LookingForward

City of Gainesville 2011 Citizen’s Report

www.cityofgainesville.org

As Gainesville continues to recover from a period of fiscal uncertainty, I am reminded

that Thomas Alva Edison once said, “There’s a way to do it better – find it.” That is the

challenge that our community has faced from the beginning of this economic downturn.

It is a challenge our community accepts as we seek to reinvent ourselves to maintain

leadership as the commercial, educational and cultural center of north central Florida and

beyond.

Finding a better way to do “it” in city government has led to increased fiscal responsibility,

greater efficiencies in municipal services and a more responsive commitment to customer

service. It began with an adopted two-year budget for fiscal years 2011 and 2012, which

enabled the Gainesville City Commission to approve a $103 million General Fund

budget for fiscal year 2012, with minor modifications to ensure no increase in the city

millage rate.

Today there are hopeful signs that a gradual economic recovery is beginning, and there is

a sense of optimism in Gainesville that we are learning to adapt to difficult circumstances.

With construction material costs at near historic lows, the city has successfully built and

opened Fire Station 8 in northwest Gainesville and the new GRU facility on Main Street. We recently opened the new Senior

Recreation Center in northwest Gainesville, construction of the new track and field complex at Cone Park is nearing completion

and we are reviewing proposals that will lead to a renovated or newly constructed Police Headquarters Building.

These city projects and others complement a community-wide effort which has captured our imagination and given impetus

to an idea called “Innovation Gainesville (IG).” It is the inspiration to create a community laboratory, or “collaboratory.” The

concept represents a commitment to the kind of collaborative innovation that can secure world-class research expertise, facilities

and financial resources. Spin-off businesses that ensue in areas such as health sciences, biomedical technology, green technology,

agriculture and environmental services will spur economic competitiveness for the greater Gainesville region.

As host city to the University of Florida (UF) and Santa Fe College, Gainesville is working closely with these institutions and other

IG partners from civic and business interest areas to support this exciting initiative. Within our city center, we have identified

areas and facilities suitable for redevelopment in support of “Innovation Gainesville.” The City Commission has signaled its

commitment to ease regulatory requirements in response to developing plans. The recently completed UF Innovation Hub at the

former Alachua General Hospital site and the next construction phase of Innovation Square, demonstrate city efforts to expedite

development to attract innovation economy-based businesses and keep UF spin-offs and jobs in Gainesville.

Support for Innovation Gainesville is also underway in the city designated Power District, a 16-acre site near GRU’s Downtown

Kelly Power Plant, in which rezoning will allow high technology commercial uses. Nearby, progress at Depot Park continues as

additional funding for Phase II funding of the mitigation project is secured. These developments give hope that we are orienting

toward a “way to do it better.”

Much more must be done, but by working together this community can make Gainesville the next innovation destination. I began

with a quote from the past by Edison and I end by paraphrasing a quote I once heard, “Serve not only what is, serve what might be.”

Your city government’s to-do list includes continuing to strive to provide quality services as cost efficiently as possible. I look forward

to hearing your comments about this report of city services for 2011. Please email them to gainesvillepio@cityofgainesville.org or

call 352-334-5017.

With appreciation,

City Manager Russ Blackburn

Dear Citizen:Le

tter

from

Your

City

Man

ager

Letter from Your City Manager ....................................................................................................... inside front cover

Letter from Your Mayor ............................................................................................................................................ 2

Your City ..................................................................................................................................................................... 3

Your Government ....................................................................................................................................................... 3

Your City Commission ............................................................................................................................................... 3

Organization Chart .................................................................................................................................................... 4

Voting Districts Map .................................................................................................................................................. 4

Strategic Management Framework ........................................................................................................................... 5

Your Charter Officers ................................................................................................................................................ 6

Growth Management ............................................................................................................................................. 10

Public Safety ............................................................................................................................................................. 12

Increased Effectiveness ............................................................................................................................................ 15

Community Infrastructure ....................................................................................................................................... 18

Neighborhood Improvement .................................................................................................................................... 20

Improved Quality of Life .......................................................................................................................................... 24

Citizen Engagement .................................................................................................................................................. 27

Photography ................................................................................................................................................................. 28

Responsible Fiscal Policy ......................................................................................................................................... 30

City Contact Information ........................................................................................................................... back cover

This 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 photograph on the cover of this report

is the first place winner of the Third Annual Gainesville Photography Contest, “Alien Abduction” by Deborah

Wilbanks. This photograph is of the Shands Cancer Center that opened in 2009. It is powered by the GRU

South Energy Center, which functions off the traditional electric grid as an island. The facility is one of the only

combined heat and power plants in the southeast capable of providing 100 percent of a hospital’s energy needs.

While growth within the city has slowed due to the global economic struggles, Gainesville still has exciting new

developments, such as the Cancer Center, in various stages of completion. This leaves the city well-positioned

for recovery once the global economic struggles subside. The grand prize winner and other photographs from the

Third Annual Gainesville Photography Contest can be found on pages 28-29.

Table of Contents

About This Report

1

Insert FSC logo here

On behalf of the Gainesville City Commission, we thank you for the opportunity to

serve this community. This past year we were able to overcome significant challenges

by adhering to the values of progress, innovation and sense of community that define

our city.

Over the past year, we have found creative solutions, balanced the budget and

preserved the programs and services our citizens deserve. In fact, as a result of our

sound fiscal procedures, the city enjoyed a budget surplus which in part went to fund

two additional full-time police officers in the downtown area. This is an important

achievement. The coming years will see additional strains on our budget; however,

our past fiscal successes give me hope for the future.

Gainesville continues to benefit from widespread investment. The exciting prospect

of Innovation Square is moving closer to reality with the opening of the Florida

Innovation Hub and the groundbreaking of the Infusion Technology Center.

The Community Redevelopment Agency (CRA) continues its revitalization of

many areas in our city, from Depot Park to the business façades along University

Avenue. This past year, RTS reached a new record of over 10 million rides and received funding to see construction of a

new maintenance facility through Phase III, a crucial step in paving the way for Gainesville’s next step in mass transit. We

continue to see the reconstruction of our roadways and synchronization of our traffic signals, projects which improve the

quality of life for every resident of our community.

In 2011, we also worked to move Gainesville forward in the areas of sustainability and environmental consciousness.

American Renewables broke ground on the Gainesville Renewable Energy Center, which will provide a source of clean,

renewable energy for our community. Restoration of the old Depot building will meet LEED Gold certification standards.

And now that the EPA’s Record of Decision has been issued, we will continue to pursue cleanup of the Koppers superfund

site to the highest standards. We also updated our city’s Environmental Ordinance, bringing Gainesville’s environmental

standards up to par with those in the rest of our county and preserving our important natural resources.

Finally, in the wake of the media spectacle caused by the Dove World Outreach Center, Gainesville continued to grow

together as a strong and diverse community. Now more than ever, we are aware of the benefits of collaboration and unity.

As we enter the coming year, I hope we will recommit ourselves to the values of progress and innovation 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. It has been a pleasure serving as your mayor this year. I look forward to

the coming years as we work together for Gainesville.

Yours truly,

Mayor Craig Lowe

Dear Gainesville Citizen:Le

tter

from

Your

May

or

2

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, 2011, there are 62.6 square miles of land inside the corporate boundaries of the city. As of May

2011, the city’s population was 124,354 according to the 2010 Census results. 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 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 on the next page.

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 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 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 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.

During fiscal year 2011 (FY11), 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 on the following page.

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 FY11, your City Commission was committed to the following goals: public safety, economic development and redevelopment,

human capital, governance, infrastructure and transportation, neighborhoods and environment and energy.

Your Government

Your

Gove

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Your City Commission

3

The City of Gainesville recognizes the importance of aligning all levelsof the organization with the goals of the community.

Mission

Values

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Municipal service areas, as described in this report, set

priorities in alignment with the Strategic Plan.

City C

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ission

Municipal service priorities and the city’s vision, mission and values guide theemployee’s workplan.

Goals drive executive level

strategic planning.

Operat

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PoliciesManagemen

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Strat

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InitiativesActi

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Goals

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NW 31 Ave

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NW

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Archer Rd

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NE 39 Ave

NE 39 Ave

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SE

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2

1

3 4 City of GainesvilleVoting Districts

District 1

District 2

District 3

District 4

0 1 20.5Miles E

Prepared by the Planning DepartmentSeptember 2011

City of GainesvilleVoting Districts

GainesvilleCitizens

CityCommission

City Auditor EqualOpportunity

General Managerfor UtilitiesCity ManagerClerk of the

CommissionCity Attorney

Gainesville PoliceDepartment

AssistantCity Manager

• Communications Office

• Fire Rescue• Parks,

Recreation and Cultural Affairs

• Public Works

AssistantCity Manager

• Community Redevelopment Agency

• General Services• Neighborhood

Improvement

Planning & Development

• Building Inspection

AdministrativeServices

• Budget & Finance

• Risk Management

HumanResources

elect the

hires the

City of Gainesville FY12 Adopted Organization Chart

4

The City of Gainesville recognizes the importance of aligning all levelsof the organization with the goals of the community.

Mission

Values

Vis

ion

Employee

Wor

kpla

ns

ResidentsEm

ployeesService Providers

Municipal service areas, as described in this report, set

priorities in alignment with the Strategic Plan.

City C

omm

ission

Municipal service priorities and the city’s vision, mission and values guide theemployee’s workplan.

Goals drive executive level

strategic planning.

Operat

ing Budget Performance Measures

PoliciesManagemen

t Plan

s

Strat

egic Plan

InitiativesActi

on P

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Goals

Strategic Management Framework

How

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5

City Manager

City Attorney

The City Manager is the administrative officer of the city government, responsible for the operation of all departments, except

those under the direction of other charter officers. The City Manager’s Office oversees all General Government programs and

services; enforces all city laws, ordinances and policies; acts as purchasing agent for the city; prepares the budget and performs

other duties as assigned by the City Commission. These tasks are accomplished through the selection and supervision of the

Assistant City Managers, Administrative Services Director, Planning and Development Services Director and Chief of Police.

The two Assistant City Managers oversee assigned operational departments and serve as project managers to specialty teams.

The 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 in 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 including Gainesville Regional Utilities, 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 law, 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 acts as legal counsel to the City Commission,

its boards and committees. 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 and the prosecution of municipal ordinances

adjusting claims.

In 2011, the City Attorney received the Distinguished Service Award from the Government Lawyer Section of the Florida

Bar, recognizing his dedication to the professionalism of government lawyers.

Key Accomplishments

• 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 City Attorney served as issuer’s counsel for revenue bonds that were issued to meet the city’s financial obligations, as

well as issuing tax-exempt debt to finance improvements for Goodwill Industries.

• A staff assistant from the office serves as Clerk to the Code Enforcement Board, and processed more than 100 cases.

Additionally, a staff assistant from the office successfully assisted homeowners with 34 requests for rescissions, which

resulted in collecting approximately $5,000 in past due fees and costs and releases of liens for the homeowners.

• Attorneys from the office successfully represented the Cities of Archer, Gainesville, Hawthorne, High Springs, Waldo

and the Towns of Micanopy and LaCrosse in a lawsuit challenging the voter-approved county charter amendment relating to

municipal home rule. The trial and appellate courts dismissed the case allowing the home rule charter amendment to remain.

• City attorneys successfully defended the city against a lawsuit challenging the validity of the city’s underage drinking

ordinance. Both the trial and appellate courts found the ordinance to be a valid exercise of the city’s regulatory authority. As

a result, the city has experienced a decline in the number of underage drinking violations in licensed establishments.

The 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

City Auditor

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The Depot Park remediation

project demonstrates the City

of Gainesville’s commitment to

protecting the environment.

utilizing limited resources effectively and efficiently to provide quality services to the citizens of Gainesville.

Key Accomplishments• Provided the City Commission with an independent assessment of the Gainesville Regional Utilities (GRU) Solar

Feed-in-Tariff (FIT) application process. Based on the results of the review, the office provided recommendations for

improving communication with prospective applicants, clarifying the administrative policies and procedures associated with

this program and considering the eligibility of city employees and officials for future participation in this program. GRU

management agreed with these recommendations and the City Commission agreed to advance fiscal year 2012 Solar FIT

capacity to 2011 in order to expand opportunities for solar projects.

• Audited the effectiveness of management controls over revenues generated within the city’s Solid Waste Collection Fund.

Annual revenues within this fund exceed $8 million. The office provided recommendations which will assist management

in improving oversight of franchise fee revenues, municipal waste costs and road maintenance costs, as well as improving

documented policies and procedures and better segregating incompatible duties.

• Completed a review of GRUCom revenues in order to evaluate the adequacy of management controls over the billing

and collection of more than $10 million in annual revenues. Based on the review, recommendations focused on enhancing

operational controls, improving documentation and reducing risks were provided to management.

• Monitored agenda items submitted to the City Commission, recalculating financial impacts and monitoring compliance

with purchasing policies and procedures.

• Operated a whistleblower hotline, focused on helping to prevent and detect fraud, waste or abuse in government activities.

• 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.

The Office of the Clerk of the Commission records meetings, prepares agendas and minutes and provides administrative

support to the Mayor and members of the City Commission. The Clerk of the Commission attends all City Commission

meetings and serves as parliamentarian during the proceedings. The office maintains the city’s vital records, ordinances

and resolutions and is custodian of the City Seal. The office also publishes the city’s notice of public meetings, facilitates

appointments to the City Commission advisory boards and committees, publishes legal notices, records official documents and

provides research for information requests for public records.

Recently, the Clerk’s Office started administering the Lobbyist Registration Act, which requires lobbyists who communicate

with City Commissioners or Community Redevelopment Agency (CRA) board members to encourage the passage or defeat of

any matter presented for a vote before the City Commission or CRA, to register with the office prior to engaging in lobbying.

In addition, the office continued to administer the Domestic Partner Program for the City of Gainesville.

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Depot Park

Equal Opportunity DirectorThe Office of Equal Opportunity works to promote equality and opportunity, while ensuring all residents, employees and

visitors to the City of Gainesville have access to, and are 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.

Key Accomplishments• Held a community viewing and discussion of the film “Freedom Riders,” which marked the 50

th anniversary of the first

freedom ride.

• Continued to hold study circles/action forums where citizen groups engage in intimate discussions regarding the pertinent

and personal aspects of race and racism and an eventual call to action.

• Held a community-wide forum for the Dismantling Prejudice & Bias Initiative where citizens expressed their experiences

with prejudice and bias.

• Held the Second Annual Employment Law Seminar in collaboration with the Alachua County Equal Opportunity

Office, providing comprehensive training to business/government employers regarding equal opportunity workplace laws.

• Provided workshops for employees of the Gainesville Housing Authority on fair housing and members of Emmanuel

Mennonite Church on study circles, and participated in several community festivals, including the 5th

Avenue Cultural

Arts Festival, Annual Pride Parade and Festival, Heart of Florida Asian Festival, UF Hispanic Latino Collegiate Forum,

Annual Dr. Martin Luther King, Jr. Celebration and Downtown Latino 2011 Gainesville Hispanic Festival. Materials were

distributed to the community advertising the operations of this office as it relates to processing of complaints of discrimination

in housing, public accommodation, credit and employment based on the ten protected classes.

• Provided online harassment training for all city employees.

• Held the Annual Career Fair, with the first ever participation of non-city entities, giving job seekers an opportunity to

speak directly with department representatives and business owners about present and future job openings.

• Co-sponsored the Alachua County-Gainesville Annual ADA Expo, which featured a panel discussion on what to do and

what takes place for individuals with disabilities (and their pets) during an emergency and an update on ADA laws pertaining

to service animals.

• Continued to emphasize the Gainesville Enrichment Mentoring (GEM) initiative, the city’s mentoring program.

The 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. In the coming year, GRU will celebrate 100 years of delivering the benefits of

public power to the citizens of Gainesville. 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.

Key Accomplishments• During this fiscal year, Moody’s Investor Services and Standard & Poor’s affirmed, and Fitch, Inc. awarded “Double A”

bond ratings for GRU, indicating confidence in the utility’s financial strength and business planning. Maintaining high bond

ratings has helped GRU save $67 million for its customers over the past six years

• GRU diversified its energy portfolio by adding biomass energy through the now-under-construction Gainesville

Renewable Energy Center (GREC) and by expanding its Solar Feed-in-Tariff (FIT) program. GREC offers environmentally-

sound, long-term value for customers and the Solar FIT made GRU one of the nation’s top municipals in per capita solar

growth.

General Manager for Utilities

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Gainesville Regional Utilities’

Solar Feed-in-Tariff program

created a solar industry in

Gainesville, making the city

the nation’s top solar

energy producer per capita.

• GRU supported preservation and restoration of the environment

through several local projects: a) the Paynes Prairie Sheetflow Restoration

Project is completing plans to begin construction in the spring of 2012, b)

GRU’s long-term studies supported Environmental Protection Agency’s

(EPA) Record of Decision to force the cleanup of the Cabot/Koppers

Superfund Site and c) GRU completed its part of the Depot Park site

cleanup this year.

• GRU kept energy prices stable over the past four years despite economic

pressures and changing regulatory requirements through efficiency and

taking advantage of bond market opportunities. For the third year in a row,

residential electric customers with average usage received a price reduction.

GRU’s natural gas customers also received lower prices.

• Innovation Energy Center is GRU’s newest district cooling and backup

power project for the businesses in midtown’s Innovation Square. The

center includes a chiller plant and a diesel generator, helping businesses

to lower costs. GRU will also provide state-of-the-art fiber-optic network

telecommunications, as well as traditional utility services.

• GRU has long emphasized superior customer service, and its new Total

Service Excellence (TSE) model advances this concept by uniting five core

customer values: efficiency, environmental responsibility, safety, value and

professionalism. TSE workshops trained employees to better understand the customers’ needs and develop improvements to

deliver the best service possible.

• Through an agreement between GRU and the City of Gainesville’s General Government, their two information

technology (IT) departments have been consolidated under GRU. Located at GRU’s new Eastside Operations Center, IT

will provide contracted services to General Government, saving both entities significant cost through the economies of scale.

• GRU offered customers new products and services: a) a new bill design and eBill’s paperless billing rolled out this year, b)

GRU’s LEEP program helped low-income customers save money, c) GRU donated Kill-a-Watt EZ meters to two libraries to

help customers understand usage and d) GRU opened new communications channels with Twitter and YouTube.

• GRUCom, Gainesville’s only all fiber-optic network, made upgrades to enhance customer service and allow for future

growth. Improvements in GRUCom’s fiber-optic Internet backbone increased network capacity to 10 gigabits. GRUCom

also began providing 50 megabits per second of uninterrupted Internet speed to GATOR NET communities.

• For the second year in a row, GRU earned the EPA’s Partner of the Year award for Energy Efficiency Program Delivery

for the Home Performance with ENERGY STAR® Program, reducing participating customers’ bills by 20 percent. GRU

earned a prestigious ENERGY STAR award for the South Energy Center, which supports Shands Cancer Hospital at UF.

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Solar

Planning & Development ServicesPlanning and Development Services is comprised of Planning

and Building Inspection. Planning is responsible for all current

and long-range city planning, including the Geographic

Information Systems and Historic Preservation Program. From

a strategic perspective, the department participates in economic

development, and 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, which is designed to provide

a convenient one-stop location for review of applicable code

requirements for prospective projects.

Key Accomplishments• A successful collaboration between city staff, CRA staff,

the University of Florida, Shands Healthcare and private

industry resulted in a rewrite of Land Development Code

provisions regarding the UMU-2 Zoning District. This zoning

district will set the regulatory foundation for future growth and

development in the area surrounding the Innovation Square.

• The Continuum, a mixed use project associated with the

University of Florida, received final approval via issuance

of certificates of occupancy. This project represents a major

addition to density and activity in the city’s downtown core

and will assist in drawing the university and downtown closer

together.

• Staff worked through issues regarding the Stadium Club

project and an amendment to the existing Special Use Permit

successfully moved forward to the Plan Board and was

approved, allowing for completion of this important project

adjacent to the University of Florida campus.

• Staff worked with the University of Florida to enhance their

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• Building Inspections processed

7,228 permits and performed

19,952 inspections in FY11.

• In FY11, a number of new

developments progressed,

including the Continuum (images

on p. 10), Stadium Club, UF

Eastside Campus, GRU’s Eastside

Operations Center (image at left),

Innovation Square and more.

development prospects through processing of land use and zoning changes at the Eastside Campus located on Waldo Road.

This site currently houses many of the university’s administrative functions and will be the site of an information technology

function as well.

• Shands Healthcare broke ground for a two-story medical facility on North Main Street and will be ready for occupancy in

early 2012.

• Although undergoing substantial modification, the Evaluation and Appraisal Report (EAR) for the Comprehensive

Plan was substantively completed by staff and adopted by the Plan Board and the City Commission shortly thereafter to be

followed in the near term by review of individual elements.

• Significant progress was made on the Butler Plaza planned use district and planned development, and a development

order associated with Walmart on State Road 121 is imminent.

• In addition to the four boards and two standing committees that the Planning and Development Services Department

supports, staff participated in the Eastside and Central City Committee and the Community Development Review

Committee.

• Building Inspections processed 7,228 permits in FY11 and performed 19,952 inspections.

• Building Inspection staff worked closely with GRU and their contractors to complete the new GRU Eastside Operations

Center on North Main Street.

• North Florida Regional Medical Center completed an additional parking garage, enhancing parking conditions at the

hospital.

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Service Stat ist ics

Gainesville Fire RescuePublic

Saf

ety

Gainesville Fire Rescue (GFR) provides both emergency and non-

emergency services for Gainesville’s diverse community of residents and

visitors. Although the increasing use of sprinkler systems in buildings,

combined with fire safety inspections and public safety education

efforts over the past several years, have helped to make our community

safer, GFR continues to respond to preventable building fires ignited by

cooking, use of candles and smoking. Gainesville residents are urged to

make sure their smoke detectors are working properly year-round and to

practice safe home and business escape plans. GFR is committed to being

the model of excellence through the provision of its services. The GFR

team looks forward to continuing to work with community partners to

deliver cost-effective education, prevention and response services.

Key Accomplishments• In June 2011, Fire Station 8 opened at 3223 NW 42

nd Ave. (see

images at right). This station houses Quint 8, which provides rescue,

aerial and water operations and one of two District Chiefs. This

is the first station opened in the city since 1980, and addressed an

underserved area of the city for fire rescue services. This building was

built to Leadership in Energy and Environmental Design, or LEED,

Silver standards.

• GFR’s Public Education program reached out to more than 600 children and adults during the annual Screaming for

Safety event in October 2010 at Kiwanis’ Safety City. This annual event combines fun activities with fire safety messages

and continues to grow each year.

• GFR published its strategic plan this year and rolled it out to all employees in January 2011. It established nine specific

goal areas to help guide the department in maintaining its ability to provide excellent services.

• In September 2011, GFR became an applicant agency with the Commission on Fire Accreditation International (CFAI).

This 18-month program will take the department through a thorough self-assessment to ensure that best practices are being

applied in both overall management of the organization and in emergency response operations.

• After several years of efforts, GFR successfully applied for, and was awarded, a two-year grant that provides federal funds

for firefighter salaries. The Staffing for Adequate Fire and Emergency Response (SAFER) grant was awarded in March 2011

in the amount of $1,619,952, which will help cover the costs of the 13 additional positions needed to open Fire Station 8.

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Service Stat ist ics • GFR responded to more than

21,000 service calls, including 13,503

EMS calls, 3,514 fires and 731

HazMat calls.

• In 1975, GFR had 165 employees

serving 50,000 citizens in 26

sq. miles. Today, they have 166

employees serving 124,350 citizens in

62 sq. miles.

Gainesville Police Department

• GFR successfully executed an Assistance to Firefighters Grant to acquire a Web-based software program to manage staff

scheduling, overtime and leave time. GFR partnered with the Gainesville Police Department on the project, who worked

with a grant of their own to make both projects affordable.

• In September 2011, GFR placed a new Class A fire engine in service. It replaced a 21-year old, worn out fire engine. The

new Class A engine meets or exceeds all NFPA and EPA standards. According to the manufacturer, the exhaust is cleaner

than the air going into the motor. The new engine has been assigned to Station 5.

The Gainesville Police Department (GPD) continues to be dedicated to providing the highest standard of service with

integrity and professionalism. GPD understands that working together with the citizens of Gainesville is critical in the

reduction and prevention of crime, which is why the departmental goals for FY11 included improving the relationship with

the public GPD serves and strengthening its involvement with neighborhood and business associations. During GPD’s

enhanced and continued actions to reduce crime throughout FY11, the department was also specifically focused on reducing

the occurrence of property crimes within the city. Due to a collaboration of efforts that were put forth by all of the members of

the department, GPD was successful in meeting all of its FY11 goals.

Key Accomplishments• Two additional Downtown Unit officers were assigned to patrol the center of the city primarily on bicycles and foot.

These two officers made an immediate impact on nuisance and quality of life issues such as trespassing, open containers,

panhandling and disorderly conduct types of offenses. They have been instrumental in facilitating social services and

positive community policing.

• GPD has been successful in receiving several state and federal grants that will benefit the citizens of Gainesville and

the agency. These grants include awards from the Office on Violence Against Women, Internet Crimes Against Children

(ICAC), the U.S. Department of Education’s 21st Century Learning Outcomes grant, the Edward Byrne Memorial grant,

the Target Foundation and grants from the Florida Department of Law Enforcement.

• Members of GPD’s ICAC Unit worked to implement a strategy that would target offenders who prey upon children

within the Gainesville community and north central Florida. GPD members of the ICAC Unit have facilitated the

implementation of three large sting operations, resulting in numerous arrests and significant media exposure. The ICAC

Unit has been vital during the inception, planning, funding and implementation of these multi-agency operations.

• GPD’s volunteer program increased to a total of 40 volunteers in FY11. The volunteer program provides opportunities

for citizens to offer their services to the department in different areas, performing jobs that otherwise would require paid

staff to accomplish. Most of these volunteers also participate in Citizens on Patrol, a voluntary program that was developed

to meet the changing needs of the community and to further promote GPD’s philosophy of community oriented policing,

acting as the eyes and ears of the police and aiding GPD officers by increasing visibility. In FY11, the Citizens on Patrol

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Service Stat ist ics This year, GPD continued to see

crime numbers reduce, including:

• a 10.7 percent decrease in

overall crime

• a 27.1 percent reduction in

burglaries

• a 7.5 percent reduction in theft

• a 32.4 percent reduction in

motor vehicle theft

Program aided in two significant arrests, which is a testament to the

value of this program, not only to GPD, but to the entire City of

Gainesville.

• In FY11, GPD recognized the need to expand its gang focus into

a comprehensive, prevention, intervention, enforcement and offender

reentry Gang Unit. GPD’s Gang Unit was formed at the end of FY10.

GPD’s Gang Unit has been instrumental in identifying locally and

nationally affiliated gang members within the City of Gainesville and

has made significant progress in deterring and solving gang related

crimes.

• The Chief of Police fulfilled his promise to the citizens of

Gainesville by participating in six neighborhood walks within

the neighborhoods of Azalea Trails, Springtree, Pine Rush Villas,

Highland Court Manor, Forest Ridge and Northwood Neighbors.

These walks have been an invaluable opportunity for the Chief of Police to meet with members of the community and, more

importantly, it has provided a chance for the residents to voice their concerns. The completion of these neighborhood walks

solidifies the commitment made by the Chief of Police to remain accessible and to strengthen the bond with the people

whom the GPD serves and protects.

• The Gainesville Police Department strengthened command and leadership in FY11 by promoting 21 sworn members

of the agency to various ranks. This was the largest group of promotions in GPD history and it showcased the opportunities

for growth within the department. These promotions have allowed numerous officers at different levels of law enforcement

experience to present innovative ideas that will directly impact GPD’s efforts to reduce crime.

• To further the goal set by the Chief of Police to reduce crime, with an emphasis on property crimes, GPD continued to

see crime numbers reduce. The semi-annual Uniform Crime Report for FY11 reflected that the City of Gainesville had an

overall decrease of 10.7 percent in crime, a 27.1 percent reduction in burglaries, a 7.5 percent reduction in theft and a 32.4

percent reduction in motor vehicle theft. This significant reduction in crime would not have been possible without the joint

and continual efforts made by the partnership of GPD and the members of the community.

• During FY11, the Police Advisory Council had the opportunity to learn more about GPD through numerous

presentations and demonstrations conducted by GPD members, including the Chief of Police. In the near future, the Police

Advisory Council will tackle many important issues by providing feedback and community guidance to the Chief of Police.

They will also be continuously involved in the formation of the GPD’s strategic plan.

• The Gainesville-Alachua County Drug Task Force (GACDTF) expanded in FY11. The focus of the Domestic Highway

Enforcement Unit has been criminal enforcement on the major thoroughfares and roadways throughout Alachua County

and so far they have seized over $300,000 worth of narcotics. The members of this specialty unit apprehended and identified

numerous individuals and transient groups that committed serious felony crimes such as a bank robbery, organized identity

theft and large scale fuel thefts. In FY11, these officers received an accommodation from Immigration and Customs

Enforcement (ICE) for the apprehension of a man who was involved in the smuggling of illegal aliens. The continuing

cooperation within GACDTF will continue to positively benefit the residents of Gainesville for years to come.

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The Administrative Services

Department coordinates the

strategic planning activities for the

City of Gainesville and provides

oversight for the departments

of Budget and Finance,

Information Technology and Risk

Management. These internal

support services are essential to

the successful operation of the

city. Strategic planning activities

include coordinating 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.

Key Accomplishments• Staff managed the Fire Assessment Hardship Assistance Program.

• Administrative Services staff facilitated a Benchmarking Team, which included staff from Alachua County Fire Rescue,

Gainesville Fire Rescue, Alachua County Sheriff’s Office and Gainesville Police Department. They reviewed the call taking

and dispatching process of the Combined Communications Center.

• The department provided financial analysis and funding alternatives for small city participation in the Combined

Communications Center.

• The department provided financial analysis for the development of a Capital Replacement Fund for the Combined

Communications Center.

• The department 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.

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.

Key Accomplishments• Earned the Certificate of Achievement for Excellence in Financial Reporting for the Comprehensive Annual Financial

Report.

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2011 and were from the Government Finance Officers Association.

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.

Key Accomplishments • During FY11, the Administrative Services Director, IT staff and GRU management began discussing the potential for

consolidating the General Government and GRU IT Departments. The “Consolidation Team” developed a Memorandum

of Understanding (MOU) outlining the level of services to be delivered and service standards in the areas of general

customer service, business applications and Web applications, technical infrastructure services and technical network

services. Under this agreement, the GRU Information Technology Department will provide information technology services

to General Government departments for a contracted amount. General Government’s Administrative Services Director

served as the contracting officer of the agreement. This consolidation effort is expected to provide a savings of approximately

$400,000 annually. Negotiations were completed in May 2011 with an effective date of June 1, 2011.

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, 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.

Key Accomplishments• Risk Management continued offering the ProClub wellness incentive to employees and retirees covered under the city’s

health plan. Total awards reached 421 employees and retirees, a 31 percent increase over 2010.

• The commitment to a comprehensive wellness programs allowed the city to reduce its health insurance premiums

without reducing benefits for the first time since the early 1990s. The lowering of the premiums of between one and nine

percent will result in savings of a approximately $2 million dollars below projected costs to employees and customers.

• 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 FY11. The

city had fewer worker’s compensation claims and more than 90 percent of those claims resulted in a cost of less than $1,000

to our residents. More than 50 percent of all claims are handled in house and result in zero expense to residents.

The 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 management of the city’s social media pages and main internal and external websites;

development of electronic media outreach and public education initiatives.

Key Accomplishments• The Communications Office assisted with coordinating and planning more than 50 ribbon cuttings, groundbreakings and

other events.

• The office continued to manage the content of the city’s website and intranet. The office also developed Web pages

informing the public about sustainability, the Cabot/Koppers superfund site, the proposed merger of the Gainesville Police

Communications Office

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Department with the Alachua County Sheriff’s Office and more.

• Staff developed and designed presentations for the City Manager and other key executive staff, and designed, edited and

published the 2010 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.

• The office offered the eighth and ninth sessions of Gainesville 101: the City of Gainesville Citizens’ Academy,

registering almost 100 residents for the course. The office also teamed up with the School Board of Alachua County and

hosted City Government Week for the fifth consecutive year, giving approximately 24 fifth graders the opportunity to learn

about Gainesville’s municipal government. The League of Women Voters generously raised money to provide a charter tour

bus for the students and their chaperones.

• The Communications Office continued to chair the Communications Advisory Group and staff from the office provided

15 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. The

office continues to increase its social media audience and now reaches more than 32,000 followers.

• The office coordinated the Third Annual Gainesville Photography Contest. Photographs that were submitted to the

contest can be found on the cover of and throughout this publication.

The mission of the Human Resources/Organizational Development (HR/OD) Department is to provide responsible

stewardship of the human capital in the City of Gainesville in support of City Commission goals and objectives.

Key Accomplishments• The department provided a high quality workforce to serve Gainesville’s citizens through selection strategies and through

Gainesville Corporate University (GCU) employee training. In FY11, Staffing Services received and processed 15,334

applications and hired 364 individuals.

• HR/OD continued to promote effective employee and labor relations through ongoing negotiations with the city’s labor

unions, while managing classification and compensation to ensure employees are properly paid.

• HR/OD worked with GRU to begin to make Total Service Excellence (TSE) a way of life for GRU employees and

began a customer service team in General Government.

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Service Stat ist ics • Communications staff offered

15 training opportunities.

• The City of Gainesville

increased its social media

presence and now reaches more

than 32,000 followers.

• HR/OD received 15,334

employment applications and

hired 364 individuals in FY11.

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The 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 mosquito control services;

manages solid waste and recycling collection, including disposal services and delivers public transportation services through

the Traffic Management System and the Regional Transit System (RTS), the top transit service provider in the state of Florida

in ridership per capita.

Key Accomplishments• Reconstruction of three traffic signals was completed. They are located at Northwest Eighth Avenue at 18

th Terrace;

Northwest Fifth Avenue at Sixth Street and Southwest Fourth Avenue at Sixth Street.

• Construction of new sidewalk along Northwest 14th

Avenue between Northwest Sixth Street and Northwest Second

Street was completed, and more than 50 new curb ramps were installed for ADA accessibility.

• Northeast 19th

Terrace/19th

Street and Northeast 19th

Drive/ Northeast 20th

Street were reconstructed between

Northeast Third Avenue and Northeast Eighth Avenue, using federal transportation funds.

• The first phase of Depot Avenue reconstruction was completed between Southeast Fourth Street and Main Street.

• The Duval Stormwater Park project was completed. This environmental park, which includes a pavilion and nature

path, is located south of Northeast Eighth Avenue between Northeast 22nd

and 24th

Streets.

• Almost seven and a half center line miles of pavement marking were completed.

• Crews picked up litter from 314 miles of roadway, swept 11,998 miles of roadway, resurfaced approximately four miles

of roadway and mowed 2,016 acres of right of way.

• The conversion of all traffic control devices to use of LEDs was completed.

This was done in order to reduce energy demand.

• More than 12,000 tons of waste was diverted from the landfill through the

residential recycling program.

• The Traffic Management Center became fully operational and kicked-off

the official website at www.gac-smartraffic.com, as well as used social media for

providing real-time traffic information to the general public.

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Service Stat ist ics Maintenance and Operations kept our

streets clean and drivable by completing

the following:

• Completed 7.46 center line miles of

pavement marking

• Picked up litter from 314 miles of

roadway

• Swept 11,998 miles of roadway

• Mowed 2,016 acres of right of way

Regional Transit System• RTS ridership continued

to grow, setting a new fiscal

year ridership record with

10,021,824 passengers for

FY11.

• RTS reduced its budget in

FY11, while increasing service

hours by approximately 10,000

hours.

• RTS continues to enhance

rider safety by adjusting bus

stops that are deemed unsafe

for a variety of reasons, including poor lighting, lack of ADA accessibility, lack of amenities and proximity to the roadside.

To date RTS has removed 33 bus stops, modified 63 stops and added a shelter to improve the system’s safety, comfort and

efficiency.

• The installation of 20 Automatic Passenger Counters (APC) was completed early in 2011. These APCs allowed for

more accurate data collection for ridership numbers and bus stop usage. This data has allowed RTS to make adjustments to

its Bus Stop Improvement Plan, current and future routes and increase overall system efficiency.

• TransLoc’s Gator Locator was upgraded in FY11. Riders can now not only check the real-time location of buses, but also

the next estimated arrival time of a bus at a particular bus stop. Additionally, riders can receive a text message of the next bus

arrival time.

• The Employee Bus Pass Program grew in FY11. Local businesses are able to join the program to allow their employees

to use RTS services through a pre-paid unlimited use bus pass. RTS added four new businesses this year to the program and

are in negotiations with a fifth company, bringing the total number of area employees participating to more than 32,000.

• RTS brought in $235,000 in advertising dollars for FY11, which is a new record. This has been accomplished through

in-house sales, which allowed RTS to keep more of the sales profits.

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Service Stat ist ics • More than 32,000 area employees

participated in the Employee Bus Pass

Program.

• RTS broke its single day ridership

record with 61,233 passengers on Aug.

30, 2011.

• RTS broke its annual ridership record,

with 10,021,824 passengers in FY11.

The 17-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.

Key Accomplishments• During FY11, the Code Enforcement Division implemented an expanded schedule in order to better meet the needs

of the community. Code Enforcement is now available Monday through Friday, from 7 a.m. – 6 p.m., and the division also

offers periodic Saturday patrols.

• The division welcomed a new supervisor in FY11, who is responsible for Code Enforcement Officers patrolling the

western half of the City of Gainesville.

• The 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. Residents were welcomed, given

welcome packets including handouts filled with valuable information and introduced to city ordinances. Public feedback for

this program has been very positive.

• A total of 202 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.

• The City Commission approved four enhancements to the landlord permit program during FY11. This includes: a new

tier of late fees which has reduced the previous initial late fee, a prorated landlord permit fee for new applications received

after the initial six months of the annual permit cycle, a new method for delinquent fee collection and the addition of criteria

for compliance with the landlord permit ordinance which is intended to increase compliance.

• 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 Gainesville Community Redevelopment Agency

(CRA) strives to bring vitality and economic diversity

and prosperity back into Gainesville’s downtown

communities. The CRA operates 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 and improve economic conditions within the

community.

Key Accomplishments

• The CRA launched two new economic development programs, the Grow Gainesville Fund and the Capital Access

Program. The CRA also has a number of additional new programs under development to assist businesses access capital

for growth and to support job creation. Additionally, the CRA assumed responsibility for GTEC, the city’s technology

incubator and is developing plans to strengthen the incubator’s ability to assist local technology startups.

• The CRA continues to play a critical role in the redevelopment of Innovation Square by coordinating public and private

efforts to ensure that the full economic development potential of the area is maximized. Efforts included undertaking a

comprehensive infrastructure analysis to understand, plan for and implement the utility and infrastructure needs essential

to the development of Innovation Square. The CRA worked with staff from the city’s Planning Department, business and

Code Enforcement

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community leaders to overhaul the

zoning standards and framework

for the site with the result of

creating a new streamlined and

simplified zoning code.

• Construction of Southwest

Third Street between Depot

Avenue and Southwest

Fourth Avenue in the Porters

neighborhood was completed

in fall 2011. The project

included major infrastructure

improvements, including system

upgrade to the electrical/energy

delivery system, as well as the

installation of a new water main.

This infrastructure work not

only benefits the local Porters

community, it also provides

essential upgrades that will support the future development of Innovation Square. In addition to this work, the project also

included milling/resurfacing of the roadway, undergrounding the overhead utilities, construction of new brick sidewalks,

upgrades for code compliance and ADA accessibility issues, and the installation of new lighting fixtures and aesthetic

streetscape improvements.

• The CRA began construction this summer on improvements to Southwest 13th Street as part of a comprehensive

effort to revitalize this important urban corridor. New streetscape elements and a makeover of the pedestrian overpass

will establish a signature roadway design and improve pedestrian convenience. The changes will help create a distinctive

environment to attract increasing numbers of customers to the evolving retail district now emerging along Southwest 13th

Street.

• Design was completed and a Request for Proposals (RFP) has been issued for the construction of three new homes in the

Fifth Avenue Model Block Project (see image above). Construction is anticipated to begin in early FY12. The Model Block

Project was conceived to help address the issue of vacant and abandoned properties in the Fifth Avenue/Pleasant Street

Redevelopment Area.

• A construction kickoff event was held in September 2011 to commemorate the Historic Depot Building’s significant role

in Gainesville’s past and to usher in its forthcoming role as the gateway feature at the entrance to the future Depot Park.

Reconstruction of the Depot’s exterior shell has begun and the interior build out will be completed after tenants have been

selected for the retail spaces.

• Following the construction of a shell building on Hawthorne Road last year, the CRA reached a lease agreement with

proposal winners, who are founders and owners of the Reggae Shack Café. With the assistance of a Grow Gainesville Fund

loan, the interior build out of the Southern Charm & Pie Factory is slated to being in early FY12, and the much anticipated

restaurant is expected to open in late fall 2012.

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General Services

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The General Services Department includes Fleet Management, Facilities Management and manages 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 1,467 vehicles. The department also provides custodial and construction

management services to all 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.

Key Accomplishments• Completed construction of three buildings: Public Works Administration, Fire Station no. 8 and the Senior Recreation

Center. These buildings were built to LEED Silver certification standards and built to withstand winds of up to 130 mph.

• Completed repairs and energy efficiency upgrades to several city facilities.

• Continued to purchase more fuel efficient vehicles for the city.

• Vacated the GPD Operations Building and relocated employees to other city-owned facilities. The replacement/

renovation process has been initiated.

The 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 Gainesville with a broad range of housing and community development programs and services. The neighborhood

planning portion works with individual neighborhoods to develop and assist in implementing neighborhood action plans.

Key Accomplishments• Approximately 50,526 low and moderate income persons benefitted from several public service programs that provided

senior services, youth programs, job training opportunities, food distribution programs, child care programs, child abuse

prevention programs and medical assistance programs.

• The HCD managed the Community Grant Program which awarded small grants totaling more than $109,000 to

44 Gainesville nonprofit organizations. These grants were used for a variety of projects including nutritional programs,

temporary shelter, supplemental utility payments, and tutoring and mentoring programs.

• Community Development Block Grant (CDBG) and HOME funds were allocated in the amount of $162,593 to 11

Service Stat ist ics • General Services completed

construction of three new

building, all of which are

LEED Silver certified.

• General Services repairs and

maintains more than 100 city-

owned buildings and the city’s

fleet of 1,467 vehicles.

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agencies/city departments to provide services and

assistance to the homeless. Additionally, other

homeless providers, outside partners and Alachua

County provided additional program funding in

the amount of $356,277 that was allocated to assist

3,179 homeless individuals and/or families.

• HCD managed programs administered by

two nonprofit agencies funding through the

Supportive Housing Programs totaling $203,947

for transitional housing 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. 

• A total of 51 low to moderate income households received funds to assist with housing units: CDBG funds rehabilitate

15 housing units and the HOME Program funds assisted 36 households.

• Forty-six homeowners received repair assistance through the Homeowner Rehabilitation Program, which helps correct

health and safety housing violations in a homeowner’s home: 21 were assisted with major rehabilitations, five families were

assisted with minor rehabilitations and 20 families were assisted with roof replacements.

• A CDBG-R grant in the amount of $371,003 funded a public infrastructure project located in the Duval Neighborhood.

The project provided roadway pavement restoration/reconstruction with concrete curbs and gutter, including a stormwater

management system.

• Seven first-time homebuyers received down payment assistance with the purchase of a new or existing home.

• Four homeowners received assistance to help save their homes from foreclosure through loan modification, forbearance

agreements and/or financial assistance to bring their mortgage current.

• More than 314 families 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.

• In North Lincoln Heights, three picnic tables and benches were installed near the playground in Lincoln Park. In the

Stephen Foster neighborhood, two park benches were installed in shady areas next to a neighborhood park and five speed

humps were converted to speed tables to help manage traffic control issues safely and efficiently.

• Staff managed the contract with the consultant that completed the blight findings study for the Eastside Community

Redevelopment Agency Area Expansion.

Service Stat ist ics • More than $5 million was used

to assist more than 3,000 homeless

individuals/families

• 21 families received substantial

housing repairs; five families received

moderate housing repairs

• 50,526 low and moderate income

individuals benefited from programs

that provided senior services, youth

programs, medical assistance, etc.

The mission of the Department of Parks, Recreation and Cultural Affairs (PRCA) 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. Through its services, programs and

facilities, the department continues to work closely with the city’s established strategic goals and initiatives throughout all

levels of its operations, particularly in the development and delivery of programs and services for youth and seniors, as well as

in the infrastructure and transportation areas with its capital projects at parks and land acquisition.

In November 2008, voters in the City of Gainesville and Alachua County approved the Wild Spaces-Public Places

referendum. This measure provided for protection of drinking water sources; the water quality of rivers, lakes and streams;

wildlife habitat; environmentally sensitive lands, natural areas and forests; and also provided for the creation, improvement

and maintenance of parks and recreational facilities. The initiative was funded through a half-cent local government

infrastructure surtax for a two-year period; collections began January 1, 2009 and ended on December 31, 2010.

Cultural Affairs Division• Nearly 80 cultural events for the community were hosted at the Thomas Center, including dramatic performances,

recitals, concerts and plays.

• The November 2010 Downtown Festival & Art Show was an outstanding success, and is hailed as north central Florida’s

premier fall festival of the arts. In September 2011, Sunshine Artist magazine placed it at no.16 on its list of the best art

festivals in the nation and Greg Lawler’s Art Fair SourceBook included the show in its list of the nation’s top 100 fine art

festivals.

• In February 2011, the Hoggetowne Medieval Faire had more than 48,000 attendees, and more than 54 percent of those

who attended the faire came from outside the county, helping stimulate our local economy.

• The “Free Fridays” Concert Series had another very successful season packing the Bo Diddley Community Plaza with

thousands for its 24 concerts that ran from May through mid-October 2011.

• The Thomas Center Theatre for Young Audiences performed “The Commedia Tales of King Arthur,” which was

critically acclaimed and played to capacity audiences for its run of ten performances.

• The October 2010 Heart of Florida Asian Festival drew an estimated crowd of 8,000 to the Thomas Center and Gardens

to enjoy the rich arts and entertainment of many diverse Asian cultures.

Impro

ved Q

ual

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feParks, Recreation & Cultural Affairs

24

Service Stat ist ics • The Thomas Center hosted

nearly 80 community events.

• Sunshine Artist magazine

placed the Downtown Festival &

Art Show at no. 16 on its list of

the best national art festivals.

• Hoggetowne Medieval Faire

had over 48,000 attendees in

FY11, and more than 54% were

from outside Alachua County.

Ironwood Golf Course• During FY10, Ironwood Golf Course began implementing changes to the Ironwood Golf Course. Construction was

completed in October 2010, and Ironwood re-opened on Nov. 1, 2010. The project was finished on time and within budget,

and features redesigned greens, tees, bunkers, an enlarged driving range tee and the addition of a chipping green with a

practice bunker. Under the greens, drainage was installed which makes the greens some of the best draining and most

consistent putting surface in the region.

• Ironwood now has four sets of tees and the course can be played from 6,707 yards, a challenge for even the most skilled

golfer.

• Ironwood continues to host more than 50 civic and charity fundraising golf tournaments per year. High school golf teams

from all over the county use the facility for their practice, matches, district and regional championships. Ironwood also

continues to serve as a venue for Special Olympics golfers and their companions.

• The average revenue per round of golf has increased from $20.25 per round in FY09 to $27.31 in FY11, a 34.9 percent

increase. The $5 surcharge per round will more than cover the $98,000 in debt service. Course renovations are funded by a

surcharge that is paid by the golfers who use the course. No tax dollars were used for the renovation project.

Nature Operations• The Natural Resources Management Team completed a number of nature park improvements (see “Capital Projects”

section), working carefully with nearby community residents to ensure minimal disruption to park users and adjacent

neighborhoods.

• Using Wild Spaces-Public Places funding, the Natural Resources Management Team worked toward completing the

acquisition of 87 acres adjacent to the Flatwoods Conservation Area for conservation purposes. The acquisition will take

place during the first quarter of FY12.

• The Natural Resources Management Team, together with Public Works, completed improvements to Duval Park

including a new playground, signage, pavilion and picnic tables, observation deck, boardwalks and trail.

• The Urban Forestry Management Team planted more than 375 trees through the Tree-mendous Gainesville program

and secured the planting of more than 700 mitigation trees for tree removal permits to replenish Gainesville’s urban forest.

In addition, the team reviewed development plans that proposed the removal of 2,221 trees, the replanting of 2,234 trees and

the donation of nearly 1,500 trees to the city’s tree fund.

Recreation Division• Attendance at the three city pools increased more than 38 percent during FY11, from 69,315 in summer 2010 to 95,781

in summer 2011. In addition, revenue from aquatics programs increased from $167,737 in the summer of 2010 to $203,287

Impro

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25

Service Stat ist ics • The average revenue per

round of golf at Ironwood

increased from $20.25 per round

in FY09 to $27.31 in FY11, a

34.9% increase.

• The Urban Forestry

Management Team planted

more than 375 trees through

the Tree-Mendous Gainesville

program.

in 2011, a 21 percent increase. Over the last three years, pool attendance has increased 87 percent, while revenue has

increased by 50 percent.

• The Recreation Division hosted the fourth Summer Heatwave Basketball league and “Operation Respect Yourself”

events in summer 2011, serving more than 450 participants and several hundred spectators.

• The division served more than 200 children in the 2011 recreational summer camp program, retaining consistent

participation levels from 2010 to 2011.

• In FY11, nearly 10,000 community members benefited from the environmental and cultural history educational and

interpretive programs, including school and outreach programs, special events, public programs and Earth Academy Day

Camps.

Capital Improvement ProjectsPRCA continues to develop and complete capital projects funded by the citizens of Gainesville and Alachua County in the

Wild Spaces-Public Places (WSPP) half-cent surtax initiative. Collections concluded on December 31, 2010, and completion

of all City Commission approved projects is targeted for 2012. PRCA continues to participate in the citizen advisory board

meetings of the Wild Spaces-Public Places Citizens Oversight Committee, which reviews all Alachua County expenditures

of WSPP funds. Some WSPP capital projects completed during FY11 include:

• renovations to the roof and HVAC system and an interior upgrade at Rosa B. Williams Center

• the installation of pre-fabricated restrooms at Cofrin Nature Park

• replacing the boardwalks at Alfred A. Ring Park and installing shade structures at Possum Creek Park

• removal and replacement of paved path at Northeast Park, along with installation of lighting control system

• fence replacement at Lincoln Park, as well as restroom and parking lot renovations

• new tennis hut at Albert “Ray” Massey Westside Park

• completed construction of the City of Gainesville/Alachua County Senior Recreation Center, which will provide

programs and services through ElderCare of Alachua County

Impro

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26

Service Stat ist ics • Attendance at the city’s three

pools grew from 69,315 during the

summer of 2010 to 95,781 during

the summer of 2011, a 38 percent

increase.

• More than 200 children

attended recreational summer

camps in FY11.

City 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)

• State Housing Initiatives Partnership (11 members: city residency required)

• Tree Advisory Board (5 members)

• Tree Board of Appeals (3 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)

Advisory Boards & Committees

Citi

zen

Engag

em

ent

27

• Attendance at the city’s three

pools grew from 69,315 during the

summer of 2010 to 95,781 during

the summer of 2011, a 38 percent

increase.

• More than 200 children

attended recreational summer

camps in FY11.

Photographers of varying levels of experience participated in the Third Annual Gainesville Photography

Contest. Pictures that were submitted express the growth and vitality of Gainesville as a special place to live,

work and play, and depict Gainesville’s physical and natural beauty and the unique characters that reside in

Gainesville. We are please to present some of those photographs throughout this report.

A 2012 calendar containing all finalists can be found on our website at www.cityofgainesville.org.

The photographs in this report were part of the Third Annual Photography Contest, or were taken by

various city staff.

Photography

28

The photography contest photos included in this report are:

“Alien Abduction,” Deborah Wilbanks (first place, cover), “Kelly Power Station,” Laurel Housden (honorable

mention, p. 9), “Thomas Center Shadows,” Cheryl Slechta (second place, p. 15), “Blue Moon Over Old

Historic Inn,” Carolyn Stevens-West (grand prize winner, p. 28), “Baughman Center,” Miguel Palaviccini

(p.28), “University of Florida Bat House,” Miguel Palaviccini (p. 29), “Waterfall,” JD Wright (third place, p.

29), “Autumn,” Brigitta Cuadros (p. 28), “Hot Mail,” Carolyn Stevens-West (honorable mention, p. 28), “Just

Another Peaceful Day,” Hao Zhang (p. 29), “I Still Believe - Frank Turner,” Nicole Kibert (p. 29) and “Great

Grandpa Calculating MPG (miles per grandchild),” Doreen Blake (p.29).

29

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 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 decreased to 8.1 percent

as of September 2011. This rate is lower than the

state’s unemployment rate of 10.6 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 46,798 to

48,653.

Financial Highlights of the YearAt the end of the current fiscal year, the undesignated, unreserved fund balance in the General Fund was $16,240,213 (figure 1).

General Fund revenues exceeded expenditures for the fiscal year by $5,493,654 (table 2). The city’s total bonded debt (excluding

Resp

ons

ible

Fis

cal Polic

y

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 ImprovementPlanning & 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

2011

$ $23,066,872 11,155,355 5,216,204 1,890,084

832,815

2,612,454 6,275,308 2,059,926

4,446,428 2,720,167 1,264,962 1,202,555

35,232,540 5,460,894

103,436,564

1,096,183 1,367,404

335,136 345,274 537,076 765,399 467,821

1,477,034 1,831,591 2,448,095

504,173 9,143,382

30,270,883 14,354,901 3,419,786 2,012,493 6,649,280 1,188,789

4,351 324,465

3,655,957 10,075,474 5,509,391

97,784,338

5,652,226 15,316,662

$20,968,888

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

532,1568,615,197

29,409,35314,456,7713,752,5842,018,5237,084,6601,261,997

5,261355,501

3,235,1789,666,4675,357,203

97,605,040

888,85114,427,811

$ 15,316,662

Gen

eral

Fun

d -

Rev

enue

s &

Exp

endi

ture

s as

of

Sep

t. 30

, 201

1 an

d 20

10

Table 2: General Fund Revenues and Expenditures

Financial Reporting

30

debt belonging to GRU) decreased by $9.2 million or 5.6 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, 2011, which was the end of the city’s fiscal year (table 1).

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

Capital Assets (table 3 and figure 4) 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

2010

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

3,758,822611,847

4,370,669

82,943

410,1513,463,521

773883,119

10,476,155$ 15,316,662

Assets

Cash and Investments

Other Assets

Total Assets

Liabilities

Accounts Payable and Accrued Payroll

Other Liabilities

Total Liabilities

Fund Balance

Reserved:

Encumbrances

Long-term Receivables:

LifeQuest and PC Loans

CRA Notes

Other Long-term Receivables

Other Reservations

Unreserved/Undesignated

Total Fund Balance

2011

$ 13,264,63611,329,91724,594,553

3,039,190586,475

3,625,665

34,962

205,6543,256,709

- - - 1,037,625

16,433,938$ 20,968,888

General Fund - Balance Sheetas of Sept. 30, 2011 and 2010

Table 1: General Fund Balance Sheet

Figure 1: General Fund - Fund Balance

3.87

0.97

10.48

GENERAL FUND - FUND BALANCE

2011 2010

3.46

1.07

16.43

$ M

ILLIONS

Unreserved

Reserved-Others

Reserved-LT Receivables

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ons

ible

Fis

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31

0

1

2

3

4

5

MILLA

GE

RAT

E

6Trend in Millage Rates

Figure 2: 10-Year Trend in Millage Rates

Resp

ons

ible

Fis

cal Polic

y 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.

Capital Projects Funds

account for financial resources

to be used for the acquisition of

or construction of major facilities

or improvements (figure 5).

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

2010.

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.

Capital Projects - Fiscal Year 2011 General Government Expenditures in

Capital Projects Funds

New Construction &

Renovations - $9.5 million

Roads & Drainage -

$2.5 million

Recreation Facilities &

Equipment - $2.6 millionEquipment & Computers -

$0.5 million

Figure 5: Capital Projects for Fiscal Year 2011

General Government Capital Assets* as of Sept. 30, 2011

Land - $33.7 million

Buildings -

$34.4 million

Improvements -

$7.2 million

Machinery & Equipment -

$27.1 million

Infrastructure -

$70.2 million

Construction in

Progress -

$41.2 million

Figure 4: General Government Capital Assets

*excluding Gainesville Regional Utilities

32

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 $426.7 million on Sept. 30, 2011.

They experienced declines in net assets during FY11 due to the

economy downturn in the economic markets.

Debt AdministrationThe city’s required principal and interest payments on outstanding

debt were remitted timely and in full during fiscal year 2011. The

city’s total bonded long-term liabilities at the end of the current

fiscal year were $154.7 million, which excludes all debt belonging

to the utility (table 4). The city has approximately $9.94 million of

this debt due during FY12.

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.

Governmental Activities Business-type Activities Total2011 2010 2011 2010 2011 2010

Land $ 28,536,866 $ 27,586,848 $ 5,163,459 $ 5,093,246 $ 33,700,325 $ 32,680,094 Buildings 29,369,743 27,715,524 5,072,851 4,170,781 34,442,594 31,886,305Improvements 4,942,548 4,513,754 2,254,594 1,121,163 7,197,142 5,634,917

Machinery & Equipment 11,123,665 12,402,811 15,949,812 16,872,415 27,073,477 29,275,226Infrastructure 61,224,340 62,439,231 9,010,318 8,354,234 70,234,658 70,793,465Construction in Progress 34,726,880 22,853,234 6,492,065 7,965,334 41,218,945 30,818,568Total $ 169,924,042 $ 157,511,402 $ 43,943,099 $ 43,577,173 $ 213,867,141 $ 201,088,575

General Government Capital Assets*as of Sept. 30, 2011 and 2010 (Net Depreciation)

Table 3: General Government Capital Assets

*excluding Gainesville Regional Utilities

0

5

10

15

20

25

$ M

ILLIONS

Property Tax Revenues

Figure 3: Property Tax Revenues

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ons

ible

Fis

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33

2011 2010

Increase (Decrease)

Governmental Activities:Revenue Bonds $ 54,567,220 $ 58,637,220 $ (4,070,000)

Pension Obligation Bonds 83,567,113 84,753,616 (1,186,503)

OPEB Obligation Bonds 16,595,000 20,555,000 (3,960,000)

Governmental Activity Bonded Long-Term Liabilities $ 154,729,333 $ 163,945,836 $ (9,216,503)

Bonded Long-Term Liabilities - General Governmentas of Sept. 30, 2011 and 2010

Table 4: Bonded Long-Term Liabilities for General Government

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.

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Contacting The CiTy

Assistant City Managers

334-5010

Budget & Finance

334-5054

http://finance.cityofgainesville.org

City Attorney

334-5011

http://attorney.cityofgainesville.org

City Auditor

334-5020

http://auditor.cityofgainesville.org

City Commission

334-5016

http://commission.cityofgainesville.org

City Manager

334-5010

http://ctymgr.cityofgainesville.org

Clerk of the Commission

334-5015

http://clerks.cityofgainesville.org

Code Enforcement

334-5030

http://ce.cityofgainesville.org

Communications Office

334-5017

http://communications.cityofgainesville.org

Community Redevelopment Agency

334-2205

www.gainesvillecra.com

Equal Opportunity

334-5051

www.gainesvilleequalopportunity.org

Fire Rescue

334-5078

http://gfr.cityofgainesville.org

Gainesville Regional Utilities

334-3400

www.gru.com

Housing & Community Development

334-5026

http://hcd.cityofgainesville.org

Human Resources

334-5077

http://hr.cityofgainesville.org

Ironwood Golf Course

334-3120

http://ironwood.cityofgainesville.org

Parks, Recreation & Cultural Affairs

334-5067

www.cityofgainesvilleparks.org

Planning & Development Services

334-5023

http://planning.cityofgainesville.org

Police

334-2400

www.gainesvillepd.org

Public Works

334-5070

http://pubworks.cityofgainesville.org

Regional Transit System

334-2600

www.go-rts.com

Risk Management

334-5045

http://risk.cityofgainesville.org

Solid Waste

334-2330

http://solidwaste.cityofgainesville.org

Traffic Operations

393-8155

http://traffic.cityofgainesville.org