HomeMy WebLinkAboutFY09 Adopted Budget1
FY 08-09 Budget
Town of Fountain Hills
The height of desert living.
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FY 08-09 Budget
TOWN OF FOUNTAIN HILLS, ARIZONA
MISSION STATEMENT
The Town of Fountain Hills’ purpose
is to serve the best interests of the community by:
providing for its safety and well-being;
respecting its special, small-town character and quality of life;
providing superior public services;
sustaining the public trust through open and responsive government;
and maintaining the stewardship and preservation of its
financial and natural resources.
The height of desert living.
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Table of Contents
Town Organizational Chart 8
Fountain Hills Community Profile 9
Town Council Introduction 13
Budget Message 19
Financial Overview 25
Operating Budgets 53
Town Council
Municipal Court
Administration
Operational & Community Support
Information Technology
Public Information
Downtown Development
Public Works
Facilities Maintenance
Streets Department
Planning & Zoning
Building Safety
Parks and Recreation
Parks
Community Center
Senior Services
Public Safety
Law Enforcement
Fire Department
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59
63
69
71
77
81
85
91
97
103
107
111
115
131
137
143
147
Capital Improvement Program 151
Vehicle Replacement Plan 197
Debt Service Funds 203
Budget Process, Financial Policies & Schedule 211
Schedule of Authorized Positions & Pay Plan 227
Glossary 235
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Organization Chart
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Community Profile
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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, bik-
ing, boating and golf. In fact, Fountain Hills contains some of the more challenging and
picturesque 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.
Located on 12,996 acres of land, Fountain Hills is surrounded by the 3,500 -foot McDow-
ell 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 Moun-
tain Regional Park on the north. The elevation is 1,520 feet at the fountain, 3,000 feet on
Golden Eagle Boulevard, and is 500 feet above Phoenix.
Over the past seventeen years Fountain Hills has grown from 10,190 residents to a town of
24,492 in 2007. The Maricopa Association of Governments (MAG) estimates that the popu-
lation 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 continues 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 condominium com-
plexes to large custom homes. Fountain Hills also offers recreational, cultural and retire-
ment programs that address the needs and lifestyles of active families as well as older
adults. The community consists of a total of 12,996 acres of property, primarily residen-
tial and open space (9,664 acres or 74%). Of the remaining land, 3,273 acres are devel-
opable, 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 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 commu-
nity'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 volunteer spirit and high level of
involvement of the citizens and business representatives were highlighted.
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Demographics
Based on Certificates of Occu-
pancy issued for new homes in
2007, it is estimated that Foun-
tain Hills’ population grew to a to-
tal of 25,207. This gives Fountain
Hills an average of 1,241 people
per square mile, or 1.94 people per
acre.
This statistic is important because
Fountain Hills’ low population
density is a major reason the town
has such a desirable reputation as
a friendly, affluent community in
which to live and work.
Fountain Hills’ land is currently
developed at an average density of
2.4 dwelling units per acre for single family homes and 7.78 dwelling units per acre for
multi-family housing. At the end of the year there were 3,171 vacant single family lots and
65 vacant multifamily
lots. If Fountain Hills continues to develop at a similar density, the population is estimated
to reach 34,324 at build-out around the year 2030.
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POPULATION TRENDS
Year Fountain Hills Population
1980 2,772*
1985 5,200*
1990 10,030*
1995 13,745*
2000 20,235*
2005 24,492*
2007 25,207**
2010 27,777***
2020 31,051****
Estimated Buildout ~2030 34,324**
*Population provided by US Census / Maricopa Association of Governments (MAG)
**The projected 2007 population is based on calculations using the difference in re-
maining vacant developable residential lots in Fountain Hills from 2006 and the corre-
sponding average population densities.
For example, there were 140 single family residential lots developed in 2007 which
was multiplied by the General Plan density for single family dwelling units (2.5) to get
the projected increase in population of 350 for single family development. For multi -
family housing, 32 units were developed in 2007.
The developed units (32) was multiplied by the General Plan density for multi-family
dwelling units (1.98) to determine the increase in population of 63 from 2006. Foun-
tain Hill’s population increased by 413 people, which was added to 2006’s projected
population (24,794) to get a projected population for 2007 of 25,207.
*** Population projected using Maricopa County growth rate percentages.
**** Provided by Fountain Hills Planning & Zoning Department.
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Town Council
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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 attended 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 community.
He served as a Fountain Hills Planning and Zoning Com-
missioner, PTA vice president and is actively involved with
the local Community Theater. Jay volunteers and per-
forms 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.
Originally from Massachusetts, Henry Leger moved to
Arizona in 1970 to attend the University of Arizona. Henry
and his wife, Janet, were attracted to Fountain Hills be-
cause of its natural beauty, small town character and be-
cause 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 profes-
sional in the field of leadership and organizational devel-
opment 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 consult-
ant for several Fortune 500 companies.
As a long time resident, Henry immersed himself into
Fountain Hills society by volunteering much of his time on
community activities and initiatives. He has been very ac-
tive in his neighborhood property owners’ association
serving as a board member, treasurer and member of the association’s Committee of Ar-
chitecture.
Henry served as President and Vice President of the Church Council at Shepherd of the
Hills Lutheran Church in Fountain Hills and has been involved in his children’s educa-
tion 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
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Keith McMahan moved to Arizona in 1971 as an advertis-
ing writer with Lorne Pratt Enterprises, Inc., the ad agency
for McCulloch Properties. He served in this capacity until
1991 when he formed his own company, McMahan and
Company Advertising Agency.
Keith has been actively involved in community projects
and organizations since he came to Fountain Hills. He was
the advertising and tourism chairman for the Chamber of
Commerce for nine years as well as serving on their Board
of Directors for three years. In 1997, he was honored as
the "Business Person of the Year" by the Chamber of Com-
merce.
He served as an elected member of the Fountain Hills
School Board from 1986 to 1990. For nine years, he was
on the Road District Joint Powers Board, serving as chairman in 1978. He is presently a
contributing member of several organizations: the Fountain Hills Civic Association, the
Fountain Hills Republican Club, and the Fountain Hills Historical Society Board of Direc-
tors.
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 cabi-
net 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 As-
cension, helped construct the original Town Library, and
was heavily involved in building the Sunset Kiwanis Build-
ing 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.
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Ginny Dickey was elected to her first term on the Town
Council during the Primary Election on March 14, 2006.
Because 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 end-
ing 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 Met-
ropolitan Business and Professional Women, the American
Association of University Women, Scottsdale Branch, the
League of Conservation Voters and the Sierra Club. She
participated in all of the Fountain Hills Town Hall planning sessions, starting in 1984.
Ginny works as a Legislative Liaison for the Arizona Department of Environmental Qual-
ity. She previously was on the staff of the Arizona State Senate and has been a book-
keeper and substitute teacher. Born and raised in New York, she lived in Vermont 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.
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
began their telecommunications business in 1983. Mov-
ing to Fountain Hills in 1989, they worked on the success-
ful incorporation 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 sup-
port. 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 sup-
ported 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 Per-
son 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 pro-
grams.
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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 Kiwanis
and Rotary.
Dennis was a founding member of the Public Safety Com-
mission in Fountain Hills. Previously, he chaired Mari-
copa 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 residents.
He actively rides his scooter around town stopping to speak with residents and business
owners.
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Elected Officials Terms of Office
Mayor Jay Schlum
Term of Office: First term: 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
Ed Kehe
Term of Office: First term: June 2004 – May 2008
Henry Leger
Term of Office: First term: June 2006 – May 2010
Keith McMahan
Term of Office: First term: June 2004 – May 2008
Second term: June 2008 – May 2012
Cassie Hansen
Term of Office First term: June 2008 – May 2012
Dennis Contino
Term of Office First term: June 2008 – May 2012
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Budget Message
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To the 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, 2008 and ending June 30, 2009
(FY2008-09). This budget is balanced and designed to convey to the public a budget mes-
sage 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 fi-
nancial and operational policies that were instrumental in guiding the development of the
annual budget. Although each fund should be viewed individually, the Town’s total
budget, including all funds, is estimated at $28.3M in expenditures, with projected reve-
nues of $24.9 million (reserves in the capital projects fund will be used to fund projects).
Due to an uncertain economic future the staff has taken a very conservative approach
when projecting FY2008-09 revenues and included only those expenditures that are con-
sistent with the Councils goals.
The Town uses a ―budgetary basis of accounting‖ in preparing the annual budget which is
different from the basis of accounting for financial reporting in accordance with generally
accepted accounting principles (GAAP). For example, budgetary expenditures may in-
clude items classified as transfers to an internal fund, Vehicle Replacement Fund, but are
not reported in the annual financial report.
As in years past, the main focus of the proposed budget is the General Fund, the Town’s
largest fund, which supports basic services. Developing the proposed budget required
making choices to achieve a budget that balances the available resources with the Coun-
cil goals, while maintaining a level of service that enhances the quality of life in Fountain
Hills. 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 expen-
ditures, and prioritization of programs to be funded using limited resources. Additionally,
the Town will focus on funding one-time capital projects with one-time revenue sources,
such as construction funds and excess revenues in the General Fund. Ongoing operating
costs should be funded with stable and reliable revenue sources.
The Town is proposing a conservative balanced budget that includes appropriations for
the goals and priorities established by the Town Council. The Town Council met in Feb-
ruary, 2008 to develop goals and objectives for the FY2008-09 budget year as part of the
annual planning process. At the retreat the Council established eight goals consistent
with the strategic plan and a series of objectives to achieve those goals, as guidance to the
Town staff. The Interim Town Manager and staff then met to prepare an implementation
plan to be incorporated into the FY2008 -09 budget.
Strategic Goals and Objectives
The majority of the initiatives apply to strategic priorities that were adopted in the Town’s
Strategic Plan 2006-2010
Strategic Focus Area: Education
Higher education and continuing education and support of educational excellence
Create lifelong learning opportunities
Strategic Focus Area: Physical Planning Zoning and Architecture
Require new developments to use native vegetation
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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 initiatives
The budget for FY2008-09 was guided by the current economic environment which is ex-
pected to provide fewer building permits and flat retail activity. Due to the uncertainty in
the Town’s economic future there are no new staff positions requested for the upcoming fis-
cal year. Any new projects directed by the Town Council will have to be managed with ex-
isting staff. In addition, the following short term initiatives were established during the
Town Council retreat in February, 2008 as direction to the staff:
Develop financial implementation plan for strategic priorities:
Goal 1. To restructure financial policies for fiscal efficiency, for the benefit of taxpay-
ers.
Work with local schools:
Goal 2. To enhance and nurture the relationships with local schools for the benefit
of the community.
Annex State Trust Land:
Goal 3. To ensure that development of the Ellman property (former State Trust Land)
will be compatible with the character of the rest of the community in areas such as
aesthetics, density, traffic and housing development standards.
Strengthen small town identity:
Goal 4. To increase community initiatives to strengthen our small town character.
Maintain smooth streets:
Goal 5. To evaluate the Pavement Management Analysis for the community.
Enhance stewardship of the natural environment
Goal 6. To implement the environmental plan to enhance stewardship of our envi-
ronment.
Commercial vitality and business development:
Goal 7. To improve economic development, business vitality and relationships be-
tween the Town and businesses, to benefit our community.
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Communication
Goal 8. To tailor the communications now available to the various demographics of
the community.
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 improve-
ment in Town services and the achievement of the Council’s goals. The matrix below indi-
cates which departments/divisions are responsible for the implementation of FY2008-09
goals and objectives and shows the relationship between the activities performed by the
operating divisions and the effect on operating budgets reported in the division budget
summaries.
Goal
Planning
&
Zoning
Administra-
tion
Park
&
Recreation
Public
Works
Estimated
FY08-09 Costs
1. To restructure financial policies for
fiscal efficiency, for the benefit of tax-
payers.
$0
2. To enhance and nurture the rela-
tionships with local schools for the
benefit of the community.
$0
3. To ensure that development of the
Ellman property (former State Trust
Land) will be compatible with the
character of the rest of the commu-
nity in areas such as aesthetics, den-
sity, traffic and housing development
standards.
$0
4. To increase community initiatives
to strengthen our small town charac-
ter.
$3,000
5. To evaluate the Pavement Manage-
ment Analysis for the community. $19,400
6. To implement the environmental
plan to enhance stewardship of our
environment.
$38,250
7. To improve economic development,
business vitality and relationships
between the Town and businesses, to
benefit our community.
$68,830
8. To tailor the communications now
available to the various demographics
of the community.
$68,500
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For the past six years the Town of Fountain Hills has received the Government Finance
Officers Association (GFOA) Distinguished Budget Presentation Award. This award is pre-
sented to government entities that meet certain criteria in the presentation of their
budget. This ―Budget At A Glance‖ section is designed to provide the layperson with a
broad view of the contents included in the FY2008-09 Fountain Hills budget, its proc-
esses, 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, General Fund revenues for FY2008-09 are projected to de-
cline 6% compared to the FY07-08 budget including a drop in State Shared Revenues of
$185,748. The increase in income tax revenues is based on two years prior corporate
and individual income taxes; therefore, it is expected that this source of revenue will de-
cline within two years based on the slowdown in the 2006 economy. Similarly, revenues
from construction related permits are anticipated to decline over 25% during FY2008-09
with the decline in single family housing permits.
General Fund expenditures are budgeted at 8.0% less than last years’ budget to match
available resources. Fountain Hills’ goals are long-term and address the entire organiza-
tion, such as the long-term impacts of revenue shortfalls related to the decline of con-
struction related activity revenue due to build-out. The Town is approaching a popula-
tion of 25,000 with an expected population at build-out of 32,000 including newly an-
nexed State Trust Land property. These long-term forecasts show that the Town’s operat-
ing costs will begin to outpace revenues and alternative revenue sources or program cuts
will need to be considered. Given the cyclical nature of the economy, it is difficult to pro-
ject 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 sustain-
able – level of growth.
Budget Highlights
Key initiatives of the proposed FY08-09 budget include the following - a more detailed
analysis of all the Town’s revenues and expenditures is included in the budget summary
and department sections.
Water wise campaign
Increased constituent communication
Desert Vista Neighborhood Park completion
Volunteer recognition program
Implementing Stormwater program mandates
Hazardous materials disposal program
Resurfacing Town tennis courts
Expanding community events
Way finding signs
Maintenance of the Reserve Fund - The proposed budget continues the policy of setting
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 reserve is also very impor-
tant in retaining the Town’s AA3 bond ratings. Reserves in excess of the fund balance
policy are transferred to the Capital Projects fund for future appropriation by the Council.
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Projected excess General Fund revenues in the amount of $0.4M will be transferred to the
Capital Projects Fund on June 30, 2008, per Resolution 2005 -50 adopted in September,
2005. With projected expenditures of $3.0M in the Capital Projects Fund in FY2008-09
the estimated balance as of June 30, 2009, will be $6.2M.
A Debt of Gratitude
I would like to offer my special thanks to the Fountain Hills Mayor, Town Council mem-
bers, 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 present, but also for the future
of Fountain Hills.
I would also like to thank the Town of Fountain Hills department directors and supervi-
sors for their patience and great effort in preparing their departmental budgets. The di-
rectors and their staff attended several sessions with the executive budget team of the Fi-
nance Director and Interim Town Manager to justify their programs, develop cost esti-
mates, 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 to-
wards the vision of Fountain Hills.
Respectfully submitted,
Kate Zanon
Kate Zanon
Interim Town Manager
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Financial Overview
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Fund Structure
The accounts of the Town are organized on the basis of funds and account groups, each
of which is considered a separate accounting entity. Operations of each fund are ac-
counted for with a separate set of self-balancing accounts that comprise its assets, liabili-
ties, fund equity, revenues and expenditures. Town resources are allocated to and ac-
counted 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 appro-
priates all funds in its budget process.
The General Fund (Fund 1) is the primary operating fund of the Town. It exists to ac-
count for the financing of services traditionally associated with local government. These
services include police and fire protection, public works, parks and recreation, planning
and zoning, building safety, code enforcement, general administration, and any other ac-
tivity for which a special fund has not been created.
Special Revenue Funds are used to account for the proceeds of specific revenue 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, Development Fees, Excise Tax.
The Highway User Revenue Fund (HURF) (Fund 2) 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 deposited 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 Court Enhancement Fund (Fund 7) is a restricted fund which may only be used to
enhance the technological, operational and security capabilities of the Fountain Hills Mu-
nicipal Court and to support the operation of the collection program. Revenues are de-
rived from Court Fees and Bond Forfeitures.
The Special Revenue Fund (Fund 8) is restricted by the terms of the individual Grants or
Program funds received. An example of this would be LTAF II. Local Transportation As-
sistance 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 Development Fee Fund (Fund 5) is a restricted fund which may only be used for the
planning, design and construction of public facilities serving the new development from
which it was collected. The Town is required to develop an Infrastructure Improvement
Plan that identifies each public improvement that is proposed to be the subject of a devel-
opment 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 collection or re-
funded to the taxpayer.
The Excise Tax Fund (Fund 9) is a restricted fund which may only be used for Downtown
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 pur-
pose.
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The Capital Projects Fund is established to account for the purchase and/or construc-
tion of major capital items, including facilities, heavy equipment, technology, open space,
park improvements and major road improvements. The Capital Projects Fund revenues
are derived from Development Fees, Grants, excess General Fund revenues and 85% of
the construction related local sales tax.
The Debt Service Funds are established for the payment of principal and interest on
bonded indebtedness. Revenues are derived from a secondary property tax levy, pledged
excise taxes, municipal property lease payments and shared revenues. Debt Service
funds include:
General Obligation Debt Service (Fund 320)
Revenue Bond Debt Service (Fund310)
Municipal Property Corporation Debt Service (Fund 350)
Eagle Mountain CFD Debt Service (Fund 330)
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 liability is incurred, and
revenues are recognized only when they are measurable 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 Ac-
cepted Accounting Principles (GAAP), which is the basis used to prepare the Town’s Com-
prehensive Annual Financial Report (CAFR). The major differences between the budget-
ary 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 compen-
sated absences are not reported for budget purposes, but are presented as revenues or
expenditures on a GAAP basis.
Depreciation is not budgeted as an expenditure in budgetary accounting.
Capital outlays are an expenditure in budgetary accounting and an asset in GAAP.
Certain debt service principal and interest payments are accounted for as expenses in the
General Fund for budget basis purposes, but are reported as expenses in the Debt Service
Fund on the GAAP basis.
All actual amounts in the budget document are shown on the budgetary basis to facilitate
meaningful comparisons.
Operating and Capital Budget Relationship
Included within the annual budget is a Capital Improvement Project Plan presented on a
budget basis. Capital project budget funding sources are matched with budgeted expen-
ditures. Governmental accounting procedures require adequate budget to pay for an en-
tire contract to be available and appropriated in the period in which a contract is entered;
therefore, expenditures are presented on a budget basis as opposed to cash flow basis.
28
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 October 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.
General Fund Expenditures
General fund operating expenditures are estimated at $16,142,395 for FY2008-09. The
following chart summarizes operating expenditures by department and/or operational
area.
This section provides a broad overview of the revenues and expenditures included in the
FY2008-2009 budget. Information is presented for general, special revenue, debt service
and capital project funds.
Town Council
1%
Administration
7%
IT
4%
Community Support
7%
Public Information
1%
Law Enforcement
18%
Fire Department
20%
Municipal Court
2%
Parks & Recreation
12%
Community
Center/Senior Services
7%
Public Works
8%
Facility Maintenance
3%
Building Safety
4%
Planning & Zoning
5%
Contingency/Transfers
1%
Uses of Funds -General Fund
where the money goes
Total General Fund Budget -$16,142,395
29
Total revenues for all funds are estimated at $24.9M; the general fund portion of $16.1M
represents approximately 65% of the total. Special revenue funds represent another 21%
of the budget. Debt service represents 9% and capital projects represent the remaining
6% of the total revenues.
All Funds Expenditure Summary
Total expenditures for all funds are $28.3M, including transfers; the general fund portion
of $16.1M represents 57% of the total. Highway User Revenue Fund (streets and high-
ways) represents 8% of the total Town budget. Other special revenue funds represent 8%
of the budget, with debt service and capital projects representing the balance.
Total proposed expenditures for all funds for FY2008 -09 are 10.0% lower than the
FY2007-08 budget. In addition, general fund expenditures are 8.0% less than the FY
2007-08 budget.
30
General Fund Budget Overview
The General Fund supports core services and is the largest fund with the greatest po-
tential for revenue fluctuations. Revenues from taxes, license and permit fees, and
charges for services provide resources to fund programs and services delivered by the
Town.
The revenues forecasted in this budget reflect a guarded optimism, tempered by the re-
ality that the local, state and national economies are complex and uncertain. The pro-
posed budget is based on projections that are conservative and based on the expecta-
tion that the local and national economy will continue at a normal pace. Total General
Fund revenues are expected to decrease by 1.9% over FY07-08 estimated revenues –
due to decreases in state shared revenues and local sales tax revenues. As the chart
below shows, 84% of the Town’s general fund resources are derived from local sales tax
and state shared revenues, similar to many other cities and towns in Arizona.
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. Addition-
ally, these revenues are distributed to cities and towns based on each municipality’s popu-
lation 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.
State Shared Revenues
44%
Local Sales Tax
40%
Franchise Fee
2%
Charges for Services
3%
Licenses and Permits
7%Fines & Forfeitures
1%Interest on Investments
2%
Miscellaneous
1%
Total General Fund Revenues -$16,142,395Total General Fund
31
Through the strategic planning process the Town is preparing a revised twenty -year reve-
nue and capital improvement plan that will identify when one-time revenues will go away
and facilitate the multi-year and capital improvement planning.
Proposed general fund expenditures for FY08-09 are $16.1 million, including transfers for
debt service, vehicle replacement and capital improvement projects.
Salaries and Benefits.
There are a total of 87.75 full time equivalent employees (FTE)’s proposed for fiscal year
2008-2009, compared to 106 in FY2002-03.
Most Town employees’ salaries and benefits are funded through the general fund
(exceptions are Street division and Downtown Development staff who are funded with re-
stricted revenues). Salaries include wages, overtime, vacation and merit pay. An allow-
ance of 4.5% of the budgeted salaries line item is available for pay for performance merit
increases.
Employee benefits include health insurance, employer taxes, disability, worker compensa-
tion insurance, and employer match retirement contributions. The total salaries and
benefits proposed for fiscal year 2008-2009 for all funds are $5.6 million, or 19.8% of the
total budget.
Contractual Services
The Town contracts with outside professionals for a number of services. Two major con-
tracts included in this category are: 1) Fire protection and emergency medical services
($3,028,332), currently under contract with Rural Metro Corporation; and 2) police protec-
tion ($2,742,877) currently provided through the Maricopa County Sheriff’s Office.
Contractual services also include contributions that the Town makes to non profit organi-
zations for the provision of certain programs on behalf of the Town. The town issued Re-
quest for Proposals for services that the Town does not provide – specifically, Youth Ser-
vices, Youth Arts, Social Services, and Tourism. Total funding for these programs for Fiscal
Year 2008-2009 is $455,000 and is budgeted in the Operational and Community Support
program.
The following positions are reclassified or have title changes to better reflect responsibilities:
2007-08 Position Title 2008-09 Position Title
Planner Planner – Environmental
Engineering Tech/CAD Operator GIS Technician/CAD Operator
Community Center Operations Supervisor Community Center Event Coordinator
Community Center Operations Worker Community Center Operations Coordinator
Community Center Operations Worker Community Center Event Representative
Street Maintenance Technician Traffic Signal Technician I
Street Maintenance Technician Traffic Signal Technician II
Administrative Assistant Senior Services Activities Coordinator
32
The Town also provides an elderly and handicapped transportation program through con-
tract with Maricopa County. FY2008-09 funding for this program is budgeted at $90,000
and is included in the Administration Department budget.
Repairs and Maintenance
Repairs and maintenance include annual landscape maintenance contracts, equipment
and vehicle repairs, and facilities maintenance (janitorial, building maintenance, etc.).
Maintenance of the Town’s 121 acres of parks, Town medians, dams, and washes are
provided by independent contractors. These contracts are solicited through a bid process
to obtain the most competitive price for the Town.
Supplies and Services
Supplies and services include operational costs such as utilities, insurance, office sup-
plies, etc. for Town Hall and other Town-owned buildings. The Town owns the Library,
the Museum, the Community Center, two fire stations, a vehicle maintenance facility,
the Kiwanis building, and the Community Theater building. Other items in this category
are gas and oil, postage, travel, and communications.
Capital Outlays
Capital outlays include the purchase of furniture and equipment, 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 Improvement Program.
New and ongoing capital project requests are proposed from development fees, particu-
larly improvements to Desert Vista Neighborhood Park (partially grant funded), traffic sig-
nals and improvements to the botanical garden.
Development fees are restricted and may only be spent with Council approval. Addition-
ally, expenditures from this fund are also restricted by Ordinances 00 -21 through 00-26
which state that the expenditures cannot be ―appropriated for funding maintenance or
repair of public facilities nor operational or personnel expenses associated with the provi-
sion of the public facility‖. However, appropriations can be made by the Council for fi-
nancing public facilities and public facility expenditures, and capital expenditures related
to maintaining the level of service standards for existing town residents (streets).
33
Debt Service Funds Overview
Total debt service revenues for fiscal year 2008 -2009 are budgeted at $1.8 million includ-
ing secondary property taxes for voter approved bonds, transfers from Highway User Reve-
nue Funds to pay for road improvements, transfers from the General Fund for the Commu-
nity Center and excise taxes to pay for Municipal Property Corporation (MPC) debt
(mountain bonds and Civic Center phase II). The chart below shows a history of the Foun-
tain Hills secondary property tax rate for the voter approved projects. The levy for FY08 -09
is projected to be $.2213 per $100 of assessed valuation.
$0.1000
$0.2000
$0.3000
$0.4000
$0.5000
$0.6000
2002 2003 2004 2005 2006 2007 2008
TOWN OF FOUNTAIN HILLS
PROPERTY TAX RATE HISTORY
Years
34
Expenditure Limitation
Each year the Economic Estimates Commission of the State of Arizona develops expendi-
ture 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 FY08-09 expenditure limitation for the Town of Fountain Hills is $26,927,970;
the limit applies to FY09 expenditures of the Town (all funds) but allows for certain exemp-
tions and deductions. For example, debt service payments, HURF and grant expenditures
are not included when determining compliance with the expenditure limitation. However,
development fee and capital project expenditures are subject to the limitation. The follow-
ing table is an estimate of the Town’s expenditure limitation, deductions and exclusions
and final spending authority.
Total Expenditures $28,288,280
Exclusions from Revenues:
Debt Service Payments $2,556,810
Dividends,Interest,Gains $530,000
Grants $2,075,847
Received from State(LTAF, GETUM Grants)$113,600
Contributions from private organization $0
Highway User Revenues excess 1979-80 $1,763,000
Prior Years Carryforward $2,694,279
Total Exclusions $9,733,536
Expenditures subject to limitation $18,554,745
Expenditure Limitation $26,927,970
Under/(Over) Limitation $8,373,225
EXPENDITURE LIMITATION ANALYSIS (Estimate)
35
Transfers
The FY08-09 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 FY08 -09 and an ex-
planation of each is shown on the following page.
Estimated Estimated
Beginning Estimated Transfers Ending
Fund Fund Balance Revenues Appropriations In/(Out)Fund Balance
01 General Fund $6,600,149 $16,142,395 ($16,142,395)($736,784)$5,863,365
02 Highway Users Rev Fund $314,677 $1,927,600 ($2,207,284)($1,007,334)($972,341)
05 Development Fees-Streets $367,962 $214,000 ($272,780)($255,000)$54,182
05 Development Fees-Open Space $1,656,982 $44,550 ($79,060)($68,000)$1,554,472
05 Development Fees-Parks $508,237 $76,010 ($583,900)($565,000)($564,653)
05 Development Fees-Library $27,588 $8,965 ($2,240)$0 $34,313
05 Development Fees-Fire $33,455 $9,785 ($1,330)$0 $41,910
05 Development Fees-Law $175,048 $43,575 ($6,020)$0 $212,603
05 Development Fees-Gen Gov't $484,053 $91,700 ($12,670)$0 $563,083
08 Special Revenue (Grants)$0 $2,075,847 ($2,075,847)($575,847)($575,847)
07 Court Enhancement $200,919 $28,000 ($90,000)$0 $138,919
09 Downtown Development $759,118 $295,859 ($191,835)$0 $863,142
200 Vehicle Replacement (VRP)$0 $0 $0 $156,900 $156,900
310 Revenue Bond Debt Service $4,418 $0 ($115,843)$115,843 $4,418
320 G O Debt Service $33,324 $1,401,500 ($1,340,364)$0 $94,460
330 Eagle Mtn CFD Debt $7,237 $379,000 ($376,360)$0 $9,877
350 MPC Debt Service $1,342,759 $1,420,420 ($1,337,486)$387,000 $1,812,693
450 Cottonwoods Imp Dist $5,397 $7,150 ($3,850)$0 $8,697
500 Capital Improvement Fund $8,920,315 $706,154 ($3,449,016)$2,548,222 $8,725,675
Total $21,441,638 $24,872,510 ($28,288,280)$0 $18,025,868
Transfer Out Transfer In Amount Explanation
General Fund MPC Debt Service $387,000 Annual debt payment for Community Center
CIP $200,000 Municipal Software
Vehicle Replacement $168,909 Interfund charge for Vehicle Replacement
Highway User (HURF)Debt Service Fund $115,843 Annual debt payment for street paving bonds
CIP $825,000 Capital road improvements
Vehicle Replacement $66,491 Interfund charge for Vehicle Replacement
Grants Vehicle Replacement $33,500 Matching funds for van purchase
General Fund $19,125 DEQ grant for hazardous materials collection
CIP $523,222 Completion of Desert Vista Park
Development Fees CIP $888,000 Capital projects
Vehicle Replacement Fund CIP $112,000 Purchase Town vehicles
Fiscal Year 2008-09
Explanation of Transfers
Summary of Revenues, Expenditures and Transfers
36
Reserves
In May 2003, the Town Council adopted a formal fund balance policy appropriating funds
as designated reserves for future capital expenditures, a contingency fund for unantici-
pated expenditures and/or revenue shortfalls, and an undesignated reserve fund. An im-
portant component of the reserve funs is an amount set aside that is not available for ap-
propriation but will be maintained at a level that will satisfy the public and financial com-
munity regarding the fiscal stability of the Town, referred to as undesignated reserves.
This proposed budget exceeds the policy requirement with a projected general fund balance
for June 30, 2008, therefore, $0.4M will be transferred to the Capital Projects Fund on
June 30, 2008. A contingency amount of $145,000 is included in the General Fund under
non-departmental for minor unforeseen expenditures.
As the Town’s primary operating fund, the general fund accounts for all financial resources
except those that are required to be accounted for in other funds. The end of the fiscal
year fund balance is projected to be $6,600,149 (after transfers). This is well above the
Town’s financial policy level fund balance of at least 30% of general fund budgeted reve-
nues.
The Highway User Refund Fund (HURF) estimated ending fund balance for FY08-09 is an-
ticipated to decrease by 89.0% from the prior fiscal year. The reason for this is that during
FY08-09 it is anticipated that major capital road maintenance projects will be completed.
The HURF fund is a restricted fund that may only be used for streets and highways.
The Development Fee fund is another restricted fund and accumulates revenues from
building permits with proceeds used for major capital expenditures, some of which take
many years of savings to accomplish.
37
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Estimated Proposed
Source of Revenues
GENERAL FUND
Intergovernmental
State Sales Tax $2,170,940 $2,327,899 $2,494,340 $2,275,200 $2,215,242
Fire Insurance Premium Tax $125,567 $124,754 $125,500 $125,500 $130,520
Shared Income Tax $2,118,592 $2,780,715 $3,449,440 $3,449,440 $3,610,480
Vehicle License Tax $974,452 $1,014,853 $1,140,010 $982,800 $1,067,300
Total Intergovernmental $5,389,551 $6,248,222 $7,209,290 $6,832,940 $7,023,542
Taxes & Franchise Fees
Local Sales Tax $8,786,172 $7,745,747 $6,914,185 $6,914,185 $6,508,903
Franchise Tax $314,359 $324,318 $320,000 $320,000 $332,800
Total Taxes $9,100,550 $8,066,378 $7,234,185 $7,234,185 $6,841,703
Charges for Services
Parks & Rec User Fees $157,193 $153,219 $243,571 $153,300 $155,683
Senior Services Fees $65,798 $98,947 $80,000 $74,000 $79,551
Community Center Rental Fees $190,052 $184,592 $197,000 $203,000 $198,600
Community Center Bar Sales $28,546 $17,658 $32,300 $24,000 $24,480
Total Charges for Services $441,589 $454,416 $552,871 $454,300 $458,314
Licenses and Permits
Animal License Fees $37,378 $41,636 $43,200 $38,000 $37,986
Business License Fees $108,655 $112,828 $116,795 $116,795 $117,995
Building Permit Fees $1,564,000 $934,549 $1,094,240 $806,100 $812,780
Landscape Permit Fees $0 $7,860 $60,480 $20,000 $20,000
Rezoning/Variance Fees $23,711 $35,111 $30,800 $60,000 $34,000
Encroachment Fees $44,929 $43,810 $20,000 $15,000 $25,000
Subdivision Fees $21,400 $49,006 $45,000 $138,600 $50,000
Improvement Plan Review Fee $4,947 $14,519 $25,320 $20,000 $21,000
Total Licenses and Permits $1,805,020 $1,239,318 $1,435,835 $1,214,495 $1,118,761
Fines and Forfeitures
Court Fines $214,008 $281,173 $209,705 $220,000 $234,600
Total Fines and Forefeitures $214,008 $281,173 $209,705 $220,000 $234,600
Interest on Investments
Interest on Investments $130,000 $467,163 $350,000 $300,000 $300,000
Total Interest $130,000 $467,163 $350,000 $300,000 $300,000
Miscellaneous
Leases $65,475 $65,100 $65,475 $65,475 $65,475
Miscellaneous $50,000 $85,418 $100,000 $140,000 $100,000
Total Miscellaneous $115,475 $150,518 $165,475 $205,475 $165,475
TOTAL GENERAL FUND REVENUES $17,196,192 $16,907,187 $17,157,360 $16,461,395 $16,142,395
Summary of Revenues
38
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Estimated Proposed
SPECIAL REVENUE FUNDS
Highway Users Revenue Funds
Local Transportation (LTAF)$111,638 $114,716 $114,716 $114,716 $113,600
Highway Users $1,574,453 $1,736,917 $1,736,917 $1,675,000 $1,763,000
In Lieu Payments $24,009 $8,000 $40,000 $45,000 $10,000
Interest $12,802 $40,000 $8,000 $25,000 $40,000
Miscellaneous $4,079 $1,000 $1,000 $500 $1,000
Transfers $500,000 $0 $0 $0 $0
Total Highway Users Revenue Fund $2,226,981 $1,900,633 $1,900,633 $1,860,216 $1,927,600
Excise Tax Special Revenue
Mountain Bonds $751,662 $878,195 $668,562 $668,562 $621,718
Civic Center MPC $373,331 $448,673 $314,281 $314,281 $295,859
Downtown Development $458,190 $486,877 $314,281 $314,281 $295,859
Total Excise Tax Special Revenue $1,583,183 $1,813,745 $1,297,124 $1,297,124 $1,213,436
Court Special Revenue
Court Enhancement Fund $24,287 $27,875 $23,300 $18,500 $28,000
Total Court Special Revenue $24,287 $27,875 $23,300 $18,500 $28,000
Community Center FF&E
Transfers $0 $0 $0 $3,747 $0
Total Community Center FF&E $0 $0 $0 $3,747 $0
Grants
FEMA $50,000 $0 $60,000 $60,000 $0
Senior Services Inc.$33,500
State Parks $523,222
AZ Dept of Transportation $175,000 $0 $180,000 $180,000 $0
Proposition 202 $0 $260,000 $0 $185,000 $0
State of Arizona $19,125
LTAF II $68,125 $0 $67,500 $40,030 $0
Miscellaneous Grants $1,437,000 $0 $1,500,000 $0 $1,464,020
Total Grants $1,730,125 $260,000 $1,807,500 $465,030 $2,039,867
TOTAL SPECIAL REVENUE FUNDS $5,564,576 $4,002,253 $5,028,557 $3,644,617 $5,208,903
DEBT SERVICE FUNDS
General Obligation Bonds
Secondary Property Tax $1,325,581 $1,232,781 $1,400,000 $1,330,000 $1,400,000
Interest $30,407 $25,786 $1,400 $800 $1,500
Total General Obligation Bonds $1,355,988 $1,258,567 $1,401,400 $1,330,800 $1,401,500
Community Center MPC $387,000 $387,000 $387,000 $387,000 $387,000
Transfer from HURF Fund $110,000 $134,137 $126,300 $126,300 $115,843
Eagle Mountain CFD $437,354 $203,457 $360,000 $344,000 $379,000
Cottonwoods Maintenance District $3,300 $3,315 $3,300 $3,300 $3,300
Cottonwoods Improvement District $3,850 $3,652 $3,850 $3,850 $3,850
TOTAL DEBT SERVICE FUNDS $2,297,492 $1,990,128 $2,281,850 $2,195,250 $2,290,493
39
General Fund
$16.1M
HURF
$1.9M
Special Revenue
$2.1M
Excise Tax
$1.2M
Debt Service
$2.3M
Development
Fees
$0.5M
Capital Projects
$0.7M
REVENUES BY FUND
$24,872,510
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Estimated Proposed
SPECIAL REVENUE FUNDS
DEVELOPMENT FEES
Law Enforcement Development Fees $41,278 $77,782 $54,040 $43,575 $43,575
Street Department Development Fees $314,381 $233,310 $225,510 $214,000 $214,000
Parks & Recreation Development Fees $448,012 $686,568 $890,130 $76,010 $76,010
Open Space Development Fees $468,024 $100,297 $67,600 $44,550 $44,550
General Government Development Fees $249,690 $155,116 $113,700 $91,700 $91,700
Fire Development Fees $6,356 $17,945 $12,115 $9,785 $9,785
Library Development Fees $7,692 $19,219 $13,600 $8,965 $8,965
TOTAL DEVELOPMENT FEES $1,535,433 $1,290,237 $1,376,695 $488,585 $488,585
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Estimated Proposed
Source of Revenues
CAPITAL PROJECTS FUND
Miscellaneous $25,000 $0 $0 $0 $35,980
Local Sls Tax - CIP $528,225 $528,225 $1,157,434 $1,157,434 $706,154
Transfers $3,193,727 $0 $0 $500,000 $0
TOTAL CAPITAL PROJECTS FUND $3,746,952 $528,225 $1,157,434 $1,657,434 $742,134
TOTAL ALL FUNDS $30,340,645 $24,718,030 $27,001,896 $24,447,281 $24,872,510
40
Summary of Expenditures
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Estimated Proposed
Fund/Department
GENERAL FUND
Mayor and Town Council $79,266 $69,114 $212,146 $179,890 $93,088
Municipal Court $340,292 $359,272 $379,320 $384,285 $394,490
General and Administrative $1,250,720 $1,058,166 $1,023,855 $1,082,709 $1,108,820
Public Information $0 $0 $223,342 $218,057 $201,633
Operational Support $1,487,224 $1,980,840 $1,172,350 $1,171,500 $1,216,647
Information Technology $330,206 $276,064 $645,480 $620,786 $581,181
Building Safety $583,803 $610,408 $605,700 $588,503 $603,965
Public Works $1,066,792 $1,418,083 $2,100,965 $1,704,511 $1,295,208
Facilities Maintenance $0 $462,224 $678,489 $698,288 $523,150
Planning and Zoning $745,674 $685,136 $892,639 $775,734 $817,373
Parks and Recreation $1,466,095 $2,107,073 $1,686,216 $1,683,995 $1,936,912
Law Enforcement $1,907,015 $2,265,572 $2,790,900 $2,790,900 $2,839,077
Fire Department $2,712,388 $2,841,288 $3,059,326 $2,982,446 $3,240,908
Community Center $828,751 $856,237 $867,787 $841,107 $935,083
Senior Services $132,319 $178,759 $223,848 $166,955 $209,860
Transfers $0 $1,669,050 $907,000 $0 $0
Contingency $0 $0 $75,000 $75,000 $145,000
TOTAL GENERAL FUND $12,930,543 $16,837,286 $17,544,363 $15,964,666 $16,142,395
SPECIAL REVENUE FUNDS
Highway Users $1,572,612 $2,137,401 $2,489,285 $2,442,791 $2,207,284
FEMA Grant $50,000 $0 $60,000 $52,015 $0
ADOT Grant $175,000 $0 $200,000 $185,954 $0
Community Center FF&E $40,000 $40,000 $75,000 $67,684 $0
Court Enhancement Fund $54,316 $4,288 $28,000 $8,250 $90,000
Proposition 202 $0 $0 $0 $185,000 $0
LTAF II - RPTA $68,125 $0 $90,000 $90,000 $0
Miscellaneous Grants $1,437,000 $0 $1,500,000 $1,500,000 $2,075,847
Total Special Revenue $3,397,053 $2,181,689 $4,442,285 $4,531,694 $4,373,131
Excise Tax Special Revenue
Mountain Bonds $595,000 $486,877 $594,350 $314,281 $402,005
MPC - Civic Center Phase II $246,637 $266,438 $315,000 $298,338 $318,388
Downtown Development $892,310 $525,057 $198,120 $156,717 $191,835
MPC - Community Center $387,000 $239,169 $387,000 $255,419 $245,419
Refunded Bonds $265,924 $179,350 $320,412 $371,675
Total Excise Tax Special Revenue $2,120,947 $1,783,464 $1,673,820 $1,345,166 $1,529,321
TOTAL SPECIAL REVENUE FUNDS $5,518,000 $3,965,153 $6,116,105 $5,876,860 $5,902,452
DEBT SERVICE FUNDS
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 Preserve GO $330,000 $0 $0 $0 $0
Refunded Bonds $515,000 $1,360,294 $1,392,350 $1,393,846 $1,340,364
Total General Obligation Bonds $1,519,420 $1,360,294 $1,392,350 $1,393,846 $1,340,364
Special Districts/MPC Debt Service:
Bond Payment - HURF $110,500 $130,743 $126,300 $125,793 $115,843
Bond Payment - Cottonwoods ID.$3,850 $3,652 $3,850 $3,850 $3,850
Eagle Mountain CFD $588,745 $339,259 $357,835 $357,835 $376,360
Total Special District Debt Service $703,095 $473,654 $487,985 $487,478 $496,053
TOTAL DEBT SERVICE FUNDS $2,222,515 $1,833,948 $1,880,335 $1,881,324 $1,836,417
41
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Estimated Proposed
Fund/Department
DEVELOPMENT FEES
Law Enforcement Development Fees $0 $0 $0 $0 $6,020
Street Department Development Fees $295,000 $23,532 $441,000 $130,000 $272,780
Parks & Recreation Development Fees $603,700 $444,249 $1,777,354 $651,582 $583,900
Open Space Development Fees $114,370 $8,050 $194,160 $10,700 $79,060
General Government Development Fees $244,687 $0 $0 $0 $12,670
Fire Development Fees $618 $0 $0 $0 $1,330
Library Development Fees $1,874 $0 $0 $0 $2,240
TOTAL DEVELOPMENT FEES $1,260,249 $475,831 $2,412,514 $792,282 $958,000
CAPITAL PROJECTS FUND
Capital Projects $1,609,570 $1,122,054 $3,069,059 $2,996,355 $3,049,016
Capital Contingency $0 $800,000 $400,000 $400,000 $400,000
TOTAL CAPITAL PROJECTS FUND $1,609,570 $1,922,054 $3,469,059 $3,396,355 $3,449,016
TOTAL ALL FUNDS $23,540,877 $25,034,272 $31,422,376 $27,911,487 $28,288,280
General Fund
Streets
$2.2M
Special Revenue
$2.2M
Excise Tax
$1.5M
Debt Service
$1.8M
Development
Fees
$1.1M
Capital Projects
$3.5M
EXPENDITURES BY FUND
$28,288,280
$16.1M
42
All Funds Budgeted Expenditure by Account Code
Gen Fund Special Revenue Development Debt Capital TOTAL % of
TOTALS HURF Funds Fees Service Projects ALL FUNDS Total
5199 Overtime $7,926 $3,464 $11,390 0.0%
5200 Wages $3,952,403 $434,724 $39,800 $4,426,928 15.6%
5201 FICA $88,670 $6,420 $590 $95,680 0.3%
5202 Unemployment Insurance $7,149 $630 $30 $7,809 0.0%
5203 Employee's Health Insurance $391,457 $60,946 $2,060 $454,462 1.6%
5204 Employee's Life Insurance $13,154 $1,373 $130 $14,657 0.1%
5205 Employee's Dental Insurance $33,426 $4,453 $200 $38,080 0.1%
5206 Employee's Eye Insurance $5,755 $827 $30 $6,612 0.0%
5207 Worker's Compensation Insurance $49,760 $29,717 $140 $79,617 0.3%
5208 Employee's Retirement Fund $384,969 $48,201 $4,380 $437,549 1.5%
5211 Disability Insurance $18,429 $2,300 $210 $20,939 0.1%
Total Wages & Salaries $4,953,098 $593,055 $47,570 $0 $0 $0 $5,593,723 19.8%
5901 Accounting Fees $28,107 $8,735 $36,842 0.1%
5902 Professional Fees $267,705 $5,000 $272,705 1.0%
5903 Legal Fees $342,500 $20,000 $362,500 1.3%
5906 Jail/Prisoner Fees $68,000 $68,000 0.2%
5908 Engineering Fees $25,000 $6,000 $31,000 0.1%
5907 Rabies & Animal Control $28,200 $28,200 0.1%
5915 Elections Expense $0 0.0%
5920 Intergovernmental Agreements $11,100 $11,100 0.0%
5929 Special Programs - RPTA $90,000 $90,000 0.3%
5930 Special Programs - Chamber $0 0.0%
5932 Special Programs $13,574 $38,000 $51,574 0.2%
5933 Youth And Teens $9,337 $9,337 0.0%
5934 Community Events & Programs $76,341 $76,341 0.3%
5935 Sports Activities $31,204 $31,204 0.1%
5936 Spec.Programs-Constituent Comm $123,191 $123,191 0.4%
5939 Youth Services $100,000 $100,000 0.4%
5940 Senior $5,764 $5,764 0.0%
5941 McDowell Mtn Preservation $0 0.0%
5944 Holiday Lighting $10,000 $10,000 0.0%
5945 Social Services $40,000 $40,000 0.1%
5947 Tourism $185,000 $185,000 0.7%
5950 Sheriff's Contract $2,742,877 $2,742,877 9.7%
5955 Rural Metro Contract $3,028,332 $3,028,332 10.7%
5959 Youth Arts $130,000 $130,000 0.5%
5960 Home Delivered Meals $43,927 $43,927 0.2%
5962 Senior Trips $5,857 $5,857 0.0%
5964 Senior Programs $3,573 $3,573 0.0%
5980 Sales Tax Rebates $0 0.0%
Total Contract Services $7,409,589 $28,735 $49,000 $0 $0 $0 $7,487,324 26.5%
6400 Vehicle Repairs & Maintenance $50,974 $38,460 $89,434 0.3%
6402 Road Repair & Maintenance $122,450 $122,450 0.4%
6403 Equipment Rental $9,474 $500 $9,974 0.0%
6404 Building Repairs & Maintenance $173,729 $3,000 $35,000 $211,729 0.7%
6405 Equip. Repairs & Maint.$148,069 $500 $148,569 0.5%
6406 Pavement Management $0 0.0%
6407 Street Sign Repair & Maint $71,735 $71,735 0.3%
6408 Traffic Signal Repair & Maint $114,225 $114,225 0.4%
6410 Field Preparation/Maintenance $157,317 $157,317 0.6%
6415 Mowing/Landscape Maintenance $469,914 $469,914 1.7%
6420 Dam/Wash Maintenance $117,800 $117,800 0.4%
Total Repairs & Maintenance $1,127,277 $350,870 $35,000 $0 $0 $0 $1,513,147 5.3%
43
Gen Fund Special Revenue Development Debt Capital TOTAL % of
TOTALS HURF Funds Fees Service Projects ALL FUNDS Total
6501 Advertising/Signage $55,250 $250 $62,830 $118,330 0.4%
6505 Conferences $37,218 $2,000 $530 $39,748 0.1%
6507 Continuing Education $57,515 $2,700 $4,830 $65,045 0.2%
6508 Dues & Publications $70,574 $3,150 $1,995 $75,719 0.3%
6509 Licenses Permits Filing Fees $1,450 $3,100 $4,550 0.0%
6511 Electricity Expense $378,004 $36,000 $414,004 1.5%
6514 Gas & Oil Expense $69,363 $47,450 $116,813 0.4%
6517 Liability Insurance $318,400 $100,000 $418,400 1.5%
6520 Office Supplies $65,040 $1,800 $10,200 $77,040 0.3%
6525 Tools, Shop Supplies $9,862 $7,500 $17,362 0.1%
6526 Firefighting Equipment $10,000 $10,000 0.0%
6529 Postage $32,712 $32,712 0.1%
6530 Bar Supplies $12,200 $12,200 0.0%
6531 Printing $23,211 $240 $2,120 $25,571 0.1%
6537 Communication Expense $88,764 $5,700 $1,500 $95,964 0.3%
6546 Water/Sewer $134,500 $7,400 $141,900 0.5%
6548 Travel Expense $12,600 $8,260 $20,860 0.1%
6549 Uniforms $11,111 $8,000 $19,111 0.1%
6560 Bank Charges $18,350 $18,350 0.1%
Total Supplies & Services $1,406,124 $225,290 $92,265 $0 $0 $0 $1,723,679 6.1%
8020 Capital Outlay - Furn & Equip.$18,770 $2,000 $20,770 0.1%
8025 Capital Outlay - Computers $32,400 $32,400 0.1%
8026 Capital Outlay - Software $101,201 $101,201 0.4%
8030 Capital Outlay - Communications $4,000 $4,000 0.0%
8090 Capital Expend. - Improvements $189,027 $55,000 $958,000 $3,449,016 $4,651,043 16.4%
Total Capital/Contingency $345,398 $2,000 $55,000 $958,000 $0 $3,449,016 $4,809,414 17.0%
9000 Debt Service $115,843 $1,337,486 $1,836,417 $3,289,746 11.6%
9090 Transfers $755,909 $891,491 $578,847 $2,226,247 7.9%
9999 Contingency $145,000 $1,500,000 $1,645,000 5.8%
Total Debt/Transfers $1,246,307 $1,009,334 $3,471,333 $0 $1,836,417 $0 $7,160,993 25.3%
GRAND TOTAL $16,142,395 $2,207,284 $3,695,168 $958,000 $1,836,417 $3,449,016 $28,288,280 100.0%
44
Shared Revenue: Income Tax
45
Shared Revenue: Sales Tax
46
Shared Revenue: Vehicle License Tax
47
Local Revenue: Fountain Hills Sales Tax
48
Local Revenue: Permits and Fees
49
Local Revenue: Court Fines and Fees
50
Local Revenue: Business Licenses and Animal Fees
51
Local Revenue: Community Center Rentals
52
Local Revenue: Recreation Programs
53
Operating Budgets
54
55
01 - General Fund
020 - Mayor and Town Council
Department
Total Budgeted Expenditures $93,088
MAYOR AND TOWN COUNCIL
Mayor Jay Schlum
Vice Mayor Henry Leger
Councilmember Mike Archambault
Councilmember Ginny Dickey
Councilmember Keith McMahan
Councilmember Cassie Hansen
Councilmember Dennis Contino
56
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 special, small-town character and quality of life;
Providing superior public services;
Sustaining the public trust through open and responsive government; and
Maintaining the stewardship and preservation of its financial and natural resources.
Department/Division Description
The Town Council is comprised of the Mayor and six Councilmembers, all of whom are
elected at large to serve the citizens of the Town of Fountain Hills.
The term of office for the Mayor is two years and Councilmembers serve four year overlap-
ping 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 appro-
priates 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.
FY 2007-08 Accomplishments
Completed the following strategic priorities:
Implemented a pedestrian safety strategy for the intersection of Avenue of the Fountains
and Saguaro Boulevard
Submitted to the voters the question of approving a primary property tax for public safety
Drafted a development agreement with the Ellman Companies for the former State Trust
Land
Adopted an Infrastructure Improvement Plan (IIP) to updated Town’s development fees for
inflation factor
Adopted environmental policy
FY 2008-09 Goals
Expenditures appearing in the departmental operating budgets support the goals and ob-
jectives of the Mayor and Town Council, particularly those goals identified during the stra-
tegic budget planning process. These include:
To restructure financial policies for fiscal efficiency, for the benefit of taxpayers
57
To enhance and nurture the relationships with local schools for the benefit of the commu-
nity
To ensure that development of the Ellman property (former State Trust Land) will be com-
patible with the character of the rest of the community in areas such as aesthetics, den-
sity, traffic and housing development standards
To increase community initiatives to strengthen our small town character
To evaluate the Pavement Management Analysis for the community
To implement the environmental plan to enhance stewardship of our environment
To improve economic development, business vitality and relationships between the Town
and businesses, to benefit our community
To tailor the communications now available to the various demographics of the community
In order to accomplish these goals the Council has appropriated funds within the depart-
mental budgets. Other goals of the Council are maximizing public access to Council meet-
ings, enhancing constituent communication, compensating and equipping the Mayor and
Town Council with the tools necessary to do their jobs; and promoting communication and
awareness of the Mayor, Town Council, and the Town with other municipalities.
Budget Highlights
$39,643 Salaries and taxes for the Mayor and Council; the Mayor’s salary is $600 per
month and the Council members salaries are $400 per month
$16,500 $5,000 for professional services for Council directed projects.
$4,500 for the annual Town Manager performance evaluation
$7,000 for the Sisters Cities and Strong Cities programs
36,945 $8,800 includes fees for members of the Town Council to promote Fountain Hills
while attending the annual League of Arizona Cities and Towns conference to be
held in Paradise Valley. Such promotional items are apparel, a chocolate foun
tain, booth fees, promotional and commemorative pins, etc.
$7,700 includes registration fees for members of the Town Council to attend the
League Conference
$11,500 for the annual goal setting retreat including facilitator and facility
$4,400 to have new portraits and nameplates for the Council
$3,440 includes the cost of hosting the East Valley Mayor’s Luncheon, travel and
meeting cost reimbursements for members of the Council
58
MAYOR & TOWN COUNCIL
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS
Wages $32,000 $36,000 $36,000 $36,000 $36,000
Employer FICA Expense $2,448 $2,770 $2,770 $2,770 $2,770
Unemployment Insurance Expense $276 $310 $360 $330 $330
Worker Compensation Insurance $755 $967 $975 $490 $543
TOTAL $35,480 $40,047 $40,105 $39,590 $39,643
CONTRACT SERVICES
Professional Services $3,000 $3,500 $91,000 $62,000 $9,500
Election Expense $17,104 $16,000 $40,380 $45,000 $0
Community Events & Programs $0 $0 $0 $0 $7,000
TOTAL $20,104 $19,500 $131,380 $107,000 $16,500
SUPPLIES & SERVICES:
Advertising/Signage $10,158 $12,700 $11,200 $10,200 $8,800
Conferences $2,880 $33,741 $8,900 $8,900 $7,700
Continuing Education $5,020 $6,100 $7,100 $7,000 $11,500
Office Supplies $3,277 $1,825 $3,125 $2,000 $4,400
Printing $544 $500 $700 $700 $1,105
Communications Expense $0 $100 $100 $0 $0
Meeting Expense $1,804 $2,648 $9,536 $4,500 $3,440
TOTAL $23,684 $57,614 $40,661 $33,300 $36,945
CAPITAL EXPENDITURES
Capital Outlay 0 0 0 0 0
TOTAL CAPITAL EXPENDITURES $0 $0 $0 $0 $0
TOTAL EXPENDITURES $79,268 $117,161 $212,146 $179,890 $93,088
59
01 - General Fund
040 - Municipal Court
Total Budgeted Expenditures $394,490
60
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/Division Description
The Fountain Hills Municipal Court is the judicial branch of the Fountain Hills govern-
ment. 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 exclusive su-
pervisory authority over all court personnel. The Court has jurisdiction over civil traffic,
criminal traffic and criminal misdemeanor offenses and violations of our 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 and civil protective
orders.
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 procedure, victims rights, domestic violence, driving under the influence, re-
cord keeping, ADA, Minimum Accounting Standards and judicial ethics.
Performance Standards
Adjudicate 90% of all civil traffic cases within 60 days
Adjudicate 80% of criminal and criminal traffic cases within 60 days and 95% within 120
days
Maintain a fair and impartial environment to resolve legal disputes
Respond to incoming mail requests within 24 hours
Issue warrants for failure to appear within two business days
Keep written procedures current with changes in laws and rules
FY 2007–2008 Accomplishments
Successfully completed the fifth year of the Fountain Hills Community Teen Court, which
was recognized by the Maricopa County Board of Supervisors for its outstanding contribu-
tion to the juvenile justice system.
Continued the use of video conferencing in lieu of personal appearances for cases involving
incarcerated defendants, thereby cutting transport costs for the Maricopa County Sheriff's
Office, as well as removing security risks involved with having such defendants appear in
the Court.
Purchased a video surveillance system to enhance security with cameras in the courtroom
and at the front counter area.
Enhanced the Court's recording equipment for improved reliability and quality of recorded
61
testimony.
Enhanced communication with the Fort McDowell Tribal Court to the benefit of both
courts.
Participated as a pilot court for the Administrative Office of the Court for testing new com-
puters and the new Vista operating system.
FY 2008-2009 Objectives
Pursue sources for grant funding for a part-time probation officer to oversee compliance
with sentencing for criminal cases and Driving Under the Influence cases.
Purchase a document scanner for more efficient archiving of Court records.
Pursue a letter of understanding with a court in a neighboring jurisdiction for disaster pre-
paredness purposes.
Enhance the Court's website to include legislative updates and current court related infor-
mation.
Performance Indicators
Budget Highlights
$369,190 Salaries and benefits for the Presiding Judge, Court Administrator, Senior
Court Clerk and two Court Clerks
$9,100 $6,100 includes a service agreement with the Arizona Supreme Court for soft
ware use technical support for the hardware
$3,000 legal fees to include costs for pro-tem judges when the Presiding Judge
has to be absent from the office as well as payments to jurors in the event of
jury trials and interpreters as required for court hearings.
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
Civil traffic cases
closed within 60
days
90% 85% 88% 90%
Criminal/Criminal
traffic cases closed
within 60 days
75% 72% 78% 80%
Criminal/Criminal
traffic cases closed
within 120 days
97% 94% 94% 95%
62
$15,600 $4,750 to cover the cost of printed updates to the Arizona Revised Statutes,
professional dues and training
$3,500 for the cost of routine office supplies and small office equipment
$2,850 for printing forms, telecommunications and travel reimbursements
$2,500 bank charges for processing credit card payments, checks returned by
the bank for non sufficient funds
$2,000 for required Court related conferences for the Presiding Judge and staff
MUNICIPAL COURT
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS
Overtime $172 $965 $0 $0 $0
Wages and Salaries $256,444 $262,935 $279,700 $283,000 $295,700
Employer FICA Expense $3,669 $3,860 $4,090 $4,000 $4,320
Unemployment Insurance Expense $424 $300 $350 $350 $320
Employee's Health Insurance $25,578 $36,620 $33,210 $36,500 $30,400
Employee's Life Insurance $694 $1,120 $910 $850 $960
Employee's Dental Insurance $2,973 $3,330 $2,560 $2,500 $2,490
Employee Vision Insurance $278 $210 $330 $320 $260
Worker Compensation Insurance $927 $1,010 $1,090 $600 $650
Employee's Retirement Expense $28,228 $29,020 $30,770 $32,000 $32,530
Disability Insurance $1,194 $1,330 $1,410 $1,300 $1,560
TOTAL $320,581 $340,700 $354,420 $361,420 $369,190
CONTRACT SERVICES
Accounting Fees $0 $0 $2,000 $4,000 $0
Legal Fees $2,105 $2,000 $2,300 $2,300 $3,000
Intergovernmental Agreements $4,500 $4,500 $4,600 $4,500 $6,100
TOTAL $6,605 $6,500 $8,900 $10,800 $9,100
REPAIRS & MAINTENANCE:
Office Equipment Repairs $1,553 $1,000 $800 $600 $600
TOTAL $1,553 $1,000 $800 $600 $600
SUPPLIES & SERVICES:
Advertising/Signage $94 $300 $300 $100 $300
Conferences $1,596 $1,800 $1,800 $600 $1,700
Continuing Education $38 $800 $1,000 $300 $1,000
Dues & Publications $2,368 $3,550 $3,550 $2,500 $3,750
Office Supplies $3,099 $4,000 $3,300 $3,200 $3,500
Printing $1,653 $2,000 $2,000 $1,600 $2,000
Communications Expense $717 $105 $450 $490 $550
Meeting Expense $71 $400 $300 $175 $300
Bank Charges $1,917 $2,500 $2,500 $2,500 $2,500
TOTAL $11,552 $15,455 $15,200 $11,465 $15,600
CAPITAL EXPENDITURES
Capital Outlay - Furniture/Equipment $0 $0 $0 $0 $0
TOTAL $0 $0 $0 $0 $0
TOTAL EXPENDITURES $340,291 $363,655 $379,320 $384,285 $394,490
63
01 - General Fund
050 - General and Administrative
Department
Total Budgeted Expenditures $1,108,820
64
Mission Statement
The Administration Department is dedicated to serving the citizens of Fountain Hills by
providing accurate and current information on Council legislation and administrative ac-
tions; supporting the Town of Fountain Hills and its departments; providing for the delivery
of comprehensive financial services to internal and external customers; protecting the in-
tegrity of Town assets; maintaining Town facilities; and delivering the finest municipal ser-
vices to ensure the highest quality of life for Fountain Hills’ residents.
Department/Division Description
There are five budgetary divisions within the Administration Department that provide ad-
ministrative services for the Town government – Administration, Public Information, Infor-
mation Technology, Economic/Downtown Development and Operational and Community
Support. The Administration division includes expenses of the Town Clerk, Town Manager,
Finance and Human Resources. The Information Technology division includes expenses
relating to computers, network, software, telephone and public information (Channel 11
and web). The Operational Support division was created in FY05 -06 to segregate the non-
departmental expenditures that had previously been included with the Administration De-
partment budget. This division accounts for expenses that apply to all functions of the
Town government such as legal fees, annual financial audit, liability insurance, sales tax
refunds and community benefit programs. The Public Information Division is a new divi-
sion in the Town that began in the last quarter of FY2006/2007. The Economic/Downtown
Development division is included in the Excise Tax budget as a separate fund with reve-
nues from the dedicated local sales tax.
Performance Standards
Issue business licenses within 10 working days
Facilitate the public’s access to Town legislation and ensure preservation of legal docu-
ments
Conduct elections in accordance with current state law and facilitate the public's ability to
vote
Update the Town Code to reflect legislation enacted by the Council within 30 days
Maintain the Town’s ―Certificate of Achievement for Excellence in Financial Reporting‖
Maintain the Town’s ―Distinguished Budget Presentation Award‖
Maintain the Town’s current Aa3 bond rating
Provide a comprehensive personnel program based on merit principles administered in
compliance with applicable local, state, and federal laws
Administer and coordinate all employee-related programs and benefits
Zero employee grievances
65
FY 2007–2008 Accomplishments
Informed Fountain Hills residents of the projected long-term revenue gap
Developed financial implementation plan for strategic priorities
Presented revenue shortfall plan to the voters
Awarded the Government Finance Officers Association award for FY2006-07 Comprehen-
sive Annual Financial Report
Awarded the Government Finance Officers Association award for the FY2007-08 Annual
Budget
―Making the Grade: The Valley’s 2008 Environmental Report Card,‖ graded by the non-
profit organization Valley Forward, shows Fountain Hills improving in three out of four
categories. The largest improvement, ―Land Use,‖ moved up three letter grades. In the ―Air‖
category, the Town jumped two letter grades. The Town improved a full letter grade in
―Water‖ use.
FY 2008-2009 Objectives
Restructure financial policies for fiscal efficiency by:
Creating a rainy day fund policy
Identify funding source(s) for rainy day fund
Create an action plan that stabilizes revenues during economic downturns
Upgrade Town’s investment in municipal software to integrate all programs and activities
and provide better access for the public to obtain information on Town finances
Expand sales tax audit program to capture revenue leakage
Update Town Code
Honor the many residents who provide volunteer services to the Town
DESCRIPTION FY 2005-06
ACTUAL
FY 2006-07
ACTUAL
FY 2007-08
ESTIMATE
FY 2008-09
PROPOSED
Awarded GFOA Yes Yes Yes Yes
Awarded GFOA Finan-
cial Reporting Award Yes Yes Yes Yes
General Obligation
Bond Rating Aa3 Aa3 Aa3 Aa3
Debt per Capita $411 $392 $392 $352
Sales Tax Audits
Complete 6 2 2 25
Collections from Audit $522,630 $54,355 $45,000 $85,000
Employee Grievances 0 0 0 0
66
Budget Highlights
$829,200 Salaries and benefits for the Town Manager, Assistant to the Town Manager,
Town Clerk, Human Resources Administrator, Finance Director, Volunteer Co-
ordinator and support staff. There are no additional staffing requests for FY09
$170,455 $90,000 for the full cost of the Special Transportation Services medical trans-
port for residents who are seniors, low income or disabled. This service was
previously partially funded through Local Transportation Assistance Funds
(LTAF II), however, the future distribution of these funds to cities and towns is
unknown
$42,000 includes expanding the scope of work for the Town’s outside sales tax
auditor to include art fairs, residential rentals and transient businesses
$12,000 to update the Town code for inconsistencies and old references
$8,600 for outside payroll service
$7,800 for outside transcription service
$2,050 for Town participation with Maricopa County Department of Emer-
gency Management for emergency preparedness.
$109,165 $44,450 for various association memberships, dues and subscriptions:
League of Arizona Cities and Towns $13,620
Greater Phoenix Economic Council $ 9,960
Maricopa Association of Governments $ 4,200
ICMA, ACMA, National League of Cities $ 4,229
Valley Forward, Innovations Group, . $ 2,850
GFOA, APA, ACMA, IIMC, etc $ 9,591
$18,900 for professional certification training, tuition reimbursement, election
training and annual Director retreat
$10,540 for routine office supplies including toner for printers, volunteer
badges and appreciation gifts
$9,505 for staff to attend the AMCA and ACMA conferences, Clerks regional
conference, East Valley Managers Luncheon co-hosted with Scottsdale
$6,300 for volunteer recognition program, serendipity event and holiday float
$7,581 for printing costs for checks, forms, envelopes and letterhead
$5,300 reimbursement for travel, one-on-one Manager meetings and commu-
nity meetings
$3,089 for telecommunication costs for management cell phones
67
ADMINISTRATION
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $7,706 $1,051 $2,000 $1,000 $2,000
Wages and Salaries $775,065 $748,349 $641,300 $740,000 $680,300
Employer FICA Expense $17,073 $16,000 $14,500 $17,000 $15,100
Unemployment Insurance Expense $1,373 $900 $800 $800 $800
Employee's Health Insurance $46,496 $54,400 $57,500 $57,500 $50,200
Employee's Life Insurance $2,351 $2,900 $1,800 $1,800 $1,900
Employee's Dental Insurance $5,705 $5,300 $3,900 $3,900 $4,800
Employee Vision Insurance $611 $800 $700 $700 $900
Worker Compensation Insurance $11,945 $3,800 $3,300 $2,500 $2,000
Employee's Retirement Expense $75,920 $77,000 $61,900 $73,500 $67,900
Disability Insurance $2,821 $3,500 $3,300 $3,300 $3,300
TOTAL $947,066 $914,000 $791,000 $902,000 $829,200
CONTRACT SERVICES
Professional Fees $107,908 $53,760 $72,700 $46,000 $78,405
Special Programs - RPTA $2,706 $14,000 $22,500 $22,500 $90,000
Emergency Management $1,653 $1,655 $2,050 $2,050 $2,050
TOTAL $112,267 $69,415 $97,250 $70,550 $170,455
REPAIRS & MAINTENANCE:
Vehicle Maintenance $76 $1,250 $500 $310 $0
Office Equipment Repairs $11,830 $8,000 $12,800 $12,800 $0
TOTAL $11,906 $9,250 $13,300 $13,110 $0
SUPPLIES & SERVICES:
Advertising, Promotion & Events $0 $0 $0 $1,000 $6,300
Conferences $17,778 $9,860 $13,445 $2,149 $9,505
Continuing Education $8,359 $12,200 $15,800 $8,000 $18,900
Dues & Publications $38,919 $33,297 $40,700 $40,000 $44,450
Gas & Oil Expense $4,843 $3,130 $2,475 $2,100 $3,500
Office Supplies $59,758 $27,078 $36,885 $35,000 $10,540
Printing $5,484 $7,625 $7,900 $2,800 $7,581
Communications Expense $30,284 $0 $0 $1,000 $3,089
Meeting Expense $11,008 $3,900 $5,100 $5,000 $5,300
TOTAL $176,434 $97,090 $122,305 $97,049 $109,165
TOTAL EXPENDITURES $1,247,672 $1,089,755 $1,023,855 $1,082,709 $1,108,820
68
69
01 - General Fund
050 - General and Administrative
Department
105 - Operational Support Program
Total Budgeted Expenditures $1,216,647
70
Operational & Community Support Division
This division was created in FY05-06 to include expenses previously included within the
Administration Department that are applicable to all functions of the Town government.
The types of expenses included within this division are overhead type costs and represents
7.5% of the General Fund budget.
$822,607 $28,107 for General Fund portion of annual outside audit
$339,500 for General Fund portion of Town Prosecutor, Public Defender, Town
Attorney and other outside counsel as may be required
$100,000 second year of three year contract for youth services
$40,000 second year of three year contract for social services
$125,000 second year of three year contract for tourism
$ 60,000 other tourism promotion activities or contracts
$130,000 second year of three year contract for youth arts
$18,440 Maintenance costs for Town reproduction equipment
$375,600 $17,750 for publishing of ordinances in newspaper, employee service awards
$318,400 for general fund portion of Town liability insurance including
$10,000 deductible
$28,600 for general office supplies, copy paper and postage
OPERATIONAL & COMMUNITY SUPPORT
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
CONTRACT SERVICES
Accounting Fees $21,868 $15,400 $27,300 $20,000 $28,107
Legal Fees $405,573 $347,000 $369,500 $350,000 $339,500
Youth Services $160,000 $100,000 $100,000 $100,000 $100,000
Social Services $50,000 $50,000 $36,000 $36,000 $40,000
Tourism $125,000 $125,000 $150,000 $150,000 $185,000
Youth Arts $0 $50,000 $125,000 $125,000 $130,000
Sales Tax Rebates $183,339 $400,000 $0 $0 $0
TOTAL $945,780 $1,087,400 $807,800 $781,000 $822,607
REPAIRS & MAINTENANCE:
Equipment Repairs & Maintenance $67,177 $0 $0 $0 $18,440
TOTAL $67,177 $0 $0 $0 $18,440
SUPPLIES & SERVICES:
Advertising/Signage $9,173 $13,950 $17,500 $6,500 $17,750
Electricity Expense $138,482 $0 $0 $0 $0
Liability Insurance $263,182 $340,050 $323,650 $350,000 $318,400
Office Supplies $0 $0 $0 $0 $10,560
Postage $23,422 $27,340 $14,000 $18,000 $18,040
Rent Expense $18,539 $0 $0 $0 $0
Water/Sewer $13,113 $0 $0 $0 $0
Bank Charges $8,356 $6,992 $9,400 $16,000 $10,850
TOTAL $474,267 $388,332 $364,550 $390,500 $375,600
TOTAL EXPENDITURES $1,487,223 $1,475,732 $1,172,350 $1,171,500 $1,216,647
71
01 - General Fund
050 - General and Administrative
Department
101 - Information Technology Program
Total Budgeted Expenditures $581,181
72
Mission Statement
The mission of the Information Technology Division is to work in partnership with Town
staff, facilitating their use of computing, telephone, and network technologies. The division
also endeavors to provide excellent information technology, internal and external customer
support, and resources to enable and encourage staff to effectively use technology to
achieve Town-wide missions and strategic goals.
Department/Division Description
Information Technology (I/T Division) functions are incorporated within the Administration
Department but the appropriation is shown separately to highlight the total investment in
technology. Responsibilities include all aspects of Information Technology: computers, the
Internet, Town website, local and wide-area networks, inter-networking, voice and data
communications systems, and cablecast technologies (Channel 11). All hardware and soft-
ware requests in this section are based on departmental requests.
Performance Standards
Coordinate and implement technology related purchases and processes Town-wide
Expand and enhance internal training programs
Act as technology consultant and coordinator for Town departments to aid in identification,
selection, and implementation of technology driven or assisted needs
Develop enterprise-wide technology architecture to drive standards that enable information
sharing and maximize return on technology investments
Provide strategic I/T services and serve as an enabler to improve the delivery of Town ser-
vices and improve the efficiency, productivity, and financial performance of Town opera-
tions
FY 2007–2008 Accomplishments
Maintained an estimated 98% uptime for the Town's data and voice networks.
Installed a robotic camera system in the Council Chambers for videotaping meetings. The
new equipment provides multiple camera views for improved coverage during meetings, im-
proved graphics, and future capacity to broadcast live meetings on Channel 11.
Incorporated a standalone email archiving device into the Town's data network to maintain
compliance with the State's record retention schedule and improve email server perform-
ance as well as improve response time to requests for public information.
Switched Internet service providers from Arizona State Aspin network to Cox Communica-
tions fiber optic internet service. The Town now utilizes a scalable optical Internet connec-
tion.
Council meetings are broadcast live through the Town’s website and available for replay.
73
FY 2008-2009 Objectives
Broadcast live Town Council meetings on Channel 11 and Internet.
Update the Town's IT strategic plan to provide better citizen access to Town information
Implement quarterly workstation maintenance schedules to improve reliability and produc-
tivity.
Reduce the number of spam emails received by town workstations through proactive moni-
toring of email trends and usage.
Performance Indicators
Budget Highlights
$91,906 Salaries and benefits for the Information Technology Coordinator and part-
time IT HelpDesk assistance
$3,000 Professional services for modifications to Town servers
$79,699 $20,000 annual support for Active Software (recreation, community center
and seniors)
$20,000 for routine repairs and maintenance on approximately 85 computer
workstations and laptops
$9,000 for annual maintenance on AutoDesk (CAD software)
$7,000 for scheduled replacement of two servers (Town has 18 total)
$5,000 for Diskeeper annual maintenance
$3,500 for Cartegraph Software maintenance and upgrades (sign and pave
ment management)
$2,500 for Channel 11 equipment upgrade
$2,700 for vehicle maintenance and accident diagramming software
DESCRIPTION FY 2005-06
ACTUAL
FY 2006-07
ACTUAL
FY 2007-08
ESTIMATE
FY 2008-09
PROPOSED
HelpDesk Work Or-
ders 1,373 1,362 1,500 1,450
Number of Net-
work Servers 15 19 19 20
Number of Work-
stations 65 70 75 85
Estimated Network
Uptime N/A 95% 98% 99%
Supported Cell
Phones 50 52 56 58
Spam Emails
Blocked N/A 900,000 ±
5% 1,500,000 1,750,000
74
$72,975 $42,225 for costs of telephone and mobile data service
$17,700 annual cost of internet service provider
$7,290 annual cost for subscription to hosted Code Enforcement software
$3,600 for professional certification training for staff
$133,601 $82,701 for municipal software licensing
$14,000 for eCivis grant software
$28,000 for scheduled replacement of one fourth of Town staff workstations
(20 computers)
$7,500 for fax server hardware and software
$1,400 additional laptop computer for staff use
$200,000 Transfer to the Capital Improvement Projects fund for Upgrade Town’s invest
ment in municipal software, integrating all programs and activities to pro
vide better access to information on Town finances and activities
75
INFORMATION TECHNOLOGY
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $0 $0 $0 $0 $0
Wages and Salaries $0 $0 $50,902 $64,000 $71,600
Employer FICA Expense $0 $0 $740 $1,700 $2,080
Unemployment Insurance Expense $0 $0 $70 $70 $165
Employee's Health Insurance $0 $0 $5,628 $4,955 $8,366
Employee's Life Insurance $0 $0 $168 $151 $234
Employee's Dental Insurance $0 $0 $389 $365 $851
Employee Vision Insurance $0 $0 $65 $60 $168
Worker Compensation Insurance $0 $0 $257 $150 $191
Employee's Retirement Expense $0 $0 $5,598 $5,600 $7,876
Disability Insurance $0 $0 $255 $240 $376
TOTAL $0 $0 $64,072 $77,291 $91,906
CONTRACT SERVICES
Professional/Outside Services $5,865 $4,800 $49,250 $51,550 $3,000
Constituent Communications $24,924 $82,300 $0 $0 $0
TOTAL $30,789 $87,100 $49,250 $51,550 $3,000
REPAIRS & MAINTENANCE:
Computer Repairs & Maintenance $96,878 $68,100 $68,200 $58,000 $79,699
TOTAL $96,878 $68,100 $68,200 $58,000 $79,699
SUPPLIES & SERVICES:
Conferences $265 $4,400 $0 $495 $500
Continuing Education $0 $3,000 $3,600 $1,200 $3,600
Dues & Publications $6,892 $13,200 $14,340 $10,800 $7,290
Office Supplies $3,889 $2,250 $6,000 $1,450 $1,100
Printing $0 $15,000 $0 $0 $0
Communications Expense $49,824 $68,983 $69,518 $60,000 $60,485
TOTAL $60,870 $106,833 $93,458 $73,945 $72,975
CAPITAL EXPENDITURES
Capital Outlay - Equipment $69,257 $3,000 $0 $0 $0
Capital Outlay - Computers $56,147 $22,100 $38,700 $35,000 $32,400
Capital Outlay - Software $16,265 $135,000 $206,800 $200,000 $101,201
Capital Outlay - Communications $0 $12,000 $125,000 $125,000 $0
TOTAL CAPITAL EXPENDITURES $141,668 $172,100 $370,500 $360,000 $133,601
Transfer to CIP $0 $0 $0 $0 $200,000
TOTAL $0 $0 $0 $0 $200,000
TOTAL EXPENDITURES $330,206 $434,133 $645,480 $620,786 $581,181
76
77
01 - General Fund
050 - General and Administrative
Department
108 - Public Information Division
Total Budgeted Expenditure $201,633
78
Mission Statement
The Public Information Division is a new division created in the last quarter of
FY2006/2007. The mission of the Public Information Division is to work in partnership
with Town staff to facilitate external communication with the media and residents on Town
Services and Town accomplishments. It has the resources to enable and encourage staff to
effectively use information dissemination to communicate Town-wide missions and strate-
gic goals. The division also endeavors to sustain the public trust through open and re-
sponsive government.
Department/Division Description
The Public Information Division functions are incorporated within the Administration De-
partment, but the appropriation is shown separately to highlight the total investment in
communication. Responsibilities include all aspects of communication: media relations,
Town website content, resident communications such as the Manager’s Memo, Channel 11
programming, maintenance of the Town brand and maintenance of the Town kiosks.
Performance Standards
Two videos to be completed about Fountain Hills for Channel 11.
Streamline Town communications.
FY 2007–2008 Accomplishments
Creation of a consistent Town brand
New website designed and built
Manager’s Memo created
Strengthened relationships with other municipalities, agencies and the legislature
Implementation of a Low Water Landscape Education campaign
Implementation of SPAC Outreach plan
Creation of nine Town kiosks
FY 2008-2009 Objectives
Assist in training staff and the public on the new Town website, including: easy naviga-
tion, E-Government applications, online payments. And links to partner sites.
Coordinate the Town communications system into a centralized communications system
rather that a decentralized department system
Assist and coordinate communication efforts to a broader demographic of the public on
Town projects, services and programs
Improve internal staff and Council communications by providing weekly updates
Demonstrate the value of the Town to local and statewide civic and service organizations
79
Oversight of the Town’s communication plan
Respond to media inquiries within 24 hours
Offer three positive Town stories a month to the media
Budget Highlights
$85,334 Salaries and benefits for the Public Information Office
$90,100 $4,600 for promotion of five Town events
$68,500 to produce two videos for Channel 11, printing and design of
Community newsletter
$17,000 for professional services for low-water landscape contract, photo
inventory and electronic storage of media clippings
$26,199 Bulk mail postage for newsletter, professional memberships, office supplies,
conferences and subscription costs.
80
PUBLIC INFORMATION
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $0 $0 $0 $0 $0
Wages and Salaries $0 $0 $54,716 $60,450 $71,059
Employer FICA Expense $0 $0 $800 $900 $1,040
Unemployment Insurance Expense $0 $0 $70 $90 $63
Employee's Health Insurance $0 $0 $5,628 $4,200 $4,119
Employee's Life Insurance $0 $0 $181 $153 $224
Employee's Dental Insurance $0 $0 $389 $330 $393
Employee Vision Insurance $0 $0 $65 $48 $63
Worker Compensation Insurance $0 $0 $69 $125 $198
Employee's Retirement Expense $0 $0 $6,019 $6,600 $7,817
Disability Insurance $0 $0 $275 $250 $357
TOTAL $0 $0 $68,212 $73,146 $85,334
CONTRACT SERVICES
Professional/Outside Services $0 $0 $67,545 $65,000 $17,000
Community Events & Programs $0 $0 $0 $0 $4,600
Constituent Communications $0 $0 $57,700 $57,700 $68,500
TOTAL $0 $0 $125,245 $122,700 $90,100
SUPPLIES & SERVICES:
Advertising $0 $0 $4,000 $4,000 $1,200
Conferences $0 $0 $4,365 $1,500 $1,174
Continuing Education $0 $0 $3,120 $0 $1,020
Dues & Publications $0 $0 $3,900 $1,500 $3,260
Office Supplies $0 $0 $1,900 $750 $1,700
Postage $0 $0 $10,500 $7,000 $14,000
Printing $0 $0 $2,100 $1,500 $2,100
Communications Expense $0 $0 $0 $800 $1,125
Meeting Expense $0 $0 $0 $500 $620
TOTAL $0 $0 $29,885 $17,550 $26,199
CAPITAL EXPENDITURES
Capital Outlay - Equipment $0 $0 $0 $4,661 $0
TOTAL CAPITAL EXPENDITURES $0 $0 $0 $4,661 $0
TOTAL EXPENDITURES $0 $0 $223,342 $218,057 $201,633
81
09 - Excise Tax Fund
050 - General and Administrative
Department
822 - Economic/
Downtown Development
Total Budgeted Expenditure $191,835
82
Mission Statement
The mission of the Economic/Downtown Development Program is two-fold: 1) to work in
partnership with retail developers, leasing agents and business owners/managers to bring
new business into Fountain Hills and 2) to enhance business vitality for existing busi-
nesses in Fountain Hills through downtown improvements and a business vitality program.
The program coordinator endeavors to act as an ombudsman between the Town and the
business community by providing excellent communication between these two groups and
assisting business with the development process. The program coordinator also supports
the business community by encouraging events and activities in the downtown.
Division Description
The Economic/Downtown Development Program functions are incorporated within the Ad-
ministration Department but the appropriation is shown separately to highlight the total
investment in economic development. Responsibilities include facilitation of business at-
traction and recruitment, business retention, downtown development, small business de-
velopment, business education and redevelopment and reuse.
Performance Standards
Continue to evaluate and improve the efficiency, accuracy, expediency and coordination of
the planning, engineering and building review process for commercial developments.
Encourage and support small business education classes and seminars.
Act as an ombudsman for businesses to assist with communication of Town regulations
and to assist with the development process.
Support existing businesses by implementing business retention strategies.
Communicate efforts with other municipalities and economic development agencies.
Build and maintain relationships with other municipalities and economic development
agencies.
Evaluate and implement technology led strategies that would improve the delivery of eco-
nomic development services.
FY 2007–2008 Accomplishments
Facilitation of the Fountain Hills Plaza (Bashas’ Plaza) devevelopment planning
Implementation of a business retention program.
Coordination of the review process between economic development, planning, engineering
and building departments.
Partnership with the Chamber of Commerce on growing the Business Vitality Advisory
Council and economic development planning.
Facilitation of the south side of the Ave of the Fountains development team to address in-
quiries and plan discusions.
FY 2008-2009 Objectives
Assist in coordinating more events in the downtown area.
Expand the business retention program.
83
Hold two economic development visioning sessions with stakeholders in the community.
Enhance the business environment in the Downtown area through Main Street program
coordination.
Work with the Chamber of Commerce on the Business Vitality Advisory Council’sPlan.
Facilitate the process of establishing downtown way finding signs on Shea Boulevard.
Continue to facilitate south side of the Ave of the Fountains development inquiries and dis-
cussions.
Excise Tax – Special Revenue
In November, 2000, the Town Council passed Ordinance 00-12 dedicating a portion of local
sales tax collected (excise tax) to downtown development. The funds are to be used to at-
tract and retain business in the downtown area; expenditures include 50% of the salary
and benefits of the Town’s Assistant to the Town Manager.
Budget Highlights
$47,570 Salary and benefits for economic development work (50%), remainder is
funded through General Fund
$49,000 $38,000 for downtown holiday lighting on medians
$6,000 for promoting downtown events and business activities, business
showcase
$5,000 contract for material for business recruitment
$82,265 $62,830 downtown signs and banners, wayfinder signs and downtown kiosks
$8,260 for business appreciation events, grand openings, Main Street
meetings, business meetings
$10,000 new speakers and wiring on downtown light poles
$3,000 Transfer to General Fund to support downtown events
84
EXCISE TAX - DOWNTOWN DEV FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
REVENUES:
Downtown Development (.1%)458,190 486,877 314,281 314,281 295,859
General Fund Transfer $0
TOTAL REVENUES $458,190 $486,877 $314,281 $314,281 $295,859
EXPENDITURES:
SALARIES & BENEFITS:
Wages 38,275 $37,465 35,500 21,051 39,800
FICA 555 $544 530 307 590
Unemployment Insurance 79 $42 40 0 30
Employee's Health Insurance 3,422 $3,819 2,810 1,672 2,060
Employee's Life Insurance 142 $132 110 65 130
Employee's Dental Insurance 332 $289 190 115 200
Employee's Eye Insurance 60 $60 30 18 30
Worker's Compensation Insurance 181 $148 140 171 140
Employee's Retirement Fund 4,210 $4,123 3,900 2,396 4,380
Disability Insurance 183 $178 180 105 210
TOTAL SALARIES/BENEFITS $47,439 $46,800 $43,430 $25,900 $47,570
CONTRACT SERVICES
Professional Fees 31,630 $32,990 101,000 0 5,000
Community Events 0 0 0 0 6,000
Holiday Lighting 0 0 0 29,000 38,000
Sales Tax Rebate 4,905 0 0 0 0
TOTAL CONTRACT SERVICES $36,535 $32,990 $101,000 $29,000 $49,000
SUPPLIES & SERVICES
Advertising/Signage 0 27,824 15,850 1,500 62,830
Conferences 1,751 8,087 5,600 7,400 530
Education/Training 2,047 383 5,040 0 4,830
Dues/Publications 767 1,418 1,620 2,345 1,995
Office Supplies 947 1,826 250 114 200
Printing 1,794 1,060 2,100 0 2,120
Communication 588 1,178 530 725 1,500
Meetings/Travel 442 2,631 7,700 1,300 8,260
TOTAL $8,336 $44,407 $38,690 $13,384 $82,265
CAPITAL EXPENDITURES
Capital Outlay 800,000 400,860 15,000 0 10,000
TOTAL CAPITAL EXPENDITURES $800,000 $400,860 $15,000 $0 $10,000
Transfers $3,000
TOTAL EXPENDITURES $892,310 $525,057 $198,120 $68,284 $191,835
85
01 - General Fund
061 - Public Works Department
Total Budgeted Expenditures $1,305,208
86
Mission Statement
The Public Works Department’s mission is to express and enhance the beauty, value, and
quality of the environment by operating and maintaining public grounds, dams, medians,
natural washes and open space, as well as protecting the health, safety, and well being of
the public by assuring properly designed and constructed infrastructure, correct property
transfers, quality mapping, and excellent customer service.
Department/Division 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
Theatre buildings, and the street yard.
Engineering processes, reviews, permits and inspects encroachment permits, including
subdivision plans, ―off-site‖ improvement plans and utility cuts. Engineering supports
Building Safety by reviewing and inspecting site work plans for building permits. Engineer-
ing also supports the Planning Division by technical review of area specific plans, rezon-
ings, preliminary plats, special use permits and other land use matters. Public Works is
responsible for all right-of-way capital projects including streets, traffic, drainage and land-
scaping, and it provides technical support for park and building projects. It provides pro-
ject planning, design and drafting (or design contract management and plan review), con-
struction inspection and contract administration. The Engineering Division also handles
all street related construction maintenance contracts, including their design, layout and
inspection.
Performance Standards
All requested plan reviews (1st submittal) shall be processed within 20 working days. (#1
Performance Indicator)
All requested utility encroachment permits shall be processed within 5 working days. (#2
Performance Indicator)
All requested easement abandonment requests shall be processed within 35 working days.
(#3 Performance Indicator)
FY 2007–2008 Accomplishments
Submitted the Stormwater Management Plan to Arizona Department of Environmental
Quality (ADEQ) and the Environmental Protection Agency (EPA) for municipal stormwater
discharges.
Fulfill the first six requirements of the Stormwater Management Plan as required by ADEQ
and EPA.
Continued the wash management program at various locations where fire hazards existed.
Completed pedestrian safety study in connection with the Strategic Plan goal.
87
Reviewed site plans for building permits, subdivision preliminary plats and condo replats.
(#1 Performance Indicator)
Reviewed, permitted and inspected utility permit requests. (#2 Performance Indicator)
Reviewed and processed easement and right-of-way abandonments and acquisitions. (#3
Performance Indicator)
Completed Pavement Management analysis and presented to Town Council
FY 2008-2009 Objectives
Provide wash management at urgent and moderate fire hazard areas in coordination with
the Fire Department requests.
Provide capital project planning, design and construction consistent with the budget.
Performance Indicators
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
#1 Performance Indicator 90% 90% 90% 90%
#2 Performance Indicator 90% 90% 85% 90%
#3 Performance Indicator 80% 80% 85% 90%
88
Budget Highlights
$667,370 Salaries and benefits includes engineering staff, median, wash and dam
maintenance staff, and facilities staff
$73,950 $13,750 annual environmental assessment for ADOT and/or CIP projects
$15,800 to inventory and add to GIS system all Town owned trees
$19,400 for the bi-annual Pavement Management Program update
$25,000 consulting contract for stormwater program testing mandates
$435,908 $227,645 for landscape maintenance contract for medians, palm tree trim
ming and skinning, median fountain maintenance
$90,830 for wash cleanup (see map on pg 94), bridge inspections, and
dam inspections and cleanup
$20,283 for mowing, fertilizing, mulch and overseed of turf
$17,656 for annual palm tree trimming and skinning
$13,600 post emergent spraying
$11,570 for bridge inspections and maintenance on six (6) dams
$11,424 for maintenance of fountains on medians
$10,750 for revegetation, tree trimming
$7,600 for miscellaneous irrigation parts and repairs
$4,550 for backflow testing and operations
$20,000 to automate the gate on Technology Drive
$105,105 $71,000 utilities for median irrigation and water features
$11,800 for fuel for six (6) Public Works vehicles
$5,340 professional memberships, publications and conferences, stormwater
management training
$12,875 Vehicle depreciation for transfer to vehicle replacement fund (VRF)
89
PUBLIC WORKS FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $6,092 $4,581 $4,750 $2,200 $2,241
Wages $408,559 $501,619 $517,950 $482,000 $516,759
FICA $5,823 $7,380 $7,640 $7,000 $7,580
Unemployment Insurance $510 $480 $560 $560 $500
Employee's Health Insurance $44,029 $59,430 $65,560 $72,000 $64,980
Employee's Life Insurance $1,318 $2,070 $1,640 $13,000 $1,630
Employee's Dental Insurance $4,320 $5,450 $4,800 $4,850 $4,840
Employee's Vision Insurance $553 $760 $750 $750 $950
Worker's Compensation Insurance $10,757 $13,600 $14,210 $10,000 $8,060
Employee's Retirement Fund $45,550 $55,680 $57,500 $55,000 $57,100
Recruitment Costs $0 $0 $0 $0 $0
Disability Insurance $2,029 $2,510 $2,620 $2,500 $2,730
TOTAL $529,540 $653,560 $677,980 $649,860 $667,370
CONTRACT SERVICES
Contractual Services $500 $1,000 $17,500 $15,000 $48,950
Engineering Fees $27,226 $161,562 $784,965 $467,000 $25,000
TOTAL $27,726 $162,562 $802,465 $482,000 $73,950
REPAIRS & MAINTENANCE:
Vehicle Repair & Maint.$3,545 $3,600 $3,000 $3,000 $2,100
Equipment Repair & Maintenance $0 $0 $0 $0 $20,000
Mowing/Landscape Maintenance $266,750 $312,743 $326,800 $326,800 $296,008
Wash Maintenance $141,431 $158,622 $164,590 $145,000 $117,800
TOTAL $411,726 $474,965 $494,390 $474,800 $435,908
SUPPLIES & SERVICES:
Advertising $1,378 $650 $500 $250 $250
Conferences $1,833 $1,950 $6,400 $6,000 $5,340
Education/Training $195 $1,000 $1,000 $715 $1,550
Dues & Publications $1,394 $2,545 $2,640 $2,406 $3,040
Electricity $2,944 $12,420 $14,000 $15,400 $16,500
Gas & Oil $7,603 $8,520 $7,100 $11,800 $11,800
Office Supplies $2,389 $3,000 $3,000 $3,000 $3,600
Tools, Shop Supplies $1,155 $550 $500 $100 $1,000
Printing $1,681 $1,000 $5,665 $100 $2,600
Communications Expense $2,958 $3,360 $3,600 $3,400 $3,600
Water/Sewer $43,680 $52,000 $46,500 $54,000 $54,500
Travel $711 $500 $1,000 $680 $500
Uniforms $605 $1,825 $1,225 $0 $825
Bank Charges $0 $0 $0 $0 $0
TOTAL $68,527 $89,320 $93,130 $97,851 $105,105
CAPITAL EXPENDITURES
Capital Outlay - Vehicles $29,275 $33,000 $33,000 $0 $0
TOTAL CAPITAL EXPENDITURES $29,275 $33,000 $33,000 $0 $0
Transfer to VRF $0 $0 $0 $0 $12,875
$0 $0 $0 $0 $12,875
TOTAL EXPENDITURES $1,066,794 $1,413,407 $2,100,965 $1,704,511 $1,295,208
90
91
01 - General Fund
061 - Public Works Department
110 - Facilities Maintenance Program
Total Budgeted Expenditures $523,150
92
Mission Statement
Maintain all Town Facilities in a manner that provides a safe, healthy and secure environ-
ment for staff and our visiting public.
Department/Division Description
Facilities Maintenance is a new division of Public Works created in FY2006 -07 with respon-
sibility for the maintenance and repair of twelve Town owned buildings totaling 116,187
square feet. The Facilities Department is responsible for all Capital Improvement Projects
related to Town Facilities such as new buildings, major renovations and new programs with
expenditures of $50,000 or more. Responsibilities also include managing the Town fleet
fuel program, waste collection and recycling. Manages a sophisticated software HVAC op-
eration system for the Civic Center buildings, charged with implementing ADA (Americans
with Disabilities Act) upgrades, policies, and review of projects with ADA issues. Conduct
periodic public auctions in the disposal of Town property surplus, work in partnership with
the Town Clerk managing the "Arizona Records Reduction Act" assuring proper record
keeping and scheduling commercial shredding.
Performance Standards
Respond to all conditions on Town owned property negatively affecting health and safety to
staff and the public with the highest priority level.
Reply to all work requests submitted with acknowledgment and provide a schedule for
completion within 24 hours.
Stay on schedule with periodic preventive maintenance tasks (HVAC filter change, motor
belts, lubrications etc.)
Conduct scheduled fire safety equipment inspections monthly.
Conduct monthly elevator operation inspection.
Maintain a high level of custodial care at Town Hall and the Library daily.
Exercise a high level of safety conscientiousness when performing risky maintenance tasks.
Manage the completion of Capital Expenditure and Capital Improvement projects in a
timely manner.
Communicate and schedule all projects and repairs with staff affecting their operations in
advance.
FY 2007–2008 Accomplishments
Provided pavement to front driveway of Fire Station #1.
Finished shell space in Room 109 of Town Hall for work shop and storage.
Completed re-painting of Civic Center buildings along with shade awnings upgrades.
Managed Town Hall water and art feature installation to completion.
93
Completed several art installation projects on Town Hall property.
Installed new public information boards and mail drop facility at Town Hall.
Provided additional Archiving Storage Space for Town Staff Departments.
Provided Photo Electric Eyes for improved energy conservation throughout Civic Center
parking lot lighting system.
Conducted two public auctions of Town surplus equipment returning proceeds to the Gen-
eral Fund.
FY 2008-2009 Objectives
Complete the Emergency Operation Center project operating out of Town Hall Council
Chamber, coordinated efforts with the Fire Department and Town Information Technology
Division.
A complete renovation of Fire Station #1 main restroom and showers.
Install a motorized gate opening system for the very cumbersome yard gate at the rear of
the Community Center.
Repair roof structure at Town owned Kiwanis and Community Theater Buildings.
Initiate and manage Design Build process for a new Fire Station #2 working closely with
Fire Department Chief Operations Officer.
Work with Civic Organizations to design and construct an events circle between the Com-
munity Center and Library buildings.
Description FY 2005-06
Actual
FY 2006-
07 Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
In house Custodial
maintenance N/A 90% 90% 95%
Work request re-
sponse N/A 85% 80% 90%
Preventive Mainte-
nance N/A 88% 85% 88%
Emergency re-
sponse N/A 98% 98% 98%
Safety Inspections N/A 99% 98% 99%
On time perform-
ance evaluation N/A 98% 98% 98%
94
Budget Highlights
$181,671 Staff includes one Facilities Supervisor, one F/T Maintenance Technician and
three P/T custodial maintenance staff for Town Hall and Library/Museum
$96,984 $19,300 for service/maintenance agreements for heating/cooling and fire
sprinkler maintenance and testing for eleven Town buildings
$16,000 in custodial maintenance supplies
$24,634 for service/repairs to fire station apparatus bay doors, backup genera
tors
$25,000 installation of art sculptures donated by the Fountain Hills Cultural
and Civic Association
$10,000 for Holiday lighting on Town buildings
$161,963 $154,307 utilities for Civic Center and Kiwanis buildings
$82,532 $46,000 for roof improvements for Kiwanis and Community Theater buildings
$26,061 for renovation of restroom and showers for Fire Station #1
$9,000 for motorized gate behind Community Center
$1,471 transfer to Vehicle Replacement Fund
95
FACILITIES MAINTENANCE
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $0 $2,610 $2,179 $3,600 $1,185
Wages and Salaries $0 $146,090 $144,228 $155,000 $153,873
Employer FICA Expense $0 $4,080 $4,680 $5,000 $5,020
Unemployment Insurance Expense $0 $300 $350 $350 $315
Employee's Health Insurance $0 $0 $0 $100 $0
Employee's Life Insurance $0 $400 $317 $300 $2,342
Employee's Dental Insurance $0 $1,470 $1,208 $1,200 $1,220
Employee Vision Insurance $0 $190 $181 $120 $88
Worker Compensation Insurance $0 $8,350 $8,171 $4,500 $4,882
Employee's Retirement Expense $0 $11,080 $11,335 $11,600 $12,166
Disability Insurance $0 $460 $482 $465 $581
TOTAL $0 $175,030 $173,131 $182,235 $181,671
REPAIRS & MAINTENANCE:
Holiday Lighting $0 $0 $0 $0 $10,000
Vehicle Maintenance $0 $1,250 $1,250 $1,130 $1,250
Building Repairs & Maintenance $0 $65,650 $78,500 $78,500 $84,934
Equipment Repair & Maintenance $0 $0 $0 $0 $800
TOTAL $0 $66,900 $79,750 $79,630 $96,984
SUPPLIES & SERVICES:
Advertising $0 $0 $60 $0 $0
Continuing Education $0 $0 $990 $500 $400
Electricity Expense $0 $128,300 $122,000 $135,000 $138,808
Gas & Oil Expense $0 $1,545 $1,400 $1,400 $1,443
Office Supplies $0 $0 $100 $125 $300
Tools & Equipment $0 $0 $0 $500 $2,412
Communications $0 $0 $1,665 $2,000 $2,220
Water/Sewer/Trash $0 $12,962 $14,000 $15,500 $15,500
Uniforms $0 $1,400 $1,400 $1,400 $880
TOTAL $0 $144,207 $141,615 $156,425 $161,963
CAPITAL EXPENDITURES
Capital Outlay - Improvements $0 $498,700 $283,993 $280,000 $81,061
TOTAL $0 $498,700 $283,993 $280,000 $81,061
Transfer to VRF $0 $0 $0 $0 $1,471
TOTAL $0 $0 $0 $0 $1,471
TOTAL EXPENDITURES $0 $884,837 $678,489 $698,290 $523,150
96
97
02 - Highway Users Fund
071 - Streets and Highways Department
Total Budgeted Expenditures $2,207,284
98
Mission Statement
The Street Division is dedicated to quality customer service by operating, preserving and
maintaining Town-owned roadways and traffic control systems safely and efficiently.
Department/Division Description
The HURF (Highway User Revenue) Fund pays for Street Division personnel and contract
work for street repairs, operations, maintenance and improvements. Major Street 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 Division provides vehicle maintenance services for the entire Town fleet and traffic bar-
ricading for Town approved and sponsored special events. Contracted tasks include con-
struction and renovation of streets, sidewalks, drainage facilities. Contracted major street
maintenance items include concrete curb replacement, asphalt reconstruction, asphalt
overlays, slurry seal and emulsion seal.
Performance Standards
The HURF (Highway User Revenue Fund) pays for Street Division personnel and contract
work for street repairs, operations, maintenance and improvements.
Major Street 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 Division provides vehicle maintenance services for the entire Town fleet and traffic bar-
ricading for Town approved and sponsored special events.
Contracted tasks include construction and renovation of streets, sidewalks, drainage facili-
ties.
Contracted major street maintenance items include concrete curb replacement, asphalt re-
construction, asphalt overlays, slurry seal and emulsion seal
FY 2007–2008 Accomplishments
Major projects and accomplishments included:
Received a grant for a new PM-10 compliant street sweeper.
Installed approximately 200 tons of erosion control at various wash crossings.
Continued Town-wide replacement of all street name signs and support poles.
Stormwater Management Plan requirement by hydro-vacuuming stormwater catch basins.
LED retrofit traffic signals for cost savings, increased reliability and improved visibility.
Barricading and street closures for all special events (600 man-hours total for 4 special
events).
Crack sealing in Sections 15, 22, 23,14 town (approximately 15 miles of streets).
Street patching in town-wide areas – over 220 tons of asphalt and pot hole patching.
Train staff member to become IMSA Level II Traffic Signal Technician.
99
FY 2008-2009 Objectives
Implement program for in-house Traffic Signal maintenance & repair.
Convert one-third of street name signs to larger, higher visibility signs.
Prepare streets in the south central area of town for pavement maintenance activities.
Retrofit two traffic signals to LED signal heads for cost savings, increased reliability, and
improved visibility.
Implement Storm Water Management Plan requirements by increased street sweeping to
minimize road debris runoff.
Performance Indicators
Budget Highlights
$593,055 Salaries and benefits for Street Superintendent, mechanic, two traffic signal
technicians and six street maintenance technicians
$28,735 This represents the streets allocation of legal and audit fees
$350,870 $122,450 for road maintenance including crackseal material, hot mix and
hot tape, guardrail modifications, and replacement barricades and cones.
Also includes $18,000 in dump fees for the street sweeper dirt/brush and
other road maintenance costs.
$114,225 for way finding and street name signs—includes poles and harware
$71,735 includes $35,000 reconstruction of signal and Palisades and Shea
and additional funds for testing signals, maintenance and emergency signal
repairs
$38,460 to maintain and repair Street Department heavy equipment and
vehicles (crack seal machine, tractors, street sweeper and vehicles)
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
Road Stripe 31 24 21 13
Slurry Seal 0 34 30 25
Mill & Overlay 0 0 0 3.1
Traffic Signal LED Retrofit 2 2 2 2
100
$225,290 $100,000 for streets allocation of liability insurance premium
$96,550 for utilities (electricity, fuel, water/sewer and telecommunications)
$8,000 for safety gear and shoes, and uniforms
$7,500 for mechanic tools, shop supplies and truck supplies
$7,850 for professional certifications, dues, training and conferences
$3,100 for dust control permit and CDL (Commercial Drivers License) exams
$1,009,344 $825,000 transfer to Capital Projects Fund for major road improvements
$115,843 transfer to Debt Service fund for annual debt payment
$66,491 transfer to Vehicle Replacement Fund for annual depreciation
$2,000 for a new printer/fax/copier machine
101
STREET DEPARTMENT
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $7,573 $7,401 $6,530 $7,500 $3,464
Wages and Salaries $412,533 $477,844 $405,964 $390,000 $434,724
Employer FICA Expense $6,037 $7,000 $6,040 $6,000 $6,420
Unemployment Insurance Expense $754 $655 $700 $700 $630
Employee's Health Insurance $62,175 $77,212 $61,904 $57,500 $60,946
Employee's Life Insurance $1,578 $1,981 $1,282 $1,154 $1,373
Employee's Dental Insurance $6,120 $7,056 $4,412 $4,400 $4,453
Employee Vision Insurance $754 $960 $723 $700 $827
Worker Compensation Insurance $41,998 $49,771 $50,391 $25,000 $29,717
Employee's Retirement Expense $47,342 $53,377 $45,375 $45,000 $48,201
Disability Insurance $2,208 $2,389 $2,071 $1,800 $2,300
TOTAL $589,071 $685,646 $585,392 $539,754 $593,055
CONTRACT SERVICES
Accounting Fees $5,375 $4,500 $8,465 $8,465 $8,735
Professional Fees $1,321 $10,500 $0 $0 $0
Legal Fees $9,250 $9,250 $18,000 $18,000 $20,000
TOTAL $15,946 $24,250 $26,465 $26,465 $28,735
REPAIRS & MAINTENANCE:
Vehicle Repairs & Maintenance $45,232 $36,330 $36,341 $36,000 $38,460
Road Repair & Maintenance $160,694 $194,231 $243,645 $245,000 $122,450
Equipment Rental $0 $500 $500 $0 $500
Building Repairs & Maintenance $6,199 $7,000 $3,000 $4,000 $3,000
Equipment Repairs & Maintenance $0 $500 $500 $200 $500
Pavement Management $387,380 $1,410,163 $1,193,342 $1,193,342 $0
Traffic Signal Repair & Maintenance $0 $0 $0 $0 $71,735
Street Sign Repair & Maintenance $0 $0 $0 $0 $114,225
TOTAL $599,505 $1,648,724 $1,477,328 $1,478,542 $350,870
SUPPLIES & SERVICES:
Advertising $99 $250 $250 $250 $250
Conferences $3,505 $3,975 $2,000 $400 $2,000
Education/Training $3,375 $3,030 $2,950 $2,000 $2,700
Dues & Publications $4,295 $5,550 $5,150 $3,500 $3,150
License & Permits $0 $0 $0 $0 $3,100
Electricity $21,666 $30,000 $25,000 $36,000 $36,000
Gas & Oil $27,125 $29,300 $35,000 $48,000 $47,450
Liability Insurance $111,870 $108,700 $103,125 $95,000 $100,000
Office Supplies $595 $1,320 $1,820 $1,000 $1,800
Tools, Shop Supplies $6,819 $4,800 $5,050 $5,500 $7,500
Printing $390 $200 $240 $0 $240
Communication Expense $5,029 $5,450 $5,680 $5,680 $5,700
Water/Sewer $4,561 $3,680 $5,435 $7,400 $7,400
Travel $69 $290 $100 $0 $0
Uniforms $8,288 $9,650 $8,000 $8,000 $8,000
TOTAL $197,685 $206,195 $199,800 $212,730 $225,290
CAPITAL OUTLAY
Capital Outlay - Vehicles $36,597 $30,000 $74,000 $59,000 $0
Capital Outlay - Furniture & Equipment $0 $0 $0 $0 $2,000
Capital Outlay - Improvements $0 $50,000 $0 $0 $0
TOTAL CAPITAL OUTLAY $36,597 $80,000 $74,000 $59,000 $2,000
Transfer to VRF $0 $0 $0 $0 $66,491
Transfer to Debt Service $130,217 $135,000 $126,300 $126,300 $115,843
Transfer to CIP $0 $0 $0 $0 $825,000
TOTAL TRANSFERS $130,217 $135,000 $126,300 $126,300 $1,007,334
TOTAL EXPENDITURES $1,569,021 $2,779,815 $2,489,285 $2,442,791 $2,207,284
102
103
01 - General Fund
080 - Planning and Zoning
Department
Total Budgeted Expenditures $817,373
104
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.
Department/Division Description
The Planning and Zoning Department administers the Town of Fountain Hills planning ser-
vice. Planning functions include the processing of applications for General Plan amend-
ments, area specific plans, special use permits, temporary use permits, re -zonings, subdivi-
sions, variances, concept site plans, business signage, and other land use related requests.
The department provides staff support to the Town Council, the Planning and Zoning Com-
mission, and the Board of Adjustment. Staff represents the Town at intergovernmental
meetings, Maricopa Association of Governments committees, boards, and special interest
associations, and neighborhood groups.
Performance Standards
Perform first review plan checks within 20 working days and subsequent plan reviews in 10
working days.
Respond to all citizen inquiries within the same working day.
Keep the Town Council, Planning and Zoning Commission, Board of Adjustment, and other
commissions informed of new legislation and legal rulings pertaining to land use matters.
Provide educational opportunities to Planning and Zoning staff as well as members of the
Town Council, Planning and Zoning Commission, and Board of Adjustment members on
pertinent and evolving land use matters.
Ensure that the Town Council approved ordinances are enforced.
FY 2007–2008 Accomplishments
Town Council approval of a Town environmental policy
Coordinated and conducted the first Town electronics recycling event
Implemented a mediation program to resolve neighborhood disputes
Awarded contract to update the Town General Plan
Received a $10,000.00 grant to help defray the cost of the update to the General Plan
Completed 2007 update of the Town's Land Use Analysis and Statistical Report
Town Center Commercial Zoning District zoning and zoning map changes
Town initiated rezoning of vacant downtown property
105
Approved General Plan Amendment and Rezoning of the Ellman Company’s property
(former State Trust Land)
FY 2008-2009 Objectives
Perform first review plan checks within 20-working days
Perform subsequent plan review checks within 10-working days
Enforce Town ordinances and policies to maintain the Town's quality of life, provide safe
living conditions, protect the environment and preserve resources
Develop unified ordinance document involving the Town's Zoning and Subdivision Ordi-
nances to streamline and simplify development related ordinance
Oversee planning of the Ellman Property
Update the Town's General Plan
Update Town ordinances such as signs
Enhance stewardship of the natural environment
Performance Indicators
Budget Highlights
$696,040 Staff includes code enforcement, mapping and graphics, planning and
zoning
$83,150 $32,500 to update the Town’s General Plan (partially grant funded)
$38,250 for hazardous materials disposal (partially grant funded)
$7,400 for annual cost of mediation program services
$5,000 consulting services for GIS system
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
First review of
plan checks w/i
20 days
95% 95% 99% 99%
Subsequent re-
views w/i 10 days 95% 95% 99% 99%
106
$3,175 Vehicle and printer equipment maintenance
$27,823 Mapping and graphics office supplies, recording fees, public notices,
professional memberships, training and conferences
$7,185 Transfer to Internal Service Fund for vehicle replacement
PLANNING & ZONING
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $1,309 $2,181 $0 $150 $0
Wages and Salaries $453,238 $479,519 $509,700 $462,000 $537,900
Employer FICA Expense $6,975 $8,360 $7,440 $6,550 $7,860
Unemployment Insurance Expense $876 $600 $730 $700 $670
Employee's Health Insurance $53,337 $60,760 $70,630 $74,000 $74,840
Employee's Life Insurance $1,533 $1,990 $1,660 $1,200 $1,880
Employee's Dental Insurance $6,097 $6,670 $4,300 $5,200 $5,720
Employee Vision Insurance $716 $850 $730 $740 $970
Worker Compensation Insurance $4,444 $6,600 $6,770 $3,000 $4,210
Employee's Retirement Expense $48,786 $50,670 $52,130 $51,000 $59,170
Recruitment Costs $0 $0 $0 $0 $0
Disability Insurance $1,977 $2,360 $2,150 $2,150 $2,820
TOTAL $579,288 $620,560 $656,240 $606,690 $696,040
Professional Fees $130,634 $163,100 $170,900 $112,750 $83,150
TOTAL $130,634 $163,100 $170,900 $112,750 $83,150
REPAIRS & MAINTENANCE:
Vehicle Repairs & Maintenance $410 $600 $700 $1,310 $1,425
Office Equipment Repairs & Maintenance $1,238 $400 $1,000 $925 $1,750
TOTAL $1,647 $1,000 $1,700 $2,235 $3,175
SUPPLIES & SERVICES:
Advertising/Signage $2,306 $1,500 $1,800 $1,500 $1,700
Conferences $8,579 $8,090 $7,200 $7,157 $4,224
Continuing Education $2,087 $2,850 $3,150 $2,405 $1,703
Dues & Publications $4,637 $3,392 $4,360 $2,500 $2,644
Gas & Oil Expense $4,026 $3,000 $3,360 $4,400 $4,500
Office Supplies $5,981 $9,467 $9,467 $5,402 $8,450
Tools & Equipment $0 $0 $0 $0 $50
Postage & Delivery $0 $0 $0 $0 $672
Printing $3,266 $3,200 $1,500 $1,500 $1,325
Communications Expense $2,323 $1,800 $2,832 $2,082 $1,440
Meeting Expense $435 $500 $500 $467 $290
Uniforms $466 $365 $630 $646 $825
TOTAL $34,107 $34,164 $34,799 $28,059 $27,823
CAPITAL EXPENDITURES
Capital Expenditures - Vehicles $0 $0 $29,000 $26,000 $0
TOTAL CAPITAL EXPENDITURES $0 $0 $29,000 $26,000 $0
Transfer to VRF $0 $0 $0 $0 $7,185
TOTAL $0 $0 $0 $0 $7,185
TOTAL EXPENDITURES $745,675 $818,824 $892,639 $775,734 $817,373
107
01 - General Fund
060 - Building Safety
Total Budgeted Expenditures $603,965
108
Mission Statement
The Building Safety Division of the Planning & Zoning Department is dedicated to provid-
ing the highest quality construction permitting, plan review and building inspection ser-
vices in a responsive and customer friendly manner. The Building Safety Division proc-
esses applications for permits to construct homes, commercial buildings, fences, pools,
and any other structures. The division serves as a receiving and processing center for in-
ternal review of these plans. The division's review and inspection staff includes a building
official, two certified residential plan examiners, three certified building inspectors and two
permit technicians to assure compliance with the adopted building codes by the Town.
The Building Safety Division also issues numerous reports regarding building activity to
other public agencies.
Performance Standards
Inspector must complete 20-inspections per working day
All requested plan reviews shall be processed within 15 -working days
All scheduled inspections shall be completed within 24-hours
FY2007-2008 Accomplishments
Revised the Town Code to adopt the 2006 International Building Codes
Reviewed 700 building plans and permit applications
Performed 10,140 commercial and residential building inspections
FY2008-2009 Objectives
Provide increased building code enforcement of unpermitted construction activities
Provide adequate training to meet the Insurance Service Organization's minimum require-
ments for full points on Town survey
Continue to educate the staff, businesses, and the community about new code's imple-
mented
Performance Indicators
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
Complete 20 inspec-
tions per day 90% 90% 95% 98%
Plan reviews proc-
essed within 15
working days
90% 90% 95% 98%
Inspections com-
pleted within 24
hours
90% 90% 95% 98%
109
Budget Highlights
$567,000 One building official, two certified residential plan examiners, three certified
building inspectors and two permit technicians
$25,967 $13,157 for all Building staff training at the annual AZBO (Arizona Building
Officials) training to maintain certifications. The Town’s goal is to maintain an
effective Insurance Services Office (ISO) rating for the community; this
commitment requires continued investment in building staff training.
$6,000 for fuel for four (4) vehicles
$6,810 for routine office supplies, telecommunication fees and safety
Equipment
$10,149 Transfer to Vehicle Replacement Fund (VRF) for depreciation of vehicles
110
BUILDING SAFETY
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $532 $6,087 $0 $500 $0
Wages and Salaries $409,824 $439,413 $411,000 $410,000 $433,300
Employer FICA Expense $5,681 $6,500 $6,000 $5,700 $6,300
Unemployment Insurance Expense $773 $500 $600 $500 $500
Employee's Health Insurance $55,403 $68,500 $65,000 $66,000 $64,400
Employee's Life Insurance $1,445 $1,800 $1,300 $1,200 $1,400
Employee's Dental Insurance $5,925 $6,900 $4,900 $4,500 $4,600
Employee Vision Insurance $849 $1,100 $800 $700 $900
Worker Compensation Insurance $8,334 $9,100 $9,400 $4,800 $5,600
Employee's Retirement Expense $45,113 $49,000 $45,200 $43,000 $47,700
Disability Insurance $1,711 $2,200 $2,100 $2,000 $2,300
TOTAL $535,591 $591,100 $546,300 $538,900 $567,000
CONTRACT SERVICES
Professional Fees $0 $45,717 $0 $0 $0
TOTAL $0 $45,717 $0 $0 $0
REPAIRS & MAINTENANCE:
Vehicle Maintenance $947 $1,250 $800 $800 $849
Equipment Maintenance 0
TOTAL $947 $1,250 $800 $800 $849
SUPPLIES & SERVICES:
Advertising/Signage $0 $500 $500 $350 $100
Conferences $0 $2,125 $1,850 $1,200 $1,975
Continuing Education $6,754 $9,910 $11,110 $7,600 $9,967
Dues & Publications $1,080 $2,190 $1,690 $1,206 $1,575
Gas & Oil Expense $5,014 $5,650 $6,000 $5,600 $6,000
Office Supplies $1,983 $2,500 $2,500 $2,334 $2,000
Tools, Shop Supplies $15 $250 $250 $200 $200
Printing $1,504 $1,950 $2,050 $1,315 $1,200
Communications Expense $3,060 $3,200 $3,000 $3,000 $2,400
Meeting Expense $0 $150 $150 $50 $0
Uniforms $108 $500 $500 $0 $550
TOTAL $19,518 $28,925 $29,600 $22,855 $25,967
CAPITAL EXPENDITURES
Capital Outlay - Vehicles $27,748 $29,000 $29,000 $25,948 $0
TOTAL CAPITAL EXPENDITURES $27,748 $29,000 $29,000 $25,948 $0
Transfer to VRF 0 0 0 0 10,149
TOTAL $0 $0 $0 $0 $10,149
TOTAL EXPENDITURES $583,804 $695,992 $605,700 $588,503 $603,965
111
01 - General Fund
081 - Recreation Department
Total Budgeted Expenditures $715,389
112
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/Division 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 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 Standards
Increase participation through unique marketing techniques, such as web marketing and e
-newsletters.
Increase the department’s volunteer base and continue to explore and use creative meth-
ods to recognize volunteers.
Provide Little League Baseball, Soccer Club, Pop Warner Football and Cheerleading with
assistance to help ensure the success of their respective organizations.
Solicit special event sponsorship from community organizations and businesses.
FY 2007–2008 Accomplishments
Received over $1 million in grants for both recreation programs and park development; in-
cluding $774,920 from the Arizona State Parks Heritage Fund, $252,000 from the Arizona
Tourism and Sports Authority, $1,000 from Target Corporation; and $3,400 from the Ari-
zona Commission on the Arts.
The Town and Parks and Recreation Department was recognized by the Arizona Parks and
Recreation Association with an award: the state -wide APRA Basketball Bonanza program
was acknowledged with the Outstanding Sports Program. The program was developed by
Recreation Supervisor Bryan Hughes in 2000 and is a result of a partnership with the
APRA, the Phoenix Suns and over 25 communities from around Arizona.
Movies in the Park continued at Fountain Park, with three movies being presented, and
sponsorship from numerous local businesses.
Partnered with the Boys and Girls Clubs of Greater Scottsdale – McKee Branch to offer
―Fountain Hills Youth Basketball‖, which included the fifth year of a partnership with the
Phoenix Suns Jr. Suns / Jr. Mercury to enhance our Youth Basketball program.
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 Cheerleading.
FY 2008-2009 Objectives
Provide excellent customer service including information referral, quality programs and
ease of registration.
113
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 and leisure education programs to be offered in 2009 -2010.
Provide two new events that could grow to 2,000 or more participants.
Performance Indicators
Budget Highlights
$519,070 Staff includes Parks & Recreation Director, Recreation Supervisor, Executive
Assistant and program coordinators and aides
$161,684 $11,524 for special interest programs such as art instruction, exercise classes
$9,337 for programs for youth and teens including Mayors Youth Council
$60,780 for community events such as Ballet Under the Stars, Concerts in the
Park, St. Patrick’s Day Celebration, Eggstravaganza including support from
commercial sponsorships and two new events
$31,204 for sports activities such as basketball, softball, tennis, tennis, volley-
ball
$48,830 proportionate share of printing Parks & Recreation Activity Guide
$31,075 Office and program supplies, promotional materials, Arizona Parks & Recrea-
tion Association (APRA) membership, education/training and conference.
Monthly fee associated with mobile telephones
$2,960 Vehicle depreciation transfer to Vehicle Replacement Fund (VRF)
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
Recreation Programs
Offered 425 400 350 375
Youth Sports
Organizations/Facility
Bookings
1,045 1,040 1,096 1,050
FHUSD
Facility Bookings 475 548 495 502
Recreation Program
Revenue $138,733 $134,869 $135,000 $155,683
Facility Rental
Revenue $18,460 $18,350 $13,000 $15,000
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RECREATION
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $4,525 $2,702 $0 $4,000 $0
Wages and Salaries $315,255 $342,698 $411,103 $400,000 $431,440
Employer FICA Expense $12,012 $12,000 $12,300 $14,000 $15,000
Unemployment Insurance Expense $1,235 $1,000 $1,900 $1,500 $1,800
Employee's Health Insurance $24,621 $34,500 $39,400 $30,600 $27,900
Employee's Life Insurance $729 $900 $1,000 $800 $900
Employee's Dental Insurance $2,224 $3,300 $2,900 $2,100 $2,200
Employee Vision Insurance $295 $500 $500 $350 $300
Worker Compensation Insurance $7,032 $8,420 $10,220 $4,700 $5,930
Employee's Retirement Expense $22,705 $25,600 $31,300 $25,000 $32,100
Disability Insurance $941 $1,200 $1,600 $1,200 $1,500
TOTAL $391,573 $432,820 $512,223 $484,250 $519,070
CONTRACT SERVICES
Special Programs $43,119 $43,190 $71,650 $44,110 $11,524
Youth and Teens $10,204 $12,461 $15,575 $11,000 $9,337
Community Events & Programs $0 $0 $0 $0 $60,780
Sports Activities $45,566 $42,975 $42,492 $42,000 $31,204
Constituent Communications $27,146 $33,500 $35,000 $40,000 $48,839
McDowell Mountain Preservation $434 $1,400 $500 $0 $0
TOTAL $126,469 $133,526 $165,217 $137,110 $161,684
REPAIRS & MAINTENANCE:
Vehicle Maintenance & Repair $900 $1,500 $1,500 $600 $500
Office Equipment Maintenance $1,499 $600 $250 $0 $100
TOTAL $2,399 $2,100 $1,750 $600 $600
SUPPLIES & SERVICES:
Advertising/Signage $5,983 $3,000 $3,000 $650 $2,500
Conferences $6,498 $6,150 $7,500 $7,000 $1,500
Continuing Education $726 $1,800 $1,000 $2,000 $3,450
Dues & Publications $1,472 $1,300 $1,135 $750 $1,275
Electricity Expense $0 $4,125 $4,125 $0 $0
Gas & Oil Expense $1,011 $1,000 $500 $500 $500
Office Supplies $8,981 $7,500 $7,500 $7,500 $8,000
Printing $3,110 $2,000 $1,500 $2,000 $1,500
Communications Expense $4,214 $4,640 $5,600 $5,300 $5,600
Water/Sewer $0 $800 $800 $0 $0
Meeting Expense $569 $500 $500 $800 $1,750
Uniforms $2,830 $3,000 $3,000 $4,000 $3,000
Bank Charges $1,396 $2,100 $500 $1,800 $2,000
TOTAL $36,790 $37,915 $36,660 $32,300 $31,075
CAPITAL EXPENDITURES
Capital Outlay - Equipment $0 $7,500 $0 $0 $0
TOTAL CAPITAL EXPENDITURES $0 $7,500 $0 $0 $0
Transfer to VRF $0 $0 $0 $0 $2,960
$0 $0 $0 $0 $2,960
TOTAL EXPENDITURES $557,231 $613,861 $715,850 $654,260 $715,389
115
01 - General Fund
004 - Fountain Park Location
005 - Desert Vista Neighborhood Park Location
006 - Four Peaks Park Location
007 – Golden Eagle Park
Total Parks $1,221,523
116
Fountain Park
Mission Statement
The park staff is dedicated to maintaining over 114 acres of park land throughout the
Fountain Hills park system by professionally maintaining and operating each park’s facili-
ties and amenities to enhance the beauty, value, and quality of the park’s environment;
while continuing to provide quality recreation opportunities as well as safe and clean
parks.
Department/Division Description
Fountain Park is a 63-acre passive recreation facility that is the signature park of the com-
munity and home of the Town’s world famous fountain. The Town acquired the park on
May 1, 1997, from MCO Properties, Inc. The park was built in 1970 and includes 33 acres
of turf, a 30-acre million gallon effluent lake, a pump house station, a dam, 18 -hole disc
golf course, restroom/control building, two children’s playgrounds, approximately 9,480
linear feet of walkways, five ramadas with picnic tables and grills, and two parking lots.
Additional amenities include the beautiful Veterans’ Memorial, an amphitheater and the
Rotary Centennial Splash Park. Several park improvement projects were completed in
2007 including the installation of a new irrigation system, 2,280 linear feet of new con-
crete walking path along the west side of the lake and 18 new disc golf tee pads.
Performance Standards
Provide safe and clean facilities daily.
Secure restroom/control buildings and park entry gates daily.
Prepare and line all ball fields for scheduled activities.
Maintain efficient, consistent runtimes of the Fountain.
Maintain athletic facilities at standards acceptable for all scheduled sports activities.
Maintain safe and healthy green turf.
Maintain an accident free work place.
Provide excellent customer service.
Provide safe, clean accessible trails.
FY 2007–2008 Accomplishments
Maintained our high standards of maintenance for all park amenities and facilities.
Completed Fountain Park Capital Improvements that included the new irrigation system,
18 disc golf tee pads, new concrete walking path 2,280 linear feet and landscaping adjacent
to the Rotary Splash Park.
Installed turf behind the Fountainside Plaza.
Installed turf in area adjacent to the south side of playgrounds.
117
Installed several new memorial park benches and trees at several parks.
Continued the St. Patrick’s Day annual event with two scheduled times for dyeing the
fountain green.
Installed new irrigation & pump-station.
Upgraded disc golf tee pads.
Installed a new replacement Cla-valve to upgrade the Fountain equipment.
Initiated a turf enhancement program to improve turf aesthetics.
Resurfaced all parking lots.
Landscaped the area adjacent to the Rotary Splash Park and installed sod behind the
Plaza.
FY 2008-2009 Objectives
Continue to provide quality support for Special Events in the park.
Continue to reduce the year round migratory bird population at Fountain Lake.
Clean up of pump house building and yard to allow for tours of the facility.
Improve summer and fall turf appearance throughout the park with continued turf en-
hancement program.
Program irrigation controller to achieve better overnight-run times.
Complete park signage projects throughout the park.
Install new replacement Cla-valve to continue upgrades to fountain equipment.
Continue to successfully mitigate issues with Fountain Lake water quality.
Research memorial benches to replace the current bench style.
118
Performance Indicators
Budget Highlights
$50,500 Staff to oversee maintenance of park facilities
$27,300 Contract for monitoring algae, oxygen, odor management and water
maintenance for Fountain Lake
$225,567 $83,998 annual landscape contract for mowing, aeration, tree trimming,
scalping (increase of 81% due to improvements to fertilization program to keep
turf green)
$32,000 maintenance and repairs of pump, including Cla-valve replacement
$27,225 for fertilization program for new turf
$24,000 for soil prep, seed and herbicide
$12,000 for janitorial and maintenance supplies for public restrooms
$12,000 for seed and liquid fertilizer
$3,500 for replacement of damaged trees
$30,000 new sod in various areas of the park
$135,669 $129,334 electricity and water (SRP rate increase 4%)
$6,335 miscellaneous tools, professional fees and training, office supplies
$5,000 New park signage for information
Turf Enhancement Program Highlights
The following items have been added to the Fountain Park Turf Management Program in
FY 2008-09
$ 8,000 Additional soil preparation and turf enhancements
$10,000 Rye and Bermuda seed plus hydroseeding
$27,000 Granular fertilizer necessary to stimulate new turf growth
$30,000 New sod in various areas of the park
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
Mowing Frequency 42 weeks 42 weeks 42 weeks 42 weeks
Turf Aeration 2 x annually 2 x annually 2 x annually 4 x annually
Pre Emergence Spraying 2 x annually 2 x annually 2 x annually 2 x annually
Post Emergence Spraying 2 x annually 2 x annually 2 x annually 2 x annually
Park Facility Bookings 108 100 110 120
119
FOUNTAIN PARK
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $230 $355 $1,000 $200 $250
Wages and Salaries $22,188 $37,045 $40,200 $32,500 $42,850
Employer FICA Expense $325 $560 $610 $600 $640
Unemployment Insurance Expense $111 $60 $70 $100 $60
Employee's Health Insurance $4,202 $10,610 $8,720 $1,690 $0
Employee's Life Insurance $120 $150 $130 $100 $140
Employee's Dental Insurance $369 $1,060 $600 $100 $0
Employee Vision Insurance $57 $150 $90 $50 $0
Worker Compensation Insurance $1,420 $2,440 $2,660 $2,000 $1,590
Employee's Retirement Expense $2,466 $4,120 $4,530 $2,600 $4,740
Disability Insurance $152 $190 $210 $130 $230
TOTAL $31,639 $56,740 $58,820 $40,070 $50,500
CONTRACT SERVICES:
Professional Fees $5,755 $2,000 $28,000 $7,500 $27,300
Engineering/Design Fees 0 0 0 0 0
TOTAL $5,755 $2,000 $28,000 $7,500 $27,300
REPAIRS & MAINTENANCE:
Vehicle Maintenance/Repair $700 $1,000 $1,000 $500 $1,000
Equipment Rental $1,633 $1,500 $1,500 $1,250 $4,100
Building Repairs/Maintenance $20,207 $12,600 $23,311 $23,000 $12,000
Equipment Repair $15,080 $15,000 $31,600 $29,700 $32,000
Field and Park Maintenance $21,527 $41,500 $34,500 $38,000 $92,469
Mowing/Landscape Maintenance $63,006 $76,661 $79,267 $79,267 $83,998
TOTAL $122,154 $148,261 $171,178 $171,717 $225,567
SUPPLIES & SERVICES:
Advertising/Signage $0 $0 $1,000 $0 $0
Conferences $125 $150 $250 $250 $250
Continuing Education $95 $500 $500 $200 $600
Dues & Publications $320 $400 $300 $440 $195
Licenses & Permits $0 $0 $0 $0 $300
Electricity Expense $94,482 $119,000 $109,000 $120,000 $119,028
Gas & Oil Expense $1,719 $1,900 $1,000 $3,000 $2,000
Office Supplies $0 $0 $0 $0 $100
Tools, Shop Supplies $590 $1,000 $1,000 $700 $1,000
Printing $153 $300 $300 $0 $200
Communications Expense $219 $250 $900 $800 $1,065
Water/Sewer/Trash $17,487 $15,500 $10,000 $9,500 $10,306
Uniforms $704 $1,000 $1,000 $900 $625
TOTAL $115,894 $140,000 $125,250 $135,790 $135,669
CAPITAL EXPENDITURES
Capital Outlay - Vehicles $0 $20,500 $0 $0 $0
Capital Outlay - Improvements $0 $1,172,968 $0 $0 $5,000
TOTAL $0 $1,193,468 $0 $0 $5,000
Transfer to VRF $0 $0 $0 $0 $2,067
TOTAL $0 $0 $0 $0 $2,067
TOTAL EXPENDITURES $275,442 $1,540,469 $383,248 $355,077 $446,103
120
Four Peaks Park
Mission Statement
The park staff is dedicated to maintaining over 114 acres of park land throughout the
Fountain Hills park system to department standards. First by professionally maintaining
and operating each park’s facilities and amenities to enhance the beauty, value, quality of
the park’s environment; and continuing to provide quality recreation opportunities, safe
and clean parks, and superior park beautification.
Department/Division Description
Four Peaks Park is a 14-acre recreation facility adjacent to Four Peaks Elementary School.
The Parks and Recreation Department acquired approximately 9.9 acres of land from the
School District in May 2001, bringing the total acreage of the park to 14 acres. The park
currently includes the north soccer field with seating, the south athletic multi-purpose field
with lights, two softball fields, two lighted tennis courts, two lighted basketball courts, two
children’s playgrounds, a restroom/control building, one ramada with a grill, and parking
for 20 vehicles.
Several renovations were finished in 2007, including the new shade structure to cover the
west playground, a new ADA (American with Disabilities Act) compliant swing and new
light timer clock for the south athletic field lights. The master plan for Four Peaks Park
will be updated during the FY 2008/09 to show any past changes and future upgrades to
the park.
Performance Standards
Provide safe and clean facilities daily.
Secure restroom/control buildings and park entry gates daily.
Prepare and line all ball fields for scheduled activities.
Maintain efficient, consistent runtimes of the Fountain.
Maintain athletic facilities at standards acceptable for all scheduled sports activities.
Maintain safe and healthy green turf.
Maintain an accident free work place.
Provide excellent customer service.
FY 2007–2008 Accomplishments
Provided support services and field preparation to Boys and Girls Club and Four Peaks
Elementary School personnel and associated sports activities.
Upgraded turf and field conditions at the park.
Maintained high standards of maintenance for all park amenities and facilities.
Installed a surveillance camera system at restroom control building.
121
Installed lights at rear of restroom control building.
Installed new drinking fountains in front of building.
Installed new shade canopy over west playground equipment.
Resurfaced parking lots.
FY 2008-2009 Objectives
Meet with neighborhood watch groups to demonstrate low water use techniques.
Reduce potable water cost at the facility through efficient irrigation programming.
Work with Fountain Hills Little League with field usage and maintenance.
Improve field and turf conditions on all fields through better aeration practices.
Complete demolition of concession stand and bus barn facility.
Performance Indicators
Budget Highlights
$52,510 Staff for maintenance of turf and equipment
$49,908 $23,918 for mowing, scalping, mulch and tree trimming (contract)
$14,400 for athletic fields lighting, stabilizer, fertilizer, seed
$9,340 includes fee for bus barn demolition, repairs to electric, janitorial
$40,022 $34,540 utilities for park, fuel for one (1) vehicle, office supplies, telephone
$12,966 Tennis court resurfacing (last done in 2004)
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
Mowing Frequency 42 weeks 42 weeks 42 weeks 42 weeks
Turf Aeration 2 x annually 2 x annually 2 x annually 4 x annually
Pre Emergence Spraying 2 x annually 2 x annually 2 x annually 2 x annually
Post Emergence Spraying 2 x annually 2 x annually 2 x annually 2 x annually
Park Facility Bookings 550 525 487 400
122
FOUR PEAKS NEIGHBORHOOD PARK FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $885 $336 $250 $0 $250
Wages and Salaries $7,196 $35,164 $37,360 $37,400 $39,430
Employer FICA Expense $105 $530 $560 $550 $590
Unemployment Insurance Expense $66 $60 $70 $70 $60
Employee's Health Insurance $833 $10,610 $5,630 $6,250 $5,580
Employee's Life Insurance $11 $150 $120 $108 $120
Employee's Dental Insurance $37 $1,060 $390 $395 $390
Employee Vision Insurance $11 $150 $60 $63 $60
Worker Compensation Insurance $467 $2,320 $2,490 $2,000 $1,460
Employee's Retirement Expense $889 $3,900 $4,140 $4,150 $4,360
Disability Insurance $13 $180 $190 $180 $210
TOTAL $10,513 $54,460 $51,260 $51,166 $52,510
CONTRACT SERVICES:
Professional Fees $0 $45,000 $45,000 $0 $0
TOTAL $0 $45,000 $45,000 $0 $0
REPAIRS & MAINTENANCE:
Vehicle Maintenance/Repair $286 $700 $700 $200 $500
Equipment Rental $219 $1,000 $1,800 $600 $1,750
Building Repairs/Maintenance $13,268 $7,800 $7,000 $7,000 $9,340
Field Preparation/Maintenance $18,878 $20,000 $21,700 $22,000 $14,400
Mowing/Landscape Maintenance $18,802 $22,000 $22,748 $23,000 $23,918
TOTAL $51,453 $51,500 $53,948 $52,800 $49,908
SUPPLIES & SERVICES:
Advertising/Signage $0 $400 $200 $0 $0
Conferences $0 $225 $225 $225 $225
Continuing Education $0 $200 $550 $250 $550
Dues & Publications $0 $250 $250 $180 $345
Electricity Expense $12,526 $14,000 $10,000 $9,600 $11,040
Gas & Oil Expense $1,843 $1,400 $1,400 $2,100 $1,900
Office Supplies $0 $100 $100 $0 $100
Tools, Shop Supplies $1,149 $700 $500 $500 $500
Printing $0 $100 $100 $0 $100
Communications Expense $0 $220 $276 $500 $1,140
Water/Sewer/Trash $23,379 $18,080 $15,000 $15,000 $23,500
Uniforms $99 $1,000 $1,000 $800 $622
TOTAL $38,995 $36,675 $29,601 $29,155 $40,022
CAPITAL EXPENDITURES
Capital Outlay - Vehicles $0 $9,000 $17,000 $18,300 $0
Capital Outlay - Improvements $92,657 $10,000 $0 $0 $12,966
TOTAL $92,657 $19,000 $17,000 $18,300 $12,966
Transfer to VRF $0 $0 $0 $0 $3,211
TOTAL $0 $0 $0 $0 $3,211
TOTAL EXPENDITURES $193,619 $206,635 $196,809 $151,421 $158,617
123
Golden Eagle Park
Mission Statement
The park staff is dedicated to maintaining over 114 acres of park land throughout the
Fountain Hills park system by professionally maintaining and operating each park’s facili-
ties and amenities to enhance the beauty, value, and quality of the park’s environment;
while continuing to provide quality recreation opportunities as well as safe and clean parks
Department/Division Description
Golden Eagle Park is a 25-acre active recreation facility adjacent to Fountain Hills High
School. The park includes four multi-purpose lighted ball fields with covered dugouts and
seating for 550 spectators, four lighted tennis courts with a shaded waiting area, two
lighted basketball courts with bleachers, two lighted sand volleyball courts with a shower
tower, a shaded tot lot, a shaded children’s playground with a shaded seat wall, a 2,500
square foot restroom/control building, three parking lots with a total of 223 parking
spaces, three picnic ramadas with grills, one pedestrian foot bridge, eight chilled drinking
fountains, a horseshoe pit, two open turf areas, a large equipment storage yard, and over
one mile of sidewalks and concrete pathways. Golden Eagle Park is the first facility to com-
plete all phases of capital improvements.
Performance Standards
Provide safe and clean facilities daily.
Secure restroom/control buildings and park entry gates daily.
Prepare and line all ball fields for scheduled activities.
Maintain efficient, consistent runtimes of the Fountain.
Maintain athletic facilities at standards acceptable for all scheduled sports activities.
Maintain safe and healthy green turf.
Maintain an accident free work place.
Provide excellent customer service.
Provide safe, clean accessible trails.
FY 2007–2008 Accomplishments
Provided support services and field preparation for various Fountain Hills sports organiza-
tions such as Little League, the Soccer Club, Pop Warner Football, the Senior Softball pro-
gram, and the Men’s Softball League.
Provided support services and field preparation to High School, Middle School, and Four
Peaks Elementary School personnel and associated sports teams.
Upgraded turf and ball-field conditions at the park.
Installed a camera surveillance system at the building and at the Saguaro Ramada.
Resurfaced all three parking lots.
124
Finished FEMA 100 year flood requirements for restroom control building.
Installed a grass infield on field #4 for Little League games this season.
Re-lamped ball-field lighting on field #1.
FY 2008-2009 Objectives
Continue to reduce vandalism in the parks through cost effective methods and actions.
Continue a high level of support for all sports, special events and recreational activities in
the park.
Promote low water use techniques and plants to the community through onsite demonstra-
tions.
Maintain park amenities, courts, ball fields, landscaping, and building with a high level of
service.
Cross train field supervisors on restroom and field maintenance.
Complete FEMA 100 year flood compliance requests.
Performance Indicators
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
Mowing Fre-
quency 42 weeks 42 weeks 42 weeks 42 weeks
Turf Aeration 2 x annually 2 x annually 2 x annually 4 x annually
Pre Emergence
Spraying 2 x annually 2 x annually 2 x annually 2 x annually
Post Emergence
Spraying 2 x annually 2 x annually 2 x annually 2 x annually
Park Facility
Bookings 1,936 2,012 1,728 1,800
125
Budget Highlights
$290,020 Wages and salaries includes Park Supervisor, Park Operations Lead and two
(2) groundskeepers
$106,576 $41,100 for fertilizer, rye seed, mulch, stabilizer, field marking paint and re-
placement plants; ballfield light repairs
$32,426 mowing, tree trimming, and GEP trailhead maintenance
$25,050 for painting ramadas, poles and block walls; fence repairs, mainte-
nance for restroom and drinking fountains
$6,000 maintenance for two (2) John Deere gators
$63,259 $45,260 electric and water utilities for park
$6,000 fuel for three (3) trucks, gators and mule utility vehicle
$4,500 for tools and shop supplies
$2,480 safety equipment and uniforms
$56,130 $6,130 Surveillance cameras (2) added to existing cameras for increased moni-
toring for vandalism and Kubota 3 spool valve and tilt kit for backhoe
$50,000 resurface four tennis courts (last resurfaced in 2004) and replace
playground equipment at tot lot
126
GOLDEN EAGLE PARK FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime $585 $1,001 $1,000 $800 $500
Wages and Salaries $154,059 $163,899 $232,350 $170,000 $218,440
Employer FICA Expense $2,166 $2,420 $3,430 $3,200 $3,200
Unemployment Insurance Expense $271 $240 $560 $400 $390
Employee's Health Insurance $20,383 $23,720 $39,110 $27,000 $30,400
Employee's Life Insurance $560 $680 $770 $600 $700
Employee's Dental Insurance $2,301 $2,510 $3,000 $2,500 $2,490
Employee Vision Insurance $338 $410 $470 $375 $590
Worker Compensation Insurance $9,603 $10,830 $14,750 $5,600 $8,080
Employee's Retirement Expense $17,000 $18,140 $25,670 $18,500 $24,080
Disability Insurance $602 $820 $1,170 $700 $1,150
TOTAL $207,867 $224,670 $322,280 $229,675 $290,020
CONTRACT SERVICES:
Contractual Services $300,000 $0 $0
TOTAL 0 0 300,000 0 0
REPAIRS & MAINTENANCE:
Vehicle Maintenance/Repair $5,415 $7,400 $5,700 $3,700 $6,000
Equipment Rental $1,252 $1,500 $2,000 $1,400 $2,000
Building Repairs/Maintenance $28,921 $24,300 $35,700 $35,000 $25,050
Field Preparation/Maintenance $49,895 $41,400 $44,500 $40,000 $41,100
Mowing/Landscape Maintenance $22,196 $28,350 $29,314 $29,314 $32,426
TOTAL $107,679 $102,950 $117,214 $109,414 $106,576
SUPPLIES & SERVICES:
Advertising/Signage $0 $100 $100 $0 $50
Conferences $560 $1,100 $1,100 $500 $1,100
Continuing Education $285 $800 $800 $700 $800
Dues & Publications $480 $400 $400 $400 $880
Licenses & Permits $0 $0 $0 $0 $300
Electricity Expense $34,554 $33,800 $33,800 $28,000 $35,100
Gas & Oil Expense $5,350 $5,200 $5,600 $5,600 $6,000
Office Supplies $65 $100 $100 $100 $100
Tools, Shop Supplies $3,210 $4,700 $5,800 $5,300 $4,500
Printing $236 $100 $100 $50 $100
Communications Expense $1,150 $1,300 $1,300 $1,300 $1,680
Water/Sewer/Trash $9,502 $7,680 $8,100 $6,400 $10,160
Uniforms $2,779 $3,416 $3,500 $3,500 $2,489
TOTAL $58,172 $58,696 $60,700 $51,850 $63,259
CAPITAL EXPENDITURES
Capital Outlay - Vehicles $0 $17,700 $23,600 $52,678 $0
Capital Outlay- Furniture & Equipment $0 $0 $0 $0 $6,130
Capital Outlay - Improvements $28,025 $18,000 $30,870 $30,870 $50,000
TOTAL $28,025 $35,700 $54,470 $83,548 $56,130
Transfer to VRF $0 $0 $0 $0 $9,773
TOTAL $0 $0 $0 $0 $9,773
TOTAL EXPENDITURES $401,743 $422,016 $854,664 $474,487 $525,758
127
Desert Vista Park
Mission Statement
The park staff is dedicated to maintaining over 114 acres of park land throughout the
Fountain Hills park system by professionally maintaining and operating each park’s facili-
ties and amenities to enhance the beauty, value, and quality of the park’s environment;
while continuing to provide quality recreation opportunities as well as safe and clean parks
Department/Division Description
Desert Vista Park is an all turf 12-acre park located between Desert Vista and Tower
Drives, south of Tioga Drive. The Town acquired this site on May 21, 1998, from MCO
Properties, Inc. The Town has fenced 3.5 acres that is used as an Off -Leash Recreational
Facility and uses the remainder of the park for soccer and open field play. In January 2007
the Skate Park was opened and in the fall of 2007 the lights were installed in the dog park
with contributions from the Town and ADOG. The lights extend the hours that users are
able to utilize the park, particularly during the summer months when it cools off in the eve-
ning.
The second major phase of improvements for the Off Leash Facility and 9 acres of open turf
began in the second half of FY 07/08. This includes a restroom control building, play-
grounds, ramadas, sidewalks, landscaping, some parking and infrastructure for soccer
field lights. These capital improvements will receive significant funding from the Heritage
Fund Grant and Arizona Sports and Tourism Authority Grant awarded to the Parks and
Recreation Department in 2007.
Performance Standards
Provide safe and clean facilities daily.
Secure restroom/control buildings and park entry gates daily.
Prepare and line all ball fields for scheduled activities.
Maintain efficient, consistent runtimes of the Fountain.
Maintain athletic facilities at standards acceptable for all scheduled sports activities.
Maintain safe and healthy green turf.
Maintain an accident free work place.
FY 2007–2008 Accomplishments
Installed lights in the Off Leash Facility.
Prepared and lined the turf for F.H. Soccer Club games and practices.
Maintained safe and clean operations of the Skate Park.
Upgraded turf and field conditions.
Continued to work with ADOG for safe and clean operations of the Dog Park.
128
Posted additional park rule signage throughout the dog park and at the skate park
FY 2008-2009 Objectives
Work with ADOG to continue safe and clean operations of the Off-Leash Recreational Facil-
ity.
Complete capital improvements budgeted in FY07/08 and FY08/09.
Provide F/T Parks Division staff to maintain the amenities and facilities at a higher stan-
dard.
Performance Indicators
Budget Highlights
$24,940 Groundskeeper (formerly approved Park Ranger position) hired after park
improvements are completed (estimated November)
$47,836 $9,348 fertilizer, herbicides, repairs to skate park, and field preparation
$33,546 mowing contract, scalping and overseeding, aeration
$16,352 $14,022 for water and electricity utilities for park
$2,330 safety equipment, office supplies, professional dues and training
$1,917 Transfer to Vehicle Replacement Fund
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
Annual Mowing Fre-
quency 42 times 42 times 42 times 42 times
Turf Aeration 2 per year 2 per year 2 per year 4 per year
Pre Emergence Spray-
ing 2 per year 2 per year 2 per year 2 per year
Post Emergence
Spraying 2 per year 2 per year 2 per year 2 per year
Park Facility Book-
ings 57 30 23 25
129
DESERT VISTA PARK
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Wages and Salaries $0 $0 $0 $0 $18,700
Employer FICA Expense $0 $0 $0 $0 $280
Unemployment Insurance Expense $0 $0 $0 $0 $60
Employee's Health Insurance $0 $0 $0 $0 $2,790
Employee's Life Insurance $0 $0 $0 $0 $30
Employee's Dental Insurance $0 $0 $0 $0 $200
Employee Vision Insurance $0 $0 $0 $0 $30
Worker Compensation Insurance $0 $0 $0 $0 $690
Employee's Retirement Expense $0 $0 $0 $0 $2,060
Disability Insurance $0 $0 $0 $0 $100
TOTAL $0 $0 $0 $0 $24,940
REPAIRS & MAINTENANCE:
Vehicle Repair & Maintenance $0 $0 $0 $0 $600
Equipment Rental $102 $500 $2,000 $2,000 $1,624
Building Repair & Maintenance $0 $0 $0 $0 $2,100
Equipment Repair & Maintenance $0 $0 $0 $0 $600
Field Preparation/Maintenance $7,663 $9,400 $8,950 $8,950 $9,348
Mowing/Landscape Maintenance $26,660 $31,185 $32,245 $32,000 $33,564
TOTAL $34,425 $41,085 $43,195 $42,950 $47,836
SUPPLIES & SERVICES:
Advertising $0 $200 $600 $0 $100
Conferences $0 $0 $0 $0 $75
Training/Continuing Education $0 $0 $0 $0 $325
Dues & Memberships $0 $0 $0 $300 $220
Licenses & Permits $0 $0 $0 $0 $300
Electricity $2,777 $5,300 $7,500 $3,850 $7,488
Office Supplies $0 $0 $0 $0 $200
Tools/Shop Supplies $80 $200 $200 $100 $200
Printing $0 $0 $0 $350 $300
Communications Expense $0 $0 $0 $0 $210
Water/Sewer/Trash $788 $740 $4,150 $1,200 $6,534
Uniforms $0 $0 $0 $0 $400
TOTAL $3,645 $6,440 $12,450 $5,800 $16,352
Transfers $0 $520,000 $0 $0 $0
Transfer to VRF $0 $0 $0 $0 $1,917
$0 $520,000 $0 $0 $1,917
TOTAL EXPENDITURES $38,069 $567,525 $55,645 $48,750 $91,045
130
131
01 - General Fund
095 - Community Center Department
Total Budgeted Expenditures $935,083
132
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 Community Center shall be
―All that is Fountain Hills‖.
Department/Division 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.
Both Senior Services and SeniorNet are also housed in the Community Center building, as
well as office space for each entity along with numerous activities such as specialty classes;
additionally, clubs and support groups meet here each week.
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 use. License agreements ensure
that users comply with the policies and procedures as adopted by the Town.
Performance Standards
The Center shall meet with clients, obtain all necessary event information, discuss rental
fees and obtain a signed license agreement within ten working days.
Continue a safe working environment for staff and those who use the facility.
Clients shall be furnished a detailed scale drawing of their event showing the setup one
week prior to the event date.
All events shall be properly supervised with Center personnel readily available to assist
with clients’ needs.
Maintain a clean and organized facility that offers up to date audio visual, sound and other
amenities to those who rent the Community Center.
Maintain ADA compliance.
Outstanding billings for events are to be processed in a prompt manner.
Maintain current Arizona State Liquor License for the Center along with continued educa-
tion and certification for all staff who are involved with events serving alcohol.
Continue to coordinate activities for the Senior Activity Center, Recreation Division, and
Town related functions and activities.
FY 2007–2008 Accomplishments
Successfully transitioned the Senior Services division under the Community Center De-
partment. Maintained a close working relationship with the Senior staff and Commission
helping to organize the activity schedule and assure that Town procedures were followed.
133
Provided a new socialization area for the Seniors.
Replaced carpet throughout all hallways, office space, lobby and classrooms to keep up the
appearance of the building.
Upgraded WiFi access
Installed a hearing assist loop to remain ADA compliant.
Installed several new pieces of art work both inside and outside of the Community Center
in accordance with the Public Art Master Plan.
FY 2008-2009 Objectives
Complete carpet replacement in the ballrooms.
Continue to promote the Center as a wedding and meeting destination through a marketing
campaign that includes exhibits, trade shows, advertising in key publications and network-
ing events.
Work on a long range plan to expand the Senior Center.
Work with local organizations to finish the Event Circle in order to make it a usable space
for events; research grants and other funding sources.
Continue joint meetings with both the Community Center Advisory Commission and Senior
Services Advisory Commission in order to move forward in a positive manner and meet the
needs of both divisions.
Finish the comprehensive report on Community Center operations. Restructure the Com-
munity Center fee schedule and policies in accordance with the findings of this report.
Performance Indicators
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
Hours of Use 11,201 11,169 11,023 11,253
Attendance 101,706 99,714 95,046 97,897
Number of Bookings 3,862 4,544 4,252 4,382
Revenues $197,779 $199,101 $192,000 $198,600
Cost Avoidance $218,330 $229,959 $234,678 $241,718
134
Budget Highlights
$363,704 Salaries and benefits for Director, four (4) operations staff and administrative
staff (1.5)
$2,369 Community Center proportionate share of printing Parks & Recreation Activity
guide
$23,185 Maintenance and janitorial supplies for maintaining the building
$106,185 $64,040 for electric and water utilities
$15,700 for marketing and promotion of facility
$12,200 for bar supplies for weddings and other events
$14,245 for professional memberships, training and miscellaneous office
supplies
$387,000 $387,000 transfer to Municipal Property Corporation (MPC) debt service for
annual lease payment
$52,640 $40,000 for balance of new carpet to replace worn carpet in ballrooms
$12,640 replace 100 padded chairs for events
135
COMMUNITY CENTER FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS
Overtime $745 $1,590 $0 $500 $1,500
Wages and Salaries $260,927 $307,548 $282,155 $275,000 $292,892
Employer FICA Expense $8,183 $10,980 $11,050 $11,050 $11,100
Unemployment Insurance Expense $698 $744 $840 $604 $756
Employee's Health Insurance $25,842 $32,105 $31,233 $26,805 $27,481
Employee's Life Insurance $662 $823 $523 $530 $564
Employee's Dental Insurance $2,576 $3,007 $2,291 $2,320 $2,312
Employee Vision Insurance $318 $394 $361 $335 $416
Worker Compensation Insurance $5,946 $11,142 $8,048 $3,500 $5,357
Employee's Retirement Expense $20,611 $22,579 $18,769 $20,800 $20,350
Disability Insurance $973 $1,018 $1,017 $900 $975
TOTAL 327,481 391,930 356,287 342,344 363,704
CONTRACT SERVICES
Bartending Services $4,519 $3,900 $0 $0 $0
Professional Fees $260 $700 $1,990 $1,990 $400
Constituent Communications $0 $0 $0 $0 $1,969
TOTAL $4,779 $4,600 $1,990 $1,990 $2,369
REPAIRS & MAINTENANCE:
Building Repairs & Maintenance $13,590 $17,000 $17,150 $15,250 $21,865
Office Equipment Repairs & Maintenance $1,370 $1,320 $1,320 $1,425 $1,320
TOTAL $14,960 $18,320 $18,470 $16,675 $23,185
SUPPLIES & SERVICES:
Advertising/Signage $14,004 $19,350 $17,325 $17,325 $15,700
Conferences $2,028 $3,100 $1,200 $0 $900
Continuing Education $199 $825 $700 $1,750 $1,350
Dues & Publications $912 $545 $175 $450 $200
License & Permits $0 $0 $0 $0 $550
Electricity Expense $40,962 $47,000 $43,300 $46,073 $50,040
Office Supplies $7,162 $7,150 $4,800 $4,500 $3,300
Bar Supplies $12,198 $14,000 $14,000 $7,500 $12,200
Printing $524 $1,500 $1,500 $500 $1,200
Communications Expense $2,750 $2,900 $3,300 $3,300 $3,200
Water/Sewer/Trash $12,177 $13,700 $9,550 $10,600 $14,000
Meeting Expense $0 $150 $150 $100 $150
Uniforms $210 $900 $900 $900 $895
Bank Charges $1,406 $2,140 $2,140 $100 $2,500
TOTAL $94,531 $113,260 $99,040 $93,098 $106,185
CAPITAL EXPENDITURES
Capital Outlay - Equipment $0 $0 $5,000 $0 $12,640
Capital Outlay - Improvements $40,000
TOTAL $0 $0 $5,000 $0 $52,640
Transfer to Debt Service $387,000 $387,000 $387,000 $387,000 $387,000
TOTAL $387,000 $387,000 $387,000 $387,000 $387,000
TOTAL EXPENDITURES $828,751 $915,110 $867,787 $841,107 $935,083
136
137
01 - General Fund
096 - Senior Services
Total Budgeted Expenditures $209,860
138
Mission Statement
To help community seniors maintain their independence and improve the quality of
their lives by providing a comprehensive and coordinated community-based system of
services and opportunities. To collaborate with other agencies and organizations who
provide and/or support programs and social services for seniors.
Department/Division Description
Senior Services Division reports to the Director of the Community Center and has the
following major programs: Home Delivered Meals, fitness and educational programs,
community activities, day and overnight trips, socialization activities and social services
including support groups and other scheduled social services.
Performance Standards
The Senior Activity Center will assist customers with program information and registra-
tion.
Continue a clean and safe working environment for staff and those who come into our
center.
Provide coordination of the Home Delivered Meals program and Medical Equipment
Loan program.
Provide assistance to our program and support group coordinators.
FY 2007–2008 Accomplishments
Senior Services used all dedicated space and continues to review/monitor program
space.
Added new programs: demo for Pegs & Jokers, Hand & Foot cards, Quilting classes,
Mah Jongg, Spanish 1, Men's Discussion group, and Wii games.
Streamlined the Home Delivered Meals route sheets, tracking system and payment
processing systems.
Held two Senior Activity EXPO’s with attendance of more than 300 for each event
Held one Health Fair with attendance of approximately 300
Worked to build positive relationship with members and Senior Advisory Commission.
Revised procedure for Medical Equipment loan program.
Organized office space to provide functional work stations for staff.
Implemented a new identification card for members to use when participating in pro-
grams.
FY 2008-2009 Objectives
139
Increase membership by 5% to 1094
Obtain support funding for new van
Develop stronger support groups and seek out qualified coordinators
Provide interesting and affordable trips for seniors
Help seniors maintain independence and adequate nutrition through the Home Delivered
Meals Program
Help new residents and winter visitors establish a network of friends by providing opportu-
nities for socialization
Help seniors maintain and/or improve their health by offering exercise and preventative fit-
ness classes, information on nutrition, hearing and blood pressure screenings, and provid-
ing flu shots for the community
Sponsor Annual Health Fair and annual Senior Activities EXPO.
Performance Indicators
Description FY 2005-06
Actual
FY 2006-07
Actual
FY 2007-08
Estimate
FY 2008-09
Proposed
Membership 932 998 1042 1094
Attendance 24,600 22,279 23,000 24,150
Meals Delivered N/A N/A 7,049 7,100
Senior EXPO at-
tendance N/A N/A 370 315
Health Fair atten-
dance N/A N/A 300 315
140
Budget Highlights
$125,000 Salaries and benefits for Senior Services Supervisor, Home Delivered Meals
Coordinator and support staff
$66,965 $43,927 for the Home Delivered Meals program
$9,337 planned for Senior Programs
$5,857 planned for Senior Trips
$3,961 for community events and programs
$3,883 proportionate share of printing Parks & Recreation activity guide
$12,620 Office supplies, fuel for van, professional memberships and training
$5,025 Transfer to Internal Service Fund for vehicle replacement
141
SENIOR SERVICES
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
SALARIES & BENEFITS:
Overtime 0 400 0
Wages and Salaries $68,495 $78,666 $76,470 $76,470 $112,160
Employer FICA Expense $5,240 $6,090 $5,900 $5,900 $5,790
Unemployment Insurance Expense $514 $350 $440 $440 $360
Employee's Health Insurance $0 $0 $8,720 $3,500 $0
Employee's Life Insurance $0 $0 $130 $130 $130
Employee's Dental Insurance $0 $0 $600 $600 $920
Employee Vision Insurance $0 $0 $70 $50 $60
Worker Compensation Insurance $313 $400 $390 $390 $320
Employee's Retirement Expense $0 $0 $4,220 $3,700 $5,020
Disability Insurance $0 $0 $190 $150 $240
TOTAL $74,563 $85,506 $97,130 $91,730 $125,000
CONTRACT SERVICES:
Professional Fees $84 $0 $0 $0 $0
Community Events & Programs $0 $0 $0 $0 $3,961
Constituent Communications $0 $0 $0 $0 $3,883
Senior Services $50,601 $105,695 $118,173 $63,000 $5,764
Home Delivered Meals $0 $0 $0 $0 $43,927
Senior Trips $0 $0 $0 $0 $5,857
Senior Programs $0 $0 $0 $0 $3,573
TOTAL $50,685 $105,695 $118,173 $63,000 $66,965
REPAIRS & MAINTENANCE:
Vehicle Repair & Maintennce $0 $0 $0 $350 $250
Equipment Repair $0 $1,000 $1,000 $0 $0
TOTAL $0 $1,000 $1,000 $350 $250
SUPPLIES & SERVICES:
Advertising/Signage $1,733 $1,000 $700 $800 $500
Conferences $0 $850 $1,000 $0 $150
Continuing Education $0 $550 $200 $0 $1,200
Dues & Publications $174 $250 $175 $0 $150
Gas & Oil Expense $0 $0 $0 $1,900 $1,920
Office Supplies $4,584 $5,300 $4,000 $6,425 $5,590
Printing $467 $1,220 $1,220 $0 $1,400
Communications Expense $0 $0 $0 $1,750 $960
Meeting Expense $113 $500 $250 $0 $250
Bank Charges $0 $0 $0 $0 $500
TOTAL $7,071 $9,670 $7,545 $10,875 $12,620
CAPITAL EXPENDITURES
Capital Outlay - Vehicles 0 2,000 0 1,000 0
TOTAL $0 $2,000 $0 $1,000 $0
Transfer to VRF $0 $0 $0 $0 $5,025
TOTAL $0 $0 $0 $0 $5,025
TOTAL EXPENDITURES $132,319 $203,871 $223,848 $166,955 $209,860
142
143
01 - General Fund
090 - Law Enforcement Department
Total Budgeted Expenditure $2,839,077
144
Mission Statement
The Maricopa County Sheriff's Office, in partnership with our citizens and contract cit-
ies, 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 qual-
ity of life for the citizens of Fountain Hills. The Office is also dedicated to providing a
caring and supportive environment for our employees because they are the backbone of
the system and have a need for continued growth and development through education
and training. Each employee will have opportunities for career development, profes-
sional growth, and a challenging work environment.
Employee creativity and innovations are encouraged for improving the effectiveness of
the Office. Employees will be provided the same concern, respect, and caring attitude
within the Office, that they are expected to share when contacting the citizens of Foun-
tain Hills.
Department/Division 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 lo-
cal laws as well as addressing ―quality of life‖ issues, such as crime prevention, traffic
safety, drug enforcement, sponsoring youth activities and special events, addressing
barking dogs, and promoting community involvement.
Performance Standards
All Sheriff’s Office members will support the principles of community based policing
The public will be treated with courtesy, professionalism and respect by all members of
the Sheriff’s Office
Members of the Sheriff’s Office will not engage in racial profiling
All sworn personnel will meet, exceed, and stay current with State training standards
(set by AZ-POST) as a means of reducing liability
FY 2007–2008 Accomplishments
2005 2006 2007
Actual Actual Actual
Crimes Part I* 605 554 493
Crimes Part II** 549 638 585
Traffic accidents 331 364 296
Driving under the influence (DUI) 32 81 86
145
*Part I Crimes – Homicide, Sex Assault, Robbery, Aggravated Assault, Residential/Business
Burglaries, Auto Burglaries, Auto Theft, Arson.
**Part II Crimes – All other crimes, except Part I crimes and traffic violations.
Continued youth services activity in conjunction with the Boys and Girls Club of Fountain
Hills with the award of another grant for Friday Night Live.
Increased traffic enforcement, education, and awareness with a high visibility motorcycle
deputy added to the district.
Decreased the number of Part I Crimes by 11% through effective patrolling and investiga-
tive techniques and implementation of the VENT (Vandalism Elimination Now and Tomor-
row) program.
Promoted crime prevention through a variety of community programs including public ser-
vice articles on crime resistance techniques, vacation watches and block watch program
Continued to sponsor and present a variety of youth services activities including Teen
Court, Party in the Park and Midnight Madness
FY 2008-2009 Objectives
Continue to decrease the number of juvenile crimes by increasing the number of juveniles
contacted and identified for trespassing, criminal damage, and curfew violations.
Increase participation of the community in MCSO sponsored Block Watch Programs by
25%.
Implementation of the Crime-Free Multi-Housing Program by providing training, aware-
ness, and participation between MCSO and property owners residing within the community
to help reduce crime in those areas.
Continue to promote effective communication between the Town and Sheriff’s Office in ad-
dressing issues that need a cooperative answer.
Increase traffic enforcement, education and awareness with higher visibility during peak
traffic times to reduce traffic accidents and speeding complaints.
Promote public visibility, accessibility, and community relations through clearly marked
cars and involvement of uniformed personnel at Town functions.
Increase patrols in Town parks with the assistance of volunteer Posse.
146
Budget Highlights
$68,000 Agreement with Maricopa County for prisoners transported to the jail through the
Fountain Hills Municipal Court. The Town is charged a per diem (daily) fee with
the annual cost estimated to be $68,000. The increase is due to new legislation
that may require more jail time for Driving Under the Influence (DUI) related
offenses.
$28,200 Fees paid to Maricopa County Animal Care and Control for animals that are
picked up or brought to the shelter from Fountain Hills residents.
$2,742,877 Annual cost of the contract with the Maricopa County Sheriff’s Office (MCSO) for
law enforcement services; the contract reflects an increase of 1.4% over FY08
147
01 - General Fund
092 - Fire Department
Total Budgeted Expenditures $3,240,908
148
Mission Statement
The mission of the Fire Department is to preserve life and property through fire preven-
tion, education, suppression and emergency medical services, while maintaining the high-
est level of training, professionalism and dedication to customer service.
Department/Division Description
Fire fighting and emergency medical services are provided to the residents through a
unique combination of Town-owned equipment and facilities manned by contract person-
nel from the 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 inspections, emer-
gency medical services, emergency transport, hazardous material handling, 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 and a youth-oriented explorer post.
Performance Standards
Response time of 5 to 8 minutes or less (per contract response areas) to the scene of fire
and medical calls at least 90% of the time.
Provide a minimum of 240 hours of training to each individual assigned to Fountain Hills
per year.
Inspect and test all fire hydrants in Fountain Hills on an annual basis.
Inspect 100% of Target Hazards (40 Commercial and Industrial) Occupancies.
Inspect 95% of Safety Surveys (210 Commercial and Assembly) Occupancies.
FY 2007-2008 Accomplishments
Submitted Prop 202 Grant for AED...Received $5,000
Submitted FEMA Firefighters Grant for radios….Received $46,802
Purchased new Fire Pumper Truck….Delivery is expected in May of 2008
Completed Insurance Service Organization (ISO) grading for Fountain Hills
Upgraded communication capabilities on all Self Contained Breathing Apparatus—$4,000
project funded by the FH Firefighters Foundation
Put the Fire Marshal’s office record management system on line
The Crisis Activated Response Effort (CARE) Team was activated and is operational
Participated in FEMA TOP-OFF 4 Emergency Operations Drill
Participated in CCWC tabletop emergency operations plan
149
Added a second transport ambulance to the system at no cost
Completed Peoria FD Battalion Chief Academy for 6 Captains assigned to Fountain Hills
FY 2008-2009 Objectives
Design and start construction on the Station #2 relocation project
Submit for Federal Firefighters Grant for 800 megahertz radios for interoperability with the
automatic aid system
Submit State Grant application for new extrication equipment
Remodel the men’s restroom/shower facility in Station #1
Develop policy and training for mountain (trail) rescue program
Performance Standards
Budget Highlights
$3,033,332 Annual contract with Rural Metro Corporation (5% increase over last
fiscal year)
$47,700 Maintenance for two fire engines, trucks and HeartSmart monitors
$43,600 $29,800 fuel for firefighting vehicles
$10,000 firefighting equipment (hoses, saws, ropes, etc.)
$3,800 professional dues and memberships, office supplies and
Printing
$112,276 Annual depreciation cost for firefighting vehicles transferred to Vehicle
Replacement Fund
$4,000 Mobile radios
Description FY 2005-06 FY 2006-07 FY 2007-08 FY 2008-09
Emergency response time 3min 37 sec 3min 49 sec 3min 54sec 4 min
EMS response time 3min 33sec 3min 44sec 3min 54 sec 4min
Percentage of calls EMS 54% 56% 61% 65%
Emergency calls 1553 1634 1666 1750
Non-emergency service cal 1191 1223 1363 1200
Inspections/safety survey 1858 2532 2100 1154
150
FIRE DEPARTMENT
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
CONTRACT SERVICES
Professional Fees $0 $2,500 $85,000 $5,000 $0
Intergovernmental Agreements $5,000 $5,000 $5,000 $0 $5,000
Rural Metro Contract $2,602,692 $2,746,787 $2,884,126 $2,884,126 $3,028,332
TOTAL $2,607,692 $2,754,287 $2,974,126 $2,889,126 $3,033,332
REPAIRS & MAINTENANCE:
Building Repairs/Maintenance $0 $0 $0 $0 $0
Vehicle Repairs & Maintenance $58,622 $38,000 $36,500 $36,500 $36,500
Equipment Repair & Maintenance $0 $0 $0 $0 $11,200
TOTAL $58,622 $38,000 $36,500 $36,500 $47,700
SUPPLIES & SERVICES:
Conferences $605 $500 $500 $300 $500
Dues & Publications $941 $1,135 $1,200 $2,000 $1,300
Gas & Oil Expense $28,956 $26,255 $21,000 $22,700 $29,800
Office Supplies $860 $1,500 $4,500 $8,000 $1,500
Fire Fighting Equipment $14,589 $18,300 $7,500 $10,000 $10,000
Printing $123 $500 $500 $320 $500
TOTAL $46,074 $48,190 $35,200 $43,320 $43,600
CAPITAL EXPENDITURES
Capital Outlay - Communication Equipment 0 $6,000 $13,500 $13,500 4,000
TOTAL CAPITAL EXPENDITURES $0 $6,000 $13,500 $13,500 $4,000
Transfer to VRF $0 $0 $0 $0 $112,276
TOTAL $0 $0 $0 $0 $112,276
TOTAL EXPENDITURES $2,712,388 $2,846,477 $3,059,326 $2,982,446 $3,240,908
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Capital Improvement Program
Policy and Procedure
5 Year Schedule
Funding Sources
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Capital Improvement Program (CIP) Policy and Procedures
Objective
To provide a policy and procedures for the development, approval, and implementation
of the Town of Fountain Hills’ five (5) year and twenty (20) year Capital Improvement
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 com-
munity's priorities.
The objectives of the program are to:
a) ensure the timely repair, replacement and expansion of the Town’s infrastruc-
ture;
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
product 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 acquisi-
tion, a computer/software systems acquisition, or a public improvement that involves
construction of new infrastructure, additions to existing structures, renovation of ex-
isting 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.
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 develop-
153
ment 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 incorpo-
ration in the updated CIP for the ensuing year. The Management Team will utilize
the standard format provided to submit new projects or propose revisions to ex-
isting projects. All new projects will also include a comprehensive estimate of the
impact of the new project on the Town's annual operating budget; e.g., salaries
and benefits, supplies, utilities, fuel, maintenance requirements, etc.
C. Finance Review: The Finance Director will assist the CIP Coordinator as neces-
sary in all facets of Capital Improvement Program development and review in-
cluding production of revenue estimates, and estimated growth in assessed
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 con-
vened 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 pro-
posed CIP will be made available to the public at least 30 days prior to the sched-
uled hearing date and at the hearing itself.
F. Town Council Approval: The final draft of the proposed CIP will be submitted
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 appli-
cable budget year may be implemented by the appropriate Management Team
member in compliance with the Town’s Purchasing Policy, Special Benefit District
or applicable procedure.
I. Amendments: The adopted CIP may be amended upon approval of the Town
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Council. Examples of amendments include cost increases for approved projects,
the acceleration of projects to the applicable budget year from a future 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 approval.
Upon approval, the amendment should be prepared as an agenda item for for-
mal approval by the Town Council at a regular or special call meeting. Upon ap-
proval, 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, Management
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, visitors
and employees.
Project is mandated by local, State or Federal regulations
Project is a high priority of the Town Council, based on the most current
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
MEDIUM
Project maintains existing service levels
Project provides for the maintenance of existing systems and equipment
Project results in increased efficiency
Project reduces operational costs
Project significantly reduces losses in revenue or provides for significant in-
creased revenues
LOW
Project provides an expanded level of service or new public facility not in-
cluded 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 relationship
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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 schedule
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 pro-
vide 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 ensur-
ing that this policy is followed and/or updated as necessary.
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CAPITAL IMPROVEMENT PLAN/INFRASTRUCTURE IMPROVEMENT PLAN PROJFY08-09FY09-10FY10-11FY11-12FY12-13TOTALNOPROJECT TITLEDOWNTOWN IMPROVEMENTSE8005Avenue of the Fountains Improvements, Phase III$0$0$0$0$4,122,285$4,122,285TOTAL$0$0$0$0$4,122,285$4,122,285OPEN SPACE PROJECTSO7002Adero Canyon Trailhead$0$0$1,549,920$1,033,280$0$2,583,200O7003Trail Connectivity Plan$0$1,090,000$0$0$0$1,090,000O7005Botanical Garden Parking Improvements$68,000$0$0$0$0$68,000TOTAL$68,000$1,090,000$1,549,920$1,033,280$0$3,741,200STREET PROJECTSS6001Shea Blvd Truck Climbing Lane$1,240,000$0$0$0$0$1,240,000S6003Unpaved Alley Paving Projects$64,000$48,000$50,000$107,200$68,000$337,200S6005Shea Blvd Widening$72,600$360,000$300,000$0$0$732,600S6006Fountain Hills Blvd Sidewalk$120,780$288,300$0$0$0$409,080S6007Annual Sidewalk Program$245,000$342,000$292,263$291,014$289,710$1,459,987S6008Annual Pavement Management$825,000$1,781,863$1,830,905$1,830,905$1,830,905$8,099,579S6009Downtown Sidewalk Program$44,500$26,543$27,737$28,986$30,290$158,056
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PROJFY08-09FY09-10FY10-11FY11-12FY12-13TOTALNOPROJECT TITLES6010Saguaro Blvd Mill & Overlay$0$3,100,000$0$0$0$3,100,000S6011La Montana Medians$0$0$0$155,300$0$155,300S6013Palisades & Sunburst Intersection Reconfiguration$0$0$0$0$345,000$345,000S6018Saguaro/Monterey Right Turn Improvements$0$0$65,000$375,000$0$440,000S6019Saguaro Blvd Service Road Elimination$0$0$123,200$747,500$0$870,700S6046Fountain Hills Blvd Sidewalk$0$100,000$107,500$1,537,000$0$1,744,500S6047Shea Blvd Sidewalk$0$0$0$55,000$198,000$253,000S6050Shea Blvd Bike lane$92,000$0$0$0$0$92,000S6051Ave of the Fountains/La Montana Ped Movement $0$110,000$1,644,000$0$0$1,754,000L1002Median Landscape-Palisades$0$0$180,200$327,000$0$507,200TOTAL$2,703,880$6,156,706$4,620,805$5,454,905$2,761,905$21,698,202T5003Traffic Signal-Palisades & Sunridge$255,000$0$0$0$0$255,000T5004Traffic Signal-AOTF & Saguaro$0$0$200,000$285,000$0$485,000T5005Traffic Signal-Palisades & Eagle Ridge/Palomino$0$40,000$490,000$0$0$530,000T5007Traffic Signal-Saguaro & Panorama$0$0$0$0$56,000$56,000T5009Traffic Signal Upgrades$0$142,400$148,800$155,000$0$446,200TOTAL$255,000$182,400$838,800$440,000$56,000$1,772,200CAPITAL IMPROVEMENT PLAN/INFRASTRUCTURE IMPROVEMENT PLAN
158 PROJFY08-09FY09-10FY10-11FY11-12FY12-13TOTALNOPROJECT TITLESTORMWATER MGMT/DRAINAGE PROJECTSD6027Drainage-Del Cambre$78,400$0$0$0$0$78,400D6028Drainage-FHB/Oxford Wash$15,000$0$0$0$0$15,000D6030Drainage-Ashbrook Wash Crossing$0$0$0$250,700$1,243,100$1,493,800D6031Drainage-Balboa Wash Crossing$0$0$0$0$30,200$30,200TOTAL$93,400$0$0$250,700$1,273,300$1,617,400PARK & RECREATION PROJECTSP3007Desert Vista Park, Phase II$1,693,933$0$0$0$0$1,693,933P3008Four Peaks Park, Phase II & III$0$0$0$909,862$1,235,350$2,145,212P3011Fountain Park, Phase VI$0$1,301,755$0$0$0$1,301,755P3014Community Park-Ellman Property$0$0$3,220,000$3,304,000$3,388,000$9,912,000P3019Joint Use Park-High School site$0$0$0$661,800$0$661,800P3020Joint Use Park- McDowell Elem$0$0$629,640$0$0$629,640TOTAL$1,693,933$1,301,755$3,849,640$4,875,662$4,623,350$16,344,340GENERAL GOVERNMENT PROJECTSF4002Street Maintenance Facility Improvements$17,000$0$130,000$733,000$0$880,000F4011Municipal Government Software$200,000$200,000$0$0$0$400,000TOTAL$217,000$200,000$130,000$733,000$0$1,280,000CAPITAL IMPROVEMENT PLAN/INFRASTRUCTURE IMPROVEMENT PLAN
159 PROJFY08-09FY09-10FY10-11FY11-12FY12-13TOTALNOPROJECT TITLEFIRE & EMERGENCY PROJECTSF4005Fire Station 2 Relocation$364,025$1,456,103$0$0$0$1,820,128TOTAL$364,025$1,456,103$0$0$0$1,820,128LIBRARY, ART & MUSEUM PROJECTSF4012Library Event Circle$90,000$250,000$0$0$0$340,000TOTAL$90,000$250,000$0$0$0$340,000VEHICLE REPLACEMENT PROGRAMF-911Ford F-150$45,000$0$0$0$0$45,000PR-121Van$67,000$0$0$0$0$67,000TOTAL$112,000$0$0$0$0$112,000TOTAL CAPITAL PROJECTS$5,597,238$10,806,124$10,989,165$12,787,547$12,836,840$53,016,915CAPITAL IMPROVEMENT PLAN/INFRASTRUCTURE IMPROVEMENT PLAN
160 PROJPROJECT TITLEGeneral FundDeveloper FeesDeveloper FeesDeveloper FeesHURFGrantsCapital FundVehicleTotalNOStreetsPark & RecreationOpen SpaceReplacementOPEN SPACE PROJECTSO7005Botanical Garden Parking Improvements$0$0$0$68,000$0$0$0$0$68,000TOTAL$0$0$0$68,000$0$0$0$0$68,000STREET PROJECTSS6001Roadway Widening-Shea Blvd truck climbing lane$0$0$0$0$0$0$1,240,000$0$1,240,000S6003Dirt Alley Paving-Saguaro$0$0$0$0$0$0$64,000$0$64,000S6005Roadway Widening-Shea Blvd$0$0$0$0$0$0$72,600$0$72,600S6006Sidewalk-F H Blvd$0$0$0$0$0$0$120,780$0$120,780S6007Annual Sidewalk Program$0$0$0$0$0$0$245,000$0$245,000S6008Annual Pavement Management$0$0$0$0$825,000$0$0$0$825,000S6009Downtown Sidewalk Program$0$0$0$0$0$0$44,500$0$44,500S6050Shea Blvd Bike lane$0$0$0$0$0$0$92,000$0$92,000TOTAL$0$0$0$0$825,000$0$1,878,880$0$2,703,880TRAFFIC SIGNALT5003Traffic Signal-Palisades & Sunridge$0$255,000$0$0$0$0$0$0$255,000TOTAL$0$255,000$0$0$0$0$0$0$255,000STORMWATER MGMT/DRAINAGE PROJECTSD6027Drainage-Del Cambre$0$0$0$0$0$0$78,400$0$78,400D6028Drainage-FHB/Oxford Wash$0$0$0$0$0$0$15,000$0$15,000TOTAL$0$0$0$0$0$0$93,400$0$93,400PARK & RECREATION PROJECTSP3007Desert Vista Park, Phase II$0$0$565,000$0$0$523,222$605,711$0$1,693,933TOTAL$0$0$565,000$0$0$523,222$605,711$0$1,693,933LIBRARY & MUSEUM PROJECTSF4012Library Event Circle$0$0$0$0$0$0$90,000$0$90,000TOTAL$0$0$0$0$0$0$90,000$0$90,000GENERAL GOVERNMENT PROJECTSF4002Street Maintenance Facility Improvements$0$0$0$0$0$0$17,000$0$17,000F4011Municipal Government Software$200,000$0$0$0$0$0$0$0$200,000TOTAL$200,000$0$0$0$0$0$17,000$0$217,000FIRE & EMERGENCY PROJECTSF4005Fire Station 2 Relocation$0$0$0$0$0$0$364,025$0$364,025TOTAL$0$0$0$0$0$0$364,025$0$364,025VEHICLE REPLACEMENTF-911Ford F-150$0$0$0$0$0$0$0$45,000$45,000PR-121Van$0$0$0$0$0$33,500$0$33,500$67,000TOTAL$0$0$0$0$0$33,500$0$78,500$112,000TOTAL CAPITAL PROJECTS$200,000$255,000$565,000$68,000$825,000$556,722$3,049,016$78,500$5,597,238
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Capital Improvement Program
Project Information Forms
162
163
PROJECT TITLE: PROJECT DESCRIPTION: Botanical Garden Parking Improvements DEPARTMENT: Parks and Recreation PROJECT MANAGER: Mark Mayer PROJECT NUMBER: O7005 FUNDING PRIORITY: High-Town Council Priority FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Developer Fees $68,000 Impact on Operating Budget PROJECT SCHEDULE: STARTING DATE ENDING DATE PLANNING/DESIGN: 1.14.2008 2.4.2008 CONSTRUCTION 6.7.2008 8.25.2008 COMPLETION: 9.1.2008 9.1.2008 OCCUPANCY/USE: 9.8.2008 9.8.2008 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION The project involves construction of a parking facility for the Desert Botanical Garden located off of Fountain Hills Blvd., which is currently undergoing renovation. The proposed project would include a deceleration lane, an acceleration lane, an access security gate, a trail and information kiosk, hard surface parking (including handicapped) for five cars and landscaping.
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JUSTIFICATION: This was a last minute addition to the FY 07-08 CIP budget at the request of the Town Council. Following lengthy negotiations with Chaparral City Water Co., who owns adjacent land needed for parking, the Town was not able to reach an agreement that would allow for construction of the site as originally planned. Redesign of the parking facility on Town-owned property began in spring 2008 and construction will likely begin in July 2008. Since 2007. volunteers have been working to renovate the long-abandoned site to make it again available to the public. However, off-street parking is needed along with deceleration and acceleration lanes to make the site safer. The volunteer local Botanical Garden group has been working to complete a new trail into the site and is nearing completion. The group continues to meet on a monthly basis and has regular workdays at the site. The funds budgeted for the 2007-08 fiscal year will complete the grading of the site. The funds requested for FY2008-09 will complete the remaining parking lot site improvements.
165
PROJECT TITLE: PROJECT DESCRIPTION: Shea Blvd. Truck Climbing Lane DEPARTMENT: Public Works PROJECT MANAGER: Larry J. Woodlan, PE PROJECT NUMBER: S6001 FUNDING PRIORITY: High-Finishes a partially completed project FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Capital Projects Fund $1,100,000 Carry Forward $140,000 Impact on Operating Budget $3,000 $3,090 $3,183 $3,278 $3,376 PROJECT SCHEDULE: STARTING DATE ENDING DATE ENGINEERING: 10.1.2008 9.8.2008 CONSTRUCTION 10.13.2008 2.8.2010 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. Construction is expected to begin in fiscal year 08-09 and be completed in February, 2010.
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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. McDot 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 ($1,100,000) with ADOT in FY 08-09 and ADOT will combine the Town portion with the grant of $1,076,000 and pay all invoices to the contractors, inspectors, etc.Includes $40,000 for relocation of SRP 69KV pole. BUDGET MODIFICATIONS:CARRYFORWARDS: The design of the project began in FY 06-07 and continues through FY 07-08. $100,000 is being carried over from FY2007-08. The ADOT review processes are causing the design effort to extend into the next fiscal year.
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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): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Capital Projects Fund $64,000 $48,000 $50,000 $107,200 $68,000 Impact on Operating Fund $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE CONSTRUCTION 8.4.2008 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 phases (5970 l.f.)Phase I is 1245 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.
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JUSTIFICATION: Maricopa County has a concern for 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 hard surfaced. 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. 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:
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PROJECT TITLE: PROJECT DESCRIPTION: Shea Boulevard Widening DEPARTMENT: Public Works PROJECT MANAGER: Larry J. Woodlan, PE PROJECT NUMBER: S6005 FUNDING PRIORITY: High-Leverages local funds FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Capital Projects Fund $72,600 $360,00 $300,000 Impact on Operating Budget $1,500 $1,545 $1,591 $1,639 $1,688 PROJECT SCHEDULE: STARTING DATE ENDING DATE ENGINEERING: 4.17.2008 4.13.2009 CONSTRUCTION 4.13.2009 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).
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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, 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 process of negotiating with an engineering company to perform the design for Phase I. BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Fountain Hills Boulevard Sidewalk (Fayette Drive to Middle School) DEPARTMENT: Public Works PROJECT MANAGER: Larry J. Woodlan, PE PROJECT NUMBER: S6006 FUNDING PRIORITY: High-Leverages local funds FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Capital Projects Fund $120,780 $288,300 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE ENGINEERING: 1.4.2008 6.1.2009 CONSTRUCTION 7.13.2009 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 and construction of an 8' sidewalk from Fayette Drive to the Middle School.
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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.$288,300 Construction & Engineering During Construction FY 09-10 (Town cost). BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Annual Sidewalk Program DEPARTMENT: Public Works PROJECT MANAGER: PROJECT NUMBER: S 6007 FUNDING PRIORITY: High-Town Council Priority FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Capital Projects Fund $245,000 $342,000 $292,263 $291,014 $289,710 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE CONSTRUCTION 9.8.2008 6.10.2013 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 currently being established.
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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.$245,000 Alamosa in 2009 dollars FY 08-09 ($210,000 sidewalk + $35,000 inspection). BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Annual Pavement Management DEPARTMENT: Public Works PROJECT MANAGER: PROJECT NUMBER: S 6008 FUNDING PRIORITY: High-Town Council Priority FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Streets Fund $825,000 $1,781,863 $1,830,905 $1,830,905 $1,830,905 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE CONSTRUCTION 12.26.2007 6.17.2013 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Slurry Seal and Micro-Surface streets plus street mill and overlay. The Town has a 6 year rotation program to provide pavement maintenance to all streets.Zone 3 is scheduled for completion during FY 08-09.The Town is scheduling the mill and overlay of Saguaro Blvd in FY 09-10. Additional detail on mill and overlay streets in future years is being established.A map that shows the Pavement Management Zones is attached to this project description.
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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 is identified as a street to mill and overlay in FY 08-09. That work is being performed under a separate project.The pavement management analysis/consultant recommended the Town continue the slurry seal and micro surface program. Currently, the program is 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). 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 12-13 BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Downtown Sidewalk Program DEPARTMENT: Public Works PROJECT MANAGER: PROJECT NUMBER: S 6009 FUNDING PRIORITY: Medium-Maintains existing service levels FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Capital Projects Fund $44,500 $26,543 $27,737 $28,986 $30,290 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE PLANNING/DESIGN: 7.1.2008 8.31.2007 CONSTRUCTION 9.1.2008 12.20.2013 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION The following project areas are included in the first year of the plan:Ave of the Fountain (Weat Side)AOTF @ Mid Block Crossing in West Median (Grass),west of Verde River A-100' to fill a gap B-200' to fill a gap
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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. Pedestrian movement north/south across the Avenue of the Fountains is only fully available at Saguaro Blvd.The first project will improve the pedestrian crossing at Ave of the Fountains and La Montana Drive. This is a natural crossing area already being used that requires some upgrading, signing and striping.The second project will provide a mid-block crossing in the west median(grass area) on Ave of the Fountains, that will provide better north-south access. 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: 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): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Capital Projects Fund $92,000 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE ENGINEERING: 12.26.2007 7.28.2008 OCCUPANCY/USE: 10.6.2008 6.1.2009 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 will be necessary to complete the design and 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--Palisades Boulevard @ Sunridge Drive DEPARTMENT: Public Works PROJECT MANAGER: Larry J. Woodlan, PE PROJECT NUMBER: T 5003 FUNDING PRIORITY: High-Finishes a partially completed project FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Developer Fees $255,000 Impact on Operating Budget $3,000 $3,090 $3,182 $3,278 $3,376 PROJECT SCHEDULE: STARTING DATE ENDING DATE CONSTRUCTION 7.1.2008 10.6.2008 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Traffic Signal-Palisades Boulevard and Sunridge Drive
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JUSTIFICATION: The project was designed in FY 06-07 and bid on November 15, 2007. The contract for construction was awarded to ITS Engineering and Constructors on February 21, 2008. Ongoing engineering support will be provided by CK Group Inc in FY 2008-09.There is a long order time for some of the equipment for this project. The project will carry over to FY 2008-2009. BUDGET MODIFICATIONS:CARRYFORWARDS: The project started construction and was not complete by the end of the fiscal year.$255,000 approved in FY 2007-08 will be carried forward to FY 2008-09 to complete construction.
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PROJECT TITLE: PROJECT DESCRIPTION: Storm Sewer-Del Cambre (Storm Sewer Rosita to Ashbrook Wash) DEPARTMENT: Public Works PROJECT MANAGER: PROJECT NUMBER: D 6027 FUNDING PRIORITY: Medium-Provides maintenance of existing systems FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2008-09 FY2012-13 Capital Projects Fund $78,400 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE ENGINEERING: 3.3.2008 7.7.2008 CONSTRUCTION: 8.11.2008 6.22.2009 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 to 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$78,400 Construction $ 0 Engineering during construction included in the sidewalk project for Del Cambre BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Fountain Hills Blvd @ Oxford Wash Box Culverts DEPARTMENT: Public Works PROJECT MANAGER: PROJECT NUMBER: D 6028 FUNDING PRIORITY: Medium-results in increased efficiency FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Capital Projects Fund $15,000 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE PLANNING/DESIGN: 10.6.2008 2.9.2009 ENGINEERING: 8.11.2014 5.18.2015 CONSTRUCTION 8.3.2015 6.6.2016 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Install two new 10' X 4' box culverts and appurtenances under Fountain Hills Boulevard @ Oxford Wash.Phase I - Concept Investigation FY 08-09Phase II - Detailed Design FY 14-15Phase III - Construction FY 15-16
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JUSTIFICATION: In FY 96-97 the Town had a Drainage Master Plan prepared for the Town. This project was identified as an improvement that should be made to permit the 100 year storm to flow under Fountain Hills Boulevard.Fountain Hills Boulevard is a road of regional significance. Staff will investigate the possibility of a grant. The Arizona Department of Transportation/Maricopa Association of Governments grants process takes 5 years from the date of approval until funds are available to a community.Oxford Wash continues east from Fountain Hills Boulevard to Balboa Wash. Oxford Wash in this area is adjacent to an apartment complex and crosses Kings Way. The Kings Way Crossing is currently a dip crossing. Phase I of the project is to investigate the down stream improvements that would be required when the box culverts are installed on Fountain Hills Boulevard.This is a project that could be funded with a stormwater utility.Below are the original project estimates. The expenses are based on an inflation factor of 4.8% per year from 1997 to 2014 for design and 2015 for construction.$ 72,900 Design FY 14-15 (FY 96-97 $39,100 X 1.864 = $72,900)$ 375,600 Construction FY 15-16 (FY 96-97 $196,450 X 1.912 = $375,600)$ 67,900 Engineering during construction FY 15-16 (FY 96-97 $35,500 X 1.912 = $67,900) BUDGET MODIFICATIONS:CARRYFORWARDS:
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JUSTIFICATION: The project began in FY 07-08 and was funded using Development Fees ($1,002,434), Capital Projects Funds ($260, 276), a grant from Arizona State Parks Heritage Fund ($774,920) and a grant from the Arizona Sports & Tourism Authority ($252,000) totaling $2,289,630. Unfortunately, the total project cost is now expected to be $3,182,193. Therefore, an additional $892,563 will be needed to complete the project. The ASP Heritage Grant scope of work requires the entire project to be completed with the exception of parking, while the AZSTA Grant requires the entire scope of work to be completed.The first of two Guaranteed Maximum Price (GMP) contracts was awarded in FY2007-08 for $2,099,395; a pre-construction contract was approved for $32,533; and a Construction Administration services contract was approved for $144,168, for a total of $2,276,096.As a result, it is necessary to appropriate the additional funds to complete the project in FY 08-09 in order to fully comply with the stipulations set forth in both grant funding agreements. A secondary GMP contract in the amount of $906,097 will be needed to complete the project.Funding$ 774,920 Heritage Grant$ 252,000 AZSTA$1,002,434 P & R Development Fees$ 260,276 Capital Projects FundsIt is anticipated that $1,488,260 will be expended during FY 2007-08 on this project and that $801,370 will be carried forward to the FY 2008-09 budget. Additional funding of $892,563 has been proposed in FY 2008-09. BUDGET MODIFICATIONS:CARRYFORWARDS: $774,920 Grant - 35% carryforward $ 271,222$252,000 Grant - 100% carryforward $252,000$1,002,434 Development Fees - 35% CF $ 350,852$260,276 Capital Projects funds CF $ 72,704Total $ 801,370
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PROJECT TITLE: PROJECT DESCRIPTION: Civic Center Courtyard Event Circle DEPARTMENT: Public Works PROJECT MANAGER: Don Thumith PROJECT NUMBER: F 4011 FUNDING PRIORITY: Low-Provides an expanded level of service FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Capital Projects Fund $90,000 $250,000 Impact on Operating Budget PROJECT SCHEDULE: STARTING DATE ENDING DATE PLANNING/DESIGN: 7.1.2008 8.29.2008 CONSTRUCTIONS: 10.1.2008 12.5.2008 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Phase I:Finish Civic Center courtyard with paver bricks to create an event circle between the Community Center and the Library/Museum.Phase II: Installation of benches and a shade structure.
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JUSTIFICATION: In the planned Civic Center Phase 1 project in 2001, the Community Center and the Library/Museum were to have a center court event plaza. However, costs for the project escalated, so a desicion was made to leave the plaza unfinished until a future date. The plaza was envisioned and designed with a surface area of paver bricks or like material and a sun shade sail cloth structure over most of the surface. Its intended use was for an event space managed by the Comunity Center event staff as a revenue source to the Town as well as a public space for citizens and visitors to enjoy the arts. Seven years have passed with no improvements to the center court circle, although numerous requests for its use have been received by Community Center Staff and the Facilities Division of Public Works. Town staff's position has been the same, we can not allow use due to the gravel coated surface which would not be ADA compliant. Two years ago Community Center staff were directed to seek bids for covering the center circle in paver bricks so as to allow it to be usable for leasing events, the best bid came in at $84,000. Facilities staff is requesting consideration to finish the event circle in phases, Phase 1 being the paver project in the 08/09 budget with additional improvements such as benches and shade structures in future budgets beginning in the 09/10 budget year. Given the time since last RFP's and material cost increases, Facilities Staff estimates that phase 1 may be completed with a $90,000 budget. In conclusion; Finishing the circle will provide ciizens of the Town another option for space in planning their events and the Town will finaly start receiving revenue from an unused piece of Town prsoperty. BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Municipal Software DEPARTMENT: Adminsitration PROJECT MANAGER: Julie Ghetti PROJECT NUMBER: F-4011 FUNDING PRIORITY: High-Finishes a partially completed project FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 General Fund $200,000 $200,000 Impact on Operating Budget $60,000 $60,000 $60,000 $60,000 $60,000 PROJECT SCHEDULE: STARTING DATE ENDING DATE ACQUISITION: 6.1.2008 10.3.2008 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.
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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: $100,000 was budgeted in FY 2007-08 for the first phase of the project.
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PROJECT TITLE: PROJECT DESCRIPTION: Street Maintenance Facility DEPARTMENT: Public Works PROJECT MANAGER: PROJECT NUMBER: F 4002 FUNDING PRIORITY: Medium-results in increased efficiency FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Capital Projects Fund $17,000 $130,000 $733,000 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE PLANNING/DESIGN: 7.7.2008 6.1.2009 ENGINEERING: 7.6.2009 6.7.2010 CONSTRUCTION 7.5.2010 6.6.2012 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Prepare a master plan for the street department site and construct aStreet Maintenance Facility, Storage Building and parking which will serve the Town's future needs. This will replace the existing temporary facility.Phase I Master PlanPhase II Design Street Maintenance Facility, Storage Building, etcPhase III Construction
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JUSTIFICATION: A three phased approach to this project is being proposed. Phase I will be preparation of a conceptual site plan for the one acre Streets Facility site. Phase II will create construction documents and Phase III will commence construction.The present facility is a converted 16'x60' mobile home purchased in 1992 to serve the needs of Street personnel. Growth of the Town and continually added responsibilities for Street's Staff and age of the mobile home has rendered it inadequate. Operational functions such as wash maintenance, sign production, median/irrigation and traffic signal maintenance, to name a few, will require added floor space to accomplish said duties. The Town has a metal storage building that had outlived its useful life. Construction of a new storage building to store equipment.$ 17,000 Conceptual Plan$130,000 Design$520,000 Construction Street Maintenance Facility$213,000 Storage Building BUDGET MODIFICATIONS:CARRYFORWARDS:
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PROJECT TITLE: PROJECT DESCRIPTION: Fire Station 2 Relocation Project DEPARTMENT: Fire PROJECT MANAGER: Scott La Greca PROJECT NUMBER: F4005 FUNDING PRIORITY: High-Health Safety Project FUNDING SOURCES(S): FY2008-09 FY2009-10 FY2010-11 FY2011-12 FY2012-13 Capital Projects Fund $364,025 $1,456,103 Impact on Operating Budget $0 $0 $0 $0 $0 PROJECT SCHEDULE: STARTING DATE ENDING DATE PLANNING/DESIGN: 7.1.2008 4.30.2009 ENGINEERING: 7.28.2008 4.30.2009 CONSTRUCTION: 8.3.2009 6.7.2010 COMPLETION: 6.7.2010 7.12.2010 OCCUPANCY/USE: 7.12.2010 8.2.2010 TOWN OF FOUNTAIN HILLS CAPITAL IMPROVEMENT PROJECT INFORMATION Design and Construction of a new, 5,580 s/f fire station on Town owned property on Shea Blvd., East of Palisades Blvd. This will replace the existing staion on Saguaro just south of Shea Blvd.
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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. 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 implementation 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 defini-
tion detailed in the definitions section.
Policy
The purpose of the Vehicle Replacement Program is to provide an authoritative decision-
making process for the evaluation, selection, and multi-year scheduling of vehicle replace-
ments based on a projection of available fiscal resources and the vehicles age, mileage, en-
gine 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 capital
budgets;
Maintain control over the Town’s long-term cash flow in relation to the Town's finan-
cial capacity; and
Ensure efficient, effective and coordinated vehicle acquisition and replacement.
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 product
of a systematic evaluation of vehicle utilization, repair and maintenance. This plan serves
as a guide for the efficient and effective replacement of vehicles, outlining a detailed time-
line 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 projected
final cost of at least $10,000 and a useful life of at least 7 years. Vehicles shall be subdi-
vided into various classifications as follows:
Sedans
Sports Utility Vehicle (SUV)
Light Duty Truck
Medium Duty Truck
Heavy Duty Truck
Passenger Van
Street Sweeper
Fire Ladder Truck
Fire Pumper Truck
Utility Vehicle/Bunker Rake
Backhoe
Loader/Grader/Tractor
Gator
Dump Truck
Trailer
PROCESS
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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 in-
corporation in the updated VRP for the ensuing year. All new (not replacement)
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 re-
quirements, 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 re-
view including production of cost estimates, as well as an overall financial analy-
sis of the proposed program. Additional assistance may be requested to help pro-
duce 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 incorpo-
rated into the CIP budget proposal for the coming year.
D. Implementation: Upon adoption of the VRP in the operating budget, vehicles
included within the applicable budget year may be purchased by the Public
Works Director, or his/her designee in compliance with the Town’s Purchasing
Policy.
E. Amendments: The adopted VRP may be amended upon recommendation of the
Public Works Director and approval of the Town Manager and Town Council.
PROCEDURE:
A. Form: The New Vehicle Request form (listed as Attachment A) shall be utilized
to request inclusion of a new (not replacement) vehicle in the Vehicle Replacement
Plan. Department Directors may request the addition of a new vehicle 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 submit-
ted 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
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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
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 generated
from the replacement charges applied against the operating funds that support the de-
partments that utilize the subject vehicles. Surplus sale proceeds and insurance 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 des-
ignee shall prepare a list of vehicles to be retired from the Town’s fleet. The Town Man-
ager shall authorize the sales of these vehicles at Auction by signing over the vehicle ti-
tle(s). The Public Works Director, or his/her designee shall then transport 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 2008-2009 Vehicle Replacement Recommendation
In fiscal year 2008-2009, two vehicles are proposed for replacement.
The first vehicle is currently assigned to the Fire Department and will be used by the
Assistant Chief/Fire Marshall. The vehicle is expected to exceed 10 years/100,000
miles by the end of the fiscal year and is being recommended for replacement by Fleet
Operations. The new vehicle will be outfitted for mountain rescue and off road use.
The second vehicle proposed for replacement is the Town Van which is currently shared
by the Recreation Department and the Senior Activity Center. The Van does not meet
the Town’s replacement criteria, but is being recommended for replacement for two rea-
sons. The first reason is that a grant is anticipated from Senior Services, Inc which will
provide for half of the vehicle funding. The second reason for the request is that the
Town does not currently own a van which fully meets the needs of the Senior Activity
Center. The Van being proposed will make access for elderly or handicapped users eas-
ier and will be ale to accommodate wheelchair storage. Purchase of this vehicle is con-
tingent on the Town’s receipt of the outside grant funding. If the funding does not ma-
terialize, the van is scheduled for replacement in fiscal year 2012 -2013.
201 Vehicle Inventory DepartmentEquipment No.DescriptionTypeYear OdometerScheduleBuilding SafetyB-106Chevrolet Silverado Pickup Light Duty Truck200136,31210 years/100,000 milesBuilding SafetyB-138Ford Escape HybridSUV200615,06910 years/100,000 milesBuilding SafetyB-143Ford Escape HybridSUV20064,86410 years/100,000 milesBuilding SafetyB-148Ford Escape HybridSUV20082610 years/100,000 milesFireE-822American LaFrancePumper Truck199886,77315 years/100,000 milesFireE-823CrimsonPumper Truck20082,00015 years/100,000 milesFireF-198Serro TrailerE.D.I.T.H. House19950non-replaceableFireF-204Ford F-550 SUVHeavy Duty Truck200126,21212 years/125,000 milesFireF-911Ford F-150Light Duty Truck199881,41310 years/100,000 milesFireL-822American LaFranceLadder Truck199957,11915 years/100,000 milesFireF-040Ford ExpeditionSUV (New)200293,00010 years/100,000 milesFireF-668Ford ExplorerSUV200157,39410 years/100,000 milesFountain ParkP-11John Deere 4x2 GatorGator200710912 years/15,000 hoursFountain ParkPR-141Ford F-150 Light Duty Truck20075,95810 years/100,000 milesFour PeaksP-12John Deere 4x2 GatorGator200711312 years/15,000 hoursFour PeaksP-9John Deere 4x2 GatorGator19982,83412 years/15,000 hoursFour PeaksPR-146Ford F-150 PickupLight Duty Truck20071,67310 years/100,000 milesGolden EagleBR-02John Deere 1200A GoldenBunker Rake19992,28412 years/15,000 hoursGolden EagleP-8John Deere 4x2 GatorGator19984,88612 years/15,000 hoursGolden EagleP-10John Deere 4x2 GatorGator19982,62412 years/15,000 hoursGolden EagleP-13Mule KAF400A7Utility Vehicle200711312 years/15,000 hoursGolden EagleP-14Kubota KUTractor/Loader200711320 years/15,000 hoursGolden EaglePR-103Ford F-150 PickupLight Duty Truck199578,98610 years/100,000 milesGolden EaglePR-142Ford F-250 PickupLight Duty Truck20076,05310 years/100,000 milesGolden EaglePR-147Ford F-150 PickupLight Duty Truck20071210 years/100,000 milesDesert VistaPR-105Ford F-150 PickupLight Duty Truck199753,03510 years/100,000 miles
202 DepartmentEquipment No.DescriptionTypeYear OdometerScheduleRecreationPR-137Ford Crown VictoriaSedan200129,81110 years/100,000 milesRec - 10% shareSS-121Chevrolet VanVan200040,62812 years/125,000 milesSeniors -90% shareSS-121Chevrolet VanVan200040,62812 years/125,000 milesPlanning & ZoningPZ-107Ford Crown VictoriaSedan200151,95410 years/100,000 milesPlanning & ZoningPZ-108Ford Crown VictoriaSedan200066,22210 years/100,000 milesPlanning & ZoningPZ-149Ford Escape HybridSUV2008410 years/100,000 milesFacilitiesPW-101Dodge 1500 PickupLight Duty Truck199921,63910 years/100,000 milesPublic WorksPW-112Chevrolet S-10 BlazerSUV200156,27410 years/100,000 milesPublic WorksPW-125Chevrolet S-10 BlazerSUV199975,47610 years/100,000 milesPublic WorksPW-140Ford Escape HybridSUV20079,81610 years/100,000 milesPublic WorksPW-144Ford Escape HybridSUV20072,06910 years/100,000 milesPublic WorksPW-145Ford F-150 SupercabLight Duty Truck20076,52510 years/100,000 milesStreetsS-12John Deere TractorTractor19936,76720 years/15,000 hoursStreetsS-132Chevrolet Crew Cab PickupLight Duty Truck200060,27910 years/100,000 milesStreetsS-133Ford F-150 PickupLight Duty Truck200144,71710 years/100,000 milesStreetsS-134Ford F-550 PickupHeavy Duty Truck200517,40312 years/125,000 milesStreetsS-135Freightliner M2106Dump Truck200510,27715 years/125,000 milesStreetsS-139Schwartz A9000 SweeperSweeper20066,4597 years/75,000 milesStreetsS-150Freightliner SweeperSweeper2007567 years/75,000 milesStreetsS-151Ford F-450 PickupHeavy Duty Truck2008012 years/125,000 milesStreetsS-20Caterpillar 426CBackhoe19993,84420 years/15,000 hoursStreetsS-25Cimline 105/205Cracksealer20012,50810 yearsStreetsSE-05Caterpillar 21BRoller199383320 years/10,000 hoursVehicle Inventory
203
Debt Services Funds
204
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 out-
standing 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 incorpora-
tion. 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
preservation land in the McDowell mountains. Total General Obligation bond principal and
interest payments for fiscal year 2008/2009 are $1,340,363 and will be paid through a levy of
Town property. The Summary/Schedules section includes an itemization of the outstanding
debt as of June 30, 2008.
The Highway User Revenue Fund (HURF) Bond principal and interest payment is $115,850
for fiscal year 2008-2009 and will be paid from HURF revenues received during the year. The
Eagle Mountain Community Facilities District debt payments are levied on the property own-
ers within the district. These obligations are paid by the Fountain Hills’ property owners us-
ing 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 FY08-09 and ending fund balance. 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 2008-2009 is esti-
mated to be $684,742,347 for the upcoming year and the estimated levy is $0.2213 per $100
of assessed value.
DEBT SERVICE-320
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
REVENUE:
Property Tax Revenue:
Secondary Property Tax 1,325,581 1,232,781 1,400,000 1,330,000 1,400,000
Interest Earnings 30,407 25,786 1,400 800 1,500
TOTAL REVENUES $1,355,988 $1,258,567 $1,401,400 $1,330,800 $1,401,500
EXPENDITURES:
General Obligation Bonds:
Bond Payment - GO 281,870
Bond Payment - Lakeside 87,800
Bond Payment - Library/Museum 304,750
Bond Payment - Mtn Bonds GO 330,000
Refunded Bonds-Principal 515,000 1,360,294 1,388,100 1,389,596 1,188,057
Refunded Bonds-Interest 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 $1,392,350 $1,393,846 $1,340,364
EXCESS OF REVENUES OVER/
(UNDER) EXPENDITURES (167,682)(105,977)9,050 (63,046)61,136
Fund Balance Beginning of Year $0 $202,347 $149,304 $96,370 $33,324
Ending Fund Balance ($167,682)$96,370 $158,354 $33,324 $94,460
205
Municipal Properties Corporation (MPC) Fund
Revenues and Expenditures Summary
The Municipal Property Corporation owns the land and buildings purchased through bond
proceeds (McDowell Mountain preserve, Community Center and Town Hall). The 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 Com-
munity Center will be transferred from the General Fund and is included within the Commu-
nity 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 PROPERTY CORP-350
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
REVENUES:
Excise Tax Transfers (.2%)843,492 832,576 628,562 628,562 591,718
Excise Tax Transfers (.1%)421,746 448,673 314,281 314,281 295,859
Transfer from Community Center 387,000 387,000 387,000 387,000 387,000
Interest 34,658 45,619 40,000 40,000 30,000
TOTAL REVENUES $1,686,896 $1,713,868 $1,369,843 $1,369,843 $1,304,577
EXPENDITURES:
MPC Debt Service
Mountain Bond Payment (.2%)595,000 416,818 415,000 415,005 402,005
Civic Center Phase II Bonds (.1%)246,637 266,438 315,000 298,338 318,388
MPC - Community Center 387,000 239,169 387,000 255,419 245,419
Refunded Bonds 0 265,924 179,350 320,412 371,675
TOTAL EXPENDITURES $1,228,637 $1,188,348 $1,296,350 $1,289,173 $1,337,486
EXCESS OF REVENUES OVER/
(UNDER) EXPENDITURES 458,259 525,520 73,493 80,670 (32,909)
Fund Balance Beginning of Year $278,310 $736,569 $1,004,795 $1,262,089 $1,342,759
Ending Fund Balance $736,569 $1,262,089 $1,078,288 $1,342,759 $1,309,850
206
Schedule of Outstanding Debt – June 30, 2008
Computation of Legal Debt Margin: Fiscal Year 2008-2009
The Arizona Constitution provides that the general obligation bonded indebtedness for a
municipality for general municipal purposes may not exceed six percent (6%) of the secon-
dary assessed valuation of the taxable property in that city or town. In addition to the six
percent limitation for general municipal purpose bonds, municipalities may issue general
obligation bonds up to an additional twenty percent (20%) of the secondary assessed valua-
tion for supplying water, artificial light, or sewers, and for the acquisition and development
of land for open space preserves, parks, playgrounds and recreational facilities.
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 5.30 7/1/2010 $2,455,000 $1,200,000 $1,255,000 $0
GO Library/Museum 6/1/2000 5.50 7/1/2014 $3,700,000 $1,750,000 $1,675,000 $275,000
GO Land Acq-Lake 8/1/1999 5.10 7/1/2014 $1,400,000 $700,000 $500,000 $200,000
GO Mtn. Bonds 12/1/2001 4.90 7/1/2020 $6,000,000 $1,700,000 $3,425,000 $875,000
GO Refunding 6/1/2005 4.00 7/1/2019 $7,225,000 $1,005,000 $0 $6,220,000
TOTAL $24,310,000 $7,430,000 $9,310,000 $7,570,000
Rev Refunding 8/1/1998 4.63 7/1/2010 $1,075,000 $840,000 $0 $235,000
Rev Comm. Center 7/1/2000 5.40 7/1/2020 $4,680,000 $1,325,000 $2,475,000 $880,000
Rev Mtn. Bonds 12/1/2001 4.70 7/1/2021 $7,750,000 $2,040,000 $3,910,000 $1,800,000
Rev Civic Center 12/1/2004 4.50 7/1/2019 $3,645,000 $605,000 $0 $3,040,000
Rev Refunding 6/1/2005 4.15 7/1/2019 $5,330,000 $260,000 $0 $5,070,000
TOTAL $23,680,000 $5,010,000 $7,385,000 $11,025,000
SA Eagle Mtn-A 6/1/1996 6.50 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 $485,000 $0 $4,070,000
SA Improvmnts 6/16/1999 5.25 7/1/2009 $32,276 $29,048 $0 $3,228
TOTAL $9,492,276 $964,048 $4,455,000 $4,073,228
GRAND TOTAL $57,482,276 $13,404,048 $21,150,000 $22,668,228
207
Direct Bonded Debt, Legal Limitation and Unused Borrowing Capacity: FY2007-08
Net secondary assessed valuation $$684,742,347
Debt limit - 6% of secondary net
assessed valuation $41,084,541
Debt limit - 20% of secondary net
assessed valuation $136,948,469
Less Direct Bonded Debt ($985,000)Less Direct Bonded Debt ($6,585,000)
Unused 6% Borrowing Capacity $40,099,541 Unused 20% Borrowing Capacity $130,363,469
Water, Sewer, Light, Parks, Open Space
General Municipal Purpose Bonds and Recreational Facility Bonds
208
Eagle Mountain Community Facilities District
Formed in 1995, the District is a special purpose taxing District and separate political sub-
division under Arizona statutes. As such, the District can levy taxes and issue bonds, in-
dependent of the Town of Fountain Hills. Property owners within the District boundaries
pay the debt service due on the District’s bonds through the levy of a secondary property
tax. By law, and by the proceedings of the District, the definition of debt service on the
bonds includes all costs and expenses of the District, in addition to principal and interest
expenses. Town staff serves as District staff and administers the District and the costs of
their services are reimbursed by District funds. The Fountain Hills Town Council also
serves as the District Board of Directors. The District is one of the Town of Fountain Hills’
component units for the fiscal year ended June 30, 2008.
During FY05-06 the District refinanced the bonds to take advantage of interest rate savings
and surplus revenues. The summary below is a breakdown of the debt service payments for
FY08-09, ending fund balance and estimated tax levy per $100 of assessed valuation.
Tax levy is estimated to be $0.90 per $100 of assessed valuation.
FY 2005-2006 FY 2006-2007 FY 2007-2008 FY 2007-2008 FY 2008-2009
Actual Actual Budget Est Actual Proposed
REVENUE:
Property Tax Revenue $366,683 $194,274 $350,000 $340,000 $375,000
Town of Fountain Hills Reimbursement $50,000 $0 $0 $0 $0
Investment Earnings $20,671 $9,183 $10,000 $4,000 $4,000
TOTAL REVENUES $437,354 $203,457 $360,000 $344,000 $379,000
EXPENDITURES:
Debt Service $577,145 $331,659 $350,235 $350,235 $368,760
Administrative Fees $6,600 $6,600 $6,600 $6,600 $6,600
Trustee Fees $5,000 $1,000 $1,000 $1,000 $1,000
TOTAL EXPENDITURES $588,745 $339,259 $357,835 $357,835 $376,360
EXCESS OF REVENUES OVER/
(UNDER) EXPENDITURES ($151,391)($135,802)$2,165 ($13,835)$2,640
Fund Balance Beginning of Year $306,100 $154,709 $18,907 $21,072 $7,237
Ending Fund Balance $154,709 $18,907 $21,072 $7,237 $9,877
EAGLE MOUNTAIN COMMUNITY FACILITIES DISTRICT
Annual Statement of Estimates of Expenses
209
Summary of Tax Levy and Tax Rate Information
TOWN OF FOUNTAIN HILLS, ARIZONA
Summary of Tax Levy and Tax Rate Information
Fiscal Year 2008-09
2007-08 2008-09
FISCAL YEAR FISCAL YEAR
1.Maximum allowable primary property tax levy
A.R.S. §42-17051(A).$0 $0
2.Amount received from primary property taxation in the
2002-03 fiscal year in excess of the sum of that year's
maximum allowable primary property tax levy.
A.R.S. §42-17102(A)(18).$
3.Property tax levy amounts
A. Primary property taxes $0 $0
B. Secondary property taxes 1,400,000 1,330,000
C. Total property tax levy amounts $1,400,000 $1,330,000
4.Property taxes collected*
A. Primary property taxes
(1) 2003-04 levy $
(2) Prior years’ levy
(3) Total primary property taxes $
B. Secondary property taxes
(1) 2007-08 levy $1,330,000
(2) Prior years’ levy
(3) Total secondary property taxes $1,330,000
C. Total property taxes collected $1,330,000
5.Property tax rates
A. Town tax rate
(1) Primary property tax rate 0.0000 0.0000
(2) Secondary property tax rate (estimate)0.2124 0.2213
(3) Total city/town tax rate 0.2124 0.2213
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.
210
Tax %%
Year Primary Change Secondary Change
1998 $133,721,181 19.1%$146,943,730 26.3%
1999 $160,963,931 20.4%$174,760,640 18.9%
2000 $190,102,361 18.1%$212,415,476 21.5%
2001 $220,229,137 15.8%$238,714,537 12.4%
2002 $247,151,729 12.2%$270,602,866 13.4%
2003 $282,800,857 14.4%$323,385,230 19.5%
2004 $319,213,464 12.9%$349,398,334 8.0%
2005 $350,557,588 9.8%$375,183,181 7.4%
2006 $377,041,563 7.6%$397,380,162 5.9%
2007 $443,618,807 17.7%$610,738,122 53.7%
2008 $512,051,406 15.4%$684,742,347 12.1%
TOWN OF FOUNTAIN HILLS ASSESSED VALUATION
1998 - 2008
211
Budget Process
Financial Policies
Budget Schedule
212
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 limited 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 government. This
term stakeholder includes, but is not limited to: citizens, customers, elected officials, man-
agement, 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 priori-
ties by the Finance Department with the individual departments and the Town Manager.
Meetings with each department, the Town Manager and the Finance Department 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 informa-
tion and input; decision makers’ needs for information and advice from citizens on their de-
sired 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 prom-
ulgated by the National Advisory Council on State and Local Budgeting (NACSLB). Concur-
rently, Town staff apply diligent effort into improving the processes, decisions and out-
comes with each new budget year. The NACSLB’s practices encourage governments to con-
sider 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 docu-
ment such as summaries of revenues and expenditures showing two years of spending his-
tory 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
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 sim-
ply 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 con-
cept of line-item expenditure control, providing incentives and flexibility to managers that
can lead to improved program efficiency and effectiveness.
213
Principles and Elements of the Budget Process
The budget process consists of four broad principles that stem from the definition and mis-
sion 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 components or elements that rep-
resent achievable results. These elements help translate the guiding principles into action
components. Individual budgetary practices are derived from these elements. The princi-
ples 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 deci-
sion-making.
Assess community needs, priorities, challenges and opportunities.
Identify opportunities and challenges for governmental services, capital assets,
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 plan
and budget that moves toward achievement of goals, within the constraints 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 perform-
ance should be continually evaluated, and adjustments made, to encourage pro-
gress 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 re-
view 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. Throughout the
fiscal year, citizens and staff submit suggestions for new services, regulations, funding
sources, and improved service delivery, as well as concerns to the Town Council and com-
missions for discussion, study, and/or implementation. Advisory boards and commissions
develop plans for new or enhanced programs to be included 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
214
financial, material, and human resources available with the requirements to complete the
work plan. It includes information about the organization and identifies the Council policy
that directed the budget preparation. Although a budget is often discussed as a financial
document, the financial portion means very little without the policy and administrative in-
formation 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 fisal year. Revenue and expenditure pat-
terns are examined, compared to budget plans, and corrective action, 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 Im-
provement Plan is adopted at a project level. Control of each legally adopted annual budget
is at the department level; the Town Manager may at any time transfer any unencumbered
appropriation balance or portion thereof between general classifications 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 unencumbered appropriation balance or por-
tion thereof between one department to another.
Pursuant to Arizona Revised Statutes, ―No expenditure shall be made for a purpose not in-
cluded 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 emergency 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 ap-
propriates 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 activities. Highway
User Revenue Fund (HURF) and grants are examples of special revenue funds (restricted by
statute).
Excise Tax Revenue Funds – designated for bond payments for mountains, Civic Center
phase II project, and downtown development (restricted by legislative action).
215
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 included within the debt service
funds.
Capital Projects Funds – to account for the purchase or construction of major capital facili-
ties, heavy equipment, park improvements and major road improvements. The Capital Pro-
ject Fund revenues are derived from excess General Fund revenues and 85% of the con-
struction related local sales tax.
When can a citizen have input into the budget process?
Town staff welcomes comments and suggestions throughout the year. The first opportunity
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.
Town of Fountain Hills Financial Policies
The principles of sound financial management 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 management. Policy changes will be needed as the Town continues to
grow and becomes 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 Man-
ager 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 con-
dition, defined as:
cash solvency – the ability to pay bills
budgetary solvency – the ability to balance the budget
long run solvency – the ability to pay future costs
service level solvency – the ability to provide needed and desired services
adhering to the highest accounting and management practices as set by the
Government Finance Officers’ Association standards for financial reporting and
budgeting, by the Governmental Standards Board and other professional stan-
dards
One time capital costs are paid for with one time revenues
To maintain an Aa3 or better bond rating in the financial community to assure the
216
Town taxpayers that the Town government is well managed and financially sound.
To have the ability to withstand local and regional economic fluctuations, to adjust
to changes in the service requirements of our community, and to respond to changes
in Federal and State priorities and funding as they affect the Town’s residents.
To deliver quality services in an affordable, efficient and cost -effective basis providing
full value for each tax dollar.
Fund Balance Policy
Fund balance is defined as the cumulative difference of all revenues and expenditures, also
considered the difference between fund assets and fund liabilities, known as fund equity.
Fund balance is an important indicator of the Town’s financial position and adequate re-
serves must be maintained to allow the Town to continue providing services to the commu-
nity during periods of economic downturns and/or unexpected emergencies or require-
ments.
The level of Fund Balance is related to the degree of uncertainty that the Town faces. A
prudent level of financial resources is necessary to protect against the need to reduce ser-
vice levels or raise taxes and fees due to temporary revenue shortfalls or unpredicted 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 significant portion of Town revenue is received from sales taxes
– both state shared and local - which are sensitive to fluctuations in the economy. There-
fore, the level of reserves needs to be sufficient to ensure stability in on -going government
operations during a slowdown in the economy or legislative changes to the revenue sharing
formula.
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 desired outcomes of ten key ratios of financial
condition (Government Finance Review, Dec. 1993)
General Fund Balance
The Town fund balance consists of three (3) components, defined below. In order to satisfy
the objective of maintaining a bond rating equal to or better than surrounding peer com-
munities a fund balance of at least 30% of revenues is recommended. The three compo-
nents added together will help achieve the 30% goal.
Guidelines:
In order to achieve the objectives of this policy, and to maintain sufficient working capital
and a comfortable margin of safety to address emergencies and unexpected declines in
revenue without borrowing, the following guidelines shall be adhered to by the Town Man-
ager, staff and Town Council:
Undesignated unreserved fund balance – designated for unanticipated expenditure or loss
of revenue, the Town of Fountain Hills' undesignated unreserved fund balance in the Gen-
217
eral Fund at the end of any fiscal year will be equal to no less than 30 days of annual oper-
ating expenditures for the upcoming fiscal year. This contingency will provide for the tem-
porary financing of an unforeseen nature for that year. Expenditures for these emergency
or unforeseen appropriations can only be undertaken with Town Manager approval and
only if funds are not available in the department requesting the contingency funding. Ex-
penditures exceeding $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 avail-
able for appropriation in the following fiscal year.
Designated unreserved fund – the Town will maintain a designated unreserved fund bal-
ance 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 designated for
―pay-as-you-go‖ capital replacement expenditures, equipment replacement, capital projects,
prepay existing Town debt, or any other expenditure that is non-recurring in nature. The
10% is the minimum and is based on the Property and Equipment Replacement Schedule,
which may be increased to accelerate accumulation funds for a large capital expenditure.
To the extent these reserves are expended, additional funds necessary to restore this addi-
tional ten percent (10%) amount will be provided in at least approximately equal contribu-
tions during the five fiscal years following the fiscal year in which the event occurred. The
designated General Fund Balance can only be authorized for expenditure upon recommen-
dation 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 actual General Fund revenues for the preceding five fiscal
years, indicating stable fiscal policies. The maintenance of this fiscal balance is a particu-
larly important factor considered by credit rating agencies in their evaluation of the credit
worthiness of the Town. It is of primary importance that the Town’s credit rating be pro-
tected.
During the annual budget process the Town Manager will estimate the surplus or deficit for
the current year and prepare a projection of the year -end undesignated general fund bal-
ance. 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 unreserved
General Fund Balance, and may be considered to supplement "pay as you go‖ capital out-
lay 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, designated unreserved and reserved fund balance will be es-
tablished each fiscal year during the budget process depending on planned expenditures
but cannot exceed accumulated revenues. This policy will be reviewed by the Town Man-
ager every three years following adoption or sooner at the direction of the Town Council.
Special Revenue Funds
The Highway User Revenue Fund (HURF) is a restricted fund and depends upon State
Shared Revenues for over 90% of annual revenues. This fund may only be used for street
and highway purposes. The combined undesignated unreserved, designated unreserved
and reserved Fund Balance will be based on the minimum requirement as specified in the
Property and Equipment Replacement Schedule. The schedule will be reviewed on an an-
nual basis to determine the required amount to be set aside as designated unreserved
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Fund Balance.
The Excise Tax (.4% of Local Sales Tax) Fund is a restricted fund dedicated to Downtown
Development, Civic Center and mountain bonds. The combined undesignated unreserved,
designated unreserved and reserved Fund Balance will be no less than the annual debt ser-
vice payment for Land Preservation and prior year available funds for Downtown Develop-
ment.
Debt Service Funds
The Debt Service Fund is established for the payment of principal and interest on bonded
indebtedness. Revenues are derived from a property tax levy, pledged excise taxes, munici-
pal property lease payments and shared revenues. Revenues are received in amounts suffi-
cient to pay the annual debt service payment, therefore, the undesignated unreserved, des-
ignated unreserved and reserved Fund Balance will be no less than the annual debt service
payment due on July 1 of the new fiscal year.
Development Fee Funds
The Capital Project Funds includes accumulated Development Fees that are assessed on
new construction for the purpose of funding growth. These funds are restricted to growth-
related capital expenditures. The Development Fees must be expended within six years of
collection or refunded to the taxpayer.
Capital Project Funds
Capital projects include all equipment and facilities with a useful life of greater than ten
years and a cost greater than $50,000. These purchases are made with one time revenues
derived from the construction portion of the local sales tax.
Financial Planning
Fiscal planning refers to the process of identifying resources and allocating those resources
among competing purposes. The primary vehicle for this planning is the preparation,
monitoring 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 revenues 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 accordance with the guidelines established by the Gov-
ernment Finance Officers Association 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;
219
A detailed schedule of capital projects, including a capital improvement
program;
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 expenditures,
including debt service, will be funded with current revenues creating a balanced budget.
The Town will not balance the current budget at the expense of meeting future years’ ex-
penditures; for example accruing future years' revenues or rolling over short -term debt to
avoid planned debt retirement.
Ongoing operating costs should be supported by ongoing, stable revenue sources. This
protects the Town from fluctuating service levels, and avoids crises when one -time reve-
nues are reduced or removed. Revenues from growth or development should be targeted 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 estimate of the Town's revenues annually for each fiscal
year. The estimates of special (grant, excise tax, etc.) revenues and interfund transfers will
also be provided by the Town Manager.
The budget will fully appropriate the resources needed for authorized regular staffing. At
no time shall the number 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 ordinances and poli-
cies.
The Town Manager shall provide annually a budget preparation schedule outlining the
preparation timelines for the proposed budget. Budget packages for the preparation of the
budget, including forms and instructions, shall be distributed to Town departments in a
timely manner for the department’s completion. Department Directors shall prepare 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 process as appro-
priate.
Alternatives for improving the efficiency and effectiveness of the Town's programs and the
productivity of its employees will be considered during the budget process. Duplication of
services and inefficiency in service delivery should be eliminated wherever they are identi-
fied.
Department Directors are required to monitor revenues and control expenditures to prevent
exceeding their total departmental expenditure budget. It is the responsibility of these de-
partment directors to immediately notify the Town Manager of any exceptional circum-
stances that could result in a departmental expenditure budget to be exceeded.
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 Department. In addition,
the quarterly report shall include revenue and expenditure projections through the end of
the fiscal year.
220
If a deficit is projected during any fiscal year, the Town will take steps to reduce expendi-
tures, increase revenues or, if a deficit is caused by an emergency, consider using the un-
designated unreserved General Fund Balance, to the extent necessary to ensure a balanced
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
action will not be taken arbitrarily and without knowledge and support of the Town Coun-
cil.
Expenditure Control
Management must ensure compliance with the legally adopted budget. In addition, pur-
chases 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 transfers within
funds.
The Town will maintain a purchasing system that provides needed materials in a timely
manner to avoid interruptions in the delivery of services. All purchases shall be made in
accordance with the Town's purchasing policies, guidelines and procedures and applicable
state and federal laws. The Town will endeavor to obtain supplies, equipment and services
as economically as possible.
Expenditures will be controlled through appropriate internal controls and procedures in
processing invoices for payment.
The Town shall pay applicable contractor invoices in accordance with the requirements 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 expenditure limitations and will submit an audited expenditure limita-
tion report, audited financial statements, and audited reconciliation report as defined by
the Uniform Expenditure Reporting System (A.R.S. Section 41-1279.07) to the State Audi-
tor 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 considered 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 efficiently.
The Town's goal is a General Fund revenue base that is equally balanced between sales
taxes, state shared revenues, 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 fluctuations and in any one revenue source by doing the following:
Establishing new charges and fees as needed and as permitted by law at reasonable
levels.
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Pursuing legislative change, when necessary, to permit changes or establishment of
user charges and fees.
Aggressively collecting all revenues, late penalties, outstanding taxes owed and re-
lated interest as authorized by the Arizona Revised Statutes.
The Town will monitor all taxes to insure they are equitably administered and collections
are timely and accurate. 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 intergovernmental aid for those programs and activities that ad-
dress a recognized need and are consistent with the Town's long-range objectives. Any de-
cision to pursue intergovernmental aid should include the consideration of the following:
Present and future funding requirements.
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 indirect--associated
with the administration and implementation of programs funded through intergovernmen-
tal aid. In the case of the School District, the Town may determine to recover less than full
cost of services provided. In the case of State and Federally mandated 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 periodically.
Local sales tax revenues are derived from several sources with a significant portion from
construction related activity. To ensure that the revenues from growth or development are
targeted to costs related to development, or invested in improvements that will benefit fu-
ture residents or make future service provision efficient the Town will designate 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
appropriation.
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 services.
The Town may establish user fees and charges for certain services provided to users receiv-
ing a specific benefit.
User fees and charges will be established to recover as much as possible the direct and in-
direct costs of the program or service, unless the percentage of full cost recovery has been
mandated by specific action of the Town Council. It is recognized that occasionally compet-
ing policy objectives may result in reduced user fees and charges that recover 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 inflation and other attendant costs.
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Debt Policy
The purpose of this debt policy is to provide for the preservation and enhancement of the
Town’s bond ratings, the maintenance of adequate debt service reserves, compliance with
debt instrument covenants and provisions and required disclosures to investors, under-
writers 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 preclude the Town’s ability to pay its debt when due.
These policies are meant to supplement the legal framework of public debt laws provided by
the Arizona Constitution, State Statutes, Federal tax laws and the Town’s current bond
resolutions 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 constructed. There is a limit of 20% of secondary as-
sessed valuation for projects involving water, sewer, artificial lighting, parks, open space,
and recreational facility improvements. There is a limit of 6% of secondary assessed valua-
tion for any other general-purpose project.
General
The Town will use current revenues to pay for short-term capital projects, repair and main-
tenance items and will reserve long-term debt for capital improvements with useful lives of
ten (10) years or more. The Town will not use long-term debt to fund current governmental
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 residents to pay for improvements that will benefit new
residents who relocate to the area after the expenditure is made. Financing capital projects
with debt provides 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 revenue to finance its capital improvements, and pro-
mote a ―pay-as-you-go‖ philosophy, 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 Designated 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 include the name of the project, project sched-
ule, capital cost by fiscal year and a recommended specific funding source. The five -year
capital improvement plan will be developed within the constraints of the Town’s ability to
finance the plan.
The Town Manager and Department Directors will develop formal ranking criteria that will
be used in the evaluation of all capital projects. The program 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 discouraged and only be undertaken when the project is
223
considered essential to the efficient operation of the Town or to remove expenditures that
would exceed the State imposed expenditure limitation. The Town Manager or designee
shall determine that pay-as-you-go expenditures do not cause the state imposed expendi-
ture limitation to be exceeded in any fiscal year.
All capital project requests will be accompanied by a description of the sources of funding
to cover project costs. Where borrowing is recommended, a dedicated source of funds to
cover debt service requirements must be identified. All capital project requests will be re-
quired to identify any impact the project may have on future operating costs of the Town.
The Town will seek grants to finance capital improvements and will favor those projects
which are likely to receive grant money.
All capital project appropriations and amendments to the capital improvement plan must
be approved by the Town Council.
The capital plan will include all equipment 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 pro-
ject)
Municipal Property Corporation Bonds – repaid with a dedicated revenue source
CFD or Special District Bonds – supported by an ad valorem property tax
Capital Leases – repaid within operating budget
Commercial Paper (CP) or Bond Anticipation 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 ensure expenditure flexibility.
Improvement District (ID), Community Facility District (CFD) and Special District debt ser-
vice is not included in this calculation because it is paid by district property owners and is
not an obligation of the general citizenry. Separate criteria have been established and in-
cluded 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 valua-
tion of taxable property in the Town.
The Town shall comply with all U.S. Internal Revenue Service arbitrage rebate require-
ments for bonded indebtedness.
Where applicable, the Town will structure 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 repay-
ment schedule to be no more than fifteen (15) years; at no time will the debt exceed twenty-
five (25) years.
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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 modifying restrictive covenants or to modify the exist-
ing debt structure to the benefit of the Town. Refinancings undertaken for other reasons
should proceed only when the advantages have been clearly shown in a cost/benefit analy-
sis of the transaction.
The Town will seek to maintain and, if possible, improve the current bond rating 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 percent of the legal debt limit
Measures of the tax and revenue base
Evaluation of trends relating to expenditures and fund balance
Debt service as a percentage of assessed valuation
Measures of debt burden on the community
Tax-exempt market factors affecting interest costs
Debt ratios
Municipal Property Corporation and contractual debt, which is non-voter approved, will be
utilized only when a dedicated revenue source (e.g. excise taxes) can be identified to pay
debt service expenses. The project to be financed will generate net positive revenues (i.e.,
the additional revenues generated by the project will be greater than the debt service re-
quirements).
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 revenue source.
Issuance of Obligations
The Town shall select the underwriter and the paying agent/registrar for each debt issu-
ance 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 providers 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 report must be prepared by the Town Manager pro-
viding 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 Obligation or Revenue bonds that are repaid through ad valorem (property) taxes.
Negotiated sales will be permitted for all other debt issues when it is expected 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 conditions, complex security features, or another over-
riding factor.
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The Town Manager or designee and Town Attorney will coordinate their activities to ensure
that all securities are issued in the most efficient and cost-effective manner and in compli-
ance with the Town’s governing statutes and regulations. The Manager and the Town At-
torney shall consult and jointly select the bond counsel for a bond issue. The Town Attor-
ney 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 mate-
rial events to the rating agencies and Nationally -Recognized Municipal Securities Informa-
tion Repositories (NRMSIR’s). The annual report will include 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 consistent and in compliance with the Town’s adopted Invest-
ment 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 availability of funds as described in the draw
schedules.
The Town acknowledges the responsibilities of the underwriting community and pledges to
make all reasonable efforts to assist underwriters in their efforts to comply with SEC Rule
15c2-12 and MSRB Rule G-36.
The Town of Fountain Hills’ capital improvement 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 financing shall be given the highest priority. Capital improvements that must rely
upon debt financing shall be accorded a lower priority. All capital project requests will be
accompanied by a description of the sources of funding to cover project costs. Where bor-
rowing 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 detailed description of the useful life of capital projects
submitted in conjunction 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 improvements 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 asset.
How do I get more information?
All requests for public information in the Town of Fountain Hills are handled by the Town
Clerk’s office. For additional information about the Town of Fountain Hills, please call
(480) 816-5100 or visit the Town’s website www.fh.az.gov and click on the Administration
Department icon.
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Friday, November 16, 2007 Director's Budget Meeting-Process review
20 year CIP/IIP distributed to Directors for review and 5 year update
December, 2007-January, 2008 Council Retreat-Goal Setting-Budget Priorities for FY 2008-9
December, 2007-January, 2008 Director Budget Retreat-Plan to implement Council goals
Friday, December 7, 2007 Director's Budget Meeting-Operating Budget
Access Database Review
Templates and Performance Indicators
Monday, December 17, 2007 Access budget database available for data entry
Friday, December 21, 2007 Directors submit requests for new programs with justification
Directors submit requests for new staff with justification
Friday, January 11, 2008 Preliminary approval on programs and staffing requests
Friday, January 18, 2008 Directors submit updated CIP/IIP projects and costs to Finance
Friday, February 1, 2008 Finance submits updated CIP/IIP to Town Manager
Friday, February 8, 2008 Written verbiage (Word Template) due to Finance
Deadline for input of operating budget into Access
February 11 - February 22, 2008 Finance prepares preliminary budget document
Friday, February 22, 2008 Finance submits revenue projections to Town Manager
Finance submits preliminary Budget to Town Manager
March 3 - March 21, 2008 Department Budget Meetings with Town Manager
March 24 - April 4, 2008 Finance prepares Tentative Budget
Monday, April 7, 2008 Completed Tentative Budget submitted to Town Manager
April 7 - April 11, 2008 Review of Tentative Budget by Town Manager
April 14 - April 18, 2008 Revisions to Tentative Budget by Finance
Wednesday, April 23, 2008 Council receives copy of Proposed Budget
Tuesday, April 29, 2008 Council Budget Work-Study Session
May 5 - May 9, 2008 Manager's Office and Finance revise budget
Thursday, May 15, 2008 Adopt Tentative Budget
Wednesday, May 21, 2008 Publish Tentative Budget in newspaper
Thursday, June 5, 2008 Adopt Final budget
Thursday, June 19, 2008 Adopt Tax Levy
BUDGET SCHEDULE FY 2008-2009
227
Schedule of
Authorized Positions
And
Pay Plan
228
Schedule of Authorized Positions
Position – Title 2006-2007 2007-2008 2008-2009
Authorized Authorized Proposed
FTE FTE FTE
Court
Presiding Judge 1.00 1.00 1.00
Court Administrator 1.00 1.00 1.00
Senior Court Clerk 1.00 1.00 1.00
Court Clerk 2.00 2.00 2.00
Authorized FTE 5.00 5.00 5.00
Administration
Town Manager 1.00 1.00 1.00
Assistant Town Manager 1.00 0.00 0.00
Assistant to the Town Manager 0.00 1.00 1.00
Finance Director 1.00 1.00 1.00
H/R Adminstrator/Risk Manager 1.00 1.00 1.00
Town Clerk 1.00 1.00 1.00
Economic Development Specialist 1.00 0.00 0.00
Public Information Oficer 0.00 1.00 1.00
I/T Coordinator 1.00 1.00 1.00
Executive Asst to Town Mgr/Council 1.00 1.00 1.00
Accountant 1.00 0.00 0.00
Accounting Supervisor 0.00 1.00 1.00
Accounting/HR Clerk 0.00 0.00 0.00
Administrative Assistant 1.00 1.00 1.00
Customer Service Rep 0.50 1.00 1.00
Accounting Clerk 1.00 1.00 1.00
Administrative Clerk 0.00 0.00 0.00
Receptionist 0.50 0.00 0.00
Volunteer Coordinator 0.00 0.50 0.50
Administrative Intern 0.50 0.00 0.00
Economic Development Intern 0.50 0.00 0.00
I/T Intern 0.50 0.50 0.00
I/T Technician 0.00 0.00 0.50
Authorized FTE 13.00 13.00 13.00
Building Safety
Chief Building Official 1.00 1.00 1.00
Senior Building Inspector 1.00 0.00 0.00
Plans Examiner 2.00 2.00 2.00
Building Inspector 2.00 3.00 3.00
Building Permit Technician 3.00 2.00 2.00
Authorized FTE 9.00 8.00 8.00
229
Schedule of Authorized Positions
Position – Title 2006-2007 2007-2008 2008-2009
Authorized Authorized Proposed
FTE FTE FTE
Public Works
Public Works Director 1.00 1.00 1.00
Town Engineer 1.00 1.00 1.00
Senior Civil Engineer 0.00 0.00 0.00
Civil Engineer 2.00 2.00 2.00
Senior Civil Engineer Inspector 1.00 1.00 0.00
Facilities Supervisor 1.00 1.00 1.00
Civil Engineer Inspector 1.00 1.00 2.00
Open Space & Landscape Spec.1.00 1.00 1.00
Executive Assistant 1.00 1.00 1.00
Facilities Maintenance Tech 1.00 1.00 1.00
Maintenance/Custodial Worker 0.50 0.50 0.50
Custodian 1.00 1.00 1.00
Authorized FTE 11.50 11.50 11.50
Street
Assistant Public Works Director 1.00 0.00 0.00
Street Superintendent 1.00 1.00 1.00
Street Maintenance Supervisor 0.00 0.00 0.00
Fleet Mechanic 1.00 1.00 1.00
Fleet Equipment Mechanic 0.00 0.00 0.00
Traffic Signal Technician I 0.00 0.00 1.00
Traffic Signal Technician II 0.00 0.00 1.00
Street Maintenance Tech 8.00 8.00 6.00
Authorized FTE 11.00 10.00 10.00
Planning & Zoning
P&Z Director 0.00 1.00 1.00
P & Z Administrator 1.00 0.00 0.00
Senior Planner 1.00 1.00 1.00
Planner 1.00 2.00 1.00
Planner - Environmental 0.00 0.00 1.00
GIS Technician/CAD Operator 2.00 2.00 2.00
Senior Code Enforcement Officer 0.00 1.00 1.00
Code Enforcement Officer 3.00 2.00 2.00
Planning Technician 0.50 0.00 0.00
Planning Assistant 1.00 1.00 0.00
Executive Assistant 0.00 0.00 1.00
Authorized FTE 9.50 10.00 10.00
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Schedule of Authorized Positions
Position – Title 2006-2007 2007-2008 2008-2009
Authorized Authorized Proposed
FTE FTE FTE
Parks & Recreation
Parks & Recreation Director 0.50 1.00 1.00
Recreation Supervisor 1.00 1.00 1.00
Parks Supervisor 1.00 1.00 1.00
Rec. Program Coordinator 2.00 2.00 2.00
Park Operations Lead 3.00 3.00 4.00
Executive Assistant 1.00 1.00 1.00
Groundskeeper 2.00 2.00 2.00
Recreation Assistant 4.00 4.00 4.00
Customer Service Representative 1.00 1.00 1.00
Recreation Aide 1.00 1.00 1.00
Recreation Intern 0.50 0.50 0.50
Park Ranger 0.00 2.00 1.00
Authorized FTE 17.00 19.50 19.50
Law Enforcement
Emergency Mgmt Coord 0.00 0.00 0.00
Authorized FTE 0.00 0.00 0.00
Community Center
Comm Ctr Director 0.50 1.00 1.00
Comm Ctr Supervisor 1.00 0.00 0.00
Comm Ctr Operations Supervisor 1.00 1.00 0.00
Comm Ctr Events Coordinator 0.00 0.00 1.00
Comm Ctr Operations Coordinator 0.00 0.00 1.00
Executive Assistant 1.00 1.00 1.00
Volunteer Coordinator 0.50 0.00 0.00
Receptionist 0.00 0.50 0.50
Event Representative/Operations Support Worker 2.00 2.00 1.50
Operations Support Assistant 0.50 0.50 0.50
Bartender 0.00 0.25 0.25
Custodian 1.00 1.00 0.50
Authorized FTE 7.50 7.25 7.25
Senior Services
Senior Services Supervisor 1.00 1.00 1.00
Administrative Assistant 0.00 0.50 0.00
Senior Services Activities Coordinator 0.00 0.00 0.50
HDM/Special Programs Admin 0.50 0.00 0.00
HDM Coordinator 0.50 0.50 0.50
Senior Services Assistant 0.00 0.50 0.50
Receptionist 0.50 0.50 0.50
Senior Aide 1.00 0.50 0.50
Authorized FTE 3.50 3.50 3.50
Total Authorized FTE 87.00 87.75 87.75
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Pay Plan
The Town Council last adopted the pay plan for the Town of Fountain Hills in June 2007.
It is imperative that the salary ranges for each position be updated on a regular basis to re-
main competitive in the market. Consequently, the Human Resources division has sur-
veyed the salary ranges from competing towns and cities for like positions. The information
from those surveys has resulted in the proposed pay plan for the 2008-09 fiscal year.
Explanation of the Pay Plan
All Town positions, except that of Town Manager and Presiding Judge, are classified and
covered in the pay plan.
Persons shall be recruited into the municipal service at the appropriate salary within that
position, according to experience and/or market demand.
Advancement within the salary range shall be obtained on the basis of merit.
Human Resources recommends incremental increases based on the performance evalua-
tion written by the employee’s supervisor. The Town Manager is authorized to place the sal-
ary of each employee at a rate of pay within the salary range for the position title to which
said employee is assigned. The rates of pay so established for various employees shall be
effective at the time of review.
Increases may be granted after six months of service and annually thereafter.
The Town Manager shall make whatever administrative regulations, not inconsistent with
the plan or the ordinances of the Town of Fountain Hills, he/she deems necessary, for the
effective administration of the plan.
Employees in section 1 are exempt and are not eligible for any overtime compensation.
Employees in section 2 are non-exempt and therefore entitled to overtime compensation.
The pay plan shall be reviewed annually.
The minimum and maximum rates and the ranges constituting the salary range of a posi-
tion title shall supersede any previously adopted for said title.
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Position Title
Public Works Director 77,542 110,273 77,124 -109,678
Finance Director 77,542 110,273 74,886 -106,495
Town Engineer 75,283 107,060 68,504 -97,420
Planning & Zoning Director 73,265 104,190 66,293 -94,275
Parks & Recreation Director 72,277 102,785 67,268 -95,662
Assistant to the Town Manager 70,304 99,979 65,864 -93,665
Human Resources Administrator/Risk Manager 68,082 96,819 64,072 -91,117
Court Administrator 65,864 93,665 64,072 -91,117
Town Clerk 58,419 83,078 56,285 -80,043
Senior Planner 56,193 79,912 54,891 -78,061
Community Center Director 55,219 78,527 54,891 78,061
Chief Building Official 54,891 78,061 54,891 -78,061
Recreation Supervisor 52,056 74,029 48,610 69,128
Street Superintendent 52,056 74,029 49,687 -70,660
Public Information Officer 51,906 73,816 51,529 -73,279
Accounting Supervisor 51,906 73,816 42,629 -60,623
Parks Supervisor 51,106 72,678 47,371 -67,366
Information Technology Coordinator 48,610 69,128 48,610 -69,128
Executive Assistant to Town Manager/Council 46,000 65,417 43,357 -61,658
Planner 44,998 63,992 44,998 -63,992
Planner - Environmental 44,998 63,992
Senior Services Supervisor 43,642 62,063 42,629 60,623
Facilities Supervisor 42,806 60,874 40,733 -57,926
Community Center Event Coordinator 39,253 55,821 39,253 -55,821
Recreation Program Coordinator 39,253 55,821 37,920 -53,926
Community Center Operations Coordinator 35,676 50,735
Exempt Positions
Previous RangeMinimumMaximum
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Position Title
Civil Engineer 26.05 37.05 26.05 -37.05
Plans Examiner 21.90 31.14 21.90 31.14
Building Inspector 20.97 29.82 20.97 -29.82
GIS Technician/CAD Operator 20.39 29.00 20.39 -29.00
Traffic Signal Technician II 20.39 29.00
Civil Engineer Inspector 19.54 27.79 19.54 -27.79
Senior Code Enforcement Officer 19.54 27.79 19.54 27.79
Code Enforcement Officer 18.16 25.83 17.89 -25.44
Park Operations Lead 17.89 25.44 17.89 25.44
Open Space/Landscape Specialist 17.89 25.44 17.89 -25.44
Information Technology Technician 17.89 25.44
Traffic Signal Technician I 17.57 24.99
Executive Assistant 17.17 24.42 15.98 -22.73
Fleet Mechanic 16.56 23.55 16.56 -23.55
Facilities Maintenance Technician 16.56 23.55 15.98 -22.73
Building Permit Technician 16.13 22.94 15.04 -21.39
Senior Court Clerk 15.47 22.00 15.04 -21.39
Park Ranger 15.47 22.00 17.89 25.44
Accounting Clerk 15.00 21.33 13.75 19.55
Administrative Assistant 15.00 21.33 15.04 -21.39
Bartender 15.00 21.33 15.00 21.33
Street Maintenance Technician 15.00 21.33 14.47 -20.57
Customer Service Representative 14.20 20.19 13.75 -19.55
Senior Services Activities Coordinator 14.20 20.19
Event Representative - Community Center 14.20 20.19
Volunteer Coordinator 14.20 20.19 13.75 19.55
Court Clerk 13.75 19.55 13.75 -19.55
Maintenance/Custodial Worker 13.50 19.20 12.92 -18.37
Groundskeeper 12.36 17.60 11.74 -16.72
Operations Support Worker 12.36 17.58 10.64 -15.13
Home Delivered Meals Coordinator 11.57 16.47 11.37 16.19
Receptionist 11.57 16.47 11.37 -16.19
Custodian 11.16 15.87 10.64 -15.13
Recreation Intern 10.00 14.22 10.00 14.22
Recreation Assistant 9.92 14.11 9.37 -13.33
Senior Services Assistant 9.92 14.11 9.37 13.33
Recreation Aide 8.66 12.32 8.39 -11.93
Non-Exempt Positions
Previous RangeMinimumMaximum
Senior Aide 8.66 12.32 8.39 11.93
Operations Support Assistant 8.66 12.32 8.39 -11.93
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235
Budget Glossary
236
Account
A separate financial reporting unit for budgeting, management or accounting purposes. 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 Governmental Ac-
counting Standards Board (GASB) that guide the recording and reporting of financial infor-
mation by state and local governments.
Accrual Basis Accounting
A basis of accounting in which transactions are recognized at the time they are incurred, 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 incurred by the
end of the fiscal year.
Ad Valorem Taxes
Commonly referred to as property taxes. The charges levied on all real, and certain per-
sonal 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 obliga-
tions and acquiring goods and services.
Assessed Valuation
A value set upon real and personal property by the Maricopa County Assessor for the pur-
pose of levying property taxes.
Asset
The resources and property of the Town that can be used or applied to cover liabilities.
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 in-
clude: 1) a statement of the scope of the audit; 2) explanatory comments concerning excep-
tions from generally accepted auditing standards; 3) opinions; 4) explanatory comments
concerning verification procedures; 5) financial statements and schedules; and 6) statistical
tables, supplementary comments and recommendations. The auditors signature follows 3).
The Town is required to have an annual audit conducted by qualified certified public ac-
countants.
Balanced Budget
Arizona law (Title 42 Arizona Revised Statutes) requires the Town Council to annually
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adopt a balanced budget by purpose of public expense. State law defines this balanced
budget as ―the primary property tax levy, when added together with all other available re-
sources, must equal these expenditures.‖ The total of proposed expenditures will not ex-
ceed the total of estimated revenues and fund balances.
Base Budget
The ongoing expense for personnel, contractual services, commodities, and the replacement
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 speci-
fied date or dates in the future (called the maturity dates), and carrying interest at a speci-
fied 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 budget-
ary purposes.
Capital Budget
A spending plan for improvements to or acquisition of land, facilities and infrastructure
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 con-
solidated 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 for the construction, purchase or renovation of Town facilities or property.
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 sup-
plies, equipment, or special contracts.
Cash Basis
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A basis of accounting in which transactions are recognized only when cash amounts are
increased or decreased.
Contingency/Reserve
An amount set aside as available, with Council approval, to cover unforeseen expenditures,
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.
Debt Service Fund
One or more funds established to account for revenues used to repay the principal and in-
terest on debt.
Department
A functional group of the Town with related activities aimed at accomplishing a major Town
service or program.
Division
A grouping of related activities within a particular department (example, Senior Services is
a division of Parks & Recreation).
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 incurred,
whether paid or unpaid. If they are kept on the cash basis, the term covers only actual dis-
bursements for these purposes.
Expenditure Limitation
An amendment to the Arizona State Constitution that limits annual expenditures of all mu-
nicipalities. The Economic Estimates Commission, based on population growth and infla-
tion sets the limit. All municipalities have the option of Home Rule where the voters ap-
prove a four-year expenditure limit based on revenues received.
Fiscal Year
Any period of twelve consecutive months establishing the beginning and the ending of fi-
nancial 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 equiva-
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lent to a 0.5 FTE.
Fund
A fiscal and accounting entity with a self -balancing set of accounts recording cash and
other financial resources.
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 restricted to a
single purpose, the general fund is a catch all for general government purposes. The Gen-
eral Fund contains the activities commonly associated with municipal government, such as
police and fire protection, parks and recreation.
Highway Users Revenue Bond
Proceeds used solely for street and highway purposes and require voter authorization.
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 include
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 income tax,
gasoline tax, motor vehicle license).
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 pe-
riod in which they become available and measurable, and b) expenditures are recognized in
the accounting period in which the fund liability is incurred, if measurable, except for un -
matured interest on general long-term debt and certain similar accrued obligations, which
should be recognized when due.
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Municipal Property Corporation (MPC) Bond
Bonds that are backed by the excise taxes of the Town including local sales tax, franchise
tax, state shared sales tax, and auto lieu tax. The MPC is a non-profit corporation estab-
lished 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 corresponding
goal.
Operating Budget
Plans of current expenditures and the proposed means of financing them. The annual op-
erating 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 ser-
vices 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 system 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.
Resolution
A special or temporary order of the Town Council. Requires less formality than an ordi-
nance.
Resources
Total amounts available for appropriation including estimated revenues, bond/loan pro-
ceeds, fund transfers, and beginning fund balances.
Revenue
Financial resources received from taxes, user charges, and other levels of government.
Revenue Bonds
Bonds whose principal and interest are payable exclusively from earnings of a revenue
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 revenue
241
generating fund.
Special Revenue Fund
Accounts for the proceeds of specific revenue sources that are legally restricted to expendi-
ture 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.
242