2008 Citizen’s Report

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ayor Dear Gainesville Citizen:

The Citizen’s Report is published annually to provide an overview of the city’s fi scal health, information on municipal service delivery and insight into major accomplishments and upcoming goals. On behalf of the Gainesville City Commission, thank you for the opportunity to work with you to strengthen this great city. More so than ever, our goal is to meet the needs of today’s residents, while both literally and fi guratively planting seeds that will grow to better sustain our community’s children, grandchildren and future generations.

Gainesville’s standing as a regional center for higher education, health care, commerce, environmental protection, arts, cultural diversity, athletics and innovation is secure and expanding well beyond north central Florida. Our population, municipal boundaries and public infrastructure are also increasing. The rate of private investment remains steady compared to other similarly sized cities in Florida, despite a very challenging fi scal climate. Most importantly, our citizens continue to demonstrate their desire and ability to meet our community’s needs and aspirations.

On the heels of the constitutional amendment reducing property tax revenues, passed by voters in January 2008, local governments throughout Florida were adversely affected by a national economic recession characterized by decreased property tax and sales tax revenue and a fl attening of state shared revenues. Some have described this confl uence of events as a “perfect fi scal storm,” which necessitated increasingly diffi cult decisions concerning city services. Our staff has had to adjust, and in some cases reduce, our service delivery to maintain a balanced budget. While we did cut nearly $2 million in programs, services and contracts from our budget, we have also found more resourceful ways of providing our citizens with service levels they have come to rely on.

In November 2008, our citizens said “yes” to efforts protecting land, water and natural resources and “yes” to improving our quality of life by sustaining our healthy parks and recreation system. Gainesville and Alachua County residents voted to tax themselves by passing a half-cent “Wild Spaces and Public Places” sales tax to ensure that our community will continue its time-honored tradition of support for the conservation of environmentally-sensitive lands, and for improvements that will maintain a quality park system as an essential part of a strong and effective municipal operation. Clearly there are signifi cant challenges that stand between Gainesville today and our shared vision for a healthier, greener tomorrow. However, Gainesville has always led with a fi rm commitment to sustaining our environment through education and action.

Our residents also recognized the need to support our local schools and, again in November 2008, citizens voted to approve an increased school tax rate to accomplish that goal. Together you and your city are leading change today for a greener and healthier tomorrow. We continue to invite your valuable participation, perspectives and ideas on how we can make our city government more responsive to you. As you examine this report, please write down your thoughts or comments and send them to us so that we can use them to assess our current programs and future opportunities.

We are grateful for the opportunity to work to change our community today for a healthier and greener future, and we thank you for your commitment to work with us toward that goal.

Warmest Regards,

Pegeen Hanrahan Mayor

Mayor Pegeen Hanrahan

table ofCONTENTSLetter from Your Mayor.....................inside front coverYour City............................................................................2Your Government............................................................2Your City Commission...................................................2Organizational Chart......................................................3Voting Districts Map........................................................3Letter from Your City Manager......................................4Your Charter Officers....................................................5Planning & Development Services..............................7Public Safety.......................................................................7Infrastructure & Transportation....................................9Neighborhood Improvement......................................11Quality of Life.................................................................13Government Effectiveness...........................................15Financial Condition & Reporting................................18Citizen Advisory Boards & Committees..................21City Contact Information...........................back cover

About this RepoRtThis report was prepared to inform residents about the City of Gainesville, its operations, services, programs and financial condition. It is suitable for those readers who 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.

The photo on the cover of this report is the fountain on Newberry Road that is located in front of Fire Station 4. The fountain was built by the Florida Department of Transportation as a retention pond enhancement to benefit Gainesville. Since its completion, the City of Gainesville has maintained the pond.

The cover was photographed by Katharine Forbes. Other photographs found within this report were photographed by Tom Tripp, James Scott and other city staff. The report was created by the City of Gainesville Communications Office. 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. VI

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S VISIONThe City of Gainesville will set the

standard of excellence for a top ten mid-sized American city; recognized

nationally as an innovative provider of high quality, cost-effective services.

MISSIONWe are committed to providing

exceptional services that enhance the quality of life for the

Gainesville community.

VALUESIntegrity: We will be open, honest and

honor our commitments.

Diversity: We will maintain a viable workforce that reflects our community.

Teamwork: We will work cooperatively to build and maintain productive

working relationships.

Citizen and Customer Satisfaction: We will strive to meet our citizens’ and

customers’ needs in a professional and courteous manner.

Quality: We will aspire to the highest level of excellence in our products

and services.

Financial Accountability: We will provide responsible stewardship of the

City’s assets and resources.

Sustainability: We will meet the economic, social, institutional and

environmental needs of current citizens without compromising the ability of future citizens to meet their own.

Communication: We will communicate effectively with our citizens, our

customers and the community at large.

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Your CityThe City of Gainesville, Florida is the county seat and the largest city in Alachua County. The city was founded in 1854 and incorporated in 1869. There are approximately 60 square miles of land inside the corporate boundaries of the city. As of April 2008, the city’s population was estimated at 124,491 by the Bureau of Economic and Business Research at the University of Florida.

Gainesville is home to the University of Florida, the state’s leading research institution, and Santa Fe College, a provider of excellent professional and vocational education. Gainesville has one of the largest medical communities in the southeastern United States, and is a center for commerce, art and culture in north central Florida.

Your GovernmentYour government has operated under a Commission-Manager form of government since 1927. The City Commission is responsible for enacting the ordinances and resolutions that govern the city. The City Manager, who is appointed by the City Commission, is responsible for the operations and management of all departments of city government, except those controlled by other charter offi cers. The City Manager implements the policy directives of the City Commission. The current organizational structure is depicted on the following page.

Gainesville provides its residents with a wide variety of municipal services, including police and fi re protection, comprehensive land use planning and zoning services, code enforcement and neighborhood improvements. Construction and maintenance of the city’s infrastructure are signifi cant, ongoing services, as well as the planning and operation of the traffi c 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 city departments under the direct supervision and leadership of the City Manager. Gainesville owns and operates regional electric, water, wastewater, natural gas and telecommunication systems. The General Manager of Utilities, who reports directly to the City Commission, oversees utility operations.

The city’s fi nancial 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 fi duciary 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 fi nance those services and programs.

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Left to right: Commissioner Thomas Hawkins (At-large), Commissioner Scherwin Henry (District 1), Commissioner Jeanna Mastrodicasa (At-large), Mayor Pegeen Hanrahan (At-large), Commissioner Craig Lowe (District 4), Commissioner Lauren Poe (District), Mayor-Commissioner Pro-Tem Jack Donovan (District 3).

Your City CommissionDuring fi scal year 2008 (FY08), 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 in this report 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 offi cers, whose functions are described on the following pages.

The City Commission previously identifi ed 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 FY08, your City Commission was committed to the following goals: public safety, economic development and redevelopment, human capital, government effectiveness and fi scal responsibility, infrastructure and transportation, neighborhoods, environmental and partnerships.

Left to right: Commissioner Thomas Hawkins (At-large),

Each year, your City Commission sets goals for the upcoming year at Strategic Planning Retreats.

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City of GainesvilleOrganizational Chart

Gainesville Citizens

City Commission

Clerk of theCommission

Gen. Managerfor Utilities

City Auditor City Attorney City Manager Equal Opportunity

Planning &Development Services

AssistantCity Manager

AssistantCity Manager

AdministrativeServices

Gainesville PoliceDepartment

Legislative & GrantsCoordinator

Communications Office

Fire Rescue

Parks, Recreation and Cultural Affairs

Public Works

Liaison to educational institutions

Liaison to outside agencies

Code Enforcement

Community Redevelopment Agency

General Services

Housing & Community Development

Neighborhood Planning

Building

Economic Development

Planning

Budget & Finance

Human Resources

Information Technology

Risk Management

Strategic Planning

City of GainesvilleVoting Districts

NW 39 Ave

NW 31 Ave

NW 34

NW

43S

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23Blvd

NW 16 Blvd

NW

34S

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US441

NW 23 Ave

NW

55S

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NW 16 Ave

SR12

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SR 232

SW 2 Ave

SW20 Ave

Archer Rd

16SW

SW34

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24 Ave

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I-75

NE 16 Ave

NE 23 Ave

NE 39 Ave

NE 39 Ave

NW

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SR26

SR24

SE15

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Depot Ave

NE 8 Ave

E University Ave

SE11

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SR 20

SE27

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NW 53 Ave

NW

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SR S329B

NE

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SW 62

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NW 8 Ave

SR 331

Wal

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W University Ave

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US 441

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SR121

CR23

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01/29/08 File: City_Commission_Districts_2008_8.5x11This map is for informational purposes only. Do not rely on this map for accuracy of dimensions, size or location. The City of Gainesville does not assume

responsibility to update this information or for any error or omission on this map. For specific information, you are directed to contact the City of Gainesville, Florida.

Prepared by the Planning Department - GIS Section 11-20-2008

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Dear Citizen:In a year of unprecedented fi scal challenges and changes of historic proportions, many organizations are engaging in a healthy self-examination of long-held practices with an eye toward changing for the better. However, as British theologian Richard Hooker once stated, “Change is not made without inconvenience, even from worse to better.”

In spite of that observation, your city government is well into a transformational process that began in advance of current fi nancial impacts on municipal governments in Florida. City employees are rising to the challenge of accepting responsibility for improving services to each citizen, home and neighborhood in our community. As a result, in comparison to many other cities across the state in 2008, Gainesville was relatively well-positioned to cope with revenue decreases that fund our General Fund budget.

However, forecasts of anticipated revenues for fi scal year 2009 and beyond indicate that we will face substantial new challenges to our ability to provide innovative, responsive and cost-effi cient services to our community. As City Manager, I challenge every city employee to work diligently to implement directives that will help the organization to achieve the strategic goals of the City Commission.

Current fi nancial projections will make this an extremely formidable task. Last year when voters approved the January 2008 property tax amendment to the State of Florida Constitution, our City Commission demonstrated exemplary leadership in setting priorities to assist planning by city staff. We were able to successfully close a nearly $4 million budget defi cit. This year, the challenge may be as great. However, recent developments should ease concerns about our community’s commitment to protecting our sensitive lands, pursuing a sustainable energy policy and improving our system of active and passive parks and trails.

In November 2008, city residents voted to approve the Alachua County tax initiative Wild Spaces & Public Places Environmental Lands, Parks and Recreation One Half-Percent Sales Tax. The initiative will provide additional funding to acquire environmentally sensitive lands and improve our park system infrastructure. Some of the benefi ts you will be able to enjoy because of this initiative are recreation facility improvements, land restoration at city parks, additional fencing and lighting, boardwalk replacements and upgrades to parking lots and restrooms. These are just a few of the proposed projects that have already received initial approval from the City Commission.

This report details our progress on a number of other fronts, including downtown redevelopment; investments in human capital; public infrastructure and improved energy conservation efforts. City buildings have been retrofi tted to operate more effi ciently and reduce energy costs. Phase I of a new traffi c management system has been launched, enabling improved traffi c fl ow through signal synchronization and RTS buses on the UF campus now use biodiesel fuel to protect our environment, while lowering fuel costs.

We hope you will review this report with a sense of pride in your city government’s accomplishments, this year and with confi dence in the leadership at the City of Gainesville to deliver on its promises. This report is also available to download online in a portable document format (pdf). As always, I am very interested in your comments regarding this report of city services. Please email your comments to gainesvillepio@cityofgainesville.org or call 334-5017.

With appreciation,

Russ Blackburn City Manager

City Manager Russ Blackburn

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rsCity ManagerThe City Manager is the administrative offi cer of the city government, responsible for the operation of all departments, except those under the direction of other charter offi cers. The City Manager’s Offi ce oversees all general government programs and services; enforces all city laws, ordinances and policies; acts as purchasing agent for the city; prepares the budget and performs other duties as assigned by the City Commission. These tasks are accomplished through the selection and supervision of the Assistant City Managers, Administrative Services Director, Planning and Development Services Director, Police Chief and Grants/Legislative Coordinator. The two Assistant City Managers oversee assigned operational departments (including Fire Rescue, Neighborhood Improvement, Public Works, Communications and Marketing and Parks, Recreation and Cultural Affairs) and serve as project managers to specialty teams.

City AuditorThe City Auditor’s Offi ce 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 Offi ce helps hold our government accountable for the stewardship of public resources and continually focuses on ensuring that city operations are utilizing limited resources effectively and effi ciently to provide quality services to the citizens of Gainesville. 2008 highlights include:

Reviewed fl eet-related fuel expenses incurred by city • departments, providing recommendations for improved management controls and increased accountability and cost-effectiveness regarding the city’s utilization of fuel. Assessed the reliability and effectiveness of the Housing • Division’s performance measurement program, providing recommendations for improvement. Evaluated management controls utilized within Gainesville • Regional Utilities to ensure that coal contract expenditures are effectively managed. Administered the city’s contract with external auditing • fi rms, as required by the City Charter, to conduct an annual fi nancial audit of the city’s activities. Worked with the City Attorney, City Manager and Clerk • of the Commission to develop and implement the City of Gainesville’s Lobbyist Registration Act, which sets forth requirements for lobbyists who engage in efforts to infl uence City Commissioners or board members of the CRA on matters within Commission or CRA jurisdiction.

City AttorneyThe City Attorney is appointed by the City Commission. The City Attorney’s Offi ce provides legal counsel and advice to the City Commission, Charter Offi cers, all city departments and its city boards and committees, as well as the Community Redevelopment Agency. Day-to-day operation of the city requires attorneys to interpret and apply state and federal statutory and case law and the City Code to specifi c factual situations. The City Attorney’s Offi ce also negotiates and approves contracts, settlements, bonds and other legal instruments; researches legal issues; prepares ordinances and resolutions and adjusts claims made against and by the city.

The City Attorney’s Offi ce prosecutes and defends all lawsuits for, and on behalf of, the city in state and federal courts, as well as administrative tribunals. Among other things, lawsuits may allege negligence by city employees (e.g. automobile accidents, maintenance of city property, etc.), violations of civil rights, inverse condemnation and unconstitutionality of city ordinances. The Offi ce also defends challenges to zoning laws, development regulations, quasi-judicial decisions, employment actions and claims for workers’ compensation. The City Attorney’s Offi ce forecloses city liens and mortgages, and collects money owed to the city.

Clerk of the CommissionThe Offi ce 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 Offi ce maintains the city’s vital records, ordinances and resolutions and is custodian of the City Seal. The Offi ce also publishes the city’s notice of public meetings, facilitates appointments to the City Commission advisory boards and committees, publishes legal notices, records offi cial documents and provides research for information requests for public records. 2008 highlights include the implementation of the Lobbyist Registration Act. This requires lobbyists, who communicate with City Commissioners or 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 Offi ce prior to engaging in lobbying.

Equal Opportunity DirectorThe Offi ce of Equal Opportunity works to promote equality and opportunities for each citizen, ensuring they have access to, and are able to enjoy, all that Gainesville has to offer. The Offi ce accomplishes this by resolving discrimination complaints through effi cient enforcement of equal opportunity laws and policies. The Offi ce of Equal Opportunity is responsible for receiving and investigating complaints of discrimination alleging unlawful practices in employment, housing, credit or public accommodations within Gainesville’s city limits. 2008 highlights include:

Initiated a “Change Team” to develop an action plan • that addresses institutional racism in the Gainesville community. Worked with citizens to add gender identity and expression • to the city’s discrimination ordinance and policies.

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Artist’s rendering of Fire Station 8.

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Worked with concerned citizens to incorporate domestic • partners into the city’s Code of Ordinances. Initiated a media campaign to deliver a message about the • rights and responsibilities concerning equal opportunity to an expanded audience. Presented a resolution - “A City Platform” - for • strengthening families and improving outcomes for children and youth in the community. Held, participated in and sponsored events such as the • ADA Expo and Anti-Racism Coalition Conference.

General Manager for UtilitiesThe General Manager for Utilities oversees the operations of the city’s utilities system, Gainesville Regional Utilities (GRU). GRU provides electric, natural gas, water, wastewater and telecommunications services to more than 90,000 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, including police and fi re protection and parks and recreation. A state leader in energy effi ciency goals with a planned 10 percent reduction in energy use by 2015, GRU recognizes the need to meet the future energy needs of our community with reliable and affordable service, while preserving natural resources for generations to come. 2008 highlights include:

In May 2008, the City Commission gave approval for • GRU to begin negotiations with Nacogdoches Energy, LLC to help meet the community’s future energy needs through a 100-megawatt biomass-fueled electric generating unit. The new facility will be known as the Gainesville Renewable Energy Center, LLC, and will be located at GRU’s Deerhaven Generating Station. The new unit will be fueled by wood waste from forestry operations, which is abundant in this area. Wood waste is considered carbon neutral, and therefore will provide

environmental and regulatory benefi ts as well as being an economical fuel.The $141 million construction project to install air • emissions controls on Deerhaven’s 235-megawatt coal-fi red electric generating unit saw signifi cant progress in 2008. The project will allow GRU to use a lower cost coal to reduce fuel costs for customers, while reducing emissions in the production of power. Construction should be complete in March 2009 with the new system fully integrated and operational in May 2009.GRU’s South Energy Center will be available to provide • 100 percent of the new Shands at UF Cancer Hospital’s energy needs in December 2008. The 4.2 megawatt facility utilizes the most effi cient modern technology to burn environmentally-friendly natural gas for providing electricity, steam, chilled water for air-conditioning and backup power for emergencies. It will be the fi rst facility of its kind in the eastern United States.Rebates have been at the heart of GRU’s conservation • initiatives this past year, with GRU offering a wide range of incentives to encourage conservation, including solar electric systems, solar water heaters, natural gas appliances, more effi cient HVAC systems, duct repair and other effi ciency measures. Custom rebates are available for businesses. GRU also offers special programs such as refl ective roof coating for mobile homes, Energy Star® affordable housing, refrigerator buyback, energy effi ciency loans and many more. Permit approval was received from the Florida Department • of Environmental Protection in May 2008 for GRU to begin remediating the soil contamination caused by a private manufactured gas plant once located near the site for the new Depot Park. In September 2008, the historic Depot Building, which was constructed in 1907, was temporarily moved so that soil remediation could take place. After remediation, the building will be returned and renovated as part of the new park.Two new customer conveniences were instituted this • year. 1) Customers can now save time and gas by visiting 29 new payment centers located at convenience stores throughout GRU’s service area. 2) Customers now have the option of picking their own bill due date to help manage their fi nances.Tropical Storm Fay gave GRU the chance to test out the • new “Responder” outage management system. The storm caused 118 outages affecting 20,000 customers. Using Responder and crews of dedicated employees, the average time a customer spent without power was only one hour. GRU became the fi rst telecommunications provider in • Florida to be certifi ed as a fi ber to the home (FTTH) provider. Fiber optic cable going all the way into the home is a technology that increases bandwidth, property value and may help keep cars off the road by expanding the potential of telecommuting.

Deerhaven Retrofi t: The new air emissions controls on Deerhaven’s coal-fi red Unit 2 will allow GRU to burn less expensive coal while meeting clean air standards, which should lower fuel costs for customers and help to protect the environment.6

Each year, Equal Opportunity Director Jimmie Williams, and other staff, speak at a number of events, such as the Race Summit.

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The Planning and Development Services Department is comprised of three operational areas: Planning, Economic Development and Building Inspection. Planning is responsible for all current and long-range city planning activities including the Geographic Information Systems (GIS) application and the Historic Preservation Program. Economic Development works to facilitate urban development and redevelopment citywide and through various programmatic activities including: nurturing and developing local enterprises (through Gainesville Technology Center and Small Business Development Activities); retention and expansion of the economic base (Gainesville Enterprise Zone) and attracting new business ventures to the community (via Economic Development Incentives and the Airport Industrial Park). Building Inspection functions to promote public safety in construction activities by enforcing applicable building, electrical, plumbing, mechanical, fi re prevention and life safety codes citywide. Planning and Development Services manages the First Step Development Assistance Center designed to provide a convenient one-stop location for review of applicable code requirements for prospective projects. 2008 highlights include:

The Gainesville Technology Center (GTEC) is at • approximately 93 percent capacity, housing eight to 10 companies with a total of approximately 60 employees. These companies have received up to $49 million in the form of revenues, investment capital and research grants while using the facility in the last three years. Land assembly for future development adjacent to the GTEC facility has been completed.Worked to facilitate economic development at the • Airport Industrial Park through resolution of pre-existing environmental conditions and development of remaining Airport Industrial Park land resources.Issued 8,288 permits for construction activity through • the Building Inspection Division, representing a total construction valuation of $3,736,059,827.Performed over 21,883 building inspections.•

Provided staff support to the Development Review • Board, which processed 39 cases; the Plan Board, which processed 72 cases and the Board of Adjustment, which processed 10 cases.Processed 577 requests for zoning compliance permits • through the Planning Division.Processed 72 Certifi cates of Appropriateness through the • Historic Preservation Section.Processed incentives through the Enterprise Zone program, • including over $900,000 in State of Florida tax refunds. This amounts to almost $20 million in real property investments within the Enterprise Zone.Supported activity in the Enterprise Zone program, • including coordination of Business Proclamations, the Student in Free Enterprise (SIFE) program and the Reichert House Institute for Youth Entrepreneurship (IYE) program.Hosted the fi rst Entrepreneurship Exposition connecting • business owners and aspiring entrepreneurs with various resources throughout the community.Worked to build Gainesville’s economy though • collaborative efforts to successfully attract the Acupuncture Clinic into downtown Gainesville.Administered the Small Business Procurement Program to • assist small and minority businesses in participating in city procurement, totaling $7 million with all local businesses.Worked with CRA staff and a consultant to build a master • plan for the GRU Maintenance Facility site.

College Park is a rapidly redeveloping mixed-use neighborhood just north of the University of Florida campus. It contains mid-century and newer housing, and a vibrant retail and commercial corridor along University Avenue.

The First Step Development Assistance Center provides a convenient, one-stop location where business owners, developers and other interested persons receive development and permitting information from several city departments at one time.

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Gainesville Fire RescueGainesville Fire Rescue (GFR) is an all-hazards department responding to medical, fi re rescue, hazardous materials, aircraft and service calls. On a monthly basis, GFR responds to over 900 medical calls and over 300 non-medical calls. The department staffs seven fi re rescue stations, including an airport fi refi ghting station, and operates fi ve engines, three aerial trucks, a two-person quick response squad and three aircraft fi refi ghting vehicles. Specialized training allows GFR personnel to provide urban search and rescue, and the hazardous materials team is available to serve an 11-county

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provide education to the community as part of our on-going efforts to improve the quality of life for Gainesville’s residents. 2008 highlights include:

Worked with Budget and Finance, Building Inspection • and Public Works staff on the construction project for Fire Station 8, which will be located at 3223 NW 42nd Ave. The GFR design team worked closely with the architect to ensure that the building will take advantage of cost-effective technology and green design components. This station will improve service levels in northwest Gainesville and will provide a location for crew training on the west side of town. The ability to leave units in west Gainesville will maintain response times, while saving fuel costs. Groundbreaking should occur in summer 2009. Worked with fi re engine manufacturer E-One to design and • build an aerial truck, Quint 8, which includes a low-sulfur emissions motor. Completed over 3,400 business safety inspections • including 60 night inspections downtown.Conducted over 200 business plans reviews.• Coordinated over 250 public education activities, • including visits by engine companies, station tours, fi re extinguisher training and Kiwanis Safety City programs.Conducted a training burn at 2035 NW 36th Ave. The • use of existing structures slated for demolition improves fi refi ghter preparedness, while saving on landfi ll volume. Conducted multi-company drills at the old Winn-Dixie site • on Southwest Archer Road prior to demolition.Worked with Alachua County public safety staff on the • computer aided dispatch replacement project, which will support a valuable technology upgrade in mapping and deployment of responding units.Worked with City Commissioners and community • representatives to evaluate implementing a special assessment for fi re services.Received funding from the FEMA Hazard Mitigation • Grant Program to retrofi t fi re stations with storm resistant shutters on windows and other openings. The addition of debris screens will also reduce the amount of heat that

reaches the windows by 90 percent, helping to reduce air conditioning costs. Replaced the roof at Fire Station 2.• Expanded the amount of training material that can be • delivered in stations to reduce the amount of fuel and travel time needed to complete required training.Assessed the types of vehicles used by inspectors and • other personnel, and developed a plan to replace some pick-up trucks with cars to reduce fuel and other expenses.Eliminated one full-time position for public education/• public information offi cer (PIO) and began working with Alachua County Fire Rescue staff to hire a joint PIO, who can support the public information function for the city and the county, reducing personnel costs.Reduced fi refi ghter hiring processes from two processes • per year to one process per year to reduce hiring costs.Developed a utility review management tool that • facilitates management oversight of utility usage at all nine buildings.

Gainesville Police DepartmentThe Gainesville Police Department is a full-service, community policing, law enforcement agency dedicated to partnering with our citizens for problem resolution. In 2008, the Gainesville Police Department (GPD) continued its mission to serve and protect the city through enhanced programs and citizen interaction. This collaborative effort has made Gainesville one of the most livable cities in the United States. The goals of our community policing agency are to reduce the number of calls for service, decrease crime through prevention and enforcement and enhance the quality of life for the citizens of our city. 2008 highlights include:

GPD started its second stage of a multi-year renovation • of the Patrol Operations Center. This stage involved the start of a 55,000 square-foot renovation of its Operations Center. This center houses the majority of patrol operations and investigative functions of the Gainesville Police Department. Funding for this renovation came from both city bond funds, as well as drug forfeiture funds. This renovation coincides with the creation of a new Intelligence Center, which will be located behind the Operations Center. The Intelligence Center is expected to be completed in 2009 and will put the Police Department

This year, GFR provided more than 250 public education activities, educating more than 13,500 children and adults.

In June 2008, GFR’s Vehicle Extrication Team won 2nd Place at the World Championship.

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in the forefront of intelligence-led, community policing. The Police Chief created the Tactical Impact Unit to • combat Gainesville’s most violent criminal offenders and their associated crimes. In 2008, this unit confi scated approximately 40 illegal guns from the streets of Gainesville, as well as investigated over 100 violent robberies. GPD’s crime prevention efforts evolved further through • the use of enhanced crime analysis. The Crime Analysis Unit has been instrumental in providing up to the minute information on crime occurring in Gainesville, as well as the people involved in committing these crimes. This information has allowed GPD to prevent, as well as direct resources, to our largest criminal issues. The Reichert House is an after-school program designed • for middle school and high school youth who are in need of assistance in making the transition from adolescence to adulthood. The Reichert House offers a combination of discipline, work and social and recreational activities which foster a balanced environment for those enrolled. Currently 140 youth are enrolled in the Reichert House program, with an average of 65-70 individuals attending on a specifi c day. The Reichert House recently held its annual Summer Encampment at Camp Blanding in Starke, Florida, which was attended by 42 students. The camp included many team-building concepts, such as life skills training, creative arts and endurance training. One Reichert House student was awarded the Presidential Physical Fitness award, which is the highest fi tness honor recognized nationally.

Public WorksThe Public Works Department maintains the city’s infrastructure, including streets, building, sidewalks, stormwater systems and traffi c signs/signals, with a staff of approximately 390 employees. Public Works also provides developmental review; oversees solid waste collection, reduction and disposal; controls mosquitoes and delivers public transportation services through the Regional Transit System (RTS). RTS has provided public transportation to Gainesville and neighboring areas of Alachua County for more than 35 years. 2008 highlights include:

Awarded full accreditation by the American Public Works • Association. Completed the NW 6th Street Rail-Trail lease agreement • with the State of Florida and started designing the Rail-Trail. Advocated for the Payne’s Prairie Sheetfl ow Restoration • Project. Accepted two subdivisions (Weschester 2 and 3) for • perpetual maintenance; monitored construction on Abbington Oaks, Northwest Business Park and Lincoln Park subdivisions; continued with planning reviews for Creekside Commons, Weschester 4 and Walnut Creek–Phase II subdivisions. Recommended adoption of the Orange Creek Basin • Management Action Plan to the City Commission, identifying actions to deal with high bacteria and nutrient levels in water bodies in and around the Gainesville/Alachua County area to meet by federal and state water quality requirements. Participated in the Florida Stormwater Association • Foundation’s Municipal Separate Storm Sewer Assessment Project. Educated and informed citizens about water pollution • prevention through 72 presentations and events reaching approximately 8,863 people. Conducted 33 stream cleanups involving more than 500 • local volunteers and removed a total of 16,959 pounds of trash from local waterways, three percent of which was recycled. Marked 300 storm drains to remind the public to prevent • stormwater pollution.Completed a base map of natural and manmade • stormwater features in the Gainesville urban area containing the location of stormwater features such as watersheds, creeks, ponds, ditches, storm drains and pipes.Installed a total of 1,091 linear feet of new stormwater • pipe ranging in size from 14-inches to 48-inches wide. Installed 2,479 linear feet of new under-drain pipe.• Edged 100 miles of sidewalk and curb, machine-mowed • 619 acres of right-of-way and completed 208 miles of ditch maintenance. Implemented a new street sweeping schedule allowing • staff to sweep over 490 miles of curb line in residential

K9 units are one of the many crime prevention efforts employed by GPD. The K9 units are also part of an extensive public education program.

K9 units are one of the many crime prevention efforts

Infrastructure & Transportation

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and commercial areas per cycle. Installed an asphalt overlay on 4.2 lane miles of roadway, • completely rebuilt 0.8 miles of roadway and installed 0.5 miles of new bike paths.Installed 3,174 linear feet of new sidewalks, curb and • gutter; removed and replaced 8,312 linear feet of damaged sidewalk and curb and gutter. Installed nine new ADA handicap ramps and replaced 28 • old ramps with new ADA handicap ramps. Installed a new 110 linear foot traffi c circle. • Replaced the headwall on Sweetwater Branch by the • Downtown Post Offi ce with a new manufactured stone, block headwall. Completed the piping of approximately 900 feet of an • existing, large drainage ditch between the 1700 block of Southeast 12th Avenue and the 1700 block of Southeast 15th Avenue. Inspected over 500 mosquito breeding sites each month • and used integrated pest management techniques to mechanically, biologically and chemically control mosquito populations. Provided residential curbside collection of garbage, • recyclables, yard trash, white goods and bulk items to an average of 26,945 homes. Recycled 11,184 tons of paper, cardboard, commingled, • white goods and yard trash that amounted to 40.25 percent of the residential waste stream.Performed approximately 1,500 on-site inspections of • commercial establishments to check for compliance with commercial recycling ordinances.Cleaned 141 miles of streets adopted through the Adopt-• A-Street program, removing 5.48 tons of litter from local rights-of-way.Supervised inmate crews who cleaned 452 miles of rights-• of-way and illegal dumpsites, collecting 69 tons of litter, with approximately 10 percent of the trash recycled.Installed taxi stands as part of the Hospitality District • Initiative.Implemented the city’s fi rst roadside memorial, • memorializing individuals who perished at a specifi c location, while providing a safety message to passing motorists.Enhanced the in-house pavement marking program with • the purchase of a long-line pavement marking machine, allowing all major city streets to be restriped on a seven-year cycle by striping seven to 10 miles of road a year rather than the one-mile per year provided under an annual contract basis.

Replaced 165 traffi c control signs due to poor refl ectivity. • Replaced 599 incandescent traffi c signal bulbs with • energy-effi cient LED lights to provide 80 percent energy savings.Conducted preventative maintenance at 26 signalized • intersections, extending the life of signal structures and aiding in minimizing emergency maintenance.Responded to 794 calls for emergency maintenance for • traffi c signals, responding to 97.1 percent within one hour of receiving the initial call.Created the Parking Enforcement Section to provide full-• time parking enforcement in the downtown and residential parking decal areas. Improved the utilization of the parking garage by • performing community outreach downtown and worked to implement partnerships, such as the RTS Gator-Aider Park-N-Ride program for University of Florida football games.Installed all fi eld hardware for Phase I of the Traffi c • Management System.Placed 12 new low-fl oor buses into the RTS fl eet, • cutting down on boarding time, while making RTS more accessible for riders with disabilities.Increased ridership, with passenger ridership approaching • 9 million. Introduced the RTS Gator Locator for real time GPS bus-• tracking. Partnered with UF to implement a biodiesel fuel program, • powering all campus buses with biodiesel.Sponsored more than 38 community outreach events to • promote bicycle use and pedestrian safety to the general public, educating over 2,500 individuals.Participated in organization meetings and activities • involving the local and statewide Community Traffi c Safety Team, the Shands Safe Kids Coalition, GFR’s Friends of Safety City, the Florida Community Design Center’s Waldo Road Steering Committee and the Metropolitan Transportation Planning Organization Technical Advisory Committee, among other organizations.Provided technical support for bicycle/pedestrian priority • workshop sessions, regular meetings and training sessions.

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Works crews installed or replaced over 11,000 linear feet of sidewalk, curb and gutter.

The Public Works Department provides a number of core services for our community each year, including maintaining our streets, rights-of-way and street lights. This resurface project was completed on Northwest 33rd Street and was necessary due to over wet conditions causing asphalt degradation.

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ImprovementCode EnforcementThe Code Enforcement Division is responsible for enforcing compliance with the city’s ordinances, including zoning, housing, commercial and hazardous land codes. 2008 highlights include:

Opened 10,462 cases and closed 9, 917 cases. • Issued 1,749 Notices of Violation, resulting in 245 cases • being referred to the Code Enforcement Board; issued an additional 490 civil citation warnings and citations.Continued to successfully enforce the administrative • abatement program and fi led 18 liens to recapture the cost of abatements performed on private properties.Initiated landlord notifi cation after a tenant receives • a point. This effort has resulted in 565 point warning letters being mailed to landlords of problem properties informing them that continued non-compliance will result in revocation. Transitioned landlord permits to a new annual cycle, • requiring two notifi cation cycles necessitating over 10,000 mail outs to complete.Implemented new point tracking cycles, which allow • points accrued on landlord permits to remain on a landlord permit for a period of three permit cycles. Continued to provide service to the community 10 hours • a day, Monday–Saturday. Saturday enforcement has been very effective on game days, averaging more than 75 personal contacts with vendors and citizens each game. Defi ned yard parking exemptions. • Initiated a bicycle patrol program that provides code • enforcement offi cers the opportunity to better identify neighborhood concerns.

Community Redevelopment AgencyThe Community Redevelopment Agency (CRA) promotes revitalization and redevelopment in the College Park/ University Heights, Downtown, Eastside and Fifth Avenue/Pleasant Street areas. Each area has programs designed to specifi cally meet its own goals. 2008 highlights include:

Began the rehabilitation of the historic Cotton Club. The • effort is taking part in three phases: stabilizing the main building, rehabilitating the surrounding shotgun houses/grocery store and building new structures for additional classroom space.Completed improvements to University Avenue including • the installation of additional, longer renaissance lights and the addition of new bicycle racks, benches and waste receptacles.Completed the Northwest 5th Avenue streetscape project. • The project included the installation of new sidewalks, brick pavers, street and pedestrian lights.Joined together with the Hippodrome State Theatre • to “Light Up the Night.” The celebration honored the

Hippodrome’s 35th year in downtown Gainesville and allowed attendees to view the new CRA funded LED energy-effi cient lighting enhancements.Launched the CRA Web site, www.gainesvillecra.com.• Rehabilitated and sold Model Block Site D. The Model • Block Program is a joint housing initiative dedicated to the rehabilitation of historic properties, compatible new house construction and homeownership.Saw the completion of the Jefferson on 2nd Avenue and • The Palms projects allowing residents to begin moving in. Construction of the Hampton Inn began in FY08 and it is anticipated that the hotel will be operational by July 2009.Received approval to begin the Exterior Paint Program. • The program is a grant to promote the maintenance and restoration of the exterior of buildings in the Eastside Redevelopment Area. Implementation of this new program began in September 2008.

General ServicesThe General Services Department includes Fleet Management, Facilities Management and Capital Projects involving vertical construction. It is responsible for the administration, repair and maintenance of over 80 city-owned buildings and the city’s fl eet of 1,465 vehicles. The Department also provides custodial and construction management services to general government facilities. General Services is a vital component of the Neighborhood Improvement Department, as the city works to be a good neighbor at its many facilities. 2008 highlights include:

Completed energy improvements in City Hall, the Thomas • Center and the Old Library Building.Repainted City Hall and the Old Library Building; re-• carpeted Thomas Center B and the Old Library Building.Extended fl eet replacement life of certain vehicles to • reduce annual contribution to the Fleet Replacement fund.Initiated the downsizing of patrol vehicles to lower fuel • consumption/cost.Increased the hybrid fl eet by fi ve vehicles.•

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The CRA and the Hippodrome State Theatre honored the Hipp’s 35th year in downtown Gainesville. The celebration also included the new CRA funded lighting enhancements at the Hippodrome.

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Neighborhood Planning works to improve Gainesville’s neighborhoods at a grassroots level. 2008 highlights include:

Developed the site plan and received approval for a picnic • shelter in Springhill Park.Added the Greater Northeast Communities to the • Neighborhood Planning Program: conducted a visioning exercise, developed and distributed a survey to gather additional neighborhood opinions and began development of their Neighborhood Action Plan.Coordinated with the Communications and Marketing • Offi ce to develop and implement a promotional campaign to encourage neighborhoods to apply to the Neighborhood Planning Program. The Program saw an increase in applicants from one neighborhood in FY07 to fi ve neighborhoods in FY08.Solicited, processed and ranked another round of • applications for participation in the Neighborhood Planning Program. Presented information about the Neighborhood Planning process to Woodland Terrace, Northwood, Fifth Avenue and Azalea Trails neighborhoods.Requested and reviewed bids, developed and executed • contracts and permitted neighborhood identifi cation signs for North Lincoln Heights and Highland Court Manor.Continued processing the Five Points Special Area Plan • Land Development Regulation Text Amendment, the Cotton Club Zoning Text Amendment and the Heritage Overlay District Land Development Regulation Text Amendment.Managed the consultant who authored the Blight Report • for the expansion of the Community Redevelopment Agency’s Eastside District. This included developing bid requests, establishing and chairing the selection committee and developing the contract.Researched public participation/engagement methods used • in other jurisdictions and presented the results to the City Commission.

Block Grant*

The Block Grant Division is responsible for overseeing and administering the Community Development Block Grant (CDBG) and Home Investment Partnership (HOME) programs. 2008 highlights include:

Administered CDBG and HOME grants totaling • $1,417,000 and $977,349 respectively.Oversaw programs administered by 26 individual nonprofi t • outside agencies or city departments funded through CDBG and HOME. Administered two Housing and Urban Development • (HUD) Supportive Housing Program grants totaling $205,312 that funded transitional housing programs for homeless persons. Assisted in the establishment of the Gainesville-Alachua • County Offi ce on Homelessness through an interlocal agreement with Alachua County and the Alachua County Housing Authority. Continued a partnership with the St. Francis House to •

provide administrative support to the Homeward Bound program, a program for homeless persons seeking to return to family or friends in other communities. Continued assistance with the site selection process that • led to the City Commission authorizing the leasing of a site for the proposed one-stop homeless assistance center. Continued to assist with • Give a Better Way!, a program where individuals donate to local homeless coalition agencies at www.gainesvillegives.org or at one of six “donation meters” downtown.

Housing Division*

The Housing Division works to improve the quality of life for city residents and to revitalize and strengthen neighborhoods, by providing decent, safe and affordable housing. The Division receives federal, state, local and other public funding to implement the City’s Comprehensive Housing Program. The Division provides a broad range of housing programs and services designed to assist income-eligible families with housing needs such as housing repair, new construction, special needs housing, mortgage foreclosure intervention and housing counseling. 2008 highlights include:

Provided the Homeowner Education Program (HOT) • Workshop to 96 homeowners who participate in the various Housing Rehabilitation Programs. The HOT Workshop is a mandatory training focusing on continued maintenance, upkeep and protection of home investment after the city’s rehabilitation of their property has been completed.Provided the Homebuyer Education and Training • Workshop to over 300 potential fi rst-time homebuyers. The Homebuyer Education and Training provides education and training for potential homebuyers regarding the aspects of the home buying process in an effort to increase the rate of successful homeownership.Assisted 48 homeowners with repair assistance through • the Homeowner Rehabilitation Program, a program that helps correct health and safety housing violations in a homeowner’s home.Assisted 19 homeowners with roof replacements through • the Roof Repair Program.

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Improvements to the Northwest 5th Avenue Streetscape were completed in 2008, including undergrounding utility, cable and telephone lines; adding ADA compliant sidewalks and more.

* Effective October 1, 2008, the Block Grant and Housing Divisions merged to form Housing & Community Development.

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Assisted 27 fi rst-time homebuyers with the purchase • of a new or existing home through the Downpayment Assistance Program.Assisted 12 homeowners save their homes from • foreclosure through the Mortgage Foreclosure Intervention Program.Assisted 19 families with relocation assistance through • the Displaced Mobile Home Owner/Tenant Assistance Program. These families were displaced from the Buck Bay Mobile Home Park when the park was closed by the owner. Constructed three new homes to sell to fi rst-time, income-• eligible homeowners through the Infi ll Housing Program. Provided housing counseling assistance to more than 750 • households through the Housing Counseling Program. The Housing Counseling Program is designed to expand homeownership opportunities and improve access to affordable housing. The Program provides assistance to any person who wants to rent or own housing to obtain the counseling and resources needed for seeking, fi nancing, maintaining, renting or owning a home. The goal is to help participants become successful homeowners and responsible renters. The Program works to prevent homelessness and to promote safe, stable and affordable housing.

Department of Parks, Recreation & Cultural AffairsThe mission of the Department of Parks, Recreation and Cultural Affairs is to meet the community’s need for diverse recreational, cultural and environmental education opportunities through professionally managed programs and services, stewardship of natural resources and maintenance of the public landscape. Golf is offered at Ironwood Golf Course, an 18-hole, par 72 championship course that is owned and operated by the City of Gainesville. Over the past year, the Department continued to improve and effectively maintain the city’s active and passive parks, recreational facilities, urban forest, cultural programming and events, the historic Evergreen Cemetery and Thomas Center and other natural resources for the enjoyment of Gainesville residents.

Cultural AffairsThe Cultural Affairs Division promotes cultural activity in Gainesville and Alachua County. The Division works cooperatively with the University of Florida, the School Board of Alachua County, the Gainesville Downtown Owners and Tenants Association, the Gainesville Area Chamber of Commerce, the Alachua County Visitors and Convention Bureau, the Alachua County Library District and others to provide programs in response to identifi ed needs. It advocates for the arts at the local and state level and studies the impact of the arts on the local economy. 2008 highlights include:

Another successful Downtown Festival & Art Show • occurred in November 2007. Since its creation, the festival has risen to historic heights in national rankings. This year, Sunshine Artist magazine placed it at No. 23 on its list of

the best art festivals in the nation. The Festival was also chosen as one of the American Bus Association’s 2009 Top 100 Events in North America for group travel.The Thomas Center Galleries hosted 17 exhibitions in the • Main and Mezzanine Galleries. The “Liquid Muse: Paintings from the St. Johns Region” • art exhibition, showcased the paintings of 35 Florida artists who live and work in the 15 county area that comprise the watershed of the St. Johns River. Funding for this exhibition and related public programs was provided in part by a grant from the Florida Humanities Council and Alachua Conservation Trust. Following its stay at the Thomas Center Gallery, the exhibit is scheduled to travel to four venues during 2009, the Division’s fi rst traveling exhibition! Visit the Web site at www.stjohnsriver.org.

Attendees were delighted with another successful • Hoggetowne Medieval Faire. Attendance increased by more than 5,000 visitors and more than 56 percent of the visitors came from outside Alachua County.The Summer Cuts rare classic fi lm series, produced in • partnership with the University of Florida, drew over 1,200 people to the Thomas Center Turtle Court to enjoy cinema under the stars during its 10-week run.The fi rst annual Beaux-Arts Ball was held at the Thomas • Center as a benefi t for the new Thomas Center Theatre for Young Audiences, set to open in the spring of 2009. The Let’s Go Downtown Free Fridays concert series • produced 30 concerts with an attendance of over 10,000 people and was enjoyed by visitors of all ages.

RecreationA wide variety of recreational opportunities for all ages and abilities are offered throughout the Gainesville community at our recreation centers, pools and athletic camps and programs. The Recreation Division conducts special programs for youth including Thanksgiving and Halloween festivities, Dive-In movies, swim meets, the Brain Bowl, Santa’s Calling and Get Down Fridays. Organized athletic programs are offered for youth and adults including basketball, softball, volleyball, soccer, football and cheerleading. 2008 highlights include:

Served more than 1,500 youth and 2,200 adults through • organized athletic programming ranging from Pop Warner cheerleading and basketball to indoor soccer and more.Expanded teen summer programming offered in • conjunction with the 21st Century grant to T.B. McPherson Recreation Center. 13

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participating in site plan review, inspecting construction sites for tree protection and landscaping and evaluating applications for tree removal permits. The Natural Resource Management Team manages the city’s natural areas, using prescribed burns, non-native invasive plant control and natural resource monitoring. It also plans and develops trails and other nature-based recreation facilities. The Environmental and Cultural History Program Team implements community education classes, nature preschool programs and nature-based school break day camps and programs. The Park Maintenance Team mows and maintains the city’s parks and works on projects to enhance the park infrastructure. NOD coordinates several special events throughout the year, including the Great Air Potato Roundup, which will celebrate its 10th year in 2009, and the Arbor Day Celebration, which commemorated Gainesville’s 24th year as Tree City USA. 2008 highlights include:

Partnered with the State of Florida to protect the Hogtown • Creek. With assistance from the Florida Communities Trust and Alachua Conservation Trust and a charitable donation from Home Depot, the city acquired a 73-acre property which will become the Hogtown Creek Headwaters Nature Park.

Maintained 30,000 trees on street rights-of-way and • 10,000 trees in parks with two bucket-truck teams. In addition, 1,000 new trees were planted through the Tree-mendous Gainesville Program.Reduced risk from tree failure by removing 521 dead • or decayed trees from public property. The city also conducted a windshield risk assessment of trees along streets and in city parks. Pruned, dead-wooded or trimmed 5,524 living trees for • road clearance.Managed fi re-dependent natural areas by safely conducting • four prescribed burns at Morningside Nature Center.Partnered with Alachua County and UF to successfully • receive a grant from the Florida Department of Environmental Protection to treat invasive plants in conservation areas, including Bivens Arm Nature Park.Encouraged the sale of native plants through the Friends of • Nature Parks and the Native Plant Society Fall and Spring Native Plant Sales, attracting 949 buyers.Traveled back in time with 2,808 visitors during the annual • Farm and Forest Festival at the Morningside Nature Center Living History Farm, enjoying period demonstrations, entertainment and food. Living History Days allowed

Held summer and spring break programs for 2,224 youth. • Began a new teen summer program for youth ages 14-17 • at the Northeast Community Center. Expanded senior programs at the Thelma Boltin Center. • Participated in the Summer Nutrition Program, providing • 110,000 meals for youth 18 or younger during the summer months. Enrolled more than 475 middle school students in the • Westside, Kanapaha, Ft. Clarke and Eastside Teen Zone programs. This provided community youth with activities and service projects, such as visiting nursing homes and mentoring elementary students at the Northeast Community Center. Involved nearly 800 participants in aquatics programs, • including swim lessons, Jr. Lifeguarding Camp, SHARKS swim team, Dive-In Movies and more.Five local youth qualifi ed for the Hershey Track and Field • State Meet held in Hialeah, Florida in June.The Heatwave Basketball Program began as a result of a • city/county partnership to provide athletic opportunities and life skills training to area teens serving 192 teens.Volunteers worked for over 40 hours painting bathrooms • and spreading mulch in the Northeast Dog Park.Interns and Field Experience students contributed over • 5,000 hours of service to the Division.

Nature OperationsThe Nature Operations Division (NOD) is the city agency responsible for managing and protecting the City of Gainesville’s natural areas; developing nature-based recreation; protecting and maintaining the urban forest; mowing and maintaining the city’s park grounds and providing environmental education and cultural history programs for schools and the public. The Urban Forest Management Team is responsible for the maintenance, renewal, safety and regulation of Gainesville’s tree canopy. Regulation activities include

Each year, Earth Academy Day Camps provide opportunities for elementary-aged children to explore natural and cultural history.

The Hershey’s Track and Field Meet is one of the many activities offered by the Recreation Division.

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Fall colors at Bivens Arm.

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ss2,278 visitors to spend time on a self-sustaining rural farm in the year 1870 and experience a day in the life of a farmer.Completed $100,000 Urban and Community Forestry • Grant for the project “Improving Wind Resistance of and Reducing Potential Hazards from Gainesville’s Right-of-Way Trees.” As a result of the funding, 3,159 young trees were pruned following the guidelines promoted by the International Society of Arboriculture. Summer, winter and spring Earth Academy Day Camps • provided opportunities for 131 elementary-aged children to explore natural and cultural history. NOD teamed up with the Recreation Division to offer nature-based programming to 754 recreation campers over the summer.Recruited 2,930 volunteers and interns who served more • than 18,000 hours assisting NOD with events; natural resource management; environmental programming and as advisory board members; Friends of Nature Parks and tree sponsors. Recruited 1,104 volunteers to help rid Gainesville’s natural areas of invasive, exotic plants and trash at the Great Air Potato Roundup, harvesting eight tons of air potatoes.Provided educational programs to 4,105 elementary and • middle school participants from Alachua and surrounding counties.Completed over 61 signifi cant improvements in city • parks in FY08, while continuing to mow and maintain 37 different active parks and over nine miles of trails.

Ironwood Golf CourseGolf is offered at Ironwood Golf Course, an 18-hole, par 72 championship course owned by the City of Gainesville. Ironwood Golf Course has an outstanding layout sculptured around century-old pines and shimmering lakes. The contoured fairways and strategically placed bunkers offer golfers of every skill level a tremendous opportunity to test their skills. 2008 highlights include:

Continued to serve as the home course for several high • school golf teams, and hosted the Golf Channel’s “Drive, Chip and Putt” competition for boys and girls ages 7-14.Continued to introduce golf to local children through the • PGA’s “First Swing” program and donated hundreds of golf clubs to local schools that teach golf as part of their P.E. program.Hosted 28,948 paid rounds and almost 5,000 unpaid • rounds of golf.More than 3,000 hours of community service were • completed through the Alachua County Court Services program, providing janitorial and debris pickup.

Ironwood Municipal Golf Course is one of only 661 courses in the world to be designated as a “Certifi ed Audubon Cooperative Sanctuary.”

Government Effectiveness

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

Strategic PlanningThrough the Offi ce of Strategic Planning, Administrative Services coordinates the city’s tactical and strategic planning efforts, performs trend analyses and facilitates the city’s ongoing fi nancial planning process. The Offi ce oversees the city’s performance measurement program; coordinates annexation activities; performs productivity analyses, program evaluation and manages the corporate goal setting process. 2008 highlights include:

Completed the voluntary annexation of the Butler Plaza • commercial area. This area includes a major shopping district, an apartment complex and a large amount of vacant land. The area is over 300 acres in size, and is currently going through the development process in order for the area to be redeveloped. Completed the voluntary annexation of over 300 acres of • land owned by Prairie View Trust. This land is located near Interstate 75, and signifi cantly adds to the city’s inventory of industrial land use acreage. Coordinated the National Citizen’s Survey in order to • receive valuable feedback from city residents on the quality of life in Gainesville. Conducted by the National Research Center, this survey is used nationwide and allows for benchmarking opportunities with similar jurisdictions.Managed the city’s Strategic Planning Process, which • culminated in the fi rst adopted, two-year Strategic Plan for the City of Gainesville.Worked along with Alachua County through the Joint • Orderly Annexation Team to develop a plan for orderly annexations between the City of Gainesville and Alachua County. This plan is part of the Interlocal Agreement on Transition of Services and identifi es fi ve targeted areas around the city for annexation in the next 3-5 years.

Strategic Planning holds retreats for the City Commission and senior level management each year. These retreats give the City Commission time to fi ne tune their annual goals and initiatives.

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The Computer Services Department (CSD) provides hardware and software support for all General Government activities. The Department also oversees the purchasing of all computer-related items and provides system analyses to streamline internal operations and function. 2008 highlights include:

Performed a second signifi cant rewrite of the Business • Tax Licensing program to streamline the program, which originally went into production in FY07, permitting the renewal of Business Tax Licenses via the city’s Web site.A new Landlord License Decal system went into • production in FY08. This application permits Landlords to request parking decals online, and to process related payments through a Google payment interface. The existing Parking Fines System was also redesigned to allow payments using the new Google payment interface.A comprehensive redesign of the city’s Web site took • place in FY08. It included a complete redesign of the user interface, as well as a fundamental overhaul of the site itself. This was a collaborative effort between CSD and the Communications and Marketing Offi ce.A number of software subsystems were upgraded in FY08. • The new version provided an enhanced user interface, bug fi xes and new application features. Staff accomplished this upgrade over a 12 month period without assistance from the vendor. It was originally estimated that this upgrade would require $300,000 in outside consulting services.To address a continued growth in server hardware • necessary to support a large number of application systems, CSD undertook a consolidation effort to reduce the number of servers being used. This required the deployment of a new virtualization technology from VMWare, and has resulted in running close to 70 percent of existing servers on 10 physical boxes. This will result in a substantial reduction of costs when the servers are scheduled for replacement in future years.The FY07 teleworking pilot resulted the adoption of a • formal teleworking program in FY08. Out of this process, formal administrative procedures were developed, and technical processes were put in place to ensure remote network access. City users are now able to access internal network resources from their home and other remote locations, with teleworkers typically working one to two days a week from home.

Budget and FinanceThe Budget and Finance Department’s primary responsibilities are to safeguard the city’s assets, ensure cost-effectiveness, provide fi nancial support to operating departments and report accurate and timely fi nancial information to the City Commission, management and residents of the community. The Department offers budgeting, accounting, treasury, revenue recovery, grant fi scal coordination and procurement services to city departments. This includes providing fi nancial analyses upon request, preparing the 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. 2008 highlights include:

Earned the Certifi cate of Achievement for Excellence • in Financial Reporting for the Comprehensive Annual Financial Report .Earned the Distinguished Budget Presentation Award for • the city’s budget document. Both awards received in 2008 were from the Government Finance Offi cers Association.

Human Resources/Organizational DevelopmentThe Human Resources/Organizational Development (HR/OD) Department’s mission is to provide responsible stewardship for the human capital in the City of Gainesville. This is made possible by the providing services through the following divisions: Staffi ng Services, Learning and Development, Total Rewards and Labor Relations. 2008 highlights include:

Unifying the Human Resources (HR) Department in • General Government and the Organizational Development (OD) Department at GRU in 2007 has achieved great success in gaining effi ciencies and eliminating duplication of work. The end result is a more streamlined department, with cross-trained employees capable of providing superior service to both city employees and to citizens.Launched Gainesville Corporate University (GCU), which • structures its learning opportunities around its goal to provide the right learning for the right people at the right time. GCU helps employees better their skills through professional development, and also helps each employee work together to achieve the city’s strategic goals. Held the annual GRU Utility Academy during the spring/• summer of 2008, providing training for community members interested in working for GRU. After the intensive 16-week course concluded, the Academy graduated a total of 18 trainees. Two graduates from the 2008 class have been hired by GRU, with the remaining students now fully prepared to compete for future job openings within the utility.Continued to work to bring in new employees to meet • the city’s hiring needs. In FY08, Staffi ng Services received 18,221 applications (97 percent were submitted electronically) and hired 581 individuals.

Human Resources offers staff professional development and training classes through Gainesville Corporate University.

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ssConducted a survey to gauge if the city’s current benefi t • package is competitive in its offerings, while being affordable and meeting the employees’ needs. HR/OD learned that the city’s current benefi t package falls within the median of other municipalities surveyed, indicating the current offerings are both adequate and affordable.

Risk ManagementThe Risk Management Department manages the general insurance and employee health, accident and life insurance benefi ts 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 spouses who are covered by the city’s group health plan. The wellness focus represents the city’s commitment to create and maintain healthy employees, thus ensuring the future fi nancial stability of the city’s group health plan. 2008 highlights include:

Extended ProClub wellness incentive to retirees covered • under the city’s group health plan.Initiated SWEETS - Diabetes Disease Management • Program for employees, spouses and retirees. Continued enhanced services at Employee Health • Services, acute primary care encounters rose to over 1,000 and the city’s health insurance costs for physician services dropped by approximately $480,000.Completed a revision to the Retiree Health Plan that • resulted in a decrease of approximately $6 million in the liability associated with retiree health insurance.Initiated a targeted wellness program for RTS.• The Safety Program continues to have a positive impact on • workers’ compensation premiums. Premiums were reduced by approximately $45,000; the total premium reductions are approximately $500,000 since the inception of the Safety Program.

Communications and Marketing Offi ce*

The Communications and Marketing Offi ce is responsible for coordinating General Government communications and marketing activities. Responsibilities include information and education programs; broadcast and maintenance of Community12, the local government cable television channel; comprehensive marketing and communications activities; management of internal communications programs; content maintenance of the city’s main internal and external Web site portals; development of electronic media outreach and City Manager public education initiatives. The Communications and

17

Marketing Manager also serves as the city’s Public Information Offi cer. 2008 highlights include:

Received 14 national, state and local awards for various • programs, publications and broadcast programming.Redesigned the city’s Web site, along with support from • CSD, at approximately 10 percent of the cost of those submitted as external commercial competitive bids.Assisted with coordinating and planning more than 30 • ribbon cuttings, groundbreakings and other events.Developed training for city employees on desktop • publishing, in order to train staff to provide design services in-house to reduce expenses. Developed training on using MySpace and Facebook as online marketing tools. Six separate trainings were held, with more than 60 attendees.Distributed more than 240 press releases to the media.• Developed and designed presentations for the City • Manager and other key executive staff.Published print and online versions of • 2007 Citizen’s Report. Received local and state awards from the Florida Public Relations Association for the report, the state’s fi rst interactive online government report.Continued to distribute the • City Manager’s Biweekly Report to citizens, the media and city staff and increased subscriptions to Municipal Minutes, the award-winning city e-newsletter, by 21 percent.Provided telecasts of event replays on Community12 and • online via video Web streaming technology.Developed public information programs on Amendment • 1 and Special Assessment for Fire Services; developed campaign strategies and accompanying materials for the Equal Opportunity Offi ce; began working on It Starts In Parks campaign.Continued offering Citizens’ Academy (Gainesville • 101). Hosted Community Advocates Group and City Government Week for the third consecutive year.Continued to expand intern program, adding 12 unpaid • interns at various times of the year to increase support capability at no additional cost.Assisted in the development of the City Manager’s • Service Request, an online tracking mechanism for City Commission referrals.Provided over 340 hours of live meeting broadcast • coverage; produced 28 broadcast public service announcements and produced 29 original television programs for Community12.

Communications and

Local 5th graders learn while having fun at City Government Week.

Citizens’ Academy attendees have the opportunity to visit city facilities, such as GRU’s Deerhaven Generating Station.

* Effective October 1, 2008, the offi cial name of the offi ce changed to the Communications Offi ce.

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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 Citizen’s Report, by its summary nature, is not intended to conform to generally accepted accounting principles and associated reporting standards set forth by applicable governing bodies. Gainesville Regional Utilities (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). Both the budget and the CAFR have received awards for outstanding financial reporting from the Government Finance Officers Association. City documents are available at the Alachua County Library and on the city’s Web site.

Economic OutlookThe economic landscape in Gainesville continues to be dominated by the government sector. Statistics complied by the Bureau of Economic and Business Research at the University of Florida indicate that one of every three jobs in Gainesville is provided by federal, state or local government. This reliance on jobs from outside the private sector tends to modify Gainesville’s reaction to external economic stimuli, such that the local economy grows less rapidly than others during boom periods but also suffers less during economic declines. The unemployment rate has increased to 4.6 percent as of September 2008. This rate is significantly lower than the state’s unemployment rate of 6.9 percent at the same point in time. Enrollment at the University of Florida, the city’s largest employer, increased during the last ten years from approximately 42,000 in 1998 to approximately 51,500 in 2007.

Financial Highlights of the YearAt the end of the current fiscal year, the undesignated, unreserved fund balance in the General Fund was $8,128,070. General Fund expenditures exceeded revenues for the fiscal year by $2,271,089. The city’s total bonded debt (excluding debt belonging to GRU) decreased by $7.1 million or 4.3 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, September 30, 2008, which was the end of the city’s fiscal year.

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

8.13

8.84General Fund - Fund Balance

2008 2007---

4.42

1.94 1.87

4.57

1.48

$ M

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Reserved-Capital Projects

UnreservedReserved-OthersReserved-LT Receivables

General Fund - Balance Sheetas of September 30, 2008 and 2007

2008 2007 AssetsCash and Investments $ 3,753,708 $ 5,734,909

Other Assets 13,465,012 13,465,858 Total Assets 17,218,720 19,200,767

Liabilities

Accounts Payable and Accrued Payroll 2,307,407 2,178,259Other Liabilities 429,835 269,941 Total Liabilities 2,737,242 2,448,200

Fund BalanceReserved: Encumbrances 127,611 226,296

Capital Projects - General - 1,423,313 Capital Projects - Kennedy Homes - 448,695 Long-term Receivables: LifeQuest and PC Loans 562,369 537,499 CRA Notes 3,797,523 3,885,229 Other Long-term Receivables 56,452 145,953 Other Reservations 1,809,453 1,249,159Unreserved/Undesignated 8,128,070 8,836,423

Total Fund Balance $ 14,481,478 $ 16,752,567

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Financial Condition & Reporting

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purposes. The sources of these funds include federal and state grants. These monies are normally spent over an extended period of time and are refl ected on the fi nancial 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 fi nance large capital projects. Capital Projects Funds account for fi nancial resources to be used for the acquisition of or construction of major facilities or improvements. The sources of these funds are usually General Fund transfers, federal and state grants and debt issues. The city maintains a fi ve-year Capital Improvement Plan, which was adopted by the City Commission in 2006.

Proprietary FundsProprietary Funds are used to account for the government’s ongoing organizations and activities that are similar to those often found in the private sector. They are divided into two main categories: Enterprise and Internal Services. Enterprise Funds are self-supporting activities that provide service to the public on a user-charge basis. They are fi nanced 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 profi ts 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.

19

General Fund - Revenues & Expendituresas of September 30, 2008 and 2007

Revenues by Source: 2008 2007Taxes: Real Property, Net $ 23,111,777 $ 23,282,428 Utility Taxes 9,239,888 7,834,047 Local Telecom Services Tax 6,302,170 5,051,864 Other Taxes 1,162,813 1,188,736Licenses and Permits 1,960,459 1,560,918Intergovernmental: State Revenue Sharing 2,878,047 3,148,869 Half-cent Sales Tax 6,890,104 7,013,073 Other Intergovernmental 827,283 809,150Charges for Services: Indirect Costs 4,014,096 3,743,381 Other Charges for Services 3,161,696 4,002,301Fines and Forfeitures 1,601,396 1,558,816Miscellaneous Revenues 2,800,576 2,649,789Transfers from Other Funds: From Utility 31,451,885 30,388,898 From General Government 473,441 528,622Total Revenues 95,875,631 92,760,892Expenditures by Department: FTEs Housing 0.10 21,816 24,735 Code Enforcement 19.0 1,179,185 1,140,555 Planning and Development Services 21.50 1,606,333 1,814,681 Administrative Services 4.47 421,876 362,573 City Commission 7.0 267,541 256,547 Clerk of the Commission 8.0 704,366 673,968 City Manager 8.0 871,320 640,367 City Auditor 5.50 466,331 444,327 City Attorney 13.44 1,374,233 1,411,876 Computer Services 18.0 2,418,956 2,606,487 Budget and Finance 40.29 2,722,942 2,687,137 Equal Opportunity 6.0 491,849 484,562 Public Works 91.73 8,715,068 8,020,445 Police 370.0 29,072,537 28,366,817 Fire 154.0 13,409,077 12,793,935 Combined Communications Center --- 3,555,963 3,413,337 General Services 27.15 2,465,564 1,993,281 Parks, Recreation & Cultural Affairs 96.50 7,639,097 7,138,753 Human Resources 19.0 1,466,207 1,263,338 Risk Management 0.10 3,261 12,054 Communications & Marketing 7.0 438,575 477,048 Non-Departmental --- 2,909,546 2,955,165 Transfers to Debt Service Funds --- 9,283,331 8,937,612 Transfers to Other Funds --- 6,641,746 4,330,339Total Expenditures 916.78 98,146,720 92,249,939Excess of RevenuesOver/(Under) Expenditures (2,271,089) 510,953Fund Balance, October 1 16,752,567 16,241,614Fund Balance, September 30 $ 14,481,478 $ 16,752,567

Capital Projects - Fiscal Year 2008General Government Expenditures

in Capital Projects FundsRoads andDrainage -$2.8 million

Recreation Facilitiesand Equipment -$1.7 million

Equipmentand Computers -$1.6 million

New Constructionand Renovations -$2.1 million

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Fiduciary FundsFiduciary Funds are used to account for resources held for the benefi t of parties outside the government. These funds are not available as sources for the city’s own programs. The city’s fi duciary fund type includes Pension, Disability and Other Post Employment Benefi t (OPEB) Trust Funds. The trust fund net assets totaled just over $463 million on September 30, 2008. The trust funds increased declines in net assets during fi scal year 2008 due to the downturn in the economic markets.

Debt AdministrationThe city’s required principal and interest payments on outstanding debt were remitted timely and in full during fi scal year 2008. The city’s total bonded long-term liabilities at the end of the current fi scal year were $162.8 million, which excludes all debt belonging to the utility. The city has approximately $7.75 million of this debt due during fi scal year 2009.

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 infl uences 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 fi nancial 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.

1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

10.711.4 12.0

13.0

15.516.9

18.1

20.5

23.3 23.1Property Tax Revenues

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1999 2000 2001 2002 2003 2004 2005 2006 2007 2008

4.9416 4.9416 4.9416 4.9416 4.9416 4.9416 4.9416 4.9355 4.8509

4.2544

Trend in Millage Rates

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General Government Capital Assets*as of September 30, 2008

Infrastructure-$64.5 million

Constructionin Progress-$11.8 million

Land-$28.5 million

Buildings-$30.8 million

Improvements-$4.4 million

Machinery and Equipment-$23.9 million

*excluding Gainesville Regional Utilities

2008 2007

Increase (Decrease)

Governmental Activities: Revenue Bonds $ 48,782,220 $ 52,302,220 $ (3,520,000) Pension Obligation Bonds 86,632,610 87,282,602 (649,992) OPEB Obligation Bonds 27,375,000 30,280,000 (2,905,000)Governmental Activity Bonded Long-Term Liabilities $ 162,789,830 $ 169,864,822 $ (7,074,992)

Bonded Long Term Liabilities - General Governmentas of September 30, 2008 and 2007

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City of Gainesville Advisory Boards and Committees are comprised of citizens with an interest in, or expertise in, a specifi c 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 information on current openings, on our Web site.

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 Offi cers’ and • Firefi ghters’ Retirement Plan (5 members: City residency required for the two appointed by the City Commission) Citizens’ Advisory Board for Community Development • (15 members) City Beautifi cation Board (15 members) • 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 Board (9 members) • Regional Transit System Advisory Board (9 members: City • residency required for city appointees) Student Community Relations Advisory Board (7 • members: City residency required)Tree Advisory Board (5 members) • Tree Board of Appeals (3 members) • Water Management Committee (7 members)•

Citizens Community Redevelopment 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)

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General Government Capital Assets* as of September 30, 2008 and 2007(Net of Depreciation)

Governmental Activities Business-type Activities Total2008 2007 2008 2007 2008 2007

Land $ 24,803,152 $ 19,278,775 $ 3,710,678 $ 3,732,792 $ 28,513,830 $ 23,011,567

Buildings 26,963,916 26,859,672 3,797,040 3,946,302 30,760,956 30,805,974

Improvements 3,091,632 2,101,865 1,354,177 1,467,584 4,445,809 3,569,449

Machinery & Equipment 12,144,161 11,620,461 11,767,740 9,013,711 23,911,901 20,634,172

Infrastructure 56,599,908 56,753,328 7,854,538 7,434,890 64,454,446 64,188,218

Construction in Progress 7,551,807 6,317,410 4,267,998 4,053,139 11,819,805 10,370,549

Total $ 131,154,576 $ 122,931,511 $ 32,752,171 $ 29,648,418 $ 163,906,747 $ 152,579,929*excluding Gainesville Regional Utilities

Advisory Boards & Committees

The city’s Advisory Boards and Committees, such as the RTS Advisory Board, provide valuable input in addressing important city issues.

GET INFORMATION YOUR WAY

How do you want to receive information about city issues that directly impact your life? It’s your choice:

Sign up online for • Municipal Minutes, Gainesville’s award-winning, monthly e-newsletter sent directly to your inboxTune into • Community12, your government connection (channel 12 on Cox)View• online streaming video on demandVisit the City of Gainesville’s new • Web site at www.cityofgainesville.orgAttend a City Commission meeting or an • advisory board or committee meeting

Assistant City Managers334-5010Budget & Finance334-5054finance.cityofgainesville.orgCity Attorney334-5011attorney.cityofgainesville.orgCity Auditor334-5020auditor.cityofgainesville.orgCity Commission334-5016commission.cityofgainesville.orgCity Manager334-5010ctymgr.cityofgainesville.orgClerk of the Commission334-5015clerks.cityofgainesville.orgCode Enforcement334-5030ce.cityofgainesville.orgCommunications334-5017communications.cityofgainesville.orgCommunity Redevelopment Agency334-2205www.gainesvillecra.com

Economic Development334-5012ecodev.cityofgainesville.orgEnvironmental Management & Engineering Services334-5070environmental.cityofgainesville.orgEqual Opportunity334-5051eo.cityofgainesville.orgFire Rescue334-5078gfr.cityofgainesville.orgGainesville Regional Utilities334-3400www.gru.comHousing & Community Development334-5026hcd.cityofgainesville.orgHuman Resources334-5077hr.cityofgainesville.orgIronwood Golf Course334-3120ironwood.cityofgainesville.orgParks, Recreation & Cultural Affairs334-5067recparks.cityofgainesville.org

Planning334-5023planning.cityofgainesville.orgPolice334-2400www.gainesvillepd.orgPublic Works Administration334-5070pubworks.cityofgainesville.orgPublic Works Operations393-8161operations.cityofgainesville.orgRegional Transit System334-2609www.go-rts.comRisk Management334-5045risk.cityofgainesville.orgSolid Waste334-2330solidwaste.cityofgainesville.orgTraffic Operations393-8155traffic.cityofgainesville.orgTransportation Planning334-5070transportation.cityofgainesville.org

Communications OfficeP.O. Box 490, Station 6Gainesville, FL 32602

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.