staff. Maintenance/Repair represents 2% of the total General Fund operating budget and includes such items as maintenance of Town owned buildings and equipment as well as parks. Services, Supplies and Utilities represents 10% of the total General Fund operating budget and includes items such as utilities, office supplies, insurance, software, etc. These types of expenditures can be controlled to avoid expending more than revenues received. Internal Services Charges are charged to the General Fund operating budget by department and transferred to other funds to provide funds for future scheduled replacement of vehicles and equipment. Transfers will be made from the General Fund (Community Center) to the Debt Service Fund for the semi-annual bond repayment due in December ($194,250 annually). Department highlights: Expenditures by Department FY2011-12 Six Month Budget FY2011-12 Six Month Actual YTD to Budget Annual Estimate Police $1,449,761 $1,416,225 97.7%$2,899,522 Fire & Emergency Medical Services $1,578,106 $1,512,403 95.8%$3,156,212 Development Services $800,245 $621,265 77.6%$1,600,490 Community Services $1,094,974 $868,825 79.3%$2,189,948 Municipal Court $216,422 $181,662 83.9%$432,844 Mayor & Town Council $37,872 $33,597 88.7%$75,745 Administrative Services $1,120,695 $1,055,617 94.2%$2,241,390 TOTAL $6,298,076 $5,689,594 90.3%$12,596,151 9 Law Enforcement represents 25% of the General Fund operating budget and includes the contract with Maricopa County Sheriff’s Office as well as costs for jail incarcerate fees, which are costs for holding individuals at the jails and billed by Maricopa County. The Town also has a contract with Maricopa County for animal control and shelter services that is included within the Law Enforcement budget. Fire & Emergency Medical Services represents 27% of the General Fund operating budget and includes the contract with Rural Metro for fire and emergency medical services; the budget also includes expenditures for maintenance of the fleet which is Town owned, fire stations and equipment. Development Services (11% of General Fund expenditures) includes programs such as public works, engineering, traffic and capital projects, open space maintenance, stormwater management, and facilities maintenance. Divisions included in Development Services are Planning, Zoning, Code Enforcement, Environmental, Facilities Maintenance, Building Safety, and Mapping & Graphics. Community Services (15% of General Fund expenditures) includes the Town’s park system (Fountain Park, Golden Eagle Park, Four Peaks Neighborhood Park, and Desert Vista Neighborhood Park ), recreation programs for youth, adults and seniors. The Community Center serves the community as a meeting or special event location as well as daytime activities for Seniors. This department includes the cost of the annual debt service payment ($194,250) that is transferred to the Debt Service Fund each year to cover the semi-annual payments in December and June. Administrative Services includes the Town Clerk, Town Manager, Finance, Human Resources, Volunteer Program, Economic Development, Information Technology and Customer Service and represents 18% of the General Fund operating budget. The department is responsible for business recruitment and retention, Town Manager activities, all licensing activity (business, animal, liquor), provides customer service, manages audits, public meetings, Channel 11, Town website, elections, Town Attorney and Town Prosecutor, budget and financial reporting, etc. The Town Court and Mayor & Council budgets represent the balance of the General Fund operating expenditures (4%) 10 Other Funds: Streets Excise Tax (Economic Development) Special Revenue (Grants) Development Fees Capital Projects 11 Highway User Revenue Fund (HURF) – Streets FY2011-12 Six Month Budget FY2011-12 Six Month Actual YTD to Budget Annual Estimate State Shared Revenues $566,166 $506,024 89.4% $1,132,332 In Lieu Fees $12,600 $42,573 338% $62,180 Miscellaneous & Other $2,460 $14,609 594% $20,000 This fund supports most of the Town’s street and traffic operations and is managed by the Development Services Department. The fund is primarily supported by the State Highway User Revenue Fund (90%) and from payments for construction in the rights of way (in lieu payments). HURF revenues are distributed partially on a population formula and partially on the county of origin for gasoline sale s. There is a State constitutional restriction that these funds be used solely for street and highway purposes. Six month revenues in the HURF fund are $563,206, which is 19% less than last fiscal year as a result of the 2010 census. Additionally the Town has implemented a program through the MUNIS software that bills contractors when they make cuts in the Town’s rights of way which has recovered $42,573 of in lieu fees. Restitution fees are recovered from damage to Town property as a result of vehicle a ccidents and paid for by the driver. Expenditures by Program FY2011-12 Six Month Budget FY2011-12 Six Month Actual YTD to Budget Annual Estimate Administration $100,359 $67,209 67.0%$200,717 Adopt A Street $1,649 $1,580 95.8%$3,297 Legal Services $10,704 $11,777 110.0%$21,408 Open Space $149,472 $132,869 88.9%$298,944 Pavement Management $74,521 $65,929 88.5%$149,041 Street Signs $37,411 $31,235 83.5%$74,821 Street Sweeping $75,094 $75,633 100.7%$150,188 Traffic Management $48,178 $44,854 93.1%$96,355 Traffic Signals $100,347 $76,010 75.7%$200,694 Vehicle Maintenance $41,417 $31,321 75.6%$82,834 Grand Total HURF $639,150 $538,417 84.2%$1,278,299 HURF Expenditures by Program - Six Months Ending 12/31/2011 The Administrative program for the Streets division includes activities that are not directly related to a program, for example overhead items such as insurance, fuel, utilities, etc.) Open Space program includes maintenance of the medians; the largest component of this category is the contract for landscaping ($170,700). Pavement Management program includes personnel costs related to road repair and maintenance, such as pot holes and curb replacement. Street Signs program includes personnel and maintenance costs for the Town’s 6,800 street signs. 12 Street Sweeping program major expenditures are for personnel costs and maintenance/fuel for operating the Town’s two street sweepers. Arterial streets are swept every two weeks and residential streets every eight weeks. Traffic Signals program includes personnel and electric costs for the Town’s 13 Traffic signals. Costs include hardware and programs for maintenance and synchronization of the signals. Vehicle Maintenance program includes personnel as well as costs to maintain the Town’s fleet of 50 vehicles and heavy equipment. The largest cost is for the transfer of annual depreciation to the Vehicle Replacement Fund ($28,448). As the HURF budget shrinks and staff levels are reduced the number of vehicles in the fleet are also reduced which means less cost of transfers to the Vehicle Maintenance Fund. 13 Excise Tax Fund – Economic Development FY2011-12 Six Month Budget FY2011-12 Six Month Actual YTD to Budget Annual Estimate Revenues $136,068 $157,211 115% $136,068 This is a separate operating fund from the General Fund and supports the Town’s downtown economic development and business retention programs. This fund is supported by a portion of the local sales (excise) tax (.1% of the 2.6%). FY2011-12 Budget FY2011-12 Actual % of Budget Annual Estimate Salaries and Benefits $24,794 $23,367 94.2%$49,588 Supplies and Services $7,756 $3,694 47.6%$15,512 Contractual Services $71,183 $5,094 7.2%$142,366 Internal Services $1,949 $167 8.6%$3,898 Grand Total all Catagories $105,682 $32,321 30.6%$211,364 FY2011-12 Expenditures by Category - Economic Development Fund Salaries and benefits, which represent 23% of the total Economic Development operating budget, are at 94.2% of budget which is less than budget at this time. A percentage (60%) of the Economic Development Administrator’s salary and benefits are allocated to this fund; the remainder is paid through the General Fund. Contractual services represent 67% of the budget and include contracts for downtown holiday lighting, Greater Phoenix Economic Council (GPEC), and professional services for the Lakeside district. Services and Supplies, which represents 7% of the total operating budget and include items such as training, publications, and office supplies. 14 Development Fees This is a restricted fund with revenues paid by developers at the time of new residential and commercial construction permits. The lack of permit activity results in less development fees collected. The budgeted expenditures are related to the development fee study that the Town is required to have as a result of legislation enacted last fiscal year. The study will take approximately nine months to complete and is expected to cross fiscal years. Six Months FY2010-11 Six Months FY2011-12 Six Month Budget % of Budget Law Enforcement $1,023 $55 $8,376 0.7% Streets $2,548 $9 $49,344 0.0% Parks $2,490 $0 $8,874 0.0% Open Space $1,724 $1,364 $5,400 25.3% General Government $1,990 $143 $17,772 0.8% Library $372 $11 $1,044 1.1% Fire $232 $11 $1,878 0.6% Grand Total All Funds $10,377 $1,593 $92,688 1.7% FY2011-12 Revenues by Category - Development Fees Six Months FY2010-11 Six Months FY2011-12 Six Month Budget % of Budget Law Enforcement $0 $0 $5,000 0.0% Streets $0 $0 $20,000 0.0% Parks $0 $0 $15,000 0.0% Open Space $0 $7,721 $15,000 51.5% General Government $0 $0 $5,000 0.0% Library $0 $0 $5,000 0.0% Fire $0 $0 $5,000 0.0% Grand Total All Funds $0 $7,721 $70,000 11.0% FY2011-12 Expenditures by Category - Development Fees 15 Capital Projects Revenue FY2011-12 Six Month Budget FY2011-12 Six Month Actual YTD to Budget Annual Estimate Construction Sales Tax $52,290 $160,019 306% $300,000 Grants $2,175,800 $54,082 2% $2,175,800 Interest $0 $5,482 100% $10,000 TOTAL $2,228,090 $219,583 9.8% $2,485,800 Six Months Budget Six Months Actual YTD to Budget Annual Estimate CIPAD CAPITAL PROJECTS ADMIN $84,357 $0 0.0%$168,713 CIPDTN DOWNTOWN CAP PROJECTS $402,500 $0 0.0%$100,000 CIPF FIRE CAP PROJECTS $193,500 $30,063 15.5%$195,000 CIPGOV GEN GOVT CAP PROJECTS $148,750 $1,825 1.2%$297,500 CIPIT IT CAPITAL PROJECTS $0 $17,274 100.0%$20,000 CIPLIB LIBRARY CAPITAL PROJECTS $37,500 $81,061 216.2%$75,000 CIPPR PARK & REC CAP PROJECTS $77,500 $56,285 72.6%$155,000 CIPST STREETS CAP PROJECTS $7,438,413 $114,376 1.5%$4,775,600 CIPSTO STORMWATER CAP PROJ $37,500 $0 0.0%$0 CIPTS TRAFFIC CAP PROJECTS $100,000 $19,786 19.8%$200,000 Grand Total Capital Projects $8,520,020 $320,670 426.9%$5,986,813 FY2011-12 Expenditures by Category - Capital Projects With the failure of the road bond proposal, and the associated revenue, a significant portion of the capital projects budget will not be spent this fiscal year. The major street projects that are moving forward are the Shea Boulevard gap project (already completed) that is funded by ADOT but recorded on the Town’s records.