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.