Letter from Your Mayor .... ...... .1 Departments .................. 8
YourCity ........ ...... ........ 2 Capital Projects .................18
Your Government ........ ...... .2 Citizen Advisory Boards
Your City Commission .... ........ 2 and Committees. ... ...........19
S Organizational Chart/ Financial Condition
Voting Districts .................. 3 and Reporting ................. 20
Letter from Your City Manager ..... .4 Citizen's Opinion Survey ......... 25
Your Charter Officers ... ........ .5 City Contact Numbers ..........IBC
..BO,, T GAIN,,SlI1_E'S
HNUW FRA STAT~1MNT
This year's Citizen's Report unveils the new brand strategy developed by the Market
Gainesville Partnership. The Market Gainesville Partnership, a group of more than 46
community institutions including the University of Florida, City and County governments,
a* * local businesses and non-profit organizations serving the needs of the Gainesville
community, joined with North Star Destination Strategies to develop a community
"brand." The brand will help market the Gainesville area to visitors, residents and busi-
nesses in the year 2006 and beyond.
"Every path starts with passion" is the position line for Gainesville's City government,
Chamber of Commerce, Council for Economic Outreach and the Alachua County
* Visitors and Convention Bureau as well other stakeholders. The line is intended to be
- all-inclusive: it supports the diversity that is the cornerstone of Gainesville and thus
* embraces all residents, visitors and all businesses. Regardless of which path you take -
- in Gainesville, it starts with passion. The word path connotes a journey, the word
passion implies great emotion, the imagery brings to mind outdoor activities, one of
Gainesville's greatest assets and the line applies progress it will grow with
Gainesville. Over the coming months you will see this logo emerge on City stationery,
a vehicles and other materials.
i ,:"" 1- Lf.r D
I 1 I A ;"
Dear Gainesville Citizen,
On behalf of the Gainesville City Commission, I
am pleased to provide you with the 2006 City of
Gainesville's Citizen's Report. This document is
designed to present useful information regarding a
broad array of City government operations, serv-
ices, programs and our financial condition. As you
review this comprehensive annual report, we hope
you will agree that we have made significant
progress this year working together as a community.
Sa Whether you are a new resident or a lifelong
Gainesvillian, it is our hope that you will have many
opportunities to pursue and fine-tune your passions
in our great City. Your City government is committed to ensuring that you receive efficient,
innovative, cost-effective, high quality and consistent City services and programs that is
our City government's passion.
My fellow Commissioners and I believe that Gainesville is one of our nation's most
vibrant cities. Gainesville continues to grow as the economic and cultural hub of North
Central Florida and as the education capital of the Southeast. Gainesville's importance to
our region, state and nation is clear and continuing to expand. Our City government is
fortunate to benefit from strong leadership by a dedicated team of skilled employees, a
seasoned and professional management team and committed elected officials.
Undoubtedly, this contributes to our shared belief that our community is in the midst of a
time of exciting change that will ultimately be considered a period of great renaissance.
As we plan for our City's sustainable growth, we continue to face a number of substan-
tial challenges that must be addressed to ensure the future health of our community. That
is why it is so important for us to obtain your insights and suggestions regarding ways to
improve our City government. As you read this report, please take note of your comments
and suggestions and send them to us so that we can more effectively evaluate both our
current programs and future opportunities.
Thank you for the privilege of serving Gainesville.
0 i201 T
The City of Gainesville. Florida is the county seat and the
largest city in Alachua County. The City was founded in 1854
and incorporated in 1869. There are approximately 54 square
miles of land inside the corporate boundaries of the City. As of
April 1,2006, the City's population was estimated at 120,919
by the Bureau of Economic and Business Research at the
University of Florida.
Gainesville is home to the University of Florida. the state's
leading research institution, and Santa Fe Community College,
a provider of excellent professional and vocational education.
Gainesville has one of the largest medical communities in the
Southeastern United States, and is a center for commerce, art
and culture in North Central Florida.
Your government has operated under a Commission-
Manager form of government since 1927 The City Commission
is responsible for enacting the ordinances and resolutions that
govern the City The City Manager, who is appointed by the City
Commission, is responsible for the operations and manage-
ment of all departments of City government, except those
controlled by other charter officers. The City Manager imple-
ments the policy directives of the City Commission The current
organizational structure is depicted on the following page.
Gainesville provides its residents with a wide variety of
municipal services including police and fire protection, compre-
hensive land use planning and zoning services, code enforce-
ment and neighborhood improvements. Construction and
maintenance of the City's infrastructure are significant, ongo-
ing services, as well as the planning and operation of the traffic
engineering systems. Cultural opportunities, nature trails and
parks and recreation improvements (including a championship
golf course) help make Gainesville one of the most livable
cities in the nation. Gainesville provides refuse removal and
recycling services and owns and operates a regional transit
system that serves the community, the University of Florida and
a portion of Alachua County. The City also provides admini-
strative services to support these activities. These services are
accomplished through various City departments under the
direct supervision and leadership of the City Manager.
Gainesville owns and operates regional electric, water,
wastewater, natural gas and telecommunication systems. The
General Manager of Utilities, who reports directly to the City
Commission, oversees the utility operations.
The City's financial statements are organized on the basis of
funds, each of which is considered a separate accounting
entity. Government resources are allocated to, and accounted
for, in individual funds. Funds are based upon the purposes for
which they are to be spent and the means by which spending
activities are controlled. The City's funds can be divided into
three categories: governmental funds, proprietary funds and
fiduciary funds. The following pages provide descriptive infor-
mation about the major services and programs of each City
department, as well as an overview of the City's fund structure
and the resources that finance those services and programs.
During fiscal year 2006, the Commission was comprised of
six commissioners and the elected mayor. Four commission-
ers are elected from single-member districts. The Mayor and
two commissioners are elected citywide. The City Charter
prohibits consecutive service on the City Commission for more
than two three-year terms. A map of the City's Voting Districts
is included in this report on the following page.
Your City Commission adopts the City's budget, sets the
millage rate and adopts local laws and policies. The Commis-
sioners are ultimately responsible to the residents of Gainesville.
The City Commission appoints the City's six charter officers,
whose functions are described on the following pages.
7 ELECTED POSITIONS
TOTAL EXPENDITURES: $245,997
City of Gainesville
City ,City Clerk of the City General Equal
Auditor ''Attorney Commission .Manager Manager for Opportunity
Assistant Economic Community
'City Manager Development Development
I Parks, Recreation
& Cultural Affairs
0 Budget & Finance
Police Puolic Assistant City Fire
Works Manager Rescue
Transit & Marketing
:~'' ..; i ,.:. :1:"
*Four commissioners represent districts as shown, and three commissioners,
including the mayor, are elected at-large.
Gainesville is on the path to rebirth. As our City undergoes this exciting renaissance, our City
government is also on a journey to transformation. This first year and a half working as your City
Manager has exposed me to the tremendous assets and opportunities of the Gainesville
community. Our City government continues to move forward with innovative projects that
improve our quality of life But our work is not complete there is much important work ahead to
continue to transform our City government to complement the renaissance underway in the
City of Gainesville.
As your City Manager, I have a passion and vision for our City government's continued
renaissance that I would like to share with you:
Rs B Gainesville will become a national top ten mid-sized city.
Our City government will be value and service driven.
City government will offer innovative, cost-effective services.
Gainesville will become a primary benchmark of peer cities.
In order to reach this vision, our City government has adopted several "Transformational Goals," among them:
Strategically plan for the organization's future
n Promote a passion for customer service
I Value and reward teamwork
E Emphasize professionalism and skills
I Enhance executive responsibility and accountability
Excel at communication
Assure that long-term fiscal and growth management planning needs are met
Expand the use of technology to better serve customers
Structure needs to be flexible and adaptable
Structure is integrated with and supports internal systems
I Measure our progress and benchmark against others
The building blocks to reach these goals and ultimate vision for our City government include our citizens, Mayor and City
Commission, employees and Leadership Team. As a critical and valued partner in our City government's transformation, I ask
you to provide input on what we can do to improve our programs and services. Please refer to the Citizen's Opinion Survey, which
is located beginning on page 25 and also is available on our website (www.cityofgainesville.org/mco) we need and greatly
appreciate your input'
Working together with great passion and promise for our future, we will implement this blueprint for the continued renaissance
of our City and our City government!
YOUR CHARTER OFFICERS
The City Manager is the administrative officer of the City
government, responsible for the operation of all departments,
except those under the direction of other charter officers. The
City Manager's office oversees all general government programs
and services; enforces all City laws, ordinances and policies;
acts as purchasing agent for the City; prepares the budget and
performs other duties as assigned by the City Commission.
These tasks are accomplished through the selection and super-
vision of the Assistant City Managers, Administrative Services
Director, Police Chief, Director of Community Development,
Director of Economic Development and Grants/Legislative
Coordinator. The two Assistant City Managers, Barbara
Lipscomb and newly hired Lee Ann Lowery, oversee assigned
operational departments (including Fire Rescue, General
Services, Communications and Marketing, Parks, Recreation
and Cultural Affairs and Public Works) and serve as project
managers to specialty teams. Their administrative expenses are
included in the City Manager's budget.
6 BUDGETED POSITIONS
TOTAL EXPENDITURES: $735,904
The City Attorney's Office serves as the legal counsel to the
City Commission, the City Manager and the other charter offi-
cers, departments, boards and committees, including the
Gainesville Community Redevelopment Agency. The duties
include preparing the City's ordinances, resolutions, and
contracts, providing counsel on complex real estate and finan-
cial transactions and representing the City's interests before all
state and federal courts and administrative tribunals.
During fiscal year 2006, the office instituted a program that
limits the contractual liability of the City. The City Attorney's
Office negotiated the contract to acquire the former Kennedy
Homes property to begin the Southeast Gainesville Renaissance
Initiative. The office prosecuted 1,556 municipal ordinance
violations in 2005 and 1,328 violations in the first three quarters
of 2006. Additionally, the office has been involved in preparing
complex development agreements for major new construction
in the Downtown and College Park Community Redevelopment
Areas, such as Jefferson Second Avenue, Hampton Inn Hotel
and University Corners.
The office has worked on many annexations that have
expanded the Gainesville city limits over the past year. These
ordinances require intense review and preparation of documents.
The Attorney's Office then advises the operating departments
on fully integrating these newly annexed areas into the City
The City Attorney's Office continues to administer an extern-
ship program in conjunction with the University of Florida
College of Law. The program provided real-world work experi-
ence to six law students during 2005-2006. This work experi-
ence has helped these students transition into successful
careers in both the public and private sectors.
During 2007, the City Attorney's Office will assist in develop-
ing and hosting the "Best Practices in Building University/City
Relations" conference. This will be an opportunity for the City of
Gainesville and the University of Florida to showcase the City
and University to other university cities throughout the nation. It
will also provide an opportunity to partner and provide educa-
tion and support to other cities, in developing positive relation-
ships with their community and their college or university
16 BUDGETED POSITIONS
TOTAL EXPENDITURES: $1,267,540
CITY AUI TOR
The mission of the City Auditor's Office is to promote honest,
effective and fully accountable City government. This is accom-
plished by providing the City Commission and the public with
timely, objective and accurate information about what City
departments and programs are doing and how they could
improve. By providing this information, the City Auditor's Office
helps to hold the government accountable for stewardship of
public resources. The City Auditor's Office continually focuses
on helping the City Commission and management to utilize
limited resources to maximize effectiveness and productivity
During 2006, the City Auditor's Office completed planned
audits of various areas of City government, from reviewing the
City's travel expenditures, to evaluating Gainesville Regional
Utilities' usage of purchasing cards to assessing the reliability
of recreation and parks performance measures. Each of these
reviews focused on ensuring that City resources are being used
effectively and efficiently to provide quality services to the citi-
zens of Gainesville. The office also completed a special review
of the records of the City's insurance broker related to a
payment of $1.3 million to the City of Gainesville for excess
insurance commissions. This review resulted in the City receiv-
ing an additional $514,000 settlement from the broker.
During 2007, the City Auditor's Office will continue working
as a catalyst for progressive, responsible and fully account-
able City government. To learn more about this office and to
review reports previously issued, as well as future planned
audits, please visit www.audigators.org.
5.5 BUDGETED POSITIONS
TOTAL EXPENDITURES: $420,902
CLERK OF THE COMMISSION
The Clerk of the Commission attends all City Commission
meetings and serves as parliamentarian during the proceed-
ings. The Clerk records meetings and prepares agendas and
minutes, and also provides administrative support to the Mayor
and members of the City Commission.
The Clerk of the Commission maintains the City's vital
records, ordinances and resolutions and is custodian of the City
seal, which is affixed on all official documents. The Clerk
publishes the City's notice of public meetings, facilitates appoint-
ments to the City Commission's advisory boards and commit-
tees, publishes legal notices, records official documents and
performs research for information requests for public records.
The web portal Legislative Files, Agendas and Minutes"
includes agendas, backup materials, approved minutes and
legislative history for City Commission, Standing Committee and
Quasi-Judicial and Administrative Committee meetings. The
web portal has been recently upgraded to allow greater ease of
use. The newest feature allows citizens to watch meetings "live"
on the Internet or watch archived meetings at their convenience
on the City's website. Gainesville's Clerk of the Commission also
serves on the Board of Directors of the Florida Association of
8 BUDGETED POSITIONS
TOTAL EXPENDITURES: $674,668
EQUAL OPPORTUNITY DIRE TOR
The Equal Opportunity Director works each day to promote
equality and the opportunity for all citizens to have access to
and enjoy all that Gainesville has to offer. This is accomplished
by resolving complaints of discrimination through efficient
enforcement of equal opportunity laws and policies. The Equal
Opportunity Office is responsible for receiving and investigat-
ing complaints of discrimination alleging unlawful practices in
employment, housing, credit or public accommodations within
the city limits of Gainesville.
The Equal Opportunity Office utilizes proactive prevention
activities that aid in identifying and solving problems before
they escalate. It publishes and disseminates public information
and educational materials. The office also provides training to
inform citizens and City staff about their rights and responsibili-
ties relating to equality and the opportunities that our diverse
population provides. Community outreach activities, such as
the Fair Housing Celebration and ADA Expo, provide an oppor-
tunity to interact with citizens and raise awareness about equal
opportunity related issues. During the past year. the Equal
Opportunity Office brought representatives of the City of
Gainesville, other government agencies, the business commu-
nity. nonprofit organizations and concerned citizens together
for a two-day summit entitled "Issues Beneath the Surface to
discuss race relations in Gainesville.
Committed leadership, strategic planning, sustained effort
and employee involvement helps the Equal Opportunity Office
work toward making the City a model workplace. In addition,
- 9 l i
the annual Equal Opportunity Office Career Fair helps the City become a workforce
that is reflective of the community we serve. Addressing underutilization of women
and minorities is an on-going process and a focal point of the Equal Opportunity
Director s efforts within City government
6 BUDGETED POSITIONS
TOTAL EXPENDITURES: $479.429
The General Manager for Utilities oversees the operations of the City s utilities
system doing business as Gainesville Regional Utililies IGRUI Gainesville
Regional Utilities provides electric, natural gas. water, wastewater and lelecommuni-
cation services to approximately 87,000 residential and business customers.
Additionally. GRU provides wholesale electric service and retail natural gas service
to the City of Alachua, and through equity ownership in the Energy Authority.
Gainesville's City Commission serves as the board of directors for the utilities and a
portion of GRU's revenues are transferred to the City's general fund to support vital
City services, including police and fire protection.
In July 2006. GRU received approval from the City Commission for an expanded
conservation program. This program offers air-conditioning and appliance rebates.
programs for low-income customers, a low interest loan program and new business
conservation programs. New residential programs include online residential energy
efficiency tools and Energy Star certification for affordable housing rebates, which
encourage builders to construct houses to Energy Star standards.
To help customers find information quickly on rebates and energy efficiency, the
GRU website www.gru.com was redesigned with the information prominently
displayed on the front page. An online energy tool has also been added to help
customers evaluate their energy use and lower bills
GRU s business customers will benefit from new programs such as the
customized business rebate, LED exit sign rebate and the smart vend" program.
The customized business rebate program encourages existing businesses to imple-
ment energy conservation measures specific o1 their needs and reduce peak
demand and energy usage The LED exit sign rebate is an incentive for businesses
to change out their existing incandescent or compact fluorescent exit signs with new
high efficiency LED exit signs The smart vend program encourages businesses to
install motion/temperature sensor devices on refrigerated drink vending machines.
For a complete lisling of the energy efficient incentives, please visit www.gru.com -
click on *Energy Saver Rebates'
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~N~~~, k~i~~ER I)R~oFOR'.~l
Gainesville Fire Rescue (GFR) has been saving
lives and property in our City since 1882. The
department's 150 firefighters and 15 emergency
vehicles respond to more than 19,600 emergency
calls each year. These emergency calls include home
and business fires, brush fires, auto accidents,
A I I emergency medical services, hazardous materials
incidents, aircraft rescues and natural disasters.
At cr so on S s 1 S Gainesville Fire Rescue IGFR) has been saving lives and
S.ll Be p int s e properly in our City since 1882 The department's 150 firefighl-
Mo iU m e ers and 15 emergency vehicle respond to more than 19,600
d -b. h t. a th s n o i k g c emergency calls each year These emergency calls include
ivr h f home and business fires, brush fires, auto accidents, emer-
. agency medical services, hazardous materials incidents, aircraft
p. e .c rescues and natural disasters.
a,. te .sr m .. t p ov 1 fl The Gainesville Fire Rescue Department underwent a
g p tw c sv d a pdlo a significant change this year with the appointment of a new Fire
. .s S a d a Chief. William K. "Bill' Northcutt was promoted to Fire Chief in
i u February 2006 after serving with the department for 20 years.
* Ro i u th a i Under his leadership, the department continues its committmenl
p. w s .d .w S h to find ways to improve the quality of life for Gainesville s citizens.
be.^^ ^^ l fr c l o t o f vegOne of the first steps the new Chief look was to rename and
. v a. y .... H w e w refocus the mission of the Fire Safely Management Division.
Se m g hr su d. s which is now called the Risk Reduction Bureau. Assistant
tt i Chief Tim Hayes was recently promoted and will lead Risk
Rescue .. 6 Firefih *jt Members of the Risk Reduction Bureau include the Fire
e * t Marshal. Fire Investigative Services Officer, three Fire
l . so wd th.e. p. o tInspectors, two Risk Reduction Specialists and a Senior Staff
i* w *h th *d n of S iAssistant. Additionally, the Fire Chief has directed all members
h* S y - ld of the department to take a proactive role in identifying commu-
.... e -. t . nity risks that can be addressed through Gainesville Fire
Rescue s services.
and ped a C h l de i v pDuring 2006, GFR continued its support of Explorer Post
e abily t .a i a h 972 and its partnership with the School Board of Alachua
3. S a -
County's Fire and EMS Magnet Program to introduce young
people in the community to careers in fire service. In addition,
the department continues to offer its highly successful Junior
Fire Academy program to middle school-aged children.
The Training Bureau's staff activities are in full swing at the
end of 2006, creating and conducting promotional assessment
processes for both District Chief and Lieutenant positions.
The Emergency Operations and Special Operations
Divisions continue to provide a wide range of fire suppression,
medical services, hazardous materials responses, technical
rescue and extrication services and alarm responses to the
Gainesville community and surrounding areas.
154 BUDGETED POSITIONS
TOTAL EXPENDITURES: $12,156,881
The Gainesville Police Department is a full-service,
community policing, law enforcement agency
dedicated to partnering with our citizens for
problem resolution. The goals of our community
policing agency are to reduce the number of
calls for service, decrease crime through prevention
and enforcement and enhance the quality of
life for the citizens of our City.
In 2006, the Gainesville Police Department (GPD) continued
its mission to serve and protect the City through enhanced
programs and citizen interaction. This collaborative effort has
made Gainesville one of the most livable cities in the United
States. The police department is a full-service, community
policing, law enforcement agency dedicated to partnering with
our citizens for problem resolution. The goals of our community
policing agency are to reduce the number of calls for service,
decrease crime through prevention and enforcement, and
enhance the quality of life for the citizens of our City
In 2006, GPD began construction on a new 14,000 foot addi-
tion to its headquarter's complex. The new building will
enhance operations and allow officers to work side by side with
the community It will also allow for more efficient communica-
tion with the community by providing space for mediation and
meeting rooms, as well as an office for the Black on Black
Crime Task Force. Once the expansion is complete, the depart-
ment will have a state-of-the-art indoor shooting range, driving
simulator and large community meeting room.
Additionally in 2006, the Gainesville Police Department
continued its superior community policing efforts. This policing
philosophy allows the department to provide higher levels of
service and effectiveness throughout the community GPD has
enhanced its policing abilities by strengthening its technologi-
cal infrastructure, allowing it to become more efficient as it
strives to meet the needs of our community
Technological enhancements included the completion of the
silent, digital dispatch system and the installation of high-speed
wireless internet. The new system allows officers to be
dispatched silently to almost all of their calls for service. There
are 298 laptops used within the agency which allow officers to
file reports and monitor incidents in a more efficient, time-saving
manner. Additionally, the laptops allow officers to improve their
ability to track and record locations of sexual offenders and
sexual predators in order to verify where they are at all times.
Another significant accomplishment in 2006 was the contin-
uation of the Internet Crimes Against Children (ICAC) unit.
This unit is the information clearinghouse of the North Florida
region for crimes of this type. During the year, the ICAC unit
conducted numerous significant investigations, which led to the
arrest of individuals suspected of victimizing children across
374 BUDGETED POSITIONS
TOTAL EXPENDITURES: $27,499,657
The Public Works Department maintains the
City's infrastructure, including streets, sidewalks,
stormwater systems and traffic signs/signals.
The Public Works Department also oversees solid
waste collection and recycling, mosquito control,
as well as public transportation services through
Gainesville's Regional Transit System (RTS).
The Public Works Department maintains the City's infra-
structure, including streets, sidewalks, stormwater systems
and traffic signs/signals. The department also oversees solid
waste collection and recycling, mosquito control, as well as
public transportation services through Gainesville's Regional
Transit System (RTS).
This year, the Public Works Department initiated and
completed several major stormwater and transportation
related projects, continued working on a self-assessment
process toward the goal of becoming an accredited public
works agency through the American Public Works Association
and continued to expand transit service.
The Transportation Services Division has been active in
the development of the Traffic Management System (TMS)
and is acquiring funding for the system, which will be imple-
mented in four phases over the coming years In 2006, the
department completed construction plans for the traffic signal
reconstruction project at the intersection of NW 8th Avenue
and NW 22nd Street; installed pedestrian countdown signals at
four intersections along the Archer Road corridor (in conjunc-
tion with the University of Florida Campus Development
Agreement) and at the intersection of North Main Street and
NW 1011 Avenue (a City project jointly funded with Alachua
County). The division also implemented a roadway safely
project at Glen Springs Road between NW 13th Street and NW
34th Street. installed video traffic detection at three traffic
signals in the City at the intersections of NW 23rd Avenue and
13th Street, NW 23rd Avenue and 161h Terrace and NW 13th
Street and NW 26th Place; reviewed the development plans for
the Wal-Mart Supercenter, the Home Depot. Shands Hospital
and Gainesville Greens, among others. In addition, the division
coordinated planning efforts for the annual Bike, Hike, and Bus
Week and organized a National Bike to Work Day special event
for City employees The Traffic Signal Section. which is a
member of the Sunshine One Call underground utility service,
performed over 7.500 utility locates and responded to 1,258
after-hour calls for service on traffic signals throughout the
county. The Traffic Signs and Marking Section installed
116.130 feet of pavement markings and 1,162 new signs
including blue-and-green signs indicating the creeks system
throughout the City.
The Operations Division installed 1,629 linear feet of new
sidewalks, removed and replaced 7,135 linear feet of damaged
sidewalks, mowed 1,006 acres of nght-of-way, performed 284
miles of sidewalk maintenance, maintained 479 miles of
ditches and completed 1,140 drainage investigations.
The Stormwater Management Services Division has
been active in construction, design and outreach this year. The
first phase IWest Pondi of the stormwater facility at Depot Park
was completed and the next phase is in progress. Ongoing
stormwater projects also include a stormwater park in the
Duval neighborhood and projects in the Sweetwater Branch/
Alachua Sink basin for treatment of stormwater prior to
discharge to Paynes Prairie. Work was completed in March on
the Old Landfill Stabilization Project along Sweetwater Branch.
This division has been actively involved in pollution prevention
activities through the Gainesville Clean Water Partnership
qW --'. X
including presentations and events, creek cleanup, develop-
ment of the www.gainesvillecreeks.org website, pollution viola-
tion enforcement, erosion and sedimentation control efforts, as
well as municipal "good housekeeping" so that the City's activi-
ties are clean and environmentally friendly. The Partnership's
biggest event this year was Creeks Week 2006. It was a great
success with six well-attended events and a full week of media
coverage concerning the issues surrounding local creeks and
waters. Mapping has also been a priority and the division
continues to develop an interactive digital map of the urban
area to be used for stormwater modeling and management
purposes. New Flood Insurance Rate Maps were issued by
FEMA on June 16th. The City adopted the new maps by a revi-
sion to the Land Development Code. The division also submit-
ted data for a classification upgrade in the Community Rating
System from Class 8 to Class 7 that has been approved.
Through this class improvement, citizens will receive a 15%
discount on flood insurance premiums.
The Solid Waste Division participated in 14 neighborhood
cleanup and arranged proper solid waste collection, recycling
and disposal services at special events. The division continued
daily enforcement of the commercial and residential solid
waste codes while continuing the remediation of the old
Sweetwater Branch landfill site. Staff continued to promote
waste reduction, including source reduction, recycling and
composting. Additionally, the division is a member of the
Alachua County Disaster Debris Management Team. Under
the supervision of the division, an inmate crew began work at
the end of the year and removed 24,611 pounds of trash from
122 miles of right-of-way and a homeless camp in November
161.75 BUDGETED POSITIONS
TOTAL EXPENSES: $7,623,803
0 NAL, L1"T SYSTEM
The City of Gainesville Regional Transit System (RTS) has
provided public transportation to the City of Gainesville and
neighboring areas of Alachua County for more than 33 years.
Today, RTS services a 74 square mile area with 26 fixed routes,
10 campus routes, and, as of August 2006, nine new Sunday
citywide bus routes. Annual system ridership continues to
increase, with fiscal year 2006 ridership exceeding 8.6 million
passengers. Increasing ridership and the level of service
provided recently earned RTS a place among the 100 largest
transit agencies in the United States.
As the importance of public transportation grows in our
community, RTS continues to be a key player in building
successful relationships with the community and local and
state agencies. Increasing ridership is, in part, due to the unlim-
ited bus pass program for employees of the City of Gainesville,
University of Florida, Alachua County, North Florida/South
Georgia Veterans Health System (the Gainesville Veterans
Administration Hospital) and the recent addition of the Shands
Teaching Hospital and Clinics, Incorporated. This new partner-
ship added 7,949 potential riders with unlimited bus access to
RTS. RTS continues to provide free fixed route bus service to
ADA eligible persons with disabilities.
The successful partnership between the RTS and University
of Florida has helped RTS to meet the growing demand for
transit in our community Expansion of RTS facilities remains
the first priority for fiscal year 2007. During this coming fiscal
year, RTS expects to complete the second phase of site work
at its operations and administration facility, begin construction
of a new downtown transfer center and begin the design phase
of the maintenance and operations facility expansion project.
RTS also hopes to identify funds for the expansion of the
administration facility and a multimodal building, which will be
located at the new downtown transfer center site.
Enhanced transit service for east Gainesville follows as the
next priority for RTS. RTS remains committed to the continued
growth of the system through the provision of reliable, efficient
and convenient transit service to its customers.
232 BUDGETED POSITIONS
TOTAL EXPENSES: $15,187,053
Community Development provides long-range plans
for the growth and development of the City and the
preservation of its natural environment while
addressing development, neighborhood, housing
and preservation issues. The department enhances
the quality of existing neighborhoods and
commercial areas through assistance in
preservation and redevelopment.
The Planning Division is responsible for both long-range
and current planning activities. The long-range activities involve
creating the Comprehensive Plan, which is scheduled for
update in 2008. This plan describes how the City will grow in
the future through a series of maps detailing land use. trans-
portation, open space and recreational facilities. The division
suggests changes to the Comprehensive Plan and to land
development regulations and reviews development and zoning
proposals. Petitions and development reviews are presented to
the City Plan Board. Development Review Board. Historic
Preservation Board and the Board of Adjustment. The division
also administers the Geographic Information Systems IGIS)
and the Neighborhood Planning Program, which is vital to
improving neighborhoods at a grassroots level.
Through land use strategies and special area plans, the
Planning Division has approved projects such as Lowe's and
Verde Plaza which are revitalizing the Northwest 131h Street
corridor The approval of the Wal-Mart Supercenler on Waldo
Road is expected to give Gainesville's east side new birth and
has created additional development interest in the area.
The mission of the Housing Division is to revitalize neigh-
borhoods where incomes range from very low to moderate and
to provide access to decent, safe and affordable housing The
division receives federal, state, private and other public funding
to implement the City's Comprehensive Housing Program and
seeks and obtains special grant funds to provide supplemental
funding for Ihe community's housing needs The division
provides a full range of affordable housing services to income-
eligible households and families, such as housing repair, new
construction, house replacement, rental rehabilitation, special
needs housing, down payment assistance, mortgage fore-
closure intervention, homebuyer/homeowner education and
training and housing counseling. The Housing Division has
been working to reinvigorate older and east side neighborhoods
with projects like Cedar Grove II completedl and Depot
Gardens and the Southeast Gainesville Renaissance Initiative
The Community Development Department also administers
the Community Redevelopment Agency (CRA) The CRA
includes four areas: College Park/University Heights.
Downtown. Eastside and Fifth Avenue/Pleasant Street. The
CRA promotes revitalization and redevelopment in these
areas. Each area has programs designed to specifically meet
its own goals. Some of the projects include the Model Block
Project and Fifth Avenue streetscape in Fifth Avenue!Pleasant
Street: gateway feature and University Avenue median
enhancements in the Eastside: revitalization of Southwest
2nd Avenue and many new construction projects in University
Heights and College Park. and a variety of redevelopment
projects in the Downtown area Downtown projects that are
underway and planned include the Regents Park row houses.
Arlington IV. Jefferson on Second. Gainesville Greens and
The Palms condominiums. The CRA provides incentives for
new construction projects and facade grants for existing busi-
nesses. The CRA has completed a graphic master plan for
the entire urban core area which can be viewed online at
The Code Enforcement Division is responsible for enforcing
compliance with the City's ordinances, including the zoning, hous-
ing, commercial and hazardous land codes. This enforcement
enhances the visual integrity of the City's corridors and neighbor-
hoods, making them attractive and stable places for new invest-
ment. New initiatives include stepped-up enforcement of codes in
the City's established neighborhoods near the University.
The Block Grant Division is responsible for overseeing and
administering the Community Development Block Grant
(CDBG) and HOME Investment Partnership (HOME)
Programs. In fiscal year 2006, the City allocated $1,593,000 in
CDBG funds for 21 local projects/activities and $940,000 in
HOME funds for nine local projects and activities. These funds
are used to leverage other funding sources and implement
housing construction and renovations, public works improve-
ments and social services.
The Building Inspection Division promotes safety by
enforcing building, electrical plumbing, mechanical, fuel, fire
prevention and life safety codes. The division provides a review
service for owners and developers who can request permits by
fax and through Fast Track. Inspections are done within 24
hours of request, to provide efficient service. The division's
First Step Development Assistance Center provides a conven-
ient one-stop location where residents or developers may
receive permitting and development review assistance in the
areas of public works, planning, building, utilities and life safety
The division processed over 11,000 permits in 2006, repre-
senting over $560 million in building valuation. Inspectors are
now providing wireless inspections to the office for real-time
inspection results for all contractors and citizens.
82.5 BUDGETED POSITIONS
TOTAL EXPENDITURES: $3,807,285
The City's Economic Development Department is the
agency responsible for facilitating urban development
and redevelopment citywide. Departmental activities
are intended to nurture and develop local enterprises,
retain and expand the existing economic base and
attract new business entities to the community.
The Economic Development Director's activities are under-
taken to sustain the City's exceptional quality of life while
promoting the City's economic assets (land, labor, capital and
entrepreneurship). Specific programs offered by the depart-
ment include Airport Industrial Park development, Gainesville
Enterprise Zone administration, Gainesville Technology Enterprise
Center (GTEC) management, development/redevelopment
facilitation, small business assistance and coordination of
economic development activities with outside partners.
Objectives of the department include positioning the City for
innovative economy opportunities, achieving fiscal sustainability
for GTEC, facilitating private sector development at the Airport
Industrial Park, streamlining the development review process,
reauthorizing the Gainesville Enterprise Zone program and
assisting with small business development. Key achievements
of the department in 2006 include attaining 95% occupancy at
GTEC, preparing several tenants for graduation and assem-
bling land around GTEC for future tenant relocation. Other
achievements include selling two parcels in the Airport Industrial
Park, one of which was developed by Quartz Solutions (now
INTU) and is now open for business. Other key initiatives include
the formation of a Development Review Process Team and the
preparation of an advertising budget for automation. This year
the Gainesville Enterprise Zone program was reauthorized by
the City Commission and is operational. Access to a capital
program for small businesses was also implemented. The
program assists the small business community with a variety of
services including marketing, business planning, business
concept development, enterprise zone benefits and develop-
3 BUDGETED POSITIONS
TOTAL EXPENDITURES: $276,070
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The Department of Parks, Recreation and Cultural
Affairs provides a variety of active and passive
recreational activities for all City and area residents.
The Department of Parks, Recreation and Cultural
Affairs also maintains the landscape of all City
parks, recreational facilities, parking lots,
streets medians and rights-of-way.
Innovative and expanded programming, facility and park
renovations and the addition of a new passive park were
among the highlights in 2006 for the Department of Parks.
Recreation and Cultural Affairs.
In June 2006, the department's Nature Operation Division
opened the 10-acre John Mahon Nature Park. This newest
addition brings the number of passive parks available to
the citizens of Gainesville to 23, which translates to over
2.000 acres of land to enjoy passive recreation activities.
Gainesville s passive parks remain popular, with visits continu-
ing to exceed 300.000 annually. This year, nature programming
at Morningside Nature Center included five events: the Farm &
Forest Festival, two native plant sales, the Cane Boil and Fiddle
Contest and the Great Air Potato Round-Up. In addition, the
Nature Operations Division presented over 2.000 programs for
school-aged children and adults. Every Saturday during the fall
and winter, a Living History program was presented at
Morningside Nature Center's turn-of-the-century farm.
The Parks Division completed a number of significant
improvements this past year, while continuing to maintain 37
different active parks, the historic Evergreen Cemetery and
Thomas Center, the Downtown and City Hall Plazas and more
than 80 street medians. These improvements include renova-
Lions to baseball fields at Greenlree. Northeast and Westside
Parks. resurfacing 12 public tennis courts, restroom upgrades
at the Norlhside Park, the addition of children's playgrounds at
Roper and Porters parks and landscaping upgrades at a
number of parks Ihroughout the City. The division's Urban
Forestry section once again met its annual goal of planting
1.000 trees throughout the City while continuing to maintain the
City's expansive tree canopy With the help of Ihe Evergreen
Cemetery Association and the support of the City Commission.
three additional acres adjacent to the cemetery were purchased
and will be used to accommodate future expansion plans.
In 2006. Ironwood Golf Course continued with a number of
planned improvements including upgrades to 11 tee boxes.
installation of drainage systems to five greens and a dramatic
improvement in the overall care and appearance of the course.
These improvements were funded through a $2 Capital
Improvement Fee on each paid round of golf. Ironwood again
served as Ihe home course for several high school golf teams
and once again hosted a PGA regional youth 'Drive. Chip and
Putt' competition for boys and girls age 7-14. Ironwood contin-
Lies to introduce golf to local children through the First Swing"
program and donated several hundred golf clubs this past year
to local schools thai leach golf as a part of their PE. program.
Over 3.000 hours of community service hours were completed
at Ironwood by individuals through the Alachua County Court
Services program This program provides Ironwood with
support personnel at no cost to address the weekly care and
upkeep of the 134-acre golf course. Although the total number
of players in 2006 did not increase over last year, the course
gained significant recognition by golfers as one of the best
courses to play within the Gainesville/Alachua County area
The Recreation Division continued to offer quality youth
programs in 2006. including summer camps at six locations
around the City and after-school recreation programs at six
community centers. The Aquatic section made a number of
improvements to the City's three swimming facilities, including
new water filler tanks al Mickle Pool, interior and exterior
improvements to the Northeast Pool and increased programs
at Westside Pool, expanding lap swimming and exercise
classes. The Athletic program experienced an increase in the
number of teams participating in recreational sports leagues
including baseball, basketball and softball. Teen Zone, a coop-
erative program between the City, Alachua County and the
Alachua County School Board, completed its third year of
operation and, by all measures, was successful in keeping
approximately 250 middle school youth per day engaged in
The Cultural Affairs Division continued to offer quality
programs and events in 2006. Nearly 80,000 people attended
the 24th annual Downtown Festival and Art Show and nearly
40,000 attended the City's annual Hoggetowne Medieval Fair.
The popular Downtown Plaza music series was enjoyed by
over 7,000 citizens and the December Plaza Ice Palace skating
rink drew over 8,900 people who enjoyed the winter activity of
ice skating in Florida. The historic Thomas Center and grounds
had 25,000 visitors in 2006 and hosted 15 different art gallery
exhibitions and shows.
Finally, in 2006 the Department of Parks, Recreation and
Cultural Affairs received nearly $3 million dollars in capital
funding from the City Commission to improve the City's swim-
ming pools, passive and active parks and City sports facilities.
While a number of these capital improvements have been
completed in 2006, the majority will be completed by 2007.
108.125 BUDGETED POSITIONS
TOTAL EXPENDITURES: $7,414,007
The Administrative Services Department provides
oversight for the departments of Computer
Services, Budget and Finance, Human Resources
and Risk Management.
The Administrative Services Department provides oversight
for the departments of Computer Services, Budget and
Finance, Human Resources and Risk Management. These
internal support services are essential to the successful opera-
tion of the City. Through the Office of Strategic Planning,
Administrative Services coordinates the City's tactical and
strategic financial planning efforts, performs trend analyses and
facilitates the City's ongoing financial planning process. The
Strategic Planning Division oversees the City's performance
measurement program, coordinates annexation activities.
performs productivity analyses, program evaluation, long-range
financial forecasting, and capital improvement planning and
manages the corporate goal setting process.
5 BUDGETED POSITIONS
TOTAL EXPENDITURES: $150,843
Computer Services provides hardware and software support
for all general government activities. The department also over-
sees the purchasing of all computer-related items and provides
system analyses to streamline internal operations and functions.
Computer Services completed a significant finance and
human resources systems upgrade in 2006. and is targeting
January 2007 as a 'go live" date. This upgrade provides opera-
tional enhancements lacking in earlier versions of these appli-
cations. Computer Services also launched a new service for
citizens this year, an online parking ticket payment system.
This new service permits citizens to pay their parking tickets
by credit card, thus avoiding having to travel to a City facility to
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make payment. Additional functionality has been added to the
website to enhance its usability A new search engine is one
such enhancement that has made it easier for visitors to locate
information on the site. More improvements to the City's
site are expected in 2007 to continue to expand the use of
technology to better serve customers.
18 BUDGETED POSITIONS
TOTAL EXPENDITURES: $2,229,098
BUDGET AND FINANCE
The Budget and Finance Department's primary responsibilities
are to safeguard the City's assets, ensure cost-effectiveness,
provide financial support to operating departments and report
accurate and timely financial information to the City
Commission, management and residents of the community.
The department offers budgeting, accounting, treasury.
revenue recovery, grant fiscal coordination and procurement
services to City departments. This includes providing financial
analyses upon request, preparing the biennial budget, quar-
terly monitoring reports and the Comprehensive Annual
Financial Report. It also administers position control, billing
and collection of the City's revenues, including occupational
taxes and landlord permits and the processing of payroll and
accounts payable. The department also oversees the coordi-
nation of all City cash and investment management, pension
management, debt management, mail services and the dispo-
sition of all surplus property through public auction.
49 BUDGETED POSITIONS
TOTAL EXPENDITURES: $2,912.954
The Human Resources Department develops, implements
and monitors systems and programs to recruit, hire, motivate.
train and retain a highly qualified and diverse workforce. These
services are provided to all City departments.
The Human Resources Department acts as a consultant and
advisor to departments in interpretation of personnel policies.
procedures and labor agreements covering its 2,212 regular
U UN I II I ILI
employees: 1,398 in general government and 844 in GRU. The
department also provides career counseling and training to
foster employment growth and development for all City staff.
During fiscal year 2006, the Human Resources Department
processed 17,087 employment applications resulting in 640 filled
positions and offered 113 training classes that were attended by
1,648 participants to improve professionalism and skills.
19 BUDGETED POSITIONS
TOTAL EXPENDITURES: $1,288,605
RISK MANAG MIENT
The Risk Management Department manages the general
insurance and employee health, accident and life insurance
benefits of the City, including a self-insurance plan for workers'
compensation, automobile and general liability coverage. The
department also provides employee health, nutritional and
psychological services through a City clinic.
Wellness services are available to employees and retirees, as
well as their spouses, if they are covered by the City's Group
Health Plan. The wellness focus represents the City's commitment
to create and maintain a healthy employee group, thus ensuring
the future financial stability of the City's Group Health Plan.
The department initiated a Safety Training and Awareness
program in fiscal year 2005, with the goal of reducing the impact
of work place injuries on the organization. The program included
the training of over 1,200 employees and the creation of a gain
sharing program, designed to reward departments for showing a
decrease in the number of workers' compensation claims.
Using data from fiscal year 2004 as the base year, the
program has reduced the total workers' compensation claims
for the City of Gainesville from 306 to 267 as of September 30,
2006. Based on those results, the gain sharing program
returned $17,750 to operating departments to use to improve
and enhance employee safety.
Building on the initial success of the program, in fiscal year
2006 Risk Management awarded the first Departmental Safety
Trophy. The trophy was awarded based on a department's
reduction in workers' compensation claims. Gainesville Fire
Rescue received the award based on a 39% reduction in their
claims during fiscal year 2006. The success of this program is
a result of efforts by each employee to ensure that their job
tasks are performed in both a safe and effective manner.
15 BUDGETED POSITIONS
TOTAL EXPENSES: $23,561,363
The General Services Department was created to
include the Fleet Management Division, Facilities
Management Division and the addition of the Capital
Projects Division involving vertical construction.
The centralized Fleet Management Division is responsible
for the administration, repair and maintenance of the City's fleet
of 1,465 vehicles. This diversified fleet includes sedans, police
pursuit vehicles, trucks of various sizes, aerial devices,
construction and specialized equipment and fire apparatus from
both general government (excluding RTS) and GRU.
Expenditures are recovered through a charge back system to
each department, hence, operating as an Internal Service
Fund. Procurement and disposition functions of vehicles, as
well as the General Government's Fleet Replacement Fund, are
coordinated through Fleet. The division embraces a team
concept, which creates an environment for creativity. Fleet's
program has been recognized nationally for "Best Practices"
and performance by Automotive Fleet magazine. Current
major projects include the expansion of the 39th Avenue
Garage to accommodate GRU's fleet and a centralized garage
operation, the transitioning to ultra-low sulfur diesel fuel (ULSD)
and a restructuring of the department.
The Facilities Management Division is responsible for the
administration, repair and maintenance of over 80 City-owned
buildings and their systems and components (i.e., heating, A/C,
elevators, plumbing, etc.). Custodial and construction manage-
ment services to general government facilities are also
provided through this division. Major projects for 2006 included
the refurbishing of the Downtown Plaza restrooms, the restruc-
turing of the department and a major energy saving program in
the Gainesville Police Department (GPD) building, which could
become a template for other general government facilities.
Vertical capital projects include the renovation of the Walker
Furniture building, the new addition at GPD, the expansion of
the 39th Avenue Garage, the construction of Fire Station #8
and RTS' Intermodal Complex.
53 BUDGETED POSITIONS
TOTAL EXPENDITURES: $2,040,719
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The Communications and Marketing Office
is responsible for the coordination of
general government's communication
and marketing activities.
Responsibilities include oversight and liaison with community
education cable access television (WLUF- Cox Cable Channel 6)
and local government cable access broadcast operations
(Community 12TV, formerly Cox Cable Channel 12), development
of a comprehensive marketing and communications program
for general government, development of an internal communi-
cations program for City employees, maintenance of content on
the City's external and internal website main pages, develop-
ment of electronic newsletters and press releases, joint market-
ing efforts with community businesses and institutions including
the community branding initiative (described on the inside front
cover) and assistance to the City Manager with community rela-
tions initiatives. The Communications and Marketing Manager
also serves as the City's Public Information Officer and media
contact. This year. the Broadcast Services Division of the
Communications and Marketing Office received national acclaim,
winning third place in the nation for Excellence in Government
Programming by the National Association of Telecommunicalions
Officers and Advisors (NATOA). The NATOA Awards recognize
excellence in broadcast, cable, multimedia and electronic
programming produced by local government agencies The
division was also honored with three Crystal Awards from
the Florida Government Communicalors Association.
In 2007, Communications and Marketing plans to continue
to expand and enhance the City of Gainesville Citizens' Academy,
develop new locally produced program formats and content for
City programming on the local government cable access chan-
nel and assist in the implementation of a communily-wide effort
to brand and market the Gainesville area.
TI iVt -
Capital Projects are the brick and mortar projects so essen-
tial to improving and maintaining the infrastructure and quality
of life for the residents of the City of Gainesville These proj-
ects include the installation, construction, major repair and
maintenance of the City's infrastructure such as sewer mains,
treatment plant expansion/construction, buildings (fire stations.
offices, operation centers, etc.), parks, drainage improve-
ments, paving of dirt streets, resurfacing paved streets, side-
walk installation and more. typically costing $25.000 or more
The City of Gainesville has a number of Capital Projects
underway. For complete details and cost estimates on all
capital projects scheduled and underway, please visit the
Capital Projects website at www cityofgainesville org/
Depot Park Phase I (West Pond)
and Phase II (East Pond) Project
SW 2nd Avenue.
Main to 13th Street
Restoration Phase I
7 BUDGETED POSITIONS
TOTAL EXPENDITURES: $353,560
Art in Public Places Trust: (5 members) A com-
mittee is established for each major public
Bicycle/Pedestrian Advisory Board: (12
members: 4 City, 4 County and 4 MTPO) The
Board shall study and make recommendations to
the City Commission, the County Commission and
the MTPO on all matters concerning planning,
implementation and maintenance of policies,
programs and facilities for the safe and efficient
integration of bicyclists and pedestrians into the
urban area transportation system.
Board of Adjustment: (5 members: City resi-
dency required) The Board of Adjustment hears
and decides appeals of administrative review and
special exceptions on zoning and :'uilding code
Board of Trustees of the Consolidated Police
Officers' and Firefighters' Retirement Plan: (5
members: City residency required for the two
appointed by the City Commission) The Board of
Trustees oversees and administers the pension
plan of the Police Officers and Firefighters for the
City of Gainesville.
Citizens' Advisory Board for Community
Development: (15 members) The Citizens'
Advisory Committee for Community Development
(CACCD) makes recommendations to the City
Commission and City Manager regarding the
Community Development Block Grant and HOME
programs and lends support to, and seeks support
from, desirable programs and projects.
City Beautification Board: (15 members) The
City Beautification Board studies, investigates,
develops, assists, advises and makes recommen-
dations to the City Commission on matters
pertaining to beautification.
City Plan Board: (7 members: City residency
required) The City Plan Board gathers information
and makes recommendations to the City
Commission on the comprehensive plan of the
City of Gaine'.i,, ,II
Development Review Board: (7 members: City
residency required) The Development Review
Board is a citizen board that reviews, approves or
denies development plans submitted for its review
pursuant to the provisions of Chapter 30,
Gainesville Code of Ordinances.
Fire Safety Board of Adjustment: (5 members)
The Board serves as an appeals board authorized
to hear appeals and to vary the application of any
provision of various fire safety codes.
Gainesville Code Enforcement Board: (7
members: City residency required) The
Gainesville Code Enforcement Board has jurisdic-
tion to hear and decide cases of alleged violations
of Gainesville City codes. Members also serve on
the Nuisance Abatement Board.
Gainesville Energy Advisory Committee: (9
members) The Committee advises the City
Commission on energy policy matters and reviews
the continuing work of Gainesville Regional
Gainesville Enterprise Zone Development
Agency: (9 members) Created to carry out the
economic development and redevelopment
purposes of Chapter 290, Florida Statutes.
Gainesville Housing Authority: (5 members)
The Authority establishes policy and is responsible
for the planning, financing, construction, leasing,
managing and maintenance of low-rent public
housing, subject to applicable laws and contrac-
tual relations with the U.S. Department of Housing
and Urban Development and the City Commission.
Gainesville Human Rights Board: (7 members:
City residency required) The purpose of the
Gainesville Human Rights Board is to enforce, file,
process and hear complaints of discrimination
based upon age, race, color, sex, religion, creed,
national origin, disabilities, marital status and
Gainesville/Alachua County Cultural Affairs
Board: (15 members) The Cultural Affairs Board
advises the director of Cultural Affairs in the
promotion of fine arts, literary arts, performing arts
and crafts, develops local art resources and
assists in the planning and implementation of
community arts involvement in and around the City
Gainesville/Alachua County Regional Airport
Authority: (9 members) The purpose of the
Authority is to manage and operate the airport and
airport facilities, an independent special district.
Historic Preservation Board: (9 members: City
residency required) The responsibility of this
board is to update the official inventory of cultural
resources and submit recommendations and
documentation to the City Commission; develop
programs to stimulate public interest in urban
neighborhood conservation policies and goals and
cooperate with City, County, Regional, State and
Federal governments in sites, buildings, struc-
tures, objects, areas and districts, both public and
private, for listing on the local Register of Historic
Nature Centers Commission: (12 members)
The Nature Centers Commission assists the City
Commission through recommendations and
advice given in respect to developing programs,
ordinances, use regulations and resource
management policies as required to protect the
natural system and other values to the Nature
Centers of the City of Gainesville.
Pension Review Committee: (5 members:
Successful investment and advisory experience
required) The Committee shall assist the City
Commission in carrying out its fiduciary responsi-
bility as Board of Trustees of the City's pension
funds by acting as an Advisory Committee on
investment matters and Board referrals. The
Committee shall also review investment policies
and Investment Manager performance.
Public Recreation Board: (9 members) The
Public Recreation Board advises the City
Commission and offers recommendations as to
the needs of the City on all matters pertaining to
recreation within the City.
Citizen Advisory Board members are
honored for their contributions and
invaluable input to the City Commission
each year at the Annual Reception, held
at the historic Thomas Center.
Regional Transit System Advisory Board: (9
members: City residency required for City
appointees) The duties of the Regional Transit
System Advisory Board are to advise the City
Commission on all matters relating to the Regional
Tree Advisory Board: (5 members) The Board
shall act as the technical information collector,
clarify tree regulations, act on referrals, guide the
creation of a Master Tree Plan, assist in the devel-
opment of the goals and objectives for the City's
Comprehensive Plan with respect to trees and
serve on the Tree Board of Appeals.
Tree Board of Appeals: (3 members) The Tree
Board of Appeals was established to hear appeals
regarding dangerous or dead trees designated for
removal, including those recommended for
removal by the City Arborist.
Water Management Committee: (7 members)
The Water Management Committee's responsibili-
ties include assessing the quality and quantity of
water resources available to the citizens of
(I ( CO IMMUNITY
To the extent possible, members of each redevel-
opment advisory board should reside or work in
the area. Members are appointed by the Community
College Park/University Heights Redevelopment
Advisory Board: (9 members)
Downtown Redevelopment Advisory Board:
Eastside Redevelopment Advisory Board:
Fifth Avenue/Pleasant Street Redevelopment
Advisory Board: (7 members)
The financial information presented
here is summarized and does not
substitute for the City's Comprehensive
Annual Financial Repoit ICAFR) The
CAFR details the City's financial posi-
tion and operating activities for each
year in conformity with generally accepted
accounting principles. This Citizen's
Report, by its summary nature, is not
intended to conform to generally
accepted accounting principles and
associated reporting standards set
forth by applicable governing bodies.
Gainesville Regional Utilities (GRUI, a
major component of our organization,
issues a separate report in compliance
with its bond requirements. GRU finan-
cial information is not included in
this report. The financial information
presented in this report also excludes
the City's discretely presented compo-
nent units Gainesville Commninily
Redevelopment Agency ICRA) and
Gainesville Enterprise Zone Develop-
ment Agency iGEZDAI. Certain
presentations of financial data also
exclude other general government
funds, as described in each schedule or
graph. Some statistical information is
derived from the City's Financial and
Operating Plan annual budget) Both
the budget and the CAFR have received
awards for outstanding financial reporting
from the Government Finance Officers
Association. City documents are avail-
able at the Alachua County Library and
online at www.cilyofgainesville.org.
TREND IN VILLAGE RATES
During the budget process, the City Commission sets the property tax
villagee) rates, effective October 1 of each year. One mill represents $1 of
tax charged per $1.000 of assessed value. Millage rates are levied based
on debt service and operating needs. The current property tax millage rate
of 4.9355. a decrease from 2005. represents the twenty-first consecutive
year in which the City's millage rate has either remained constant or
PROPERTY TAX REVENUES
Property tax revenues represent 23". of the City's total general fund
revenues. Although the tax millage rate has remained steady for 10 years,
the property tax revenues have increased 53".. This is primarily due to the
increase in taxable values of the property located in the City limits as
determined by the County Property Appraiser, and annexation of urban
The economic landscape in Gainesville
continues to be dominated by the
government sector. Statistics complied
by the Bureau of Economic and
Business Research at the University of
Florida indicate that one of every three
jobs in Gainesville is provided by
federal, state or local government. This
reliance on jobs from outside the private
sector tends to modify Gainesville's
reaction to external economic stimuli,
such that the local economy grows
less rapidly than others during boom
periods but also suffers less during
economic declines. The unemployment
rate remains low at 2.7%, a slight
improvement over the 2005 level of
2.9%. Enrollment at the University of
Florida, the City's largest employer,
increased during the last ten years from
approximately 42,000 in 1997 to
approximately 50,000 in 2006.
'4. ',', ,,
At the end of the current fiscal year,
the undesignated, unreserved fund
balance in the General Fund was
$7,844,042. General Fund revenues
exceeded expenditures for the fiscal
year by $1.1 million.
The City's total bonded debt (exclud-
ing debt belonging to GRU) increased
by $16.5 million or 9.4% during the
current fiscal year. In addition to the
scheduled pay down of existing debt,
the prominent component of this
change was the issuance of $22.7
million of Capital Improvement Revenue
Bonds, Series 2005.
Cash and Investments
Accounts Payable & Accrued Payroll
Capital Projects General
Capital 3'iiji,,. Kennedy Homes
LifeQuest & PC Loans
Other Long-term Receivables
Total Fund Balance.
Total Fund Balance
GENERAL FUND BALANCE SHEET
as of September 30, 2006 and 2005
GENERAL FUND FUND BALANCE
wl.I IIBi iflHlIH
This financial summary and history is
based upon a condensed view of the
City's assets and liabilities for only the
General Fund of the City at a specific
point in time. September 30. 2006.
which is the end of the City s fiscal year.
Governmental Funds are account-
ing segregations of City activities that
are budgelarily oriented and not busi-
ness-type activities. The following are
the City's governmental fund types.
The General Fund reflects the major-
ity of the financial activity of depart-
ments within City government. Taxes.
user fees and transfers from other City
departments (including GRUI make up
the majority of funding sources.
Special Revenue Funds are used to
account for specific revenue sources
that are restricted to expenditures for
specified purposes The sources of
these funds include federal and state
grants. These monies are normally
spent over an extended period of time
and are reflected on the financial state-
ments until the programs are completed.
Debt Service Funds are used to
account for receipt and payment of
general long-term debt proceeds, prin-
cipal and interest. The City typically
issues bonds in order to finance large
Capital Projects Funds account for
financial resources to be used for the
acquisition or construction of nmaor
facilities or improvements. The sources
of these funds are usually General
Fund transfers, federal and state grants
and debt issues. The City maintains a
five-year Capital Improvement Plan.
which was adopted by the City
Commission in September 2004.
GENERAL FUND REVENUES AND EXPENDITURES
for the 12 months ending September 30, 2006 and 2005
Revenues by Source:
Ilil i ?r I i ,'
LI : 'l jl -i 1if'i I :'I lll ,
hIIri' i ir1
H I- l -I r I.. .
Expenditures by Department:
F in-IU-. ]r ni I--| |i |'l I|lll .
Expenditures by Department:
I 117 _14
5 4b,4 ',4
: : 6 i', '.
1' 4 ' ''1
A i1: l III Ii:l r.jl i I I '.,vI ZIIIl 5 118 i:
L.lni ol ihi l..h : 1 i0 m : .ni 6 4 lli6^
I , INJIIr :',:, %
I I, AijijItir 4 111
F..i\jiill ,niii -iin 1 .''A 4 i9
F..il ,' -'1 i' ,411
.IIud eI t i nII Flill III I' 2 1 I 4
l:jijli:'l ,i n i ii y II' iin i l Al 9 i'4
PiIJl PI i n r i jui I .ul I Alln41 4 l'll':
H ij riii 1ii-i :' ii.ii Ii i I 4 l '
HrIII. I l" P l a : '
I.i rriri.jli ir; jiid Ml irt in Iil ':ihi
II:lI'ltllll: j Ir i IIlr l I Ij l I l: 1 .l I"il I
li i '- : i n I 1:
ilji- I r: I I Ilther Fijui ild: I
Total Expendilures 88,934,350
Excess al Revenues Over/tUnder) ENpendilures 1,120.746
Fund Balance, October I 15.120.868
Fund Balance, September 30 S 16,241.614
I I; 1 I44 11 ]'
1;I; 1 111
4 i I.
I I [i
; T 1'
4 Ill ;i
.? 1_ I 1
I 2ll l
8 ,J'3, 4,B
GENERAL GOVERNMENT CAPITAL ASSETS'
as of September 30, 2006
Proprietary Funds are used to
account for the government's ongoing
organizations and activities that are
similar to those often found in the
private sector. They are divided into
two main categories: Enterprise and
Enterprise Funds are self-support-
ing activities that provide service to
the public on a user-charge basis.
They are financed and operated in the
same way private businesses operate.
The mission of these entities is to
provide goods and/or services to the
public while covering the cost of oper-
ations. Any profits are invested back
into the entity for capital maintenance
Internal Service Funds are used
to give an accounting for activities
provided by one governmental fund
to other governmental funds. The
charges for those services are
designed for cost recovery only.
D T A-, Y ii, U. 4 .
Fiduciary Funds are used to
account for resources held for the
benefit of parties outside the govern-
ment. These funds are not available
as sources for the City's own
programs. The City's fiduciary fund
type includes Pension, Disability and
Other Post Employment Benefit
(OPEB) Trust Funds. The trust fund
assets totaled just over $517.3 million
on September 30, 2006.
Construction in Progress
$10.42 Million (7%)
$59.79 Million (41%)
:$27.95 Million (19%)
$5 51 IM,,II.n 4",.)
* excluding Gainesville Regional Utilities
Machinery and Equipment
$20.15 Million (14%)
S 17,019,605 $ 15,844,365
5 l. ll
Business-Type Activities *
$ 3,808,722 S 3,566,267
S 20,828,327 $ 19,410,632
I',l1 l ii l l ': i 'i
5,895,476 T 04- 4,527,702 3,260,631 11 4 1 1:. 1
$ 114,150,879 $ 110,709,097 $ 30,505,055 $ 25,386,677 $ 144,655,934 $136,095,774
A Pasio fo Ciie Involemen
ThCt of Gansil proides a nu be of opprtniie fo inu on isse imprtn to
citizens..-. Thi year the Sit S- - - - acestSulcm eig yprmeiglv esra
of Cit Co msso metig (wic als air on Chne 12 S.aly) alown ciizn to watch
metig onie whree the ar in th worl. at5 ww.iyfansi l Ciizn cnaso
e-mi comet S s thewtc. Thenewsevic als inlue a metn archive
p :~$ T ;
GENERAL GOVERNMENT CAPITAL ASSETS*
as of September 30, 2006 and 2005
(Net of Depreciation)
, l, i. -I I I F ,, I 1 1 ,
The City's required principal and
interest payments on outstanding debt
were remitted timely and in full during
fiscal year 2006 The City's total bonded
long-term liabilities at the end of the
current fiscal year were $174.7 million.
which excludes $605.7 million belonging
to the Utility The City has $6.375,104 of
this debt due during fiscal year 2007.
Component Units are presented in a
separate column in the CAFR to empha-
size that they are legally separate from
the City. The Gainesville Community
Redevelopment Agency (CRA) and the
Gainesville Enterprise Zone Develop-
ment Agency (GEZDA) were created by
ordinance of the City to carry out
community redevelopment within the
City of Gainesville The City Commission
appoints the boards of these organiza-
tions and approves their budgets.
The Gainesville Community Redevel-
opmenl Agency's purpose is to correct
blighting influences through construc-
tion of enhancements to public places
and land. Improving derelict buildings
helps to create an environment
conducive to private investment.
The Gainesville Enterprise Zone
Development Agency targets areas for
economic revitalization It offers financial
incentives to businesses to encourage
private investment and to increase
employment opportunity for the areas'
residents. Three non-contiguous busi-
ness districts within the City of Gainesville
make up the Zone.
Fiscal Year 2006
General Government Expenditures
in Capital Projects Funds
Roads and Drainage
$'b 9 m illiOr. i 1'-.. i
and Renovations -
.3 4 m,lion irJ,". : I
$2 rr,,ii,,on '3J":.
Computers & Equipment
Vi, 2 m.l.uor. i.:
BONDED LONG-TERM LIABILITIES
as of September 30, 2006 and 2005
DPEB l 1:111 ljilli iii-i 'nl-id:
Governmental Aclivity Bonded
I T 17v- A
S '1I, i II4 I
~r~:luJln~llj8ln-6. Illi ac~l]lljTlal U(IIIIIFIS
To assist the City of Gainesville in delivering high quality services, please take a few minutes to
complete the annual Citizen's Opinion Survey. This survey is designed to help the City Commission
and staff evaluate public opinion of City services and programs. Your household has been chosen at
random to participate in this survey To accurately reflect the views of the citizens of Gainesville we
would like the adult (anyone 18 years or older) in your household who most recently had his or her
birthday to serve as the respondent to the survey
Be assured that all your answers are given in complete anonymity Your participation in this survey
is very important, especially because you are one of the few households being asked to report your
opinions about City services. It is also imperative that you choose your household's respondent by the
method described above. If you have any questions about this survey, feel free to contact the
Communications and Marketing Office at 334-5017. When you have completed the survey, please
return it in the prepaid envelope or take it online at www.cityofgainesville.org/mco.
In addition to the Citizen's Opinion Survey on services, I am also very interested in any comments
you have regarding the Citizen's Report or City services. If you have any suggestions on improve-
ments the City can make as we continue to transform our City government, please contact the
Communications and Marketing Office at 334-5017.
Thank you for taking the time to provide your thoughts on City programs and services.
This questionnaire is included in the 2006 Citizen's Report, which is mailed out during the winter of 2007.
The addresses were selected from a random sample of GRU customers within the City limits.
1. Overall, how would you rate the services provided by the City of Gainesville?
O Excellent O Good O Fair O Poor O Don't Know
2. Please rate the quality of each of the following City services, and the importance of each one to you.
(Check one answer on each side for each response)
Police protection .......................
Traffic enforcement .....................
Fire protection .........................
City parks e.g., Westside, McPherson .....
Cultural events and exhibits ..............
Recreational programs ..................
Nature parks and greenways ...........
City buses (RTS) ................... ....
Building and codes enforcement ...........
Recycling program ................... .
Trash collection (Waste Management) ......
Street maintenance and repairs ...........
Maintenance of the City's tree canopy ......
Ironwood Golf Course ...................
Mosquito control .......................
Planning and Zoning ....................
3. In the past 12 months, have you or your family done any of the following? If yes, how would you rate the
helpfulness of the persons) who handled your question or problem?
(Check one answer on each side for each response)
Called for a City paramedic ..........................
Called for mosquito control ..........................
Called the City or Waste Management about trash ........
Called the Gainesville Fire Department .................
Called the Gainesville Police Department ...............
Contacted the City to report poor road conditions .........
4. In the past 12 months, have you or your family done any of the following? If yes, how would you rate your overall experience?
(Check one answer on each side for each response)
Attended a City-sponsored concert, art festival, fair or event.
Participated in a City athletic program ..................
Participated in other City recreational programs ..........
Recycled paper, cans or bottles from your home ..........
Ridden a City bus .............................
Visited a City nature area e.g., Morningside, Ring Park ...
Visited a recreational park- e.g., Westside, McPherson ....
Played golf at Ironwood Golf Course ..................
O YES O NO
O YES ONO
O YES O NO
O YES O NO
O YES O NO
O YES O NO
O YES O NO
5. This question evaluates your general impression of the services of the Gainesville Police Department (GPD).
Your opinion of personal safety in the City of Gainesville .................... Excellent O Good O Fair
General quality of service by GPD ............... . ................. Excellent O Good O Fair
Your impression of professionalism of GPD staff .......................... Excellent O Good O Fair
I To it t*lhSris surveyoli g ilt l wrS.. s /
Questions 6 10 evaluate GPD's response to a specific incident. If you have not had any direct contact with
GPD in the last year, please go to question 11.
6. Reason for your direct contact with the Gainesville Police Department.
O Ticket 0 Suspect 0 Victim 0 Witness 0 Traffic Incident
O Community Activity O Other (please specify)
7. Evaluation of officer/GPD staff contact.
Manner in which situation was handled ................................ 0 Excellent O Good O Fair O Poor
Level of courtesy and friendliness ................................. .. .0 Excellent 0 Good 0 Fair O Poor
Helpfulness .................................................... 0 Excellent 0 Good 0 Fair 0 Poor
Attitude ..................................................... ..0 Excellent O Good O Fair O Poor
Level of officer's concern ........................................... .0 Excellent 0 Good 0 Fair 0 Poor
Level of professionalism .................................. ....... .0 Excellent O Good O Fair O Poor
Competence ................................... ......... ....... 0 Excellent O Good O Fair O Poor
Appearance ...................................................... 0 Excellent 0 Good 0 Fair 0 Poor
Length of time for officer to arrive or return phone call (if relevant) ............. 0 Excellent O Good O Fair O Poor
If you were a victim: Information about rights provided? ................... 0 YES O NO
If you were a suspect: Information about rights provided? ................... 0 YES O NO
8. Did an officer/investigator/detective follow up on your case? .................. 0 YES O NO
9. If an officer/investigator/detective followed up, how satisfied were you?
Amount of time to contact you ...................................... 0 Excellent O Good 0 Fair 0 Poor
Service provided by officer/investigator/detective .......................... 0 Excellent O Good O Fair O Poor
Level of courtesy and friendliness ................................... 0 Excellent O Good 0 Fair 0 Poor
Helpfulness .................................. ................. 0 Excellent O Good 0 Fair 0 Poor
Attitude ......................................... ............ .. 0 Excellent 0 Good 0 Fair 0 Poor
Level of professionalism ............. ........... ......... ....... 0 Excellent O Good 0 Fair 0 Poor
Competence .................................. ................0 Excellent O Good 0 Fair 0 Poor
Appearance ................................................. .0 Excellent O Good O Fair O Poor
10. What could the officers) have done to increase your level of satisfaction with the services provided?
11. Are you a member of your local Crime Watch organization? ............... .0 YES O NO
12. Do you know who your neighborhood Police Officer is? ................... .0 YES O NO
13. A. In the past 3 months, how many times have you visited a
City nature park (Morningside, Bivens Arm, etc.) or a .................. .0 1-5 0 6-10 0 Over 10
City recreational park? (Westside, McPherson, etc.) ................... .0 1-5 0 6-10 0 Over 10
B. If more than 0, how would you rate
The cleanliness ............................................. .0 Excellent 0 Good O Fair O Poor
The level of safety ............................................. 0 Excellent O Good O Fair O Poor
The attractiveness ........................................... .. 0 Excellent O Good O Fair O Poor
Maintenance of the park ...................................... .. 0 Excellent 0 Good 0 Fair 0 Poor
Maintenance of the sports fields ................................. 0 Excellent O Good O Fair O Poor
The educational value ........................................... 0 Excellent O Good O Fair O Poor
14. A. Do you feel the City of Gainesville needs more parks? .................. 0 YES O NO
B. If yes, in what sector of town? (NW, NE, SW, SE) ......................0 NW ONE OSW O SE
C. What kind of facilities? (baseball/soccer fields, pool, gym, center)
S ,I - S I 0Os. -g9
15. A. In the past 3 months, how many times have you used the City bus service (RTS)?
-3 0 31 -5 )6- 10 )3 Over 10
B. What would encourage you to use the City bus service more often? (Check all that apply)
3 Nothing ,3 Smaller buses D) More frequent buses
D) Friendlier service -3 Cleaner buses 3) Extended hours
D Lower fare
S3 New routes
) Buses being on time
16. Rank the order of issues which you feel are the most important problems for City officials to work on first. Put a '1' next to the
issue you feel is most important, a 2' next to the second most important issue. etc.
Condition of Streets & Sidewalks Pollution of the Environment
Crime Sustainable Development
Jobs & the Economy
Parks & Recreation Facilities
17. For statistical purposes, please indicate your family's total annual income BEFORE TAXES for 2006. (Include money from all
sources for all persons living in your household.)
3 50 10.000 ) $10.000 30,000
18. Your gender:
:) $30.000 50,000 3 Over $50.000
S-)Male )3 Female
19. Number of individuals in your household. ) 1 3) 2 3) 3 D 4 or more
20 Your age:
:)18-24 -3125-34 ) 35 49 350-64 -) over64
21 Your race!ethnicity:
) Black *-) White -3 Hispanic
3 Asian 3 Other
22. What zip code do you live in?
23. In the space below, please make any comments you have regarding City programs and services. (Remember, this survey is anonymous.)
24 Did you answer this survey before reading the 2006 Citizen's Report?
25. Did you like the Citizen's Report?
26. Did you find the report easy to read?
27 Do you feel this report provides useful information to City residents?
If no. why?
28. Is there any information you would add or delete from the report?
If so, what?
29. At a cost of approximately $1.27 per copy, should the City continue to provide this report to its taxpayers?
If yes, how often? -3 Annually 3 Every 3 years -) Every 5 years ) Other (please specify
30 Please make any other comments you have regarding the Citizen's Report, in the space below.
) YES -3)NO
3 YES ,- NO
3 YES 3 NO
3 YES -)NO
)YES ) NO
If you would like a copy of the results of this survey call 334-5017 after September 30. 2007, and a
free copy will be mailed to you. Also, check out the City's website http://www.cityofgainesville.org.
8 SS !
Assistant City Manager
Clerk of Commission
Communications and Marketing
Budget and Finance
Gainesville Regional Utilities
Ironwood Golf Course
and Cultural Affairs
Regional Transit System
60TICA S(W RT
The Government Finance
Officers Association of the
United States and Canada
(GFOA) has given an Award
for Outstanding Achievement
in Popular Annual Finance
Reporting to the City of
Gainesville for its Popular
Annual Financial Report
for the fiscal year ended
September 30, 2005.
The Award for Outstanding
Achievement in Popular
Annual Financial Reporting
is a prestigious national award
with the highest standards for
preparation of state and local
government popular reports.
This document was produced
by the Communications and
Marketing Office at a cost of
$12,720 or $1.27 per copy,
to inform the public about
City services and finances.
Currently, 10,000 copies are
printed annually and mailed
to a random sample of
residents. If you would like
to receive a copy, please
contact the Communications
and Marketing Office at
334-5017 or download a
copy online at:
AN MR PAID
SBO 4 S 0 GAINESVILLE, FL
PERMIT NO. 75
,lh ,llssl d!,,id his I,,,sI iIh, l lh, ihlllssIs isil, lll
$71 P1 w~MaNwnMnnN MNaNX NKMXMMECRLOTN(CO13
David A Hodell
525 NE 9th Ave
C~irnesville FL 32601-4411