HomeMy WebLinkAboutSPAC.2012.0206.MinutesTOWN OF FOUNTAIN HILLS
MINUTES OF THE FOUNTAIN HILLS
STRATEGIC PLANNING ADVISORY COMMISSION MEETING
February 6, 2012
AGENDA ITEM #1— CALL TO ORDER
Chair Koester Thomas called the meeting to order in Council Chambers at Town Hall at 3:04 p.m.
AGENDA ITEM #2 — ROLL CALL
Present for roll call were the following members of the Strategic Planning Advisory Commission: Chair Audra
Koester Thomas, Vice Chair Curt Dunham, Commissioner Denise Atwood, Commissioner Nick DePorter,
Commissioner Mike Dooley, Commissioner Alan Magazine, Commissioner Barry Spiker, and Youth
Commissioner Sarah Traylor. Also present were Interim Town Manager Julie Ghetti, Economic Development
Administrator Lori Gary, and Recording Secretary Shaunna Williams.
AGENDA ITEM #3 — CALL TO THE PUBLIC
No one appeared at the Call to the Public.
AGENDA ITEM #4 - CONSIDERATION OF APPROVING MEETING MINUTES OF JANUARY 11,
2012
Commissioner Atwood MOVED to approve the January 11, 2012 meeting minutes and Commissioner DePorter
SECONDED the motion, which CARRIED UNANIMOUSLY by those present.
® AGENDA ITEM #5 — INTERIM TOWN MANAGER'S UPDATE
a. Council goal settingretreat e� — Ms. Ghetti stated that Council established their priorities for FY12-13 at
their goal setting retreat held on January 26 and referenced a document entitled Council Retreat Priorities
— January 26,2012 that had been distributed (copy attached). She reviewed the method by which the
priorities had been established and noted that at the retreat Council had been asked to identify outcomes
for each priority. She stated that staff is now working on initiatives to accomplish the desired outcomes
and that the proposed initiatives will be reviewed at the February 21 Council Work Study session that will
focus on the budget.
Chair Koester Thomas noted that SPAC's recommendation to add three new Strategic Directions had
been tabled by the Council at their December 15, 2011 meeting pending discussion as the January 2012
Council retreat. She inquired if that discussion had occurred.
Ms. Ghetti stated that no such discussion had occurred at the retreat and offered to check with the Mayor
regarding bringing those recommendations forward.
Chair Koester Thomas stated that SPAC would like to obtain follow-up on the recommended Strategic
Directions.
b. Town Manager search update — Ms. Ghetti stated that at their February 2 meeting, the Council had
approved a contract with Ken Buchanan as the new Town Manager, with a start date of March 5. Both
Chair Koester Thomas and Vice Chair Dunham spoke highly of Mr. Buchanan based on previous
associations and lauded the Council for their selection.
Page 1 of 3
c. Update on Town finances — Ms. Ghetti reviewed the Town of Fountain Hills Budget Report — December
2011 that had been distributed (copy attached).
AGENDA ITEM #6 — DISCUSSION AND POSSIBLE CONSIDERATION OF SPAC'S ONGOING
WORK PROGRAM INCLUDING A PROPOSED SCOPE OF WORK PREPARED BY ARIZONA
STATE UNIVERSITY'S NEW VENTURE GROUP REGARDING THE DEVELOPMENT OF A
HEALTHCARE/SOCIAL ASSISTANCE RECRUITMENT STRATEGY FOR FOUNTAIN HILLS
Chair Koester Thomas referenced a document entitled Proposed Project Scope that had been distributed (copy
attached). She stated that she had received a draft scope from Jennifer at ASU's New Venture Group (NVG)
earlier that morning but that, because the scope did not reflect previous conversations, she had revised the scope
to reflect SPAC's specific area of interest. She noted that she had invited Lori Gary, Economic Development
Administrator, to be in attendance to provide feedback. She reviewed the project schedule and reports called for
in the scope and called for feedback on the proposed 10 -week project.
Items suggested by Commissioners for inclusion in the Scope of Work included the following:
1. The defined industry sector should be healthcare and wellness instead of healthcare and biotech;
2. Look at not only advantages that Fountain Hills brings, but collaborative opportunities within the region;
3. The first working paper should validate healthcare and wellness as a viable business industry sector
4. Identify metrics relevant to Fountain Hills' healthcare and wellness needs as they might apply towards
potential services or strategies; analyze future trends based on demographic information from Census
5. Provide business profiles of potential healthcare and wellness candidates, including salaries, housing
needs, target employee base, etc
6. Identify opportunities to bring people into Fountain Hills from other regions for short or mid-term stays,
not just opportunities that serve existing residents
7. Review a broad range of policies, including incentives, land use, etc.
Chair Koester Thomas inquired if Ms. Gary had any concerns with the Scope of Work ,
Ms. Gary suggested adding medical and biomedical as defined industry sectors, in addition to healthcare and
wellness.
Chair Koester Thomas asked the Commission if they were confident with the suggestions that had been offered.
Commissioner Atwood suggested that a focus be placed on strategies in the final report of April 2012.
Commissioner Dooley noted that there is no magic bullet; that it will be a long, drawn out process to develop
these industry sectors.
Commission Magazine pointed out that it will be necessary to talk to the Council about the importance of taking
the first baby steps and what it might mean in the future based on the length of time necessary to establish an
economic cluster.
In response to a query from Commissioner Spiker, Ms. Gary described information that is available on the Town
website and stated that she does not have a one-page business recruiting sheet, but instead works with building
owners and leasing agents to fill their specific spaces and develop custom proposal packets for interested parties.
Additionally, she suggested that definitions should be provided for the industry sector in the Scope of Work.
By consensus, the Commission authorized Chair Koester Thomas to work with NVG to modify the Scope of
Work based on the suggestions offered.
Page 2 of 3
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Chair Koester Thomas asked if the Commission would be willing to change the scheduled dates for upcoming
SPAC meetings if those dates would not accommodate the project schedule and the Commission agreed.
AGENDA ITEM #7 — SCHEDULE UPCOMING MEETING DATES
It was noted that SPAC meetings are currently scheduled on March 5, 2012 and April 2, 2012 at 3:00 p.m. An
additional SPAC meeting was scheduled on May 7, 2012 at 4:00 p.m.
AGENDA ITEM #8 — ADJOURN
Commissioner Dooley MOVED to adjourn at 4:05 p.m. and Commissioner Magazine SECONDED the motion,
which CARRIED UNANIMOUSLY by those present.
Shaunna Williams, Recording Secretary
'� Page 3 of 3
COUNCIL RETREAT PRIORITIES - JANUARY 26, 2012
STRATEGIC PLAN 2010
Strategic Directions
SPAC
FY11-12 Recommen-
Goals dations
u of
Votes
Total
Points
C 3 Genuinely solicit and consider public and stakeholder feedback as part of the decision-making process.
X X
7
14
EV 1 Develop a comprehensive economic development strategy for the Town's future and work with our partners
to forward economic growth and awareness.
X X
5
11
EV 2 Develop and maintain a balanced, equitable, sustainable and local financing structure to support the Town's
core government services at desired service levels.
X X
5
9
EV 4 Promote retention, expansion and relocation of quality businesses.
X X
5
9
12 Lower the reliance on state revenues by developing a locally controlled, reliable funding source for
infrastructure maintenance.
X
6
8
CR 7 Communicate the role of local government and clearly define the trade-offs between service levels and
amenities and the associated costs so residents can make informed choices.
X X
5
8
CR 2 Discover, recognize and utilize the talents of our citizens and use these assets to address community needs.
X
4
7
CR 3 Foster a culture of public service and volunteerism.
X
4
7
R 2 Provide an interconnected, multi -use trail and bicycle system that promotes active living, physical activity,
education and appreciation of our parks and natural resources.
x
4
6
13 Maintain a current condition assessment of all roadways and sidewalks and prioritize and implement
maintenance efforts to minimize costly reconstruction.
X
4
6
C2 Support community events and activities that create opportunities to build community and friendship.
X
4
5
CR 1 Foster an environment of accessible, responsive governance.
4
5
CR 6 Evaluate customer satisfaction with Town services on a regular basis and implement appropriate service
improvements.
X
4
5
P 3 Ensure appropriate service levels for public safety.
3
7
EV 3 Promote a mixed use core where residents can live, work, learn and play In an urban village setting, as
depicted in the Downtown Area Specific Plan (Downtown Vision Master Plan).
3
7
ELC 5 Encourage access to higher learning opportunities or the establishment of an educational or training
campus within our community.
X X
3
6
EV 5 Promote Fountain Hills as a visitor destination.
X
2
6
R4 Support community events and activities that create opportunities to build community and neighborhood
identity.
3
5
11 Maintain a 5 -year capital improvements plan that includes programmed maintenance projects.
X
3
5
P 1 Promote and enhance community-based partnerships in crime prevention, fire and emergency preparedness.
3
5
ES 6 Improve access to the Sonoran Desert experience.
2
4
CR 4 Implement a comprehensive communications plan to encourage informed citizen participation in civic life.
X
1
4
EV 6 Identify a slate of economic development tools and strategies (including tax incentives, fee abatements,
etc.) to stimulate economic growth.
X X
3
3
19 Build a protected fund to finance the major periodic maintenance of community facilities.
X
2
3
PS Support health and wellness instruction throughout the community.
1
3
ELC 4 Position the community's arts and cultural businesses, venues and amenities as economic drivers
integrated Into the Town's comprehensive economic strategy.
X
2
2
15 Explore ways to reduce wear and tear on the transportation system Including transit options and limiting of
truck traffic.
2
2
16 Coordinate closely with downtown development efforts to ensure adequate infrastructure Is planned and
amenities Identified and programmed.
2
2
P 2 Reduce risk and increase safety through "community policing" and community-based fire prevention
programs.
2
2
P 4 Explore health and welfare opportunities, including the creation of a small hospital or a niche health-related
service cluster.
1
2
C1 Practice the art of civility in all public settings and encourage those around you to do the same.
X
1
1
ES 1 Educate residents about our environment to Increase awareness and promote stewardship.
1
1
ES 3 Explore and implement new technologies and opportunities that will minimize noise, air and light pollution
and reduce energy consumption.
X
1
1
ELC 2 Support partners in providing arts and cultural opportunities and amenities.
X
1
1
14 Partner with local civic and social organizations to assist In amenity upkeep and maintenance.
1
1
17 Maintain an up-to-date impact fee structure and equitable development agreements to ensure new growth Is
not a burden on existing residents and businesses.
1
1
EV 8 Promote unique and vibrant neighborhood and business districts.
1
1
C 4 Be the friendliest place in the Valley.
0
0
ES 2 Protect and enhance natural infrastructure, Including native vegetation, terrain and open space.
0
0
ES 4 Promote water conservation and identify ways to use of this precious desert resource wisely.
0
0
ES 5 Protea selected view sheds from development and other manmade obstructions.
0
0
CR 5 Support and develop programs that educate and Involve our youth in community governance.
0
0
ELC 1 Partner with Fountain Hills schools and other institutions to develop quality educational programming and
opportunities.
0
0
ELC 3 Promote and celebrate cultural diversity.
0
0
EV 7 identify areas for redevelopment, revitalization or reuse.
0
0
RI Offer a wide range of cost-effective and accessible programs and services for all ages to promote a healthy
and active community.
0
0
R 3 Support local organizations in providing affordable quality programs to promote recreational, sports, fitness
and wellness programs for all ages.
0
0
18 Periodically meet with other community service providers to do joint planning and ensure that service
providers can accommodate new customers resulting from growth without compromising service levels to
_existing residents and businesses.
0
0
TOWN OF FOUNTAIN HILLS
BUDGET REPORT - DECEMBER 2011
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General Fund Revenues
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General Fund Revenues
For the fiscal period ending December 31, 2011 (six months), revenue receipts are at 92.7% of projections,
which is consistent with the same time period in prior years (January through March revenues are expected
to bring revenues in line with budget). There are no indications that any of the General Fund revenue line
items will vary significantly from budget projections by the end of this fiscal year.
General Fund Revenues were at 92.7% of budget as summarized below:
The four revenues in the chart below represent 91% of General Fund revenues, and as such, provide key
indicators of the Town's overall economic condition and performance. Unlike the previous six months local
sales tax collections have pulled back on signs of economic recovery with less than a 1% increase over the
same period last year (excluding construction activity). State sales taxes are slightly less than last year with a
decrease of only 3.8%. Building permit revenues are 48.5% of projections, vehicle license taxes lag about
10% compared to last year, and are 4% less than budgeted; this revenue source is derived from vehicle
registrations. Overall, General Fund revenues are at 92.7% of the six month budget.
$3.5
c
0
$3.0
$2.5
$2.0
$1.5
$1.0
$0.5 a.—
$0.0
Local Sales Tax
TOWN OF FOUNTAIN HILLS
PERIOD ENDING 12/31/2011
GENERAL FUND REVENUES
TOTAL S5.81\1
FY2011-12 Six
FY2011-12 Six
YTD to
Annual
VLT/Fire Insurance
Month
Month
Budget
Estimate
Budget
Actual
General Fund
$6,312,240
$5,854,692
92.7%
$12,624,479
The four revenues in the chart below represent 91% of General Fund revenues, and as such, provide key
indicators of the Town's overall economic condition and performance. Unlike the previous six months local
sales tax collections have pulled back on signs of economic recovery with less than a 1% increase over the
same period last year (excluding construction activity). State sales taxes are slightly less than last year with a
decrease of only 3.8%. Building permit revenues are 48.5% of projections, vehicle license taxes lag about
10% compared to last year, and are 4% less than budgeted; this revenue source is derived from vehicle
registrations. Overall, General Fund revenues are at 92.7% of the six month budget.
$3.5
c
0
$3.0
$2.5
$2.0
$1.5
$1.0
$0.5 a.—
$0.0
Local Sales Tax
TOWN OF FOUNTAIN HILLS
PERIOD ENDING 12/31/2011
GENERAL FUND REVENUES
TOTAL S5.81\1
State Income Tax
$tater Ssles Tas
'
VLT/Fire Insurance
■ DEC FY10.11
DEC FY11-12 ■ Budget
State Shared Revenues Is
State Shared Revenues represent a distribution of the State income, sales and vehicle licenses taxes returned
to the Town based on its population in relation to the total population of all incorporated cities and towns.
The income tax funds are distributed from tax collections from two years prior to the fiscal year in which the
Town receives the funds. Sales taxes are distributed to cities and towns three months after the actual sales
activity occurs. These revenues are distributed monthly through a distribution from the State Treasurer's
Office. The six month revenues from these categories total $2,147,453 which is $321,545 or 13% less than
last year's distribution - this was anticipated with the decrease in income tax revenue.
Local Sales Tax (2.6%)
The six month revenue for this category total $3,695,798, which is 98.1% of projections for this time period.
Compared to the same time period as last year the total revenues are just 1.0% higher. is
Retail: A retail sales tax of 2.6% is collected for the sale of all tangible personal property including grocery,
clothing, home and garden, autos and other related retail activity. This revenue source is sensitive to changes
in the economy and can fluctuate from one fiscal year to another. The six month revenues for this category
total $1,591,422 which is 85.9% of projections.
Restaurants/Bars: Food and liquor sales are taxed at a rate of 2.6% in the Town. The six month revenues for
this category total $249,660, which is 94.1 % of projections.
Communication/Utilities/Transportation: Utilities such as Chaparral City Water, cellular telephone
companies and Qwest are taxed at a rate of 2.6% in the Town as well as cellular phone charges. For the six
months revenues for this category total $803,793, which is 108.8% of what was anticipated.
Construction Contracting: This revenue is generated from the 2.6% tax on new home and business
construction as well as improvements to real property. Like retail sales tax, this revenue source is considered
to be volatile as it is strongly impacted by changes in the economy. The largest sources of revenues in this
category come from residential homebuilders. The six month revenues for this category total $320,037,
which is 367.5% of what was budgeted; 50% of this revenue is dedicated to the Capital Projects Fund for
future appropriation.
4
FY2011-12 Six
Month
Budget
FY2011-12 Six
Month
Actual
YTD to
Budget
Annual
Estimate
State Income Tax
$949,080
$949,005
100%
$1,898,160
State Sales Tax
$850,740
$846,194
99.5%
$1,701,480
Vehicle License Fees
$379,200
$352,254
89.2%
$758,400
Local Sales Tax (2.6%)
The six month revenue for this category total $3,695,798, which is 98.1% of projections for this time period.
Compared to the same time period as last year the total revenues are just 1.0% higher. is
Retail: A retail sales tax of 2.6% is collected for the sale of all tangible personal property including grocery,
clothing, home and garden, autos and other related retail activity. This revenue source is sensitive to changes
in the economy and can fluctuate from one fiscal year to another. The six month revenues for this category
total $1,591,422 which is 85.9% of projections.
Restaurants/Bars: Food and liquor sales are taxed at a rate of 2.6% in the Town. The six month revenues for
this category total $249,660, which is 94.1 % of projections.
Communication/Utilities/Transportation: Utilities such as Chaparral City Water, cellular telephone
companies and Qwest are taxed at a rate of 2.6% in the Town as well as cellular phone charges. For the six
months revenues for this category total $803,793, which is 108.8% of what was anticipated.
Construction Contracting: This revenue is generated from the 2.6% tax on new home and business
construction as well as improvements to real property. Like retail sales tax, this revenue source is considered
to be volatile as it is strongly impacted by changes in the economy. The largest sources of revenues in this
category come from residential homebuilders. The six month revenues for this category total $320,037,
which is 367.5% of what was budgeted; 50% of this revenue is dedicated to the Capital Projects Fund for
future appropriation.
4
Local Sales Tax Collections by Type
(in millions)
FY2009-2012_
KhoMsak/Reta2
T.ansp/VtilRbs/tom
[onstrustion
FY2011-12 Six
FY2011-12 Six
YTD to
Annual
Month
Month
Budget
Estimate
Budget
Actual
Local Sales Tax
$3,768,314
$3,156,137
98.1%
$6,611,688
Local Sales Tax Collections by Type
(in millions)
FY2009-2012_
KhoMsak/Reta2
T.ansp/VtilRbs/tom
[onstrustion
FY2011-12 Six
ins/Matt
ate
other
j Restaurants/aut
old
Budget
Estimate
■FVOS-09 FY0910 ■FYIO-11
•FY11-12
Building Permit Revenue
Local sales tax makes up 53.9% of General
Fund revenues; for the six months ending
December 31, 2011 collections were $3.7M for
all funds ($2.5M in the General Fund). Retail
and restaurant/bar activities represent 49.9% of
total collections; telecommunications and
utilities represent another 21.7%. Construction
revenues collected this fiscal year total $334K,
which is a 9% increase over last fiscal year.
Retail sales tax collections increased by 0.3%
over the same period last year; restaurantibar
collections are up 1.2% from the same period
last year.
Revenues in this category include both commercial and residential permitting activity with the majority of
revenues coming from residential activity. This fiscal period, revenues for this category total $96,682 or
®97% of the six month budget. Housing starts for the fiscal period are 0 single family, 0 multi family and 0
commercial. Plan review fees have been submitted by the Ellman Group for the grading, paving and
landscape preservation associated with the relocation of Fountain Hills Blvd. and future park area within the
former State Trust Land area.
v
Court Revenue
This category summarizes several revenue funds collected by the court. The court generates various revenues
through fines, sanctions and court orders. These fines include criminal, civil, Town code violations and
diversion fees for defensive driving school attendees. Reimbursement fees for required background checks,
incarceration costs, and Public Defender costs are also collected by the court and included in this category.
This fiscal period, revenues for this category total $105,150, which is $11,400 (12.2%) more than last year's
same fiscal period.
FY2011-12 Six
FY2011-12 Six
YTD to
Annual
Month
Month
Budget
Estimate
Budget
Actual
Building Permit Fees
$99,648
$96,683
97.0%
$99,648
Court Revenue
This category summarizes several revenue funds collected by the court. The court generates various revenues
through fines, sanctions and court orders. These fines include criminal, civil, Town code violations and
diversion fees for defensive driving school attendees. Reimbursement fees for required background checks,
incarceration costs, and Public Defender costs are also collected by the court and included in this category.
This fiscal period, revenues for this category total $105,150, which is $11,400 (12.2%) more than last year's
same fiscal period.
FY2011-12 Six
FY2011-12 Six
YTD to
Annual
Month
Month
Budget
Estimate
Budget
Actual
Court Fines & Fees
$130,080
$105,150
80.8%
$260,160
License Revenue
Revenues in this category include both business and animal licensing activity with the majority of revenues
coming from business licenses. Current six month revenues for these two categories total $70,401 or 88% of
the fiscal period budget. While business license renewals and new applications are down slightly, a major
portion of those licenses renew in January and February; the number of animal licenses has remained the
same as last year.
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FY2011-12 Six
FY2011-12 Six
YTD to
Annual
Month
Month
Budget
Estimate
Budget
Actual
Business License Fees
$56,772
$49,053
86.4%
$113,544
Animal License Fees
$23,448
$21,348
91%
$46,896
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General Fund Expenditures
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General Fund Expenditures
•
The General Fund accounts for most of the day to day operations of the Town, including Fire Department,
Law Enforcement, Development Services, Community Services, Court, Council and Administrative
functions. At the end of the six month fiscal period 96% of the six month budget has been expended.
FY2011-12 Expenditures by Category - General Fund
FY2011-12
Six Month
Budget
FY2011-12
Six Month
Actual
Six Months
Budget
Six Months
Actual
YTD to
Budget
Annual
Estimate
Salaries and Benefits
$1,730,642
$1,494,267
$2,019,082
$3,461,283
Supplies and Services
$703,511
$615,371
$820,763
$1,407,022
Contractual Services
$3,634,726
$3,514,488
$4,240,513
$7,269,452
Internal Services
$103,140
$10,327
$120,330
$206,279
Other
$126,058
$55,140
$164,275
$252,115
Grand Total all Funds
$6,298,076
$5,689,594
$7,364,963
$12,596,151
Salaries and benefits represent slightly more than one fourth (26%) of the total General Fund operating
budget. With the departure of the former Town Manager there is an accumulated vacancy savings that
may carry forward through the rest of the fiscal year depending upon the start date of the new manager.
• Contractual services represents 62% of the General Fund budget and includes contracts for law
enforcement (Maricopa County Sheriff's Office) and fire and emergency medical services (Rural
Metro). The Town utilizes contracts for specialized or one-time services that do not require the addition
of full time staff.
Maintenance/Repair represents 2% of the total General Fund operating budget and includes such items
as maintenance of Town owned buildings and equipment as well as parks.
Services, Supplies and Utilities represents 10% of the total General Fund operating budget and includes
items such as utilities, office supplies, insurance, software, etc. These types of expenditures can be
controlled to avoid expending more than revenues received.
Internal Services Charges are charged to the General Fund operating budget by department and
transferred to other funds to provide funds for future scheduled replacement of vehicles and equipment.
+ Transfers will be made from the General Fund (Community Center) to the Debt Service Fund for the
semi-annual bond repayment due in December ($194,250 annually).
Department highlights:
Expenditures by Department
FY2011-12
Six Month
Budget
FY2011-12
Six Month
Actual
YTD to
Budget
Annual Estimate
Police
$1,449,761
$1,416,225
97.7%
$2,899,522
Fire & Emergency Medical Services
$1,578,106
$1,512,403
95.8%
$3,156,212
Development Services
$800,245
$621,265
77.6%
$1,600,490
Community Services
$1,094,974
$868,825
79.3%
$2,189,948
Municipal Court
$216,422
$181,662
83.9%
$432,844
Mayor & Town Council
$37,872
$33,597
88.7%
$75,745
Administrative Services
$1,120,695
$1,055,617
94.2%
$2,241,390
TOTAL-
$6,298,0761
$5,689,594r
90.3%1
$12,596,151
C
Law Enforcement represents 25% of the General Fund operating budget and includes the contract with
Maricopa County Sheriff s Office as well as costs for jail incarcerate fees, which are costs for holding
individuals at the jails and billed by Maricopa County. The Town also has a contract with Maricopa
County for animal control and shelter services that is included within the Law Enforcement budget.
# Fire & Emergency Medical Services represents 27% of the General Fund operating budget and includes
the contract with Rural Metro for fire and emergency medical services; the budget also includes
expenditures for maintenance of the fleet which is Town owned, fire stations and equipment.
f Development Services (11% of General Fund expenditures) includes programs such as public works,
engineering, traffic and capital projects, open space maintenance, stormwater management, and facilities
maintenance. Divisions included in Development Services are Planning, Zoning, Code Enforcement,
Environmental, Facilities Maintenance, Building Safety, and Mapping & Graphics.
• Community Services (15% of General Fund expenditures) includes the Town's park system (Fountain
Park, Golden Eagle Park, Four Peaks Neighborhood Park, and Desert Vista Neighborhood Park),
recreation programs for youth, adults and seniors. The Community Center serves the community as a
meeting or special event location as well as daytime activities for Seniors. This department includes the
cost of the annual debt service payment ($194,250) that is transferred to the Debt Service Fund each
year to cover the semi-annual payments in December and June.
♦ Administrative Services includes the Town Clerk, Town Manager, Finance, Human Resources,
Volunteer Program, Economic Development, Information Technology and Customer Service and
represents 18% of the General Fund operating budget. The department is responsible for business
recruitment and retention, Town Manager activities, all licensing activity (business, animal, liquor),
provides customer service, manages audits, public meetings, Channel 11, Town website, elections,
Town Attorney and Town Prosecutor, budget and financial reporting, etc.
• f The Town Court and Mayor & Council budgets represent the balance of the General Fund operating
expenditures (40/6)
General Fund Expenditures by Department
Period Ending December 31, 2011
Mayor & Tow
Council
1%
Municipal Courl
3%
r
Total $53M
9
Other Funds:
Streets
Excise Tax (Economic
Development)
Special Revenue (Grants)
Development Fees
Capital Projects
o �
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PI
1.400,
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