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The height of desert living.
TOWN OF FOUNTAIN HILLS,
ARIZONA
FISCAL
YEAR
2009-2010
BUDGET
The height of desert living. 2
The height of desert living. 3
TABLE OF CONTENTS
INTRODUCTION
Budget Message 5
Budget Highlights 13
Community Profile 21
Town Council 27
Organizational Chart 32
FINANCIAL OVERVIEW
Financial Overview & Policies 33
Revenue Summary 47
Expenditure Summary 63
Budget Process & Schedule 73
OPERATING BUDGETS
Operating Budgets 81
Town Council 82
Municipal Court 90
Administration 94
Public Works 106
Planning & Zoning 116
Parks & Recreation 126
Community Center 136
Law Enforcement 144
Fire & Emergency Medical 150
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TABLE OF CONTENTS
Performance Measures 157
SPECIAL FUNDS
Special Revenue Funds 259
Debt Service Funds 263
Tax Levy 268
CAPITAL IMPROVEMENT/VEHICLE REPLACEMENT
Capital Improvement Program 269
Policy and Procedure 270
5 Year Schedule 274
Project Information Forms 281
Vehicle Replacement Plan 311
Policy and Procedure 312
Interfund Charges 316
SCHEDULES
Authorized Positions 319
Glossary 331
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BUDGET MESSAGE
Honorable Mayor
and Town Council:
I am pleased to submit the Operating and Capital Improvement Budgets for the
Town of Fountain Hills for the fiscal year beginning on July 1, 2009 and ending June
30, 2010 (FY2009-10). This budget is balanced and designed to convey to the public
a budget message that articulates priorities and issues for the upcoming fiscal year.
The budget also highlights any issues facing the staff in developing the budget, as
well as short-term financial and operational policies that were instrumental in guiding
the development of the annual budget. Although each fund should be viewed indi-
vidually, the Town’s total budget, including all funds, is estimated at $35.3M in ex-
penditures, with projected revenues of $33.1 million (reserves in the capital projects
fund will be used to fund projects). Due to an unstable economy and the global re-
cession, staff has taken a very conservative outlook when projecting FY2009-10
revenues and included only those expenditures that are consistent with the Council’s
goals.
The budget process involved a newly formed Executive Budget Committee consisting
of staff members with diverse perspectives and the Mayor. The committee was as-
signed the task of prioritizing expenditure requests to meet the Council goals and
provide a sustainable level of service with the resources available. This budget is the
product of that process and accomplishes that goal. The primary focus of the pro-
posed budget is usually the operating, or General Fund, the Town’s largest fund,
which supports basic services. With the economic downturn came declining reve-
nues. Developing the proposed budget, therefore, required making choices to
achieve a budget that balances the available resources with the Council goals, while
maintaining a level of service to support a high quality of life in Fountain Hills.
Year in Review
To frame the many decisions that have laid the foundation for projections contained
in the 2009-2010 budget, it is necessary to reflect briefly on the past fiscal year. For
Fountain Hills, 2008 began with cautious optimism expecting modest growth in reve-
nue and excitement about new dollars expected from economic development initia-
tives. What we encountered was a virtual collapse in the single family residential
home construction in our community. Since incorporation in 1989, we have not ex-
perienced the depths of a national slowdown to the extent we are presently facing.
(See graph on next page)
Budget Message
The height of desert living. 6
The downturn in the economy resulted in significant declines in building permit activ-
ity in Fountain Hills that resulted in a 7% drop in operating revenue. Consequently,
there were corresponding decreases in expenditures in order to avoid a budget defi-
cit. Additionally, the Town hired a new Town Manager in July, 2008, with the depar-
ture of the previous Town Manager and an Acting Town Manager. When it became
apparent early in the fiscal year that the economy was worsening several budget
cuts were made to accommodate the decreased revenues. Examples of budget ad-
justments in FY09 are:
Implementation of a hiring freeze on all non-essential positions
Reductions in staff in the Planning & Zoning Department
Postponement of Park capital outlays
Postponement of Facilities capital outlays
Reduction in professional fee contracts
Reduction in training and conference expenses
In developing the proposed budget, Town staff followed a zero-based approach,
leading to a focused review of services delivered by the Town, increased scrutiny of
expenditures, and prioritization of programs to be funded using limited resources.
Additionally, the Town remains committed to funding one-time capital projects with
one-time revenue sources, such as construction related revenues and surplus Gen-
eral Fund revenues. Ongoing operating costs should be funded with stable and reli-
able revenue sources.
As we celebrate Fountain Hills’ 20th birthday, we believe that despite the economic
slowdown with its resultant revenue diminishment, we are focused on providing a
Budget Message
The height of desert living. 7
sustained level of service to our residents. During this slowdown, we plan to use this
opportunity to better connect with our neighborhoods and citizens by concentrating
on our core missions as defined by the Mayor and Town Council.
Long Term Strategic Goals and Objectives
The majority of the budget initiatives apply to strategic priorities that were adopted
in the Town’s Strategic Plan 2006-2010. An update of the strategic plan will be com-
pleted by March 2010.
Strategic Focus Area: Education
Higher education and continuing education and support of educational ex-
cellence
Create lifelong learning opportunities
Strategic Focus Area: Physical Planning Zoning and Architecture
Require new developments to use native vegetation
Strictly enforce General Plan and Zoning ordinances
Establish controls over commercial architectural compatibility
Annex State Trust Land
Strategic Focus Area: Parks and Recreation
Add new amenities to Parks and Recreation system
Strategic Focus Area: Small Town Atmosphere and Town Identity
Strengthen the community’s small town identity
Strategic Focus Area: Municipal Government Services
Increase pedestrian safety
Ensure all streets in Fountain Hills are well maintained and smooth
Strategic Focus Area: Preservation of the Environment
Enhance dedication to stewardship of the natural environment
Short Term Goals
The budget for FY2009-10 was guided by the current economic environment which
continues to provide fewer building permits and reduced retail activity. With a
budget of $2 million less than two years ago (a 12.5% decline), strategic decisions
had to be made to balance the community priorities with available resources. Those
decisions resulted in a decrease in infrastructure and amenity maintenance. Exam-
ples include:
No overseeding on three of the Town’s four parks. Our signature Fountain Park
Budget Message
The height of desert living. 8
will continue to be maintained at the same level.
Turf mowing schedule at parks reduced by half
Elimination of palm tree trimming for one year
Freeze salaries and provide no merit and cost of living increases for staff
Reduced fleet vehicles and/or equipment by 17%
Reduction of force in building division
No new authorized full time positions
The budget includes appropriations for the goals and priorities established by the
Town Council during their annual retreat. The Town Council met in January of 2009
to develop goals and objectives for the budget year as part of the annual planning
process. At the retreat the Council established 13 goals consistent with the strategic
plan. They also provided several objectives to achieve those goals. The Town
Manager and staff then met to prepare an implementation plan to be incorporated
into the FY2009-10 budget. Upon adoption of the Town Council goals, specific work-
plans are developed in each of the operating divisions to ensure that Fountain Hills’
residents can monitor the improvement in Town services and the achievement of the
Council’s goals. The matrix on page 9 indicates which departments/divisions are re-
sponsible for the implementation of FY2009-10 goals and objectives and shows the
relationship between the activities performed by the operating divisions and the ef-
fect on operating budgets reported in the division budget summaries.
For the past seven years the Town of Fountain Hills has been awarded the Govern-
ment Finance Officers Association (GFOA) Distinguished Budget Presentation Award.
This award is presented to government entities that meet certain criteria in the pres-
entation of their budget. This Budget Message section is designed to provide the
layperson with a broad view of the contents included in the FY2009-10 Fountain Hills
budget, its processes, issues and anticipated outcomes. Document sections are cited
in order to guide the reader to more in-depth information and explanation of the
drivers of Fountain Hills operating budget and capital improvement program.
Economy
Under the proposed budget, operating revenues for FY2009-10 are projected to de-
cline 12% compared to the FY07-08, including a drop in State Shared Revenues of
$1.5 million. The decrease in income tax revenues is based on two years prior cor-
porate and individual income taxes; therefore, it is expected that this source of reve-
nue will continue to decline for the next two years based on the recession and global
economy. Similarly, revenues from construction related permits are anticipated to
continue their decline during FY2009-10 with the decline in single family housing per-
mits. Residential permits have declined 50% since FY07.
Budget Message
The height of desert living. 9
Goal How Addressed Page No
Ensure that the Strategic Plan continues
to be implemented and updated.
Town Manager 164
Ensure development of former state trust
land proceeds in a way which is most re-
sponsible and beneficial to the commu-
nity.
Planning & Zoning 216/219
Maintain and develop good roads and
walkways within fiscal constraints.
Streets 209
Make optimal use of trails and expand
public access to parks and open space.
Parks & Recreation 227-243
Maintain service level and functionality of
parks.
Parks & Recreation 227-243
Explore the need for an Environmental
Commission with specific responsibility to
develop new measures and support ex-
isting initiatives that improve the quality
of our natural environment.
Planning & Zoning 217
Maintain and promote our small town
character by enhancing public private
collaboration to develop new and im-
prove existing special events.
Parks & Recreation 220
Enhance customer service and enrich our
citizens’ lives by expanding access to
Town offerings and services, developing
innovative approaches to service deliv-
ery, and developing/implementing meth-
ods for gathering citizen input.
Town Manager
Community Affairs
163
190
Demonstrate organizational progress to
citizens and promote transparent gov-
ernment.
Town Manager 163
Enhance the Town’s economic base by
maintaining strong business relations,
developing and implementing innovative
strategies to bring beneficial businesses
to Town, supporting an environment
conducive to new business development,
and developing initiatives designed to
help businesses succeed.
Economic Development 187
Build and strengthen internal and exter-
nal relationships utilizing mutual respect
as the basis.
Town Manager 163
Exercise fiscal responsibility while main-
taining organizational/functional integ-
rity.
Finance 174-177
Support initiatives which enhance public
safety in our community.
Public Safety 256-258
Budget Message
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Budget Message
In order to match available resources, operating expenditures are budgeted at 4%
less than last years’ budget. Fountain Hills’ goals are long-term and address the en-
tire organization, such as the long-term impacts of revenue shortfalls related to the
decline of construction related activity revenue due to build-out. The Town is ap-
proaching a population of 26,000 with an expected population at build-out of 34,324,
including newly annexed State Trust Land property. These long-term forecasts show
that the Town’s operating costs will begin to outpace revenues, and alternative reve-
nue sources or program cuts will need to be considered. Given the cyclical nature of
the economy, it is difficult to project revenues two or more years into the future with
any degree of certainty.
However, the long-range forecasts serve as an early warning that the Town must
continue to exercise restraint in its long-term fiscal planning. The Town is past its
highest historic period of expansion; with an economy that is maturing and moving
to a slower – and more sustainable level of growth.
Maintenance of the Reserve Fund: During FY09 the Town Council amended the
Town’s financial policies related to Fund Balance in order to create a Rainy Day Fund
(RDF). The current policy sets aside a reserve equal to 30% of the General Fund
budget to ensure that the Town can provide basic services in the event of major
emergencies. This 30% is made up of two components – 20% of the previous five
years revenues, 10% of the previous five years revenues plus 30 days expenditures
FY06 FY07 FY08 FY09 FY10*
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
Operating Revenues
FY06 through FY10
in millions
*estimated
The height of desert living. 11
of the upcoming fiscal year (now classified as Rainy Day Fund). The Rainy Day Fund
is segregated from the General Fund and is programmed into the FY09-10 budget for
the sole purpose of preparing for a catastrophic downturn in revenues. If utilized,
the Rainy Day Fund (RDF) is to be replenished through future appropriations in the
General Fund at a rate of 1% of General Fund revenue until restored.
The reserve fund is very important in retaining the Town’s AA3 bond ratings. Re-
serves in excess of the fund balance policy are transferred to the Capital Projects
fund for future appropriation by the Council.
A Debt of Gratitude
I would like to offer my special thanks to the Fountain Hills Mayor, Town Council
members, and the numerous commission members for their many hours of volunteer
service without which the Town could not function in the fine manner that it has over
the years. This volunteer core of more than 200 citizens offers Town staff a vast
bank of knowledge about subjects that contribute not only to planning for the pre-
sent, but also for the future of Fountain Hills.
I would also like to thank the Town of Fountain Hills department directors and super-
visors for their patience and great effort in preparing their departmental budgets.
The directors and their staff attended several sessions with the Executive Budget
Budget Message
FY06 FY07 FY08 FY09 FY10*
$0.0
$5.0
$10.0
$15.0
$20.0
$25.0
Operating Expenditures
FY06 through FY10
in millions
*estimated
The height of desert living. 12
Committee to justify their programs, develop cost estimates, and answer many
questions. The team’s efforts have resulted in a balanced budget, which achieves
the Council’s current goals and assists in future planning towards the vision of Foun-
tain Hills.
Respectfully submitted,
Richard M. Davis
Richard Davis, ICMA-CM
Town Manager
Budget Message
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Budget Key Initiatives
Key initiatives of the FY09-10 budget include the following:
Initiation of program budgeting and a performance measurement program
Implementation of a Rainy Day Fund policy.
Updating of the Town’s strategic plan.
Increasing capital projects (40% of total expenditures) through use of
grants, stimulus funds and bond proceeds.
Partnering with the local school district in an effort to have the voters ap-
prove a secondary property tax for a major road project and school over-
ride
Investment in economic development initiatives focused on business reten-
tion, recruitment and vitality.
Continuing exploration of cost recovery through creation of a stormwater
utility.
Program Budgeting
The Town of Fountain Hills has traditionally prepared a line item budget. This year
the Town is moving toward development of a Performance Based Program Budget.
This process will be implemented over a number of years, beginning with the budget
of FY 2009-2010.
The overall purpose of the Performance based budget is to establish a process to as-
sist program managers in scheduling work and resources in order to efficiently and
effectively carry out the Town’s Goals and Objectives contained in the Strategic Plan
and prioritized by the Council during their budget retreat.
We believe that program budgeting, when fully implemented, will provide the citizens
with a better picture of the true cost and value of various Town services.
Included in this budget is a Program Budget Performance Measurement section. This
section begins to identify the various programs within each of the Town’s Depart-
ments.
Each Program page identifies the Service Delivery Plan and provides a list of Activi-
ties that are included in the Program.
Performance Measures are also included. Quality, Productivity and Cost Effective-
ness elements are targeted for measurement.
Implementation of a Rainy Day Fund
The Rainy Day Fund will be created by transferring $1,310,254 from the General
Fund fund balance at the close of FY 2008-09. This transfer still preserves the Gen-
Budget Highlights
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eral Fund balance required by the Town’s financial policy of at least 30% of general
fund budgeted revenues.
The Rainy Day Fund is being established to provide leverage in the event of a sub-
stantial revenue loss that was not anticipated in the budget process and that can not
be accommodated through expenditure reductions in the fiscal year.
Funds drawn from the Rainy Day Fund would have to be repaid as soon as economic
conditions allow.
Updating the Town’s Strategic Plan
As the Town’s current plan ends with FY2009-10, the Town Manager’s department
has incorporated additional funding to assist the Strategic Planning Advisory Com-
mission in the development of a revised plan for presentation to Council by March of
2010.
Capital Projects Expansion
The Town’s budget reflects a significant increase in proposed capital projects for the
coming fiscal year. This increase in projects is contingent upon receipt of two new
sources of funding; Federal stimulus funds and voter approved bonds. If these funds
do not become available, the proposed projects will be re-programmed in future
years when other funding sources are available.
Economic Development
While most Town Departments saw a decrease in their budgets for FY2009-10, the
Economic Development Department’s budget has increased in an effort to provide
programs and services for current business retention and vitality and to pursue new
business recruitment.
Stormwater Utility
The FY2009-10 budget provides funding for staff time and program support to con-
tinue exploring the possibility of creating a stormwater utility to provide funding for
various Federal and State mandates, as well as long term capital funding for drain-
age projects in various areas of Town.
Budget Highlights
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General Fund Highlights
Salaries and Benefits
After the staff reductions made during FY08-09, the total full time equivalent em-
ployees (FTE’s) proposed for fiscal year 2009-2010 is 81.1, compared to 88.25 in
FY2008-09. (See Authorized Position charts beginning on page 315).
The only increases in staffing included are an increase in Volunteer Coordinator hours
to .75 FTE from .50 FTE and the addition of a .1 FTE Driver in Senior Activities. All of
these positions are funded through the General Fund.
The budget anticipates that wages will be frozen for the upcoming fiscal year and no
merit increases will be awarded. Because local governments are primarily a service
industry salaries and benefits comprise a major portion of expenditures. For Foun-
tain Hills salaries and benefits represent 14.8% of the total budget.
Contractual Services/Professional Fees
The Town contracts with outside professionals for a number of services. Two major
contracts included in this category are: 1) Fire protection and emergency medical
services ($2,852,368), currently under contract with Rural Metro Corporation; and 2)
police protection ($2,707,728) currently provided through the Maricopa County Sher-
iff’s Office. Both contracts were re-negotiated with a reduction in annual cost gener-
ating a significant savings to the taxpayers of Fountain Hills.
Jail/prisoner expenses are budgeted at $96,000 in FY 2009-10, up from $68,000 in
FY 2008-09. This is based on a substantial increase in jail days utilized during the
current fiscal year that is expected to continue into the new year, partly as a result
of new mandatory jail time laws.
Contractual services also include four (4) subsidies that the Town contributes on a
competitive basis to local non-profit organizations for the provision of specific pro-
grams. The Town issued Request for Proposals for services that the Town does not
provide – specifically, Youth Services, Youth Arts, Social Services, and Tourism. To-
tal funding for these programs was for three years beginning in FY07-08. The annual
cost for FY09-10 is $505,814 and is budgeted in the Town Manager’s budget.
The Town has contracted in past years with Maricopa County to provide an elderly
and handicapped transportation program (STS). The County has advised the Town
that funding for the program has been eliminated and they will no longer be able to
provide this service to the Town of Fountain Hills. $90,000 in funding for this pro-
gram is still included in the Community Center/Senior budget, but, to date, no alter-
native programs have been found to replace this contracted service.
Maintenance of the Town’s 121 acres of parks, Town medians, dams, and washes are
provided by independent contractors. Contracts for landscape maintenance (Parks)
and median maintenance (Public Works) have been reduced substantially in FY2009-
Budget Highlights
The height of desert living. 16
10. Contracts for wash maintenance (Public Works) have been eliminated.
The outside Sales Tax Audit program is continuing in FY 2009-10, and the Home De-
livered Meals program is adding a third route.
The Town owns the Town Hall facility, Library, Museum, Community/Senior Center,
two Fire stations, a Vehicle Maintenance/Street Yard facility, the Kiwanis building,
and the Community Theater building. Maintenance of these facilities have been cen-
tralized under the Facilities Division of the Public Works department in FY2009-10.
This consolidation should help to reduce costs and make scheduling of maintenance
and custodial personnel more efficient.
Other Services and Supplies
Other services and supplies include operational costs such as dues, conferences,
printing, office supplies, operating supplies, uniforms, etc. Other items in this cate-
gory are utilities, gas and oil, postage, insurance, and telecommunications.
In FY2009-10, no out of state conferences are budgeted Certifications and continu-
ing education classes were held to a minimum.
Additional marketing, promotion and advertising expenses have been included in the
Economic Development budget in accordance with the Council’s goal to enhance the
Town’s economic base by maintaining strong business relations and developing ini-
tiatives designed to help businesses succeed.
The Town telecommunications contract for cellular service was re-negotiated provid-
ing savings over last year’s budget.
Additional savings are expected as a result of the downsizing of the Town’s active
fleet.
Capital Outlays
Capital outlays in the operating budget include the purchase of furniture and equip-
ment, and the improvement of Town facilities with a cost of at least $10,000 but less
than $50,000. Expenditures of $50,000 or more are included in the Capital Improve-
ment Program
There are no capital outlays budgeted in FY2009-10
The sources of funds included in the budget total $33.1 million, with the major com-
ponents reflected in the table below:
Budget Highlights
The height of desert living. 17
The sources of funds included in the budget total $33.1 million, with the major com-
ponents reflected in the table below:
It should be noted that these sources of revenue are very sensitive to the upward
and downward cycles of the economy as well as to annual legislative appropriations.
Additionally, these revenues are distributed to cities and towns based on each mu-
nicipality’s population compared to that of the entire state. Some municipalities
have abundant available land for expansion and will continue to grow in population,
while others, like Fountain Hills, have fixed borders and limited population growth.
Over time, Fountain Hills will, therefore, represent a smaller and smaller percentage
of the total and will be allocated a smaller percentage of state shared revenues.
A brief description of the activities and changes in each area follows:
General Fund – revenues decreased by $1.4 million or 8.7% due primarily to two
categories – State Shared Revenues and building related charges. These revenues
are sensitive to changes in the economy and have declined as the economic reces-
sion deepens. The local sales tax, however, has remained relatively stable due to
the small amount of retail development in the Town.
Special Revenue Funds (includes streets (HURF) Fund) – HURF revenues are dis-
tributed by the State and are based on gasoline sales and population. The FY10
revenue is anticipated to decline 8.4% as consumers look for more fuel efficiency.
However, the Town still anticipates receiving stimulus funding designed for specific
infrastructure projects. However, if the funds are not awarded the projects will be
delayed until resources become available. Expenditures of $4.6 million include the
following:
HURF (streets operating fund) $1.6 million
Grants (street projects) $2.3 million
Grants proceeds are transferred to the Capital Projects Fund where the expenditure
is recorded. The street projects are partially funded by a grant from the Maricopa
Association of Governments (MAG) as well as stimulus funds. Shea Boulevard is a
major east-west thoroughfare connecting Scottsdale and Fountain Hills; the project
will complete a climbing lane for the western direction
Budget Highlights
Actual Actual Budget Proposed
Source of Revenues
GENERAL FUND REVENUES $16,907,187 $16,673,979 $16,142,395 $14,696,229
SPECIAL REVENUE FUNDS $2,675,385 $2,658,027 $4,291,326 $4,492,254
DEBT SERVICE FUNDS $3,271,377 $3,138,093 $3,178,770 $3,214,041
DEVELOPMENT FEES $1,290,237 $488,585 $488,585 $145,470
CAPITAL PROJECT FUNDS $528,225 $1,657,434 $742,134 $10,528,907
TOTAL ALL FUNDS $24,672,411 $24,616,118 $24,843,210 $33,076,901
The height of desert living. 18
Debt Service Funds – the most significant source of revenue in this area is prop-
erty taxes ($1.8 million) for the repayment of voter approved General Obligation
bond debt. There are also transfer revenues from the HURF fund for Highway User
Revenue bond repayments, from the local sales tax (excise tax) for Municipal Prop-
erty Corporation bond repayments. There is presently one facilities district (Eagle
Mountain) that levies a property tax on benefitted property owners for semi-annual
payment on improvement bonds. Total debt service revenues for FY09-10 are budg-
eted at $3.2 million including secondary property taxes for voter approved bonds,
transfers from Highway User Revenue Funds to pay for road improvements, transfers
from the General Fund for the Community Center and excise taxes to pay for Munici-
pal Property Corporation (MPC) debt (mountain bonds and Civic Center phase II).
The following is a summary of the debt payments for FY09-10:
General Obligation Bonds (property taxes) $1.4 million
Street Bonds (HURF Revenues) $0.1 million
Municipal Property Corporation (excise taxes) $1.4 million
Eagle Mountain Facilities District (property taxes) $0.4 million
The chart below shows a history of the Fountain Hills secondary property tax rate for
the voter approved projects. The levy for FY09-10 is projected to be $.2173 per
$100 of assessed valuation which is 10% higher than last year. The increase in the
rate is due primarily to the drop in the Town’s secondary assessed valuation which is
the basis for calculating the rate.
Budget Highlights
The height of desert living. 19
Development Fees – revenues from development fees have declined 70% with the
drop in building permit activity. Until the economy recovers or a developer moves
forward with plans to develop 1300 acres in the northeast corner of the community
this revenue source will remain slow.
With limited funds from development there is only one project scheduled to be com-
pleted with development fee proceeds. The project is to upgrade traffic signals to
newer technology.
Capital Project Funds – the primary sources of revenue for this fund are:
Bond proceeds $4.5 million
Special revenue (grants) $2.3 million
Federal stimulus funding $2.5 million
Construction sales tax $500,000
Transfers from other funds $663,000
The above revenue sources are not considered certain but they are included as po-
tential funding for a total of $10.5 million. Stimulus and grant funds have given the
Town the opportunity to move forward on major capital projects that might other-
wise have to be delayed due to the economy. However, the following projects and
funding source are planned for FY09-10:
Downtown sidewalk improvements $0.3 million Excise tax
Shea Boulevard climbing lane $2.7 million Grants and stimulus
Shea Boulevard widening $1.6 million Grants and CIP funds
Saguaro Boulevard mill and overlay $4.5 million Bond proceeds
Town wide sidewalks $0.7 million Grants and CIP funds
Traffic signal upgrades $0.1 million Development fees
Fire station $1.5 million Grants and stimulus
Pavement maintenance $0.5 million HURF and CIP
Drainage project $0.1 million CIP
Technology upgrades $0.1 million General Fund
The Town has been awarded stimulus funding through the Maricopa Association of
Governments to complete a main arterial widening project that has been in design
for the past few years. The Town has included several capital projects in the budget
(see the Capital Projects section on page 247) that are dependent upon stimulus,
grant or voter approval to proceed. If no outside sources of revenue are received,
the projects will be delayed until funding is available.
Budget Highlights
The height of desert living. 20
Development fees are restricted and may only be spent with Council approval. Addi-
tionally, expenditures from this fund are also restricted by Ordinances 00-21 through
00-26 which state that the expenditures cannot be “appropriated for funding mainte-
nance or repair of public facilities nor operational or personnel expenses associated
with the provision of the public facility”. However, appropriations can be made by
the Council for financing public facilities and public facility expenditures, and capital
expenditures related to maintaining the level of service standards for existing town
residents (streets).
Through the strategic planning process the Town is preparing a revised twenty-year
revenue and capital improvement plan that will identify when one-time revenues will
go away and facilitate the multi-year and capital improvement planning.
Budget Highlights
The height of desert living. 21
COMMUNITY
PROFILE
The Town of Fountain Hills is a master
planned community established in 1970
by McCulloch Properties (now MCO
Properties, Inc.). Prior to 1970 the area
was a cattle ranch and was part of one
of the largest land and cattle holdings in
Arizona. The land was purchased by
Robert McCulloch in the late 1960s and
the community designed by Charles
Wood, Jr. (designer of Disneyland in
southern California).
One of the community’s most valuable
assets is its natural beauty. Incredible
views and natural desert terrain provide
for a wide range of outdoor activities
including hiking, biking, boating and
golf. In fact, Fountain Hills contains
some of the more challenging and pic-
turesque golf courses in the State of
Arizona.
The centerpiece of Fountain Hills is our
beautiful fountain; one of the world's
tallest man-made fountains. It serves
as a focal point for the community and
attracts thousands of visitors each year.
The fountain was built in 1970 by
Robert McCulloch the year before recon-
struction of the London Bridge in Lake
Havasu City., another of McCulloch's
projects. The fountain sprays water for
about 15 minutes every hour at the top
of the hour. The plume rises from a
concrete water-lily sculpture in the cen-
ter of a large man-made lake.
Community Profile
The fountain, driven by three 600
horsepower (450kW) turbine pumps,
sprays water at a rate of 7,000 gallons
per minute though an 18-inch nozzle.
With all three pumps and under ideal
conditions, the fountain reaches 560
feet (170m) in height, though in normal
operation only two of the pumps are
used, with a fountain height of around
300 feet (91m) feet. When built, it was
the world's tallest fountain and held that
record for over a decade.
Fountain Hills is home to nearly 70
pieces of publicly displayed artwork
throughout its downtown and at public
buildings. Art is a significant part of the
Town’s heritage, as the eight fountains
along the Avenue of the Fountains were
the beginning of the public art collec-
tion.
Bronze sculptures and fountains with
The height of desert living. 22
themes ranging from the whimsical to
the serious dot the streets and adorn
the public buildings, plazas and parks.
The collection also contains a wide vari-
ety of other art types and media, in-
cluding paintings, stone, photography
and metals. Residents and visitors are
invited to wander the streets or take the
“Art Walk” guided tour.
Located on 12,996 acres of land, Foun-
tain Hills is surrounded by the 3,500-
foot McDowell Mountains and Scottsdale
on the west, the Fort McDowell Yavapai
Nation on the east, the Salt River Pima
Maricopa Indian Community on the
south and the McDowell Mountain Re-
gional Park on the north.
The elevation is 1,520 feet at the foun-
tain, 3,000 feet on Golden Eagle Boule-
vard, and is 500 feet above Phoenix.
Over the past seventeen years Fountain
Community Profile
Hills has grown from 10,190 residents to
a town of 25,995 in 2008. The Maricopa
Association of Governments (MAG) esti-
mates that the population of Fountain
Hills will continue to grow to a build-out
population of between 30,000 and
35,000. Although the rate of growth
has slowed due to the lack of available
land on which to build, the Town contin-
ues to attract residents who are building
large custom homes to take advantage
of the scenic vistas surrounding our
mountain community.
The Town offers a wide range of living
accommodations; from small condo-
minium complexes to large custom
homes. Fountain Hills also offers rec-
reational, cultural and retirement pro-
grams that address the needs and life-
styles of active families as well as older
adults.
Fountain Hills Unified School District
#98 has four schools. McDowell Moun-
tain Elementary School for Kindergar-
ten-2nd grade, Four Peaks Elementary
School for grades 3-5, Fountain Hills
Middle School for grades 6-8, and
Fountain Hills High School for grades 9-
12. There is a Charter School, which
has all grades up until high school.
The community consists of a total of
12,996 acres of property, primarily
residential and open space (9,664
acres or 74%). Of the remaining land,
3,273 acres are developable, 334 acres
are zoned commercial or industrial
(approximately 3%) and 1,466 acres
are right of way/streets (11%).
In 2006 Fountain Hills was named by
Phoenix Magazine as the best place to
The height of desert living. 23
live and was cited as "a welcome oasis
on the outskirts of a metropolis." The
magazine measured the quality of life
in 22 Valley communities, including a
statistical analysis of each community's
population, income, home price, crime
rate, miles to Sky Harbor Airport, and
square feet of retail. The criteria used
by the magazine in this ranking are
similar to the priorities established in
the Town's Strategic Plan. The volun-
teer spirit and high level of involve-
ment of the citizens and business rep-
resentatives were highlighted.
Fountain Hills has also earned a top ac-
colade from the magazine, Business
Week. In its February, 2009 online
edition, Fountain Hills was named the
“Best Affordable Suburb” in all of Ari-
zona. They evaluated suburbs on a va-
riety of factors but weighted afforda-
bility most heavily. They also consid-
ered lifestyle (short commutes, clean
air, low crime, good weather, and
green space), the quality of schools,
and the strength of the local economy.
None of the places evaluated had
populations of more than 60,000 or
less than 5,000. Only one suburb per
state was selected.
Based upon Certificates of Occupancy
issued for new homes in 2008, it is es-
timated that Fountain Hills’ population
grew in 2008 to 25,995. This gives
Fountain Hills an average of 1279.3
people per square mile, or 2.0 people
per acre.
Fountain Hills’ low population density is
a major reason it is such a desirable
place to live. Unlike other regions of
Community Profile
the Valley one can dine, play, and com-
mute, without congestion.
Fountain Hills’ land is currently devel-
oped at an average density of 1.6
dwelling units per acre for single family
homes and 3 units per acre for multi-
family housing. At the end of the year
there were 1133 vacant single family
lots and 63 vacant multi-family lots.
If Fountain Hills continues to develop at
a similar density, the population is esti-
mated to reach 34,324 at build-out
around the year 2030.
The height of desert living. 24
Population Trends
Year Fountain Hills Population
1980 2,772*
1985 5,200*
1990 10,030*
1995 13,745*
2000 20,235*
2005 24,492*
2006 24,794**
2007 25,207**
2008 25,995*
2010 27,777***
2020 31,051****
Estimated Buildout ~2030 34,324**
Community Profile
* US Census/MAG **Town P & Z Dept
***Maricopa County ****MAG
The height of desert living. 25
Community Profile
Major Employers
Employer Product/Service
Fountain Hills Unified School District Education
Safeway Food Stores Grocery Store
MCO Properties, Inc Property Development
Bashas’ Foods Grocery Store
Sun Ridge Canyon Golf Course Golf Course Mgmt
Town of Fountain Hills Government
Golf International Golf Course Mgmt
Eagle Mountain Golf Course Golf Course Mgmt
Gaming Center of Ft McDowell Yavapi Gaming
Taxpayer Type of Company
Secondary
Assessed
Value
EN LLC Residential Dev 5,597,517
Inland Western FH Four Peaks Com Prop Mgmt 4,425,216
WSL Fountain View Investors Senior Living 3,301,427
Pacific FH Resort Resort Mgmt 2,680,400
J & R Holdings XX LLC Holding Company 2,524,543
Target Corporation Retail 2,442.337
Adero Canyon LLC Residential Dev 2,343,520
Sun Tech Development LLC Land Development 2,299,593
Bashas Inc Grocery 2,291,823
Fountain Hills AZ Dev LLLP Condominium Dev 1,891,750
Fountain Hills Hotel Dev LLC Hotel development 1,866,557
Smith’s Food & Drug Centers Grocery 1,862,343
Major Taxpayer Assessed Valuation
The height of desert living. 26
Community Profile
Population Percent
Male 11,832 48.3%
Female 12,667 51.7%
Under 5 1,131 4.6%
5 - 9 Year 1,244 5.1%
10 - 14 Years 1,236 5.1%
15 - 19 Years 1,561 6.4%
20 - 24 Years 874 3.6%
25 - 34 Years 2,096 8.6%
35 - 44 Years 2,809 11.5%
45 - 54 Years 4,220 17.2%
55 - 59 Years 2,589 10.6%
60 - 64 Years 2,031 8.3%
65 - 74 Years 2,583 10.5%
75 - 84 Years 1,607 6.6%
85+ Years 518 2.1%
Population By Gender and Age
Income No. of Households No. of Families
Under $15,000 561 167
$15,000 -
$24,999 666 287
$25,000 -
$34,999 822 453
$35,000 -
$49,999 1,510 927
$50,000 -$74,999 2,264 1,642
$75,000 -$99,999 1,680 1,484
$100,000 -
$149,999 1,812 1,639
$150,000 -
$249,000 967 917
$250,000 -
$499,999 259 226
$500,000+ 78 60
Income Per Household
The height of desert living. 27
Town Council
Jay Schlum was elected Mayor of Fountain Hills in
May, 2008 and is currently serving in his first full term.
He moved to Fountain Hills 27 years ago when his
family relocated from Michigan. There was no High
School in town at that time so he attended Coronado
High School in Scottsdale. After graduation he at-
tended Northern Arizona University where he studied
Business Management and Public Speaking.
After college, he returned to Fountain Hills and is cur-
rently employed by Qwest Communications where he
manages business development for the company.
Jay has been very active in the Fountain Hills commu-
nity. He served as a Fountain Hills Planning and Zon-
ing Commissioner, PTA vice president and is actively
involved with the local Community Theater. Jay volun-
teers and performs in productions. He has also served
on the advisory committee for the Boys and Girls Club
of Fountain Hills.
Presently, Jay is a coach with the Fountain Hills Little
League. Jay and his wife, Denise, have two school age
children, Carly and Timothy.
The height of desert living. 28
Originally from Massachusetts, Henry Leger moved to Ari-
zona in 1970 to attend the University of Arizona. Henry and
his wife, Janet, were attracted to Fountain Hills because of
its natural beauty, small town character and because it is a
safe place to live and raise a family. Henry holds a Master’s
Degree in Educational Psychology from the University of
Arizona and has worked as a professional in the field of
leadership and organizational development for the past 25
years. Throughout his career, he has held a number of
leadership positions in education and government and has
worked as an internal consultant for several Fortune 500
companies.
As a long time resident, Henry immersed himself into Foun-
tain Hills society by volunteering much of his time on com-
munity activities and initiatives. He has been very active in
his neighborhood property owners’ association serving as a
board member, treasurer and member of the association’s
Committee of Architecture.
Henry served as President and Vice President of the Church Council at Shepherd of the Hills Lu-
theran Church in Fountain Hills and has been involved in his children’s education as a teacher’s
aide and parent volunteer. Henry served as a member of the Technical Advisory Committee, Co-
chair of the Youth Visioning Institute, and member of the survey team for the town’s citizen-
driven strategic planning initiative
Mike Archambault moved to Fountain Hills in January
1972 from Columbus, Ohio, and was among the first ten
families to live here. Mike worked with his father under the
company name of Archie’s Construction. In 1981, he
started Fountain Hills Wood Whims, Inc., a custom cabinet
shop that currently employs fifteen craftspeople.
As a tireless volunteer, Mike ran the annual “Secret Santa”
program, bringing toys and smiles to children and food
donations to needy families in Fountain Hills and the Fort
McDowell Yavapai Nation for thirteen years. He served as a
Cub Scout and Boy Scout leader for eleven years and was
inducted into the Order of the Arrow. He served on the
Building Committee of the Church of the Ascension, helped
construct the original Town Library, and was heavily in-
volved in building the Sunset Kiwanis Building in Kiwanis
Park. One of Mike’s recent projects used volunteers and
many donations to construct the Veterans Memorial, a
12,000 square-foot plaza in Fountain Park. It memorializes
those who serve and those who have made the ultimate
sacrifice.
Mike served as president of the Fountain Hills Youth Association and as a leader in the Order of
the Arrow ceremonial teams. He is a long-term member of the Sunset Kiwanis. He continues to
support the Fountain Hills Band, Fountain Hills High School, the Helping Hands food bank, and the
Town’s Concerts in the Park program
Town Council
The height of desert living. 29
Dennis Contino is a long-time Fountain Hills resident.
Dennis and his wife, Renee, chose Fountain Hills for its
safe, beautiful environment in which to raise and school
their four children.
Dennis has a BA in Business Administration and has
owned and managed businesses during his career. He
ran the local food bank for 19 years. He has belonged
and been very active in local organizations including Ki-
wanis and Rotary.
Dennis was a founding member of the Public Safety Com-
mission in Fountain Hills. Previously, he chaired Maricopa
County CDAC for community development funding.
Dennis’ passion and love for Fountain Hills comes through
with any conversation and throughout his campaign.
Dennis encourages conversation and ideas from resi-
dents. He actively rides his scooter around town stopping
to speak with residents and business owners
Town Council
Ginny Dickey was elected to her first term on the Town
Council during the Primary Election on March 14, 2006. Be-
cause she received the highest number of votes, the Town
Council unanimously appointed her to fill an existing vacancy
on the Council for the remainder of that term ending May
31, 2006.
A resident of Fountain Hills since 1983, Ginny was elected
and served on the Fountain Hills Unified School District
Board from 1994 to 2002, twice as President. A Charter
Member of the Fountain Hills Cultural Council Board for
seven years, Ginny also served nine years on the Fountain
Hills Community Theater Board. She is a member of Metro-
politan Business and Professional Women, the American As-
sociation of University Women, Scottsdale Branch, the
League of Conservation Voters and the Sierra Club. She par-
ticipated in all of the Fountain Hills Town Hall planning ses-
sions, starting in 1984.
Ginny works as a Legislative Liaison for the Arizona Depart-
ment of Environmental Quality. She previously was on the staff of the Arizona State Senate and
has been a bookkeeper and substitute teacher. Born and raised in New York, she lived in Ver-
mont and New Hampshire before following her parents and family members to Fountain Hills. She
has a Bachelor of Science degree in Mathematics from Boston’s Tufts University.
The height of desert living. 30
Dennis Brown was President of the Fountain Hills Licensed
Contractors Association for five years from 2002 through
2007.
In 2002, a Planning and Zoning Commission seat became
available. He was appointed to serve on the Commission
and served for more than seven years, four of which were as
Chair of the Commission.
During his seven year tenure on the Planning and Zoning
Commission, the commission rewrote the Town’s sign ordi-
nance, passed the Saguaro protection ordinance, and wrote
the Commercial Architectural Guidelines.
Councilmember Brown and his wife have supported Little
League baseball and football, the Fountain Hills Community
Theater, Movies in the Park, and numerous other local or-
ganizations.
They have two sons and one daughter who have given them five – count them five – granddaugh-
ters.
Cassie Hansen moved to Arizona from Aurora, Illinois in
1977, and spent the summer living in a spec home built by
her parents in Fountain Hills.
In 1980, she met husband Bruce in Phoenix where they be-
gan their telecommunications business in 1983. Moving to
Fountain Hills in 1989, they worked on the successful incor-
poration effort. Appointed by the interim council to serve
as Town Clerk, Hansen became the first Town employee.
Serving as Town Clerk and Director of Administration for
thirteen years, her areas of responsibility included human
resources, facilities, finance, IT, and administrative support.
She was the liaison with many community groups including
the design and construction of the library/museum and
community center, and the re-location of the Senior Center
to Building C of the old Town Hall complex.
Cassie has been an ongoing participant in the community
since 1989 having actively supported and/or participated in
the Civic Association, the Community Chorus, the Arts Council and Public Art Committee, the
Fountain Hills Community Theater, the Chamber Players, Sunridge Foundation, Fountain Hills
Chamber of Commerce (1998 Business Person of the Year), Fountain Lake Republican Women’s
Club, the Fountain Hills Republican Club, the Library Association, the Historical Society (2004 First
Hall of Fame), Boys & Girls Club, Cattleguard, PTO, and mentor/director of various third grade
musical programs.
Town Council
The height of desert living. 31
Elected Officials Terms of Office
Mayor Jay Schlum
Term of Office: Mayor: June 2008 - May 2010
Councilmember: June 2004 – May 2008
Mike Archambault
Term of Office: First term: June 2002 – May 2006
Second term: June 2006 – May 2010
Ginny Dickey
Term of Office: Partial term: April – May 2006
First term: June 2006 – May 2010
Henry Leger
Term of Office: First term: June 2006 – May 2010
Dennis Brown
Term of Office: First term: June 2009 – May 2012
Cassie Hansen
Term of Office First term: June 2008 – May 2012
Dennis Contino
Term of Office First term: June 2008 – May 2012
The height of desert living. 32
The height of desert living. 33
Fund Structure
The accounts of the Town are organ-
ized on the basis of funds and account
groups, each of which is considered a
separate accounting entity. Operations
of each fund are accounted for with a
separate set of self-balancing accounts
that comprise its assets, liabilities, fund
equity, revenues and expenditures.
Town resources are allocated to and
accounted for in individual funds based
on the purposes for which they are to
be spent and the means by which
spending activities are controlled. The
Town of Fountain Hills appropriates all
funds in its budget process.
The General Fund (Fund 100) is the
primary operating fund of the Town. It
exists to account for the financing of
services traditionally associated with
local government. These services in-
clude police and fire protection, public
works, parks and recreation, planning
and zoning, building safety, code en-
forcement, general administration, and
any other activity for which a special
fund has not been created.
Special Revenue Funds are used to ac-
count for the proceeds of specific reve-
nue sources that are legally restricted
to expenditures for specified purposes.
The Town maintains the following five
(5) Special Revenue Funds: Highway
Users (HURF), Court Enhancement,
Special Programs and Grants, Develop-
ment Fees, Excise Tax.
The Highway User Revenue Fund
(HURF) (Fund 200) is funded by
State Shared Revenues. The State of
Arizona taxes motor fuels and collects
a variety of fees and charges relating
to the registration and operation of
motor vehicles. These revenues are de-
Financial Overview
posited in the Arizona Highway User
Revenue Fund (HURF) and are then
distributed to the cities, towns and
counties and to the State Highway
Fund. This fund may only be used for
street and highway purposes.
The Excise Tax Fund (Fund 300) is
a restricted fund which may only be
used for Economic Development, and
the repayment of Civic Center and
Mountain Bonds. Revenue for this
fund comes from .4% of Local Sales
Tax collections that have been dedi-
cated for this purpose.
The Special Revenue Fund (Fund
400) is restricted by the terms of the
individual Grants or Program funds re-
ceived. An example of this would be
LTAF II. Local Transportation Assis-
tance Fund II is distributed by the
State of Arizona based on population.
This revenue source supports transit
uses only and has been funded solely
by Powerball earnings since 2003.
The Public Art Fund (Fund 410) is
funded by Developer In-Lieu contribu-
tions and public donations.
The Court Enhancement Fund
(Fund 420) is a restricted fund which
may only be used to enhance the tech-
nological, operational and security ca-
pabilities of the Fountain Hills Municipal
Court and to support the operation of
the collection program. Revenues are
derived from Court Fees and Bond For-
feitures.
The Debt Service Funds are estab-
lished for the payment of principal and
interest on bonded indebtedness.
Revenues are derived from a secondary
property tax levy, pledged excise
The height of desert living. 34
Financial Overview
taxes, municipal property lease pay-
ments and shared revenues. Debt Ser-
vice funds include:
Revenue Bond Debt Service
(Fund500)
General Obligation Debt Service
(Fund 510)
Eagle Mountain CFD Debt Service
(Fund 520)
Municipal Property Corporation
Debt Service (Fund 530)
The Capital Projects Fund (Fund
600) is established to account for the
purchase and/or construction of major
capital items, including facilities, heavy
equipment, technology, open space,
park improvements and major road im-
provements. The Capital Projects Fund
revenues are derived from Development
Fees, Grants, excess General Fund reve-
nues and 85% of the construction re-
lated local sales tax.
The Development Fee Funds (Funds
710-770) are restricted funds which
may only be used for the planning, de-
sign and construction of public facilities
serving the needs of the new develop-
ment from which it was collected. The
Town is required to develop an Infra-
structure Improvement Plan that identi-
fies each public improvement that is
proposed to be the subject of a develop-
ment fee. This IIP is incorporated as
part of the Town’s Capital Improvement
Plan (CIP). The Development Fees must
be expended within six (6) years of col-
lection or refunded to the taxpayer.
Budgetary and Accounting Basis
The budget is prepared on a modified
accrual basis of accounting for all fund
types. This means that expenditures
are recorded when the related fund li-
ability is incurred, and revenues are
recognized only when they are measur-
able and available. In all cases, when
goods and services are not received by
year-end, the encumbrances lapse. It
also means certain transactions are
recognized in the budget on a basis
other than Generally Accepted Ac-
counting Principles (GAAP), which is
the basis used to prepare the Town’s
Comprehensive Annual Financial Report
(CAFR). The major differences be-
tween the budgetary and GAAP basis
are:
Certain revenues, expenditures and
transfers are not included on a budget
basis, but are accrued and reported on
a GAAP basis. For example, increases
or decreases in compensated absences
are not reported for budget purposes,
but are presented as revenues or ex-
penditures on a GAAP basis.
Depreciation is not budgeted as an ex-
penditure in budgetary accounting.
Capital outlays are an expenditure in
budgetary accounting and an asset in
GAAP.
Certain debt service principal and inter-
est payments are accounted for as ex-
penses in the General Fund for budget
basis purposes, but are reported as ex-
penses in the Debt Service Fund on the
GAAP basis.
All actual amounts in the budget docu-
ment are shown on the budgetary basis
to facilitate meaningful comparisons.
The height of desert living. 35
Financial Overview
unreserved fund balance is presented
as a separate fund, the Rainy Day
Fund. The newly reclassified Rainy Day
Fund has been included in the FY09-10
budget as a contingency in the event of
a severe revenue shortfall caused by a
loss of revenue source. An expenditure
contingency $150,000 is included in
the General Fund under non-
departmental for minor unforeseen ex-
penditures.
Operating and Capital
Budget Relationship
Included within the annual budget is a
Capital Improvement Project Plan pre-
sented on a budget basis. Capital pro-
ject budget funding sources are
matched with budgeted expenditures.
Governmental accounting procedures
require adequate budget to pay for an
entire contract to be available and ap-
propriated in the period in which a con-
tract is entered; therefore, expenditures
are presented on a budget basis as op-
posed to cash flow basis.
For example, a 180 day construction
contract entered into in May of fiscal
year one would have cash expenditures
from May of fiscal year one through Oc-
tober of fiscal year two, however, the
entire budget for this contract must be
appropriated in fiscal year one, the year
in which the contract was entered; any
unspent funds at fiscal year-end are
carried forward and budgeted again in
year two.
Reserves
In May 2003, the Town Council adopted
a formal fund balance policy appropriat-
ing funds as designated reserves for fu-
ture capital expenditures, a contingency
fund for unanticipated expenditures
and/or revenue shortfalls, and an un-
designated reserve fund. An important
component of the reserve funds is an
amount set aside that is not available
for appropriation but will be maintained
at a level that will satisfy the public and
financial community regarding the fiscal
stability of the Town, referred to as un-
designated reserves. The undesignated
The height of desert living. 36
Financial Overview
Town of Fountain Hills Financial
Policies
The principles of sound financial man-
agement establish the framework for
overall fiscal planning and management.
The principles set forth guidelines for
both current activities and long range
planning. Following these principles will
enhance the Town’s financial health as
well as its image and credibility with its
citizens, the public in general, bond rat-
ing agencies and investors. The policies
will be reviewed annually to assure the
highest standards of fiscal manage-
ment. Policy changes will be needed as
the Town continues to grow and be-
comes more diverse and complex in the
services it provides, as well as the or-
ganization under which it operates to
provide these services to its citizens.
The Town Manager and staff have the
primary role of reviewing and providing
guidance in the financial area to the
Town Council.
The overall financial goals underlying
these principles are:
Fiscal Conservatism: to ensure that the
Town is at all times in a solid financial
condition, defined as:
Cash solvency – the ability to pay bills
Budgetary solvency – the ability to bal-
ance the budget
Long run solvency – the ability to pay
future costs
Service level solvency – the ability to
provide needed and desired services ad-
hering to the highest accounting and
management practices as set by the
Government Finance Officers’ Associa-
tion standards for financial reporting
and budgeting, by the Governmental
Standards Board and other professional
standards.
One time capital costs are paid for with
one time revenues.
To maintain an Aa3 or better bond rat-
ing in the financial community to as-
sure the Town taxpayers that the Town
government is well managed and finan-
cially sound.
To have the ability to withstand local
and regional economic fluctuations, to
adjust to changes in the service re-
quirements of our community, and to
respond to changes in Federal and
State priorities and funding as they af-
fect the Town’s residents.
To deliver quality services in an afford-
able, efficient and cost-effective basis
providing full value for each tax dollar.
Fund Balance Policy
Fund balance is defined as the cumula-
tive difference of all revenues and ex-
penditures, also considered the differ-
ence between fund assets and fund li-
abilities, known as fund equity. Fund
balance is an important indicator of the
Town’s financial position and adequate
reserves must be maintained to allow
the Town to continue providing ser-
vices to the community during periods
of economic downturns and/or unex-
pected emergencies or requirements.
The level of Fund Balance is related to
the degree of uncertainty that the
Town faces. A prudent level of finan-
cial resources is necessary to protect
against the need to reduce service lev-
els or raise taxes and fees due to tem-
porary revenue shortfalls or unpre-
The height of desert living. 37
Financial Overview
dicted one-time expenditures. With the
Town dependency upon State Shared
Income and State Sales Tax revenues
for one third of the General Fund
budget, there is increased opportunity
for fluctuation. Additionally, a signifi-
cant portion of Town revenue is re-
ceived from sales taxes – both state
shared and local - which are sensitive to
fluctuations in the economy. Therefore,
the level of reserves needs to be suffi-
cient to ensure stability in on-going
government operations during a slow-
down in the economy or legislative
changes to the revenue sharing for-
mula.
Other objectives that influence the size
of the fund balance are:
Preserving or improving the Aa3 bond
rating
Maintaining a positive trend to historical
fund balances
Maintaining a rating equal to or better
than surrounding communities
Maintaining ratios consistent with de-
sired outcomes of ten key ratios of fi-
nancial condition .
General Fund Balance
The Town fund balance consists of three
(3) components, defined below. In or-
der to satisfy the objective of maintain-
ing a bond rating equal to or better than
surrounding peer communities a fund
balance of at least 30% of revenues is
recommended. The three components
added together will help achieve the
30% Guidelines:
In order to achieve the objectives of this
policy, and to maintain sufficient work-
ing capital and a comfortable margin of
safety to address emergencies and un-
expected declines in revenue without
borrowing, the following guidelines
shall be adhered to by the Town Man-
ager, staff and Town Council goal.
Undesignated unreserved fund balance
– designated for unanticipated expen-
diture or loss of revenue, the Town of
Fountain Hills' undesignated unre-
served fund balance in the General
Fund at the end of any fiscal year will
be equal to no less than 30 days of an-
nual operating expenditures for the up-
coming fiscal year. This contingency
will provide for the temporary financing
of an unforeseen nature for that year.
Expenditures for these emergency or
unforeseen appropriations can only be
undertaken with Town Manager ap-
proval and only if funds are not avail-
able in the department requesting the
contingency funding. Expenditures ex-
ceeding $20,000 will require Council
approval. This contingency will expire
at the end of each fiscal year and any
unused balance will be included with
the funds available for appropriation in
the following fiscal year.
Designated unreserved fund – the
Town will maintain a designated unre-
served fund balance in the General
Fund of a minimum ten percent (10%)
of the average actual General Fund
revenues for the preceding five fiscal
years. These reserves will be desig-
nated for “pay-as-you-go” capital re-
placement expenditures, equipment
replacement, capital projects, prepay
The height of desert living. 38
Financial Overview
existing Town debt, or any other expen-
diture that is non-recurring in nature.
The 10% is the minimum and is based
on the Property and Equipment Replace-
ment Schedule, which may be increased
to accelerate accumulation funds for a
large capital expenditure. To the ex-
tent these reserves are expended, addi-
tional funds necessary to restore this
additional ten percent (10%) amount
will be provided in at least approxi-
mately equal contributions during the
five fiscal years following the fiscal year
in which the event occurred. The desig-
nated General Fund Balance can only be
authorized for expenditure upon recom-
mendation of the Town Manager and
vote of the Town Council.
Reserved Fund Balance – the Town will
maintain a reserved fund balance in the
General Fund of 20% of the average ac-
tual General Fund revenues for the pre-
ceding five fiscal years, indicating stable
fiscal policies. The maintenance of this
fiscal balance is a particularly important
factor considered by credit rating agen-
cies in their evaluation of the credit
worthiness of the Town. It is of primary
importance that the Town’s credit rating
be protected.
During the annual budget process the
Town Manager will estimate the surplus
or deficit for the current year and pre-
pare a projection of the year-end un-
designated general fund balance. Such
projection will include an analysis of
trends in fund balance levels on an his-
torical and future projection basis.
Funds in excess of the fund balance goal
will be retained in the undesignated un-
reserved General Fund Balance, and
may be considered to supplement "pay
as you go” capital outlay expenditures,
or may be used to prepay existing
Town debt. These funds may not be
used to establish or support costs that
are recurring in nature.
The undesignated unreserved, desig-
nated unreserved and reserved fund
balance will be established each fiscal
year during the budget process de-
pending on planned expenditures but
cannot exceed accumulated revenues.
This policy will be reviewed by the
Town Manager every three years fol-
lowing adoption or sooner at the direc-
tion of the Town Council.
Special Revenue Funds
The Highway User Revenue Fund
(HURF) is a restricted fund and de-
pends upon State Shared Revenues for
over 90% of annual revenues. This
fund may only be used for street and
highway purposes. The combined un-
designated unreserved, designated un-
reserved and reserved Fund Balance
will be based on the minimum require-
ment as specified in the Property and
Equipment Replacement Schedule. The
schedule will be reviewed on an annual
basis to determine the required
amount to be set aside as designated
unreserved
Financial Planning
Fiscal planning refers to the process of
identifying resources and allocating
those resources among competing pur-
poses. The primary vehicle for this
planning is the preparation, monitoring
The height of desert living. 39
Financial Overview
and analysis of the Town’s budget. It is
increasingly important to monitor the
performance of the programs competing
to receive funding.
The Town Manager shall submit to the
Town Council a proposed annual
budget, with their recommendations,
and shall execute the budget as finally
adopted, pursuant to Section 15.1-602
of the Arizona Revised Statutes, as
amended. The Town will budget reve-
nues and expenditures on the basis of a
fiscal year which begins July 1 and ends
on the following June 30. The Town
Council will adopt the budget no later
than June 30.
The Town will prepare a budget in ac-
cordance with the guidelines established
by the Government Finance Officers As-
sociation in its Distinguished Budget
Award Program. The proposed budget
will contain the following:
Revenue estimates by major category,
by major fund;
Expenditure estimates by department
levels and major expenditure category,
by major fund;
Estimated fund balance by major fund;
Debt service by issue detailing principal
and interest amounts by fund;
Proposed personnel staffing levels;
A detailed schedule of capital projects,
including a capital improvement pro-
gram;
Any additional information, data, or
analysis requested of management by
the Town Council.
The operating budget will be based on
the principle that current operating ex-
penditures, including debt service, will
be funded with current revenues creat-
ing a balanced budget. The Town will
not balance the current budget at the
expense of meeting future years’ ex-
penditures; for example accruing fu-
ture years' revenues or rolling over
short-term debt to avoid planned debt
retirement.
Ongoing operating costs should be sup-
ported by ongoing, stable revenue
sources. This protects the Town from
fluctuating service levels, and avoids
crises when one-time revenues are re-
duced or removed. Revenues from
growth or development should be tar-
geted to costs related to development,
or invested in improvements that will
benefit future residents or make future
service provision efficient.
The Town Manager will provide an esti-
mate of the Town's revenues annually
for each fiscal year. The estimates of
special (grant, excise tax, etc.) reve-
nues and interfund transfers will also
be provided by the Town Manager.
The budget will fully appropriate the
resources needed for authorized regu-
lar staffing. At no time shall the num-
ber of regular full-time employees on
the payroll exceed the total number of
full-time positions authorized by the
Town Council. All personnel actions
shall be in conformance with applicable
federal and state law and all Town ordi-
nances and policies.
The Town Manager shall provide annu-
ally a budget preparation schedule out-
The height of desert living. 40
Financial Overview
lining the preparation timelines for the
proposed budget. Budget packages for
the preparation of the budget, including
forms and instructions, shall be distrib-
uted to Town departments in a timely
manner for the department’s comple-
tion. Department Directors shall pre-
pare and return their budget proposals
to the Administration Department, as
required in the budget preparation
schedule.
Performance measurement indicators
will be integrated into the budget proc-
ess as appropriate.
Alternatives for improving the efficiency
and effectiveness of the Town's pro-
grams and the productivity of its em-
ployees will be considered during the
budget process. Duplication of services
and inefficiency in service delivery
should be eliminated wherever they are
identified.
Department Directors are required to
monitor revenues and control expendi-
tures to prevent exceeding their total
departmental expenditure budget. It is
the responsibility of these department
directors to immediately notify the Town
Manager of any exceptional circum-
stances that could result in a depart-
mental expenditure budget to be ex-
ceeded.
A quarterly report on the status of the
General Fund budget and trends will be
prepared within 60 days of the end of
each quarter by the Administration De-
partment. In addition, the quarterly re-
port shall include revenue and expendi-
ture projections through the end of the
fiscal year.
If a deficit is projected during any fiscal
year, the Town will take steps to re-
duce expenditures, increase revenues
or, if a deficit is caused by an emer-
gency, consider using the undesignated
unreserved General Fund Balance, to
the extent necessary to ensure a bal-
anced budget at the close of the fiscal
year. The Town Manager may institute
a cessation during the fiscal year on
hirings, promotions, transfers, and
capital equipment purchases. Such ac-
tion will not be taken arbitrarily and
without knowledge and support of the
Town Council.
Expenditure Control
Management must ensure compliance
with the legally adopted budget. In
addition, purchases and expenditures
must comply with legal requirements.
Expenditures will be controlled by an
annual budget at the departmental
level. The Town Council shall adopt
appropriations through the budget
process. Written procedures will be
maintained for administrative approval
and processing of certain budget trans-
fers within funds.
The Town will maintain a purchasing
system that provides needed materials
in a timely manner to avoid interrup-
tions in the delivery of services. All
purchases shall be made in accordance
with the Town's purchasing policies,
guidelines and procedures and applica-
ble state and federal laws. The Town
will endeavor to obtain supplies, equip-
ment and services as economically as
possible.
The height of desert living. 41
Financial Overview
Expenditures will be controlled through
appropriate internal controls and proce-
dures in processing invoices for pay-
ment.
The Town shall pay applicable contrac-
tor invoices in accordance with the re-
quirements of Arizona Revised Statutes
34-221.
The State of Arizona sets a limit on the
expenditures of local jurisdictions. The
Town will comply with these expendi-
ture limitations and will submit an au-
dited expenditure limitation report, au-
dited financial statements, and audited
reconciliation report as defined by the
Uniform Expenditure Reporting System
(A.R.S. Section 41-1279.07) to the
State Auditor General each year.
Assets will be capitalized at $10,000
and will be recorded in the Town of
Fountain Hills Summary of General
Fixed Assets
Revenues and Collections
All government employees are consid-
ered stewards of public funds. In order
to provide funding for service delivery,
the Town must have reliable revenue
sources. These diverse revenues must
be collected equitably, timely, and effi-
ciently.
The Town's goal is a General Fund reve-
nue base that is equally balanced be-
tween sales taxes, state shared reve-
nues, property tax, service fees and
other revenue sources.
The Town will strive for a diversified and
stable revenue base to shelter it from
economic changes or short-term fluc-
tuations and in any one revenue source
by doing the following:
Establishing new charges and fees as
needed and as permitted by law at rea-
sonable levels.
Pursuing legislative change, when nec-
essary, to permit changes or establish-
ment of user charges and fees.
Aggressively collecting all revenues,
late penalties, outstanding taxes owed
and related interest as authorized by
the Arizona Revised Statutes.
The Town will monitor all taxes to in-
sure they are equitably administered
and collections are timely and accu-
rate. Fees and charges should be
based on benefits and/or privileges
granted by the Town, or based on costs
of a particular service.
The Town should pursue intergovern-
mental aid for those programs and ac-
tivities that address a recognized need
and are consistent with the Town's long
-range objectives. Any decision to pur-
sue intergovernmental aid should in-
clude the consideration of the follow-
ing:
Present and future funding require-
ments.
Cost of administering the funds.
Costs associated with special conditions
or regulations attached to the grant
award.
The Town will attempt to recover all
allowable costs--both direct and indi-
rect--associated with the administra-
tion and implementation of programs
funded through intergovernmental aid.
In the case of the School District, the
Town may determine to recover less
The height of desert living. 42
Financial Overview
than full cost of services provided. In
the case of State and Federally man-
dated programs, the Town will attempt
to obtain full funding for the service
from the governmental entity requiring
the service be provided. Allowable
costs will be determined based upon a
“Cost Allocation Study” prepared peri-
odically.
Local sales tax revenues are derived
from several sources with a significant
portion from construction related activ-
ity. To ensure that the revenues from
growth or development are targeted to
costs related to development, or in-
vested in improvements that will benefit
future residents or make future service
provision efficient the Town will desig-
nate 85% of those one-time revenues
to the Capital Projects Fund. At the end
of each fiscal year these revenues will
be transferred from the General Fund to
the Capital Projects Fund for future ap-
propriation.
User Fees Cost Recovery
User fees and charges are payments for
voluntarily purchased, publicly provided
services that benefit specific individuals.
The Town relies on user fees and
charges to supplement other revenue
sources in order to provide public ser-
vices.
The Town may establish user fees and
charges for certain services provided to
users receiving a specific benefit.
User fees and charges will be estab-
lished to recover as much as possible
the direct and indirect costs of the pro-
gram or service, unless the percentage
of full cost recovery has been mandated
by specific action of the Town Council.
It is recognized that occasionally com-
peting policy objectives may result in
reduced user fees and charges that re-
cover a smaller portion of service
costs.
Periodically, the Town will recalculate
the full costs of activities supported by
user fees to identify the impact of infla-
tion and other attendant costs.
Debt Policy
The purpose of this debt policy is to
provide for the preservation and en-
hancement of the Town’s bond ratings,
the maintenance of adequate debt ser-
vice reserves, compliance with debt in-
strument covenants and provisions and
required disclosures to investors, un-
derwriters and rating agencies. The
overall debt management policy of the
Town of Fountain Hills is to ensure that
financial resources are adequate in any
general economic situation to not pre-
clude the Town’s ability to pay its debt
when due.
These policies are meant to supple-
ment the legal framework of public
debt laws provided by the Arizona Con-
stitution, State Statutes, Federal tax
laws and the Town’s current bond reso-
lutions and covenants. The Arizona
Constitution limits a city or town’s
bonded debt capacity (outstanding
principal) to certain percentages of the
Town’s secondary assessed valuation
by the type of project to be con-
structed. There is a limit of 20% of
secondary assessed valuation for pro-
jects involving water, sewer, artificial
lighting, parks, open space, and rec-
The height of desert living. 43
Financial Overview
reational facility improvements. There
is a limit of 6% of secondary assessed
valuation for any other general-purpose
project.
General
The Town will use current revenues to
pay for short-term capital projects, re-
pair and maintenance items and will re-
serve long-term debt for capital im-
provements with useful lives of ten (10)
years or more. The Town will not use
long-term debt to fund current govern-
mental operations and will manage its
cash in a fashion that will prevent any
borrowing to meet working capital
needs. However, exclusive reliance
upon pay-as-you-go funds for capital
improvements requires existing resi-
dents to pay for improvements that will
benefit new residents who relocate to
the area after the expenditure is made.
Financing capital projects with debt pro-
vides for an “intergenerational equity”,
as the actual users of the capital asset
pay for its cost over time, rather than
one group of users paying in advance
for the costs of the asset. Where there
is a benefit to all future residents, debt
financing should be given consideration.
To increase its reliance on current reve-
nue to finance its capital improvements,
and promote a “pay-as-you-go” philoso-
phy, the Town will appropriate each
year a percentage of current revenues
to maintain a minimum 10% of average
actual General Fund revenues for the
preceding five fiscal years in the Desig-
nated Unreserved Fund
Capital Improvement Plan
As part of the budget process each
year the Town will prepare a capital
spending plan that provides a detailed
summary of specific capital projects for
the five fiscal years subsequent to the
fiscal year presented. The plan will in-
clude the name of the project, project
schedule, capital cost by fiscal year and
a recommended specific funding
source. The five-year capital improve-
ment plan will be developed within the
constraints of the Town’s ability to fi-
nance the plan.
The Town Manager and Department
Directors will develop formal ranking
criteria that will be used in the evalua-
tion of all capital projects. The pro-
gram ranking criteria will give greatest
weight to those projects which protect
the health and safety of its citizens.
Pay-as-you-go project financing shall
be given the highest priority. Capital
improvements that must rely upon
debt financing shall be accorded a
lower priority and projects with a useful
life of less than five years shall not be
eligible for inclusion in bond issues.
Lease purchase financing shall be dis-
couraged and only be undertaken when
the project is considered essential to
the efficient operation of the Town or
to remove expenditures that would ex-
ceed the State imposed expenditure
limitation. The Town Manager or desig-
nee shall determine that pay-as-you-go
expenditures do not cause the state
imposed expenditure limitation to be
exceeded in any fiscal year.
All capital project requests will be ac-
companied by a description of the
The height of desert living. 44
Financial Overview
sources of funding to cover project
costs. Where borrowing is recom-
mended, a dedicated source of funds to
cover debt service requirements must
be identified. All capital project re-
quests will be required to identify any
impact the project may have on future
operating costs of the Town. The Town
will seek grants to finance capital im-
provements and will favor those pro-
jects which are likely to receive grant
money.
All capital project appropriations and
amendments to the capital improve-
ment plan must be approved by the
Town Council.
The capital plan will include all equip-
ment and facilities with a useful life of
greater than ten years and a cost
greater than $50,000. Debt financing
shall not exceed the useful life of the
infrastructure improvement or asset.
Financing Alternatives
Financing alternatives are listed below
but are not limited to:
Grants
Developer Contributions
General Obligation Bond – requires
voter approval, supported by an ad
valorem (property) tax
Revenue Bonds – repaid with revenue
stream (HURF, revenue generated by
project)
Municipal Property Corporation Bonds –
repaid with a dedicated revenue source
CFD or Special District Bonds – sup-
ported by an ad valorem property tax
Capital Leases – repaid within operating
budget
Commercial Paper (CP) or Bond Antici-
pation Notes (BAN) with terms less
than two years
Town Debt Service costs (GO, Revenue
Bonds, MPC, Leases) shall not exceed
20% of the Town’s operating revenue
in order to control fixed costs and en-
sure expenditure flexibility. Improve-
ment District (ID), Community Facility
District (CFD) and Special District debt
service is not included in this calcula-
tion because it is paid by district prop-
erty owners and is not an obligation of
the general citizenry. Separate criteria
have been established and included
within the Town’s CFD policy.
In accordance with requirements of the
State of Arizona Constitution, total
bonded debt will not exceed the 20%
limitation and 6% limitation of the total
secondary assessed valuation of tax-
able property in the Town.
The Town shall comply with all U.S. In-
ternal Revenue Service arbitrage re-
bate requirements for bonded indebt-
edness.
Where applicable, the Town will struc-
ture General Obligation bond issues to
create level debt service payments
over the life of the issue. The goal will
be to strive for a debt repayment
schedule to be no more than fifteen
(15) years; at no time will the debt ex-
ceed twenty-five (25) years.
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 savings ex-
ceed $750,000, or for the purposes of
The height of desert living. 45
Financial Overview
modifying restrictive covenants or to
modify the existing debt structure to the
benefit of the Town. Refinancings un-
dertaken for other reasons should pro-
ceed only when the advantages have
been clearly shown in a cost/benefit
analysis of the transaction.
The Town will seek to maintain and, if
possible, improve the current bond rat-
ing in order to minimize borrowing costs
and preserve access to credit.
An analysis showing how a new issue
combined with current debt impacts the
Town’s debt capacity and conformance
with Town debt policies will accompany
every future bond issue proposal. The
debt capacity analysis should reflect a
positive trend and include:
Percent of debt outstanding as a per-
cent of the legal debt limit
Measures of the tax and revenue base
Evaluation of trends relating to expendi-
tures and fund balance
Debt service as a percentage of as-
sessed valuation
Measures of debt burden on the com-
munity
Tax-exempt market factors affecting in-
terest costs
Debt ratios
Municipal Property Corporation and con-
tractual debt, which is non-voter ap-
proved, will be utilized only when a
dedicated revenue source (e.g. excise
taxes) can be identified to pay debt ser-
vice expenses. The project to be fi-
nanced will generate net positive reve-
nues (i.e., the additional revenues gen-
erated by the project will be greater
than the debt service requirements).
The Town’s privilege tax to debt service
goal will be a ratio of at least 3.5:1 to
ensure the Town’s ability to pay for
long term debt from this elastic reve-
nue source.
Issuance of Obligations
The Town shall select the underwriter
and the paying agent/registrar for each
debt issuance based on competitive
bid. The underwriter must be a firm
domiciled in Arizona with an office in
the Phoenix area and a record of prior
working relationships.
The request for proposals process will
be designed to select the service pro-
viders that offer the Town the best
combination of expertise and price.
The Town is not required to select the
firm offering the lowest price, but a re-
port must be prepared by the Town
Manager providing justification to the
Town Council for a recommendation
when other than the lowest bidder is
chosen. The review of all proposals
submitted shall be the responsibility of
the Town Manager.
The Town of Fountain Hills will use
competitive sales as the primary
means of selling new General Obliga-
tion or Revenue bonds that are repaid
through ad valorem (property) taxes.
Negotiated sales will be permitted for
all other debt issues when it is ex-
pected to result in a lower true interest
cost than would a competitive sale of
that same date and structure or there
is evidence of volatile market condi-
tions, complex security features, or an-
other overriding factor.
The Town Manager or designee and
The height of desert living. 46
Financial Overview
Town Attorney will coordinate their ac-
tivities to ensure that all securities are
issued in the most efficient and cost-
effective manner and in compliance with
the Town’s governing statutes and
regulations. The Manager and the
Town Attorney shall consult and jointly
select the bond counsel for a bond is-
sue. The Town Attorney will review all
documents related to the issuance of
securities by the jurisdiction.
The Town will seek a rating on all new
issues which are being sold in the public
market if economically feasible.
The Town will report on an annual basis
all financial information and/or notices
of material events to the rating agencies
and Nationally-Recognized Municipal Se-
curities Information Repositories
(NRMSIR’s). The annual report will in-
clude but not be limited to the Town’s
annual Comprehensive Annual Financial
Report (CAFR).
The Town will require any institution or
individual investing monies as an agent
for the Town to do so in a manner con-
sistent and in compliance with the
Town’s adopted Investment Policy.
The Town will provide detailed draw
schedules for any project to be funded
with borrowed monies. The Town will
invest the proceeds or direct a trustee
to invest the proceeds of all borrowings
in a manner that will ensure the avail-
ability of funds as described in the draw
schedules.
The Town acknowledges the responsi-
bilities of the underwriting community
and pledges to make all reasonable ef-
forts to assist underwriters in their ef-
forts to comply with SEC Rule 15c2-12
and MSRB Rule G-36.
The Town of Fountain Hills’ capital im-
provement program ranking criteria will
give greatest weight to those projects,
which protect the health and safety of
it’s citizens. Pay-as-you-go project fi-
nancing shall be given the highest pri-
ority. Capital improvements that must
rely upon debt financing shall be ac-
corded a lower priority. All capital pro-
ject requests will be accompanied by a
description of the sources of funding to
cover project costs. Where borrowing
is recommended, the source of funds
to cover debt service requirements
must be identified. All capital project
requests will be required to identify any
impact the project may have on future
operating costs of the Town.
Department Directors will submit a de-
tailed description of the useful life of
capital projects submitted in conjunc-
tion with the preparation of the Town’s
CIP. Projects with a useful life of less
than ten years shall not be eligible for
inclusion in bond issues. The Manager
shall incorporate an estimate of the
useful life of proposal capital improve-
ments in developing an amortization
schedule for each bond issue. If a
short-lived asset or project (less than
ten years) is included in a bond issue,
then the bond amortization schedule
shall be adjusted to reflect the asset’s
rapid depreciation. At no time shall the
amortization exceed the life of the as-
set.
The height of desert living. 47
Revenue Summary
Revenue Summary
The height of desert living. 48
Revenue Summary
Revenue
This section provides a broad overview of the revenues included in the FY2009-10
budget. Information is presented for general, special revenue, debt service and
capital project funds.
Total revenues for all funds are estimated at $33,076,901. The general fund portion
represents approximately 44.4% of the total. Special revenue funds represent an-
other 14.0% of the budget. Debt service represents 9.7% and capital projects rep-
resent the remaining 31.8% of the total revenues.
$14,696,229 44.4%
$1,600,545 4.8%
$295,859 0.9%
$17,000 0.1%
$2,000 0.0%
$2,576,850 7.8%
$145,470 0.4%
$3,214,041 9.7%
$10,528,907 31.8%
$33,076,901 100.0%
Debt Service
Development Fees
Capital Projects
REVENUES BY FUND
Total
Excise Tax Fund
General Fund
HURF
Special Revenue Fund
Court Enhancement Fund
Public Art
General Fund,
$14,696,229
HURF, $1,600,545
Excise Tax Fund,
$295,859
Court
Enhancement
Fund, $17,000
Public Art, $2,000 Special Revenue
Fund, $2,576,850
Development
Fees, $145,470
Debt Service,
$3,214,041
Capital Projects,
$10,528,907
REVENUES BY FUND
TOTAL ALL FUNDS
$33.1M
The height of desert living. 49
Revenue Summary
Summary of Revenues
FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-10
Actual Actual Budget Proposed
GENERAL FUND
Intergovernmental
State Sales Tax $2,327,899 $2,275,200 $2,215,242 $1,894,032
Fire Insurance Premium Tax $124,754 $126,752 $130,520 $135,741
Shared Income Tax $2,780,715 $3,449,440 $3,610,480 $3,163,367
Vehicle License Tax $1,014,853 $982,800 $1,067,300 $953,455
Total Intergovernmental $6,248,222 $6,834,192 $7,023,542 $6,146,595
Taxes & Franchise Fees
Property Tax $0$0$0$0
Local Sales Tax $7,745,747 $6,914,185 $6,508,903 $6,628,911
Franchise Tax $324,318 $328,520 $332,800 $363,731
Total Taxes $8,070,065 $7,242,705 $6,841,703 $6,992,642
Charges for Services
Parks & Rec User Fees $153,219 $153,325 $155,683 $127,687
Senior Services Fees $98,947 $75,982 $79,551 $110,211
Community Center Rental Fees $184,592 $203,654 $198,600 $168,150
Community Center Bar Sales $17,658 $23,400 $24,480 $0
Total Charges for Services $454,416 $456,361 $458,314 $406,048
Licenses and Permits
Animal License Fees $41,636 $38,624 $37,986 $39,505
Business License Fees $112,828 $116,795 $117,995 $122,715
Building Permit Fees $934,549 $926,320 $812,780 $330,120
Landscape Permit Fees $7,860 $8,625 $20,000 $10,400
Planning & Zoning Fees $49,006 $32,551 $34,000 $0
Encroachment Fees $43,810 $42,823 $25,000 $10,000
Variances $35,111 $138,620 $50,000 $15,600
Improvement Plan Review Fee $14,519 $14,625 $21,000 $21,000
Total Licenses and Permits $1,239,318 $1,318,983 $1,118,761 $549,340
Fines and Forfeitures
Court Fines $277,486 $253,250 $234,600 $239,292
Total Fines and Forefeitures $277,486 $253,250 $234,600 $239,292
Interest on Investments
Interest on Investments $467,163 $357,393 $300,000 $125,000
Total Interest $467,163 $357,393 $300,000 $125,000
Miscellaneous
Leases & Rents $65,100 $65,475 $65,475 $55,575
Miscellaneous $85,418 $145,620 $100,000 $72,887
Total Miscellaneous $150,518 $211,095 $165,475 $128,462
Total Transfers In $0 $0 $0 $108,850
TOTAL GENERAL FUND REVENUES $16,907,187 $16,673,979 $16,142,395 $14,696,229
The height of desert living. 50
Revenue Summary
FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-10
Actual Actual Budget Proposed
SPECIAL REVENUE FUNDS
Highway Users Funds
Local Transportation (LTAF) $114,716 $114,716 $113,600 $113,400
Highway Users $1,736,917 $1,675,000 $1,763,000 $1,480,152
In Lieu Payments $8,000 $45,000 $10,000 $2,000
Interest $40,000 $25,000 $40,000 $4,993
Miscellaneous $1,000 $500 $1,000 $0
Transfers $0$0$0$0
Total Highway Users Fund $1,900,633 $1,860,216 $1,927,600 $1,600,545
Excise Tax Special Revenue
Local Sales Tax Transfer $486,877 $314,281 $295,859 $295,859
Total Excise Tax Special Revenue $486,877 $314,281 $295,859 $295,859
Court Special Revenue
Court Enhancement Fund $27,875 $18,500 $28,000 $17,000
Total Court Special Revenue $27,875 $18,500 $28,000 $17,000
Public Art Fund
In Lieu Contributions $0 $0 $0 $2,000
Total Public Arts Fund $0 $0 $0 $2,000
Grants
FEMA $0 $60,000 $0 $0
Senior Services Inc. $0 $0 $33,500 $0
State Parks $0 $0 $523,222 $0
AZ Dept of Transportation $0 $180,000 $0 $0
Proposition 202 $260,000 $185,000 $0 $150,000
State of Arizona $0 $0 $19,125 $0
LTAF II $0 $40,030 $0 $40,000
Construction Grants $0 $0 $0 $2,318,000
Miscellaneous Grants $0 $0 $1,464,020 $68,850
Total Grants $260,000 $465,030 $2,039,867 $2,576,850
TOTAL SPECIAL REVENUE FUNDS $2,675,385 $2,658,027 $4,291,326 $4,492,254
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Revenue Summary
FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-10
Actual Actual Budget Proposed
DEBT SERVICE FUNDS
General Obligation Bonds
Secondary Property Tax $1,232,781 $1,330,000 $1,400,000 $1,400,000
Interest $25,786 $800 $1,500 $1,500
Total General Obligation Bonds $1,258,567 $1,330,800 $1,401,500 $1,401,500
Revenue Bonds
Transfer from HURF Fund $134,137 $126,300 $115,843 $136,413
Total Revenue Bonds $134,137 $126,300 $115,843 $136,413
Special District Debt Service
MPC Revenue $1,668,249 $1,329,843 $1,275,277 $1,283,178
Eagle Mountain CFD $203,457 $344,000 $379,000 $389,100
Cottonwoods Improvement District $3,315 $3,300 $3,300 $0
Cottonwoods Maintenance District $3,652 $3,850 $3,850 $3,850
Total Special District Debt Service $1,878,673 $1,680,993 $1,661,427 $1,676,128
TOTAL DEBT SERVICE FUNDS $3,271,377 $3,138,093 $3,178,770 $3,214,041
DEVELOPMENT FEES
Law Enforcement Development Fees $77,782 $43,575 $43,575 $13,767
Street Department Development Fees $233,310 $214,000 $214,000 $74,316
Parks & Recreation Development Fees $686,568 $76,010 $76,010 $14,664
Open Space Development Fees $100,297 $44,550 $44,550 $9,390
General Government Development Fees $155,116 $91,700 $91,700 $28,440
Fire Development Fees $17,945 $9,785 $9,785 $3,153
Library/Museum Development Fees $19,219 $8,965 $8,965 $1,740
TOTAL DEVELOPMENT FEES $1,290,237 $488,585 $488,585 $145,470
CAPITAL PROJECTS FUND
Local Sls Tax Contribution $528,225 $1,157,434 $706,154 $510,000
Miscellaneous $0 $0 $35,980 $0
Stimulus Funds $0 $0 $0 $2,537,717
Debt Service Proceeds $0 $0 $0 $4,500,000
Transfers In $0 $500,000 $0 $2,981,190
TOTAL CAPITAL PROJECTS FUND $528,225 $1,657,434 $742,134 $10,528,907
TOTAL ALL FUNDS $24,672,411 $24,616,118 $24,843,210 $33,076,901
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Revenue Summary
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Revenue Summary
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Revenue Summary
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Revenue Summary
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Revenue Summary
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Revenue Summary
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Revenue Summary
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Revenue Summary
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Revenue Summary
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Revenue Summary
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SSR
42%
Lcl Sls Tax
45%
Franchise
2%
Chgs for Svc
3%
Lic/Permits
4%
Fines
2%
Interest
1%Misc.
1%
Sources of Funds - General Fund
where the money comes from
Total General Fund Revenues - $14.7MTotal General Fund
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Expenditure Summary
.
Expenditure Summary
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Expenditure Summary
Expenditures
This section provides a broad overview of the revenues and expenditures included in
the FY2009-2010 budget. Information is presented for general, special revenue,
debt service and capital project funds.
All Funds Expenditure Summary
Total expenditures for all funds are $35,284,672, including transfers. The general
fund portion of $14,525,655 represents 41.2% of the total. Highway User Revenue
Fund (Streets Fund) represents 4.5% of the total Town budget. Other special reve-
nue funds represent 8.9% of the budget, with debt service representing 9.3% and
capital projects representing 36.1%.
Total proposed expenditures for all funds for FY2009-10 are 24.6% higher than the
FY2008-09 budget, as a result of an increase in Capital Improvement Projects sched-
uled for this year. In contrast, general fund expenditures are 10.0% less than the FY
2008-09 budget.
General Fund
$14.5M
HURF
$1.6M
Excise Tax
$0.4M
Special Revenue
$2.6M
Development
Fees
$0.1M
Debt Service
$3.3M
Capital Projects
$12.8M
EXPENDITURES BY FUND
TOTAL ALL FUNDS
$35.3M
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.
Expenditure Summary
FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-10
Actual Actual Budget Proposed
Fund/Department
GENERAL FUND
Mayor and Town Council $69,114 $179,890 $93,088 $85,640
Municipal Court $359,272 $384,285 $394,490 $397,528
Administration $3,315,070 $3,168,052 $3,253,281 $2,964,808
Public Works $1,880,307 $2,402,799 $1,818,358 $1,372,201
Planning and Zoning $1,295,544 $1,364,237 $1,421,338 $1,068,474
Parks and Recreation $2,107,073 $1,683,995 $1,936,912 $1,669,024
Law Enforcement $2,265,572 $2,790,900 $2,839,077 $2,844,877
Fire Department $2,841,288 $2,982,446 $3,240,908 $3,065,477
Community Center $1,034,996 $1,008,062 $1,144,943 $1,057,625
Transfers $1,669,050 $0 $0 $0
TOTAL GENERAL FUND $16,837,286 $15,964,666 $16,142,395 $14,525,655
SPECIAL REVENUE FUNDS
Highway Users Funds
Streets Department $2,137,401 $2,442,791 $2,207,284 $1,232,746
Transfers Out $0 $90,000 $0 $367,799
Total Highway Users Fund $2,137,401 $2,532,791 $2,207,284 $1,600,545
Excise Tax Special Revenue
Economic Development $525,057 $156,717 $191,835 $132,675
Transfers Out $0 $0 $0 $250,000
Total Excise Tax Special Revenue $525,057 $156,717 $191,835 $382,675
Court Special Revenue
Court Enhancement Fund $4,288 $8,250 $90,000 $50,000
Total Court Special Revenue $4,288 $8,250 $90,000 $50,000
Grants
FEMA Grant $0 $52,015 $0 $0
ADOT Grant $0 $0 $0 $0
Proposition 202 $0 $185,000 $0 $150,000
Miscellaneous Grants $0 $84,412 $1,500,000 $0
Transfers Out $0 $0 $575,847 $2,426,850
Total Grants $0 $321,427 $2,075,847 $2,576,850
Community Center FF & E Fund
Community Center FF&E $0 $0 $0 $0
Total Community Center FF&E $0 $0 $0 $0
Public Arts Fund
Acquisition, Installation & Maintenance $0 $0 $0 $2,500
Total Public Arts Fund $0 $0 $0 $2,500
TOTAL SPECIAL REVENUE FUNDS $2,666,746 $3,019,185 $4,564,966 $4,612,570
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Expenditure Summary
FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-10
Actual Actual Budget Proposed
Fund/Department
DEBT SERVICE FUNDS
General Obligation Bonds
Refunded Bonds $1,360,294 $1,389,596 $1,336,114 $1,336,114
Admin Fees $4,250 $4,250 $4,250 $4,250
Total General Obligation Bonds $1,364,544 $1,393,846 $1,340,364 $1,340,364
Revenue Bonds
Bonds Payment $130,743 $115,843 $136,413 $136,413
Total Revenue Bonds $130,743 $115,843 $136,413 $136,413
Special District Debt Service
Bond Payment -MPC $1,188,348 $1,289,173 $1,337,486 $1,408,886
Bond Payment - Cottonwoods ID. $3,652 $3,850 $3,850 $3,850
Eagle Mountain CFD $387,000 $387,000 $387,000 $389,100
Total Special District Debt Service $1,579,000 $1,680,023 $1,728,336 $1,801,836
TOTAL DEBT SERVICE FUNDS $2,943,544 $3,073,869 $3,205,113 $3,278,613
DEVELOPMENT FEES
Law Enforcement Development Fees $0 $0 $6,020 $0
Street Department Development Fees $23,532 $130,000 $272,780 $142,400
Parks & Recreation Development Fees $444,249 $651,582 $583,900 $0
Open Space Development Fees $8,050 $10,700 $79,060 $0
General Government Development Fees $0 $0 $12,670 $0
Fire Development Fees $0 $0 $1,330 $0
Library Development Fees $0 $0 $2,240 $0
TOTAL DEVELOPMENT FEES $475,831 $792,282 $958,000 $142,400
CAPITAL PROJECTS FUND
Capital Projects $1,122,054 $2,996,355 $3,049,016 $12,291,724
Capital Contingency $800,000 $400,000 $400,000 $433,710
TOTAL CAPITAL PROJECTS FUND $1,922,054 $3,396,355 $3,449,016 $12,725,434
TOTAL ALL FUNDS $24,845,461 $26,246,357 $28,319,490 $35,284,672
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Expenditure Summary
OPERATING EXPENSES
Department Division Budget
Mayor & Council $85,640
Municipal Court $397,528
Administration Town Manager $728,543
Legal Services $360,804
Town Clerk $193,067
Human Resources/Risk Mgmt $575,851
Finance $324,316
Community Affairs/Media Relations $159,755
Economic Development $149,571
Downtown Development $382,675
Information Technology $307,366
Operational Support $255,534
Total General Fund $3,054,808
Total Excise Tax Fund* $382,675
TOTAL OPERATING $3,437,483
Public Works Engineering $791,244
Facilities $580,957
Streets Administration $616,675
Vehicle Maintenance $147,780
Traffic Signals $195,843
Street Sweeping $119,696
Street Signs $91,670
Pavement Management $428,880
Total General Fund $1,372,201
Total Streets (HURF) Fund* $1,600,544
TOTAL OPERATING $2,972,745
Planning & Zoning Planning $344,340
Building Safety $411,528
Code Enforcement $177,511
Mapping & Graphics $135,096
TOTAL OPERATING $1,068,474
Parks & Recreation Recreation $663,529
Fountain Park $386,174
Golden Eagle Park $375,422
Desert Vista Park $105,280
Four Peaks Park $138,619
TOTAL OPERATING $1,669,024
Community Center Community Center Operations $697,447
Senior Services $270,177
TOTAL OPERATING $967,624
Law Law Enforcement $2,844,878
Fire Fire & Emergency Medical $3,065,477
Total General Fund $14,525,655
Total Streets (HURF) Fund $1,600,544
Total Excise Tax Fund $382,675
TOTAL OPERATING BUDGET $16,508,874
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.
Expenditure Summary All Funds Budgeted Expenditure by Account Code Gen Fund Special Revenue Development Debt Capital TOTAL % of TOTALS HURF CCEF Excise Tax Funds Fees Service Projects ALL FUNDS TotalOvertime $0 $3,000 $0 $0 $0 $0 $0 $0 $3,000 0.0%Wages $3,686,036 $453,831 $0 $38,252 $0 $0 $0 $0 $4,139,867 11.7%FICA $80,828 $6,581 $0 $555 $0 $0 $0 $0 $87,409 0.2%Unemployment Insurance $5,506 $646 $0 $32 $0 $0 $0 $0 $6,152 0.0%Employee's Health Insurance $360,167 $57,400 $0 $2,073 $0 $0 $0 $0 $417,567 1.2%Employee's Life Insurance $9,550 $1,284 $0 $113 $0 $0 $0 $0 $10,835 0.0%Employee's Dental Insurance $29,263 $4,678 $0 $203 $0 $0 $0 $0 $33,941 0.1%Employee's Vision Insurance $4,627 $643 $0 $32 $0 $0 $0 $0 $5,269 0.0%Worker's Compensation Insurance $38,030 $27,107 $0 $95 $0 $0 $0 $0 $65,138 0.2%Employee's Retirement Fund $360,828 $49,921 $0 $4,208 $0 $0 $0 $0 $410,749 1.2%Disability Insurance $14,997 $2,061 $0 $176 $0 $0 $0 $0 $17,058 0.0%Total Wages & Salaries $4,589,833 $607,152 $0 $45,739 $0 $0 $0 $0 $5,242,724 14.9%Licenses Permits Filing Fees$1,530 $2,000 $0 $0 $0 $0 $0 $0 $3,530 0.0%Dues & Publications$48,848 $3,080 $0 $2,025 $0 $0 $0 $0 $51,928 0.1%Training/Continuing Education$28,128 $3,500 $0 $0 $0 $0 $0 $0 $31,628 0.1%Meetings & Conferences$59,165 $0 $0 $4,800 $0 $0 $0 $0 $59,165 0.2%Building Repairs & Maintenance$149,645 $3,500 $0 $0 $0 $0 $0 $0 $153,145 0.4%Grounds Maintenance$127,667 $5,600 $0 $0 $0 $0 $0 $0 $133,267 0.4%Equip. Repairs & Maint.$144,395 $1,500 $3,100 $0 $0 $0 $0 $0 $145,895 0.4%Vehicle Repairs & Maintenance$62,282 $38,000 $0 $0 $0 $0 $0 $0 $100,282 0.3%Other Repair & Maintenance$28,435 $80,925 $0 $0 $2,500 $0 $0 $0 $111,860 0.3%Road Repair$0 $52,380 $0 $0 $0 $0 $0 $0 $52,380 0.1%Electricity Expense$402,847 $37,000 $0 $0 $0 $0 $0 $0 $439,847 1.2%Refuse/Recycling$13,764 $2,815 $0 $0 $0 $0 $0 $0 $16,579 0.0%Telecommunications$78,460 $5,900 $0 $476 $0 $0 $0 $0 $84,360 0.2%Water/Sewer$131,070 $8,600 $0 $0 $0 $0 $0 $0 $139,670 0.4%Gas & Oil Expense$54,124 $49,700 $0 $0 $0 $0 $0 $0 $103,824 0.3%Audit Fees$69,000 $9,000 $0 $0 $0 $0 $0 $0 $78,000 0.2%Professional Fees$57,860 $600 $0 $27,500 $0 $0 $0 $0 $58,460 0.2%
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.
Expenditure Summary Engineering Fees$7,000 $9,999 $0 $0 $0 $0 $0 $0 $16,999 0.0%Legal Fees$362,804 $20,000 $0 $0 $0 $0 $0 $0 $382,804 1.1%Liability Insurance$325,000 $108,000 $0 $0 $0 $0 $0 $0 $433,000 1.2%Equipment Rental$6,250 $0 $0 $0 $0 $0 $0 $0 $6,250 0.0%Printing$44,308 $0 $0 $20,535 $0 $0 $0 $0 $44,308 0.1%Advertising/Signage$18,263 $0 $0 $31,000 $0 $0 $0 $0 $18,263 0.1%Intergovernmental Agreements$224,500 $0 $0 $0 $0 $0 $0 $0 $224,500 0.6%ContractuaL Services$5,853,710 $168,695 $0 $0 $150,000 $0 $0 $0 $6,172,405 17.5%Constituent Communications$63,450 $0 $0 $0 $0 $0 $0 $0 $63,450 0.2%Bank/Merchant Acct Charges$15,490 $0 $0 $0 $0 $0 $0 $0 $15,490 0.0%Community Events & Programs$509,814 $0 $0 $0 $0 $0 $0 $0 $509,814 1.4%Office Supplies$45,202 $1,500 $0 $0 $0 $0 $0 $0 $46,702 0.1%Safety Supplies$1,760 $0 $0 $0 $0 $0 $0 $0 $1,760 0.0%Operating Supplies$34,043 $0 $5,000 $600 $0 $0 $0 $0 $34,043 0.1%Food & Bar Supplies$300 $0 $0 $0 $0 $0 $0 $0 $300 0.0%Program Materials$99,947 $0 $0 $0 $0 $0 $0 $0 $99,947 0.3%Uniforms$8,518 $6,400 $0 $0 $0 $0 $0 $0 $14,918 0.0%Postage$16,755 $0 $0 $0 $0 $0 $0 $0 $16,755 0.0%Tools, Shop Supplies$22,600 $5,400 $0 $0 $0 $0 $0 $0 $28,000 0.1%Software$4,200 $1,500 $0 $0 $0 $0 $0 $0 $5,700 0.0%Hardware & Peripherals$2,265 $0 $0 $0 $0 $0 $0 $0 $2,265 0.0%Contingency$150,000 $0 $0 $0 $0 $0 $0 $433,710 $583,710 1.7%Total Supplies & Services$9,273,400 $625,594 $8,100 $86,936 $152,500 $0 $0 $433,710 $10,485,204 29.7%Capital Expend. - Improvements$0 $0 $41,900 $0 $0 $0 $0 $12,291,724 $12,291,724 34.8%Total Capital $0 $0 $41,900 $0 $0 $0 $0 $12,291,724 $12,291,724 34.8%Debt Service$387,000 $136,013 $0 $0 $0 $0 $3,278,613 $0 $3,801,626 10.8%Transfers$275,422 $231,786 $0 $250,000 $2,426,850 $142,400 $0 $0 $3,076,458 8.7%Total Debt/Transfers $662,422 $367,799 $0 $250,000 $2,426,850 $142,400 $3,278,613 $0 $6,878,085 19.5%GRAND TOTAL $14,525,655 $1,600,545 $50,000 $382,675 $2,579,350 $142,400 $3,278,613 $12,725,434 $35,284,672 100.0%
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The FY09-10 budget includes transfers between funds for such items as the annual debt
payment on the Community Center, depreciation charges for replacing Town equipment,
capital projects, etc. A schedule of interfund transfers budgeted for FY09-10 and an expla-
nation of each is shown below:
.
Expenditure Summary
Estimated Estimated
Beginning Estimated Transfers Ending
Fund Fund Balance Revenues Appropriations In/(Out)Fund Balance
99 Rainy Day Fund $1,310,254 $0 $0 $0 $1,310,254
100 General Fund $5,269,554 $14,587,379 $13,972,083 ($553,572)$5,331,278
200 Highway Users Rev Fund $250,000 $1,600,545 $1,232,746 ($368,199)$249,600
300 Excise Tax Fund $1,346,308 $295,859 $132,675 ($250,000)$1,259,492
400 Special Revenue (Grants) $0 $2,576,850 $150,000 ($2,426,850)$0
410 Public Art Fund $2,367 $2,000 $2,500 $0 $1,867
420 Court Enhancement $225,000 $17,000 $50,000 $0 $192,000
500 Revenue Bond Debt Service $0 $0 $136,413 $136,413 $0
510 G O Debt Service $0 $1,401,500 $1,340,364 $0 $61,136
520 Eagle Mtn CFD Debt $0 $389,100 $389,100 $0 $0
530 MPC Debt Service $837,790 $896,178 $1,408,886 $387,000 $712,082
540 Cottonwoods Imp Dist $3,850 $0 $3,850 $0 $0
600 Capital Improvement Fund $8,445,403 $7,547,717 $12,725,434 $2,981,190 $6,248,876
710 Development Fees-Law $188,853 $13,767 $0 $0 $202,620
720 Development Fees-Fire $36,974 $3,153 $0 $0 $40,127
730 Development Fees-Streets $229,427 $74,316 $0 ($142,400)$161,343
740 Development Fees-Parks ($563,258)$14,664 $0 $0 ($548,594)
750 Development Fees-Open Space $1,667,633 $9,390 $0 $0 $1,677,023
760 Development Fees-Library $37,944 $1,740 $0 $0 $39,684
770 Development Fees-Gen Gov't $504,499 $28,440 $0 $0 $532,939
810 Vehicle Replacement (VRP) $268,016 $5,000 $0 $236,418 $509,434
Total $20,060,614 $29,464,598 $31,544,051 $0 $17,981,161
Fund Fund Amount Explanation
General Fund Special Revenue $108,850 Grant Match
Debt Service ($387,000)Annual Debt Payment for Community Center
CIP ($100,000)Transfer to CIP-Municipal Software
Vehicle Replacemen ($175,422)Interfund charge for Vehicle Replacement
Highway User (HURF) Debt Service Fund ($136,413)Annual debt payment for street paving bonds
CIP ($170,790)Transfer to CIP-Pavement Mgmt
Vehicle Replacemen ($60,996)Interfund charge for Vehicle Replacement
Excise Tax Fund CIP ($250,000)Transfer to CIP-Downtown Improvements
Special Revenue General Fund ($108,850)Grant Match
CIP ($2,318,000)Transfer to CIP-Various projects
Development Fees CIP ($142,400)Transfer to CIP-Traffic Signal project
Capital Improvement Fund General Fund $100,000 Transfer to CIP-Municipal Software
HURF $170,790 Transfer to CIP-Pavement Mgmt
Special Revenue $2,318,000 Transfer to CIP-Various projects
Excise Tax Fund $250,000 Transfer to CIP-Downtown Improvements
Development Fees $142,400 Transfer to CIP-Traffic Signal project
Debt Service General Fund $387,000 Annual Debt Payment for Community Center
HURF $136,413 Annual debt payment for street paving bonds
Vehicle Replacement Fund General Fund $175,422 Interfund charge for Vehicle Replacement
HURF $60,996 Interfund charge for Vehicle Replacement
Fiscal Year 2009-10
Explanation of Transfers
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Expenditure Limitation
Each year the Economic Estimates Commission of the State of Arizona develops ex-
penditure limits for local governments in Arizona based on a formula using 1979-80
expenses adjusted for inflation and population growth. Cities and town are required
to stay within the limits or incur a penalty (reduction in State Shared revenues).
The final FY09-10 expenditure limitation for the Town of Fountain Hills is
$28,055,993; the limit applies to FY10 expenditures of the Town (all funds) but al-
lows for certain exemptions and deductions. For example, debt service payments,
HURF, bond proceeds, stimulus and grant expenditures are not included when deter-
mining compliance with the expenditure limitation. However, development fee and
capital project expenditures are subject to the limitation. The table below is an esti-
mate of the Town’s expenditure limitation, deductions and exclusions and final
spending authority.
Expenditure Summary
$35,284,672
Exclusions from Revenues:
$0
$4,500,000
$3,278,613
$131,493
$5,114,567
$113,400
$0
$1,763,000
$0
$0
$0
$2,694,279
Total Exclusions $17,595,352
Expenditures subject to limitation $17,689,320
Expenditure Limitation $28,055,993
Under/(Over) Limitation $10,366,673
Refunds, Reimbursements
Voter Approved Exclusions
Prior Years Carryforward
Received from State(LTAF, GETUM Grants)
Contributions from private organization
Highway User Revenues excess 1979-80
Savings Reserved for Capital Purchase (voter approved)
Contracts with Other Political Subdivisions
Bond Proceeds carried forward
Bond Proceeds
Debt Service Payments
Dividends,Interest,Gains
Grants
EXPENDITURE LIMITATION ANALYSIS (Estimate)
Total Expenditures
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Town Council
1%
Administration
20%
Law Enforcement
20%
Fire Department
21%
Municipal Court
3%
Parks & Recreation
12%
Community
Center/Senior Services
7%
Public Works
9%
Planning & Zoning
7%
Uses of Funds - General Fund
where the money goes
Total General Fund Budget - $14.5M
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Budget Process
And
Schedule
Budget Process
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Mission of the Budget Process
Communication and involvement with citizens and other stakeholders is stressed.
The broad nature of the budget mission allows issues to be addressed that have lim-
ited the success of budgeting in the past. Apathy is a serious illness of government;
it is in the best interests of government to have involved stakeholders.
The term stakeholder refers to anyone affected by or who has a stake in govern-
ment. This term stakeholder includes, but is not limited to: citizens, customers,
elected officials, management, employees and their representatives, businesses,
vendors, other governments, and the media. It is vital that the budget processes
include diverse stakeholders.
Each year the Town of Fountain Hills budget is developed from the Town Council’s
priorities by the Finance Department with the individual departments and the Town
Manager. Meetings with each department, the Town Manager and the Finance De-
partment are held during the month of March. After these meetings are completed,
a proposed balanced budget is prepared for submittal to the full Town Council and
public in May.
Recommended Budget Practices
The Town of Fountain Hills budget process is designed to meet citizens’ needs for in-
formation and input; decision makers’ needs for information and advice from citizens
on their desired blend of services; and the time line set by the State of Arizona
through Arizona Budget Law.
The Town of Fountain Hills budget process incorporates the recommended practices
promulgated by the National Advisory Council on State and Local Budgeting
(NACSLB). Concurrently, Town staff apply diligent effort into improving the proc-
esses, decisions and outcomes with each new budget year. The NACSLB’s practices
encourage governments to consider the long term consequences of actions to ensure
that impacts of budget decisions are understood over a multi-year planning horizon
and to assess whether program and service levels can be sustained.
Budget Definition
All cities and towns in Arizona are required to adopt an annual budget. State law
dictates that fiscal years begin on July 1 and end on June 30. Certain parts of the
budget document such as summaries of revenues and expenditures showing two
years of spending history are required by State law.
A good budget process is characterized by several essential features:
Incorporates a long-term perspective
Establishes linkages to broad goals
Focuses budget decisions on results and outcomes
Budget Process
The height of desert living. 75
Involves and promotes effective communication with stakeholders
Provides incentives to government management and employees
These key characteristics of good budgeting make clear that the budget process is
not simply an exercise in balancing revenues and expenditures one year at a time,
but is strategic in nature, encompassing a multi-year financial and operating plan
that allocates resources on the basis of identified goals. A good budget process
moves beyond the traditional concept of line-item expenditure control, providing in-
centives and flexibility to managers that can lead to improved program efficiency and
effectiveness.
Principles and Elements of the Budget Process
The budget process consists of four broad principles that stem from the definition
and mission previously described. These principles encompass many functions that
spread across a governmental organization. They reflect the fact that development
of a balanced budget is a political and managerial process that also has financial and
technical dimensions. Each of the principles of the budget process incorporates com-
ponents or elements that represent achievable results. These elements help trans-
late the guiding principles into action components. Individual budgetary practices
are derived from these elements. The principles and elements provide a structure to
categorize budgetary practices.
Establish broad goals to guide government decision-making – a government should
have broad goals that provide overall direction for the government and serve as a
basis for decision-making.
Assess community needs, priorities, challenges and opportunities.
Identify opportunities and challenges for governmental services, capital as-
sets, and management
Develop and disseminate broad goals
Develop approaches to achieve goals – a government should have specific
policies, plans, programs, and management strategies to define how it will
achieve its long-term goals.
Adopt financial policies
Develop programmatic, operating, and capital policies and plans
Develop programs and services that are consistent with policies and plans
Develop management strategies
Develop a budget consistent with approaches to achieve goals – a financial
Budget Process
The height of desert living. 76
plan and budget that moves toward achievement of goals, within the con-
straints of available resources, should be prepared and adopted.
Develop a process for preparing and adopting a budget
Develop and evaluate financial options
Make choices necessary to adopt a budget
Evaluate performance and make adjustments – program and financial per-
formance should be continually evaluated, and adjustments made, to en-
courage progress toward achieving goals.
Monitor, measure, and evaluate performance
Make adjustments as needed
When does the “budget season” start?
The budget process typically begins in January when the Finance Department begins
to review current levels of service, Council goals and objectives as identified at the
annual Council retreat, proposed capital improvements, and financial forecasts.
In reality, the budget process for the Town is actually an ongoing process. Through-
out the fiscal year, citizens and staff submit suggestions for new services, regula-
tions, funding sources, and improved service delivery, as well as concerns to the
Town Council and commissions for discussion, study, and/or implementation. Advi-
sory boards and commissions develop plans for new or enhanced programs to be in-
cluded in the following year’s budget proposal.
Implementing, Monitoring, and Amending the Budget
A budget is an annual planning tool - it identifies the Town’s work plan and matches
the financial, material, and human resources available with the requirements to com-
plete the work plan. It includes information about the organization and identifies the
Council policy that directed the budget preparation. Although a budget is often dis-
cussed as a financial document, the financial portion means very little without the
policy and administrative information that explains what the organization intends to
do with the financial resources.
In July, the Town staff begins the process of implementing the newly adopted budget
and is accountable for budgetary control throughout the fiscal year. Revenue and
expenditure patterns are examined, compared to budget plans, and corrective ac-
tion, if necessary, is taken during the fiscal year. Town management is provided
with a monthly budget and activity report; the Town Council is provided a summary
budget report at the end of each quarter disclosing actual revenue, expenditure, and
fund balance performance as compared to the budget.
The Town of Fountain Hills budget is adopted at a department level and the Capital
Budget Process
The height of desert living. 77
Improvement Plan is adopted at a project level. Control of each legally adopted an-
nual budget is at the department level; the Town Manager may at any time transfer
any unencumbered appropriation balance or portion thereof between general classifi-
cations of expenditure (line items) within a department. The items are reduced by a
like amount. At the request of the Town Manager, the Council may transfer any un-
encumbered appropriation balance or portion thereof between one department to an-
other.
Pursuant to Arizona Revised Statutes, “No expenditure shall be made for a purpose
not included in such budget..”. Thus a Contingency line item is included within the
General Fund to accommodate most unplanned expenditures. The other option in
amending the budget, according to state law, is for the Council to declare an emer-
gency and then transfer the monies from one line item or department to another. In
essence, any approved Council transfers do amend the budget although the budget
is never reprinted. All transfers are reflected on the following year’s legal schedules
as required by the Auditor General’s Office.
What funds are included in this budget?
The accounts of the Town are organized on the basis of funds or account groups,
each of which is considered a separate accounting entity. Government resources are
allocated to and accounted for in individual funds based on the purposes for which
they are to be spent and the means by which spending activities are controlled. The
Town of Fountain Hills appropriates all funds in its budget process:
General Fund – revenues and expenditures to carry out basic governmental activities
such as police and fire, recreation, planning, legal services, administrative services,
etc. (non-restricted).
Special Revenue Funds – revenues derived from specific taxes or other earmarked
revenue sources, usually required by statute or ordinance to finance particular activi-
ties. Highway User Revenue Fund (HURF) and grants are examples of special reve-
nue funds (restricted by statute).
Excise Tax Revenue Funds – designated for bond payments for mountains, Civic Cen-
ter phase II project, and downtown development (restricted by legislative ac-
tion).Debt Service Funds – established to account for the accumulation of resources
for, and the payment of, general long-term debt principal and interest. Municipal
Property Corporation (MPC) and Community Facilities District (CFD) funds are in-
cluded within the debt service funds.
Capital Projects Funds – to account for the purchase or construction of major capital
facilities, heavy equipment, park improvements and major road improvements. The
Capital Project Fund revenues are derived from excess General Fund revenues and
85% of the construction related local sales tax.
Budget Process
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When can a citizen have input into the budget process?
Town staff welcomes comments and suggestions throughout the year. The first op-
portunity for the Town Council to contribute to the budget is during the annual goal
setting retreat held in January. The proposed budget is presented to the public and
Town Council in May at which time a public hearing is held to receive input. This is
the opportunity to increase the budget for the next fiscal year before the maximum
spending amount is established. Once the maximum spending amount is adopted as
the tentative budget, line items can only be exchanged or decreased prior to the
budget’s final adoption.
Budget Schedule
Friday, October 3, 2008 Council Strategic Planning Session
Develop broad policies or ideas to drive budget process
Friday, November 14, 2008 Capital Improvement Program Budget Kick-off Meeting
20 year CIP/IIP distributed to Directors for review and 5 year update
Overview of capital budget process
Friday, December 5, 2008 Cabinet Budget Retreat-Plan to implement Council goals
Departments formulate specific performance measures
Monday, December 8, 2008 Operating Budget Kick-off Meeting
Friday, December 12, 2008 Tyler MUNIS budget training
Friday, December 19, 2008 Directors submit requests for new/revised programs with justification
Directors submit requests for new staff/reclassifications with justification
Monday, January 5, 2009 Finance submits early revenue projections to Budget Committee
Wednesday, January 7, 2009 Public Planning Open House on Budget (Feedback cards provided)
Friday, January 9, 2009 Council Budget Retreat
January 1 - 31, 2008 Department Directors communicate budget priorities to Commissions
Friday, January 16, 2009 Preliminary approval from Budget Committee on program and staffing requests
Friday, January 23, 2009 Directors submit updated 5-year CIP/IIP project sheets and costs to Finance
Finance begins to prepare CIP for workstudy
Tuesday, January 27, 2009 CIP workstudy session with Council
Budget Process
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Friday, February 6, 2009 Finance submits updated 5-year CIP/IIP to Budget Committee
Friday, February 13, 2009 Written Dept verbiage (Word Template) due to Finance
Performance Budget Forms (Program level) due to Finance
Deadline for input of operating budget into Tyler MUNIS & Excel
February 16 - February 27, 2009 Finance prepares preliminary budget document
Friday, February 27, 2009 Finance submits preliminary Budget to Budget Committee
March 2 - March 20, 2009 Department Budget Meetings with Budget Committee
Tuesday, March 10, 2009 Council Work Study Session-Revenues
March 23 - April 3, 2009 Finance prepares Tentative Budget
Tuesday, April 7, 2009 Completed Tentative Budget submitted to Budget Committee
April 7 - April 10, 2009 Review of Tentative Budget by Budget Committee
Tuesday, April 14, 2009 Council Budget Work-Study Session
April 13 - April 17, 2009 Finance prepares revisions to Tentative Budget incorporating Pay Plan
Tuesday, April 21, 2009 Council receives copy of Proposed Budget
Tuesday, April 28, 2009 Council Budget Work-Study Session
April 29 - May 8, 2009 Budget Committee revises budget per work-study direction
Wednesday, May 6, 2009 Public Open House on Budget
Thursday, May 21, 2009 Council Mtg-Adopt Tentative Budget
Wednesday, May 27, 2009 Publish Tentative Budget in newspaper
Thursday, June 4, 2009 Council Mtg- Adopt Final budget
Thursday, June 18, 2009 Council Mtg-Adopt Tax Levy
Budget Schedule
Budget Process
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The height of desert living. 81
OPERATING BUDGETS
MAYOR & TOWN COUNCIL
MUNICIPAL COURT
ADMINISTRATION
PUBLIC WORKS
PLANNING & ZONING
PARKS & RECREATION
COMMUNITY CENTER
Operating Budgets
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Mayor and Town Council
Mission Statement
The Mayor and Town Council are charged with serving the best interests of the community
by providing for its safety and well being; respecting its small town character and quality
of life; providing superior public services; sustaining the public trust through open and re-
sponsive government; and maintaining the stewardship and preservation of its financial
and natural resources
Department Description
The Town Council is comprised of the Mayor and six (6) Councilmembers, all of whom are
elected to serve the citizens of the Town of Fountain Hills.
The term of office for the Mayor is two (2) years and Councilmembers serve (4) year over-
lapping terms.
The corporate powers of the Town are vested in the Council and are exercised only as di-
rected or authorized by law via ordinance, resolution, order or motion.
The Council appropriates funds and provides policy direction to Town staff.
The Council appoints a Town Manager, Municipal Court Judge, Town Attorney, and Prose-
cuting Attorney.
The Town Manager is responsible for the day to day administration of the Town
Council Goals for FY 2009-10
Goal 1: Ensure that the Strategic Plan continues to be implemented and updated.
A. Work with the Strategic Planning Advisory Commission and ensure adequate
dedication of resources to complete the update to the Strategic Plan by March 31,
2010.
Goal 2: Ensure development of former state trust land proceeds in a way which is
most responsible and beneficial to the community.
A. Ensure that all development applications are reviewed against approved plans,
agreements and regulations.
B. Assign all applications to Senior Planner to ensure consistency and accuracy of all
reviews.
Operating Budgets
The height of desert living. 83
C. Conduct a comprehensive, coordinated team review of each development appli-
cation.
Goal 3: Maintain and develop good roads and walkways within fiscal constraints.
A. Develop and present to the Council a fiscal plan for addressing the resurfacing of
arterials by December 31, 2009.
B. Continue to address maintenance of roadways and the addition of new sidewalks
congruent with pedestrian walkways program within fiscal constraints.
i. Continue to implement the 5-year CIP plan as funds become available.
C. Pay special attention to downtown sidewalks and other walk-ability issues.
i. Continue to pursue grants funding such as “Safe Sidewalks to Schools.”
ii. Continue to design and build “gap” walkways in Town Center to provide cross-
walks as per ADA standards and as fiscal constraints allow.
Goal 4: Make optimal use of trails and expand public access to parks and open
space.
A. Enhance public access to regional open space.
i. Support McDowell Mountain Preservation Commission outreach and educa-
tion efforts relative to trail access.
ii. Support efforts of McDowell Mountain Preservation Commission to man
both Chamber fair booths and distribute information specific to the preserve
and its trails.
iii. If County’s transportation plan for regional trails is approved, utilize the
Sonoran Conservancy’s Trailblazers to construct the trail from the regional
park trail system into the McDowell Mountain Preserve.
Goal 5: Maintain service level and functionality of parks.
A. Maintain grass and water quality at Fountain Park.
i. Continue the Turf Enhancement Program at Fountain Park.
ii. Continue to use an aquatic consulting service to help maintain lake water
quality.
B. Develop a Park Maintenance Program for parks system by December of 2009.
C. Explore alternatives for savings on electrical costs in running the fountain.
Operating Budgets
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Goal 6: Explore the need for an Environmental Commission with specific responsi-
bility to develop new measures and support existing initiatives that improve the
quality of our natural environment.
A. Identify other communities that have environmental commissions and evaluate
their effectiveness and resource requirements. Investigate the legal ramifica-
tions of establishing an environmental commission and seek community input
with regard to the establishment of an environmental commission. Report to
Council by November 1, 2009.
Goal 7: Maintain and promote our small town character by enhancing public pri-
vate collaboration to develop new and improve existing special events.
A. Continue Department efforts through the Recreation Division to collaborate with
local businesses and the Chamber for an expanded St. Patrick’s Day event in 2010.
B. Through the Recreation Division, work to expand the “Eggstravaganza” event in
2010 to include the Kiwanis Pancake Breakfast and other possible elements.
C. Work with ADOG through the Recreation Division for the second year of an ex-
panded “Paws in the Park” event in Fountain Park.
D. Hold “Public Safety and Emergency Preparedness Expo.”
E. Hold “Make a Difference Day.”
F. Explore cost sharing opportunities with the Chamber and other community or-
ganizations with respect to the Thanksgiving Day Parade and Luminarias.
Goal 8: Enhance customer service and enrich our citizens’ lives by expanding ac-
cess to Town offerings and services, developing innovative approaches to service
delivery, and developing/implementing methods for gathering citizen input.
A. Expand home delivered meals program for seniors.
i. Meal preparation: Fountain View Village has already agreed to prepare up
to 50 meals per day (3 routes per day x 16 meals per bag totals 48) by Sep-
tember 1, 2009.
B. Grow volunteer program and cultivate volunteer opportunities.
i. “Make a Difference Day” (See 7E).
C. Fully implement “Fountain of Innovation” program and present “Fountain of In-
novation” award at annual employee Christmas party.
D. Provide Council with quarterly updates and an annual comprehensive report on
the effectiveness of eFountain by January 15, 2010.
E. Sponsor two Town Hall meetings during the fiscal year.
Operating Budgets
The height of desert living. 85
F. Continue to work on the Town website to make is user-friendly and easy to navi-
gate.
G. Continue to review and revise outdated, overreaching ordinances, codes, policies
and procedures.
Goal 9: Demonstrate organizational progress to citizens and promote transparent
government.
A. Explore the possibility of one-day building permits for simple projects.
i. Examine best practices in other local jurisdictions that issue permits in one
day and determine resource needs and necessary changes to our process to
accomplish the same turnaround time. Determine which types of permits can
be reviewed and issued in one day by Town staff. Return with report to
Council by October 1, 2009.
B. Implement performance measures program.
i. Develop program budget format by July 1, 2009.
ii. Evaluate feasibility of regional benchmarking by December 31, 2009.
iii. Update departmental performance measures by December 31, 2009.
C. Expand transparent government.
i. Add ordinances, resolutions and proclamations to the Town’s website by
December 31, 2009.
ii. Hold one “Meet the Town Day” on a regular workday to include depart-
mental overviews and tours of Town Hall utilizing volunteers as tour guides
in the first half of the fiscal year.
iii. Hold two Town Hall meetings per fiscal year (see 8E).
iv. Work with FHUSD to videotape and air departmental profiles.
D. Continue to develop a system of program budgeting which facilitates the com-
munication of budget information to citizens.
Goal 10: Enhance the Town’s economic base by maintaining strong business rela-
tions, developing and implementing innovative strategies to bring beneficial
businesses to Town, supporting an environment conducive to new business de-
velopment, and developing initiatives designed to help businesses succeed.
A. Evaluate the existing Business Visitation (Retention) Program by July 31, 2009.
B. Enhance the Business Visitation (Retention) Program and begin implementation
in August, 2009. Develop an expanded and targeted approach to outreach to the
existing business base to include one outreach effort per quarter.
Operating Budgets
The height of desert living. 86
C. Work with Town Center Merchants group to develop and facilitate networking op-
portunities, business vitality, and marketing and promotional opportunities using
the Main Street four-point approach.
D. Develop contacts and work with Ft. McDowell, the Chamber, and other business
groups and organizations to develop strong relationships and work towards mutu-
ally beneficial goals: Ft. McDowell outreach at least two times.
E. Continue Town involvement with BVAC.
F. Evaluate the business attraction program by July 31, 2009.
G. Develop a strategy to encourage business locations within the town limits start-
ing in August 2009.
Goal 11: Build and strengthen internal and external relationships utilizing mutual
respect as the basis.
A. Develop opportunities for more council/staff interaction.
B. Develop new council orientation training which focuses on the roles of council
and staff and promotes mutual respect.
i. Create curriculum by March 1, 2010.
C. Continue downtown business and chamber relations efforts.
D. Pursue regular meetings with Ft. McDowell.
i. Quarterly economic development meetings between the Town and Ft.
McDowell.
ii. Meetings between governing boards twice per year.
E. Reduce e-sessions possibly by forming specific nominating committee to review
applications and recommend appointments to the Council.
i. Develop a plan based on the Avondale model and present to Council by
October 1, 2009.
F. Make the Tribe feel welcome at Town events, endeavors, and activities.
G. Promote the Town’s relationship with the School District by holding three joint
meetings per year.
Goal 12: Exercise fiscal responsibility while maintaining organizational/functional
integrity.
A. Continue to hold the half-day Council Budget Workshop each October, in addition
to the full-day January Workshop.
B. Submit a mid-year State of the Budget report to Council by December 31, 2009.
Operating Budgets
The height of desert living. 87
C. Submit quarterly CIP updates to Council for re-evaluation of capital needs and
priorities.
D. Continue to utilize work flow analysis to identify cost savings via contracting,
consolidation of services, etc.
Goal 13: Support initiatives which enhance public safety in our community.
A. Develop plan to address proactive community oriented policing by September of
2009.
B. Provide semi-annual update to Council by Fire Chief, including an assessment of
service level.
Operating Budgets
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FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
SALARIES & BENEFITS
Wages and Salaries $32,000 $36,000 $36,000 $36,000 $51,164
Employer FICA Expense $2,448 $2,770 $2,770 $2,770 $2,974
Unemployment Insurance Expense $276 $310 $330 $330 $338
Employee's Health Insurance $0 $0 $0 $0 $1,430
Employee's Life Insurance $0 $0 $0 $0 $45
Employee's Dental Insurance $0 $0 $0 $0 $101
Employee Vision Insurance $0 $0 $0 $0 $16
Worker Compensation Insurance $755 $967 $490 $543 $530
Employee's Retirement Expense $0 $0 $0 $0 $1,668
Disability Insurance $0 $0 $0 $0 $240
TOTAL $35,480 $40,047 $39,590 $39,643 $58,506
Dues, Subscriptions & Publications $0 $0 $0 $0 $350
Training/Continuing Education $5,020 $6,100 $7,000 $11,500 $5,500
Meetings & Conferences $4,684 $36,389 $13,400 $11,140 $14,484
Communications Expense $0 $100 $0 $0 $0
Professional Services $3,000 $3,500 $62,000 $9,500 $0
Printing $544 $500 $700 $1,105 $400
Advertising/Signage $10,158 $12,700 $10,200 $8,800 $0
Constituent Communications $0 $0 $0 $0 $1,200
Election Expense $17,104 $16,000 $45,000 $0 $0
Community Events & Programs $0 $0 $0 $7,000 $4,000
Office Supplies $3,277 $1,825 $2,000 $4,400 $1,200
TOTAL $43,788 $77,114 $140,300 $53,445 $27,134
CAPITAL EXPENDITURES
Capital Outlay $0 $0 $0 $0 $0
TO TAL C APITAL EXPENDITURES $0 $0 $0 $0 $0
TOTAL EXPENDITURES $79,268 $117,161 $179,890 $93,088 $85,640
Sister City Reception
Operating Budgets
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Operating Budgets
Budget Highlights-Mayor & Council
$58,506 Salaries, Benefits & Taxes
Mayor’s salary is $600 per month and Councilmember’s salaries are
$400 per month-$39,737 (including taxes)
Portion of Executive Assistant’s salary & benefits being charged to
the Council Program Budget for the first time in FY 2009-10-
$18,769
$27,134 Services & Supplies
Participation continued in League of Arizona Cities & Towns confer-
ence-$9,544
Continuation of Town Hall Meetings-$1,200
Sister Cities Dues and contributions-$3,250
Council portraits for Lobby-$1,200
Constitution Commemoration Day-$1,000
Council Meetings & Legislative Events-$5,500
Council One-On-Ones with Town Manager-$3,000
Other supplies and services-$2,440
$0 Capital Outlay
No Capital Outlays budgeted in FY 2009-10
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Operating Budgets
MUNICIPAL COURT
Presiding
Judge
Court
Administrator
Senior Court
Clerk Court Clerk
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Municipal Court
Mission Statement
The Fountain Hills Municipal Court is committed to professionally serving the citizens of
Fountain Hills by administering justice in a fair, efficient, and respectful manner, so as to
enhance public trust and community confidence in our court system
Department Description
The Fountain Hills Municipal Court is the judicial branch of the Fountain Hills government.
Pursuant to State Law and the Town Code, decisions regarding the overall function of the
Court are the sole responsibility of the Presiding Judge, who also has the exclusive supervi-
sory authority over all Court personnel.
The Court has jurisdiction over civil, traffic, criminal traffic and criminal misdemeanor of-
fenses and violations of Town Code and Ordinances. The Court also has authority over
specified juvenile offenses. In addition, the Municipal Court Judge has authority to issue
arrest/search warrants, civil orders of protection and injunctions against harassment.
As part of the Arizona State Court System, the Fountain Hills Municipal Court is subject to
the authority and administrative supervision of the Arizona Supreme Court. The Fountain
Hills Municipal Court has legal obligations and reporting responsibilities to the State, as
well as to the Town of Fountain Hills. The Court must comply with constantly changing
federal, state, and local laws and administrative rules, including those relating to crimes
and criminal procedures, victims’ rights, record keeping, ADA, Minimum Accounting Stan-
dards, and judicial ethics.
Performance Indicators
Description
FY 2007-08
Actual
FY 2008-09
Est. Actual
FY 2009-10
Proposed
Cases Filed 4252 5378 5400
Cases Terminated 4260 5743 5800
Hearings Held 1109 1200 1200
Traffic cases
closed in 60 days
83% 90% 90%
Criminal cases
closed in 60 days
80% 80% 85%
Operating Budgets
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FY 2008-09 Department Accomplishments
Successfully completed the sixth year of the Fountain Hills Community Teen Court
with 30% increase in participation
Letter of understanding formalized with Fort McDowell Tribal Court for cooperation
in disaster/emergency preparedness
Court website updated and enhanced with new resources and information
Purchased a document scanner for more efficient archiving of Court records
FY 2009-10 Department Objectives
Continue the review, updating and implementing of existing and new policies, pro-
cedures and measures to enhance Court security and enforcement responsibilities.
Continue enhancement of the Court’s website for public access to Court information
and services
Reduce storage of archived files by digitally scanning all closed files from the year
2000 to date.
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
SALARIES & BENEFITS
Overtime $172 $965 $0 $0 $0
Wages and Salaries $256,444 $262,935 $283,000 $295,700 $300,000
Employer FICA Expense $3,669 $3,860 $4,000 $4,320 $4,348
Unemployment Insurance Expense $424 $300 $350 $320 $330
Employee's Health Insurance $25,578 $36,620 $36,500 $30,400 $31,180
Employee's Life Insurance $694 $1,120 $850 $960 $910
Employee's Dental Insurance $2,973 $3,330 $2,500 $2,490 $2,590
Employee Vision Insurance $278 $210 $320 $260 $270
Worker Compensation Insurance $927 $1,010 $600 $650 $610
Employee's Retirement Expense $28,228 $29,020 $32,000 $32,530 $33,010
Disability Insurance $1,194 $1,330 $1,300 $1,560 $1,430
TOTAL $320,581 $340,700 $361,420 $369,190 $374,678
Dues, Subscriptions & Publications $2,368 $3,550 $2,500 $3,750 $3,750
Training/Continuing Education $38 $800 $300 $1,000 $500
Meetings & Conferences $1,667 $2,200 $775 $2,000 $1,500
Equipment Repairs $1,553 $1,000 $600 $600 $800
Communications Expense $717 $105 $490 $550 $0
Auditing Expense $0 $0 $4,000 $0 $0
Legal Fees $2,105 $2,000 $2,300 $3,000 $2,000
Printing $1,653 $2,000 $1,600 $2,000 $2,000
Advertising/Signage $94 $300 $100 $300 $200
Intergovernmental Agreements $4,500 $4,500 $4,500 $6,100 $6,100
Bank Charges $1,917 $2,500 $2,500 $2,500 $2,500
Office Supplies $3,099 $4,000 $3,200 $3,500 $3,500
TOTAL $19,710 $22,955 $22,865 $25,300 $22,850
CAPITAL EXPENDITURES
Capital Outlay - Furniture/Equipment $0 $0 $0 $0 $0
TOTAL $0 $0 $0 $0 $0
TOTAL EXPENDITURES $340,291 $363,655 $384,285 $394,490 $397,528
Operating Budgets
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Budget Highlights-Municipal Court
$374,678 Salaries, Benefits & Taxes
Salaries, benefit & taxes for Presiding Judge and Court staff-
$374,678
$22,850 Services & Supplies
IGA for software service with AZ Supreme Court-$6,100
Pro Tem judge and interpreter costs-$2,000
File scanning/archive services-$5,000
AZ Magistrate & Judicial conferences-$2,000
Merchant Account/Bank service charges-$2,500
State Bar, AZ Courts Assoc dues and legal publications-$3,750
Office supplies & equipment repair-$1500
$0 Capital Outlay
No Capital Outlays budgeted in FY 2009-10
Operating Budgets
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Operating Budgets
ADMINISTRATION
Town Manager
Deputy Town
Manager
Accounting
Supervisor
Financial Services
Technicians Accounting Clerk Customer Service
Representatives
IT Coordinator
IT Technician
Town Clerk
HR
Administrator/
Risk Manager
Volunteer
Coordinator
Economic
Development
Administrator
Administrative
Assistant
Community
Affairs/Media
Relations
Administrative
Assistant
Administrative
Assistant
Executive
Assistant to Town
Mgr/Council
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Administration
Mission Statement
The Administration Department is dedicated to serving the citizens of Fountain Hills by pro-
viding Administrative direction and support to the Town Departments. Administration pro-
vides accurate and current information on Council legislation and administrative actions;
provides for the delivery of comprehensive financial services to internal and external cus-
tomers; provides legal advice and support to Town staff; reaches out to political leaders
and geographical neighbors to continue to grow relationships in the best interests of the
Town and enhances the Town’s economic base through business attraction, retention and
business vitality activities.
Department Description
The Administration Department is made up of nine (9) Divisions; Town Manager, Town
Clerk; Legal Services; Finance; Human Resources/Risk Mgmt; Community Affairs/Media
Relations; Economic Development; Information Technology; and Operational Support. The
Town Manager provides direct supervision over the Town Clerk, Legal Services, Human Re-
sources/Risk Mgmt, Community Affairs/Media Relations and Economic Development. The
Deputy Town Manager is responsible for Finance, Information Technology and Operational
Support.
Performance Indicators
Description
FY 2007-08
Actual
FY 2008-09
Est. Actual
FY 2009-10
Proposed
General Obligation
Bond Rating
Aa3 Aa3 Aa3
Coordinate Town
wide special events
12 14
16
Conduct business
visits
0 12 25
Number of updates
to web
500 800 600
Conduct municipal
elections as required
by new initiatives
1 0 3
Number of Workers
Comp claims filed
8 7 5
Operating Budgets
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FY 2008-09 Department Accomplishments
Began implementation of a new Town wide software integration project
Launched a new Town website.
Received 13th GFOA Certificate for financial reporting.
Coordinated and managed eFountain; an online service to make government
more transparent
Conducted Town Hall meetings to encourage citizen participation in the budget
process
Conducted outreach to Town businesses to encourage retention
Managed the downsizing of Town staff as a result of budget constraints.
FY 2009-10 Department Objectives
Continue implementation of the software integration project
Assist in educating the public about the upcoming census
Develop new productions for Channel 11
Conduct elections as required by Town initiatives
Provide an increase service level for Volunteer coordination, including two new
initiatives
Streamline the Special Events approval process
Evaluate the business attraction program
Enhance the existing business visitation program
Develop new resident outreach packages
Evaluate opportunities to develop a broader revenue base to support Town ser-
vices
Update the Strategic Plan
Demonstrate organizational process to citizens and promote transparent govern-
ment
Enhance customer service and enrich our citizens’ lives by expanding access to
Town offerings and services, developing innovative approaches to service deliv-
ery and developing/implementing methods for gathering citizen input.
Operating Budgets
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FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
SALARIES & BENEFITS:
Overtime $7,706 $1,051 $1,000 $2,000 $0
Wages and Salaries $775,065 $748,349 $851,352 $822,959 $816,059
Employer FICA Expense $17,073 $16,000 $18,640 $18,220 $17,032
Unemployment Insurance Expense $1,373 $900 $960 $1,028 $918
Employee's Health Insurance $46,496 $54,400 $67,328 $62,685 $64,746
Employee's Life Insurance $2,351 $2,900 $2,121 $2,358 $2,168
Employee's Dental Insurance $5,705 $5,300 $4,619 $6,044 $5,617
Employee Vision Insurance $611 $800 $813 $1,131 $708
Worker Compensation Insurance $11,945 $3,800 $2,882 $2,389 $2,061
Employee's Retirement Expense $75,920 $77,000 $85,698 $83,593 $87,099
Disability Insurance $2,821 $3,500 $3,805 $4,033 $3,395
TOTAL $947,066 $914,000 $1,039,218 $1,006,440 $999,803
Dues & Publications $45,811 $46,497 $55,840 $52,550 $32,838
Training/Continuing Education $8,359 $15,200 $11,600 $12,420 $4,350
Meetings & Conferences $29,051 $18,160 $9,149 $14,099 $33,706
Vehicle Maintenance $76 $1,250 $310 $0 $708
Equipment Repair & Maintenance $175,885 $76,100 $81,000 $80,639 $113,800
Electricity Expense $138,482 $0 $0 $0 $0
Telecommunications $80,108 $68,983 $71,318 $63,499 $59,896
Water/Sewer Expense $13,113 $0 $0 $0 $0
Gas & Oil Expense $4,843 $3,130 $2,100 $3,000 $1,500
Audit Fees $21,868 $30,800 $40,000 $28,107 $69,000
Professional Fees $113,773 $58,560 $160,250 $82,455 $49,220
Legal Fees $405,573 $347,000 $350,000 $339,500 $360,804
Insurance Expense $263,182 $340,050 $350,000 $318,400 $325,000
Rents & Leases $18,539 $0 $0 $0 $0
Printing $8,533 $22,625 $4,300 $9,681 $36,408
Advertising, Promotion & Events $9,173 $13,950 $11,500 $18,950 $15,795
Emergency Management $1,653 $1,655 $2,050 $2,050 $0
Intergovernmental Agreements $0 $0 $0 $0 $90,000
Constituent Communications $24,924 $82,300 $105,506 $68,500 $33,400
Bank/Merchant Acct Fees $8,356 $6,992 $16,000 $10,850 $8,350
Community Service Contracts $337,706 $339,000 $433,500 $480,600 $505,814
Office Supplies $63,647 $29,378 $41,750 $23,900 $14,437
Postage $23,422 $27,340 $18,000 $14,040 $16,755
Operating Supplies $0 $0 $0 $0 $4,823
Program Materials $0 $0 $0 $0 $17,252
Small Tools & Equipment $0 $0 $0 $0 $1,700
Software $0 $0 $0 $0 $4,200
Hardware & Peripherals $0 $0 $0 $0 $2,265
Contingency $183,339 $300,000 $0 $145,000 $150,000
TOTAL $1,979,416 $1,828,970 $1,764,173 $1,768,240 $1,952,021
CAPITAL EXPENDITURES
Capital Outlay - Equipment $69,257 $3,000 $4,661 $0 $0
Capital Outlay - Computers $56,147 $22,100 $35,000 $32,400 $0
Capital Outlay - Software $16,265 $135,000 $200,000 $101,201 $0
Capital Outlay - Communications $0 $12,000 $125,000 $0 $0
TOTAL CAPITAL EXPENDITURES $141,668 $172,100 $364,661 $133,601 $0
Transfer to CIP $0 $0 $0 $200,000 $100,000
Transfer to VRF $0 $0 $0 $0 $2,984
$0 $0 $0 $200,000 $102,984
TOTAL EXPENDITURES $3,068,150 $2,915,070 $3,168,052 $3,108,281 $3,054,808
Operating Budgets
The height of desert living. 98
“Cooling the Dogs” Fountain
Operating Budgets
Administration Town Manager $728,543
Legal Services $360,804
Town Clerk $193,067
Human Resources/Risk Mgmt $575,851
Finance $324,316
Community Affairs/Media Relatio $159,755
Economic Development $149,571
Downtown Development $382,675
Information Technology $307,366
Operational Support $255,534
Total General Fund $3,054,808
Total Excise Tax Fund* $382,675
TOTAL OPERATING $3,437,483
Department Division Budget
The height of desert living. 99
Operating Budgets
Administration Budget Highlights-Town Manager
$263,760 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Town Manager and a portion of Deputy
Town Manager and Executive Assistant-$263,760
$461,799 Services & Supplies
Boys & Girls Club-$100,000, Community Theater-$130,000, Food
Bank-$44,000, Chamber Tourism-$150,000
Parade contribution to Chamber-$3,500
Update Strategic Plan-Meetings, Supplies & Printing-$20,450
ICMA, ACMA, MAG, IAAP Memberships-$6,461
Office Supplies & Equipment Repair-$800
Vehicle Fuel & Maintenance-$2,208
ACMA & East Valley Managers’ Meetings-$2,480
Cabinet Workshops-$1,500
Cell Phone Service-$1,200
Office Supplies-$400
$2,984 Transfers to Vehicle Replacement Fund
Administration Budget Highlights-Legal Services
$360,804 Services & Supplies
Town Attorney-$200,000
Outside Council-$48,000
Public Defender-$4,800
Town Prosecutor-$108,000
The height of desert living. 100
Administration Budget Highlights-Town Clerk
$94,737 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Town Clerk staff-$94,737
$98,330 Services & Supplies
Contractual Services, printing & advertising costs to conduct
November, March and May elections-$89,435
Advertising text amendments to Code-$1,200
Council meeting audio transcription-$4,800
AMCA, IIMC and Notary dues-$250
ACMA, IIMC, Adobe, conferences & training-$1,550
Office supplies-$1,095
Administration Budget Highlights-Human Resources/Risk Mgmt
$125,090 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Human Resources Administrator and
Volunteer Coordinator-$125,090
$450,761 Services & Supplies
Operating Supplies for Volunteer Program-$10,670
Special Transportation Services-$90,000
Liability Insurance-$325,000
Payroll Processing & Tax Reporting-$10,300
Program materials for Human Resources activities-$10,210
HR Law and Insurance update dues-$1,907
Background Checks & Drug Testing-$1,920
Office supplies-$754
The height of desert living. 101
Administration Budget Highlights-Information Technology
$95,938 Salaries, Benefits & Taxes
Salaries, benefits & taxes for IT Coordinator and IT Technician-
$95,938
$111,428 Services & Supplies
Software Maintenance-$87,000
Equipment Maintenance-$10,000
Software subscription/hosting services-$8,580
Software Licenses-$4,200
Cell phone service-$948
Office and Operating supplies-$700
$100,000 Transfer to Capital Projects for Municipal Software Project
Expand programs to include GIS and/or HR modules
Administration Budget Highlights-Operational Support
$255,534 Services & Supplies
Copy Center Equipment Maintenance & Supplies-$24,720
Telecommunication & Internet Service-$56,264
Bank/Merchant Account services-$8,350
Postage-$16,200
Operating Contingency-$150,000
The height of desert living. 102
Administration Budget Highlights-Community Affairs/
Media Relations
$108,348 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Community Affairs/Media Relations Ad-
ministrator and portion of Administrative Asst-$108,348
$51,407 Services & Supplies
Website Upgrades including survey capacity-$5,000
Census advertising & support-$9,800
Four (4) print editions of AveNews & Water Use It Wisely Pamphlets-
$23,600
Marketing materials for General Plan Update, Environmental Event
and Community Center-$2,500
Additional Kiosk for Library-$1,700
Cell phone and broadband services-$2,265
Legislative Meetings, AzGAM, 3CMA-$3,692
FinderBinder Media Directory and Office supplies-$1,550
Graphics training for staff-$1,300
The height of desert living. 103
Administration Budget Highlights-Finance
$244,635 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Finance, Accounting, Purchasing, Li-
censing, Special Events and Customer Service staff and a portion of
Deputy Town Manager-$244,635
$79,681 Services & Supplies
ACMA, ALTA, Treasurers, GFOA, GFOAAZ memberships-$1,645
GFOAAZ conference-$1,978
Annual Independent Audit-$27,000
Sales Tax Auditor-$42,000
Cell phone service-$1,008
Printing of CAFR and Budget-$2,900
Publishing budget in newspaper-$1,500
Office supplies-$1,350
Training-$300
The height of desert living. 104
Administration Budget Highlights-
Economic Development (General Fund)
$67,296 Salaries, Benefits & Taxes
Salaries, benefits & taxes for portion of Economic Development Ad-
ministrator and Administrative Asst-$67,296
$82,275 Services & Supplies
GPEC membership-$10,200
AAED, IEDC, ICMA Memberships and publications-$3,035
AAED, IEDC, AAED, conferences & meetings-$, 9,764
Consultant services for RTA, Skillset, and Sectors studies-$17,500
Design Services for marketing pieces-$10,000
Marketing pieces and Fact Book folders-$20,100
AAED Sponsorship-$10,000
Cell phone service-$952
Office and miscellaneous supplies-$724
The height of desert living. 105
Administration Budget Highlights-
Economic Development (Excise Tax Fund)
$45,739 Salaries, Benefits & Taxes
Salaries, benefits & taxes for portion of Economic Development Ad-
ministrator and Administrative Asst-$45,739
$86,936 Services & Supplies
Directories & reports-$2,025
ACT training, Town Center Group Meetings-$4,800
Cell phone service-$476
Consultant services for RTA, Skillset, and Sectors studies-$7,500
Holiday lighting-$20,000
Marketing pieces and Fact Book folders-$20,535
Advertising and signage-$31,000
Office supplies-$600
$250,000 Transfer to Capital Projects for Downtown Streetscape Project
The height of desert living. 106
Operating Budgets
PUBLIC WORKS
Director
Engineering
Division
Town Engineer
Civil Engineer
Civil Engineer
Inspector
Planner-
Environmental
Street Division
Superintendent
Street
Maintenance
Technicians
Fleet Mechanic
Open Space &
Landscape
Specialist
Traffic Signal
Technician
Facilities
Division
Supervisor
Custodian
Maintenance/
Custodial
Worker
Maintenance
Technician
Executive
Assistant
The height of desert living. 107
Public Works
Mission Statement
The Public Works Department is dedicated to expressing and enhancing the beauty, value
and quality of the environment by operating and maintaining public grounds, dams, medi-
ans, natural washes and open space; by protecting the health, safety and well being of the
public by assuring properly designed and constructed infrastructure, correct property
transfers and excellent customer service; dedication to quality customer service by operat-
ing, preserving and maintaining Town-owned roadways and traffic control systems safely
and efficiently; and maintaining all Town Facilities in a manner that provides a safe,
healthy and secure environment for staff and our visitors.
Department Description
The Open Space and Engineering Divisions are responsible for the operation and mainte-
nance of Town-owned wash parcels, open space, dams, public grounds and median land-
scaping. The department is responsible for six ADWR jurisdictional dams and numerous
smaller dams. The Facilities Division maintains town-owned buildings (except public
parks), including town Hall, Community Center/Library, two fire stations, Community Thea-
tre buildings, and the street yard. The Streets Division staff responsibilities include crack
sealing, asphalt patching, signing, traffic signals, brush removal, storm debris clean up,
street sweeping and street-related emergency responses. The Highway User Revenue
Fund (HURF) pays for Street personnel and contract work for street repair, operations,
maintenance and improvements. Contracted tasks include construction and renovation of
streets, sidewalks, drainage facilities, engineering processes, reviews, permits and inspects
encroachment permits, including subdivision plans, “off-site” improvement plans and utility
cuts. Engineering provides support to Building Safety by reviewing and inspecting site
work plans for building permits, to Planning Division by technical review of area specific
plans, rezoning, preliminary plats, special use permits and other land use matters and
technical support for park and building projects. It provides project planning, design &
plan review, and contract administration.
Performance Indicators
Description FY 2007-08
Actual
FY 2008-09
Actual
FY 2009-10
Proposed
Utility ROW in 3 days 98% 98% 98%
Pothole resolution 24
hrs
98% 98% 98%
Maintenance requests <
24 hours
98% 95% 90%
Operating Budgets
The height of desert living. 108
FY 2008-2009 Department Accomplishments
Issued: 319 Utility Encroachment Permits.
Processed: 35 Public Utility & Drainage Easements and Grants of Easement; 9 Traf-
fic Calming cases.
Reviewed: 13 Temporary use Permits, 24 Single Family Bldg permits, 3 Multi-Family
Bldg Permits, 7 Commercial and Industrial Bldg Permits, reviewed and processed 12
subdivisions.
Designed Phase One Alley Improvements for PM-10 measures.
Constructed four segments of sidewalk in the Town Center.
Provided fire and Drainage control for 53.8 acres of washes.
Designed sidewalk improvements for Del Cambre school connection.
Continue Town wide replacement of all street name signs and support poles.
Stormwater Management Plan requirement by hydro-vacuuming stormwater catch
basins.
Completed art installation project on Town Hall property.
Installed new Public Information Board on front entrance to the community Center.
Conducted a public auction of Town surplus equipment returning proceeds to the
General Fund.
Provided recycling containers at all Town-owned facilities.
Bring traffic signals into compliance with industry standard.
FY 2009-2010 Department Objectives
Provide wash management at urgent and moderate fire hazard areas in coordina-
tion with the Fire Department requests.
Provide capital project planning, design and construction consistent with the
budget.
Convert remaining street signs to high intensity retro-reflective signs.
Perform traffic signal inspections and maintenance to comply with industry stan-
dards.
Prepare streets in the south-central area of town for pavement maintenance activi-
ties.
Increase hours spent on curb replacement to minimize town liability.
Maintain and develop good roads and walkways within fiscal constraints.
Work with civic organizations in their goal to design and help fund completion of the
Events Circle between Community Center and Library.
Operating Budgets
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PUBLIC WORKS
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
SALARIES & BENEFITS:
Overtime $6,092 $7,191 $5,800 $3,426 $0
Wages $408,559 $647,709 $637,000 $670,632 $654,753
FICA $5,823 $11,460 $7,000 $12,600 $13,868
Unemployment Insurance $510 $780 $910 $815 $788
Employee's Health Insurance $44,029 $59,430 $72,100 $64,980 $80,873
Employee's Life Insurance $1,318 $2,470 $13,300 $3,972 $1,715
Employee's Dental Insurance $4,320 $6,920 $6,050 $6,060 $5,566
Employee's Vision Insurance $553 $950 $870 $1,038 $613
Worker's Compensation Insurance $10,757 $21,950 $14,500 $12,942 $13,811
Employee's Retirement Fund $45,550 $66,760 $66,600 $69,266 $63,943
Disability Insurance $2,029 $2,970 $2,965 $3,311 $2,562
TOTAL $529,540 $828,590 $827,095 $849,042 $838,492
Dues & Publications $1,394 $2,545 $2,406 $3,040 $2,590
Training/Continuing Education $195 $1,000 $1,215 $1,950 $3,300
Meetings & Conferences $2,544 $2,450 $6,680 $5,840 $1,525
Building Repair & Maintenance $0 $65,650 $78,500 $84,934 $101,335
Equipment Repair & Maintenance $0 $0 $0 $20,800 $1,200
Vehicle Repair & Maint. $3,545 $4,850 $4,130 $3,350 $5,711
Other Maintenance, Repair & Installation $0 $0 $0 $0 $25,695
Electricity $2,944 $140,720 $150,400 $155,308 $222,035
Refuse & Recycling $0 $0 $0 $0 $3,000
Communications Expense $2,958 $3,360 $5,400 $5,820 $4,008
Water/Sewer $43,680 $64,962 $69,500 $70,000 $92,710
Gas & Oil $7,603 $10,065 $13,200 $13,243 $9,220
Professional Fees $0 $0 $0 $0 $1,100
Engineering Fees $27,226 $161,562 $467,000 $25,000 $7,000
Printing $1,681 $1,000 $100 $2,600 $650
Advertising $1,378 $650 $250 $250 $0
Contractual Services $500 $1,000 $19,998 $48,950 $850
Grounds Maintenance $266,750 $312,743 $326,800 $296,008 $34,550
Wash Maintenance $141,431 $158,622 $145,000 $117,800 $0
Bank Charges $0 $0 $0 $0 $0
Holiday Lighting $0 $0 $0 $10,000 $0
Office Supplies $2,389 $3,000 $3,125 $3,900 $3,500
Safety Supplies $0 $0 $0 $0 $100
Operating Supplies $0 $0 $0 $0 $500
Uniforms $605 $3,225 $1,400 $1,705 $2,300
Tools, Shop Supplies $1,153 $550 $600 $3,412 $1,650
TOTAL $507,977 $937,954 $1,295,704 $873,910 $524,529
CAPITAL EXPENDITURES
Capital Outlay - Vehicles $29,275 $33,000 $0 $0 $0
Capital Outlay-Improvements $0 $498,700 $280,000 $81,061 $0
TOTAL CAPITAL EXPENDITURES $29,275 $531,700 $280,000 $81,061 $0
Transfer to VRF $0 $0 $0 $14,346 $9,180
$0 $0 $0 $14,346 $9,180
TOTAL EXPENDITURES $1,066,792 $2,298,244 $2,402,799 $1,818,359 $1,372,201
Operating Budgets
The height of desert living. 110
STREET DEPARTMENT
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
SALARIES & BENEFITS:
Overtime $7,573 $7,401 $7,500 $3,464 $3,000
Wages and Salaries $412,533 $477,844 $390,000 $434,724 $453,831
Employer FICA Expense $6,037 $7,000 $6,000 $6,420 $6,581
Unemployment Insurance Expense $754 $655 $700 $630 $646
Employee's Health Insurance $62,175 $77,212 $57,500 $60,946 $57,400
Employee's Life Insurance $1,578 $1,981 $1,154 $1,373 $1,284
Employee's Dental Insurance $6,120 $7,056 $4,400 $4,453 $4,678
Employee Vision Insurance $754 $960 $700 $827 $643
Worker Compensation Insurance $41,998 $49,771 $25,000 $29,717 $27,107
Employee's Retirement Expense $47,342 $53,377 $45,000 $48,201 $49,921
Disability Insurance $2,208 $2,389 $1,800 $2,300 $2,061
TOTAL $589,071 $685,646 $539,754 $593,055 $607,152
License & Permits $0 $0 $0 $3,100 $2,000
Dues & Publications $4,295 $5,550 $3,500 $3,150 $3,080
Training/Continuing Education $3,444 $3,320 $2,000 $2,700 $3,500
Meetings & Conferences $3,505 $3,975 $400 $2,000 $0
Grounds Maintenance & Repair $0 $0 $0 $0 $5,600
Building Repairs & Maintenance $6,199 $7,000 $4,000 $3,000 $3,500
Equipment Repairs & Maintenance $0 $500 $200 $500 $1,500
Traffic Signal Repair & Maintenance $0 $0 $0 $71,735 $0
Street Sign Repair & Maintenance $0 $0 $0 $114,225 $0
Vehicle Repairs & Maintenance $45,232 $36,330 $36,000 $38,460 $38,000
Other Maintenance & Repair $0 $0 $0 $0 $80,925
Road Repair & Maintenance $160,694 $194,231 $245,000 $122,450 $52,380
Pavement Management $387,380 $1,410,163 $1,193,342 $0 $0
Electricity $21,666 $30,000 $36,000 $36,000 $37,000
Refuse/Recycling $0 $0 $0 $0 $2,815
Telecommunications $5,029 $5,450 $5,680 $5,700 $5,900
Water/Sewer $4,561 $3,680 $7,400 $7,400 $8,600
Gas & Oil $27,125 $29,300 $48,000 $47,450 $49,700
Auditing Expense $5,375 $4,500 $8,465 $8,735 $9,000
Professional Fees $1,321 $10,500 $0 $0 $600
Engineering Fees $0 $0 $0 $0 $9,999
Legal Fees $9,250 $9,250 $18,000 $20,000 $20,000
Liability Insurance $111,870 $108,700 $95,000 $100,000 $108,000
Equipment Rental $0 $500 $0 $500 $0
Printing $390 $200 $0 $240 $0
Advertising $99 $250 $250 $250 $0
Contractual Services $0 $0 $0 $0 $168,695
Office Supplies $595 $1,320 $1,000 $1,800 $1,500
Uniforms $8,288 $9,650 $8,000 $8,000 $6,400
Tools, Shop Supplies $6,819 $4,800 $5,500 $7,500 $5,400
Software $0 $0 $0 $0 $1,500
TOTAL $813,136 $1,879,169 $1,717,737 $604,895 $625,594
C APITAL O UTLAY
Capital Outlay - Vehicles $36,597 $30,000 $59,000 $0 $0
Capital Outlay - Furniture & Equipment $0 $0 $0 $2,000 $0
Capital Outlay - Software $0 $0 $0 $0 $0
Capital Outlay - Improvements $0 $50,000 $0 $0 $0
TOTAL CAPITAL OUTLAY $36,597 $80,000 $59,000 $2,000 $0
Transfer to VRF $0 $0 $0 $66,491 $60,996
Transfer to Debt Service $130,217 $135,000 $126,300 $115,843 $136,013
Transfer to CIP $0 $0 $0 $825,000 $170,790
TOTAL TRANSFERS $130,217 $135,000 $126,300 $1,007,334 $367,799
TOTAL EXPENDITURES $1,569,021 $2,779,815 $2,442,791 $2,207,284 $1,600,545
Operating Budgets
The height of desert living. 111
Fountain Base
Operating Budgets
Department Division Budget
Public Works Engineering $791,244
Facilities $580,957
Streets Administration $616,675
Vehicle Maintenance $147,780
Traffic Signals $195,843
Street Sweeping $119,696
Street Signs $91,670
Pavement Management $428,880
Total General Fund $1,372,201
Total Streets (HURF) Fund* $1,600,544
TOTAL OPERATING $2,972,745
The height of desert living. 112
Public Works Budget Highlights-Engineering (General Fund)
$634,339 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Public Works Director, Engineering,
and Stormwater staff-$634,339
$149,195 Services & Supplies
ISA,APWA ASCE,STORM, memberships and publications-$2,490
Stormwater, LTAP training-$2,400
ASCE, LTAP STORM meetings-$1,525
Median Fountain and Tree Maintenance-$34,550
Vehicle maintenance, repair and fuel for 4 vehicles-$10,056
ADOT Bridge inspections and Dam Cleanup-$11,570
Electricity for medians and fountains-$16,500
Medians and Open Space irrigation-$54,500
Outside Engineering support-$7,000
Uniforms and safety supplies-$1,150
Office & Operating Supplies-$3,200
Business Cards and CAD scanning-$650
Cell Phone Service (4 employees)-$2,952
Levels, Paint and Small Tools-$650
$7,710 Transfers to Vehicle Replacement Fund
The height of desert living. 113
Public Works Budget Highlights-Facilities (General Fund)
$204,150 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Facilities Supervisor and Facilities staff
-$204,150
$375,336 Services & Supplies
Community Center Bldg Maintenance-$19,048
Town Hall Bldg Maintenance-$23,908
Library Bldg Maintenance-$26,668
Fire Station Maintenance-$15,273
Other (Kiwanis, Theater) Bldg Maintenance-$17,538
Kiwanis grass maintenance contract-$850
Electricity expense for all facilities-$205,535
Water/Sewer expense for all facilities-$38,210
Vehicle maintenance for 2 vehicles-$2,975
Office and operating supplies-1,800
Equipment Maintenance for buffers and custodial equip-$1,200
Cell Phone Service for 2 phones-$1,056
$1,471 Transfers to Vehicle Replacement Fund
The height of desert living. 114
Public Works Budget Highlights-Streets (HURF Fund)
$607,151 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Streets Superintendent and Streets
staff-$607,151
$625,594 Services & Supplies
Median Maintenance contracts-$168,695
Revegitation material for medians-$5,600
Electricity for street lighting, traffic signals-$37,000
Minor road repair, sweeper disposal fees-$42,380
Speed Humps-$10,000
Traffic Signal repair & maintenance-$62,974
Vehicle repair & maintenance-19,685
Fuel & Oil-$49,700
Street Sweeping-$23,100
Street Sign maintenance-$36,650
Liability Insurance-$108,000
Annual Audit fees-$9,000
HURF share of legal fees-$20,000
Cell phone service-$5,900
Water and Garbage services-$11,415
Dues, subscriptions, licenses, permits-$5,080
Office, operating supplies & tools-$10,415
$136,013 Transfers to Debt Service Fund
$60,996 Transfer to Vehicle Replacement Fund
$170,790 Transfer to Capital Improvement Fund
The height of desert living. 115
The height of desert living. 116
Operating Budgets
PLANNING & ZONING
Director
Building Safety
Division
Chief Building
Official
Building
Permit
Technicians
Building
Inspectors Plans Examiner
Planning &
Zoning
Division
Senior Planner
Planner Environmental
Planner
CAD/GIS
Division
GIS/CAD
Operator
Code
Enforcement
Division
Code
Enforcement
Officer
Executive
Assistant
The height of desert living. 117
Planning and Zoning
Mission Statement
The Planning and Zoning Department is dedicated to enhancing the quality of life in Foun-
tain Hills through innovative, proven planning techniques, and providing excellent cus-
tomer service in a professional and timely manner. We also provide high quality construc-
tion permitting, plan review and building inspection services in a way that is responsive
and customer friendly.
Department Description
The Planning and Zoning Department implements planning related goals, policies and pro-
grams as approved by the Town Council. The Department processes applications for
changes of zoning, preliminary and final subdivision plats, variances from the requirements
of the Zoning Ordinance, Temporary Use Permits, Special Use Permits, Concept Plans (site
plans), signs and amendments to the General Plan and Area Specific Plans. We also proc-
ess amendments to the Town’s regulations; the Zoning Ordinance, Subdivision Ordinance
and Town Code. The Department maintains the Town’s Geographic Information System
and, as resources allow, sponsors recycling events. Department staff supports the other
Town departments with graphics products and technical drawings. Included in the Depart-
ment is the Code Enforcement staff who are responsible for enforcing the Town’s land use
regulations and many of the provisions of the Town Code.
The Building Safety Division is a work unit in the Planning and Zoning Department.
Building Safety employee’s process applications for permits to construct homes, commer-
cial buildings, fences, swimming pools and other structures. The Division coordinates the
review of plans for the structures it permits; and inspects construction of those permitted
structures.
Performance Indicators
Description
FY 2007-08
Actual
FY 2008-09
Est. Actual
FY 2009-10
Proposed
Plan Rev in 20
Days P & Z
98% 98% 98%
Next Rev in 10
Days P & Z
98% 98% 98%
20 Inspections/
Day BS
98% 95% 90%
Inspection w/in 24
-Hrs BS
98% 94% 90%
Operating Budgets
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FY 2008-09 Department Accomplishments
Approval of changes to the Town’s sign regulations and increasing business visibility
Completion of 2008 edition of the Land Use Analysis and Statistical Report
Approval of Concept Plan and Development Agreement for Fountain Hills Town
Square, a 13 acre mixed use development featuring a movie theater in the down-
town area
Approval of changes to the Dark Sky regulations allowing the use of energy saving
compact fluorescent light bulbs in outdoor application
Coordination and management of the first Town household hazardous waste collec-
tion/recycling event
Coordination and management of the second and third electronics recycling events
Approval of Planned Area Development Zoning District allowing flexibility and inno-
vation in the development and re-development of complex building sites
Approval of Concept plan and expedited permit review and inspection for the re-
development of the Basha’s shopping center
In cooperation with the County Recorder’s Office, the Department will digitally re-
cord documents saving time and money
Installation of GIS computer software at 40 work stations
Completion of plans for alley paving project required for compliance with PM-10
mandate
Adoption of simplified building permit fee schedule
Code Enforcement completed almost 1,400 code violation investigations
Discovery of unpermitted construction yielding $18,000 in additional permit fees
FY 2009-10 Department Objectives
Hold a minimum of two Open House forums to encourage citizen participation and
input on major planning initiatives
Encourage participation by the Fort McDowell Yavapai Nation in two projects and/or
programs of mutual benefit
Explore the feasibility of regulating development to maintain view corridors
Encourage site designs that promote safe pedestrian access to the larger system of
trails and sidewalks
Ensure that the development of the former State Trust Land proceeds in a way
which is most responsible and beneficial to the Town
Explore the need for an Environmental Commission with responsibilities to develop
new measures and support existing initiatives that improve the quality of our natu-
ral environment
Explore the possibility of issuing some types of building permits in one day
Provide adequate training of Building Safety staff and the Town Council to meet the
Insurance Service Organization (ISO) minimum requirements for maximum credit
which would benefit Town businesses by keeping insurance cost low.
Operating Budgets
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.
PLANNING & ZONING
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
SALARIES & BENEFITS:
Overtime $1,841 $8,268 $650 $0 $0
Wages and Salaries $863,062 $903,932 $872,000 $971,200 $764,823
Employer FICA Expense $12,656 $14,860 $12,250 $14,160 $11,101
Unemployment Insurance Expense $1,649 $1,100 $1,200 $1,170 $1,073
Employee's Health Insurance $108,740 $117,088 $140,000 $139,240 $79,219
Employee's Life Insurance $2,978 $3,790 $2,400 $3,280 $2,247
Employee's Dental Insurance $12,022 $13,570 $9,700 $10,320 $7,363
Employee Vision Insurance $1,564 $1,950 $1,440 $1,870 $1,786
Worker Compensation Insurance $12,778 $15,700 $7,800 $9,810 $3,959
Employee's Retirement Expense $93,899 $99,670 $94,000 $106,870 $84,175
Disability Insurance $3,688 $4,560 $4,150 $5,120 $3,506
TOTAL $1,114,877 $1,184,488 $1,145,590 $1,263,040 $959,252
Dues & Publications $5,717 $5,582 $3,706 $4,219 $5,150
Training/Continuing Education $9,788 $12,760 $10,305 $11,670 $11,678
Meetings & Conferences $9,014 $10,865 $8,874 $6,489 $4,000
Vehicle Repairs & Maintenance $410 $1,850 $2,110 $2,274 $3,129
Office Equipment Repairs & Maintenance $1,238 $400 $925 $1,750 $2,145
Recycling $0 $0 $0 $0 $10,764
Communications Expense $5,383 $5,000 $5,082 $3,840 $2,580
Gas & Oil Expense $9,040 $8,650 $4,400 $10,500 $8,100
Professional Fees $130,634 $45,717 $118,050 $83,150 $6,000
Printing $4,770 $5,150 $2,815 $2,525 $1,900
Advertising/Signage $2,306 $2,000 $1,850 $1,800 $1,050
Contractual Services $0 $0 $0 $0 $1,200
Office Supplies $7,964 $11,967 $7,736 $10,450 $10,000
Food & Bar Supplies $0 $0 $0 $0 $300
Program Materials $0 $0 $0 $0 $25,550
Uniforms $574 $865 $646 $1,375 $180
Postage & Delivery $0 $0 $0 $672 $0
Tools & Equipment $15 $250 $200 $250 $350
TOTAL $186,852 $111,056 $166,699 $140,964 $94,076
CAPITAL EXPENDITURES
Capital Expenditures - Vehicles $27,748 $0 $51,948 $0 $0
TOTAL CAPITAL EXPENDITURES $27,748 $0 $51,948 $0 $0
Transfer to VRF $0 $0 $0 $17,334 $15,146
TOTAL $0 $0 $0 $17,334 $15,146
TOTAL EXPENDITURES $1,329,477 $1,295,544 $1,364,237 $1,421,338 $1,068,474
Operating Budgets
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Avenue of the Fountains
Operating Budgets
Department Division Budget
Planning & Zoning Planning $344,340
Building Safety $411,528
Code Enforcement $177,511
Mapping & Graphics $135,096
TOTAL OPERATING $1,068,474
The height of desert living. 121
Budget Highlights-Planning & Zoning
$287,612 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Planning Director and Planning staff-
$287,612
$51,731 Services & Supplies
APA, AICP, Environmental Dues-$3,520
Census related expenses-$25,000
Professional growth and environmental training-$1,500
ICSC, AZ/APA, AICP conferences-$3,070
Vehicle and equipment Maintenance -$677
Recycling expense-$10,764
Environmental Program materials-$3,000
Office supplies-$2,000
P & Z Notifications-$500
Printing-$1,550
Small tools-$150
$4,997 Transfers to Vehicle Replacement Fund
Operating Budgets
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Budget Highlights-Building Safety
$380,400 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Building Official and Building Inspec-
tion and Permit staff-$380,400
$20,979 Services & Supplies
Certification renewals, ICC, AZBO memberships-$1,480
AZBO conferences for all Building staff-$7,778
ICC Meetings-$200
Printer maintenance & supplies-$322
Vehicle maintenance, repair and fuel for 3 vehicles-$6,651
Cell phone service (3)-$1,548
Printing expense-$200
Office supplies-$2,600
Small tools-$200
$10,149 Transfers to Vehicle Replacement Fund
The height of desert living. 123
Budget Highlights-Code Enforcement
$170,425 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Code Enforcement staff-$170,425
$7,086 Services & Supplies
CELA certification-$600
CELA membership-$150
CELA conferences-$300
Vehicle Maintenance for 2 vehicles-$1,224
Cell phone service (2)-$1,032
Fuel for 2 vehicles-$3,000
Business cards-$100
Office supplies-$500
Uniforms-$180
The height of desert living. 124
Budget Highlights-Mapping & Graphics
$120,816 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Mapping & Graphics/GIS staff-
$120,816
$14,280 Services & Supplies
CAD training-$1,800
AGIC Conference-$430
Plotter maintenance-$1,500
GIS updates-$5,000
Final plat document scanning-$1,000
Printing-$50
Office supplies-$4,500
The height of desert living. 125
The height of desert living. 126
Operating Budgets
PARKS & RECREATION
Director
Recreation
Division
Supervisor
Recreation
Coordinator
Recreation
Assistants Recreation Aide Recreation
Intern
Customer
Service
Representative
Parks Division
Supervisor
Parks Lead
Groundskeeper
Executive
Assistant
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Park and Recreation
Mission Statement
The mission of the Fountain Hills Parks and Recreation Department is to enhance the qual-
ity of life by providing and maintaining safe, available, and accessible parks and recreation
services that will meet the intellectual, social cultural, and leisure needs of all residents.
Department Description
The Parks and Recreation Department is responsible for providing safe and accessible rec-
reation services for all age groups. Parks and Recreation services include senior programs,
adult and youth sports, pre-school programs, cultural programs, teen services, outdoor
programs, special events, special interest classes, adult education classes, and after school
programs. The department also oversees a growing trails system.
Performance Indicators
Description
FY 2007-08
Actual
FY 2008-09
Est. Actual
FY 2009-10
Proposed
Local youth org
bookings
1315 1350 1350
School bookings 555 560 565
Program revenue-
Special interest
$14,760 $22,670 $22,500
Program revenue-
Sports
$50,790 $73,027 $77,420
Program revenue-
community events
$64,685 $76,375 $79,945
Program revenue-
Youth & Teen
$11,000 $15,875 $19,436
Operating Budgets
The height of desert living. 128
FY 2008-09 Department Accomplishments
Movies in the Park continued at Fountain Park as a result of financial support from
several local businesses.
Partnered with Ballet Arizona to present “Ballet Under the Stars” at Fountain Park
for the third year.
Partnered with Southwest German Club and other local organizations to return the
"Oktoberfest" celebration to Fountain Park.
Partnered with Fountain Hills Chamber of Commerce and the Fountain Hills Commu-
nity Foundation to coordinate an expanded "St. Patrick's Day Celebration" at Foun-
tain Park in March 2009. Net proceeds from the event benefited several local non-
profit organizations and charities.
Hosted the Lori Piestawa Native American Games along with Fort McDowell and the
Fountain Hills Unified School District for the third year.
Continued the positive relationship between the Town and the Fountain Hills School
District to jointly utilize school facilities for various programs in return for the Dis-
trict’s use of park facilities.
Continued to provide expanded opportunities to utilize park facilities by the local
youth sports organizations, which include Little League Baseball, Soccer Club, and
Pop Warner Football and Cheerleadering.
Successfully administered two grants associated with the Desert Vista Park Im-
provements, closing out both in January 2009.
Received two grants from the Arizona Commission on the Arts totaling $
FY 2009-10 Department Objectives
Provide excellent customer service including information referral, quality programs,
and easy registration
Provide staff support to all events and activities scheduled at all town parks
Work closely with Fountain Hills Unified School District to assist with scheduling and
maintenance of facilities utilized by the Parks and Recreation Department
Identify new recreation programs to be offered in 2010-2011
Make optimal use of trails and expand public access to parks and open space
Maintain service level & functionality of parks
Maintain and promote small town character by enhancing public/private collabora-
tion to develop new events and improve existing events.
Operating Budgets
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.
Operating Budgets
PARK & RECREATION
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
SALARIES & BENEFITS:
Overtime $6,226 4,394 $5,000 $1,000 $0
Wages and Salaries $498,697 578,806 $639,900 $750,860 $713,843
Employer FICA Expense $14,608 15,510 $18,350 $19,710 $18,010
Unemployment Insurance Expense $1,683 1,360 $2,070 $2,370 $1,071
Employee's Health Insurance $50,038 79,440 $110,540 $66,670 $71,558
Employee's Life Insurance $1,419 1,880 $1,608 $1,890 $1,771
Employee's Dental Insurance $4,931 7,930 $5,095 $5,280 $5,209
Employee Vision Insurance $700 1,496 $1,538 $1,180 $743
Worker Compensation Insurance $18,522 24,229 $16,100 $17,550 $14,548
Employee's Retirement Expense $43,059 65,028 $57,250 $67,340 $64,934
Disability Insurance $1,709 21,268 $23,910 $3,190 $2,774
TOTAL $641,592 $801,342 $881,361 $937,040 $894,461
Licenses & Permits $569 $500 $800 $900 $1,195
Dues & Memberships $1,106 $3,300 $3,450 $2,915 $2,570
Training/Continuing Education $7,183 $100,282 $3,150 $5,725 $2,800
Conferences $5,983 $3,500 $650 $4,250 $3,300
Meetings $569 $500 $800 $1,750 $0
Building Repair & Maintenance $4,604 $4,600 $3,250 $48,490 $48,310
Field Preparation/Maintenance $91,516 $85,800 $100,650 $157,317 $93,117
Mowing/Landscape Maintenance $89,184 $162,030 $151,915 $173,906 $0
Equipment Repair & Maintenance $62,396 $44,700 $65,000 $32,700 $12,450
Vehicle Repair & Maintenance $0 $23,379 $5,000 $8,600 $9,834
Office Equip Repair & Maintenance $0 $0 $0 $0 $100
Electricity $141,561 $170,252 $161,450 $172,506 $180,812
Communications Expense $3,499 $2,500 $2,050 $8,695 $8,496
Water/Sewer/Trash $46,372 $42,060 $30,900 $50,500 $38,360
Gas & Oil $9,923 $9,923 $11,200 $10,400 $14,504
McDowell Mountain Preservation $434 $3,243 $1,400 $0 $0
Professional Fees $5,755 $47,000 $7,500 $27,300 $0
Rentals & Leases $7,402 $11,199 $8,000 $9,474 $6,250
Printing $4,949 $2,500 $862 $2,200 $1,050
Advertising $0 $92,857 $0 $2,650 $150
Contractual Services $0 $0 $0 $0 $216,450
Constituent Communications $27,146 $46,026 $50,000 $48,839 $24,850
Bank Charges $569 $500 $800 $2,050 $2,000
Office Supplies $9,046 $7,900 $7,600 $8,500 $5,950
Safety Supplies $0 $0 $0 $0 $660
Operating Supplies $0 $0 $0 $0 $18,319
Program Expenses $98,889 $98,626 $98,335 $112,845 $57,146
Uniforms $6,412 $8,416 $9,200 $7,136 $6,038
Tools/Shop Supplies $9,126 $7,900 $7,700 $6,200 $2,400
TOTAL $634,195 $979,493 $731,662 $905,848 $757,110
CAPITAL EXPENDITURES
Capital Outlay-Vehicles $0 $47,200 $70,972 $0 $0
Capital Outlay - Equipment $0 $7,500 $0 $6,130 $0
Capital Outlay - Park Improvements $0 $0 $0 $0 $0
Capital Outlay - Park Improvements $190,308 $271,538 $0 $67,966 $0
TOTAL $190,308 $326,238 $70,972 $74,096 $0
Transfe rs $0 $1,669,050 $0 $0 $0
Transfer to VRF $0 $0 $0 $19,928 $17,453
Total $0 $1,669,050 $0 $19,928 $17,453
TOTAL EXPENDITURES $1,466,095 $3,776,123 $1,683,995 $1,936,912 $1,669,024
The height of desert living. 130
Golden Eagle Park
Operating Budgets
Department Division Budget
Park & Recreation Recreation $663,529
Fountain Park $386,174
Golden Eagle Park $375,422
Desert Vista Park $105,280
Four Peaks Park $138,619
TOTAL OPERATING $1,669,024
The height of desert living. 131
Budget Highlights-Recreation
$480,508 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Park & Recreation Director and Recrea-
tion staff-$480,508
$180,619 Services & Supplies
Community Events-$76,755
Special Interest Programs-$11,307
Sports Activities-$37,377
Youth & Teen Programs-$11,730
Printing/mailing “In the Loop” (3 issues)-$24,850
NPRA, APRA, Arts Council, Heritage Alliance memberships-$1,250
Staff training/continuing education-$1,500
APRA conference-$2,500
Vehicle and equipment maintenance-$550
Cell phone service (6) -$3,660
Printing forms-$750
Advertising-$150
Bank/Merchant account fees-$2,000
Office supplies-$4,240
Uniforms-$2,000
$2,402 Transfers to Vehicle Replacement Fund
Operating Budgets
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Budget Highlights-Fountain Park
$92,246 Salaries, Benefits & Taxes
Salaries, benefits & taxes for park staff-$92,246
$291,861 Services & Supplies
ADEQ, Pesticide licenses and permits-$535
APRA, NPRA Memberships & training-$595
Veterans Memorial, Splash Park maintenance-$14,600
Sod, seed, irrigation, soil prep -$31,142
Playground equipment maintenance-$1,200
Fountain maintenance-$9,800
Vehicle maintenance & fuel-$3,050
Electricity-$123,804
Cell phone service-$1,068
Water-$3,204
Lake testing, algae treatment-$18,000
Equipment rental, mowing, aerating, spraying-$80,862
Misc supplies & tools-$3,344
Uniforms-$657
$2,067 Transfers to Vehicle Replacement Fund
The height of desert living. 133
Budget Highlights-Golden Eagle Park
$195,414 Salaries, Benefits & Taxes
Salaries, benefits & taxes for park staff-$195,414
$170,235 Services & Supplies
ADEQ, Pesticide licenses and permits-$360
APRA, NPRA, AZ Tree Memberships & training-$2,180
Ball Field, Picnic area, Tennis Court maintenance-$25,800
Sod, seed, irrigation, soil prep, field maint -$40,425
Playground equipment maintenance-$1,200
Field marking equipment-$850
Vehicle maintenance & fuel-$16,924
Electricity-$35,204
Cell phone & DSL service-$2,664
Water-$9,716
Equipment rental, mowing, aerating, spraying-$25,243
Misc supplies & tools-$6,945
Uniforms-$2,724
$9,773 Transfers to Vehicle Replacement Fund
The height of desert living. 134
Budget Highlights-Four Peaks Park
$63,834 Salaries, Benefits & Taxes
Salaries, benefits & taxes for park staff-$63,834
$71,574 Services & Supplies
ADEQ, Pesticide licenses and permits-$195
APRA, NPRA Memberships & training-$450
Rest Area maintenance-$5,400
Ball field, basketball, tennis court maintenance-$13,150
Playground maintenance-$1,200
Vehicle maintenance & fuel-$3,104
Electricity-$14,004
Cell phone & DSL service-$1,104
Water-$22,320
Equipment rental, mowing, aerating, spraying-$7,590
Misc supplies & tools-$1,400
Uniforms-$657
$3,211 Transfers to Vehicle Replacement Fund
The height of desert living. 135
Budget Highlights-Desert Vista Park
$62,459 Salaries, Benefits & Taxes
Salaries, benefits & taxes for park staff-$62,459
$42,821 Services & Supplies
ADEQ, Pesticide licenses and permits-$300
Rest Area maintenance-$2,710
Sod, seed, irrigation, soil prep -$8,400
Dog Park supplies-$3,980
Pump station maintenance-$600
Vehicle maintenance & fuel-$810
Electricity-$7,800
Water-$3,120
Equipment rental, mowing, aerating, spraying-$14,291
Misc supplies & tools-$153
Uniforms-$657
$0 Transfers to Vehicle Replacement Fund
The height of desert living. 136
Operating Budgets
COMMUNITY CENTER
Director
Community
Center Division
Events
Coordinator
Operations
Coordinator
Event Rep/
Operations
Support
Operations
Support
Assistant
Senior Services
Division
Supervisor
Home
Delivered Meals
Coordinator
Senior Services
Activities
Coordinator
Senior Services
Assistant Senior Aide
Executive
Assistant Receptionist
The height of desert living. 137
Community Center
Mission Statement
Like the trademark fountain that stands at the heart of the community, so, too does the
Community Center. Its mission is to enhance the quality of life for Fountain Hills' citizens
by providing a gathering place for civic, non-profit and community events, promoting the
arts, and developing a conference and convention trade.
The Senior Activity Center helps seniors maintain their independence and improve the
quality of their lives by providing a comprehensive and coordinated system of services and
programs by collaborating with other agencies and organizations who provide support pro-
grams and social services.
Department Description
The Fountain Hills Community Center provides meeting and event space for recreational,
civic, educational, commercial, and private events that require seminar, banquet, and
classroom or exhibit space. The facilities provide much needed space for public meetings
and opportunities for group and individual rentals at affordable prices.
The Center staff works attentively with clients and Town staff to ensure that all rooms and
public areas are clean, properly set, and prepared for their users. License agreements en-
sure that users comply with the policies and procedures as adopted by the Town.
Senior Services Division reports to the Director of the Community Center and has the fol-
lowing major programs: Home Delivered Meals, fitness and educational programs, com-
munity and socialization activities, trips and outings and social services to include support
groups and consultations. Both Senior Services and Senior-Net are housed in the Commu-
nity Center building providing office space for each entity.
Performance Indicators
Description
FY 2007-08
Actual
FY 2008-09
Est. Actual
FY 2009-10
Proposed
Number of events
booked
4,252 4,052 3,852
Community Cen-
ter revenue
$213,470 $195,600 $177,192
Senior Member-
ships
1,042 1,198 1,233
Meals Delivered 7,009 8,544 9,400
Operating Budgets
The height of desert living. 138
FY 2008-09 Department Accomplishments
Replaced carpet in the ballroom and hallway area.
Installed automatic openers to restroom doors.
Completed a survey of regular users.
Added a fence to the back patio area to remain complaint with the AZ Liquor
Laws.
Installed new pieces of art work both inside and out of the Center in accordance
with the Public Art Master Plan.
Added a new outdoor kiosk so that postings and event information is easier for
the public to access.
Arranged program schedule to make better use of designated space for seniors.
Added four new programs to activity schedule.
Streamlined the Home Delivered Meals routs sheets, tracking and payment
processing systems.
Partnered with some local businesses to provide a 10% discount to Senior Mem-
bers.
Acquired van from Valley Metro for $1 - to be used for Senior trips and outings.
Partnered with Fountain Hills Cultural & Civic Association and formed the Foun-
tain Hills Public Forum - a joint effort to provide quality public speaking engage-
ments on current topics of public interest.
FY 2009-10 Department Objectives
Provide excellent customer service including information referral, quality pro-
grams, and timely booking process.
Provide staff support to all events and activities scheduled.
Work closely with local groups and non-profit organizations to bring more events
to the Center.
Identify new senior education, trips and programs.
Help seniors maintain independence and adequate nutrition through the Home
Delivered Meals Program.
Develop stronger support groups and seek out qualified coordinators.
Provide interesting and affordable day trips for seniors.
Use dedicated rooms space and review/monitor program space needs.
Provide information referral, quality programs, and help new residents and visi-
tors establish a network of friends by providing opportunities for socialization.
Operating Budgets
The height of desert living. 139
C O MMUNITY C ENTER
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
SALARIES & BENEFITS
Overtime $745 $1,590 $900 $1,500 $0
Wages and Salaries $329,422 $386,214 $351,470 $405,052 $376,346
Employer FICA Expense $13,423 $17,070 $16,950 $16,890 $12,815
Unemployment Insurance Expense $1,212 $1,094 $1,044 $1,116 $958
Employee's Health Insurance $25,842 $32,105 $30,305 $27,481 $31,160
Employee's Life Insurance $662 $823 $660 $694 $695
Employee's Dental Insurance $2,576 $3,007 $2,920 $3,232 $2,817
Employee Vision Insurance $318 $394 $385 $476 $491
Worker Compensation Insurance $6,259 $11,542 $3,890 $5,677 $2,489
Employee's Retirement Expense $20,611 $22,579 $24,500 $25,370 $25,999
Disability Insurance $973 $1,018 $1,050 $1,215 $1,089
TOTAL $402,043 $477,436 $434,074 $488,703 $454,857
License & Permits $0 $0 $0 $550 $335
Dues & Publications $1,086 $795 $450 $200 $0
Continuing Education $200 $1,375 $1,750 -$550 $0
Conferences $2,028 $3,950 $0 $1,175 $150
Meeting Expense $113 $650 $100 $0 $0
Building Repairs & Maintenance $13,590 $17,000 $15,250 $18,865 $0
Equipment Repair & Maintenance $0 $1,000 $0 $0 $2,000
Vehicle Repair & Maintenance $0 $0 $350 $250 $5,400
Office Equipment Repairs & Maintenance $1,370 $1,320 $1,425 $1,320 $2,640
Electricity Expense $40,962 $47,000 $46,073 $50,040 $0
Communications Expense $2,750 $2,900 $5,050 $3,740 $2,880
Water/Sewer/Trash $12,177 $13,700 $10,600 $14,000 $0
Gas & Oil $0 $0 $1,900 $1,920 $1,300
Professional Fees $344 $700 $1,990 $400 $1,540
Printing $991 $2,720 $500 $1,600 $1,400
Advertising/Signage $15,737 $20,350 $18,125 $14,000 $1,068
Contractural Services $4,519 $3,900 $0 $3,961 $75,114
Constituent Communications $0 $0 $0 $5,852 $4,000
Bank Charges $1,406 $2,140 $100 $3,000 $2,640
Community Events $0 $0 $0 $0 $0
Office Supplies $11,746 $12,450 $10,925 $8,190 $4,850
Operating Supplies $0 $0 $0 $0 $10,401
Bar Supplies $12,198 $14,000 $7,500 $7,200 $0
Program Materials $50,601 $21,710 $63,000 $87,607 $0
Uniforms $210 $900 $900 $895 $0
TOTAL $172,027 $168,560 $185,988 $224,215 $115,718
CAPITAL EXPENDITURES
Capital Outlay-Vehicles $0 $0 $1,000 $0 $0
Capital Outlay - Equipment $0 $2,000 $0 $0 $0
Capital Outlay - Improvements $0 $0 $0 $40,000 $0
TOTAL $0 $2,000 $1,000 $40,000 $0
Transfer to Debt Service $387,000 $387,000 $387,000 $387,000 $387,000
Transfer to VRF $0 $0 $0 $5,025 $10,050
TOTAL $387,000 $387,000 $387,000 $392,025 $397,050
TOTAL EXPENDITURES $961,070 $1,034,996 $1,008,062 $1,144,943 $967,625
$0
Operating Budgets
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Community Center at night
Operating Budgets
Community Center Community Center Operations $697,447
Senior Services $270,177
TOTAL OPERATING $967,624
Department Division Budget
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Budget Highlights-Community Center
$298,972 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Community Center Director and Center
staff-$298,972
$11,475 Services & Supplies
Notary fees and subscriptions-$335
Meeting supplies-$150
Audio equipment repair and maintenance-$2,000
Copier maintenance-$2,640
Cell phone service-$1,920
Piano tuning, music licensing-$540
Bank and Merchant account charges-$2,140
Office and operating supplies-$1,750
$387,000 Transfers to Debt Service Fund
Operating Budgets
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Budget Highlights-Senior Services
$155,884 Salaries, Benefits & Taxes
Salaries, benefits & taxes for Senior Center Staff-$155,884
$104,243 Services & Supplies
Membership and Free Activities-$2,692
Home Delivered Meals-$74,164
Senior Programs-$2,470
Community Events-$2,248
Senior Trips-$14,209
Cell phone service-$960
Marketing materials-$1,150
“In the Loop”-$4,000
Bank/Merchant services fees-$500
Office supplies, business cards -$1,850
$10,050 Transfers to Vehicle Replacement Fund
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The height of desert living. 144
Operating Budgets
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Law Enforcement
Mission Statement
The Maricopa County Sheriff's Office, in partnership with our citizens and contract cities,
will enforce state laws, deter criminal activity, protect life and property, maintain order,
and operate a safe, constitutional jail system.
Through innovative leadership and dedication to providing quality services, the Sheriff's
Office will maximize the use of its resources to provide the highest quality service, which
will aid in improving the quality of life for the citizens of Fountain Hills.
The Office is dedicated to providing a caring and supportive environment for our employ-
ees because they are the backbone of the system.
Department Description
Law enforcement services are provided to our residents through contract services from the
Maricopa County Sheriff’s Office (MCSO).
The Sheriff’s Office enforces State and local laws as well as addressing “quality of life” is-
sues, such as crime prevention, traffic safety, drug enforcement, sponsoring youth activi-
ties and special events, addressing barking dogs, and promoting community involvement.
Performance Indicators
Description
FY 2007-08
Actual
FY 2008-09
Est. Actual
FY 2009-10
Proposed
Crimes-Part I 665 554 493
Crimes-Part II
revenue
549 638 585
Traffic Accidents 287 260 260
Thefts 174 211 211
Calls for Service
12,583 13,500 13,500
Operating Budgets
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FY 2008-09 Department Accomplishments
Continued to decrease the number of juvenile crimes by increasing the number
of juveniles contacted and identified for trespassing, criminal damage, and cur-
few violations.
Increased participation of the community in MCSO sponsored Block Watch Pro-
grams by 25%.
Implemented the Crime-Free Multi-Housing Program by providing training,
awareness, and participation between MCSO and property owners residing
within the community to help reduce crime in those areas.
Continued to promote effective communication between the Town and Sheriff’s
Office in addressing issues that need a cooperative answer.
Increased traffic enforcement, education and awareness with higher visibility
during peak traffic times to reduce traffic accidents and speeding complaints.
Promoted public visibility, accessibility, and community relations through clearly
marked cars and involvement of uniformed personnel at Town functions.
Increased patrols in Town parks with the assistance of volunteer Posse.
FY 2009-10 Department Objectives
Support initiates which enhance public safety in our community
Increase participation of the community in Sheriff’s Office sponsored Block
Watch programs
Increase participation of rental properties involved in Crime Free Multi-Housing
Program by 10%
Increase traffic enforcement, education, and awareness with high visibility pa-
trolling during peak traffic times to promote safety and decrease the number of
traffic complaints and vehicle accidents.
Establish a program that aggressively implements inspections of semi trucks,
heavy duty dump truck, and transports utilizing a certified truck inspector.
Promote public visibility, accessibility and community relations through clearly
marked cars and involvement of uniformed Sheriff’s Office personnel at Town
functions.
Continue to promote effective communication between the Town and Sheriff’s
Office in addressing issues that need a cooperative answer.
Continue to utilize the Sheriff’s posse whenever possible to enhance the effec-
tiveness of the District 7 personnel in their duties that support the Town of
Fountain Hills.
Operating Budgets
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Operating Budgets
LAW ENFO RC EMENT
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
SALARIES & BENEFITS:
Wages $0 $0 $0 $0 $9,049
FICA $0 $0 $0 $0 $681
Unemployment Insurance $0 $0 $0 $0 $32
Employee's Health Insurance $0 $0 $0 $0 $0
Employee's Life Insurance $0 $0 $0 $0 $0
Employee's Dental Insurance $0 $0 $0 $0 $0
Employee's Eye Insurance $0 $0 $0 $0 $0
Worker's Compensation Insurance $0 $0 $0 $0 $23
Employee's Retirement Fund $0 $0 $0 $0 $0
Recruitment Costs $0 $0 $0 $0 $0
Disability Insurance $0 $0 $0 $0 $0
TOTAL $0 $0 $0 $0 $9,784
Jail/Prisoner Fees $47,884 $45,000 $58,500 $68,000 $96,000
Rabies/Animal Control $24,087 $32,000 $28,200 $28,200 $30,600
Sheriff's Contract $1,835,044 $2,188,572 $2,704,200 $2,742,877 $2,707,728
Office Supplies $0 $0 $0 $0 $765
TOTAL $1,907,015 $2,265,572 $2,790,900 $2,839,077 $2,835,093
CAPITAL EXPENDITURES
Capital Outlay-Vehicles $0 $0 $0 $0 $0
Office Furniture & Equipment $0 $0 $0 $0 $0
Capital Outlay-Commun. $0 $0 $0 $0 $0
TO TAL C APITAL EXPENDITURES $0 $0 $0 $0 $0
TOTAL EXPENDITURES $1,907,015 $2,265,572 $2,790,900 $2,839,077 $2,844,877
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St Patrick’s Celebration at Vets Memorial
Operating Budgets
Department Division Budget
Law Enforcement Patrol $2,707,728
Incarceration $96,000
Animal Control $41,150
TOTAL OPERATING $2,844,878
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Budget Highlights-Law Enforcement
$9,785 Salaries, Benefits & Taxes
Salaries, benefits & taxes for a portion of Customer Service
Representative staff (Animal Licensing)-$9,785
$2,835,093 Services & Supplies
Animal Control-$30,600
Prisoner Fees-$96,000
MCSO Contract-$2,707,728
Animal License supplies-$765
$0 Transfers to Vehicle Replacement Fund
Operating Budgets
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Operating Budgets
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Fire and Emergency
Mission Statement
The mission of the Fire Department is to provide the residents, businesses, and visitors of
Fountain Hills with the highest level of protection against loss of life and property. We up-
hold the commitment through quality emergency services and a proactive emphasis on
public education, code enforcement, hazard investigation, innovative life and safety aware-
ness, and community service; while maintaining the highest level of professionalism in all
aspects of rescue, emergency medical service, fire prevention and suppression and control
the control of hazardous situations.
Department Description
Fire protection and emergency medical services are provided to the residents through a
unique public/private sector combination of municipally owned equipment and facilities op-
erated by contract personnel from Rural Metro Corporation.
The Fire Department is responsible for prevention and suppression of structural and wild
land fires within the town limits. The Fire Department also provides building safety inspec-
tions and plan review for construction activity, enforces the Town Fire Sprinkler Ordinance,
emergency medical services and transports, hazardous material mitigation, and takes the
lead role in emergency response to natural disasters. In conjunction with its primary role,
the Fire Department provides a wide range of auxiliary community services such as public
education, youth-oriented explorer post, and a community CPR/AED certification program.
The Fire Department currently staffs one pumper truck with paramedic capabilities, one
ladder/pumper truck with paramedic capabilities and one Ladder Tender with paramedic
capabilities. All three trucks carry extrication/rescue equipment.
Performance Indicators
Description
FY 2007-08
Actual
FY 2008-09
Est. Actual
FY 2009-10
Proposed
Emergency Re-
sponse Time
3 min 54 sec 3 min 40 sec
@80%
5 min
@90%
EMS Response Time 3 min 44 sec 3 min 35 sec
@80%
5 min
@90%
Percent of calls EMS 61% 65% 65%
Emergency Calls 1,666 1,866 1,800
Non-emergency
Calls
1,363 828 900
Inspections/surveys 2,100 1,109 1,300
Operating Budgets
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FY 2008-09 Department Accomplishments
Determined the location and design of fire station #2… pending
Submitted FEMA Firefighters Grant for 800 megahertz radios…received $32,500
Submitted State Grant for extrication equipment…received $8,850.00
ADA Remodel of men's’ restroom/shower facility at station #1…pending
Completed first phase of mountain(trail) rescue program policy
Completed first phase, electronic infrastructure, in the council chamber as the
Emergency Operations Center (EOC)
Crisis Activated Response Effort (CARE) team activated and operational.
FY 2009-10 Department Objectives
Submit FEMA Firefighters Grant application for completion of the Town Emer-
gency Operations Center (EOC).
Transfer Fire Marshal data base to the MUNIS Permit and Code Enforcement
system.
Decrease response time to the SW area of Town by moving an ambulance to a
temporary location Fry's Center.
Start construction on Station #2 re-location project.
Operating Budgets
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Operating Budgets
FIRE DEPARTMENT
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
SALARIES & BENEFITS:
Wages $0 $0 $0 $0 $0
FICA $0 $0 $0 $0 $0
Unemployment Insurance $0 $0 $0 $0 $0
Employee's Health Insurance $0 $0 $0 $0 $0
Employee's Life Insurance $0 $0 $0 $0 $0
Employee's Dental Insurance $0 $0 $0 $0 $0
Employee's Eye Insurance $0 $0 $0 $0 $0
Worker's Compensation Insurance $0 $0 $0 $0 $0
Employee's Retirement Fund $0 $0 $0 $0 $0
Recruitment Costs $0 $0 $0 $0 $0
Disability Insurance $0 $0 $0 $0 $0
TO TAL $0 $0 $0 $0 $0
Dues & Publications $941 $1,135 $2,000 $1,300 $1,600
Conferences $605 $500 $300 $500 $500
Building Repairs/Maintenance $0 $0 $0 $0 $0
Equipment Repair & Maintenance $0 $0 $11,200 $12,000
Vehicle Repairs & Maintenance $58,622 $38,000 $36,500 $36,500 $37,500
Telecommunications $0 $0 $0 $0 $600
Gas & Oil Expense $28,956 $26,255 $22,700 $29,800 $19,500
Professional Fees $0 $2,500 $5,000 $0 $0
Printing $123 $500 $320 $500 $500
Intergovernmental Agreements $5,000 $0 $0 $5,000 $1,800
Rural Metro Contract $2,602,692 $2,746,787 $2,884,126 $3,028,332 $2,852,368
Office Supplies $860 $1,500 $8,000 $1,500 $1,000
Safety Supplies $0 $0 $0 $0 $1,000
Small Tools & Equipment $14,589 $18,111 $10,000 $10,000 $16,500
TOTAL $2,712,388 $2,835,288 $2,968,946 $3,124,632 $2,944,868
CAPITAL EXPENDITURES
Capital Outlay - Communication Equipment $0 $6,000 $13,500 $4,000 $0
TOTAL CAPITAL EXPENDITURES $0 $6,000 $13,500 $4,000 $0
Transfer to VRF $0 $0 $0 $112,276 $120,609
TOTAL $0 $0 $0 $112,276 $120,609
TOTAL EXPENDITURES $2,712,388 $2,841,288 $2,982,446 $3,240,908 $3,065,477
The height of desert living. 154
Mountain Rescue
Operating Budgets
Department Division Budget
Fire & Emergency Medical Fire Administration $2,984,577
Fire Suppression $73,100
Building Inspection $7,800
TOTAL OPERATING $3,065,477
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Budget Highlights-Fire
$0 Salaries, Benefits & Taxes
No Salaries or benefits
$2,944,868 Services & Supplies
Rural Metro Contract-$2,852,368
Dues & Subscriptions-$1,600
Meetings & Conferences-$500
Equipment Maintenance-$12,000
Vehicle Maintenance & Repair-$35,000
Fuel & Oil-$19,500
EOP Contract-$1,800
Tools & Equipment-$16,500
Office and operating supplies-$5,600
$120,609 Transfers to Vehicle Replacement Fund
Operating Budgets
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Operating Budgets
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Performance Measures
For the
Fiscal 2009-10 Year
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Performance Measurement
The use of performance measures in local government is being driven by increased
citizen demands for government accountability, greater interest on the part of man-
agers in performance related information to assist in program evaluation and re-
source allocation decisions, and the efforts of various organizations and profes-
sional associations to make governments more results-oriented.
Performance measurement allows policy makers, managers, and citizens to evaluate
the quality and effectiveness of government services. Performance measures include
inputs (resources used), outputs (program activities), efficiency measures (ratio of
inputs to outputs), and outcomes (the actual results of programs and services).
The Town of Fountain Hills has traditionally prepared an Object-Class budget with
some program goals attached. This year the Town is moving toward development of
a Performance Based Budget. This process will be implemented over a number of
years, beginning with the budget of FY 2009-2010.
It is important to understand that performance-based budgeting is not simply the
use of program performance information in developing a budget. Performance-based
budgeting does more than just create resource allocation decisions that go into de-
velopment of a traditional type of budget. In other words, it is not just "budgeting
based on performance." Instead, it is the process by which a particular type of
budget is developed -- a Performance Budget (or "program performance budget").
To design an effective system of performance-based budgeting, it is vital to under-
stand exactly what the end product itself should be, what it should contain, and how
it should look.
A true Performance Budget is not simply an Object-Class budget with some program
goals attached. It tells you much more than “for a given level of funding, a certain
level of result is expected”. A real Performance Budget gives a meaningful indication
of how the dollars are expected to turn into results. The most effective Performance
Budget does this by showing, for each program area, how dollars fund day-to-day
tasks and activities, how these activities are expected to generate certain outputs,
and what outcomes should then be the result.
A program Performance Budget can be distinguished from an Object-Class budget in
a fundamental way. The Object-Class budget shows what each dollar will be spent
on, (salaries, benefits, office supplies, travel, utilities, equipment, etc.) The Perform-
ance Budget shows what each dollar will accomplish (process a grant application, in-
spect a worksite, review a compliance activity, etc.)
When our budget process is fully developed, every program will be able to show its
budget in both formats -- with the "bottom line" dollar amounts being exactly the
same for each.
The overall purpose of the Performance Based Budget System is to establish a proc-
ess to assist program managers in scheduling work and resources in order to effi-
ciently and effectively carry out the Town’s Goals and Objectives contained in the
The height of desert living. 159
Strategic Plan and prioritized by the Council during their budget retreat.
This purpose is summarized in the following concepts:
Integration of long-term planning and evaluation with the budget process
by relating the Town’s work efforts to stated service levels aimed at ac-
complishment of the Strategic Plan Goals and Objectives.
Defining Town business in service level terms by use of performance meas-
ures and program statements to describe planned accomplishments, which
contribute to achieving the Strategic Plan’s Goals and Objectives.
Recording the work hours, products and financial aspects of achieved ac-
complishments.
Measuring the efficiency and effectiveness achieved in accomplishing budg-
eted objectives.
The above concepts are interrelated.
For example, under the Performance-Based Budget method, the Strategic Plan's
Goals are directly related to specific Programs and Program Performance Statements.
The Program Performance Statement provides answers to the following questions:
What is the purpose of the program?
How will this purpose be achieved?
What key results are expected to be produced?
The Service Delivery Plans describe the Activities which will be undertaken in an ef-
fort to meet the Program goals.
Finally, the performance of each Program is measured for quality, productivity and
cost effectiveness.
The following pages contain the Town of Fountain Hills performance measures, by
program area, for fiscal year 2009-10.
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Town of Fountain Hills
Department: Court
Program: Administration
Service Delivery Plan:
Provide all constitutional and statutorily mandated judicial services.
Activities:
Pursuant to the Court’s jurisdictional authority
Process criminal misdemeanor, civil traffic, criminal traffic offenses & specific juvenile offenses.
Process civil & criminal violations of our Town Code & ordinances .
Monitor post-disposition orders.
Collect and account for fines, fees, bonds and restitution .
Issue civil protection & injunctions against harassment.
Issue arrest/search warrants and records subpoenas.
Maintain & safeguard court records.
Reply to public information & record requests.
Comply with mandatory reporting responsibilities to the AZ Supreme Court & Maricopa County
Superior Court.
Process Fountain Hills Teen Court cases.
Provide case activity reports to Town.
Provide public education.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Productivity
Public information & record requests replies N/A 100% 100%
Mandatory reporting responsibilities N/A 100% 100%
to the AZ Supreme Court & Maricopa County
Superior Court compliance
Cost Effectiveness:
Number of personnel evaluations facilitated 5 5
FTE’s
Judge .80
Court Administrator .40
Senior Court Clerk .50
Total 1.70
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Town of Fountain Hills
Department: Court
Program: Post Adjudication Compliance
Service Delivery Plan:
Monitor and enforce Defendants’ compliance with court sentencing orders relation to fines and
fees, jail time and program participation.
Activities:
Collect fines and fees.
Jail compliance: Substance abuse.
DV Program completion: Community Service compliance.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Percentage of cases referred to Collection
(FARE) Tax Intercept N/A 5% 5%
Percentage of compliance with sentenced
jail time N/A 70% 80%
Percentage of compliance with sentenced
program N/A 65% 75%
Percentage of compliance with community
service obligation N/A 55% 65%
Productivity
Number of cases with program referrals
per year N/A 200 200
Number of cases involving community
service per year N/A 100 100
Cost Effectiveness:
FTE’s
Judge .10
Court Administrator .30
Senior Court Clerk .50
Court Clerk 1.00
Court Clerk .50
Total 2.40
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Town of Fountain Hills
Department: Court
Program: Teen Court
Service Delivery Plan:
Provide a juvenile diversion program for first time/minor violation offenders, as well as an
opportunity for area teens to participate in the juvenile justice process.
Activities:
Conduct Teen Court hearings.
Provide Teen Court promotion, education and training.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Percentage of cases with consequences
timely completed N/A 90% 95%
Percentage of cases returned to formal
process N/A 6% 3%
Percentage of defendants returning to
process (recidivism) N/A 6% 3%
Productivity
Number of cases heard N/A 40 60
Number of youth participants N/A 75 100
Cost Effectiveness:
FTE’s
Judge .10
Court Administrator .30
Court Clerk .50
Total .90
The height of desert living. 163
Town of Fountain Hills
Department: Town Manager
Program: Administration
Service Delivery Plan:
Provide leadership to ensure a high quality of life for the citizens of Fountain Hills by utilizing
town resources to the greatest extent possible and offering superior service.
Activities:
Make dedicated efforts to achieve Council goals for FY 2009-10.
Accomplish directives assigned by the Town Council.
Ensure appropriate use of FY 2009-10 budget allocation.
Provide leadership and direction to staff.
Maintain accreditation as an ICMA credentialed manager.
Build relationships with citizens and organizations in Fountain Hills.
Build intergovernmental relationships.
Oversee contracted community services and facilitate Council and Staff workshops.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
eFountain customer service effectiveness rated
superior or good N/A 83% 90%
eFoutain response time rated superior or good N/A 83% 90%
eFountain courtesy rated superior or good N/A 83% 90%
eFountain customer expectations met rated
superior or good N/A 77% 90%
Productivity:
Number of eFountain service requests N/A 177 531
Cost Effectiveness:
FTE’s
Town Manager 0.95
Executive Assistant 0.70
Total 1.65
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Town of Fountain Hills
Department: Town Manager
Program: Strategic Planning
Service Delivery Plan:
Working in conjunction with the Strategic Planning Advisory Commission (SPAC), propose an
update to Strategic Plan that reflects the desires of the citizenry, taking into account
community needs and economic, demographic, and cultural conditions in Fountain Hills.
Activities:
Develop a proposed update to the Strategic Plan and present to the Town council for adoption.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Strategic Plan update prepared on time N/A By March 31, 2010
Strategic Plan update prepared within budget N/A <$20,000
Strategic Plan update by Town Council N/A By April 15, 2010
Productivity:
Citizen feedback utilized information of the Strategic Plan update N/A Public meeting(s) &
Surveys
Accomplish Strategic Plan update activities and timeline
Cost Effectiveness:
FTE’s
Town Manager .05
Executive Assistant .05
Total .10
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Town of Fountain Hills
Department: Town Clerk
Program: Administration
Service Delivery Plan:
Serve both internal and external customers in an impartial, confidential, efficient, trustworthy
and friendly manner by responding to requests for retrieval of information and coordination of
Council meetings to ensure compliance with State law.
Activities:
Monitor budget expenditures and process the daily business of the Town.
Interact and respond to requests from elected officials, staff and the public.
Review and sign various licenses and checks; perform the duties of the Town’s filing agent for
claims, legal documents, as well as the Council’s annual Financial Disclosure Statement and
coordination and receipt of agenda items between the legal department and staff.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Expenditures within budget N/A 100% 100%
Requests responded to same day N/A 100% 100%
Various licenses reviewed and signed
same day N/A 100% 100%
Financial Disclosure Statements received by
filing deadline N/A 100% 100%
Productivity:
Number of legal requests tracked N/A 77 85
Number of notary services provided N/A 41 45
Number of Financial Disclosure Statements N/A 9 11
Cost Effectiveness:
FTE’s
Town Clerk .30
Total .30
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Town of Fountain Hills
Department: Town Clerk
Program: Elections
Service Delivery Plan:
Conduct municipal elections and all related activities in the most efficient and effective manner, and in
full compliance with all applicable statutes, which include voter assistance and education; political
committee assistance with campaign finance and election laws.
Please note: Statistics and numbers will vary significantly in non -election years.
Activities:
Coordinate activities and paperwork with Maricopa County Elections, the Town Attorney, staff and
vendors as required by state law; including processing related invoices for payment.
Prepare press releases and coordinate distribution of election information through the Community
Affairs/Media Relations Administrator.
Accept candidate nomination and political committee filings and monitor receipt of campaign finance
reports.
Serve as the Town’s election official and provide results on Election Day.
Prepare the resolutions to canvas election results and submit for Council approval.
Maintain election documents according to the record retention schedule.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Voter turnout (average of municipal elections
held) N/A N/A 31%
Election canvasses completed within statutory
requirements N/A N/A 100%
Candidate nomination papers processed correctly N/A N/A 100%
Candidate and political committee campaign
finance reports filed by deadlines N/A N/A 100%
Candidate and political committee campaign
finance reports posted on the Town’s website N/A N/A 100%
Productivity:
Number of municipal elections held N/A 0 3
Number of Initiative/Referendum petitions filed
and certified within statutory requirements N/A 0/1 0/0
Number of Registered Voters at close of registration N/A N/A 16,539
Number of Early Voters processed at Town Hall N/A N/A 550
Number of Council Candidate packets distributed
and processed N/A N/A 15/8
Number of Political Committee packets distributed
and processed N/A N/A 8/8
Cost Effectiveness:
FTE’s
Town Clerk .20
Total .20
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Town of Fountain Hills
Department: Town Clerk
Program: Legislation
Service Delivery Plan:
Provide support to the Mayor and Council and aid in the delivery of effective and transparent government
by providing staff support for all Council meetings; taking notes and preparation of official meeting
minutes; publication or recording of documents as required by state law in support of Council actions.
Ensure compliance with applicable statutes, policies, or guidelines as pertains to responsibilities.
Activities:
Prepare and post public notices for all Council reoccurring and non-official events according to statutory
requirements.
Coordinate and prepare the agendas and electronic agenda packet for official Council meetings according
to statutory requirements.
Prepare and/or review Council meeting minutes to be submitted for Council approval.
Process approved meeting minutes, resolutions, ordinances, contracts, IGA’s and other legal documents
as necessary.
Coordinate the web posting of approved minutes and official action of the Council according to statutory
requirement.
Coordinate the Board and Commission appointment process with support staff (nine boards and
commissions).
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Financial Disclosure Statements filed
within statutory requirement N/A 100% 100%
Agendas posted within the statutory
requirement N/A 100% 100%
Approved Council meeting minutes posted on
the Town’s website within the statutory
requirement N/A 100% 100%
Productivity:
Number of agendas/packets prepared N/A 30 35
Number of agenda items N/A 186 190
Number of meeting minutes placed on web
within 2 business days after approval N/A 30 35
Number of meetings for which minutes are
prepared N/A 30 35
Number of Executive Sessions for which minutes
are prepared 11E 18 13
Number of contracts/IGA’s processed N/A 14/5 12/5
Number of Resolutions/ordinances processed N/A 30/11 31/12
Number of Town Code amendments codified N/A 2 2
Number of Board and Commission appointments N/A 25 24
Cost Effectiveness:
FTE’s
Town Clerk .30
Total .30
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Town of Fountain Hills
Department: Town Clerk
Program: Records
Service Delivery Plan:
Maintain all documents necessary for the effective administration and operation of the
municipal government.
Activities:
Coordinate with support staff the retention and destruction of records according to state law.
Submit destruction certificates to the Records Management Division of the Arizona State
Library, Archives and Public Records.
Scan and coordinate the posting of Resolutions, Ordinances, and Proclamations on the Town’s
website.
Coordinate requests for public records in a timely manner as per state law.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Public Record request responded to within
statutory requirements N/A 100% 100%
Resolutions placed on the Town’s website
with 3 business days of approval 9C N/A 100%
Ordinances placed on the Town’s website
within 3 business days of approval 9C N/A 100%
Proclamations placed on the Town’s website
within 3 business days of approval 9C N/A 100%
Productivity:
Number of Resolutions placed on the web 9C N/A 25
Number of Ordinances placed on the web 9C N/A 10
Number of Proclamations placed on the web 9C N/A 5
Number of Record/Destruction certificates
processed N/A 15 12
Number of Public Record requests processed N/A 148 180
Cost Effectiveness:
FTE’s
Town Clerk .20
Total .20
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Town of Fountain Hills
Department: Human Resources
Program: Administration
Service Delivery Plan:
Provide employees with an optimal work environment for obtaining sustained high productivity,
continuous improvement, organizational renewal and exceptional customer service. Sustain an
environment that supports the efforts of all employees to realize to the extent possible, their
professional potential. Provide opportunities for personal enrichment and promote individual
well-being. Provide a workplace free from any form of harassment, intimidation, or unlawful
discrimination. Establish and maintain a work environment that promotes mutually respectful
interactions between supervisor and the person supervised, and among employees.
Activities:
Development and implantation of policies and procedures.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Turnover N/A 3% 2%
Productivity:
Number of grievances filed N/A 0 0
Cost Effectiveness:
FTE’s
HR Administrator/Risk Mgr .50
Total .50
The height of desert living. 170
Town of Fountain Hills
Department: Human Resources
Program: Payroll
Service Delivery Plan:
Provide Town employees with accurate and timely paychecks. Maintain compensation
compliance.
Activities:
Process 26 payrolls annually.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Number of voided checks processed due
to errors N/A 1 0
Productivity:
Number of payrolls processed annually N/A 26 26
Cost Effectiveness:
FTE’s
HR Administrator/Risk Manager .05
Total .05
The height of desert living. 171
Town of Fountain Hills
Department: Human Resources
Program: Recruitment
Service Delivery Plan:
Recruit and select applicants with excellent qualifications using effective and efficient
application and selection tools.
Activities:
Keep job descriptions up-to-date.
Place ads where they will be most visible and cost effective.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Voluntary Terminations N/A 10 5
Involuntary Terminations N/A 2 1
Productivity:
Average Time to fill
Regular job openings N/A 8 wks 6 wks
Cost Effectiveness:
FTE’s
HR/Administrator/Risk Manager .10
Total .10
The height of desert living. 172
Town of Fountain Hills
Department: Human Resources
Program: Risk Management
Service Delivery Plan:
Provide a safe work environment for all employees.
Activities:
Safety training provided on a regular basis throughout the year.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Number of worker’s comp claims
managed with no time lost from work N/A 3 2
Assist to maintain Town of Fountain Hills
Experience Modifier (EMOD) of 1.0 or less N/A 100% 100%
Productivity:
Number of worker’s compensation claims
filed annually N/A 7 5
EEOC Claims filed annually N/A 0 0
Cost Effectiveness:
FTE’s
HR Administrator/Risk Manager .30
Total .30
The height of desert living. 173
Town of Fountain Hills
Department: Human Resources
Program: Volunteers
Service Delivery Plan:
Provide the Town with savings in personnel cost and services to the entire community by
trained, informed volunteers. Increase the quality of life for residents and staff working
together.
Activities:
Quarterly volunteer coffees with guest speaker
Make a Difference Day
Holiday Celebration at the Community Center
Annual Volunteer Reception
Volunteer Placements throughout Town
Monthly volunteer newsletter
Expanded volunteer services to seniors
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Monies Saved Town by volunteers $200,000 $250,000
Volunteer Satisfaction w/placement 95% 98%
Volunteer orientation training 40x year 1x month
Productivity:
Number of volunteers 500 600
Number of volunteer opportunities/positions 300 500
Cost Effectiveness:
FTE’s
Volunteer Coordinator .75
Total .75
The height of desert living. 174
Town of Fountain Hills
Department: Finance
Program: Accounting
Service Delivery Plan:
Provide the Town with efficient and cost effective accounts receivable and general ledger and
banking support services. Provide prompt and efficient payment of Town’s liabilities each
month.
Activities:
Process cash receipts journals daily.
Reconcile bank accounts monthly.
Process journal entries for all transactions not processed through cash receipts as they occur.
Bill accounts receivable as activities occur.
Reconcile vendor statements with requisition, purchase order and invoice.
Process accounts payable twice monthly.
Maintain vendor files, including 1099 reporting.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of correcting journal entries on
cash receipts N/A 5 2
Number of corrected account receivable
invoices N/A 2 0
Number of voided checks N/A 11 9
Productivity
Number of cash receipts batches processed
annually N/A 260 208
Number of bank reconciliations annually N/A 84 84
Number of journal entries processed annually N/A 128 144
Number of accounts receivable invoices
processed annually N/A 75 90
Number of accounts payable checks
prepared N/A 2,500 2,450
Number of invoices processed N/A 4,000 3,850
Number of check runs N/A 38 38
Cost Effectiveness:
FTE’s
Finance Director .10
Accounting Supervisor .30
Accounting Clerk –A/P .30
Accounting Clerk – A/R .40
Total 1.10
The height of desert living. 175
Town of Fountain Hills
Department: Finance
Program: Audit
Service Delivery Plan:
Staff select, coordinate, and prepare worksheets for the town’s external financial and sales tax
auditors. The financial auditor reviews the town’s financial statements and issues an opinion
on the accuracy of the town’s statements. Staff also ensures that the external auditor is
independent, meaning no conflicts of interest exist that interferes with the auditor’s ability to
issue an opinion on the town’s financial statements. The sales tax auditor reviews local sales
tax receipts to ensure that all taxes that are owed to the town are paid.
Activities:
Solicit and coordinate annual financial audit, including issuing Requests for Quotations
(RFQ’s) and monitoring contracts.
Solicit and coordinate annual sales tax audit plan, including issuing Requests for Quotations
(RFQ’s) monitoring contracts, analyzing sales tax and monitoring legislation, etc.
Canvas all residential rentals for revenue leakage.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Financial statements opinion Unqualified Unqualified
Auditor findings 0 0
GFOA Awards 16 17
Cost Recovery Factor 89% 90%
Productivity
Sales tax assessments N/A $100,000 $100,000
Collections from assessments N/A $80,000 $90,000
Audit Worksheets prepared N/A 4 15
Cost Effectiveness:
FTE’s
Director 0.10
Supervisor 0.05
Clerk – A/R 0.05
Total 0.20
The height of desert living. 176
Town of Fountain Hills
Department: Finance
Program: Administration
Activities:
Prepare estimates of future revenues and expenditures.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Revenue versus forecast N/A 93% 95%
Public meetings on finances N/A 6 6
Town’s bond rating N/A Aa3 Aa3
Productivity:
Number of funds 17 23
Finance reports to council 4 4
Cost Effectiveness:
FTE’s
Director .20
Supervisor .10
Total .30
The height of desert living. 177
Town of Fountain Hills
Department: Finance
Program: Budget
Service Delivery Plan:
Prepare revenue estimates, coordinates budget preparation, communicates Council goals
objectives and priorities, compiles budget data, conducts Budget Committee meetings, presents
budget to Council and at Public Meetings, insures the accuracy of data, and compiles the
tentative and final budget documents.
Activities:
Prepare estimates of future revenues and expenditures.
Coordinates budget preparation
Conducts Budget Committee Meetings
Presents budget to Council
Compiles budget document for publication
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
GFOA Budget Presentation Awards 6 7
Revenue versus forecast % 91% 95%
Productivity
Document size 242 pages 328 pages
Annual/Biannual annual annual
Size of Town Budget $28.2M $35.4M
Budget meetings held with department 6 6
Public meetings on budget 6 6
Number of funds 10 17
Cost Effectiveness:
FTE’s
Director .20
Supervisor .40
Clerk A/R .05
Total .65
The height of desert living. 178
Town of Fountain Hills
Department: Finance
Program: Customer Service
Service Delivery Plan:
Be the first point of contact for citizens visiting Town Hall. Ensure excellent customer service
through fast and accurate processing of Town licenses. Greet all Town visitors. Coordinate
general inquires from CRM program and answer telephone calls to Town Hall.
Activities:
Answer telephone calls.
Process dog licenses.
Process CRM requests.
Process all checks into POS program.
Process request for public records.
Audit postage machine usage.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Daily cash discrepancies 5 4
Productivity
Number of walk in visitors per day 35 42
Number of dog licenses issued 3364 3400
Annual outgoing mail $ volume $14,918 $15,718
Cost Effectiveness:
FTE’s
Supervisor .05
Customer Service Representative .30
Total .35
The height of desert living. 179
Town of Fountain Hills
Department: Finance
Program: Licensing
Service Delivery Plan:
Provide residents and businesses with the highest quality of business licensing service
delivered with a sense of timeliness, integrity and accuracy.
Activities:
Process all new business license applications, and renewals of business licenses.
Process all alarm licenses.
Process all peddler/solicitor licenses.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of business days to process:
New business license N/A 10 10
Renewal business license N/A 10 10
Alarm license N/A 15 15
Peddler/Solicitor license N/A 10 10
Productivity
Number of licenses processed annually N/A 2375 2380
New licenses N/A 542 547
Renewal licenses N/A 1783 1783
Other N/A 50 50
Cost Effectiveness:
FTE’s
Director .05
Clerk-B/L .35
Customer Service Representative .20
Total .60
The height of desert living. 180
Town of Fountain Hills
Department: Finance
Program: Purchasing
Service Delivery Plan:
Processing purchase requisitions and converting to Purchase Orders, ensuring Town
purchasing policies are adhered to.
Activities:
Convert requisitions to Purchase Orders
Maintain vendors
Maintain contracts
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of voided checks NA 110 20
Productivity
Number of vendors 863 890
Number of contracts 66 75
A/P checks issued 2,099 2,125
Cost Effectiveness:
FTE’s
Director .05
Supervisor .05
Clerk A/P .20
Total .30
The height of desert living. 181
Town of Fountain Hills
Department: Finance
Program: Special Events
Service Delivery Plan:
Plan, coordinate and implement all Town special events, ensuring adequate resources for safety
of the public and successful programs.
Activities:
Coordinate meetings with all departments to ensure public safety.
Communicate with event sponsors to ensure adequate resources .
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of applications processed in a timely 100% 100%
manner
Special event reports, memos, and calendar
for town council approval prepared & submitted 100% 100%
Special event applications and
documentation maintained and tracked 100% 100%
Phone, mail and in person inquiries followed up on 100% 100%
Productivity
Number of special events 14 16
Number of special event committee meetings 6 7
Cost Effectiveness:
FTE’s
Supervisor .05
Clerk-B/L .15
Total .20
The height of desert living. 182
Town of Fountain Hills
Department: Information Technology
Program: Communications
Service Delivery Plan:
Provide staff with cost effective communication tools.
Activities:
Provide Internet service
Provide wireless communications.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Uptime of internet connection N/A 100% 100%
Productivity:
Number of office telephones N/A 115 115
Number of supported wireless devices N/A 51 51
Cost Effectiveness:
FTE’s
IT Coordinator .05
Total .05
The height of desert living. 183
Town of Fountain Hills
Department: Information Technology
Program: I/T Hardware and Infrastructure
Service Delivery Plan:
Provide cost effective and reliable technology to staff to ensure service levels are met.
Activities:
Hardware installation and maintenance
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Computer Network Uptime N/A 100% 100%
Telephone Network Uptime N/A 100% 100%
Productivity:
Number of network devices (switches/routers) N/A 8 8
Number of servers N/A 24 25
Number of workstations N/A 89 89
Cost Effectiveness:
FTE’s
IT Coordinator .10
IT Intern .05
Total .15
The height of desert living. 184
Town of Fountain Hills
Department: Information Technology
Program: I/T Support
Service Delivery Plan:
Provide Town staff with cost effective and modern technology to accomplish the functions of
their departments while achieving the Town’s strategic objectives.
Activities:
Help Desk service provided to Town personnel
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Issues responded to within 2 hours N/A 99.9% 100%
Productivity:
Number of staff members supported N/A 98 98
Number of work requests N/A 1200 1500
Cost Effectiveness:
FTE’s
IT Coordinator .25
IT Intern .45
Total .68
The height of desert living. 185
Town of Fountain Hills
Department: Information Technology
Program: Training
Service Delivery Plan:
Provide staff with tailored software training to achieve proficiencies using Town owned
applications.
Activities:
In-house training provided to Town personnel
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Staff survey satisfactory rating or better 100% 100%
Productivity:
Number of training offered N/A 9 12
Number of staff attendees N/A 90 120
Cost Effectiveness:
FTE’s
IT Coordinator .05
IT Intern .03
Total .08
The height of desert living. 186
Town of Fountain Hills
Department: Information Technology
Program: Video Services
Service Delivery Plan:
Produce Council meeting videos for replay on Channel 11 and webcast.
Activities:
Video productions provided for Town Council Meetings
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Videos available within 24 hours N/A 100% 100%
Productivity:
Number of meetings recorded on Channel 11 N/A 28 26
Number of meetings streamed on internet N/A 28 26
Number of special projects N/A 1 2
Cost Effectiveness:
FTE’s
IT Coordinator .05
Total .05
The height of desert living. 187
Town of Fountain Hills
Department: Administration Department
Program: Economic Development
Service Delivery Plan:
Enhance the Town’s economic base through business attraction, business retention, and
business vitality activities.
Activities:
Develop and implement an available site and building database in order to quickly and
effectively respond to inquiries and increase fecctiveneeseffectiveness in business attraction/
business retention efforts.
Initiate a system to track contacts and projects with the ability to interrelate contacts, projects
and timeframes, and establish baseline data in order to evaluate effectiveness of outr each
efforts on an annual basis.
Business Attraction: Evaluate the business attraction program.
Business Attraction: Develop a strategy to encourage businesses to locate within the Town.
Business Attraction: Develop informational pieces which target appropriate business sectors.
Business Retention: Evaluate the business visitation (retention) program.
Business Retention: Enhance the existing business visitation (retention) program to include
expanded and targeted outreach to the existing business base.
Work with Town Center to develop and facilitate networking opportunities, business vitality,
marketing and promotional opportunities using the Main Street four-point approach
Develop contacts and strong, positive working relationships with Ft. McDowell, the Chamber,
and other business groups in order to work together towards mutually beneficial goals .
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Productivity:
Outreach/ meetings with Fort McDowell 2x per year
Town Center organization activities (i.e. meetings, events, 12x per year
networking opportunities
Business visitation (retention) program - business visits 25 businesses
Business attraction efforts- retail, office, advanced business
Services, high tech 2 outreach strategies
50 business contacts
Cost Effectiveness:
FTE’s
Economic Development Administrator 1.00
Executive Assistant .05
Total 1.50
The height of desert living. 188
Town of Fountain Hills
Department: Community Affairs and Media Relations
Program: Administration
Service Delivery Plan:
Provide oversight of the Community Affairs and Media Relations Division. Supervise staff and
monitor the budget.
Activities:
Supervise and evaluate staff.
Oversee Town-wide printing contract.
Research cost effective solutions for Media.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of errors in ColorPress contract 0 0
Productivity
Number of performance evaluations completed 1 1
Cost Effectiveness:
FTE’s
Community Affairs/Media Relations .10
Administration Assistant .10
Total .20
The height of desert living. 189
Town of Fountain Hills
Department: Community Affairs and Media Relations
Program: Channel 11
Service Delivery Plan:
Gather various productions from other municipalities to improve our cable channel in an effort
to improve communications with residents and provide an improved quality of life.
Activities:
Plan and line up each program.
Create slides.
Meet with other municipalities to exchange ideas.
Participate in the AzGAM (Arizona Government Access Managers).
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of errors on slides 25 20
Productivity
Number of productions created at FHUSD 0 0
Number of channel 11 slides created 25 20
Cost Effectiveness:
FTE’s
Community Affairs/Media Relations .20
Administrative Assistant .10
Total .30
The height of desert living. 190
Town of Fountain Hills
Department: Community Affairs and Media Relations
Program: Constituent Communications
Service Delivery Plan:
Provide information to create public awareness of Town events.
Activities:
Maintain eight Town kiosks stocked with information.
Keep holders on hand and visit kiosks twice a week.
Publish AveNEWs, edit In the Loop and Senior Scene.
Handle constituent calls and emails.
Develop new resident outreach packets.
Protect Town branding policy and ensure its implementation by continued and proper use of
the Town seal in all Town activities, products and/or publications.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of errors on kiosk flyers 12 10
Productivity
Number of AveNews produced annually 22 17
Number of In the Loop issues annually 3 2
Cost Effectiveness:
FTE’s
Community Affairs/Media Relations Administrator .10
Total .10
The height of desert living. 191
Town of Fountain Hills
Department: Community Affairs and Media Relations
Program: Intergovernmental Relations
Service Delivery Plan:
Reach out to political leaders and geographical neighbors to continue to grow relationships in
the best interest of the Town.
Activities:
Monitor bills when legislature is in session.
Lobby on behalf of the town at the state legislature.
Work hand-in hand with the Arizona League of Cities to protect Town funding and mandates.
Build relationship with the Fountain Hills Unified School District and the Town continuing to
include the Fort McDowell Nation on all Town activities.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of errors in legislative updates 25 20
Productivity
Number of meetings with league legislators 7 7
Number of meetings with FHUSD 3 2
Cost Effectiveness:
FTE’s
Community Affairs/Media Relations Administrator .20
Total .20
The height of desert living. 192
Town of Fountain Hills
Department: Community Affairs and Media Relations
Program: Marketing
Service Delivery Plan:
Provide a clear, concise, and coherent marketing for numerous programs within each of the
Town’s seven divisions.
Activities:
Utilize press releases, posters/flyers, Channel 11, website, AveNEWS, and any other
opportunities that may present themselves.
Partner with the Visitor’s Bureau on the nature of the program and its specific goals.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of violations of public notice law 0 0
Productivity
Number of updates to web 800 600
Cost Effectiveness:
FTE’s
Community Affairs/Media Relations Administrator .20
Administrative Assistant .20
Total .40
The height of desert living. 193
Town of Fountain Hills
Department: Community Affairs and Media Relations
Program: Media Relations
Service Delivery Plan:
Develop relationships with the media and send out press releases to keep them apprised of our
activities.
Activities:
Build Contact List.
Provide media outreach for Rural-Metro Fire Department.
Answer all inquires and remain on-call at all times.
Serve as Town spokeswoman.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of errors in press releases 30 20
Productivity
Number of press releases issued 40 35
Number of media contacts 20 25
Cost Effectiveness:
FTE’s
Com Affairs/Media Relations .10
Total .20
The height of desert living. 194
Town of Fountain Hills
Department: Community Affairs and Media Relations
Program: Website
Service Delivery Plan:
Utilize web as the main way to reach out to the public and make government more transparent.
Activities:
Provide daily updates for each department.
Place AveNews, Senior Scene and In the Loop online.
Place RSS feeds; press releases; events; agendas; packets and meetings for all councils,
commissions and boards; public notices; and request for bid proposals on the website.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of violations of public notice law 0 0
Productivity
Number of updates to web 800 600
Cost Effectiveness:
FTE’s
Community Affairs/Media Relations Administrator .10
Total .10
The height of desert living. 195
Town of Fountain Hills
Department: Public Works
Program: Administration
Service Delivery Plan:
Efficiently and effectively provide the best possible customer service to our residents.
Activities:
Respond to residents at front counter.
Investigate all concerns that pertain to Public Works.
Return phone messages and emails in a timely manner.
Attend all department meetings both internal and external.
Attend all Council and P&Z meetings that are applicable.
Address personnel issues and concerns efficiently and effectively and to provide Public Works
updates on a regular basis.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Issues resolved concerning drainage
concerns efficiently N/A 35 30
Number of complaints resolved N/A 70 70
Number of traffic issues resolved N/A 30 25
Number of Public Works meetings N/A 12 12
Productivity
Average days to respond to resident concerns N/A 2 1
Number of phone calls N/A 390 350
Number of Public Works updates provided N/A 52 52
Council and P&Z meetings attended N/A 22 22
Cost Effectiveness:
FTE’s
Director .35
Executive Assistant .40
Town Engineer .15
Open Space Specialist .10
Civil Engineer .20
Civil Engineer .10
Engineering Inspector .10
Planner-Environmental .05
Total 1.45
The height of desert living. 196
Town of Fountain Hills
Department: Public Works
Program: Capital Improvement Projects
Service Delivery Plan:
Process projects that enhance the quality of life for our residents and business community .
Activities:
Conduct paving projects to provide safer streets; sidewalks to enhance pedestrian safety.
Provide pavement maintenance to extend the life of our streets.
Manage drainage projects to provide safe access and travel.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Passing inspection 1st time #3 0 4
Approval of outside agency
on first review N/A 2 4
Productivity
Project designed on schedule N/A 1 3
Passing inspections on schedule N/A 0 3
Number of complaints N/A 0 6
Projects within budget N/A 1 3
Cost Effectiveness:
FTE’s
Director .20
Executive Assistant .10
Town Engineer .25
Civil Engineer .80
Civil Engineer .20
Engineering Inspector .35
Total 1.90
The height of desert living. 197
Town of Fountain Hills
Department: Public Works
Program: Engineering - Permits
Service Delivery Plan:
Efficiently process various permits for right-of-way, utility companies, and developers with
quality construction that is acceptable to town standards or equal.
Activities:
Accept applications for work on town property.
Review with engineering and other town departments.
Establish bonds or letter of credit as needed by project size.
Issue permits to utility or developer.
Inspect as calls are received or daily visitations.
Maintain daily log on all permits.
Perform final inspection, set date for one year warranty , and reduce bonds to 10%.
One year warranty inspection and release bonds (if issued).
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of passing inspections N/A 130 100
Average days for completion N/A 10 8
Productivity
Right-of-way permits N/A 319 300
Driveway inspections for Building Safety N/A 20 10
Number of easements released or acquired N/A 35 30
Cost Effectiveness:
FTE’s
Director .05
Executive Assistant .25
Town Engineer .30
Civil Engineer .25
Engineering Inspector .35
Total 1.20
The height of desert living. 198
Town of Fountain Hills
Department: Public Works
Program: Open Space - Landscape Maintenance
Service Delivery Plan:
Provide efficient and cost effective maintenance for fire control and drainage, safe streets , and
dam safety.
Activities:
Inspect all jurisdictional dams annually.
Maintain medians for proper line-of-sight and maintain property values.
Cut washes as needed for fire control and proper drainage.
Enhance the natural beauty of all open space as intended by the wash maintenance policy.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Washes cut and cleaned in the specified time #6 52 0
Inspections passed annually by ADWR N/A 6 6
Productivity
Number of dams inspected per year N/A 6 6
Acres of medians maintained N/A 56 58
Cost Effectiveness:
FTE’s:
Director .05
Executive Assistant .05
Open Space Specialist .85
Engineering Inspector .05
Total 1.00
The height of desert living. 199
Town of Fountain Hills
Department: Public Works
Program: Stormwater Management
Service Delivery Plan:
Provide an annual report to ADEQ that effectively indicates that the Town of Fountain Hills is
abiding by the permit it was issued.
Activities:
Provide monitoring and enforcement on a town wide basis.
Clean out catch basins to ensure sediment control.
Test point of entry to local washes as needed.
File reports to ADEQ as permit stipulates.
Maintain environmental policies through Code Enforcement and Law Enforcement.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Inspections by ADEQ passed N/A 0 0
Fines filed with ADEQ N/A 0 0
Inspections by ADEQ (over 1 acre) N/A 0 0
Productivity
SWPPP’s reviewed in 8 working days N/A 0 6
Construction inspected sites daily N/A 3 5
Post inspection provided quarterly N/A 3 5
Final permit issued after one year N/A 3 5
Cost Effectiveness:
FTE’s
Director .15
Executive Assistant .10
Town Engineer .05
Open Space Specialist .05
Civil Engineer .10
Engineering Inspector .05
Planner-Environmental .45
Total .95
The height of desert living. 200
Town of Fountain Hills
Department: Public Works
Program: Traffic Calming
Service Delivery Plan:
Follow the Neighborhood Traffic Management Plan as approved by Town Council.
Activities:
Accept requests from residents and respond.
Collect field data and review for recommendations.
Conduct neighborhood meetings.
Start actions with Level 1 by town staff and MCSO. Follow up after six months.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Successful neighborhood meetings N/A 3 2
Number of vehicles recorded N/A 15 12
Speed humps installed N/A 0 2
Productivity
Average days from complaint to action N/A 90 90
Traffic devices installed N/A 10 10
Satisfied residents N/A 100 120
Cost Effectiveness:
FTE’s
Director .20
Executive Assistant .10
Town Engineer .25
Civil Engineer .35
Engineering Inspector .10
Total 1.00
The height of desert living. 201
Town of Fountain Hills
Department: Facilities
Program: Administration
Service Delivery Plan:
Provide efficient, safe, clean, amenities for the public and town staff. Provide maintenance,
repairs, alterations, custodial support to all staff to accomplish functions and goals of their
departments.
Activities:
Respond to requests and concerns of citizens and staff.
Manage maintenance and repair programs for town owned buildings.
Constantly monitor budget for cost savings.
Respond to verbal, phone and email requests in a timely manner.
Attend all Council meetings that are applicable.
Address personnel issues and concerns efficiently and effectively.
Attend all department meetings both internal and external.
Meet with vendor representatives for products and services used by Facilities to maintain Town
owned buildings.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Issues responded to within 2 hours 98% 99%
Productivity:
Number of staff supported 98 98
Cost Effectiveness:
FTE’s
The height of desert living. 202
Town of Fountain Hills
Department: Facilities
Program: Town Hall
Service Delivery Plan:
Maintain and repair Town Hall to operate a safe environment for the public and employees.
Activities:
Respond in a timely manner to maintenance requests.
Inspect ADA door operators daily for proper operation.
Maintain and repair air conditioning, electrical, floors, furniture, heating, lighting and
plumbing systems.
Respond to verbal, phone and email requests in a considerate manner.
Provide support to other departments in need of assistance and provide daily custodial
services.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Issues responded to within 2 hours 98% 99%
Productivity:
Number of annual maintenance requests 1,150 1,450
via email, phone, verbal
Cost Effectiveness:
FTE’s
Facilities Supervisor .50
Facility Maintenance Technician .60
Maintenance/Custodial Worker .59
Custodian .75
Total 2.44
The height of desert living. 203
Town of Fountain Hills
Department: Facilities
Program: Community Center
Service Delivery Plan:
Maintain and repair Community Center to operate a safe environment for the public and
employees.
Activities:
Respond in a timely manner to maintenance requests.
Maintain and repair air conditioning, electrical heating and exterior lighting.
Respond to verbal, phone and email requests in a considerate manner.
Provide support to other departments in need of assistance.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Issues responded to within 2 hours 98% 99%
Productivity:
Number of annual maintenance requests 300 340
via verbal, phone, email
Cost Effectiveness:
FTE’s
Facilities Supervisor .20
Facility Maintenance Technician .10
Maintenance/Custodial Worker .55
Total .85
The height of desert living. 204
Town of Fountain Hills
Department: Facilities
Program: Library - Museum
Service Delivery Plan:
Maintain and repair Library and Museum to operate a safe environment for the public and
employees.
Activities:
Respond in a timely manner to maintenance requests.
Maintain and repair air conditioning, electrical, floors, furniture, heating, lighting and
plumbing systems.
Respond to verbal, phone and email requests in a considerate manner.
Actively look for items in need of maintenance or repair.
Provide support to other departments in need of assistance and p rovide daily custodial
services.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Issues responded to within 2 hours 98% 99%
Productivity:
Number of annual maintenance requests 400 425
via verbal, phone, email
Cost Effectiveness:
FTE’s
Facilities Supervisor .10
Facility Maintenance Technician .05
Custodian .50
Maintenance/Custodial Worker .03
Total .68
The height of desert living. 205
Town of Fountain Hills
Department: Facilities
Program: Fire Stations
Service Delivery Plan:
Maintain and repair Fire Stations 1 & 2 to operate a safe environment for the public and
employees.
Activities:
Respond in a timely manner to maintenance requests.
Maintain and repair air conditioning, electrical, floors, furniture, heating, lighting and
plumbing systems, and building issues.
Respond to verbal, phone and email requests in a considerate manner.
Actively look for items in need of maintenance or repair.
Provide support to other departments in need of assistance.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Issues responded to within 2 hours 98% 99%
Productivity:
Number of annual maintenance requests 100 120
via verbal, phone, email
Cost Effectiveness:
FTE’s
Facilities Supervisor .10
Facility Maintenance Technician .20
Maintenance/Custodial Worker .05
Total .35
The height of desert living. 206
Town of Fountain Hills
Department: Facilities
Program: Other
Service Delivery Plan:
Maintain and repair other Town owned buildings to operate a safe environment for the public
and employees.
Activities:
Respond in a timely manner to maintenance requests.
Repair air conditioning, exterior electrical and lighting.
Repair heating and water supply systems.
Respond to verbal, phone and email requests in a considerate manner.
Actively look for items in need of maintenance or repair.
Provide support to other departments in need of assistance.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Issues responded to within 2 hours 98% 99%
Productivity:
Number of annual maintenance requests 210 220
via verbal, phone, email
Cost Effectiveness:
FTE’s
Facilities Supervisor .10
Facility Maintenance Technician .05
Maintenance/Custodial Worker .03
Total .18
The height of desert living. 207
Town of Fountain Hills
Department: Public Works - Streets
Program: Administration
Service Delivery Plan:
Provide efficient and cost effective service to our citizens and town staff.
Activities:
Respond to requests and concerns of citizens and staff.
Monitor contracts for road maintenance and repairs.
Return phone messages and emails in a timely manner.
Attend all Council meetings that are applicable.
Address personnel issues and concerns efficiently and effectively .
Attend all department meetings both internal and external.
Meet with vendor representatives for products and services used by the Town of Fountain Hills.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Issues resolved successfully from citizens & staff 98% 100%
Road conditions, traffic signals & fleet monitored 100% 100%
Spend less and acquire more for our
budget dollars to achieve goals 100% 100%
Productivity
Average time to respond to concerns 24hrs or less 24hrs or less
Number of phone calls & e mails 9,100 9,100
Immediate emergency response 24/7 24/7
Cost Effectiveness:
FTE’s
Street Superintendent .70
Total .70
The height of desert living. 208
Town of Fountain Hills
Department: Public Works - Streets
Program: Fleet Maintenance
Service Delivery Plan:
Provide efficient and cost effective maintenance for the Town’s fleet.
Activities:
Purchase vehicles and equipment.
Perform routine maintenance and fabricate and repair equipment.
Dispose of surplus vehicles and equipment at auction.
Procure Town’s fuel for all of fleet.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Fleet maintained so that needed vehicles
are available N/A 100% 100%
Productivity
Town’s vehicles serviced at least
Four times per year N/A 100% 100%
Parts and supplies ordered and
maintained monthly N/A 100% 100% in-In-
In-house fabrications and rebuilds to
reduce downtime N/A 95% 95%
Cost Effectiveness:
FTE’s
Fleet Mechanic 1.00
Total 1.00
The height of desert living. 209
Town of Fountain Hills
Department: Public Works - Streets
Program: Pavement Management
Service Delivery Plan:
Maintain and repair town owned streets.
Activities:
Slurry seal, micro surface, mill or overlay streets.
Crack seal before street maintenance.
Remove and replace asphalt for patching as needed.
Grade unpaved alleys and shoulders as needed.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Asphalt maintained to town standards using
Stantec pavement management
recommendations N/A 50 0*
Productivity
Slurry seal or microsurface N/A 16 miles 11 miles
Crack seal before each slurry seal or
Microsurface application N/A 16 miles 11 miles
*this project is every other year
Cost Effectiveness:
FTE’s
Street Superintendent .15
Street Maintenance Technician .70
Street Maintenance Technician .10
Street Maintenance Technician .15
Street Maintenance Technician .60
Total 1.70
The height of desert living. 210
Town of Fountain Hills
Department: Public Works - Streets
Program: Signs and Markings
Service Delivery Plan:
Install and maintain all town owned traffic control devices to MUTCD standards.
Activities:
Install new street names, signs, poles and stop signs at all applicable Town intersections.
Replace down, damaged or faded traffic control devices.
Install crosswalks-stop bars and turn lane arrows.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
All new sign installs in compliance with the FHWA
Standards for retro reflectivity and appropriate font
size 100% 100%
Productivity
New street name signs installed 400 400
New stop signs and poles installed 200 200
Existing signs replaced as needed 10% 10%
Cost Effectiveness:
FTE’s
Street Superintendent .10
Street Maintenance Technician .25
Street Maintenance Technician .05
Street Maintenance Technician .05
Street Maintenance Technician .20
Street Maintenance Technician .30
Total .95
The height of desert living. 211
Town of Fountain Hills
Department: Public Works - Streets
Program: Street Sweeping
Service Delivery Plan:
Keep the town’s public streets clean and fee of debris in a safe and efficient manner.
Activities:
Sweep all town owned streets on a regular basis with PM-10 compliant street sweepers.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Material picked up from
streets disposed oftwice a month N/A 430 tons 430 tons
Full-width street sweeping once a year N/A 153 miles 153 miles
Productivity
All streets gutter swept once a month N/A 100% 100%
Downtown area streets swept twice a month N/A 100% 100%
Cost Effectiveness:
FTE’s
Street Maintenance Technician .80
Street Maintenance Technician .75
Street Maintenance Technician .05
Total 1.60
The height of desert living. 212
Town of Fountain Hills
Department: Public Works - Streets
Program: Administration
Service Delivery Plan:
Provide efficient and cost effective service to our citizens and town staff.
Activities:
Respond to requests and concerns of citizens and staff.
Monitor contracts for road maintenance and repairs.
Return phone messages and emails in a timely manner.
Attend all Council meetings that are applicable.
Address personnel issues and concerns efficiently and effectively .
Attend all department meetings both internal and external.
Meet with vendor representatives for products and services used by the Town of Fountain Hills.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Issues resolved successfully from citizens & staff 98% 100%
Road conditions, traffic signals & fleet monitored 100% 100%
Spend less and acquire more for our
budget dollars to achieve goals 100% 100%
Productivity
Average time to respond to concerns 24hrs or less 24hrs or less
Number of phone calls & e mails 9,100yr 9,100yr
Immediate emergency response 24/7 24/7
Cost Effectiveness:
FTE’s
Street Superintendent .70
Total .70
The height of desert living. 213
Town of Fountain Hills
Department: Planning and Zoning
Program: Building Inspection
Service Delivery Plan:
Provide property owners with complete inspection reports clearly identified in areas inspected.
Corrections required with 24 hours of inspection request.
Activities:
Receive inspection requests.
Arrive at job site within 24 hours.
Conduct inspections requested and log inspection results.
Work with Code Enforcement to correct violations.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of complaints received per month
for missed inspections N/A 1 1
Productivity
Number of inspections N/A 4353 4300
Number of inspection stops N/A 363 360
Cost Effectiveness:
FTE’s
Building Official 0.10
Building Inspector 1.00
Building Inspector 1.00
Total 2.10
The height of desert living. 214
Town of Fountain Hills
Department: Planning and Zoning
Program: Building Permits
Service Delivery Plan:
Meet customer expectations for timely permit and plan reviews by accurate data entry. Review
tracking and follow-up contact for completed reviews.
Activities:
In-take plans and do data entry.
Plan review done by departments and process completed reviews.
Calculate permit fees and issue permits.
Meet state requirements for reporting activity.
Research one-day building permits for simple projects.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Conduct annual customer survey to
determine degree of satisfaction with service N/A - - - - - 95%
Productivity
Permits issued within 20 business days N/A 95% 90%
Single family permits N/A 12 15
Multi- family permits N/A 4 6
Commercial permits N/A 6 5
Other permits issued N/A 178 130
Single day turn around permits 9A
Cost Effectiveness:
FTE’s
Director 0.10
Senior Planner 0.10
Planner 0.20
Executive Assistant 0.10
Chief Building Official 0.90
Permit Technician 0.80
Permit Technician 0.80
Plans Examiner 1.00
Total 4.0
The height of desert living. 215
Town of Fountain Hills
Department: Planning and Zoning
Program: Code Enforcement
Service Delivery Plan:
Effectively and efficiently enforce the Town’s Ordinances and Codes, emphasizing corrections of
violations related to public health and safety.
Activities:
Receive and log complaints; research property.
Inspect property for violation and issue courtesy notice.
Follow up with complainant; work with property owner to resolve violation.
If case not resolved, file complaint through town prosecutor.
Resolve by court proceeding.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Cases closed voluntarily N/A 99% 99%
Cases reviewed in court proceedings N/A 4 4
Productivity
Number of open files N/A 1253 1250
Number of closed files N/A 1256 1250
Cost Effectiveness:
FTE’s
Director 0.30
Senior Planner 0.10
Code Enforcement Officer 1.00
Code Enforcement Officer 1.00
Executive Assistant 0.10
Total 2.50
The height of desert living. 216
Town of Fountain Hills
Department: Planning and Zoning
Program: Current Planning
Service Delivery Plan:
Effectively and efficiently accept, review and process and evaluate land development applications,
regulations and variances for the Town.
Activities:
Accept and review applications for processing (check for completeness).
Provide applicant with changes that need to be made.
When application and plans meet Town requirements, schedule for meeting and provide notice.
Write staff report for reviewing body and present staff recommendations at meetings.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of refunds issued for Zoning
subdivision and concept plan applications N/A 0 1
Productivity
Average of working days to process applications
from the filing to public meeting or staff approval
(less applicant time):
Zoning cases 25 24
Subdivision cases 20 20
Concept plans 60 45
Temporary Use Permits 14 14
Number of Ordinance/Code changes 8G 4 4
Grand Opening banners 1 1
Ellman applications assigned to Senior Planner 2B 100% 100%
Ellman applications processed with team approval 2C 100% 100%
Cost Effectiveness:
FTE’s
Director .40
Senior Planner .60
Planner .20
GIS/CAD Tech .10
GIS/CAD Tech .10
Executive Assistant .60
Total 2.00
The height of desert living. 217
Town of Fountain Hills
Department: Planning and Zoning
Program: Environmental Planning
Service Delivery Plan:
Effectively and efficiently implement an environmental program consistent with Town Council
goals and objectives.
Activities:
Meet with various Environmental Groups.
Encourage participation in programs and events by partners.
Plan events and programs and work with Community Affairs and Media Relations office to
publicize events.
Apply for grants, if applicable.
Solicit volunteer help with events and programs.
Explore need and viability of Environmental Commission.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Community participation during electronic
recycling events; Number of customer cars N/A 380 400
Productivity
Paper shredding/recycling (tonnage) N/A 6.5 tons 7.0 tons
Household hazardous waste collection (cars) N/A 400 400
Electronics recycling-money returned to Town
by vendor N/A $710.53 $720
Cost Effectiveness:
FTE’s
Director 0.2
Environmental Planner 0.5
Total .7
The height of desert living. 218
Town of Fountain Hills
Department: Planning and Zoning
Program: GIS/CAD
Service Delivery Plan:
Effectively and efficiently deliver CAD and GIS services to Town personnel and other customers.
Activities:
Contribute to Public Works Projects.
Provide maps and graphic support to Town Departments.
Implement GIS and maintain the system.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Annual customer survey conducted to
determine degree of satisfaction with service N/A - - - - - 80%
Productivity
GIS implementation/maintenance in hours N/A 440 460
Public Works projects N/A 54 50
Cost Effectiveness:
FTE’s
GIS/CAD Technician 1.60
Executive Assistant 0.10
Total 1.70
The height of desert living. 219
Town of Fountain Hills
Department: Planning and Zoning
Program: Long Range Plan
Service Delivery Plan:
Provide long range planning in an effective and efficient manner that meets state mandate and
Town Council goals using processes that involve the public and stakeholders.
Activities:
Provide Project definition, plan, timeline and resource requirements.
Research and draft documents and plans.
Provide Agency/public review of documents and plans.
Present to Town Council at meeting, leading to approval.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Fewer than 2 reported errors in any final project
report N/A 0 0
Errors in any project report N/A 0 2
Productivity
General Plan update N/A 80% 100%
Exploration of view corridor project N/A 0% 50%
Commercial opportunities on Shea (Gen. Plan) N/A 80% 100%
Land Use analysis and statistical report N/A 100% 100%
“Smart Growth Report Card” N/A 100% 100%
Cost Effectiveness:
FTE’s
Director 0.30
Senior Planner 0.10
Planner 0.10
GIS/CAD Technician 0.10
GIS/CAD Technician 0.10
Executive Assistant 0.10
Total .80
The height of desert living. 220
Town of Fountain Hills
Department: Recreation
Program: Community Events
Service Delivery Plan:
Coordinate events and seek grants and sponsorships to offset costs. Work with partners and
volunteers to offer quality events that will highlight the small town character of Fountain Hills.
Draw valley residents and visitors to the community to help the local businesses. Assist non-
Town sponsored or coordinated events to be successful and meet the Town’s overall goals and
objectives.
Activities:
Ballet under the Stars
Concerts in the Park
Eggstravaganza
Fantastic Fall Festival
Homecoming Parade
Movies in the Park
Oktoberfest
Paws in the Park
St. Patrick’s Day Celebration
Turkey Trot
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of registrations and/or
participants N/A $26,500 $36,500
Productivity
Number of events N/A 10 10
Program revenue N/A $64,685 $76,375
Cost Effectiveness:
FTE’s
Recreation Supervisor .20
Recreation Program Coordinator .20
Recreation Program Coordinator .20
Recreation Aide .20
Recreation Intern P/T .20
Total 1.00
The height of desert living. 221
Town of Fountain Hills
Department: Recreation
Program: Administration
Service Delivery Plan:
Provide the financial overview of the entire department. Monitor and order supplies. Call for
equipment repairs. Insure accounts payable are accurate and forwarded to the Accounting
Department. Process all necessary agendas, packets, and documentation for multiple
Commission meetings. Conduct performance evaluations, staff meetings, and staff
management. Be responsible for the preparation and adherence to the department’s annual
budget.
Activities:
Write grants for capital improvement projects.
Work with Customer Service Representatives to reserve park facilities for resident and visitors.
Prepare annual budget.
Conduct online survey of community recreation needs.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of performance evaluations past due
Number of CIP projects at or under budget 2 0
Productivity
Number of performance evaluations 2 0
Cost Effectiveness:
FTE’s
Director .50
Executive Assistant .40
Recreation Supervisor .20
Customer Service Representative .65
Recreation Program Coordinator .40
Park Superintendent .20
Total 2.35
The height of desert living. 222
Town of Fountain Hills
Department: Recreation
Program: Boards & Commissions
Service Delivery Plan:
Provide proactive advice to the Town Council, staff, and Administration in matters pertaining to
Parks and Recreation/McDowell Mountain Preservation services and facilities. Schedule
Commission meetings regularly and work to accomplish the Department’s Mission Statement.
Activities:
Conduct any necessary research and report findings back to the Commission.
Hold regular Parks and Recreation Commission/MMPC meetings per year.
Schedule one joint meeting each between PRC/MMPC and Town Council per year .
Prepare and deliver meeting agendas and minutes in accordance with state laws.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Meeting agendas in accordance with state law 100% 100%
Agendas prepared in a timely fashion 100% 100%
Productivity
Hold regular meetings N/A 20 24
Schedule joint meeting with Town Council N/A 1 2
Cost Effectiveness:
FTE’s
Director .10
Executive Assistant .20
Total .30
The height of desert living. 223
Town of Fountain Hills
Department: Recreation
Program: Community Support
Service Delivery Plan:
Support community organizations, particularly youth sports organizations, in their effort to
provide additional recreational opportunities to the youth of Fountain Hills.
Activities:
Be responsible for coordinating with youth sports organizations such as Fountain Hills Little
League, Fountain Hills Soccer Club, Pop Warner Football and Cheerleading.
Be responsible for coordinating joint facility usage with the Fountain Hills Unified School
District.
Prepare fields and monitor activities in Town’s parks associated with use by partner
organizations.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Safe playing fields and facilities provided for youth programs 100% 100%
Youth Sports Organizations supported to reduce
maintenance costs to Town 100% 100%
Productivity
All ball fields prepped for Little League Baseball on time 100% 100%
All athletic field lights on in time for games and practices 100% 100%
Cost Effectiveness:
FTE’s
Recreation Assistant 1.00
Recreation Assistant 1.00
Recreation Assistant 1.00
Recreation Aide 0.20
Total 3.20
The height of desert living. 224
Town of Fountain Hills
Department: Recreation
Program: Special Interest Programs
Service Delivery Plan:
Coordinate, market, schedule staff and instructors, and evaluate programs for success and
cost effectiveness.
Activities:
CRP/AED Training
Digital Photography
Drawing
Hunter Education
Language Lessons
Martial Arts
Oil Painting
Paper Clay Workshop
T’ai Chi Chaun
Water Color
Yoga
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Provide high quality instructors that specialize in N/A 100% 100%
various programs
Productivity
Number of registrations and/or participants N/A 300 464
Program revenue N/A $14,760 $22,670
Cost Effectiveness:
FTE’s
Recreation Supervisor .20
Recreation Program Coordinator .40
Recreation Aide .10
Total .70
The height of desert living. 225
Town of Fountain Hills
Department: Recreation
Program: Sports Activities
Service Delivery Plan:
Coordinate, market, schedule staff and instructors, and evaluate programs for success and
cost effectiveness.
Activities:
Adult Basketball
Youth Basketball
Disc Golf Clinics
Youth Flag Football
Adult Golf Lessons
Junior Golf Lessons
Kicks 4 Kids
Softball Leagues
Senior Softball Tournaments
Adult Tennis
Junior/Peewee/Quick Start Tennis
Youth Sports Competitions
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Productivity
Number of registrations team registrations N/A 42 58
Number of individual registrations/participants N/A 610 1,015
Program revenue N/A $50,790 $73,027
Cost Effectiveness:
FTE’s
Recreation Supervisor .20
Recreation Program Coordinator .40
Recreation Assistant .50
Recreation Aide .20
Recreation Intern P/T .10
Total 1.40
The height of desert living. 226
Town of Fountain Hills
Department: Recreation
Program: Youth and Teen Programs
Service Delivery Plan:
Coordinate, market, schedule staff and instructors, and evaluate programs for success and
cost effectiveness.
Activities:
Homecoming Tailgate Party
Mayor’s Youth Council
Midnight Madness
Party in the Park
Teen Turnaround Trip
Toddler Camps
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Productivity
Number of registrations and/or
participants N/A 2,305 3,040
Program revenue N/A $11,000 $15,875
Cost Effectiveness:
FTE’s
Recreation Supervisor .20
Recreation Program Coordinator .40
Recreation Assistant .30
Recreation Aide .60
Recreation Intern P/T .10
Total 1.60
The height of desert living. 227
Town of Fountain Hills
Department: Parks and Recreation –Parks Division
Program: Fountain Park – Administration
Service Delivery Plan:
Manage the parks maintenance/operations to provide good service and quality maintenance daily.
Provide safe, clean amenities and facilities for the public.
Activities:
Conserve water and energy at all times.
Monitor all park budgets to stay within budget line items.
Perform routine maintenance and inspections of facilities and equipment.
Repair equipment cost effectively.
Provide excellent customer service.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Review budget line item reports N/A Monthly/ Monthly/
Quarterly Quarterly
Clean uniforms/identifiable as Town employee N/A Daily Daily
Professional character and attitude towards public N/A Daily Daily
Vehicles/equipment clean and operational N/A Daily Daily
Productivity
Playground inspection forms filed N/A 52 weeks 52 weeks
Water/Sewer expenditures N/A $ 1,779 $ 3,600
Uniforms N/A $ 235 $ 657
Gas/oil expense-trucks N/A $3,007 $6297
Cost Effectiveness:
FTE’s
Director .10
Executive Assistant .10
Park Supervisor .20
Park Operations Lead-Fountain Park .10
Total .50
The height of desert living. 228
Town of Fountain Hills
Department: Parks and Recreation – Parks Division
Program: Fountain Park – Amenities
Service Delivery Plan:
Provide the public with safe, clean amenities and facilities for the public at the Town’s
signature park. Continue to attract park visitors to rent the parks ramadas for picnics,
weddings and special events.
Activities:
Service restroom and control building facility.
Maintain amphitheater at a high level for general use and special events.
Maintain Rotary Splash Park for seasonal use.
Keep the Veterans Memorial clean and lighted.
Maintain the art work located throughout the park and maintain ramadas for public use.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Clean restrooms N/A 100%/daily 100%/daily
Amphitheater consistently
powered and clean N/A 100% 100%
Productivity
Ramadas, open turf, amphitheater-rentals/
booking/revenue N/A 70/81/$2,645 80/90/$3,000
Ramadas cleaned N/A 98%/weekly 98%/weekly
Rotary Splash Park clean and operational N/A April-Sept. April-Sept.
Cost Effectiveness:
FTE’s
Park Operations Lead-Fountain Park .30
Total .30
The height of desert living. 229
Town of Fountain Hills
Department: Parks and Recreation – Parks Division
Program: Fountain Park – Fountain
Service Delivery Plan:
Responsibly manage the Town’s resources to keep the fountain, pump house equipment, and
light systems repaired and operating efficiently.
Activities:
Conserve water and energy at all times.
Monitor all parks budgets to stay within budget line items.
Schedule maintenance and inspections of equipment and replace as needed for upgrades and
efficiency.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Equipment inspections/repairs done on time N/A Monthly/ Monthly/
Annually Annually
Budget line item reports reviewed N/A Monthly/ Monthly/
Quarterly Quarterly
Equipment upgrades completed N/A Annually Annually
Fountain consistently operational N/A Daily Daily
Productivity
Infrared testing of fountain motors & switch gear N/A 1x annual 1x annual
Reduce Fountain electricity expenditure N/A 13 times daily 13 times daily
Fountain operational days 98% 98%
Cost Effectiveness:
FTE’s
Park Operations Lead- Fountain Park .30
Total .30
The height of desert living. 230
Town of Fountain Hills
Department: Parks and Recreation – Parks Division
Program: Fountain Park – Land Maintenance
Service Delivery Plan:
Provide the town of Fountain Hills community and general public with safe, clean and green environment
amenities at the Town’s signature park to enjoy leisurely recreational activities; as well as special events.
Maintain the landscaping and turf in the park at a high standard to continue to attract park visitors and
tourists to the park.
Activities:
Fertilize, seed, and re-sod for turf enhancement.
Over-seed in Fall with rye grass.
Apply herbicide for weed control.
Spray Post and pre-emergent for weed control.
Irrigate consistently during the overnight hours.
Supervise the mowing and landscape contractor maintenance services carefully.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Greener healthy turf maintained N/A 33 acres 33 acres
Weed control in turf maintained N/A 33 acres 33 acres
Weed control in granite beds maintained N/A 2 acres 2 acres
Productivity
Weekly mowing N/A 48weeks 48 weeks
Landscape maintenance N/A 20 weeks 20 weeks
Fertilizer applications N/A 12 months 12 months
Herbicide applications N/A 2 fall/spring 2 fall/spring
Tree trimming N/A 1x fall/08 1x fall/09
Rye grass over-seeding N/A 1x fall/08 1x fall/09
Post and pre-emergent spraying N/A 3 fall/spring 3 fall/spring
Aeration N/A 2 times yr 2 times yr
Cost Effectiveness:
FTE’s
Park Operation Lead-Fountain Park .30
Total .30
The height of desert living. 231
Town of Fountain Hills
Department: Parks and Recreation –Parks Division
Program: Golden Eagle Park – Administration
Service Delivery Plan:
Manage the parks maintenance/operations to provide good service and quality maintenance daily.
Provide safe, clean amenities and facilities for the public.
Activities:
Conserve water and energy at all times.
Monitor all park budgets to stay within budget line items.
Perform routine maintenance and inspections of facilities and equipment.
Repair equipment cost effectively.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Budget line item reports reviewed N/A Daily/ Daily/
Weekly Weekly
Playgrounds maintained/inspections
completed N/A Daily/ Daily/
Weekly Weekly
Supplies used efficiently/restroom building
maintained N/A Daily/ Daily/
Weekly Weekly
Utilities used efficiently/electric and
water N/A Daily/ Daily/
Weekly Weekly
Productivity
Playground inspection forms filed N/A 52 weeks 52 weeks
Water/Sewer expenditures N/A $ 3,409 $ 9,716
Electricity expenditures N/A $ 12,797 $35,204
Gas/oil expense-trucks/gators/tractor/etc. N/A $ 4,227 $ 9,000
Cost Effectiveness:
FTE’s
Director .10
Exec Asst .10
Park Supv .20
Park Operations Lead-Golden Eagle .10
Total .50
The height of desert living. 232
Town of Fountain Hills
Department: Parks and Recreation – Parks Division
Program: Golden Eagle Park – Amenities
Service Delivery Plan:
Provide the public with safe, clean amenities and facilities for the public to attract park patrons
for recreational activity. This will continue to increase rentals of the ramadas for picnics,
birthday parties and support sporting events.
Activities:
Service restroom and control building facility.
Maintain ramadas for public use.
Maintain and prep ball-fields and tennis courts.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Clean restrooms N/A 100%/daily 100%/ daily
Ramada’s clean and ready for use N/A 98% 98%
Ball fields prep/lined N/A 98% 98%
Tennis courts cleaned N/A 98% 98%
Productivity
Rentals/bookings/revenue N/A 130/595 150/650
Ramadas, ball fields, tennis courts,
Palo Verde room N/A $2,745 $3,000
Cost Effectiveness:
FTE’s
Groundskeeper .30
Groundskeeper .30
Park Operations Lead-Golden Eagle .30
Total .90
The height of desert living. 233
Town of Fountain Hills
Department: Parks and Recreation – Parks Division
Program: Golden Eagle Park – Field Preparation
Service Delivery Plan:
Provide the public with safe, clean, and well groomed turf and amenities for recreational
activities, organized seasonal sporting events, and community special events.
Activities:
Provide consistent irrigation during overnight hours.
Apply herbicide for weed control.
Spray Post and Pre-emergent for weed control.
Apply additional fertilizer to turfs.
Carefully supervise mowing and landscape contractor maintenance services.
Consistently maintain ball fields, tennis courts and playgrounds.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Green healthier turf-ball fields/open turf
areas N/A 6.5 acres 6.5 acres
Weed control in granite beds N/A 2 acres 2 acres
Amenities clean and ready for use N/A 98% 98%
Productivity
Mowing N/A 42 weeks 24 weeks
Landscape maintenance N/A 20 weeks 20 weeks
Fertilizer applications N/A 4 times yr 4 times yr
Herbicide applications N/A 2 fall/spring 2 fall/spring
Tree trimming N/A 1/fall 08 1/fall 09
Cost Effectiveness:
FTE’s
Groundskeeper .40
Groundskeeper .40
Park Operations Lead-Golden Eagle .30
Total 1.10
The height of desert living. 234
Town of Fountain Hills
Department: Parks and Recreation – Parks Division
Program: Golden Eagle – Land Maintenance
Service Delivery Plan:
Provide the Town of Fountain Hills community and general public with safe, clean, and green
environment amenities at the park to enjoy leisurely recreational activities and special events. Maintain
the landscaping and turf in the park at a high standard and to continue to attract park visitors and
tourists to the park.
Activities:
Apply herbicide for weed control.
Spray Post and pre-emergent for weed control.
Consistently irrigate athletic fields and open turf areas.
Carefully supervise mowing and landscape contractor maintenance services.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Maintain greener healthy turf N/A 33 acres 33 acres
Maintain weed control in turf N/A 33 acres 33 acres
Maintain weed control in granite beds N/A 2 acres 2 acres
Productivity
Mowing bi-weekly N/A 48weeks 24 weeks
Landscape maintenance N/A Monthly Monthly
Fertilizer applications N/A 4x in-house 4x in-house
Over-seeding N/A 1x year
Tree trimming N/A 1x year
Post and pre-emergent spraying N/A fall/spring fall/spring
Aeration of turf N/A 4 x year 4 x year
Cost Effectiveness:
FTE’s
Park Operation Lead-Golden Eagle Park .30
Groundskeeper .30
Groundskeeper .30
Total .90
The height of desert living. 235
Town of Fountain Hills
Department: Parks and Recreation –Parks Division
Program: Desert Vista Park – Administration
Service Delivery Plan:
Manage the parks maintenance/operations to provide good service and quality maintenance daily.
Provide safe, clean amenities and facilities for the public.
Activities:
Conserve water and energy at all times.
Monitor all park budgets to stay within budget line items.
Perform routine maintenance and inspections of facilities and equipment.
Manage supplies and equipment effectively.
Provide excellent customer service.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Effective maintenance/repairs N/A Monthly/ Monthly/
Annually Annually
Budget line item reports review N/A Daily/ Daily/
Weekly Weekly
Playgrounds maintained/inspections
completed N/A Daily/ Daily/
Weekly Weekly
Efficient supply use /restroom building
maintenance N/A Daily/ Daily/
Weekly Weekly
Efficient utilities use /electric and
water N/A Daily/ Daily/
Weekly Weekly
Productivity
Playground inspection forms filed N/A 16 weeks 52 weeks
Water/Sewer expenditures N/A $1,253 $3,120
Electricity expenditures N/A $ 2,500 $7,800
Cost Effectiveness:
FTE’s
Director .10
Exec Asst .10
Park Supv .20
Park Operations Lead-Four Peaks .10
Total .50
The height of desert living. 236
Town of Fountain Hills
Department: Parks and Recreation –Parks Division
Program: Desert Vista Park - Amenities
Service Delivery Plan:
Provide the public with safe, clean amenities and facilities for the public to attract park patrons
for recreational activity. Continue to increase rentals of the ramadas for picnics, birthday
parties, and support sporting events.
Activities:
Service restroom and control building facility.
Maintain ramadas for public use.
Maintain skate park.
Maintain off-leash facility.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Clean restrooms N/A 100%/daily 100%/daily
Ramadas N/A Weekly Weekly
Productivity
Ramada rentals/bookings/revenue N/A 15/241 30/300
$90 $200
Dog Park open N/A 98%/daily 98%/daily
Skate Park open N/A 98%/daily 98%/daily
Cost Effectiveness:
FTE’s
Park Operations Lead- Four Peaks .05
Total .05
The height of desert living. 237
Town of Fountain Hills
Department: Parks and Recreation – Parks Division
Program: Desert Vista Park – Field Preparation
Service Delivery Plan:
Provide the public with safe, clean and well groomed turf and amenities for recreational
activities, organized seasonal sporting events, and community special events.
Activities:
Add additional fertilizer applications to turf.
Irrigate consistently during overnight hours.
Apply herbicide for weed control.
Spray post and Pre-emergent for weed control.
Supervise the mowing and landscape contractor maintenance services carefully.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Green turf-Dog Park and Soccer fields
Fields maintained N/A 11 acres 11 acres
Weed control in granite beds N/A 1 acre 1 acre
Productivity
Mowing N/A 48 weeks 24 weeks
Fertilizer applications N/A 4 times yr 4 times yr
Herbicide applications N/A 2 fall/spring 2 fall/spring
Rye grass over-seeding N/A 1/fall 08 1/fall 09
Aeration N/A 2x year 2x year
Cost Effectiveness:
FTE’s
Park Operations Lead-Four Peaks .05
Total .05
The height of desert living. 238
Town of Fountain Hills
Department: Parks and Recreation – Parks Division
Program: Desert Vista – Land Maintenance
Service Delivery Plan:
Provide the Town of Fountain Hills community and general public with safe, clean and green environment
at the Desert Vista Park facility to enjoy leisurely recreational activities; as well as special events.
Maintain the landscaping and turf in the park at a higher standard to continue to attract park visitors
and tourists to the park.
Activities:
Irrigate athletic fields and open turf areas consistently.
Apply herbicide for weed control.
Spray post and pre-emergent for weed control.
Supervise carefully the mowing and landscape contractor maintenance services.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Greener healthy turf maintenance N/A 12 acres 12 acres
Weed control in turf maintenance N/A 12 acres 12 acres
Weed control in granite beds maintenance N/A 2 acres 2 acres
Productivity
Mowing N/A 48 weeks 48 weeks
Landscape maintenance N/A 20x annual 20x annual
Fertilizer applications N/A 2x annual 2x annual
Over-seeding N/A 1x year
Tree trimming N/A 1x year
Rye grass over-seeding N/A 1x fall/08 1x fall/09
Post and pre-emergent spraying N/A fall/spring fall/spring
Aeration N/A 2x annual 2 annual
Cost Effectiveness:
FTE’s
Park Operation Lead-Fountain Park .30
Total .30
The height of desert living. 239
Town of Fountain Hills
Department: Parks and Recreation –Parks Division
Program: Four Peaks Park - Administration
Service Delivery Plan:
Manage the parks maintenance/operations to provide good service and quality maintenance daily.
Provide safe, clean amenities and facilities for the public.
Activities:
Conserve water and energy at all times.
Monitor all park budgets to stay within budget line items.
Perform routine maintenance and inspections of facilities and equipment.
Repair equipment cost effectively.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Effective Maintenance/repairs N/A Monthly/ Monthly/
Annually Annually
Budget line item reports reviewed N/A Daily/ Daily/
Weekly Weekly
Playgrounds maintained/inspections
completed N/A Daily/ Daily/
Weekly Weekly
Supplies used efficiently/restroom building
maintenance N/A Daily/ Daily/
Weekly Weekly
Utilities used efficiently/electric and
water N/A Daily/ Daily/
Weekly Weekly
Productivity
Playground inspection forms filed N/A 52 weeks 52 weeks
Water/Sewer expenditures N/A $13,313 $22,320
Electricity expenditures N/A $ 5,367 $14,004
Cost Effectiveness:
FTE’s
Director 0.10
Executive Assistant 0.10
Park Supervisor 0.20
Park Operations Lead – Four Peaks 0.10
Total .50
The height of desert living. 240
Town of Fountain Hills
Department: Parks and Recreation –Parks Division
Program: Four Peaks Park – Amenities
Service Delivery Plan:
Provide the public with safe, clean amenities and facilities for the public to attract park patrons
for recreational activity. This will continue to increase rentals of the armadas for picnics,
birthday parties and support sporting events.
Activities:
Service restroom and control building facility.
Maintain ramadas for public use.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Clean restrooms at a high level N/A AM/PM AM/PM
Ramadas clean and ready for use N/A Weekly Weekly
Productivity
Ramada rentals/bookings/revenue N/A 17/185 25/200
$270 $400
Total park rentals/bookings/revenue N/A 17/185 25/200
$270 $400
Cost Effectiveness:
FTE’s
Park Operations Lead-Four Peaks .05
Total .05
The height of desert living. 241
Town of Fountain Hills
Department: Parks and Recreation – Parks Division
Program: Four Peaks Park – Field Preparation
Service Delivery Plan:
Provide the public with safe, clean and well groomed turf and amenities for recreational
activities, organized seasonal sporting events, and community special events.
Activities:
Irrigate consistently during overnight hours.
Apply herbicide for weed control.
Spray post and pre-emergent for weed control.
Apply additional fertilizer to turfs.
Supervise the mowing and landscape contractor maintenance services carefully.
Maintain ball fields, tennis courts and playgrounds consistently.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Green healthier turf-north soccer field/south
fields N/A 6 acres 6 acres
Weed control in granite beds N/A 1 acre 1 acre
Amenities cleaned N/A 98% 98%
Productivity
Mowing N/A 42 weeks 24 weeks
Fertilizer applications N/A 4x year 4x year
Herbicide applications N/A 2 fall/spring 2 fall/spring
Cost Effectiveness:
FTE’s
Park Operations Lead-Four Peaks .05
Total .05
The height of desert living. 242
Town of Fountain Hills
Department: Parks and Recreation – Parks Division
Program: Four Peaks – Land Maintenance
Service Delivery Plan:
Provide the Town of Fountain Hills community and general public with safe, clean, and green
environment amenities at the Four Peaks facility to enjoy leisurely recreational activities and special
events. Maintain the landscaping and turf in the park at a high standard to continue to attract park
visitors and tourists to the park.
Activities:
Irrigate athletic fields and open turf areas consistently.
Apply herbicide for weed control.
Spray post and pre-emergent for weed control.
Supervise the mowing and landscape contractor maintenance services carefully.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Greener healthy turf maintenance N/A 6 acres 6 acres
Weed free landscaping & turf maintenance N/A 2 acres 2 acres
Productivity
Mowing N/A 48 weeks 24 weeks
Landscape maintenance N/A 20x annual 20x annual
Fertilizer applications N/A 2x annual 2x annual
Over-seeding N/A 1x year
Contracted tree trimming N/A 1x year
Post and pre-emergent spraying N/A fall/spring fall/spring
Aeration of turf N/A 2 x annual 2 x annual
Cost Effectiveness:
FTE’s
Park Operation Lead-Golden Eagle Park .30
Total .30
The height of desert living. 243
Town of Fountain Hills
Department: Community Center
Program: Administration
Service Delivery Plan:
Provide the financial overview for the entire department. Monitor and order supplies. Call for
equipment repairs and insure accounts payable are accurate and forwarded to the Accounting
Department. Handle contract documents and post event report forms for accurate invoicing
and payment tracking. Process necessary agendas, packets, and documentation for
Commission meetings. Provide assistance with performance evaluations, staff meetings, and
staff management. Provide overall fiscal responsibility for the preparation and adherence to
the department’s annual budget.
Activities:
Prepare monthly financial and activity report twelve times per year and distribute no later than
the fourth Monday of each month.
Track requisitions and purchases for both divisions and rectify monthly numbers with reports
from Accounting.
Complete and sign off on staff reviews before the end of the month due.
Meet with each staff member no later than two weeks after return of review.
Hold a weekly staff meeting to review upcoming event schedule.
Prepare all necessary contract paperwork and invoices.
Track payments and ensure client accounts are up-to-date.
Performance Measures: Council FY 2008-09 FY 2009-10
Goal Actual Proposed
Quality:
Monthly requisitions match Accounting N/A 90% 95%
Percent of correct
information on monthly reports N/A 97% 100%
Productivity:
Number of monthly reports completed prior
to CCAC meeting N/A 12 12
Percent of personnel evaluated on time N/A 95% 100%
Number of staff meetings held each year N/A 48 52
(52 weeks)
Cost Effectiveness:
FTE’s
Director 0.25
Executive Assistant 0.60
Receptionist 0.50
Event Coordinator 0.10
Operations Worker 0.15
Total 1.60
The height of desert living. 244
Town of Fountain Hills
Department: Community Center
Program: Boards and Commissions
Service Delivery Plan:
Provide proactive advice to the Town council, staff, and Administration in matters pertaining to
Community Center services and facilities. Schedule monthly meetings and work jointly with
the Senior Services Advisory Commission to accomplish the Department Mission Statement.
Activities:
Staff will do any necessary research and report back to the Commission its findings.
Hold ten Community Center Advisory Commission meetings per year.
Prepare and deliver meeting agendas and minutes in accordance with state laws.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of corrections to meeting minutes N/A 1 1
Productivity
Hold regular monthly meetings N/A 10 10
Schedule joint meeting with Senior
Center Commission three times
per year N/A 3 3
Cost Effectiveness:
FTE’s
Director .10
Executive Assistant .15
Receptionist .10
Total .35
The height of desert living. 245
Town of Fountain Hills
Department: Community Center
Program: Building Operations
Service Delivery Plan:
Perform both set-up and take-down duties and the daily custodial and maintenance services of
the Community Center Building. Coordinate the repairs and construction projects and
maintain proper levels of supplies needed for facility maintenance. Work with the Ev ent
Coordinator to ensure that facilities, equipment , and room set-up meet the requirements of the
event and the client’s contractual agreements.
Activities:
Train in the safe operation of equipment, such as floor scrubber, dance floor, staging, alarms,
audio visual equipment, and routine maintenance of the building.
Prepare work schedules for parttime staff based on staffing budget and event schedules.
Monitor multiple events and inspect work in progress to suppor t various events and activities.
Keep current on maintenance of all equipment and building codes.
Maintain compliance with OSHA standards and fire code regulations.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Percentage of people dissatisfied
with set-up N/A 2% 2%
Number of incident reports filed N/A 0% 0%
Productivity
Number of set-up/take-downs N/A 3626 3650
Number of chairs set up each year N/A 89496 92180
Cost Effectiveness:
FTE’s
Director 0.20
Executive Assistant 0.15
Operations Coordinator 0.60
Operations Worker 1.50
Total 2.45
The height of desert living. 246
Town of Fountain Hills
Department: Community Center
Program: Event Coordination
Service Delivery Plan:
Facilitate and schedule all event related activities for the facility. Communicate with
prospective and confirmed leasees regarding facility availability. Conduct tours, and advise of
services available. Work as the liaison between clients, the public, and staff prior to and
during events to ensure that facilities, equipment, set up and personnel meet the requirements
of the event and the client’s contractual agreement. Coordinate and supervise support
personnel, outside vendors, and services and provide on-site supervision of events taking place.
Activities:
Respond to inquiries by prospective and confirmed leasees concerning rental rates and space
availability.
Conduct facility tours and explain policies and procedures for use of Center.
Calculate and provide clients with estimates of potential costs incurred in completing an event.
Input, retrieve, and update event requirements: contracts, CAD drawings and event reports.
Maintain information throughout the CLASS event management system.
Finalize leasee requirements including all support personnel needed: bartenders, security
guards, caterers, and rental companies.
Maintain all aspects liquor services including staffing, security, and alcohol inventory.
Ensure that all paperwork and certifications are in accordance with the Arizona Liquor
Licenses and Control and are up-to-date and in place.
Ensure that pre and post event reports are up-to-date and delivered to the operations and
administrative staff in a timely manner.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of contracts processed N/A 1184 1232
Pre and Post event report forms completed N/A 0.95 1
Productivity
Contracts processed within ten days of
booking N/A 0.98 1
Event reports complete and given to
Administration within one day N/A 90% 100%
Cost Effectiveness:
FTE’s
Director .20
Executive Assistant .15
Event Coordinator .75
Total 1.15
The height of desert living. 247
Town of Fountain Hills
Department: Community Center
Program: Marketing
Service Delivery Plan:
Marketing and Advertising is the main source of attracting large events and weddings.
Attending trade shows and advertising in both print media and on the web shows people
throughout the valley what Fountain Hills has to offer, therefore continuing to grow the
number of activities taking place at the Community Center.
Activities:
Update and print all facility brochures, verbiage, Town’s website, and flyers kept in town
kiosks.
Work with the Community Affairs/Media Relations Administrator to coordinate necessary press
and marketing.
Attend two bridal shows per year promoting the Community Center and Fountain Park as a
destination.
Attend staff meetings.
Network and invite vendors to tour the building in order to promote facility usage.
Coordinate both print and electronic advertising: minimum of two ads in each per year.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Minimum four events booked per
bridal show N/A 100% 0%
35 large events hosted per fiscal year N/A 49 35
8 joint park-center wedding scheduled
for ceremonies/receptions N/A 10 10
Productivity
Two bridal shows attended per year N/A 200% 0%
Two bridal or special events advertised in
magazines per year N/A 3 0
Two on-line event sites listed per year N/A 3 3
Co-promotions with the Parks and Recreation
Department N/A 1 1
Cost Effectiveness:
FTE’s
Director .15
Total .15
The height of desert living. 248
Town of Fountain Hills
Department: Community Center (Seniors)
Program: Administration
Service Delivery Plan:
Provide quality customer service to walk-in and phone-in customers. Communicate with
program coordinators about activities, special events, office hours, etc. Perform overall
operational duties to include scheduling of programs/activities, performance evaluations, staff
meetings, and staff management. Provide report to monthly Commission meeting. Process
accounts payable, and monitor expenditures. Be responsible for preparation and adherence to
the department’s budget.
Activities:
Help walk-in and phone-in customers with activities and program information.
Track number of medical equipment loans.
Enter all activities and program schedules in CLASS and update needed changes/
Conduct performance evaluations.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of complaints received about poor
Customer Service N/A 0 0
Productivity
Percent of personnel evaluations facilitated 100% 100%
Number of staff meetings held 7 8
Number of medical equipment loans 102 105
Cost Effectiveness:
FTE’s
Director .10
Executive Assistant .10
Senior Services Supervisor .15
Receptionist .40
Activities Coordinator .05
HDM Coordinator .05
Senior Services Aide .05
Senior Services Asst .05
Total .95
The height of desert living. 249
Town of Fountain Hills
Department: Community Center (Seniors)
Program: Senior Activity Center Membership
Service Delivery Plan:
Offer annual membership. Members can participate in over 30 programs and activities.
Members can join support groups and meet with Social Services representatives.
Activities:
Register and track membership throughout the year.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of new members over previous
fiscal year N/A 156 35
Productivity
Number of members N/A 1,198 1,233
Cost Effectiveness:
FTE’s
Senior Services Supervisor .10
Activities Coordinator .05
Senior Services Aide .25
Senior Service Assistant .05
Total .45
The height of desert living. 250
Town of Fountain Hills
Department: Community Center (Seniors)
Program: Home Delivered Meals
Service Delivery Plan:
Deliver a quality noon time meal to Town residents who require assistance in obtaining
nutritional meals.
Activities:
Deliver noon time meals to clients.
Intake and remove clients from program.
Schedule weekly routes.
Track month meals and billing.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of complaints about the meals
from clients N/A 4 0
Number of complaints about the route
from volunteers N/A 1 0
Number of people on wait list N/A 3 0
Productivity
Number of meals delivered yearly N/A TBD 11,542
Number of self-pay clients N/A TBD 7,414
Number of area agency clients N/A TBD 3,348
Number of underwritten meals N/A TBD 780
Cost Effectiveness:
FTE’s
Senior Services Supervisor .10
Activities Coordinator .05
HDM Coordinator .50
Total .65
The height of desert living. 251
Town of Fountain Hills
Department: Community Center (Seniors)
Program: Trips and Outings
Service Delivery Plan:
Provide interesting and affordable day trips to members and the community .
Activities:
Research trips and theater outings.
Arrange trips and create trip flyers.
Secure van drivers.
Coordinate trip cancellations and refunds with accounting.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of attendees N/A TBD 1,000
Number of trips cancelled N/A 2 0
Productivity
Number of trips offered N/A 36 41
Cost Effectiveness:
FTE’s
Senior Services Supervisor .10
Activities Coordinator .10
Senior Services Aide .20
Total .40
The height of desert living. 252
Town of Fountain Hills
Department: Community Center (Seniors)
Program: Programs and Classes
Service Delivery Plan:
Provide meeting space to members for activities and arrange for interesting classes for seniors.
Activities:
Create or update flyers.
Enter all activities and program schedules in CLASS and update changes as needed.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Change in attendance over previous
fiscal year N/A 624
Program and class attendance N/A 21,445 22,080
Productivity
Number of programs offered N/A 44 45
Number of classes offered N/A 4 4
Number of Public Forums offered N/A 5 4
Cost Effectiveness:
FTE’s
Senior Services Supervisor .20
Activities Coordinator .05
Operations Coordinator .25
Senior Service Assistant .10
Total .60
The height of desert living. 253
Town of Fountain Hills
Department: Community Center (Seniors)
Program: Special Events
Service Delivery Plan:
Coordinate annual Senior Activities EXPO to showcase all that is offered at the Center. Provide
socialization opportunities and informational events for members and the community.
Activities:
Coordinate Senior Activities EXPO.
Coordinate dances and socialization activities.
Coordinate the Annual Health Fair.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of attendees - EXPO N/A 434 450
Number of attendees - Dances N/A TBD 100
Number of attendees – Socialization N/A 80 60
Number of attendees – Health Fair N/A not offered 300
Productivity
Number of events offered N/A 4 5
Cost Effectiveness:
FTE’s
Senior Service Supervisor .20
Activities Coordinator .20
Senior Services Assistant .30
HDM Coordinator .05
Total .75
The height of desert living. 254
Town of Fountain Hills
Department: Community Center (Seniors)
Program: Marketing and Public Relations
Service Delivery Plan:
Utilize various marketing means to increase awareness about the programs, activities , and
events that are offered to members and the community.
Activities:
Submit weekly Fountain Hills Times and website updates.
Create special event flyers and monthly newsletters.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of members N/A 1,198 1,233
Number of attendees N/A 21,445 22,080
Productivity
Number of weekly Times updates N/A 52 52
Number of weekly website updates N/A 52 52
Number of special event flyers produced N/A 4 5
Number of monthly newsletter produced N/A 12 12
Cost Effectiveness:
FTE’s
Senior Services Supervisor .15
Activities Coordinator .20
HDM Coordinator .20
Total .55
The height of desert living. 255
Town of Fountain Hills
Department: Fire
Program: Administration
Service Delivery Plan:
Provide the necessary leadership and management to accomplish the organization’s mission,
goals, and objectives in an effective manner.
Activities:
Manage budget within approved funding levels.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Number of accounts at or under budget N/A 98% 100%
Productivity
Number of accounts outside of R/M contract N/A 9 10
Cost Effectiveness:
FTE’s
Contract personnel 1.0
Total 1.0
The height of desert living. 256
Town of Fountain Hills
Department: Fire
Program: Building Safety/Fire Prevention
Service Delivery Plan:
Provide building safety evaluations and fire preventions inspections to all residential and
commercial locations with the Town of Fountain Hills.
Activities:
Correct 100% of fire code violations found during annual commercial inspection.
Review plan checks within 10 working days after receipt 100% of the time.
Inspect 100% of target hazards (40 commercial and industrial) occupancies.
Inspect 95% of safety surveys (220 business and assembly) occupancies.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
Fire Code violations corrected within first notice N/A Unknown 75%
Plan checks turn-around within 10 business days N/A Unknown 50%
Target hazards completed within 2 months N/A 100% 100%
Safety surveys completed within 3 months N/A 100% 100%
Productivity
Fire Code violation corrections N/A 146 165
Plan review N/A 444 500
Target Hazards N/A 40 50
Safety Surveys N/A 220 220
Building Inspections N/A 445 500
Cost Effectiveness:
FTE’s
Contract personnel 1.0
Total 1.0
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Town of Fountain Hills
Department: Fire
Program: Suppression
Service Delivery Plan:
Prepare, operate, and respond to emergencies which meet community expectations. Comply
with National Fire Protection Agency and OSHA standards.
Activities:
Complete 240 hours of training for each firefighter annually.
Have the first due company travel to fire and EMS incidents within five minutes 90% of the
time.
Have emergency events dispatched within one minute of receipt of alarm 90% of the time.
Initiate response by companies within one minute of receipt of a call 90% of the time.
Performance Measures: Council FY 2008-09 FY2009-10
Goal Actual Proposed
Quality:
20 minimum company standards completed N/A 100% 100%
Five minute emergency response N/A 90% 90%
1 minute of receipt of alarm by dispatch N/A 90% 90%
Respond within 1 minute of receipt of call N/A 90% 90%
Productivity
Complete 240 hours of annual training N/A 100% 100%
Five minute response time N/A 80% 90%
Dispatch within 1 minute of receipt of
alarm N/A 90% 100%
Companies to respond within 1 minute
of receipt of call N/A 80% 90%
Cost Effectiveness:
FTE’s
Contract personnel 26.0
Total 26.0
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Special Revenue Funds
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The Highway User Revenue Fund (HURF) (Fund 200) may only be used for
street and highway purposes.
The Public Art Fund (Fund 410) is funded by Developer In-Lieu contributions. The
fund is used for the acquisition, installation and maintenance of public art.
The Excise Tax Fund (Fund 300) is a restricted fund which may only be used for
Economic Development and the repayment of Civic Center and Mountain Bonds.
Revenue for this fund comes from .4% of Local Sales Tax collections that have been
dedicated for this purpose.
HIGHWAY USERS FUND SUMMARY
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
REVENUE:
LTAF $111,638 $110,785 $114,716 $113,600 $113,400
Highway User $1,574,453 $1,750,100 $1,675,000 $1,763,000 $1,480,152
Charges for Svcs/In Lieu Pmts $12,802 $28,185 $25,000 $10,000 $2,000
Interest $24,009 $42,678 $45,000 $20,000 $4,993
Misc. Income $4,079 $0 $500 $1,000 $0
Transfer from General Fund $519,869 $0 $0 $0 $0
TOTAL $2,246,850 $1,931,748 $1,860,216 $1,907,600 $1,600,545
EXPENDITURES:
Salaries and Benefits $589,071 $685,646 $585,392 $593,055 $607,152
Services and Supplies $15,946 $24,250 $26,465 $28,735 $0
Repairs and Maintenance $599,505 $1,648,724 $1,477,328 $350,870 $0
Supplies and Services $197,685 $206,195 $199,800 $225,290 $625,594
Capital Outlay $36,597 $80,000 $74,000 $2,000 $0
TOTAL $1,438,804 $2,644,815 $2,362,985 $1,199,950 $1,232,746
TRANSFERS
Debt Retirement $130,217 $135,000 $126,300 $115,843 $136,013
Transfer to CIP $0 $0 $0 $825,000 $170,790
Transfer to VRF $0 $0 $0 $66,491 $60,996
TOTAL $130,217 $135,000 $126,300 $1,007,334 $367,799
TOTAL CURRENT EXPENDITURES $1,569,021 $2,779,815 $2,489,285 $2,207,284 $1,600,545
PUBLIC ART FUND FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
REVENUE:
In Lieu Fees $0 $0 $0 $20,000 $2,000
TOTAL CURRENT REVENUE $0 $0 $0 $20,000 $2,000
Repairs & Maintenance $0 $0 $0 $0 $2,500
Capital Expenditures $0 $0 $0 $14,000 $0
TOTAL EXPENDITURES $0 $0 $0 $14,000 $2,500
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The Special Revenue Fund (Fund 400) is restricted by the terms of the individual
Grants or Program funds received. An example of this would be LTAF II. Local Trans-
portation Assistance Fund II is distributed by the State of Arizona based on popula-
tion. This revenue source supports transit uses only and has been funded solely by
Powerball earnings since 2003.
EXC ISE TAX FUND FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
REVENUES:
Local Sales Tax Transfer $458,190 $486,877 $314,281 $295,859 $295,859
General Fund Transfer $0 $0 $0 $0 $0
TOTAL REVENUES $458,190 $486,877 $314,281 $295,859 $295,859
EXPENDITURES:
SALARIES & BENEFITS:
Wages $38,275
$37,465 $21,051 $38,252 $38,252
FICA $555
$544 $307 $555 $555
Unemployment Insurance $79
$42 $0 $32 $32
Employee's Health Insurance $3,422
$3,819 $1,672 $2,073 $2,073
Employee's Life Insurance $142
$132 $65 $113 $113
Employee's Dental Insurance $332
$289 $115 $203 $203
Employee's Eye Insurance $60
$60 $18 $32 $32
Worker's Compensation Insurance $181
$148 $171 $95 $95
Employee's Retirement Fund $4,210
$4,123 $2,396 $4,208 $4,208
Disability Insurance $183 $178 $105 $176 $176
TOTAL SALARIES/BENEFITS $47,439 $46,800 $25,900 $45,739 $45,739
CONTRACT SERVICES
Dues/Publications $767
$1,418 $2,345 $1,995 $2,025
Training/Continuing Education $2,047
$383 $0 $4,830 $0
Meetings & Conferences $1,751
$8,087 $7,400 $530 $4,800
Meetings/Travel $442
$2,631 $1,300 $8,260 $0
Telecommunications $588
$1,178 $725 $1,500 $476
Professional Fees $31,630
$32,990 $0 $5,000 $27,500
Printing $1,794
$1,060 $0 $2,120 $20,535
Advertising/Signage $0
$27,824 $1,500 $62,830 $31,000
Community Events $0 $0 $0 $6,000 $0
Holiday Lighting $0 $0 $29,000 $38,000 $0
Office Supplies $947
$1,826 $114 $200 $600
Sales Tax Rebate $4,905 $0 $0 $0 $0
TOTAL $44,871 $77,397 $42,384 $131,265 $86,936
CAPITAL EXPENDITURES
Capital Outlay $800,000 $400,860 $0 $10,000 $0
TOTAL CAPITAL EXPENDITURES $800,000 $400,860 $0 $10,000 $0
Transfe r to C IP $3,000 $250,000
TOTAL EXPENDITURES $892,310 $525,057 $68,284 $190,004 $382,675
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The Court Enhancement Fund (Fund 420) is a restricted fund which may only be
used to enhance the technological, operational and security capabilities of the Foun-
tain Hills Municipal Court and to support the operation of the collection program.
Revenues are derived from Court Fees and Bond Forfeitures.
SPECIAL REVENUE FUND FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
REVENUE:
FEMA $50,000 $0 $48,600 $0 $0
Proposition 202 $0 $0 $185,000 $0 $150,000
LTAF Revenue $68,125 $0 $40,030 $0 $40,000
Construction Grants $2,075,847 $2,318,000
Other Grants $47,797 $0 $68,850
TOTAL CURRENT REVENUE $118,125 $0 $321,427 $2,075,847 $2,576,850
EXPENDITURES:
FEMA $50,000 $0 $52,015 $0 $0
Proposition 202 Contracts $0 $0 $185,000 $0 $150,000
LTAF-RPTA $68,125 $0 $62,200 $0 $0
Transfer to VRF $33,500 $0
Transfer to CIP $22,212 $2,023,222 $2,318,000
Transfer to General Fund $19,125 $108,850
TOTAL EXPENDITURES & TRANSFERS $118,125 $0 $321,427 $2,075,847 $2,576,850
COURT ENHANCEMENT FUND FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
REVENUE:
Court Enhancement Fund $24,287 $23,041 $18,500 $23,300 $15,500
Interest $4,834 $4,000 $4,700 $1,500
TOTAL REVENUE $24,287 $27,875 $22,500 $28,000 $17,000
Salary and Benefits $0 $0 $0 $0 $0
Repairs & Maintenance $0 $4,288 $0 $35,000 $3,100
Supplies & Services $0 $0 $0 $10,000 $5,000
Capital Expenditures $54,316 $0 $8,250 $45,000 $41,900
TOTAL EXPENDITURES $54,316 $4,288 $8,250 $90,000 $50,000
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Debt Services Funds
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Debt Service Funds
The Debt Service Funds provide for the payment of interest, principal, and related costs
on General Obligation (GO) Bonds, Highway User Revenue Fund bonds and Municipal
Property Corporation (MPC) Revenue bonds.
There are three General Obligation bond issues outstanding that were approved by
the voters for specific purposes:
The first GO bond issue in 1991 (refunded in 1995) was to pave roads that remained
unpaved at the time of incorporation.
Additional GO bonds issued in 1999 and 2000 were for the construction of a library/
museum and community center.
Bonds issued in 2001 were for the purchase of mountain preserve land in the McDowell
mountains.
Total General Obligation bond principal and interest payments for fiscal year 2009-10
are $1,340,364 and will be paid through a levy of Town property.
GENERAL OBLIGATION DEBT SERVICE FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
REVENUE:
Property Tax Revenue:
Secondary Property Tax $1,325,581 $1,232,781 $1,330,000 $1,400,000 $1,400,000
Interest Earnings $30,407 $25,786 $800 $1,500 $1,500
TOTAL REVENUES $1,355,988 $1,258,567 $1,330,800 $1,401,500 $1,401,500
EXPENDITURES:
General Obligation Bonds:
Bond Payment - GO $281,870 $0 $0 $0 $0
Bond Payment - Lakeside $87,800 $0 $0 $0 $0
Bond Payment - Library/Museum $304,750 $0 $0 $0 $0
Bond Payment - Mtn Bonds GO $330,000 $0 $0 $0 $0
Refunded Bonds-Principal $515,000 $1,360,294 $1,389,596 $1,188,057 $1,188,057
Refunded Bonds-Interest $0 $0 $0 $148,057 $148,057
Trustee, Admin and Report Fees $4,250 $4,250 $4,250 $4,250 $4,250
TOTAL EXPENDITURES $1,523,670 $1,364,544 $1,393,846 $1,340,364 $1,340,364
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The Highway User Revenue Fund (HURF) Bond principal and interest payment is
$136,413 for fiscal year 2009-10 and will be paid from HURF revenues received during
the year.
The Eagle Mountain Community Facilities District debt payments are levied on the
property owners within the district. These obligations are paid by the Fountain Hills’
property owners using secondary property taxes, less any credits, carry-forward and/or
interest earnings. Below is the schedule of Debt Service payments required for next
fiscal year, including a breakdown of the debt service payments for FY09-10.
The annual property tax levy is based on the total amount required for the payment
(with adjustments for carry-forward, delinquencies, etc.) divided by the total assessed
valuation for the Town of Fountain Hills.
The Town’s secondary assessed property valuation for fiscal year 2009-10 is estimated
to be $651,218,464 for the upcoming year and the estimated levy is $0.2273 per $100
of assessed value. The levy is 10% higher than last year as a result of the decrease
in the Town’s assessed value.
The Municipal Property Corporation owns the land and buildings purchased through
bond proceeds (McDowell Mountain preserve, Community Center and Town Hall). The
REVENUE BOND DEBT SERVICE FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
REVENUE:
Transfer from HURF Fund $110,000 $134,137 $126,300 $115,843 $136,413
TOTAL REVENUES $110,000 $134,137 $126,300 $115,843 $136,413
EXPENDITURES:
Bond Payment - Principal $109,483 $130,743 $125,793 $110,422 $130,000
Bond Payment - Interest $0 $0 $0 $5,421 $6,413
TOTAL EXPENDITURES $109,483 $130,743 $125,793 $115,843 $136,413
EAGLE MTN C O M FAC ILITIES DISTRIC T FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
REVENUE:
Property Tax Revenue $366,683 $194,274 $340,000 $375,000 $388,500
Town of Fountain Hills Reimbursement $50,000 $0 $0 $0 $0
Investment Earnings $20,671 $9,183 $4,000 $4,000 $600
TOTAL REVENUES $437,354 $203,457 $344,000 $379,000 $389,100
EXPENDITURES:
Debt Service $577,145 $331,659 $350,235 $368,760 $381,410
Administrative Fees $6,600 $6,600 $6,600 $6,600 $6,690
Trustee Fees $5,000 $1,000 $1,000 $1,000 $1,000
TOTAL EXPENDITURES $588,745 $339,259 $357,835 $376,360 $389,100
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annual debt payment on the bonds is paid for with proceeds from the dedicated portion
of the local sales tax and is included as a transfer from the Excise Sales Tax. The debt
payment for the Community Center will be transferred from the General Fund and is
included within the Community Center budget. Any fund balance in this fund may be
used only to retire the debt on the bonds. When the bonds are retired any assets
owned by the MPC are turned over to the Town.
MUNICIPAL PROP CORP FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2008-2009 FY 2009-2010
Actual Actual Actual Budget Proposed
REVENUES:
Excise Tax Transfers (.2%) $843,492 $832,576 $628,562 $591,718 $594,480
Excise Tax Transfers (.1%) $421,746 $448,673 $314,281 $295,859 $297,240
Transfer from Community Center $387,000 $387,000 $387,000 $387,000 $387,000
Interest $34,658 $45,619 $40,000 $30,000 $4,458
TOTAL REVENUES $1,686,896 $1,713,868 $1,369,843 $1,304,577 $1,283,178
EXPENDITURES:
MPC Debt Service
Mountain Bond Payment (.2%) $595,000 $416,818 $415,005 $0 $0
Civic Center Phase II Bonds (.1%) $246,637 $266,438 $298,338 $0 $0
MPC - Community Center $387,000 $239,169 $255,419 $0 $0
Refunded Bonds $0 $265,924 $320,412 $0 $0
Principal $0 $0 $0 $885,000 $985,000
Interest $0 $0 $0 $452,486 $416,886
Admin Fee $0 $0 $0 $0 $7,000
TOTAL EXPENDITURES $1,228,637 $1,188,348 $1,289,173 $1,337,486 $1,408,886
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The Summary/Schedules section includes an itemization of the outstanding debt as of
June 30, 2009
OUTSTANDING DEBT SCHEDULE
Bond Purpose Date of Interest Date of Original Principal Principal Amount Outstanding
Type of Issue Bond Issue Rate Maturity Amount Amount Retired Refunded Principal
GO Refunding 11/1/1995 5.3 7/1/2010 $2,455,000 $1,200,000 $1,255,000 $0
GO Library/Museum 6/1/2000 5.5 7/1/2014 $3,700,000 $2,025,000 $1,675,000 $0
GO Land Acq-Lake 8/1/1999 5.1 7/1/2014 $1,400,000 $800,000 $500,000 $100,000
GO Mtn. Bonds 12/1/2001 4.9 7/1/2020 $6,000,000 $1,975,000 $3,425,000 $600,000
GO Refunding 6/1/2005 4 7/1/2019 $7,225,000 $1,395,000 $0 $5,830,000
TOTAL $24,310,000 $8,470,000 $9,310,000 $6,530,000
Rev Refunding 8/1/1998 4.63 7/1/2010 $1,075,000 $940,000 $0 $135,000
Rev Comm. Center 7/1/2000 5.4 7/1/2020 $4,680,000 $1,525,000 $2,475,000 $680,000
Rev Mtn. Bonds 12/1/2001 4.7 7/1/2021 $7,750,000 $2,365,000 $3,910,000 $1,475,000
Rev Civic Center 12/1/2004 4.5 7/1/2019 $3,645,000 $795,000 $0 $2,850,000
Rev Refunding 6/1/2005 4.15 7/1/2019 $5,330,000 $430,000 $0 $4,900,000
TOTAL $23,680,000 $5,825,000 $7,385,000 $10,040,000
SA Eagle Mtn-A 6/1/1996 6.5 7/1/2021 $4,435,000 $410,000 $4,025,000 $0
SA Eagle Mtn-B 6/1/1996 7.25 7/1/2021 $470,000 $40,000 $430,000 $0
SA Eagle Mtn 7/12/2005 3.95 7/1/2021 $4,555,000 $695,000 $0 $3,860,000
SA Improvmnts 6/16/1999 5.25 7/1/2009 $32,276 $32,276 $0 $0
TOTAL $9,492,276 $1,177,276 $4,455,000 $3,860,000
GRAND TOTAL $57,482,276 $15,472,276 $21,150,000 $20,430,000
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TOWN OF FOUNTAIN HILLS, ARIZONA
Summary of Tax Levy and Tax Rate Information
Fiscal Year 2009-10
2008-09 2009-10
FISCAL YEAR FISCAL YEAR
1.Maximum allowable primary property tax levy
A.R.S. §42-17051(A). $ 0 $ 0
2.Amount received from primary property taxation in the
fiscal year 2007-08 in excess of the sum of that year's
maximum allowable primary property tax levy.
A.R.S. §42-17102(A)(18). $
0 0
3. Property tax levy amounts
A. Primary property taxes $ 0 $ 0
B. Secondary property taxes 1,400,000 1,400,000
C. Total property tax levy amounts $ 1,400,000 $ 1,400,000
4. Property taxes collected*
A. Primary property taxes
(1) 2008-09 levy $ 0 0
(2) Prior years’ levy 0 0
(3) Total primary property taxes $ 0 0
B. Secondary property taxes
(1) 2008-09 levy $ 1,330,000 1,400,000
(2) Prior years’ levy $ 0 0
(3) Total secondary property taxes $ 1,330,000 1,400,000
C. Total property taxes collected $ 1,330,000 1,400,000
5. Property tax rates
A. Town tax rate
(1) Primary property tax rate 0.0000 0.0000
(2) Secondary property tax rate (estimate) 0.1972 0.2173
(3) Total city/town tax rate 0.1972 0.2173
B. Special assessment district tax rates
Secondary property tax rates - As of the date the proposed budget was prepared, the
town was operating two (2) 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 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.
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Capital Improvement Projects
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Capital Improvement Program (CIP) Policy and Procedures
Objective
To provide a policy and procedures for the development, approval, and implementa-
tion of the Town of Fountain Hills’ five (5) year and twenty (20) year Capital Im-
provement Programs (CIP).
Scope
This policy applies to all projects undertaken by the Town of Fountain Hills that meet
the definition of a capital improvement project detailed in the definitions section.
Policy
The purpose of the Capital Improvement Program is to provide an authoritative deci-
sion-making process for the evaluation, selection, and multi-year scheduling of public
physical improvements based on a projection of available fiscal resources and the
community's priorities.
The objectives of the program are to:
a) ensure the timely repair, replacement and expansion of the Town’s infra-
structure;
b) serve as a link in the Town’s planning between the Town’s strategic plan
and all subsidiary plans with a 10-20 year horizon and the annual budget
process with a one-year horizon;
c) maintain control over the Town’s long-term cash flow in relation to the
Town's financial capacity; and
d) ensure efficient, effective and coordinated capital improvement.
Definitions
The following words when used in connection with this policy shall have the following
meanings:
CAPITAL IMPROVEMENT PROGRAM: A multi-year planning document that is the prod-
uct of a systematic evaluation of capital projects. This plan serves as a guide for the
efficient and effective construction and maintenance of public facilities, outlining a
detailed timeline and financing schedule of capital projects for a five (5) year period
of time and a summary schedule of capital projects for a twenty (20) year period.
CAPITAL IMPROVEMENT PROJECT: A capital project is a heavy equipment acquisition,
a computer/software systems acquisition, or a public improvement that involves con-
struction of new infrastructure, additions to existing structures, renovation of exist-
ing structures, and major repairs to infrastructure of a comprehensive and non-
routine nature. A capital project is defined in financial terms as a project with a pro-
jected final cost of at least $50,000 and is a non-recurring expense.
The height of desert living. 271
In addition, the capital asset(s) resulting from the project should have a useful life of
at least 10 years. Studies, design and engineering fees greater than $10,000 which
are preparatory to a capital project with a projected final cost of at least $50,000
should be included as part of the capital project cost.
INFRASTRUCTURE IMPROVEMENT PLAN (IIP): A written plan that individually or col-
lectively identifies each public service that is proposed to be the subject of a devel-
opment fee. The Town of Fountain Hills’ IIP is incorporated as part of the Town CIP
and follows the same timeline and procedure.
PROCESS
A. Schedule: Annually, the CIP Coordinator and Finance Director will submit a
proposed CIP development calendar to the Town Manager for review. Based
on this calendar, the CIP Coordinator will initiate a request to the Management
Team for submission of updates, revisions and new projects for the five (5)
year Capital Improvement Program. A further, but less detailed, review of the
twenty (20) year plan will also be conducted.
B. Format: The Management Team will utilize the previous year's approved
CIP as a base for developing recommended additions, deletions, or changes
for incorporation in the updated CIP for the ensuing year. The Management
Team will utilize the standard format provided to submit new projects or pro-
pose revisions to existing projects. All new projects will also include a compre-
hensive estimate of the impact of the new project on the Town's annual oper-
ating budget; e.g., salaries and benefits, supplies, utilities, fuel, maintenance
requirements, etc.
C. Finance Review: The Finance Director will assist the CIP Coordinator as
necessary in all facets of Capital Improvement Program development and re-
view including production of revenue estimates and estimated growth in as-
sessed valuation as well as overall financial analysis of the proposed program.
Additional assistance may be requested to help produce draft documents, etc.
D. Town Manager Review: The CIP Coordinator will provide a copy of the pro-
posed CIP document to the Finance Director and Town Manager for review and
comment prior to distribution of the CIP document to the Town Council as part
of the budget package.
E. Public Hearing: The proposed CIP will be considered at a public hearing
convened by the Town Council to accept comments and input from the public
on the content of the Plan. Notice of said public hearing date, place, and time
will be made at least 60 days in advance of the scheduled hearing. Copies of
the proposed CIP will be made available to the public at least 30 days prior to
the scheduled hearing date and at the hearing itself.
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F. Town Council Approval: The final draft of the proposed CIP will be submit-
ted as an agenda item for formal approval by the Town Council at the first
Council Meeting in June.
G. Distribution: A copy of the approved CIP document will be published on the
Town’s website.
H. Implementation: Upon adoption of the CIP, projects included within the ap-
plicable budget year may be implemented by the appropriate Management
Team member in compliance with the Town’s Purchasing Policy, Special Bene-
fit District, or applicable procedure.
I. Amendments: The adopted CIP may be amended upon approval of the
Town Council. Examples of amendments include cost increases for approved
projects, the acceleration of projects to the applicable budget year from a fu-
ture year, and the addition of projects not previously included in the CIP.
An amendment to the CIP will be submitted to the Town Manager for ap-
proval. Upon approval, the amendment should be prepared as an agenda
item for formal approval by the Town Council at a regular or special call meet-
ing. Upon approval, a copy of the amended CIP document will be published on
the Town’s website.
PROCEDURE:
A.Form: The form listed as Attachment A shall be utilized to request inclusion
of a project in the Capital Improvement Plan.
B. Funding Prioritization: As part of the project submittal process, Manage-
ment Team members shall identify project priorities to help determine which
projects are recommended for inclusion in the five-year CIP.
The initial measure of the project’s priority is first established using the follow-
ing factors:
HIGH
Project protects the health and safety of the Town, its residents, visi-
tors and employees
Project is mandated by local, State or Federal regulations
Project is a high priority of the Town Council, based on the most cur-
rent Strategic Plan or other subsidiary plans
Project prevents irreparable damage to existing facilities
Project leverages local funding with other non-local funding sources
Project finishes a partially completed project
The height of desert living. 273
MEDIUM
Project maintains existing service levels
Project provides for the maintenance of existing systems and equip-
ment
Project results in increased efficiency
Project reduces operational costs
Project significantly reduces losses in revenue or provides for significant
increased revenues
LOW
Project provides an expanded level of service or new public facility not
included in the Town Council’s priorities
Project is deferrable
Project uses debt financing
C. Funding Sources: The primary funding sources for the CIP are the General
Fund, Grants, Development Fees, Excise Taxes, HURF, Bonded Indebtedness,
Capital Leases and Capital Project funds. All potential projects must identify
the proposed sources of funding before submission of the CIP request.
Projects that are funded by Development Fees must also identify the relation-
ship between the IIP project and the Development fee from which it is funded
in the justification section of the CIP Form.
D. Project Schedule: Each Project Manager shall provide a preliminary sched-
ule which shall detail the various phases involved in the project and their
starting and ending dates.
It is the responsibility of the Project Manager to maintain this schedule or to
provide schedule updates to the CIP Coordinator on at least a quarterly basis.
RESPONSIBILITY FOR ENFORCEMENT:
The Town Manager, Finance Director and CIP Coordinator will be responsible for en-
suring that this policy is followed and/or updated as necessary.
The height of desert living. 274 PROJFY09-10 FY10-11 FY11-12FY12-13 FY13-14 TOTALNO PROJECT TITLE DOWNTOWN IMPROVEMENTSE8005 Avenue of the Fountains Improvements, Phase III $0 $0 $0 $4,122,285 $4,122,285 $8,244,570E8006 Town Square AOTF Improvements $250,000 $250,000 $250,000 $250,000 $0 $1,000,000TOTAL $250,000 $250,000 $250,000$4,372,285 $4,122,285 $9,244,570OPEN SPACE PROJECTSO7002 Adero Canyon Trailhead $0 $0 $0 $1,627,400 $1,084,900 $2,712,300O7004 FH McDowell Mtn Preserve Access $0 $0 $0 $0 $0 $0TOTAL $0 $0 $0 $1,627,400 $1,084,900 $2,712,300STREET/SIDEWALK PROJECTSS6001 Shea Blvd Climbing Lane $2,704,378 $0 $0 $0 0 $2,704,378S6003 Unpaved Alley Paving Projects $135,000 $135,000 $280,000 $160,000 $0 $710,000S6005 Shea Blvd Widening$1,600,000 $1,600,000 $0 $0 $0 $3,200,000S6006 Fountain Hills Blvd Sidewalk $338,300 $0 $0 $0 $0 $338,300S6007 Annual Sidewalk Program$342,000 $292,263 $291,014 $289,710 $320,000 $1,534,987S6008 Annual Pavement Management$456,000 $515,000 $623,000 $930,000 $1,625,000 $4,149,000S6009 Downtown Sidewalk Program $26,543 $27,737 $28,986 $30,290 $31,653 $145,209S6010 Saguaro Blvd Mill & Overlay $4,500,000 $0 $0 $0 $0 $4,500,000S6011 La Montana Medians $0 $0 $0 $0 $0 $0S6012 Palisades & Vista Intersection Reconfiguration $0 $0 $0 $0 $0 $0S6013 Palisades & Sunburst Intersection Reconfiguration $0 $0 $0 $345,000 $0 $345,000S6014 Turn lanes-Palisades at F H Blvd $0 $0 $0 $0 $0 $0S6015 Fountain Hills Blvd Widening $0 $0 $0 $0 $0 $0S6016 Medians-FH Blvd $0 $0 $0 $0 $0 $0S6017 Intersection reconfig-Saguaro & Trevino $0 $0 $0 $0 $0 $0S6018 Saguaro/Monterey Right Turn Improvements $0 $0 $0 $0 $0 $0S6019 Saguaro Blvd Service Road Elimination $0 $0 $123,200 $747,500 $0 $870,700S6020 Intersection Improvement-Verde River & AOTF $0 $0 $0 $0 $0 $0
The height of desert living. 275 PROJFY09-10 FY10-11 FY11-12 FY12-13 FY13-14 TOTALNO PROJECT TITLES6021 Medians-Saguaro & Grande $0 $0 $0 $0 $0 $0S6022 Medians-Saguaro & F H Blvd $0 $0 $0 $0 $0 $0S6023 Shea/Saguaro Blvd $0 $0 $0 $0 $0 $0S6024 Shea/Saguaro Blvd $0 $0 $0 $0 $0 $0S6046 Fountain Hills Blvd Sidewalk $0 $100,000 $107,500 $1,537,000 $0 $1,744,500S6047 Shea Blvd Sidewalk $0 $0 $55,000 $198,000 $0 $253,000S6050 Shea Blvd Bike lane $75,000 $0 $0 $0 $0 $75,000S6051 Ave of the Fountains/La Montana Ped Movement $0 $0 $0$110,000 $650,000 $760,000S6052 Shea/Palisades Traffic Volume Improvements $0 $0 $0 $0 $0 $0L1002 Median Landscape-Palisades $0 $0 $180,200 $327,000 $0 $507,200TOTAL$10,177,221 $2,670,000 $1,688,900 $4,674,500 $2,626,653 $21,837,274TRAFFIC SIGNALST5003 Traffic Signal-Palisades & Sunridge $0 $0 $0 $0 $0 $0T5004 Traffic Signal-AOTF & Saguaro $0 $0 $200,000 $285,000 $0 $485,000T5005 Traffic Signal-Palisades & Eagle Ridge/Palomino $0 $0 $0 $40,000 $490,000 $530,000T5006 Traffic Signal-FHB and Glenbrook $0 $0 $0 $0 $40,000 $40,000T5007 Traffic Signal-Saguaro & Panorama $0 $0 $0 $56,000 $532,500 $588,500T5008 Traffic Signal-Palisades & LaMontana $0 $0 $0 $0 $0 $0T5009 Traffic Signal Upgrades $142,400 $148,800 $155,000 $0 $0 $446,200T5010 Intelligent Transportation System (ITS) $0 $0 $0 $0 $0 $0T5011 Traffic Signal-Palisades & Saguaro upgrade $0 $0 $0 $0$40,000 $40,000T5012 Traffic Signal-FHB and Saguaro $0 $0 $0 $0 $0 $0T5013 Traffic Signal-Palisades & Golden Eagle $0 $0 $0 $0 $0 $0T5014 Traffic Signal-Golden Eagle & Sierra Madre $0 $0 $0 $0 $0 $0TOTAL$142,400 $148,800 $355,000 $381,000 $1,102,500 $2,129,700STORMWATER MGMT/DRAINAGE PROJECTSD6026 Drainage-Saguaro Blvd $0 $0 $0 $0 $0 $0D6027 Drainage-Del Cambre $86,000 $0 $0 $0 $0 $86,000D6028 Drainage-FHB/Oxford Wash $0 $0 $0 $0 $0 $0D6029 Drainage-Firebrick/Laser $0 $0 $0 $0 $0 $0
The height of desert living. 276 PROJFY09-10 FY10-11 FY11-12FY12-13 FY13-14 TOTALNO PROJECT TITLE D6030 Drainage-Ashbrook Wash Crossing $0 $0 $0 $250,700 $1,243,100 $1,493,800D6031 Drainage-Balboa Wash Crossing/FHB $0 $0 $0 $30,200 $237,900 $268,100D6032 Drainage-Hesperus Wash Crossing $0 $0 $0 $0 $0 $0D6033 Drainage-Oxbow Wash Crossing $0 $0 $0 $0 $0 $0D6034 Drainage-Oxford Wash Crossing $0 $0 $0 $0 $0 $0D6035 Drainage-Arrow Wash Crossing $0 $0 $0 $0 $0 $0D6036 Drainage-Colony Wash Crossing $0 $0 $0 $0 $0 $0D6037 Drainage-Fountain Channel Crossing $0 $0 $0 $0 $0 $0D6038 Drainage-Ironwood Wash Crossing $0 $0 $0 $0 $0 $0D6039 Drainage-Malta Wash Crossing $0 $0 $0 $0 $0 $0D6040 Drainage-Emerald Wash Crossing $0 $0 $0 $0 $0 $0D6041 Drainage-Kingstree Wash Crossing $0 $0 $0 $0 $0 $0D6042 Drainage-Cypress Point Wash Crossing $0 $0 $0 $0 $0 $0D6043 Drainage-Jacklin Wash Crossing $0 $0 $0 $0 $0 $0D6044 Drainage-Escalante Wash Crossing $0 $0 $0 $0 $0 $0D6045 Drainage-Legend Wash Crossing $0 $0 $0 $0 $0 $0TOTAL $86,000 $0 $0 $280,900 $1,481,000 $1,847,900PARK & RECREATION PROJECTSP3008 Four Peaks Park, Phase II & III $0 $0 $0 $0 $0 $0P3011 Fountain Park, Phase VI $0 $683,400 $683,400 $0 $0 $1,366,800P3013 Neighborhood Park-Ellman $0 $0 $0 $0 $3,953,250 $3,953,250P3014 Community Park-Ellman Property $0 $0 $0 $9,700,000 $17,900,000 $27,600,000P3016 Neighborhood Park-Adero $0 $0 $0 $0 $0 $0P3017 Kiwanis Park Improvements $0 $0 $0 $0 $0 $0P3019 Joint Use Park-High School site $0 $0 $0 $694,900 $0 $694,900P3020 Joint Use Park- McDowell Elem $0 $0 $0 $0 $661,100 $661,100TOTAL $0 $683,400 $683,400 $10,394,900 $22,514,350 $34,276,050
The height of desert living. 277 PROJFY09-10 FY10-11 FY11-12FY12-13 FY13-14 TOTALNO PROJECT TITLE GENERAL GOVERNMENT PROJECTSF4001 Civic Center Phase II $0 $0 $0 $0 $0 $0F4002 Street Maintenance Facility Improvements $0 $0 $130,000 $733,000 $0 $863,000F4004 Senior Center $0 $0 $0 $0 $0 $0F4007 Document Preparation/Reproduction Equip $0 $0 $0 $0 $0 $0F4009 Downtown Parking Garage $0 $0 $0 $0 $0 $0F4010 Public Aquatic and Sports Facility $0 $0 $0 $0 $0 $0F4011 Municipal Government Software $100,000 $0 $0 $0 $0 $100,000TOTAL $100,000 $0 $130,000 $733,000 $0 $963,000FIRE & EMERGENCY PROJECTSF4005 Fire Station 2 Relocation $1,456,103 $0 $0 $0 $0 $1,456,103F4013 Fire Station Construction (Eagles Nest) $0 $0 $0 $0 $0 $0F4014 Fire Station Vehicles & Equipment $0 $0 $0 $0 $0 $0F4015 Fire Station 1 Renovation $0 $0 $0 $0 $150,000 $150,000F4019 EOP Center $80,000 $0 $0 $0 $0 $80,000TOTAL $1,536,103 $0 $0 $0 $150,000 $1,686,103LAW ENFORCEMENT PROJECTSF4005 Police Facility Construction/Expansion $0 $0 $0 $0 $0 $0F4018 Police Facility Vehicles & Equipment $0 $0 $0 $0 $0 $0TOTAL $0 $0 $0 $0 $0 $0LIBRARY, ART & MUSEUM PROJECTSF4012 Library Event Circle $0 $250,000 $0 $0 $0 $250,000F4016 Library Expansion $0 $0 $0 $0 $0 $0F4017 Museum Expansion/Renovation $0 $0 $0 $0 $0 $0
The height of desert living. 278 PROJFY09-10 FY10-11 FY11-12 FY12-13 FY13-14 TOTALNO PROJECT TITLEF4018 Performing Arts Building $0 $0 $0 $0 $0 $0TOTAL $0 $250,000 $0 $0 $0 $250,000VEHICLE REPLACEMENT PROGRAMVehicle Replacement Per Schedule $0$109,184 $227,527 $435,891 $309,695$1,082,297TOTAL $0 $109,184 $227,527 $435,891 $309,695 $1,082,297Contingency $433,710 $143,898 $116,719 $800,313 $1,169,881 $2,661,022TOTAL CAPITAL PROJECTS $12,725,434 $4,255,282 $3,451,546 $23,666,389 $34,595,064 $78,690,216
The height of desert living. 279 PROJ PROJECT TITLEFY2009-10 General Fund Excise Tax Developer Fees HURF Grants Capital Projects Voter Approved Stimulus TotalNODowntown Streets Fund Bonds PackageDOWNTOWN IMPROVEMENTSTotals Town Square AOTF Improvements $250,000 $0 $250,000 $0 $0 $0 $0 $0 $0 $250,000TOTAL $250,000 $0 $250,000 $0 $0 $0 $0 $0 $0 $250,000STREET PROJECTSS6001 Shea Blvd Climbing Lane $2,704,378 $0 $0 $0 $0 $1,076,000 $546,764 $0 $1,081,614 $2,704,378S6003 Unpaved Alley Paving Projects $135,000 $0 $0 $0 $0 $0 $135,000 $0 $0 $135,000S6005 Shea Blvd Widening $1,600,000 $0 $0 $0 $0 $1,120,000 $480,000 $0 $0 $1,600,000S6006 Fountain Hills Blvd Sidewalk $338,300 $0$0 $0 $0 $50,000 $288,300 $0 $0 $338,300S6007 Annual Sidewalk Program$342,000 $0 $0 $0 $0 $0 $342,000 $0 $0 $342,000S6008 Annual Pavement Management$456,000 $0 $0 $0 $170,790 $0 $285,210 $0 $0 $456,000S6009 Downtown Sidewalk Program $26,543 $0 $0 $0 $0 $0 $26,543 $0 $0 $26,543S6010 Saguaro Blvd Mill & Overlay $4,500,000 $0 $0 $0 $0 $0 $0 $4,500,000 $0 $4,500,000S6050 Shea Blvd Bike lane $75,000 $0 $0 $0 $0 $0 $75,000 $0 $0 $75,000TOTAL $10,177,221 $0 $0 $170,790 $2,246,000 $2,178,817 $4,500,000 $1,081,614 $10,177,221T5009 Traffic Signal Upgrades $142,400 $0 $0 $142,400 $0 $0 $0 $0 $0 $142,400TOTAL $142,400 $0 $0 $142,400 $0 $0 $0 $0 $0 $142,400
The height of desert living. 280 PROJ PROJECT TITLEFY2009-10 General Fund Excise Tax Developer Fees HURF Grants Capital Projects Voter Approved Stimulus TotalNODowntown Streets Fund Bonds PackageSTORMWATER MGMT/DRAINAGE PROJECTSD6027 Drainage-Del Cambre $86,000 $0 $0 $0 $0 $0 $86,000 $0 $0 $86,000TOTAL $86,000 $0 $0 $0 $0 $0 $86,000 $0 $0 $86,000GENERAL GOVERNMENT PROJECTSF4011 Municipal Government Software $100,000 $100,000 $0 $0 $0 $0 $0 $0 $0 $100,000TOTAL $100,000 $100,000 $0 $0 $0 $0 $0 $0 $0 $100,000FIRE & EMERGENCY PROJECTSF4005 Fire Station 2 Relocation $1,456,103 $0 $0 $0 $0 $0 $0 $0 $1,456,103 $1,456,103F4019 EOP Center $80,000 $0 $0 $0 $0 $72,000 $8,000 $0 $80,000TOTAL $1,536,103 $0 $0 $0 $0 $72,000 $8,000 $0 $1,456,103 $1,536,103TOTAL CAPITAL PROJECTS $12,291,724 $100,000 $250,000 $142,400 $170,790 $2,318,000 $2,272,817 $4,500,000 $2,537,717 $12,291,724Contingency $433,710$433,710 $433,710TOTAL $12,725,434 $100,000 $250,000 $142,400 $170,790 $2,318,000 $2,706,527 $4,500,000 $2,537,717 $12,725,434
The height of desert living. 281 PROJECT TITLE: PROJECT DESCRIPTION: Town Square Avenue of the Fountains Improvement DEPARTMENT: Adminsitration PROJECT MANAGER: Lori Gary PROJECT NUMBER: E8006 FUNDING PRIORITY: High-Town Council Priority FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Excise Tax $250,000 $250,000 $250,000 $250,000 Impact on Operating Budget $2,000 $2,000 $2,000 $2,000 PROJECT SCHEDULE: STARTING DATE ENDING DATE CONSTRUCTION: 1.1.2010 6.30.2010 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION This project will reimburse the developer up to $1,000,000 for construction of the Town approved streetscape/sidewalks on the south side of Avenue of the Fountains from the Town Hall property to Saguaro Boulevard. The reimbursement was agreed to in a Town Council approved development agreement.
The height of desert living. 282 JUSTIFICATION: In FY 2005/2006 and FY 2006/2007, the Town completed Phases I and II of the "Avenue of the Fountains Enhancement Project." Phase I included design of the entire project, and construction of the streetscape / sidewalks on the north side of the Avenue. Phase II included construction of the streetscape / sidewalks on the south side of the Avenue in front of Town Hall. This project will continue the "Avenue of the Fountains Enhancement Project" from the Town Hall property to Saguaro Boulevard in the form of a reimbursement up to $1,000,000 to the developer of the 12.66 acres fronting the Avenue. The Town Council passed and adopted a Development Agreement in October 2008, which outlined the reimbursements and the conditions to the reimbursement. BUDGET MODIFICATIONS:CARRYFORWARDS:
The height of desert living. 283 PROJECT TITLE: PROJECT DESCRIPTION: Shea Blvd. Climbing Lane DEPARTMENT: Public Works PROJECT MANAGER: Randy Harrel PROJECT NUMBER: S6001 FUNDING PRIORITY: High-Finishes a partially completed project FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Grant 1,176,000 Capital Projects Fund 546,764 Other 1,081,614 Impact on Operating Budget $3,000 $3,090 $3,183 $3,278 $3,376 PROJECT SCHEDULE: STARTING DATE ENDING DATE ENGINEERING: 10.1.2008 5.4.2009 CONSTRUCTION 7.13.2009 2.7.2011 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Widen the north side of Shea Boulevard between Palisades Bouelvard and Fountain Hills Boulevard. Add an additional third westbound lane, bicycle lane, curb & gutter, sidewalk and appurtenances. The design of the project began in fiscal year 06-07 and continues through fiscal year 07-08 and FY 08-09.Construction is expected to begin in fiscal year 09-10 and be completed in February, 2011.
The height of desert living. 284 JUSTIFICATION: In 2001, the Town applied for a grant to construct the Shea Boulevard Improvements and was awarded a Surface Transportation Project-Maricopa Association of Governments (STP-MAG) grant in the amount of $1,076,000. ADOT directly pays construction related costs of the project up to the Grant amount, so the Town does not see these costs in the project budget, nor does the Town recognize the Grant revenue.This section of Shea Boulevard, between Fountain Hills Boulevard and Palisades Boulevard, has a long steep westbound uphill grade (maximum grade of 5%-6% for 2200'). The steep uphill grade forces many large, heavily loaded trucks to slow and use lower gears. Additionally, traffic signals at Fountain Hills Boulevard (at the start of the hill) and at Palisades Boulevard (near the top of the hill) accentuate the truck climbing problems.Mile long holiday weekend backups caused by vacationers returning to the Valley (Sunday or Monday p.m.) have been common on this road segment.Shea Boulevard is also a popular bicycle route (Maricopa Association of Governments Route 62) for the experienced well-conditioned athlete. However, its long length of steep grade also forces bicyclists to a low speed, creating excess hazards with slow bicyclists, large slow trucks, and fast moving cars.The 2006 weekday traffic volume along Shea Boulevard averaged 24,400 vehicles per day (vpd). By 2030, MAG projects Shea Boulevard will carry in excess of 39,000 vpd. ADOT projects that the capacity of a 4-lane street is only 35, 000 vpd, therefore, the capacity of Shea Boulevard will be exceeded in the future. The Town will deposit its portion of the costs ($546,764) with ADOT in FY 09-10 and ADOT will combine the Town portion with the grant of $1,076,000 and stimulus money of $1,081,614 and pay all invoices to the contractors, inspectors, etc. BUDGET MODIFICATIONS:CARRYFORWARDS:
The height of desert living. 285 PROJECT TITLE: PROJECT DESCRIPTION: Unpaved Alley Paving Project DEPARTMENT: Public Works PROJECT MANAGER: Tom Ward PROJECT NUMBER: S6003 FUNDING PRIORITY: High-Federal, State or Local Mandate FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Capital Projects Fund $135,000 $135,000 $280,000 $160,000 Impact on Operating Fund $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE CONSTRUCTION 9.7.2009 6.24.2013 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION This project involves paving a number of unpaved alleys throughout the Town. The paving project is divided into 5 different phasesPhase I is 1400 l.f. from Panorama to Colony.Phase II is 870 l.f. from Tower to Panorama.Phase III is 890 l.f. from Panorama to Enterprise.Phase IV is 1150 l.f. adjacent to Colony Wash and 770 l.f. from Fountain Hills Boulevard to Glenbrook Blvd.Phase V is 635 l.f. from Desert Vista to Saxon Drive and 410 l.f. from Tioga south and east of Panorama.
The height of desert living. 286 JUSTIFICATION: Maricopa County is concerned about the air pollution in the Valley and outlying areas. Part of the problem involves particulate matter in the air. In order to reduce this air pollution, the State of Arizona is requiring that all unpaved alleys be stabilized or paved. By creating an IGA with MAG, the Town of Fountain Hills Council was required to comply with this state law. The Town is performing the design in-house and will have the construction performed by the Town Job Order Contractor or other delivery methods. The Town Council has committed to paving all the unpaved alleys within the next 5 years.The project has allocated $5,000 in construction costs for each project for construction staking. BUDGET MODIFICATIONS:CARRYFORWARDS:
The height of desert living. 287 PROJECT TITLE: PROJECT DESCRIPTION: Shea Boulevard Widening DEPARTMENT: Public Works PROJECT MANAGER: Randy Harrel PROJECT NUMBER: S6005 FUNDING PRIORITY: High-Leverages local funds FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Capital Projects Fund $1,600,000 $1,600,000 Impact on Operating Budget $1,500 $1,545 $1,591 $1,639 $1,688 PROJECT SCHEDULE: STARTING DATE ENDING DATE ENGINEERING: 4.17.2008 9.7.2009 CONSTRUCTION 9.7.2009 4.11.2011 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION East Town Boundary to 1000' west of Technology. Design and construction of street widening for a third lane, sidewalk, traffic signal interconnect, curb & gutter and appurtenances.Phase I is from the Town east boundary to 1000' west of Technology (FY 07-08 to FY 10-11).Phase II is from 1000' west of Technology to Palisades Boulevard (FY20-21 to 22-23).
The height of desert living. 288 JUSTIFICATION: This project is being partially funded with Prop 400 (1/2 cent sales tax) monies. The Town would pay for design, right-of-way and construction costs and MAG will reimburse the Town for up to 70% of the cost.In 2002, the Town applied for a grant to widen Shea Boulevard, from the East Boundary to Palisades Boulevard, to 6 lanes (3 lanes in each direction) plus appurtenances. Shea Boulevard is a road of regional significance. Shea has also been listed on the National Highway System. Shea is the only arterial classification level connection between Scottsdale and Mesa north of McDowell Road and is the only arterial road feeding the Beeline Highway north of McDowell Road. Except for this 2.7 mile "bottleneck" project length, Shea Boulevard is currently built to the MAG principal arterial standard 6 lanes, medianed, with bike lanes and meandering sidewalk for nearly its full length from Piestewa Freeway to Loop 101 to the Beeline Highway. Shea Boulevard currently carries 35,000 vpd at Palisades Boulevard and 25,000 vpd at Saguaro Boulevard.This existing roadway section is typically an uncurbed, 4 lane divided roadway with a gravel median. It was constructed by MCDOT in 1964 and 1973, with several segments of partial developer widening (Target Center, Balera Development, etc.). Because of the rugged topography, existing developments on each side, and the Town's efforts to maintain only limited access to Shea Boulevard, very little additional developer widening will ever occur. Speeds are limited to 45-50 mph. Shea Boulevard is a wide road for a small Town. It traverses rugged terrain and carries a high amount of regional-interstate car and truck traffic. In 2005, the Town Staff requested MAG consider phasing the project. The first Phase of the project would start at the Town East Boundary and continue to 1000' west of Technology. The second Phase would begin 1000' west of Technology and end at Palisades Boulevard. MAG is verbally in agreement with this phasing plan. Town staff will complete this phasing plan with MAG.Town staff is in design with HDR Engineering to perform the design for Phase I.Fiscal Year 09-10 10-11 Complete Design $ 100,000 RARF Grant $1,020,000 $1,120,000Town Portion $ 480,000 $ 480,000Total Town Budget $1,600,000 $1,600,000 BUDGET MODIFICATIONS:CARRYFORWARDS: The design fim HDR may not complete the design in FY 08-09. Plan to carry over $100,000
The height of desert living. 289 PROJECT TITLE: PROJECT DESCRIPTION: Fountain Hills Boulevard Sidewalk (Fayette Drive to Middle School) DEPARTMENT: Public Works PROJECT MANAGER: Randy Harrel PROJECT NUMBER: S6006 FUNDING PRIORITY: High-Leverages local funds FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Capital Projects Fund $338,300 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE ENGINEERING: 1.4.2008 8.9.2009 CONSTRUCTION 8.24.2009 6.14.2010 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION The five year sidewalk plan detail is attached as part of this project description. In FY2008-09 the plan calls for the design of an 8' sidewalk from Fayette Drive to the Middle School. In FY 09-10 construction is planned.
The height of desert living. 290 JUSTIFICATION: In 2004, the Town applied for and was awarded a Congestion Mitigation Air Quality (CMAQ) grant from Maricopa County Association of Governments in the amount of $354,200. This Grant provides for the direct payment of construction costs by ADOT up to the amount of the Grant. The balance of the cost of the project would be paid by the Town from Capital Project funds.The project addresses a critical lack of sidewalks along an arterial roadway (and a Road of Regional Significance) and a major pedestrian route - the only route to the Fountain Hills Middle School. Sidewalks will encourage Middle School students to walk to school, leading to a reduction of the large number of student drop-offs and pick-ups by parents and the associated congestion and engine-running waiting time, thereby improving air quality.This project will insure added safety to pedestrians by providing a sidewalk separated from vehicular and bicycle traffic on Fountain Hills Boulevard. Likewise, there will be a major benefit to bicyclists who will no longer share the existing on-street bike lane with pedestrians. Retired adults (using the Town's few sidewalks for exercising walking) are the second most common walkers (after students). These sidewalks will provide a concrete walking surface and handicap-accessible ramps, reducing the fall risk from existing uneven dirt paths in front of the existing commercial, multi-family and church facilities, in addition to reducing the traffic accident hazard of walking in the existing bike lane adjacent to the traffic.$89,833 Design FY 07-08.$120,780 Design FY 08- 09.$ 50,000 Complete Design$288,300 Construction & Engineering During Construction FY 09-10 (Town cost).$338,300 Total for Budget BUDGET MODIFICATIONS:CARRYFORWARDS: The design may not be complete in FY 08-09. Plan on a carry over of $50,000.
The height of desert living. 291 PROJECT TITLE: PROJECT DESCRIPTION: Annual Sidewalk Program DEPARTMENT: Public Works PROJECT MANAGER: Tom Ward/Randy Harrel PROJECT NUMBER: S 6007 FUNDING PRIORITY: High-Town Council Priority FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Capital Projects Fund $342,000 $292,263 $291,014 $289,710 $320,000 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE CONSTRUCTION 8.10.2009 6.30.2014 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION In August of 2007, Town Staff presented a long range, Town wide sidewalk plan to Council. The following project areas are included in this 5 year plan:FY 08-09 AlamosaFY 09-10 Del CambrePriorties for the balance of the 5 CIP are established and were presented to Council @ their January 2009 Retreat.
The height of desert living. 292 JUSTIFICATION: The Town Council has established pedestrian safety as a goal. MAG gave the Town a grant to design a sidewalk on Alamosa and Del Cambre. The design portion will be completed in FY2007-08. The project will be ready for construction in fiscal year 08-09.$342,000 Del Cambre FY 09-10 ($312,000 sidwalk + $30,000 inspection). A storm sewer from Rosita to Ashbrook wash is listed in the drainage projects. BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Annual Pavement Management DEPARTMENT: Public Works PROJECT MANAGER: Tom Ward PROJECT NUMBER: S 6008 FUNDING PRIORITY: High-Town Council Priority FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Streets Fund $170,790 $515,000 $623,000 $930,000 $1,625,000 Capital Projects Fund 285,210 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE CONSTRUCTION 7.6.2009 6.23.2014 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Slurry Seal and Micro-Surface streets plus street mill and overlay. Zone 4A is scheduled for completion during FY 09-10.A map of the proposed work area is included in the budget document
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JUSTIFICATION:The Town had a pavement management program started a number of years ago. In the fall of 2007, our consultant gave us a list of streets that needed more than slurry sealing and micro surfacing. We are reviewing the list to determine the streets to mill and overlay in future years. Saguaro Boulevard was identified as a street to mill and overlay in FY 09-10. That work is detailed in Project S6010. The Town is considering a bond issue to fund this work.The pavement management analysis/consultant recommended the Town continue the slurry seal and micro surface program. Currently, the program was set up to accomplish all residential areas on a 6-year rotation. There are 6 zones in Town plus the major roads (Saguaro, Fountain Hills Blvd., Palisades and Shea, these streets are separate from the rotation plan). Zone 1- FY 06-07Zone 2- FY 07-08Zone 3- FY 08-09Zone 4 - FY 09-10Zone 5 - FY 10-11Zone 6 - FY 11-12Major Roads - FY 12-13Because of economic conditions in FY 2009-10, this project has been revised to include only half of Zone 4 in the fiscal year. BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Downtown Sidewalk Program DEPARTMENT: Public Works PROJECT MANAGER: Town Ward/Randy Harrel PROJECT NUMBER: S 6009 FUNDING PRIORITY: Medium-Maintains existing service levels FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Capital Projects Fund $26,543 $27,737 $28,986 $30,290 $31,563 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE PLANNING/DESIGN: 7.13.2009 12.21.2009 CONSTRUCTION 1.11.2010 6.16.2014 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION The following project areas are included in the first year of the plan:
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JUSTIFICATION: The Town Council has established "Enhance Pedestrian Safety" as a goal. This sidewalk project continues the goal to improve pedestrian safety and accessibility in the downtown area. The Five year plan involves connections in the Downtown where short connections need to be installed for ADA accessibility and removing pedestrians from vehicular traffic. BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Saguaro Blvd Mill & Overlay DEPARTMENT: Public Works PROJECT MANAGER: Tom Ward PROJECT NUMBER: S6010 FUNDING PRIORITY: Medium-Maintains existing service levels FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Bond Proceeds $4,500,000 General Fund Impact on Operating Fund $ $ PROJECT SCHEDULE: STARTING DATE ENDING DATE CONSTRUCTION 8.1.2009 6.27.2011 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Mill and overlay Saguaro Boulevard from Fountain Hills Boulevard to Trevino, clay pockets for subgrade work is included.
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JUSTIFICATION: Mill and overlay of Town arterial streets, while part of the Annual Pavement Management Program are budgeted as separate capital projects.Saguaro Boulevard was one of the first asphalt streets constructed in the Town. This mill and overlay is the first major work performed on the street since construction. There have been some repairs in areas that have clay pockets that failed at various times. It is now the time to perform major repairs on the street.As part of the mill and overlay project on Saguaro Boulevard, areas that have base failure in the street will be repaired and handicap access requirements based on ADA standards will be incorporated. ADA requires communities to perform the handicap upgrades when improvements of this type are performed.This project is subject to bond funding being approved by the voters. BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Shea Boulevard Bikelane DEPARTMENT: Public Works PROJECT MANAGER: Randy Harrel PROJECT NUMBER: S 6050 FUNDING PRIORITY: High-Finishes a partially completed project FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Capital Projects Fund $75,000 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE ENGINEERING: 4.6.2009 10.5.2009 OCCUPANCY/USE: 1.11.2010 10.4.2010 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Bike lane and appurtenances adjacent to the pavement on the south side of Shea Boulevard from Technology Drive to Palisades Boulevard and complete the medians.
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JUSTIFICATION: This project was designed a number of years ago, bid and a contractor selected. The Town deposited their matching funds for the project. The contractor ended up in default and never started construction of the project. Some of the funds deposited for construction were used to terminate the contract with the contractor at the direction of ADOT.Since that time, plans were revised at the request of ADOT and an issue was raised concerning some drainage and right-of-ways. The Town, engineer consultants (Burgess & Niple) and ADOT have been working to resolve all of the outstanding issues on this project.As a result of project delays and the need to use some of the deposited funds to terminate the first contractor, additional funding of $92,000 ($35,000 FY 08-09 & $75,000 FY 09-10) will be necessary to complete the design and start construction of the project. ADOT administers this type of grant project during construction. The Town deposits the funds with ADOT and they pay all bills associated with the project, except change orders. BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Traffic Signal Upgrades DEPARTMENT: Public Works PROJECT MANAGER: Ken Kurth PROJECT NUMBER: T5009 FUNDING PRIORITY: Medium-Provides maintenance of existing systems FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Developer Fees 142,000 Capital Projects Fund Impact on Operating Fund PROJECT SCHEDULE: STARTING DATE ENDING DATE COMPLETION: 9.1.2009 3.1.2010 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Install new traffic signal cabinets and controllers at six (6) intersections.
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JUSTIFICATION: These traffic signal controllers are the existing equipment from the original construction. These controllers are no longer produced and replacement parts are no longer available. Staff has some shelf items in our inventory, but we cannot rely on any other sources to purchase replacement parts for this outdated technology. This proposed new technology will bring us up to the present industry standard, while minimizing liability for the Town. Lastly, these upgrades will allow signal timing coordination, which in turn will lessen the amount of pollution with greater signal efficiency. BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Storm Sewer-Del Cambre (Storm Sewer Rosita to Ashbrook Wash) DEPARTMENT: Public Works PROJECT MANAGER: Randy Harrel PROJECT NUMBER: D 6027 FUNDING PRIORITY: Medium-Provides maintenance of existing systems FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Capital Projects Fund $86,000 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE ENGINEERING: 8.3.2009 11.9.2009 CONSTRUCTION: 1.25.2010 5.24.2010 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Replace an old 8" storm sewer that is insufficient and perodically plugs with 600 lf. of 24" new storm sewer.
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JUSTIFICATION: There is an orginal (1974) existing storm sewer from Rosita to the Ashbrook Wash that is too small and plugged with silt. The street floods and water ponds in the street after a rain storm. The construction of the storm sewer must be done with the Del Cambre sidewalk project. $ 0 Design being done by Town staff$86,000 Construction in 2008. $ 0 Engineering during construction included in the sidewalk project for Del CambreThis project was originally budgeted in FY2008-09 but put on hold for re-evaluation. BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Municipal Software DEPARTMENT: Adminsitration PROJECT MANAGER: Julie Ghetti PROJECT NUMBER: F4011 FUNDING PRIORITY: High-Finishes a partially completed project FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 General Fund $100,000 Impact on Operating Budget $60,000 $60,000 $60,000 $60,000 $60,000 PROJECT SCHEDULE: STARTING DATE ENDING DATE ACQUISITION: 7.1.2009 12.31.2009 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Integration of municipal software programs and accounting software to eliminate redundant data entry of transactions, provide public access to financial reports, provide business license reports for economic development and code enforcement, e-government services and upgraded technology. The second phase of the integration will be to purchase an additional module, fixed assets, for tracking all Town assets. The current system utilizes both the old accounting software and Excel spreadsheets.
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JUSTIFICATION: The Town currently uses a financial accounting system that was purchased in 1990 and designed primarily for non profit organizations. Although the software serves the purpose of recording financial transactions the system does not allow for integration of financial information to any other Town software programs. For example, payments made to the Town for programs or building permits are recorded into either the Parks and Recreation software (Active) or building permitting software (PTWin) but the transactions do not transfer to the Town's accounting ledgers. Each cash transaction has to be re-entered into the accounting ledgers daily. Additionally, financial information is limited to the accounting staff; department directors, Council and the public have to wait for reports to be generated or ask for separate reports. The goal of investing in new municipal software is to provide better customer service and transparency by integrating existing programs and new programs so that they can talk to each other and make information available to interested parties. Economic development can be enhanced with a business licensing software that can provide reports by zones, business type, retention, etc. The investment in upgraded technology is significant; however, the benefit to the citizens is improved customer service, more transparency in government, better access to Town services. The proposal for new technology also include a citizen request tracking system, citizen alerts, etc. BUDGET MODIFICATIONS:CARRYFORWARDS: $200,000 was budgeted in FY 2008-09 for the first phase of the project.
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PROJECT TITLE: PROJECT DESCRIPTION: Fire Station 2 Relocation DEPARTMENT: Fire PROJECT MANAGER: Scott LaGreca PROJECT NUMBER: F4005 FUNDING PRIORITY: High-Leverages local funds FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Stimulus $1,456,103 $3,953,250 General Fund Impact on Operating Fund PROJECT SCHEDULE: STARTING DATE ENDING DATE Choose Project Schedule 7.1.2009 11.8.2013 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Construction of a new 5,580 sq ft fire station on Town owned property on Shea Blvd, east of Palisades Blvd. This will replace the existing station on Saguaro, just south of Shea
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JUSTIFICATION: We have completed a study of seven sites, two current stations, and five potential locations to improve response times for all areas within the Town (in particular Eagle Mountain, Crestview, Copperwynd, Adero Canyon, Fire Rock, and the Westridge developments). The criteria used: current response times, emergency unit coverage, Town owned property (cost), and sites requiring little or no P&Z or Council action, in said order. We elected to use 5 minute response 90% (for the entire Town area) of the time vs. the standard 4 minutes that all fire departments strive to reach (the current Rural Metro contract calls for 5 and 8 minute response areas). The logic for this decision was based on the Towns Fire Sprinkler Ordinance of 1966. The new fire station location will afford superior overlapping coverage for both fire stations, which will equitably distribute and balance call volume, thus allowing better call support for multiple calls. This will also enhance the Insurance Service Organization (ISO) station location rating. Upon completion of this project, the current station 2 may be retained by the Town for its future needs or sold and the funds returned to the CIP fund. This project has been under study and development since 2003. The project is contingent on receiving stimulus monies. BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Emergency Operations Center (EOC)/ Situation Room DEPARTMENT: Fire PROJECT MANAGER: Scott LaGreca PROJECT NUMBER: F4019 FUNDING PRIORITY: High-Finishes a partially completed project FUNDING SOURCES(S): FY2009-10 FY2010-11 FY2011-12 FY2012-13 FY2013-14 Grant $72,000 Capital Projects Fund $8,000 PROJECT SCHEDULE: STARTING DATE ENDING DATE ACQUISITION: 7.1.2009 7.2.2009 PLANNING/DESIGN: 8.10.2009 10.5.2009 ENGINEERING: 8.10.2009 10.5.2009 CONSTRUCTIONS: 1.18.2010 3.15.2010 COMPLETION: 4.5.2010 4.9.2010 OCCUPANCY/USE: 4.12.2010 4.12.2010 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Improve unfinished space adjacent to Town Council chambers into an Emegency Operations Center. This room will become the primary center for emergency staff to congregate in the event of a Town wide event. The room will be equipped with audio visual equipment for video conferencing with other agencies, laptop computers with emergency power backup that will provide security and operational privacy. Having this room will leave the Council Chambers available for the Mayor and Town Council to hold press conferences, address the public, receive other public officials, etc. This project will only move forward when grant funding is available.
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JUSTIFICATION: Currently the Town emergency operations center is being set up in the council chambers. This is an open space that does not lend itself to security and inter-operabilty with all the personnel and agency's that must operate in this space during a declared emergency. This proposed EOP room would be the central location for communication equipment, emegency opeations manuals and material, phone banks, and computer terminals. This room would be supplied to handle a multiple day operation while provuding a secure environment for Town staff while they work to resolve a Town emergency. BUDGET MODIFICATIONS:CARRYFORWARDS:
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Vehicle Replacement Program
Policy and Procedure
5 Year Schedule
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Objective
To provide a policy and procedures for the development, approval, and implementa-
tion of the Town of Fountain Hills’ twenty (20) year Vehicle Replacement Program
(VRP).
Scope
This policy applies to all vehicles owned by the Town of Fountain Hills that meet the
definition detailed in the definitions section.
Policy
The purpose of the Vehicle Replacement Program is to provide an authoritative deci-
sion-making process for the evaluation, selection, and multi-year scheduling of vehi-
cle replacements based on a projection of available fiscal resources and the vehicles
age, mileage, engine hours and repair costs. The objectives of the program are to:
Ensure the timely purchase, repair and replacement of the Town’s vehicles;
Serve as a link in the Town’s planning between the Town’s operating and capi-
tal budgets;
Maintain control over the Town’s long-term cash flow in relation to the Town's
financial capacity; and
Ensure efficient, effective and coordinated vehicle acquisition and replace-
ment.
Definitions
The following words when used in connection with this policy shall have the following
meanings:
VEHICLE REPLACEMENT PROGRAM: A multi-year planning document that is the prod-
uct of a systematic evaluation of vehicle utilization, repair and maintenance. This
plan serves as a guide for the efficient and effective replacement of vehicles, outlin-
ing a detailed timeline and financing schedule of vehicle replacement for a twenty
(20) year period.
VEHICLE: A vehicle is defined in financial terms as a piece of rolling stock with a pro-
jected final cost of at least $10,000 and a useful life of at least 7 years. Vehicles shall
be subdivided into various classifications as follows:
Sedans
Sports Utility Vehicle (SUV)
Light Duty Truck
Medium Duty Truck
Heavy Duty Truck
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Passenger Van
Street Sweeper
Fire Ladder Truck
Fire Pumper Truck
Utility Vehicle/Bunker Rake
Backhoe
Loader/Grader/Tractor
Gator
Dump Truck
Trailer
PROCESS
A. Schedule: Annually, the Public Works Director and Finance Director will sub-
mit an updated VRP to the Town Manager for review in February of each fiscal
year. The Town Manager will review the proposal and forward the approved
VRP to the Finance Director in March for inclusion in the Town’s CIP budget
proposal.
B. Format: The Public Works Director will utilize the previous year's approved
VRP as the base for developing recommended additions, deletions, or changes
for incorporation in the updated VRP for the ensuing year. All new (not re-
placement) vehicle requests will also include a comprehensive estimate of the
impact of the new vehicle on the Town's annual operating budget; e.g., fuel,
maintenance requirements, etc.
B. Finance Review: The Finance Director will assist the Public Works Director
as necessary in all facets of the Vehicle Replacement Program development
and review including production of cost estimates, as well as an overall finan-
cial analysis of the proposed program. Additional assistance may be requested
to help produce draft documents, etc.
C. Town Manager Review: The Public Works Director will provide a copy of the
proposed VRP document to the Finance Director and Town Manager for review
and comment. Following approval by the Town Manager the VRP will be incor-
porated into the CIP budget proposal for the coming year.
D. Implementation: Upon adoption of the VRP in the operating budget, vehi-
cles included within the applicable budget year may be purchased by the Pub-
lic Works Director, or his/her designee in compliance with the Town’s Purchas-
ing Policy.
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E. Amendments: The adopted VRP may be amended upon recommendation of
the Public Works Director and approval of the Town Manager and Town Coun-
cil.
PROCEDURE:
A. Form: The New Vehicle Request form (listed as Attachment A) shall be util-
ized to request inclusion of a new (not replacement) vehicle in the Vehicle Re-
placement Plan. Department Directors may request the addition of a new ve-
hicle to the VRP by submitting their request to the Public Works Director in
January as part of the budget process.
The Public Works Director shall include these requests in the VRP that is sub-
mitted to the Finance Director and Town Manager.
B. Funding Prioritization: As part of the VRP development process, the Public
Works Director shall create vehicle replacement priorities to help determine
the vehicle replacement schedule which will be incorporated in the five (5)
year and twenty (20) year VRP.
The following guidelines shall be utilized:
Sedans 10 years/100,000 miles
Sports Utility Vehicle (SUV) 10 years/100,000 miles
Light Duty Truck 10 years/100,000 miles
Medium Duty Truck 12 years/125,000 miles
Heavy Duty Truck 12 years/125,000 miles
Passenger Van 12 years/100,000 miles
Street Sweeper 7 years/75,000 miles
Fire Ladder Truck 15 years/100,000 miles
Fire Pumper Truck 15 years/100,000 miles
Utility Vehicle/Bunker Rake 12 years/100,000 miles
Backhoe 20 years/15,000 engine hours
Loader/Grader/Tractor 20 years/15,000 engine hours
Gator 12 years/15,000 engine hours
Dump Truck 15 years/125,000 miles
Trailer 10 years
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In addition to the factors listed above, the Public Works Director, or his/her designee
shall also review the utilization, maintenance records of the vehicles, downtime and
the overall condition of the vehicles when making recommendations for replacement.
C. Funding Sources: The primary funding sources for the VRP are the General Fund
and Streets Fund. Revenues for the Vehicle Replacement Fund will also be gener-
ated from the replacement charges applied against the operating funds that support
the departments that utilize the subject vehicles. Surplus sale proceeds and insur-
ance claim proceeds will also be deposited to the Vehicle Replacement Fund to help
offset future vehicle and equipment costs.
D. Vehicle Disposal: At least once annually, the Public Works Director, or his/her
designee shall prepare a list of vehicles to be retired from the Town’s fleet. The
Town Manager shall authorize the sales of these vehicles at Auction by signing over
the vehicle title(s). The Public Works Director, or his/her designee shall then trans-
port the vehicles to the Auctioneer and shall be responsible to insure that payment
on the vehicles is made to the Vehicle Replacement Fund.
RESPONSIBILITY FOR ENFORCEMENT
The Town Manager, Finance Director and Public Works Director will be responsible for
ensuring that this policy is followed and/or updated as necessary.
Fiscal Year 2009-10 Vehicle Replacement Recommendation
In fiscal year 2009-10, no vehicles are proposed for replacement.
The height of desert living. 316 Department Equipment No.Description Type Year Odometer Cost Schedule FY09-10Town Manager PW-144 Ford Escape Hybrid SUV 2007 2,069 $29,844.00 10 years/100,000 miles $2,984.40Building Safety B-106 Chevrolet Silverado Pickup Light Duty Truck 2001 36,312 $18,517.13 10 years/100,000 miles $1,851.71Building Safety B-138 Ford Escape Hybrid SUV 2006 15,069 $27,748.00 10 years/100,000 miles $2,774.80Building Safety B-143 Ford Escape Hybrid SUV 2006 4,864 $29,275.00 10 years/100,000 miles $2,927.50Building Safety B-148 Ford Escape Hybrid SUV 2008 26 $25,947.22 10 years/100,000 miles $2,594.72$10,148.74Fire E-822 American LaFrance Pumper Truck 199886,773 $450,000.00 15 years/100,000 miles $30,000.00Fire E-823 Crimson Pumper Truck 2008 2,000$450,000.00 15 years/100,000 miles $30,000.00Fire F-198 Serro Trailer E.D.I.T.H. House 1995 0 $0.00 non-replaceable $0.00Fire F-204 Ford F-550 SUV Heavy Duty Truck 2001 26,212 $100,000.00 12 years/125,000 miles $8,333.33Fire F-911 Ford F-150 Light Duty Truck1998 81,413 $43,004.00 10 years/100,000 miles $1,981.64Fire L-822 American LaFrance Ladder Truck1999 57,119 $525,000.00 15 years/100,000 miles $43,333.33Fire F-040 Ford Expedition SUV (New) 2002 93,000 $35,000.00 10 years/100,000 miles $4,500.00Fire F-668 Ford Explorer SUV 2001 57,394 $24,610.00 10 years/100,000 miles $2,461.00$120,609.31Fountain Park P-11 John Deere 4x2 GatorGator 2007 109 $6,590.00 12 years/15,000 hours $549.17Fountain Park PR-141 Ford F-150 Light Duty Truck 2007 5,958 $15,174.00 10 years/100,000 miles $1,517.40$2,066.57Four Peaks P-12 John Deere 4x2 Gator Gator 2007 113 $6,590.00 12 years/15,000 hours $549.17Four Peaks P-9 John Deere 4x2 Gator Gator 1998 2,834 $10,000.00 12 years/15,000 hours $833.33Four Peaks PR-146 Ford F-150 PickupLight Duty Truck 2007 1,673 $18,288.49 10 years/100,000 miles $1,828.85$3,211.35Golden Eagle BR-02 John Deere 1200A Golden Bunker Rake 1999 2,284 $10,000.00 12 years/15,000 hours $833.33Golden Eagle P-8 John Deere 4x2 Gator Gator1998 4,886 $10,000.00 12 years/15,000 hours $833.33Golden Eagle P-10 John Deere 4x2 Gator Gator1998 2,624 $10,000.00 12 years/15,000 hours $833.33Golden Eagle P-13 Mule KAF400A7 Utility Vehicle 2007 113 $8,000.00 12 years/15,000 hours $666.67Golden Eagle P-14 Kubota KU Tractor/Loader 2007113 $27,199.30 20 years/15,000 hours $1,359.97Golden Eagle PR-103 Ford F-150 Pickup Light Duty Truck 1995 78,986 $15,087.13 10 years/100,000 miles $1,508.71Golden Eagle PR-142 Ford F-250 Pickup Light Duty Truck 2007 6,053 $19,089.00 10 years/100,000 miles $1,908.90Golden Eagle PR-147 Ford F-150 Pickup Light Duty Truck 2007 12 $18,288.49 10 years/100,000 miles $1,828.85$9,773.09Recreation PR-137 Ford Crown Victoria Sedan 200129,811 $24,020.00 10 years/100,000 miles $2,402.00$2,402.00Seniors SS-121 Chevrolet Van Van 2000 40,628 $21,157.83 12 years/125,000 miles $5,025.00Seniors SS-152 Ford Cutaway Van 2004 125,000 $1.00 12 years/125,000 miles $5,025.00$10,050
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Department Equipment No.Description Type Year Odometer Cost Schedule FY09-10Planning & Zoning PZ-107 Ford Crown VictoriaSedan 2001 51,954 $24,020.00 10 years/100,000 miles $2,402.00Planning & Zoning PZ-149 Ford Escape Hybrid SUV 2008 4 $25,947.22 10 years/100,000 miles $2,594.72$4,996.72Facilities PW-101 Dodge 1500 Pickup Light Duty Truck 1999 21,639 $14,705.73 10 years/100,000 miles $1,470.57$1,470.57Public Works PW-112 Chevrolet S-10 BlazerSUV 2001 56,274 $23,445.00 10 years/100,000 miles $2,344.50Public Works PW-140 Ford Escape Hybrid SUV2007 9,816 $28,247.00 10 years/100,000 miles $2,824.70Public Works PW-145 Ford F-150 Supercab Light Duty Truck 2007 6,525$25,403.00 10 years/100,000 miles $2,540.30$7,709.50Streets S-12 John Deere Tractor Tractor 1993 6,767 $55,403.00 20 years/15,000 hours $2,770.15Streets S-133 Ford F-150 Pickup Light Duty Truck 2001 44,717 $23,764.00 10 years/100,000 miles $2,376.40Streets S-134 Ford F-550 Pickup Heavy Duty Truck 2005 17,403 $41,994.25 12 years/125,000 miles $3,499.52Streets S-135 Freightliner M2106 Dump Truck 200510,277 $63,170.13 15 years/125,000 miles $4,211.34Streets S-139 Schwartz A9000 Sweeper Sweeper 2006 6,459 $195,300.00 7 years/75,000 miles $19,530.00Streets S-150 Freightliner Sweeper Sweeper 2007 56 $185,954.00 7 years/75,000 miles $18,595.40Streets S-151 Ford F-450 Pickup Heavy Duty Truck 2008 0 $52,182.78 12 years/125,000 miles $4,348.57Streets S-20 Caterpillar 426C Backhoe 1999 3,844 $88,393.00 20 years/15,000 hours $4,419.65Streets SE-05 Caterpillar 21B Roller 1993 833 $24,898.00 20 years/10,000 hours $1,244.90$60,995.93Total$2,821,413.70 $236,418.17
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Schedule of
Authorized Positions
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Schedule of Authorized Positions
Position – Title 2006-2007 2007-2008 2008-2009 2009-2010
Authorized Authorized Authorized Proposed
FTE FTE FTE FTE
Municipal Court
Presiding Judge 1.00 1.00 1.00 1.00
Court Administrator 1.00 1.00 1.00 1.00
Senior Court Clerk 1.00 1.00 1.00 1.00
Court Clerk 2.00 2.00 2.00 2.00
Authorized FTE 5.00 5.00 5.00 5.00
Administration
Town Manager 1.00 1.00 1.00 1.00
Assistant Town Manager 1.00 0.00 0.00 0.00
Assistant to the Town Manager 0.00 1.00 1.00 0.00
Deputy Town Manager 0.00 0.00 0.00 1.00
Finance Director 1.00 1.00 1.00 0.00
H/R Adminstrator/Risk Manager 1.00 1.00 1.00 1.00
Town Clerk 1.00 1.00 1.00 1.00
Economic Development Specialist 1.00 0.00 0.00 0.00
Economic Development Administrator 0.00 0.00 0.00 1.00
Public Information Officer 0.00 1.00 1.00 0.00
Community Affairs/Media Relations 0.00 0.00 0.00 1.00
I/T Coordinator 1.00 1.00 1.00 1.00
Executive Asst to Town Mgr/Council 1.00 1.00 1.00 1.00
Accountant 1.00 0.00 0.00 0.00
Accounting Supervisor 0.00 1.00 1.00 1.00
Accounting/HR Clerk 0.00 0.00 0.00 0.00
Financial Services Technician 0.00 0.00 0.00 1.00
Administrative Assistant 1.00 1.00 1.00 1.00
Customer Service Rep 0.50 1.00 1.00 1.00
Accounting Clerk 1.00 1.00 1.50 0.50
Administrative Clerk 0.00 0.00 0.00 0.00
Receptionist 0.50 0.00 0.00 0.00
Volunteer Coordinator 0.00 0.50 0.50 0.75
Administrative Intern 0.50 0.00 0.00 0.00
Economic Development Intern 0.50 0.00 0.00 0.00
I/T Intern 0.50 0.50 0.00 0.00
I/T Technician 0.00 0.00 0.50 0.50
Authorized FTE 13.00 13.00 13.50 13.75
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Schedule of Authorized Positions
Position – Title 2006-2007 2007-2008 2008-2009 2009-2010
Authorized Authorized Authorized Proposed
FTE FTE FTE FTE
Public Works
Public Works Director 1.00 1.00 1.00 1.00
Town Engineer 1.00 1.00 1.00 1.00
Senior Civil Engineer 0.00 0.00 0.00 0.00
Civil Engineer 2.00 2.00 2.00 2.00
Senior Civil Engineer Inspector 1.00 1.00 0.00 0.00
Facilities Supervisor 1.00 1.00 1.00 1.00
Civil Engineer Inspector 1.00 1.00 2.00 1.00
Open Space & Landscape Spec. 1.00 1.00 1.00 1.00
Planner - Environmental 0.00 0.00 0.00 0.50
Executive Assistant 1.00 1.00 1.00 1.00
Facilities Maintenance Tech 1.00 1.00 1.00 1.00
Maintenance/Custodial Worker 0.50 0.50 0.50 0.75
Custodian 1.00 1.00 1.00 1.50
Authorized FTE 11.50 11.50 11.50 11.75
Planning & Zoning
P&Z Director 0.00 1.00 1.00 1.00
P & Z Administrator 1.00 0.00 0.00 0.00
Senior Planner 1.00 1.00 1.00 1.00
Planner 1.00 2.00 1.00 0.50
Planner - Environmental 0.00 0.00 1.00 0.50
GIS Technician/CAD Operator 2.00 2.00 2.00 2.00
Senior Code Enforcement Officer 0.00 1.00 1.00 0.00
Code Enforcement Officer 3.00 2.00 2.00 2.00
Planning Technician 0.50 0.00 0.00 0.00
Planning Assistant 1.00 1.00 0.00 0.00
Executive Assistant 0.00 0.00 1.00 1.00
Chief Building Official 1.00 1.00 1.00 1.00
Senior Building Inspector 1.00 0.00 0.00 0.00
Plans Examiner 2.00 2.00 2.00 1.00
Building Inspector 2.00 3.00 3.00 2.00
Building Permit Technician 3.00 2.00 2.00 1.50
Authorized FTE 18.50 18.00 18.00 13.50
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Schedule of Authorized Positions
Position – Title 2006-2007 2007-2008 2008-2009 2009-2010
Authorized Authorized Authorized Proposed
FTE FTE FTE FTE
Parks & Recreation
Parks & Recreation Director 0.50 1.00 1.00 1.00
Recreation Supervisor 1.00 1.00 1.00 1.00
Parks Supervisor 1.00 1.00 1.00 1.00
Rec. Program Coordinator 2.00 2.00 2.00 2.00
Park Operations Lead 3.00 3.00 4.00 3.00
Executive Assistant 1.00 1.00 1.00 1.00
Groundskeeper 2.00 2.00 2.00 2.00
Recreation Assistant 4.00 4.00 4.00 4.00
Customer Service Representative 1.00 1.00 1.00 0.50
Recreation Aide 1.00 1.00 1.00 1.00
Recreation Intern 0.50 0.50 0.50 0.50
Park Ranger 0.00 2.00 1.00 0.00
Authorized FTE 17.00 19.50 19.50 17.00
Law Enforcement
Emergency Mgmt Coord 0.00 0.00 0.00 0.00
Authorized FTE 0.00 0.00 0.00 0.00
Community Center
Comm Ctr Director 0.50 1.00 1.00 1.00
Comm Ctr Supervisor 1.00 0.00 0.00 0.00
Comm Ctr Operations Supervisor 1.00 1.00 0.00 0.00
Comm Ctr Events Coordinator 0.00 0.00 1.00 1.00
Comm Ctr Operations Coordinator 0.00 0.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00 1.00
Volunteer Coordinator 0.50 0.00 0.00 0.00
Receptionist 0.00 0.50 0.50 0.50
Event Rep/Operations Support Worker 2.00 2.00 1.50 1.50
Operations Support Assistant 0.50 0.50 0.50 0.50
Bartender 0.00 0.25 0.25 0.00
Custodian 1.00 1.00 0.50 0.00
Senior Services Supervisor 1.00 1.00 1.00 1.00
Administrative Assistant 0.00 0.00 0.00 0.00
Senior Services Activities Coordinator 0.00 0.00 0.50 0.50
HDM/Special Programs Admin 0.50 0.50 0.00 0.00
HDM Coordinator 0.50 0.50 0.50 0.50
Senior Services Assistant 0.00 0.50 0.50 0.50
Receptionist 0.50 0.50 0.50 0.50
Senior Aide 1.00 0.50 0.50 0.50
Authorized FTE 11.00 10.75 10.75 10.00
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Schedule of Authorized Positions
Position – Title 2006-2007 2007-2008 2008-2009 2009-2010
Authorized Authorized Authorized Proposed
FTE FTE FTE FTE
Street Department
Assistant Public Works Director 1.00 0.00 0.00 0.00
Street Superintendent 1.00 1.00 1.00 1.00
Street Maintenance Supervisor 0.00 0.00 0.00 0.00
Fleet Mechanic 1.00 1.00 1.00 1.00
Fleet Equipment Mechanic 0.00 0.00 0.00 0.00
Traffic Signal Technician I 0.00 0.00 1.00 1.00
Traffic Signal Technician II 0.00 0.00 1.00 1.00
Street Maintenance Tech 8.00 8.00 6.00 6.00
Authorized FTE 11.00 10.00 10.00 10.00
Total Authorized FTE 87.00 87.75 88.25 81.00
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Glossary
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Account
A separate financial reporting unit for budgeting, management or accounting pur-
poses. All budgetary transactions, whether revenue or expenditure, are recorded in
accounts. Several related accounts may be grouped together in a fund. A list is
called a chart of accounts.
Accounting Standards
The generally accepted accounting principles (GAAP) promulgated by the Govern-
mental Accounting Standards Board (GASB) that guide the recording and reporting of
financial information by state and local governments.
Accrual Basis Accounting
A basis of accounting in which transactions are recognized at the time they are in-
curred, as opposed to when cash is received or sent.
Actual vs. Budgeted
Difference between the amounts projected (budgeted) in revenues or expenditures
at the beginning of the fiscal year and the actual receipts or expenses, which are in-
curred by the end of the fiscal year.
Ad Valorem Taxes
Commonly referred to as property taxes. The charges levied on all real, and certain
personal property according to the property’s assessed value and the tax rate. Used
as a source of monies to pay general obligation debt and to support the general
fund.
Adoption
Formal action by the Town Council, which sets the spending limits for the fiscal
years.
Appropriation
Specific amount of monies authorized by the Council for the purpose of incurring ob-
ligations and acquiring goods and services.
Assessed Valuation
A value set upon real and personal property by the Maricopa County Assessor for the
purpose of levying property taxes.
Asset
The resources and property of the Town that can be used or applied to cover liabili-
ties.
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Audit Report
The report prepared by an auditor covering the audit or investigation of an entity’s
financial position for a given period of time, usually a year. As a general rule, the
report should include: 1) a statement of the scope of the audit; 2) explanatory com-
ments concerning exceptions from generally accepted auditing standards; 3) opin-
ions; 4) explanatory comments concerning verification procedures; 5) financial state-
ments and schedules; and 6) statistical tables, supplementary comments and recom-
mendations. The auditors signature follows 3). The Town is required to have an an-
nual audit conducted by qualified certified public accountants.
Balanced Budget
Arizona law (Title 42 Arizona Revised Statutes) requires the Town Council to annually
adopt a balanced budget by purpose of public expense. State law defines this bal-
anced budget as “the primary property tax levy, when added together with all other
available resources, must equal these expenditures.” The total of proposed expendi-
tures will not exceed the total of estimated revenues and fund balances.
Base Budget
The ongoing expense for personnel, contractual services, commodities, and the re-
placement of equipment to maintain service levels previously established by the
Council.
Bond
A written promise to pay a specified sum of money (called the principal amount) at a
specified date or dates in the future (called the maturity dates), and carrying interest
at a specified rate, usually paid periodically. The difference between a bond and a
note is that a bond is issued for a longer period and requires greater legal formality.
Bonds are primarily used to finance capital projects. The most common types of
bonds are:
General Obligation (GO) Bond: This type of bond is secured by the full faith, credit,
and taxing power of the municipality.
Revenue Bond: This type of bond is secured by the revenues from a specific source
such as gas taxes or water revenues.
Budget
A financial plan of estimated expenditures and anticipated resources adopted for a
specific period of time outlining a plan for achieving council goals and objectives.
Budgetary Basis
The method used to determine when revenues and expenditures are recognized for
budgetary purposes.
Capital Budget
A spending plan for improvements to or acquisition of land, facilities and infrastruc-
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ture that balances revenues and expenditures, specifies the sources of revenues, and
lists each project or acquisition. Normally a capital budget must be approved by the
legislative body. The capital budget and accompanying appropriation ordinance may
be included in a consolidated budget document that has a section devoted to capital
expenditures and another to operating expenditures. Or two separate documents
may be prepared – one for the capital budget and one for the operating budget.
Capital Improvements
Expenditures over $50,000 for the construction, purchase or renovation of Town fa-
cilities or property.
Capital Improvement Plan/Infrastructure Improvement Plan(CIP/IIP)
A multi year plan which identifies capital projects and equipment purchases, provides
a planning schedule and identifies options for financing the plan.
Capital Outlay
Expenditures resulting in the acquisition of, or addition to, the Town’s fixed assets.
Carry Over
Year-end savings that can be carried forward to cover any one-time expenses such
as supplies, equipment, or special contracts.
Cash Basis
A basis of accounting in which transactions are recognized only when cash amounts
are increased or decreased.
Comprehensive Annual Financial Report (CAFR)
The annual financial report of the Town that encompasses all funds and component
units of the government.
Contingency/Reserve
An amount set aside as available, with Council approval, to cover unforeseen expen-
ditures, emergency expenditures, or revenue short falls.
Debt Limit
Statutory or constitutional limit on the principal amount of debt that an issuer may
incur (or that it may have outstanding at any one time).
Debt Ratio
Total debt divided by total assets.
Debt Service
Principal and interest payments on outstanding bonds.
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Debt Service Fund
One or more funds established to account for revenues used to repay the principal
and interest on debt.
Department
A functional group of the Town with related activities aimed at accomplishing a major
Town service or program.
Depreciation
A non-cash expense that reduces the value of an asset as a result of wear and tear.
Division
A grouping of related activities within a particular department (example, Senior Ser-
vices is a division of Community Center).
Estimated Revenue
The amount of projected revenue to be collected during the fiscal year.
Expenditure
If accounts are kept on the accrual basis, this term designates total charges in-
curred, whether paid or unpaid. If they are kept on the cash basis, the term covers
only actual disbursements for these purposes.
Expenditure Limitation
An amendment to the Arizona State Constitution that limits annual expenditures of
all municipalities. The Economic Estimates Commission, based on population growth
and inflation sets the limit. All municipalities have the option of Home Rule where
the voters approve a four-year expenditure limit based on revenues received.
Fiscal Year
Any period of twelve consecutive months establishing the beginning and the ending
of financial transactions. For the Town of Fountain Hills, this period begins July 1
and ends June 30.
Full-Time Equivalent Position (FTE)
A position converted to the decimal equivalent of a full-time position based on 2,080
hours per year. For example, a part-time typist working for 20 hours per week
would be equivalent to a 0.5 FTE.
Fund
A fiscal and accounting entity with a self-balancing set of accounts recording cash
and other financial resources.
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Fund Balance
A balance or carry over that occurs when actual revenues exceed budgeted revenues
and/or when actual expenditures are less than budgeted expenditures.
General Fund
The major fund in most governmental entities. While other funds tend to be re-
stricted to a single purpose, the general fund is a catch all for general government
purposes. The General Fund contains the activities commonly associated with mu-
nicipal government, such as police and fire protection, parks and recreation.
Governmental Funds
Funds through which most governmental functions are typically financed.
Highway Users Revenue Bond
Proceeds used solely for street and highway purposes and require voter authoriza-
tion. Bonds are payable from highway user revenue up to 50% of total received for
the past twelve month period (stipulated by state law).
Highway Users Revenue Fund (HURF)
This revenue source consists of state taxes collected on gasoline, vehicle licenses,
and a number of other additional transportation related fees. These funds must be
used for street and highway purposes.
Infrastructure
Facilities that support the continuance and growth of a community. Examples in-
clude roads, water lines, sewers, public buildings, and parks.
Intergovernmental Revenue
Federal and state grants and other forms of revenue (e.g. state sales tax, state in-
come tax, gasoline tax, motor vehicle license).
Impact Fees/Development Fees
Fees charged to developers to cover, in whole or in part, the anticipated cost of im-
provements that will be necessary as a result of their development.
Long Term Debt
Debt with a maturity of more than one year after date of issuance.
Management Indicators
A measurable means of evaluating impact of budget on achieving stated objectives.
Modified Accrual Basis of Accounting
Basis of accounting according to which; a) revenues are recognized in the accounting
period in which they become available and measurable, and b) expenditures are rec-
ognized in the accounting period in which the fund liability is incurred, if measurable,
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except for un-matured interest on general long-term debt and certain similar accrued
obligations, which should be recognized when due.
Municipal Property Corporation (MPC) Bond
Bonds that are backed by the excise taxes of the Town including local sales tax, fran-
chise tax, state shared sales tax, and auto lieu tax. The MPC is a non-profit corpora-
tion established for the purpose of issuing debt to purchase municipal facilities, which
it leases to the Town.
Objectives
A measurable output that an organization strives to achieve within a designated time
frame. The achievement of the objective advances an organization toward a corre-
sponding goal.
Operating Budget
Plans of current expenditures and the proposed means of financing them. The an-
nual operating budget is the primary means by which most of the financing activities
of the Town are controlled.
Ordinance
A formal legislative enactment by the Town Council.
Performance Indicators
Measurement of service performance indicators that reflect amount of money spent
on services and the resulting outcomes at a specific level of services provided.
Property Tax
The total property tax levied by a municipality. Arizona’s municipal property tax sys-
tem is divided into a primary and secondary rate.
Primary Tax
Arizona statute limits the primary property tax levy amount and municipalities may
use this tax for any purpose.
Program Budget
A program budget is a budget in which expenditures are based primarily on pro-
grams of work and secondarily on object.
Rainy Day Fund
Reserve created from the General Fund fund balance for the sole purpose of prepar-
ing for a catastrophic downturn in revenues.
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Resolution
A special or temporary order of the Town Council. Requires less formality than an
ordinance.
Resources
Total amounts available for appropriation including estimated revenues, bond/loan
proceeds, fund transfers, and beginning fund balances.
Revenue
Financial resources received from taxes, user charges, and other levels of govern-
ment.
Revenue Bonds
Bonds whose principal and interest are payable exclusively from earnings of a reve-
nue generating fund.
Secondary Rate
Arizona statute does not limit the secondary tax levy amount and municipalities may
only use this levy to retire the principal and interest or redemption charges on bond
debt.
Bonds whose principal and interest are payable exclusively from earnings of a reve-
nue generating fund.
Special Revenue Fund
Accounts for the proceeds of specific revenue sources that are legally restricted to
expenditure for specific purposes.
State-Shared Revenue
Includes the Town’s portion of state sales tax revenues, state income tax receipts,
motor vehicle in-lieu taxes.
Tax Levy
The total amount of the general property taxes collected for purposes specified in the
Tax Levy Ordinance.
Tax Rate
The amount of tax levied for each $100 of assessed valuation.
Transfer
Movement of resources between two funds. Example: An interfund transfer would
include the transfer of operating resources from the General Fund to the Street Fund.
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Working Capital
Working capital is a financial metric which represents the operating liquidity that is
available to the Town
Undesignated Fund Balance
That portion of fund balance that has not been designated for some future project or
use. Monies in the undesignated fund balance are not in the budget and have,
therefore, not been appropriated for expenditure.
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Town of Fountain Hills
16705 E Avenue of the Fountain
Fountain Hills, Arizona 85268
480-816-5100