2010 City of Gainesville Citizen's Report

2010 Citizen’s Report

The striking imagery on the cover of the 2010 Citizen’s Report could serve as a metaphor for the turbulent fiscal conditions municipal governments in Florida have weathered during the past few years. Whether we have experienced the worst of it remains to be seen. The cover photograph may more aptly symbolize the effect of incredible energy focused on a specific point at a relatively brief moment in time. Like the lightning bolt on the cover, the City of Gainesville’s accomplishments in 2010 demonstrate your government, in partnership with our community partners, is sharply focused on implementing sound fiscal policy that will yield substantial benefits to our citizens in years to come.

In 2010, city government continued to make hard decisions to cut positions to trim its workforce and find new ways to control expenditures in response to what many are calling “new normal” economic conditions. Our city commission followed a recommended city manager process that allowed city government to bridge an $8.3 million budget gap, while enacting policies that enabled a balanced budget for fiscal years 2011 and 2012. Additionally, the decision to implement a Special Assessment for Fire Services provided a stable funding source to preserve critical public safety services. As a result, during the five-year period beginning in 2007 and ending in 2012, city government expects to reduce the general fund budget by more than $18.3 million. However, the budget also efficiently directs funding resources toward necessary infrastructure improvements which will serve as powerful catalysts for sustainable business growth, job creation and community development, now and into the future.

Projects such as Fire Station 8, the new CRA building, the new Public Works building, the One-Stop Center for the Homeless, the senior center and local road projects take advantage of lowered construction costs to maximize taxpayer dollars and keep local residents working. This local stimulus package is in response to public feedback. While no one can predict how state legislative action may affect our long-term ability to provide quality services to our residents, we are cautiously optimistic that our current budget plan allows us to provide the highest possible services to you.

We remain committed to these five guiding principles: 1) live within our means, 2) look to the future, 3) limit deferred expenses, 4) plan for unforeseen needs or emergencies and 5) understand and protect our community vision for the future.

With these principles in mind, city staff has worked diligently to accomplish all of the projects noted in this report. As a result, Gainesville continues to achieve favorable recognition. Most recently, we were selected a “Best Place to Live for Military Retirees” by USAA and Military.com and ranked no. 14 on Portfolio.com’s list of America’s Top 25 Smartest Cities. We must continue to work hard in the coming year if we are to secure the promise of economic prosperity represented by collaborative public/private partnerships such as the Innovation Square, Depot Park and senior center community projects.

We continue to plan, use and carefully monitor the expenditure of resources you have entrusted to your municipal government. We trust that you will read this overview with interest and general satisfaction that, in 2010, your city government successfully delivered on its mission to provide exceptional services that enhance the quality of life for the Gainesville community. I look forward hearing your comments about this report of city services. Please email them to [email protected] or call 352-334-5017.

With appreciation,

City Manager Russ Blackburn

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Letter from Your City Manager ............................................................................................................................................... inside front coverLetter from Your Mayor ............................................................................................................................................................................................. 2Organizational Chart .................................................................................................................................................................................................. 3Your City ......................................................................................................................................................................................................................... 3Your Government ........................................................................................................................................................................................................ 3Your City Commission ............................................................................................................................................................................................... 4Voting Districts Map .................................................................................................................................................................................................. 4 Your Charter Officers ................................................................................................................................................................................................. 5Growth Management .................................................................................................................................................................................................. 9Safe and Healthy Community ................................................................................................................................................................................ 10Community Infrastructure ..................................................................................................................................................................................... 12Neighborhood Improvement .................................................................................................................................................................................. 14Improved Quality of Life .......................................................................................................................................................................................... 18Increased Effectiveness ............................................................................................................................................................................................ 21Citizen Engagement ..................................................................................................................................................................................................25Responsible Fiscal Policy .........................................................................................................................................................................................26City Contact Information ........................................................................................................................................................................back cover

About This ReportThis report was prepared by the City of Gainesville Communications Office to inform residents about the City of Gainesville, its operations, services, programs and financial condition. It is suitable for readers that prefer an overview or summary of city government activities. The following pages provide brief descriptive information about your government’s organizational structure and how that structure relates to the services provided to Gainesville residents. We hope this report will give you a better understanding of the services provided by the city, its accomplishments and its overall financial condition. We welcome your comments and suggestions for improving this report. The photo on the cover of this report is the grand prize winner of the Second Annual Gainesville Photography Contest, “Night of Fire” by Fred Wasmer. This winning photograph also signifies the economic storm that the City of Gainesville and its residents have experienced over the past few years.

PhotographyPhotographers of varying experience levels participated in the Second Annual Gainesville Photography Contest. Pictures that were submitted express the growth and vitality of Gainesville as a special place to live, work and play; photos that depict Gainesville’s physical and natural beauty. We are pleased to present some of the photos throughout this report. A 2011 calendar containing all finalists can be found on our website at www.cityofgainesville.org.

The photographs included in this report are: On the Move: “Friday Night Lights,” Paul Carter (honorable mention, p. 6), “Doug and Gus,” Farol Tomson (2nd place, p. 24), “Out of the Shadows... Into the Light,” Jeanne Thompson (honorable mention and People’s Choice winner, p. 26) and “Sunset Cruising,” Cheryl Slechta (3rd place, back cover); Time to Work... Time to Play: “Totally Tubular,” Debbie Muga (3rd place, p. 17) and “Cello,” Raina Van Cleave (1st place, p. 18); Forces of Nature: “Prelude,” Paul Carter (2nd place, p. 5); Energy in Motion: “The Hippodrome’s Magical Street,” Laurel Housden (3rd place, p. 21) and “Action Required,” Brittany Dransfield (1st place, p. 23)

Another photograph from the contest that is included in this report was taken by Gary Paul (“Moon Over Morningside,” p. 25). Other photographs within this report that were not part of the photography contest were taken by various city staff.

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Dear Gainesville Citizen,

On behalf of the Gainesville City Commission, we thank you for the opportunity to serve this community. This past year we have faced challenges, but we always sought to overcome them through the values of progress and innovation and sense of community that define our city.

Like most cities, we entered this year with a projected revenue shortfall that would take careful and creative planning to overcome. Even with sound financial management in the past, the City Commission was required to cut $8.3 million from the combined fiscal year 2011 and 2012 budgets. Thankfully, the Gainesville City Commission used the budget process to stabilize funding for our first responders, while preserving crucial public services.

In the midst of difficulty, we have seen growth. Gainesville leads the state in per capita job creation. The Community Redevelopment Agency (CRA) aided in the revitalization of many areas of our city, from the downtown Hampton Inn, to the new streetscape and CRA headquarters in the Fifth Avenue neighborhood. Once again, the Regional Transit System broke its record for ridership in a single year, and we expanded Gainesville Police Department’s community-based policing program. We reconstructed our roadways and installed automated intelligent traffic management to maximize livability for our citizens, and broke ground on the Innovation Hub, a critical link between the University of Florida and downtown Gainesville and a catalyst for job creation.

This year, we also worked to move Gainesville forward in the area of sustainability. Gainesville Regional Utilities restructured our Solar Feed-in Tariff program to open additional capacity for systems under 10 kilowatts, and remained one of the strongest-rated public utilities in the nation by three of the national bond rating agencies. The built environment was also a target of our green programs, and both Fire Station 8 and the new senior center have been designed with LEED Silver certification in mind. Our dedication to a clean environment also extended to the Koppers Superfund site, where our local intergovernmental team worked with city residents to identify their goals for the site and reached out to federal officials to push for the most stringent cleanup process.

Finally, when Gainesville’s unity and commitment to diversity was questioned while the world watched, our community came together as never before to assert our true character by reaching out to our neighbors of all religious backgrounds.

As we enter the coming year, I hope we will recommit ourselves to the values of progress and that guide our decision-making process. During my tenure in office, these principles will continue to drive our economic growth and bring about a higher level of transparency from my office through the use of social media.

It has been a pleasure serving as your mayor this year. I look forward to the coming years as we work together to move Gainesville forward.

Yours truly,

Mayor Craig Lowe

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Your CityThe 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. As of September 30, 2010, there are 62.6 square miles of land inside the corporate boundaries of the city. As of April 2010, the city’s population was estimated at 130,898 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 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 GovernmentYour 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 management of all departments of city government, except those controlled by other charter officers. The City Manager implements the policy directives of the City Commission. The current organizational structure is depicted above.

Gainesville provides its residents with a wide variety of municipal services, including police and fire protection, comprehensive land use planning and zoning services, code enforcement and neighborhood improvements. Construction and maintenance of the city’s infrastructure are significant, ongoing services, as well as the planning and operation of the traffic engineering systems. Cultural opportunities, nature trails, parks and recreation improvements (including a championship golf course) help

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Adopted Organization Chart for FY11

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CityCommission

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General Managerfor UtilitiesCity ManagerClerk of the

CommissionCity Attorney

Gainesville PoliceDepartment

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• Communications Office

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Recreation and Cultural Affairs

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Improvement

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• Budget & Finance

• Information Technology

• Risk Management

HumanResources

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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 administrative 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 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 information 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.

Your City CommissionDuring fiscal year 2010 (FY10), your City Commission was comprised of six elected commissioners and the elected mayor. Four commissioners are elected from single-member districts. The mayor and two at-large 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 above.

The City Commission adopts the city’s budget, sets the millage rate and adopts local laws and policies. The City Commission is 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.

The City Commission previously identified a number of goals at their annual strategic planning retreat. Each department has initiatives that help align their department with the City Commission goals. In FY10, your City Commission was committed to the following goals: public safety, economic development and redevelopment, human capital, government effectiveness and fiscal responsibility, infrastructure and transportation, neighborhoods, environment and energy and partnerships.

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0 10,000Feet®

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September 2010PREPARED BY THE

PLANNING DEPARTMENTGIS SECTION

This map is for informational purposes only. Do not rely on this map for accuracy of dimensions, size or location. The City of Gainesville does not assume responsibility to update this information or for any

error or omission on this map. For specific information, you are directed to contact the City of

Gainesville, Florida.

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CITY OF GAINESVILLE

VOTING DISTRICTS

City ManagerThe 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 supervision of the Assistant City Managers, Administrative Services Director, Planning and Development Services Director, Police Chief and Grants/Legislative Coordinator. The two Assistant City Managers oversee assigned operational departments (including Parks, Recreation and Cultural Affairs; Fire Rescue; Neighborhood Improvement; Public Works and Communications) and serve as project managers to specialty teams.

City AttorneyThe Office of the City Attorney is committed to protecting the legal interests and assets of the city, with the highest level of professionalism and ethics and dedication to serving the City of Gainesville for the benefit of its citizens. This office provides legal counsel to the City Commission, the charter offices, all city departments, 42 city boards and committees and the Gainesville Community Redevelopment Agency.

The primary role of the Office of the City Attorney is to protect the legal interests of the city in the conduct of its day-to-day business and in the prosecution and defense of legal challenges. The transactional division of the office interprets and applies state and federal statutory, case law, the City Charter and Code of Ordinances; researches legal authority and resolutions; negotiates, drafts and reviews contracts, bonds and other legal instruments and sits as commission, board and committee counsel. The litigation division of the office prosecutes, defends and settles all legal challenges filed on behalf of or against the city. This includes challenges to city ordinances, development approvals, employment actions, civil rights actions, torts, tax liability issues, the foreclosure of city liens and mortgages, the prosecution of municipal ordinances and adjusting claims made. These efforts save taxpayers hundreds of thousands of dollars each year by defending the city against these claims.

The City Attorney received the Chair Service Award for the Local Government Section of the Florida Bar in 2010, and was appointed by the president of the Florida League of Cities to serve on a special Florida League of Cities task force, named the “Keys to the Cities.” The task force is charged with identifying the issues and creating an agenda for Florida’s cities now and in the future, and the work will be presented to the next governor and his transition team. Highlights for FY10 include: • The transactional division reviewed 326 contracts, drafted 62 ordinances and assisted in

numerous business and real estate transactions.• The office established ordinances implementing the provisions of state law that extended

building permits and allowed for monetary contributions by new development to improve the city’s transportation system.

• The office created ordinances establishing early separation and volunteer separation programs to avoid layoffs in light of necessary budget cuts.

• Staff assisted the City Manager, Gainesville Fire Rescue, Gainesville Police Department and other involved departments in handling the Dove World Outreach Center incident.

• The office created an ordinance establishing a prohibition against smoking at the RTS transfer 5

Charter Officers

station, bus stops and shelters.• Staff served as issuer’s counsel for various bonds. These bonds were issued for the purpose of financing the costs of constructing, refurbishing,

renovating and equipping of various capital projects such as the Ironwood Golf Course, One-Stop Homeless Shelter and other capital projects in the City of Gainesville.

• Staff assisted Code Enforcement in preparing 131 cases for the Code Enforcement Board and collecting more than $32,000 in fines and costs.• The office represented the cities of Archer, Gainesville, Hawthorne, High Springs, Waldo and the Towns of Micanopy and LaCrosse in a lawsuit

challenging a proposed county charter amendment relating to home rule. • The office successfully defended the city against claims for hundreds of thousands of dollars in personal injury cases and the constitutionality of the

city’s landlord permit and underage drinking ordinances.

City AuditorThe City Auditor’s Office works to promote honest, effective and fully accountable city government. This is accomplished by providing the public and the City Commission with timely, objective, 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 hold our government accountable for the stewardship of public resources and continually focuses on ensuring that city operations are utilizing limited resources effectively and efficiently to provide quality services to the citizens of Gainesville. Highlights for FY10 include:• Staff completed an audit evaluating the effectiveness of the city’s Affirmative Action Program and prepared a multi-year trend analysis of gender and

minority representation within the city’s workforce. The City Commission and the Equal Opportunity Director were provided recommendations related to how to enhance quality control, training and reporting functions.

• Staff evaluated compliance with the city’s Code of Ordinances related to driveway parking plans and the adequacy of management controls over Code Enforcement performance management. Staff also provided recommendations targeted at ensuring greater consistency in parking plan approval, implementing periodic monitoring of parking plans and enhancing management utilization of performance measurement data.

• The effectiveness of management controls over the billing and collection of local business tax revenues were reviewed. Staff gave recommendations to assist management in identifying businesses required to pay the tax, enhancing procedures to ensure that all late fees and penalties are collected and improving physical security of city assets.

• Staff monitored agenda items submitted to the City Commission, recalculating financial impacts and monitoring compliance with purchasing policies and procedures.

• The office operated a whistleblower hotline, focused on helping to prevent and detect fraud, waste or abuse in government activities. • The office reviewed the city’s adopted general fund budget in order to provide an independent assessment of whether data, methods and assumptions

used by management to forecast revenues were reliable and reasonable.6

Charter Officers

Equal Opportunity DirectorThe Office of Equal Opportunity works to promote equality and opportunities, ensuring everyone has access to, and is able to enjoy, all that Gainesville has to offer. The office accomplishes this by resolving discriminatory complaints through efficient enforcement of equal opportunity laws and policies. The Office of Equal Opportunity is responsible for receiving and investigating complaints of discrimination alleging unlawful practices in employment, housing, credit and public accommodations within Gainesville’s city limits. Highlights for FY10 include: • The office sponsored the Dismantling Racism Film Festival, which showed films that address

race-related issues and how those issues were addressed or resolved.• The office sponsored several study circles/action forums, where citizen groups met and had

intimate discussions regarding the pertinent and personal aspects of race and racism, and an eventual call to action.

• Gainesville Enrichment Mentoring (GEM) was initiated in FY10. GEM is a mentoring coalition consisting of the City of Gainesville and the Take Stock in Children program. The purpose is to recruit dedicated mentors from community advocacy groups, fraternal organizations, community associations, city and county governments, business organizations and churches to provide one-on-one mentoring to middle and high school students

• The First Annual Employment Law Seminar was held in FY10, collaborating with the Alachua County Equal Opportunity Office. The seminar provided comprehensive training to business and government employers regarding equal opportunity workplace laws.

• The office collaborated with the Florida Commission on Human Relations to provide fair housing training to housing providers, realtors and citizens during National Fair Housing Week.

• Staff from the office gave a presentation at the University of Florida’s Fourth Annual Equity & Diversity Conference and discussed the resources the office provides at the Pride Community’s Annual Forum.

• The director served on University of Florida’s Council on Diversity to assist the university in achieving its diversity goals.

• The office represented the City of Gainesville at the Florida Association of Professional Mentors Annual Conference, and spoke about the importance of diversity awareness in mediations.

• Staff conducted specifically requested training for all employees at GRU regarding proper protocol for working with persons using service animals.

• The office commissioned a study of the state of child well-being in the City of Gainesville which should serve as an impetus for effective delivery of services to families with children that do not have sufficient means for obtaining such services.

General Manager for UtilitiesThe General Manager for Utilities oversees the operations of the city’s utilities system, Gainesville Regional Utilities (GRU), with a mission to provide safe, reliable, competitively priced utility services in an environmentally responsible manner to enhance the quality of life in our community. GRU provides electric, natural gas, water, wastewater and telecommunications services to more than 93,000 residential and business customers. Gainesville’s City Commission serves as the board of directors for GRU, and a portion of GRU’s revenues are transferred to the city’s general fund to support vital city services. Highlights for FY10 include:• In May 2010, the Florida Public Service Commission voted to approve GRU and American 7

Charter Officers

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Renewables’ plan for a 100-megawatt biomass plant, a carbon-neutral facility fueled by local wood waste. This plant will diversify GRU’s mix of fuel sources and improve generation reliability. It will also will create local jobs and help provide customers with long-term cost savings.

• To improve response time, efficiency and customer service, GRU is constructing the new Eastside Operations Center on North Main Street. The LEED certified facility will house 250 GRU maintenance and repair trucks, a 24/7 system control center, offices, workshops and warehouses. The relocation by summer 2011 will free up close to 16 acres of land downtown for redevelopment.

• Celebrating its first year of service to the Shands Cancer Hospital, GRU’s 4.3-megawatt South Energy Center uses industry-leading natural gas technology to create a 46 percent savings over traditional fossil-fuel generation. The center provides reliability, ensuring that the hospital can provide patients with uninterrupted health care even during catastrophic events, such as hurricanes.

• GRU has implemented plans to control costs and improve operating efficiencies without adversely affecting quality and reliability. These include a hiring freeze on all but mission critical positions, restricting travel, optimizing and reducing energy consumption and reducing fuel costs.

• Since GRU first proposed its Solar Feed-in-Tariff (FIT) program in November 2008, solar capacity in Gainesville has increased nearly 600 percent and is still growing. The FIT program allows customers to sell the electricity produced by their solar systems at a fixed price for 20 years. GRU was the first utility in the nation to launch such a program, becoming a model for communities across the country.

• GRU was named the EPA’s 2010 ENERGY STAR® Partner of the Year in Energy Efficiency Program Delivery for its efforts to improve energy efficiency, reduce pollution and save customers money. The American Public Power Association awarded GRU its prominent E.F. Scattergood System Achievement Award, which honors utilities for energy efficiency activities and outstanding customer service. GRU employees donated nearly $65,000 to United Way of North Central Florida and were recognized with the 2009 Inspiring Success Award.

• In 2010, the Low-Income Energy Efficiency Program (LEEP), which incentivizes low-income customers to make money-saving conservation improvements to their homes, received $528,000 in stimulus funds, allowing GRU to more than double the number of participating homeowners.

• GRU increased customer awareness through a new pilot program that mails individualized, monthly home energy reports to 40,000 customers and compares their usage to their neighbors’.

• GRU’s telecommunications utility, GRUCom, upgraded its fiber network capacity and expanded its facilities. GRUCom also submitted an application to host Google’s Fiber for Communities project, which will provide experimental, ultra high-speed, broadband networks that deliver the Internet at a speed that is 100 times faster than average.

• GRU has long pressed for a cleanup of the Cabot/Koppers Superfund site to keep the community’s water supply safe. An EPA Record of Decision is expected soon. Also, GRU’s cleanup of the proposed Depot Park site, contaminated by a private manufactured gas plant, is more than halfway complete.

Charter Officers

Planning and Development ServicesPlanning and Development Services is comprised of Planning, Economic Development and Building Inspection. Planning is responsible for all current and long-range city planning, including the Geographic Information Systems and Historic Preservation Program. Economic Development works to facilitate urban development and redevelopment citywide. Building Inspection promotes public safety in construction activities by enforcing applicable building, electrical, plumbing, mechanical, fire prevention and life safety codes citywide. The department also manages the First Step Development Assistance Center designed to provide a convenient one-stop location for review of applicable code requirements for prospective projects. Highlights for FY10 include: • Staff received approval for the Florida Innovation Hub development plan (see artist’s rendering above) for the former Shands AGH property.

Subsequent regulatory review of the University Heights special area plan allows for future redevelopment of the property emphasizing an innovative economy platform.

• In FY10, a final consent order was issued regarding the preexisting environmental condition located at the Airport Industrial Park. This action, and the adoption by the City Commission, implements a remedy allowing for economic development opportunities and the securing of a sound environmental future in the area.

• Staff worked to structure a “business industrial” land use designation, zoning district and application for various properties around the city that are prime opportunities for the innovation economy.

• The Gainesville Technology Enterprise Center (GTEC) announced two graduates, IATech and BioProdex, both of which still remain within city limits.• Staff received approval for the development plan for the Millhopper Publix and the surrounding site. This project secures reinvestment and

redevelopment in an important retail area.• In FY10, the Evaluation and Appraisal Report (EAR) for the Comprehensive Plan was substantively completed by staff and adopted by the Plan Board

and by the City Commission shortly thereafter.• The City of Gainesville received a Florida Department of Community Affairs Excellence in Transportation Planning award. The award was issued based

upon the city’s timely and professional work regarding expansion of the Transportation Concurrency Exception Area in response to Senate Bill 360.• Staff began and substantially completed work regarding the Comprehensive Plan and Land Development Code provisions with respect to mixed-use

zoning, activity centers and large scale retail.• Building Inspection participated in regulatory management associated with the Gainesville home that was part of the one-week Extreme Makeover:

Home Edition build. Inspectors worked in shifts around the clock to properly inspect the construction and trades associated with the project. A full-time building inspector was also on site daily to help bring the new Shands Cancer Hospital to completion prior to the occupancy date.

• Building Inspection worked closely with Public Works and their contractors to complete the new Public Works building prior to the move-in date.• Staff organized the first annual Small Business Resource Fair to connect entrepreneurs and business owners with local resources and created the

Business Development Stakeholders Collaborative Council to coordinate community-wide business development efforts. 9

Growth Management

Gainesville Fire RescueGainesville Fire Rescue (GFR) responds to approximately 15,000 calls for service annually; about 75 percent of those calls are for medical emergencies. GFR members prepare daily to maintain response readiness for medical calls, fires and alarms, hazardous materials incidents, aircraft emergencies, technical rescues and service calls. Gainesville Fire Rescue continues to lead the way in improving community safety through education and enforcement of fire and life safety programs. GFR Risk Reduction staff oversee Operation Safe Club to help crowd managers provide fire-safe experiences for their patrons, as well as Operation Extinguish, a juvenile fire-setter curriculum that can be used in partnership with safety coalitions statewide. GFR also partners with local businesses to provide home smoke detectors for low-income residents through Project Get Alarmed. Smoke detectors are an essential part of ensuring that our residents are able to safely evacuate their homes before they are overcome by smoke or fire. Highlights for FY10 include: • In August 2010, the city broke ground for Fire Station 8, which will be located at 3223 NW 42nd Ave. This is the first new station built since 1980 when

Station 7 was completed. See the image on the top of this page for the artist’s rendering of Fire Station 8.• GFR stations were upgraded with emergency generators during FY10 to allow them to maintain full electrical power during storms and other critical

events.• Fire stations and administrative buildings received energy-efficient lighting upgrades during a joint project with GRU.• GFR’s Public Education Specialist was recognized as the Public Fire and Life Safety Educator of the Year for the State of Florida by the Florida Fire

Chiefs Association.• A GFR firefighter was awarded the Liberty Mutual Firemark Award and was named the Career Firefighter of the Year by the Florida State Firefighters

Association for his rescue of a local resident during a house fire.• The City Commission implemented the special assessment for fire services in July 2010. The assessment for FY11 is expected to provide a dedicated

funding source for approximately one-third of the department’s budget.• GFR made contact with more than 15,000 students through its public education activities.• Staff created and delivered the first in-house, 40-hour lieutenant professional development class. This class is now part of the promotional requirement.• A real-time incident command simulator lab was established through a Department of Homeland Security Assistance to Firefighters Grant. GFR and

Alachua County Department of Public Safety members train together weekly in this critical fire ground task. • GFR completed a department-wide strategic planning process.

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Safe and Healthy Community

Gainesville Police DepartmentThe Gainesville Police Department (GPD) recognizes that maintaining excellence requires constant vigilance. Improving field operations and communication with Gainesville citizens was extremely important during FY10. It was also important to accomplish these goals utilizing the most cost-effective methods available to the department. Considering the exceptional command and field staff already in existence, it became difficult to identify areas where change would increase productivity and provide an enhanced level of service to the Gainesville community. In addition, the Chief of Police tasked department members with two goals: reducing crime by five percent and improved customer service. The following actions taken by the department resulted in meeting those goals and creating a significant reduction in crime throughout our city. Highlights for FY10 include:• In response to an increase in crime rate and to create efficiencies, the Chief of Police initiated

a reorganization of the department in January 2010. Some officers assigned to specialized and administrative units were reassigned to the patrol division, resulting in more officers patrolling business districts and neighborhoods. As a result of this reorganization and other factors occurring in the department and the city, the crime rate was down more than 11 percent at mid-year, a trend that continued throughout FY10.

• In September, GPD led the organization’s response to the Dove World Outreach Center’s threat to burn the Quran in direct coordination with GFR, Public Works, RTS and GRU, as well as with other external law enforcement entities. Every phase of the planned operations worked smoothly and in concert with each other.

• A Citizens on Patrol program was developed and placed into service. Volunteer programs provide opportunities for citizens to offer their service to the department in different areas, performing jobs that otherwise would require paid staff to accomplish. The volunteers ride through neighborhoods and other areas providing surveillance and reporting on people and conditions that require a patrol officer’s attention. The citizens that provide this service expand the watchful eye beyond the patrol officer, creating another layer of protection for Gainesville’s residents.

• Technology has become a very important tool in the fight against crime. Not only has it made possible the almost instant ability to receive and transfer information, the Internet has provided several web-based products within the social networking area allowing the department to communicate directly with mass audiences. Technology has had a positive influence throughout the department, improving every aspect of the police service provided by GPD.

• GPD has also implemented the use of www.crimereports.com, an online crime mapping tool that GPD uses to get out important information to communities about crime and crime patterns. This website allows anyone with internet access to get immediate crime information, thereby giving the department a direct connection to Gainesville citizens and our community.

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Safe and Healthy Community

Public WorksThe Public Works Department maintains the city infrastructure, including streets, sidewalks, stormwater systems and traffic signs/signals; provides engineering services, including implementation of capital improvement program, development review and the Clean Water Partnership Program; provides parking management services; delivers integrated pest management services; manages solid waste collection, including reduction and disposal services and delivers public transportation services through the Regional Transit System (RTS), which has provided public transportation to Gainesville and neighboring areas of Alachua County for more than 37 years. Highlights for FY10 include:• The construction of the Public Works administration building expansion was completed. The

new building houses the Traffic Management Center. It also houses pieces of public art (see image at left) that were installed as part of the Art in Public Places Trust.

• The amount of residential recycling collected in the blue and orange bins over the past four quarters increased 11 percent over the previous four quarters.

• The amount of bulk items sitting at curbside awaiting collection has decreased noticeably this year due to changes included in the new residential collection contract. Since residents no longer have to call for bulk pick-up, Emerald Waste Services is now required to collect any legal bulk automatically within 24 hours of the normal refuse collection day. One result is that legal bulk items no longer sit at the curb for weeks before being collected.

• Recycling in city parks has increased dramatically as the Parks Division and the Solid Waste Division have worked together to develop efficient, cost-effective ways for park visitors to recycle. Fiscal year 2009 saw the program initiated in three parks, with 1,023 pounds of recyclables collected by year’s end. In fiscal year 2010, the program rolled out to Greentree, Kiwanis, Northside, the Northeast Complex, T.B. McPherson, Cone and Roper parks, with 13,930 pounds of recyclables collected by the end of the fiscal year.

• Inmate litter crews cleaned litter from 430 miles of right-of-way, which is an increase of 12 percent over 2009.

• As part of the city’s efforts to trim expenses, Solid Waste staff performed an audit of the public trash cans downtown, on University Avenue and in midtown. By determining which trash cans only needed to be emptied weekly, Solid Waste was able to save approximately $64,355 this year.

• As part of a flood mitigation project for Southwest 25th Place, the primary entrance into the Kirkwood subdivision, the Engineering Division designed and the Operations Division constructed an enhanced stormwater management system with retention structure, piping and manhole structures to collect, treat and manage the stormwater runoff. This project was identified as a need when the road flooded during the 2004 hurricane season.

• The reconstruction of Southwest 28th Terrace between West University Avenue and Southwest Second Avenue was undertaken to resolve a long standing maintenance problem due to uncontrolled stormwater runoff. The roadway was reconstructed with curb and storm pipe system to collect and direct runoff into a closed system. This will protect the roadway surface and has substantially reduced the surface water flow from Southwest 28th Terrace onto Southwest Second Avenue through the intersection.

• Seven center line miles of pavement marking was completed.• The construction of Phase 1 and 2 of the Sixth Street Rail-Trail, Southwest Sixth Street/

Second Avenue roundabout, Southwest 23rd Terrace/35 Place roundabout, Southeast 12th Street/Rosewood Creek restoration and the Northwest 34th Street sidewalk projects were all completed during FY10.12

Community Infrastructure

Regional Transit System (RTS)• In FY10, RTS received a $100,000 grant from the Florida Department of Transportation to expand its biodiesel program to the entire 105 bus fleet.• RTS added 28 buses to its fleet in FY10. It took delivery of 11 used buses from Lynx in Orlando and unveiled 17 new Gillig Low Floor buses to join its fleet.

The new buses will help lower the RTS fleet age and maintenance costs.• This year, RTS expanded the Gator Locator system to all city routes. All passengers can track city buses online or by phone.• RTS employed a new call center to ensure great customer service by recording all incoming and outgoing phone calls to the dispatch office and the

transfer station.• RTS increased service to its customers with two new routes, route 23 and route 25.• RTS was recognized for their marketing and communications efforts by the American Public Transportation Association (APTA) for its “Rules of the

Road” interior cards, taking first place in the competition.• RTS shattered its single day ridership record in August 2010 with 59,135 passengers.• The City Commission approved RTS to purchase a new parcel of land to build a new maintenance facility located close to the current facility. The plan is

to develop the property in stages, and to eventually be able to park, maintain and repair up to 230 buses at this location by the year 2025.• RTS completed a BRT (bus rapid transit) feasibility study that was approved by the City Commission and the Metropolitan Transportation Planning

Organization (MTPO). The results of the study showed where the most promising corridors for BRT service were that connect the dense residential areas and major employment centers. The combination of these corridors and the hopes of extending the western end to Santa Fe College culminated in the BRT Preferred Service Alignment. The next step toward implementing BRT services is to complete an Alternatives Analysis (AA) study for the preferred BRT service alignment. If RTS receives federal funds, then the AA could include most of the preliminary engineering work needed for federal approval. This would reduce the time needed to begin final design and construction.

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Community Infrastructure

Code EnforcementThe 15-member Code Enforcement Division diligently works, both proactively and reactively, to ensure compliance with the city’s zoning, housing, commercial and dangerous building/hazardous land ordinances. Highlights for FY10 include:• The division converted to Innoprise, a new tracking system, in February 2010. Innoprise is also used by the Building Inspections, Planning and Zoning

Divisions. Tracking in Innoprise is measured differently than the retired system. For that reason, the number of cases recorded during the year is considerably less than in previous years. In FY10, a total of 3,025 cases were opened. Approximately 2,500 landlord permits are tracked annually through the Master Parcel System.

• A strategic plan for 2011 was created by all members of the division. During a one-day retreat, each officer embraced the opportunity to set goals and objectives. The following six goals were established during the retreat: ensure officer safety, enforce applicable codes in a standardized manner, foster interdepartmental partnerships, promote unity within the department, provide effective administration and be fiscally responsible and create and deliver internal and external education.

• The second annual neighborhood rental welcome was held during two days in October. Code Enforcement joined forces with GPD, the Solid Waste Division, the UF Division of Student Affairs and city commissioners to visit rentals in the College Park, Hibiscus Park, Palm Terrace, University Village and Golfview neighborhoods. Approximately 500 residents were welcomed, given memorable gifts, provided handouts filled with information and introduced to city ordinances. Public feedback for this program has been very positive.

• An informative class, Managing Encounters with the Mentally Ill, was hosted by Code Enforcement in May. Members from the Solid Waste Division and the Northeast (Florida) Association of Code Enforcement (N.E.A.C.E.) participated, along with code enforcement personnel.

• A total of 271 landlord point warning letters were issued to landlords informing them that continued noncompliance could result in license revocation. Both landlords and tenants have become more aware of the landlord point system and have made efforts to abide by the ordinance.

• Code Enforcement has been extremely successful in having owners abate their own properties. This lowered the cost of the abatement program to billing six private properties and placing liens against two properties in an attempt to recapture the cost of abatements.

• A series of public service announcements were created by Code Enforcement staff and are currently broadcast on Community 12TV. These announcements are part of the division’s educational outreach efforts to promote awareness of code enforcement requirements within the city.

• The Code Enforcement Division welcomed an interim Code Enforcement Manager this year. Since assuming the position, the manager has been active in the day-to-day operation of the division, as well as promoting a positive image of the Gainesville Code Enforcement Division to the citizens of the city. Most recently, the Code Enforcement manager attended specialized training sponsored by the Florida Association of Code Enforcement (F.A.C.E.) in Orlando.

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Neighborhood Improvement

Community Redevelopment AgencyThe Gainesville Community Redevelopment Agency (CRA) was established in 1981. Its original purpose was to create a redevelopment framework in which the central city district would evolve into a more dynamic office, service, financial, entertainment, residential and governmental area. By 2001, the CRA was operating in four community redevelopment areas: Eastside, Fifth Avenue/Pleasant Street, Downtown and College Park/University Heights. Redevelopment projects in these areas all share a central purpose: to alleviate urban blight in the community redevelopment areas. Highlights for FY10 include:• The construction of the Northwest Fifth Avenue commercial building (see photograph above) is complete and CRA offices relocated to the building in

August 2010. Negotiations with a commercial real estate broker are underway to lease the retail portion on the first floor of the building. This building serves as a redevelopment project that will provide new investment dollars in the Fifth Avenue/Pleasant Street redevelopment area, serve as a catalyst for more commercial development on the Fifth Avenue corridor and will bring a mix of uses to the area.

• The CRA has systematically pursued phased utility undergrounding along Northwest Fifth Avenue, which is a mixed-use corridor, lined with residences and neighborhood businesses. Phase one, east of Northwest Sixth Street, is now complete, strengthening and affirming the significance of this important street to both the private and public realms.

• During the September 2010 CRA board meeting, the board approved the proposal of Southern Charm and Pie Factory and agreed to enter into negotiations with them to become the tenant for the refurbished Hawthorne Road Café space. The CRA has redeveloped this site to encourage economic development in southeast Gainesville. The purpose of this redevelopment is to: 1) to create a visually appealing site which will serve as a catalyst for commercial development along the Hawthorne Road corridor, 2) bring a use to the eastside that does not currently exist and 3) lease (or sell) the building to a small business.

• The revitalization of the Haisley Lynch Park provides downtown patrons with much-needed useable urban green space, while linking downtown Gainesville’s existing central business district with the emerging South Main Street corridor, Depot Park and the Porters Community. The refurbished 1.4-acre park includes a fenced, off-leash dog area and a garden featuring 100 percent native Florida plantings. The park received new pathways, landscaping, benches, lighting and other fixtures. The park’s new design and furnishings reflect a fresh, funky aesthetic and were selected through numerous stakeholder meetings with citizens and community leaders. Haisley Lynch Park is the first CRA project to feature exclusive use of energy-efficient LED lighting. This pilot project will not only enhance park safety and aesthetics, it will also provide a tangible case study to measure both energy and utility cost savings achieved through utilization of LED technology. Haisley Lynch Park will reopen in the first quarter of FY11.

General ServicesGeneral Services is comprised of Fleet Management, Facilities Management and capital projects involving vertical construction. The department is responsible for the administration, repair and maintenance of more than 100 city-owned buildings and the city’s fleet of 1,460 vehicles. The department 15


also provides custodial and construction management services to general government facilities. General Services is a vital component of the Neighborhood Improvement Department as the city works to be a good neighbor in its many facilities. Highlights for FY10 include:• Efficiency upgrades to the HVAC systems in City Hall, the Thomas Center and the Old Library Building were completed. Significant savings in electric

utility expenditures are anticipated.• Construction of the administration building addition located at the Public Works Center on Northwest 39th Avenue was completed in fall 2010.• Forty-eight new patrol vehicles were purchased and prepared for service. These vehicles are more fuel efficient than the vehicles they replaced.• General Services helped identify the companies that will design and build the senior center, the One-Stop Homeless Center and Fire Station 8, and

helped identify architects for the centralized garage.

Housing & Community DevelopmentThe mission of the Housing and Community Development Division (HCD) is to provide housing and community development opportunities by providing leadership in the preservation, revitalization and improvement of neighborhoods for the benefit of citizens of the Gainesville community. The HCD receives federal, state and local funding designed to encourage innovative and constructive approaches to improve physical, economic, social and housing conditions. The HCD provides a broad range of housing and community development programs and services. Highlights for FY10 include:• The HCD managed programs administered by 27 nonprofit agencies and city departments funded through the U.S. Department of Housing and Urban

Development (HUD) Community Development Block Grant (CDBG) and HOME programs totaling $2,314,196 to provide community development and housing services for income-eligible households.

• The HCD managed programs administered by two nonprofit agencies funding through the HUD Supportive Housing Program totaling $205,797 for transitional housing programs to assist homeless persons. HCD continued its partnership with the St. Francis House to provide administrative support to Homeward Bound, a program for homeless persons seeking to reunite with family or friends in other communities. They also continued to assist in the implementation of the Gainesville-Alachua County Office on Homelessness through an interlocal agreement with Alachua County and Alachua County Housing Authority, and continued assistance in the development of the City of Gainesville/Alachua County One-Stop Homeless Center.

• During FY10, the American Reinvestment and Recovery Act of 2009 (ARRA) provided more than $13.6 billion for new and existing HUD Programs. As a part of the ARRA, the city received two program grants in 2009: o Community Development Block Grant Recovery grant in the amount of $371,003: The project has been revised to work in partnership with the

Public Works Department to continue the revitalization of the Booker T. Washington neighborhood. o Homeless Prevention and Rapid Re-Housing Program grant in the amount of $567,404: This project continued to provide assistance to prevent

individuals and families from becoming homeless, or help those that are experiencing homelessness to be quickly re-housed and stabilized. • The Homeowner Training Program (HOT) Workshop was provided to 72 homeowners that are participating in housing rehabilitation programs offered 16


by the city. The HOT Workshop is a mandatory training, focusing on continued maintenance, upkeep and protection of home investment after the city’s rehabilitation of their property has been completed. Additionally, staff provided the Homebuyer Education and Training Workshop to 258 potential first-time homebuyers. The Homebuyer Education and Training Workshop provides education and training for potential homebuyers regarding the aspects of the home buying process in efforts to increase the rate of successful homeownership.

• Forty-three homeowners received repair assistance through the Homeowner Rehabilitation Program, a program that helps correct health and safety housing violations in a homeowner’s home. Nineteen homeowners received a new roof through the Roof Repair Program and two new homes were constructed through the House Reconstruction Program. The house reconstruction program involves the demolition of homes that are not feasible to rehabilitate. As such, these homes are demolished and a new home is rebuilt on the homeowner’s existing lot. The HCD assisted investors through the Rental Rehabilitation Program with repair assistance of 10 affordable rental units to correct health and safety housing violations for rental to income-eligible tenant households.

• Eight first-time homebuyers received assistance through the Down Payment Assistance Program with the purchase of a new or existing home; and completed the sale of four municipal properties for sale to first-time homebuyers.

• Thirty-two homeowners received assistance through the Mortgage Foreclosure Intervention Program. This helped save their homes from foreclosure through loan modification, forbearance agreements and/or bringing the mortgage current.

• More than 580 households received housing counseling assistance through the Housing Counseling Program. This program is designed to expand homeownership opportunities, prevent homelessness and improve access to safe, stable and affordable housing.

Neighborhood PlanningNeighborhood Planning works with individual neighborhoods to develop neighborhood action plans and to assist in implementing the plans. Neighborhood Planning improves Gainesville’s neighborhoods at a grassroots level. Highlights for FY10 include:• In Highland Court Manor, five Drake elms were planted along the west side of Northeast

Ninth Street and three live oaks were planted along the east side of Northeast 12th Street.• In the Porters Community, a large, hazardous tree, that was threatening to fall on a home, was

removed.• In Pine Park, the entrance sign was replaced and right-of-way landscaping improvements

were planned and implemented.• The neighborhoods that are part of the Greater Northeast Community received eight new

shade trees along the east side of Northeast Ninth Street, between Seventh and 14th Avenues. Planning for improvements to nearby bus stops began.

• More than 400 address numbers were painted on the curbs in the Northwood Neighborhood and four entrance signs were replaced.

• Ten entrance signs were replaced in the Stephen Foster neighborhood. The neighborhood also received five speed humps with speed tables to help manage traffic control issues more safely and efficiently.

• Ridgeview received new picnic tables, benches and trash receptacles in their parks.• Staff managed the contract with the consultant that completed the blight findings study for

the Eastside Community Redevelopment Agency Area Expansion. 17


Parks, Recreation and Cultural AffairsThe mission of the Department of Parks, Recreation and Cultural Affairs is to meet the community’s need for diverse recreational, cultural and environmental education opportunities through professionally managed programs and services, stewardship of natural resources and maintenance of our public landscape. Over this past year, the department continued to improve and effectively maintain the city’s active and passive parks, golf course, recreational facilities, urban forest, cultural programming and events, the historic Evergreen Cemetery and Thomas Center and other natural resources for the enjoyment of Gainesville residents and visitors.

In November 2008, voters in the City of Gainesville and Alachua County voters approved the Wild Spaces - Public Places referendum. This measure has funded protection of drinking water sources; the water quality of rivers, lakes and streams; wildlife habitat; environmentally sensitive lands, natural areas and forests and create, improved and maintained parks and recreational facilities. The department continues moving forward with the projects and land acquisitions as outlined on the approved priority listing.

Cultural Affairs DivisionThe Cultural Affairs Division promotes cultural activity in the City of Gainesville and Alachua County. It works cooperatively with the University of Florida, the School Board of Alachua County, the Gainesville Downtown Owners and Tenants Association, the Chamber of Commerce, the Alachua County Visitors and Convention Bureau, the Alachua County Library District and others to provide programs in response to identified needs. The division advocates for the arts at the local and state levels and studies the impact of arts on the local economy. Highlights for FY10 include:• The Thomas Center hosted nearly 80 cultural events for the community, including dramatic

performances, recitals, concerts and plays.• The 2009 Downtown Festival & Art Show took place in November 2009 and was an

outstanding success. This year, Sunshine Artist magazine ranked it at no. 30 on its list of the best art festivals in the nation and the Art Fair SourceBook included the show on its list of the nation’s top 100 fine art festivals.

• The ever-successful Hoggetowne Medieval Faire took place in February 2010, with more than 50,000 people in attendance. More than 54 percent of the visitors came from outside the county, which helped stimulate the local economy.

• The “Free Fridays” Concert Series had another very successful season, packing the Bo Diddley Community Plaza with thousands of attendees at its 24 concerts.

• The Thomas Center Theatre for Young Audiences held its premiere production, “The Commedia Voyages of Sinbad,” which was critically acclaimed and played to capacity audiences for its run of ten performances.

• The 2009 Heart of Florida Asian Festival drew an estimated crowd of 6,000 to the Thomas Center and Gardens to enjoy the rich arts and entertainment of many diverse Asian cultures.

Ironwood Golf CourseGolf is offered at Ironwood Golf Course, an 18-hole, par 72, championship course owned by the city and operated by the Department of Parks, Recreation and Cultural Affairs. Ironwood Golf 18

Improved Quality of Life

Course has an outstanding layout sculptured around century-old pines and shimmering lakes. The contoured fairways and strategically placed bunkers offer every level of golfer a tremendous opportunity to test their skills. Highlights for FY10 include:• During FY10, Ironwood Golf Course began implementing changes to the Ironwood Golf Course. The City Commission approved significant

improvements to Ironwood, based on an operational review and recommendations by the National Golf Foundation (NGF). As the city’s consultant, NGF provided a detailed analysis of Ironwood, as well as a long-range plan for the golf course. The improvements are being funded from the golf course capital surcharge that was instituted in 2006. The photo above shows renovations on the 12th hole.

• Construction on Ironwood’s improvements began in spring 2010. Ironwood closed at the beginning of April 2010, but the city offered monthly walking tours throughout the spring and summer, so the public could see the various phases of construction up close and ask the architect questions. The golf course renovation includes 18 new greens, new tee boxes, fairway drainage, new bunkers with drainage, a championship putting green, new driving range tee and practice chipping area, including a practice bunker. A new Toro irrigation system was also installed, which will help the golf course conserve water. The grand re-opening of Ironwood Golf Course will be held in November 2010.

Nature Operations DivisionNature Operations Division (NOD) is the city agency responsible for managing and protecting the City of Gainesville’s natural areas; developing nature-based recreation; protecting and maintaining the urban forest; mowing and maintaining the city’s park grounds and providing environmental education and cultural history programs for schools and the public. NOD coordinates several popular special events throughout the year, including the Great Air Potato Roundup and the Arbor Day celebration. Highlights for FY10 include:• The Natural Resources Team completed the installation of a stand-alone restroom at Cofrin Nature Park and Bivens Arm Nature Park, as well as

replacement of boardwalks and bridges, installation of a picnic pavilion and playground at Bivens Arm Nature Park, and obtained a $25,000 grant from the U.S. Fish and Wildlife Service for sandhill restoration at Boulware Springs Nature Park.

• The Urban Forestry Management Team planted more than 1,084 trees through the Tree-mendous Gainesville Program to replenish Gainesville’s urban forest. In addition, the team reviewed development plans that removed 691 trees, but replanted 1,776 trees and paid $11,900 in mitigation funding to the city.

Recreation DivisionA wide variety of recreational opportunities for all ages and abilities are offered to the Gainesville community through recreation centers, pools, athletic camps and programs. The Recreation Division conducts special programs for youth including Thanksgiving and Halloween festivities, swim meets, the Brain Bowl, Santa’s Calling and Get Down Fridays. Wide varieties of organized athletic programs are offered for youth including Shorty Basketball, Babe Ruth Baseball and Softball, Pop Warner Football and Cheerleading, and City League Youth Co-Ed Basketball. In addition, the Recreation Division 19


also offers adult softball leagues in the competitive men’s and co-ed divisions. Residents enjoyed a variety of recreational activities this year at eight city recreation centers, including bridge, chess, senior games, arts and crafts and more. A number of aquatics programs are offered at the H. Spurgeon Cherry Pool, the Andrew R. Mickle, Sr. Pool and the Northeast Dwight H. Hunter Pool. Highlights for FY10 include:• Attendance at the three city pools increased more than 35 percent during FY10, from 51,111 in summer 2009 to 69,315 in summer 2010. Additionally,

revenue from aquatics programs increased from $135,511 in the summer of 2009 to $167,737 in 2010, a 24 percent increase.• The Recreation Division hosted the Summer Heatwave Basketball league and “Operation Respect Yourself” events for a third year in summer 2010,

serving more than 400 participants.• The Recreation Division served more than 200 children with its summer camps.• More than 11,800 individuals participated in the environmental and cultural history educational and interpretive programs and events, including school

and outreach programs, special events and public programs and Earth Academy Day Camps.• A new open-air pavilion completed in April 2010 was used to expand the Earth Academy Day Camp, as well as outdoor experiences offered to 120

summer campers and 16 Junior Naturalist volunteers during the summer. The pavilion will continue to serve as an outdoor classroom that inspires both children and adults an appreciation of the natural world.

Capital Improvement ProjectsIn November 2008, Alachua County voters approved the Wild Spaces-Public Places referendum. The measure has helped fund projects important to our community, such as the protection of drinking water sources, water quality, wildlife habitat, environmentally sensitive land acquisitions, improvements to parks and recreational facilities and more. While more improvements are in the works for the upcoming years, the highlights for FY10 include:• Possum Creek Park, an 18,000 square-foot skate park, opened. The park has an off-leash dog area, paved parking, solar powered irrigation system,

nature/exercise trails and a new boardwalk. Restrooms were also installed at the park.• Construction of the much needed senior center began. The center is expected to open in fall 2011.• A state-of-the-art geothermal heating and cooling unit was installed at the Northeast Pool. This enables year-round access for swimmers at the

Olympic-sized pool. The Northeast Pool deck was resurfaced and Westside Pool received a new water slide, filtration system and related infrastructure was replaced.

• Interior and exterior renovations to the Rosa B. Williams Recreation Center began this year. A new roof, new air conditioning/heating system and some interior upgrades are in progress and will be completed in early 2011.

• Boardwalks and bridges at Bivens Arm Nature Park were replaced, including 300 feet of boardwalk, two bridges and an observation deck.• A new education pavilion was constructed at Morningside Nature Center.

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Administrative ServicesThe Administrative Services Department provides oversight for the departments of Budget and Finance, Human Resources/Organizational Development, Information Technology, Risk Management and the Office of Strategic Planning. These internal support services are essential to the successful operation of the city.

Budget and FinanceThe primary responsibilities of the Budget and Finance Department 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 city’s biennial budget, quarterly 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 coordination of all city cash and investment management, pension management, debt management, mail services and the disposition of all surplus property through public auction. Highlights for FY10 include:• Earned the Certificate of Achievement for Excellence in Financial Reporting for the

Comprehensive Annual Financial Report.• Earned the Distinguished Budget Presentation Award for the city’s budget document. Both

awards received in 2010 were from the Government Finance Officers Association.

Human Resources/Organizational DevelopmentThe mission of the Human Resources/Organizational Development Department (HR/OD) is to “provide responsible stewardship of the human capital in the City of Gainesville.” This is made possible by providing meaningful and personalized services to Charter Officers, managers, supervisors, employees and citizens in support of City Commission goals and objectives. Highlights for FY10 include:• HR/OD provided reorganization and workforce reduction support to all departments within

general government and GRU to help protect as many jobs as possible during these difficult economic times.

• HR/OD continued to bring in new employees to meet the city’s hiring needs in line with the City of Gainesville commitment to hire the best possible candidate. In FY10, Staffing Services received 8,591 applications (100 percent were submitted electronically) and hired 264 individuals. While fewer jobs were advertised because of budget constraints, more applicants applied per job opening.

• Gainesville Corporate University (GCU) continued its commitment to maximize individual and organizational performance by offering more than 150 courses to more than 1,500 attendees, in addition to providing customized learning solutions for specific departments.

• HR/OD successfully negotiated three collective bargaining agreements, keeping within the budget parameters set by the City Commission: Communications Workers of America (CWA), Amalgamated Transit Union (ATU) and International Association of Fire Fighters (IAFF). 21

IncreasedEffectiveness

• The department developed, and received approval for, a Supervisor Progression-thru-Training Program (PTTP) for implementation, in order to improve the expertise of supervisors and to make them more efficient and effective in their respective roles.

Information TechnologyThe Information Technology Department (IT) provides hardware and software support for all general government activities. The department also oversees the purchase of all computer related items and provides system analyses to streamline internal operations and function. Highlights for FY10 include:• IT completed consolidating servers using virtualization technology. This has helped in a

substantial reduction of costs when the servers are scheduled for replacement in future years, as well as a reduction in energy costs.

• IT completed its analysis on existing network response times, security and backup and reporting methodologies. Upgrades were done to offer network performance, reliability and additional internal security. This includes replacing older network equipment with equipment that can support a greater network workload.

• Because of the bandwidth efficiency and low costs that Voice over Internet Protocol (VoIP) technology can provide, IT has continued to deploy the new VoIP telephone system by replacing the old telephone system. The project is scheduled to be completed in FY11.

• The IT department continued the upgrade of general government computers. It also removed old, inefficient antivirus software and installed new antivirus software to combat various viruses, spyware and malware problems plaguing the city.

• IT significantly rewrote the Business Tax Licensing program to streamline the program. In September 2010, the new e-Gov service to process business taxes online launched. The new application has several additional features that allow taxpayers to process tax renewals and new applications online. More than 2,250 (or about 57.5 percent) businesses renewed/paid their taxes online in FY10.

• IT coordinated with Code Enforcement to make the city’s landlord license service more customer friendly by providing prorated permit fees. By collecting landlord email addresses, it eliminated the need to send more postcards, allowing for better customer service, a reduction of paperwork and a more environmentally friendly way of doing business. More than 1,130 (or about 33 percent) landlords renewed/paid for their license online in FY10.

• IT updated the landlord decal system, which allows landlords to request parking decals online, while processing related payments through a payment interface. More than 1,450 (or about 79.8 percent) decals were processed online in FY10.

• In an effort to reduce costs, IT began its plan to migrate the city’s finance, human resources, payroll and benefits subsystems from a UNIX and Oracle environment to Windows and Microsoft SQL environment. The project is scheduled to be complete in early FY11.

• IT continues to develop intranet- and Internet-based applications to improve the storage and retrieval of web-based information.

Risk ManagementThe 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, 22

Increased Effectiveness

nutritional and psychological services through a city clinic. Wellness services are available to employees and retirees, as well as their spouses/domestic partners, if they are covered by the city’s group health plan. The wellness focus represents the city’s commitment to create and maintain healthy employees, ensuring the future financial stability of the city’s group health plan. Highlights for FY10 include:• Risk Management continued offering the ProClub wellness incentive to employees and retirees covered under the city’s group health plan. Total awards

are expected to reach 500 employees and retirees, a 53 percent increase over 2009.• The department continued SWEETS (which stands for sugar control, weight control, exercise daily, eating better and testing regularly), a diabetes

disease management program for employees, spouses and retirees. Participation has increased by almost 300 percent and now reaches more than 100 employees, retirees and their spouses.

• Employee Health Services continued to offer enhanced services to employees focusing on disease prevention and early detection.• The city’s Safety Program, which has a positive impact on workers’ compensation premiums, continued in FY10.• Risk Management coordinated the voluntary early separation incentive program and the voluntary separation incentive program.

Strategic PlanningThe Office of Strategic Planning coordinates the city’s tactical and strategic planning efforts, including all annexation activity, corporate goal setting and management planning. The office oversees the city’s performance measurement program, performs productivity analyses, program evaluations and leads work teams on special projects. Highlights for FY10 include: • Strategic Planning coordinated and lead a team of administrative employees that designed and implemented numerous “paperless” projects to increase

efficiency and reduce costs.• Strategic Planning managed the city’s strategic planning process, which includes all updates to the Strategic Plan, quarterly progress reports and

coordination with sponsoring committees and commissioners.• The office was proud to receive the National Center for Civic Innovation Trailblazer grant to improve performance measuring and reporting results to

citizens.• Staff facilitated numerous department head retreats and workshops to support the development of the city’s operating budget.

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Communications OfficeThe Communications Office is responsible for coordinating general government communications and promotional activities. Responsibilities include information and education programs; broadcast and maintenance of Community 12TV, the local government cable television channel; comprehensive communications activities; management of internal communications programs; content maintenance of the city’s main internal and external websites; development of electronic media outreach and public education initiatives. Highlights from FY10 include:• The Communications Office continued to be the primary media contact for general government departments and continued to chair the

Communications Advisory Group.• The Communications Office assisted with coordinating and planning more than 25 ribbon cuttings, groundbreakings and other events.• The office continued to manage the content of the city’s website and intranet. The office also developed more than 10 Web pages informing the public

about Town Hall meetings, the 2010 Census, the city’s sustainability efforts and more.• Staff developed and designed presentations for the City Manager and other key executive staff, and designed, edited and published the 2009 Citizen’s

Report.• The office continued to provide city communications to the City Commission, staff, the media and the public through various publications, including

press releases, the City Manager’s Biweekly Report to the City Commission and the Municipal Minutes e-newsletter. • The Communications Office provided live meeting broadcast coverage; produced public service announcements and produced original television

programs for Community 12TV. The office also provided telecasts of event replays on Community 12TV and online via video Web streaming technology.• During the Dove World Outreach Center incident, staff advised and recommended action on communication issues and coordinated implementation of

communication activities. Staff also fielded calls and emails from local, national and international media. • The office offered the sixth and seventh sessions of Gainesville 101: the City of Gainesville Citizens’ Academy. The office also hosted City Government

Week for the fourth consecutive year, giving more than 20 fifth graders the opportunity to learn about Gainesville’s municipal government.• Staff from the office provided seven training opportunities throughout the year to train staff throughout the city on best practices in communications.• Staff maintained an online social media presence, utilizing websites such as Facebook, Twitter, YouTube and Flickr. Over the course of the past year,

the office has increased its social media audience by more than 85 percent and now reaches more than 28,000 fans or followers regularly.• The office coordinated the Second Annual Gainesville Photography Contest. Photographs that were submitted to the contest can be found on the cover

of and throughout this publication. The office also held a photo exhibition in January 2010 featuring the finalists from the first annual photography contest at the Hippodrome State Theatre. The office also created a downloadable PDF calendar for 2010 featuring the finalists.

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Advisory Boards & CommitteesCity of Gainesville Advisory Boards and Committees are comprised of citizens with an interest, or expertise, in a specific issue or program. They advise and are appointed by the Gainesville City Commission. Volunteering countless hours, the diverse citizenry of our Citizen Advisory Boards and Committees provide valued input, insight and assistance to staff and the City Commission in addressing important issues to our city. The following is a listing of current Citizen Advisory Boards and Committees. You can learn about the duties of these boards and committees, as well as any current openings, on our website. • Art in Public Places Trust (5 members) • Bicycle/Pedestrian Advisory Board (12 members: 4 city, 4 county and 4 MTPO) • Board of Adjustment (5 members: City residency required) • 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) • Citizens’ Advisory Committee for Community Development (15 members) • City Beautification Board (15 members) • Community Development Review Committee (7 members: City residency required)• City Plan Board (7 members: City residency required) • Development Review Board (7 members: City residency required) • Fire Safety Board of Adjustment (5 members) • Gainesville Code Enforcement Board (7 members: City residency required) • Gainesville Energy Advisory Committee (9 members) • Gainesville Enterprise Zone Development Agency (9 members) • Gainesville Housing Authority (5 members) • Gainesville Human Rights Board (7 members: City residency required) • Gainesville/Alachua County Cultural Affairs Board (15 members) • Gainesville/Alachua County Regional Airport Authority (9 members) • Historic Preservation Board (9 members: City residency required) • Nature Centers Commission (12 members) • Pension Review Committee (5 members: Successful investment and advisory experience required) • Public Recreation and Parks Board (9 members) • Regional Transit System Advisory Board (9 members: City residency required for city appointees) • Student Community Relations Advisory Board (7 members: City residency required)• Tree Advisory Board (5 members) • Tree Board of Appeals (3 members) • Water Management Committee (7 members)

Community Redevelopment Agency (CRA) - Citizen Advisory Boards: To the extent possible, members of each redevelopment advisory board should reside or work in the area. Members are appointed by the Community Redevelopment Agency.• College Park/University Heights Redevelopment Advisory Board (9 members)• Downtown Redevelopment Advisory Board (7 members)• Eastside Redevelopment Advisory Board (7 members)• Fifth Avenue/Pleasant Street Redevelopment Advisory Board (7 members) 25

Citizen Engagement

26

The financial information presented here is summarized and does not substitute for the city’s Comprehensive Annual Financial Report (CAFR). The CAFR details the city’s financial position and operating activities for each year in conformity with generally accepted accounting principles.

This 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 (GRU), a major component of our organization, issues a separate report in compliance with its bond requirements. GRU financial information is not included in this report. The financial information presented in this report also excludes the city’s discretely presented component units, Gainesville Community Redevelopment Agency and Gainesville Enterprise Zone Development Agency.

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). The budget, the Citizen’s Report and the CAFR have received awards for outstanding financial reporting from the Government Finance Officers Association. The documents are available at the Alachua County Library and on the city’s website.

Economic OutlookThe economic landscape in Gainesville continues to be dominated by the government sector. Many jobs in Gainesville are 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 has increased to 8.3 percent as of September 2010. This rate is significantly lower than the state’s unemployment rate of 11.9 percent at the same point in time. Enrollment at the University of Florida, the city’s largest employer, increased during the last ten years from approximately 47,000 in 2001 to approximately 48,784 in 2010.

Financial Highlights of the YearAt the end of the current fiscal year, the undesignated, unreserved fund balance in the General Fund was $10,876,328 (figure 1). General Fund revenues exceeded expenditures for the fiscal year by $860,405 (table 2). The city’s total bonded debt (excluding debt belonging to GRU) decreased by $4.1 million or 5.0 percent during the current fiscal year.

Financial ReportingThis 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, Sept. 30, 2010, which was the end of the city’s fiscal year (table 1).

Current Assets are highly liquid and include cash, investments, inventories and receivables.

2010

$ 7,644,99912,042,33219,687,331

3,758,822611,847

4,370,669

82,943

410,1513,463,521

773518,638

10,840,636$ 15,316,662

AssetsCash and InvestmentsOther Assets Total Assets

LiabilitiesAccounts Payable & Accrued PayrollOther Liabilities Total Liabilities

Fund Balance Reserved: EncumbrancesLong-term Receivables: LifeQuest and PC Loans CRA Notes Other Long-term Receivables Other Reservations Unreserved/Undesignated Total Fund Balance

2009

$ 7,685,97012,254,26719,940,237

4,964,460519,520

5,483,980

229,191

702,9933,661,119

5,760454,244

9,402,950$ 14,456,257

General Fund - Balance Sheetas of Sept. 30, 2010 and 2009

Table 1: General Fund Balance Sheet

GENERAL FUND - FUND BALANCE

Figure 1: General Fund - Fund Balance

0

2

4

6

8

10

12

2010 2009

3.88

0.60

10.88

4.37

0.68

9.40

$ M

ILLI

ON

SResponsible Fiscal Policy

27

Revenues by Source:Taxes:

Real Property, NetUtility TaxesLocal Telecom Services TaxOther Taxes

Licenses & PermitsIntergovernmental:State Revenue SharingHalf-cent Sales TaxOther Intergovernmental

Charges for Services:Indirect CostsOther Charges for Services

Fines & ForfeituresMiscellaneous RevenuesTransfers from Other Funds

From UtilityFrom General GovernmentTotal Revenues

Expenditures by Department:Neighborhood PlanningPlanning & Development ServicesAdministrative ServicesCity CommissionClerk of the CommissionCity ManagerCity AuditorCity AttorneyInformation TechnologyBudget & FinanceEqual OpportunityPublic WorksPoliceFireCombined Communications CenterGeneral ServicesParks, Recreation & Cultural AffairsHuman ResourcesRisk ManagementCommunicationsNon-DepartmentalTransfers to Debt Services FundTransfers to Other Funds

Total ExpendituresExcess of Revenues Over/(Under) ExpendituresFund Balance, Oct. 1Fund Balance, Sept. 30

2009

$ 23,205,0869,421,3165,357,1251,925,176

770,664

2,482,4916,014,9992,057,304

4,227,2533,198,9561,493,2881,364,569

34,151,652438,804

96,108,683

1,245,9871,618,120

428,858281,502751,259809,777519,721

1,439,1112,410,1702,766,888

496,6738,519,443

29,518,05513,665,2863,553,9752,137,9157,481,2031,361,427

4,487370,044

3,297,6549,547,8613,875,830

96,101,246

7,43714,448,820

$ 14,456,257

2010

$ 24,958,38710,739,8255,415,8791,952,170

745,274

2,446,6275,461,3352,010,222

4,225,4043,081,9531,473,5591,170,952

34,348,831463,473

98,493,891

1,176,2961,614,445

416,860288,636670,373784,755521,341

1,417,9562,289,0782,674,449

532,1568,616,248

29,496,74614,456,7713,752,5842,125,5237,084,6601,261,997

5,261355,501

3,262,5739,472,0745,357,203

97,633,486

860,40514,456,257

$ 15,316,662Gen

eral

Fun

d -

Rev

enue

s &

Exp

end

itur

es a

s o

f Sep

t. 30

, 20

10 a

nd

20

09

Table 2: General Fund Revenues and Expenditures

0

1

2

3

4

5

TREND IN MILLAGE RATES

MIL

LAG

E R

ATE

Figure 2: 10-Year Trend in Millage Rates

6

0

5

10

15

20

25

$ M

ILLI

ON

SPROPERTY TAX REVENUES

Figure 3: Property Tax Revenues

During the biannual budget process, the City Commission sets the property tax or millage rates, effective October 1 of each year (figure 2).

One mill represents $1 of tax charged per $1,000 of assessed value. Millage rates are levied based on debt service and operating needs.

Property tax revenues (figure 3) represent 25 percent of the city’s total general fund revenues.

Although the tax millage rate has decreased over the past 10 years, revenues from property taxes have increased. This is primarily due to the taxable values of the property located in the city limits, as determined by the Alachua County Property Appraiser, and the annexation of urban fringe areas.

Responsible Fiscal Policy

Capital Assets (table 3 and figure 5) are the city’s long-term investments in land, buildings, equipment, improvements, infrastructure and construction in progress. The stated values represent the original cost less an amount of depreciation and any related debt. While current assets are available to finance regular city operations, capital assets are not.

Governmental FundsGovernmental Funds are accounting segregations of city activities that are budgetarily oriented and not business-type activities. The following are the city’s governmental fund types. The General Fund reflects the majority of the financial activity of departments within city government. Taxes, user fees and transfers from other city departments (including GRU) 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 statements until the programs are completed.

Debt Service Funds are used to account for receipt and payment of general long-term debt proceeds, principal and interest. The city typically issues bonds in order to finance capital projects. 28

Capital Projects - Fiscal Year 2010General Government Expenditures in

Capital Projects Funds

Figure 4: Capital Projects for Fiscal Year 2010

New Construction &Renovations - $3.8 million

Roads & Drainage -$4.8 million

Recreation Facilities &Equipment - $3.2 million

Equipment &Computers -$0.9 million


Infrastructure -$70.8 million

Machinery &Equipment -$29.3 million

Improvements - $5.6 million

Buildings -$31.9 million

Land - $32.7 million

Construction inProgress -$30.8 million

General Government Capital Assets*as of Sept. 30, 2010

Figure 5: General Government Capital Assets *excluding Gainesville Regional Utilities

Governmental Activities Business-type Activities Total2010 2009 2010 2009 2010 2009

Land $ 27,586,848 $ 26,627,815 $ 5,093,246 $ 4,216,547 $ 32,680,094 $ 30,844,362Buildings 27,715,524 26,719,716 4,170,781 3,661,746 31,886,305 30,381,462Improvements 4,513,754 3,177,243 1,121,163 1,219,465 5,634,917 4,396,708

Machinery & Equipment 12,402,811 11,994,972 16,872,415 12,398,836 29,275,226 24,393,808Infrastructure 62,439,231 64,289,529 8,354,234 7,669,469 70,793,465 71,958,998Construction in Progress 22,853,234 13,049,349 7,965,334 6,590,455 30,818,568 19,639,804Total $ 157,511,402 $ 145,858,624 $ 43,577,173 $ 35,756,518 $ 201,088,575 $ 181,615,142

General Government Capital Assets*as of Sept. 30, 2010 and 2009 (Net Depreciation)

Table 3: General Government Capital Assets*excluding Gainesville Regional Utilities

Capital Projects Funds account for financial resources to be used for the acquisition of or construction of major facilities or improvements (figure 4). Capital projects are projects which include the installation, construction or major repair and maintenance of the city’s infrastructure. These can include water mains, sewer mains, treatment plant expansion/construction, buildings (fire stations, operation centers, etc.), parks, drainage improvements, paving of dirt streets, resurfacing paved streets, sidewalk installation and more, typically costing $25,000 or more. 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 2006.

Proprietary FundsProprietary 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 Internal Services. Enterprise Funds are self-supporting 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 operations. Any profits are invested back into the entity for capital maintenance and acquisition.

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.

Fiduciary FundsFiduciary Funds are used to account for resources held for the benefit of parties outside the government. 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 net assets totaled just over $452.9 million on Sept. 30, 2010. They experienced inclines in net assets during fiscal year 2010 due to the economy stabilizing.

Debt AdministrationThe city’s required principal and interest payments on outstanding debt were remitted timely and in full during fiscal year 2010. The city’s total bonded long-term liabilities at the end of the current fiscal year were $163.9 million, which excludes all debt belonging to the utility (table 4). The city has approximately $6.2 million of this debt due during fiscal year 2011.

Component UnitsComponent Units are presented in a separate column in the CAFR to emphasize that they are legally separate from the city. The Gainesville Community Redevelopment Agency and the Gainesville Enterprise Zone Development Agency 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 organizations and approves their budgets. The Gainesville Community Redevelopment Agency’s purpose is to correct blighting influences through construction 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 business districts within the City of Gainesville make up the zone.

29


2010 2009

Increase (Decrease)

Governmental Activities:Revenue Bonds $ 58,637,220 $ 58,117,220 $ 520,000

Pension Obligation Bonds 84,753,616 85,778,876 (1,025,260)

OPEB Obligation Bonds 20,555,000 24,140,000 (3,585,000)

Governmental Activity Bonded Long-Term Liabilities $ 163,945,836 $ 168,036,096 $ (4,090,260)

Bonded Long-Term Liabilities - General Governmentas of Sept. 30, 2010 and 2009

Table 4: Bonded Long-Term Liabilities for +

Contacting the City

Contacting the city: If you would like more information about city services, please contact the appropriate department. For numbers not listed, please call the city’s main line at 352-334-5000 or visit www.cityofgainesville.org. Persons with disabilities who require assistance to participate in City Commission meetings should notify the Equal Opportunity Office at 334-5051 or call the TDD line at 334-2069 at least 48 hours in advance.

Assistant City Managers - 334-5010 Communications - 334-5017http://communications.cityofgainesville.org

Parks, Recreation & Cultural Affairs - 334-5067http://recparks.cityofgainesville.org

Budget & Finance - 334-5054http://finance.cityofgainesville.org

CRA - 334-2205www.gainesvillecra.com

Planning - 334-5023http://planning.cityofgainesville.org

City Attorney - 334-5011http://attorney.cityofgainesville.org

Equal Opportunity - 334-5051http://eo.cityofgainesville.org

Police - 334-2400www.gainesvillepd.org

City Auditor - 334-5020http://auditor.cityofgainesville.org

Fire Rescue - 334-5078http://gfr.cityofgainesville.org

Public Works - 334-5070http://pubworks.cityofgainesville.org

City Commission - 334-5016http://commission.cityofgainesville.org

Gainesville Regional Utilities - 334-3400www.gru.com

Regional Transit System - 334-2609www.go-rts.com

City Manager - 334-5010http://ctymgr.cityofgainesville.org

Housing & Community Development - 334-5026http://hcd.cityofgainesville.org

Risk Management - 334-5045http://risk.cityofgainesville.org

Clerk of the Commission - 334-5015http://clerks.cityofgainesville.org

Human Resources - 334-5077http://hr.cityofgainesville.org

Solid Waste - 334-2330http://solidwaste.cityofgainesville.org

Code Enforcement - 334-5030http://ce.cityofgainesville.org

Ironwood Golf Course - 334-3120http://ironwood.cityofgainesville.org

Traffic Operations - 393-8155http://traffic.cityofgainesville.org

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Documents

2010 City of Gainesville Citizen's Report