2 Volume Two | Program oPeraTing BudgeT CiTy of SCoTTSdale arizona adoPTed fy 2010/11 BudgeT City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City Council W.J. “Jim” Lane, Mayor Lisa M. Borowsky Wayne Ecton Suzanne Klapp Robert W. Littlefield Ron McCullagh Marg Nelssen Administrative Staff David Richert City Manager Brent Stockwell Senior Advisor David Smith City Treasurer Judy McIlroy Budget Manager Budget Review Commission Louis Schmitt, Chair Scott Miller, Vice Chair Bob Berlese Eric Borowsky Martha Ecton Michael Foster Donna Reagan TABle oF ConTenTS PROgRAM OPERATINg BuDgET Overview How to Use This Book Program Operating Budget by Div, Program, Acct Program Operating Budget by Div, Program, Funding Program Budget Relationship with Strategic Goals 1 4 10 16 Program Budgets Mayor and City Council Mayor & City Council 22 City Attorney’s Office Civil Division Prosecution Victim Services 26 28 30 City Auditor Internal Audit Program 34 City Clerk City Clerk Elections 38 40 City Court Court 44 City Manager City Manager 48 Finance and Accounting City Treasurer Accounting Accounts Payable Budget Payroll Risk Management Tax & License Revenue Recovery Meter Reading Utility Billing Remittance Processing 52 54 56 58 60 62 64 66 68 70 72 Administrative Services Tax Audit Purchasing Stores/Warehouse Operations Mail/Graphics & Printing 76 78 80 82 Community Services Community Services Planning & Administration Preserve Planning & Administration Human Services Planning & Administration 86 88 90 Senior Citizen Services Social Services Assistance & Referral Housing Assistance & CDBG Programs Parks & Recreation Planning & Administration Adapted Recreation Services Aquatic Centers Sports & Fitness Programs Youth & Family Activities & After School Prgms Community Recreation Services & Facilities Leisure Education Programs Grounds & Landscape Maintenance Downtown Maintenance Medians & Right-Of-Way Sports Complexes Library Planning & Administration Library Operations Main Library Branch Libraries 92 94 96 98 100 102 104 106 108 110 112 114 116 118 120 122 124 126 Economic Vitality Economic Vitality Administration Economic Development Hospitality Development Revitalization Existing Business Services The Downtown Group WestWorld Aviation 130 132 134 136 138 140 142 144 Human Resources Executive Management Staffing Services / Employee Relations Workforce Management Diversity & Dialogue Benefits Management Operational Support / Employee Programs Human Resources Technology Services 148 150 152 154 156 158 160 Information Technology Administration Appl. Dev. Integration Management & Support Technology Infrastructure Network Security GIS Data Services Project Management & Integration Application Support Help Desk / Desktop Technical Support Web & Media Services 164 166 168 170 172 174 176 178 180 Planning, Neighborhood &Transportation PNT Administration Planning Technology 184 186 TABle oF ConTenTS PROgRAM OPERATINg BuDgET Development Services Current Planning Planning Services Office of Environmental Initiatives Transportation Master Planning Transit Traffic Engineering Community Outreach Neighborhood Stability/Revitalization Code Enforcement 188 190 192 194 196 198 200 202 204 206 Public Safety - Fire Office of the Fire Chief Fire Emergency Services Fire Support Services Emergency Management 210 212 214 216 Public Safety - Police Office of the Police Chief Internal Affairs Patrol Services Photo Enforcement Traffic Enforcement Bicycle Patrol Canine Services Detention Event Traffic Control Special Event/Off Duty Coordination Mounted Patrol Patrol High Enforcement Arrest Team School Resource Services Violent Crimes Investigations Sex Crimes Investigations Domestic Violence Investigations Police Crisis Intervention Gang Investigations Burglary & Theft Investigations Auto Crimes Investigations Financial Crimes Investigations Repeat Offender Program Computer Crime Investigations Drug Enforcement Drug Interdiction Surveillance / SWAT Criminal Intelligence Conspiracy Investigations Police Records Technology Police Supply & Equipment Communications Property & Evidence Crime Laboratory Crime Analysis 220 222 224 226 228 230 232 234 236 238 240 242 244 246 248 250 252 254 256 258 260 262 264 266 268 270 272 274 276 278 280 282 284 286 288 Crime Scene Processing Planning, Research & Accreditation Recruiting & Personnel Training Municipal Security & Emergency Preparedness 290 292 294 296 298 Public Works Public Works Administration Capital Project Management Real Estate Solid Waste Management Admin Services Residential Collection Services Container Repair Services Transfer Station Operations Commercial Collection Services Household Hazardous Waste Emergency Response Team Traffic Signals Street Signs and Markings Street Light Maintenance Street Operations Administration Street Cleaning Street Overlays & Maintenance Unpaved Roads & Drainage System Maintenance Alley Maintenance Intelligent Transportation Systems Fleet Management Administration Fleet Maintenance & Operations Fleet Parts Supply Fuel Vehicle Acquisition Facilities Management Planning & Admin Facilities Maintenance Contract Administration Space Planning 302 304 306 308 310 312 314 316 318 320 322 324 326 328 330 332 334 336 338 340 342 344 346 348 350 352 354 356 Water Resources Engineering & Administration Water Services Reclamation Services Water Quality 360 362 364 366 Appendix Authorized Personnel Positions Classification/Compensation Plan 371 411 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two oVeRView hOW TO uSE ThIS BOOK O The City of Scottsdale’s budget for FY 2010/11 is comprised of three volumes: Volume one Volume One, Budget Summary includes the City Council’s Mission Statement and Broad goals, the Annual Report, the City Manager’s Transmittal Letter and Adopted Financial Policies. The Five-Year Financial Plan covers the period FY 2010/11 through FY 2014/15, which forecasts results of operations by fund and incorporates the operating expenses of capital improvements for the period. The Summary by Division contains description of services provided by each division, operating budgets by expenditure category and the applicable funding sources, current fiscal year priorities, as well as prior year achievements, significant changes, and performance measures. Volume Two Volume Two, Program Operating Budget presents the individual programs within each division. The publication includes specific information about the program descriptions, significant budgetary changes, current fiscal year priorities, as well as prior year achievements. In addition, included are program operating budgets and their relationship with the Strategic goals, general Plan and CityShape 2020. Volume Three Volume Three, Capital Improvement Plan (CIP) includes the Capital Project Budget and Five-Year Capital Improvement Plan with more detailed information for each project. Projects accounted for in Enterprise funds are also included in the Capital Project Budget. Capital Project Budget funding sources are matched with budgeted expenditures. All future year projected operating impacts are noted in the Capital Budget and are included in the Five-Year Financial Plan. Program operating Budget – Volume Two Volume Two contains two matrixes – 1) Program Operating Budget by Division/Program (Account and Funding) and 2) Program Budget Relationship with the general Plan and CityShape 2020. Additionally, Volume Two contains detailed information on each of the City’s 157 programs, which provide a wide range of services to Scottsdale’s citizens, businesses and visitors. The information includes the program description, significant budgetary notes and changes, FY 2009/10 highlights, current year priorities, as well as the program’s revenues and expenditures. The 157 programs outlined in this volume represent the City’s ongoing effort to prepare and present the City’s budget using a zero based, program budget approach. Many previous broad-based programs were dissected into more specific programs to provide a more focused review of the services delivered, increase the scrutiny of expenditures, and aid in the prioritization of programs to be funded from our limited resources. As every community is unique, the City of Scottsdale’s Program Budget System was designed to meet the specific needs of our internal and external users, within our financial management system and resource parameters. Several of the key factors considered and City’s treatment of those items are noted below: ASSIgNMENT OF STAFF TO PROgRAMS – Employees were assigned to the specific program in which they spend a majority of their time. In some instances an employee may contribute to several programs but the program budget does not attempt to allocate individual staff across programs, to avoid partial FTE’s being assigned to programs. Instead each staff was assigned to one program and in most cases employees spent more than 50% of their time in the assigned program. ASSIgNMENT OF PROgRAMS TO DIVISIONS – All programs are specific within one unique division, and not crossing between divisions. In some instances, one division may help support the service outcome of a program provided by another City division. ALLOCATION OF OVERhEAD TO PROgRAMS – Internal service cost programs (payroll, accounts payable, personnel and benefits management, etc.) as well as overhead costs (utilities, liability insurance, etc.) have not been allocated back to individual programs in the general and Special Revenue Funds in an effort to calculate each program’s “full cost.” This effort was considered a circular exercise, as the same limited pool of resources would still fund the program costs after an allocation. Internal service costs are allocated to all Enterprise Funds and are considered in all rate, fee and user charge analysis performed by the City. 1 oVeRView hOW TO uSE ThIS BOOK COMMUNITY SERVICES PLANNING AND ADMIN Indicates which of the Strategic goals the program supports. Highlights the services provided by the program. Describes major accomplishments of the program from the prior fiscal year. • • • Program Description The Community Services Planning and Administration program oversees, manages and directs personnel, planning, general operations, capital improvement projects and financial forecasting and monitoring activities for the Community Services division and its four departments (Preserve Management, Library Operations, Parks and Recreation, and Human Services), while ensuring attainment of City Council and City leadership broad goals and objectives. FY 09/10 Highlights • • • • Next Year Priorities • • • • Describes the significant changes to the budget since last fiscal year. COMMUNITY SERVICES Strategic Goal(s) 2 Indicates specifically what the program would like to achieve in the next fiscal year. O Budget Notes and Changes • • Preserve Meaningful Open-Space Enhance Neighborhoods Support Economic Vitality Managed the Division's new organizational structure and implemented several operational efficiencies that resulted in cost savings to the organization. Reviewed and prioritized projects for consideration in the City's proposed bond election. Monitored ongoing vacant positions throughout the year to achieve additional budget savings and filled only those positions determined to be essential to core operations. Identified additional budget savings and potential revenue opportunities during development of the Division's fiscal year 2010/11 budget in order to meet the City's balanced budget goal. Continue evaluating the Division's organizational structure and operations by enhancing processes and reducing expenditures. Pursue additional revenue generating activities and review cost recovery policies of programs and classes. Effectively manage and oversee planning, capital improvement projects, and financial activities for the Community Services division. Provide leadership that reflects mission, goals and strategies outlined by City Council and City executive staff, as well as responds to the needs and concerns of Scottsdale citizens. Increase in Personnel Services budget as a result of division reorganization and alignment of personnel budget with positions. Reductions in Contractual Services and Commodities budgets as part of overall budget savings objectives. oVeRView O hOW TO uSE ThIS BOOK COMMUNITY SERVICES PLANNING AND ADMIN COMMUNITY SERVICES Staff Summary Summarizes the full-time equivalent by program, shows the % of City's FTEs. Complete listing is available in Appendix A. Highlights the specific revenue source(s) associated with a given program Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,448,346 1,448,346 332,055 332,055 376,038 376,038 43,983 43,983 Funding Source General Fund Total Division Budget 3 Expenditures By Type See the glossary in Volume One for a description of the expenditure categories. Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,278,957 163,784 5,605 0 1,448,346 0 1,448,346 298,571 24,734 8,750 0 332,055 0 332,055 349,169 21,769 5,100 0 376,038 0 376,038 50,598 -2,965 -3,650 0 43,983 0 43,983 oVeRView O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & ACCOuNT The following matrix provides a summary of the total adopted FY 2010/2011 Program Operating Budget by division and highlights each division's specific programs by account category. Additionally, the report includes the applicable number of full-time equivalent employees (FTE's) by program and division. Division/Program FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2010/11 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL 10.00 497,559 100,330 18,600 0 0 616,489 TOTAL MAYOR AND CITY COUNCIL 10.00 497,559 100,330 18,600 0 0 616,489 CIVIL DIVISION 24.50 2,655,700 304,436 53,200 0 0 3,013,336 PROSECUTION 27.00 2,383,352 147,511 30,000 0 0 2,560,863 6.00 383,059 17,555 4,994 0 0 405,608 57.50 5,422,111 469,502 88,194 0 0 5,979,807 INTERNAL AUDIT PROGRAM 7.00 718,450 106,886 2,250 0 0 827,586 TOTAL CITY AUDITOR 7.00 718,450 106,886 2,250 0 0 827,586 CITY CLERK 10.00 738,693 120,817 6,275 0 0 865,785 ELECTIONS 0.00 0 323,130 200 0 0 323,330 10.00 738,693 443,947 6,475 0 0 1,189,115 COURT 62.48 4,327,735 1,281,653 57,568 0 369,200 6,036,156 TOTAL CITY COURT 62.48 4,327,735 1,281,653 57,568 0 369,200 6,036,156 CITY MANAGER 7.00 957,794 430,376 19,350 0 0 1,407,520 TOTAL CITY MANAGER 7.00 957,794 430,376 19,350 0 0 1,407,520 CITY ATTORNEY VICTIM SERVICES TOTAL CITY ATTORNEY 4 CITY AUDITOR CITY CLERK TOTAL CITY CLERK CITY COURT CITY MANAGER FINANCE AND ACCOUNTING ACCOUNTING 11.00 934,766 711,569 8,020 0 0 1,654,355 ACCOUNTS PAYABLE 4.00 215,004 25,568 1,666 0 0 242,238 BUDGET 4.50 452,960 33,868 3,365 0 0 490,193 CITY TREASURER 3.00 335,512 28,085 2,100 0 0 365,697 METER READING 15.00 849,147 209,363 14,000 0 0 1,072,510 oVeRView Division/Program PAYROLL O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & ACCOuNT FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2010/11 Total 7.00 459,062 103,447 5,460 0 0 567,969 REMITTANCE PROCESSING 11.00 682,941 364,109 6,680 0 0 1,053,730 REVENUE RECOVERY 11.00 707,759 45,539 4,050 0 0 757,348 7.00 580,991 6,562,292 95,019 0 0 7,238,302 TAX & LICENSE 12.00 749,973 115,790 5,560 0 0 871,323 UTILITY BILLING 9.00 606,035 652,812 6,700 0 0 1,265,547 94.50 6,574,150 8,852,442 152,620 0 0 15,579,212 7.00 414,198 78,660 192,660 0 0 685,518 RISK MANAGEMENT TOTAL FINANCE AND ACCOUNTING ADMINISTRATIVE SERVICES MAIL/GRAPHICS AND PRINTING PURCHASING 14.00 1,016,363 51,832 10,188 0 0 1,078,383 STORES/WAREHOUSE OPERATIONS 5.00 278,876 52,858 8,575 0 0 340,309 TAX AUDIT 9.00 671,152 37,988 2,870 0 0 712,010 35.00 2,380,589 221,338 214,293 0 0 2,816,220 TOTAL ADMINISTRATIVE SERVICES COMMUNITY SERVICES ADAPTED RECREATION SERVICES 10.60 420,363 35,150 15,786 0 0 471,299 AQUATICS CENTERS 45.29 1,951,639 89,549 79,119 0 0 2,120,307 BRANCH LIBRARIES 59.70 3,272,841 104,773 30,209 0 0 3,407,823 COMMUNITY RECREATION SERVICES & FACILITIES 47.24 2,247,902 394,906 909,964 0 274,600 3,827,372 376,038 COMMUNITY SERVICES PLANNING AND ADMIN 3.00 349,169 21,769 5,100 0 0 DOWNTOWN MAINTENANCE PROGRAM 10.00 521,814 303,965 76,963 0 0 902,742 GROUNDS AND LANDSCAPE MAINTENANCE 66.75 3,629,072 1,753,795 859,681 0 370,600 6,613,148 HOUSING ASSISTANCE AND CDBG PROGRAMS 15.75 1,025,458 9,620,332 14,570 0 0 10,660,360 HUMAN SERVICES PLANNING & ADMIN. 3.00 261,238 13,893 9,685 0 0 284,816 LEISURE EDUCATION PROGRAMS 7.83 459,968 338,152 15,060 0 0 813,180 24.50 1,627,007 868,134 1,487,264 66,155 0 4,048,560 6.00 634,897 14,494 5,085 0 0 654,476 32.60 1,751,111 70,244 14,680 0 0 1,836,035 MEDIANS AND RIGHT-OF-WAY 8.00 514,483 1,079,455 78,518 0 0 1,672,456 PARKS & RECREATION PLANNING & ADMIN 9.44 887,456 157,920 49,816 0 0 1,095,192 PRESERVE PLANNING & ADMINISTRATION 3.00 242,664 86,722 25,350 0 0 354,736 SENIOR CITIZEN SERVICES 23.55 1,386,750 322,203 105,618 0 0 1,814,571 SOCIAL SERVICES ASSISTANCE AND REFERRAL 32.60 1,863,575 1,095,071 163,128 5,712 0 3,127,486 SPORTS & FITNESS PROGRAMS 18.08 900,388 734,315 116,329 0 0 1,751,032 SPORTS COMPLEXES 22.66 1,201,336 638,133 272,809 0 0 2,112,278 YOUTH & FAMILY ACTIVITIES & AFTER SCHOOL PROGRAMS 37.99 1,744,840 384,198 172,873 0 0 2,301,911 487.58 26,893,971 18,127,173 4,507,607 71,867 645,200 50,245,818 LIBRARY OPERATIONS LIBRARY PLANNING AND ADMINISTRATION MAIN LIBRARY TOTAL COMMUNITY SERVICES 5 oVeRView Division/Program O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & ACCOuNT FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2010/11 Total ECONOMIC VITALITY AVIATION 14.00 1,009,212 672,310 48,100 0 0 1,729,622 ECONOMIC DEVELOPMENT 1.00 83,292 126,717 1,000 0 0 211,009 ECONOMIC VITALITY 2.00 236,727 158,545 3,000 0 0 398,272 EXISTING BUSINESS SERVICES 2.00 219,571 41,925 1,000 0 0 262,496 HOSPITALITY DEVELOPMENT 3.00 291,280 7,263,300 3,000 0 0 7,557,580 REVITALIZATION 1.00 76,110 154,793 1,250 0 0 232,153 6,053,586 THE DOWNTOWN GROUP 2.00 131,472 4,966,764 6,850 0 948,500 WESTWORLD 23.00 1,761,650 1,288,212 424,180 0 144,200 3,618,242 TOTAL ECONOMIC VITALITY 48.00 3,809,314 14,672,566 488,380 0 1,092,700 20,062,960 BENEFITS MANAGEMENT 5.50 870,163 25,339,011 27,200 50,000 0 26,286,374 DIVERSITY & DIALOGUE 1.00 56,598 105,720 11,625 0 0 173,943 HUMAN RESOURCES - EXECUTIVE MGMT 3.00 401,298 25,062 0 0 0 426,360 HUMAN RESOURCES TECHNOLOGY SERVICES 3.00 277,247 1,078 0 0 0 278,325 OPERATIONAL SUPPORT/EMPLOYEE PROGRAMS 6.00 285,091 53,353 77,872 0 0 416,316 STAFFING SERVICES/EMPLOYEE RELATIONS 9.00 718,176 170,310 2,142 0 0 890,628 WORKFORCE MANAGEMENT 3.00 419,946 467,877 117,408 0 0 1,005,231 TOTAL HUMAN RESOURCES 30.50 3,028,519 26,162,411 236,247 50,000 0 29,477,177 HUMAN RESOURCES 6 INFORMATION TECHNOLOGY APPL. DEV. INTEGRATION MGMT & SUPPORT 11.00 1,275,346 230,271 2,700 0 0 1,508,317 APPLICATION SUPPORT 8.00 812,458 44,807 7,800 0 0 865,065 GIS DATA SERVICES 6.00 558,044 92,783 3,750 0 0 654,577 HELP DESK/DESKTOP TECHNICAL SUPPORT 12.00 945,030 32,014 22,292 0 0 999,336 INFORMATION TECHNOLOGY ADMINISTRATION 4.81 440,805 40,853 2,350 0 0 484,008 NETWORK SECURITY 3.00 308,996 46,120 6,850 0 0 361,966 PROJECT MANAGEMENT & INTEGRATION 1.00 110,730 10,001 650 0 0 121,381 TECHNOLOGY INFRASTRUCTURE 20.00 2,217,519 1,013,906 167,500 22,000 390,000 3,810,925 WEB AND MEDIA SERVICES 10.00 897,071 113,121 17,000 0 70,800 1,097,992 TOTAL INFORMATION TECHNOLOGY 75.81 7,565,999 1,623,876 230,892 22,000 460,800 9,903,567 19.00 1,366,486 229,117 17,706 0 0 1,613,309 PLANNING/NEIGHBORHOOD/TRANSPORTATION CODE ENFORCEMENT COMMUNITY OUTREACH 7.50 705,291 135,734 79,146 5,000 0 925,171 CURRENT PLANNING 35.00 2,816,599 192,093 35,530 0 0 3,044,222 DEVELOPMENT SERVICES 69.00 5,677,885 1,153,228 147,409 5,000 1,303,900 8,287,422 6.00 501,858 276,668 2,750 0 0 781,276 NEIGHBORHOOD STABILITY/REVITALIZATION oVeRView Division/Program O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & ACCOuNT FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2010/11 Total OFFICE OF ENVIRONMENTAL INITIATIVES 4.00 398,143 367,549 39,800 0 0 805,492 PLANNING SERVICES 8.00 653,545 145,599 19,405 0 0 818,549 PLANNING TECHNOLOGY 5.00 413,292 29,998 20,900 0 0 464,190 PNT ADMINISTRATION 6.00 873,023 314,117 12,595 0 0 1,199,735 TRAFFIC ENGINEERING 11.00 1,106,527 474,419 2,150 0 0 1,583,096 TRANSIT 4.00 308,068 9,199,085 93,000 0 0 9,600,153 TRANSPORTATION MASTER PLANNING 6.00 575,259 48,275 8,000 0 249,000 880,534 180.50 15,395,976 12,565,882 478,391 10,000 1,552,900 30,003,149 3.00 247,249 38,661 5,500 0 0 291,410 233.00 19,552,964 2,261,178 16,444 0 0 21,830,586 30.00 2,666,943 1,727,523 824,731 240,300 0 5,459,497 2.00 249,940 62,376 0 0 0 312,316 268.00 22,717,096 4,089,738 846,675 240,300 0 27,893,809 9.00 901,068 56,721 4,110 0 0 961,899 TOTAL PLANNING/NEIGHBORHOOD/TRANSPORTATION PUBLIC SAFETY - FIRE EMERGENCY MANAGEMENT FIRE EMERGENCY SERVICES FIRE SUPPORT SERVICES OFFICE OF THE FIRE CHIEF TOTAL PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE AUTO CRIMES INVESTIGATIONS BICYCLE PATROL 9.00 1,005,914 53,906 12,800 0 0 1,072,620 10.00 1,137,449 53,667 6,900 0 0 1,198,016 CANINE SERVICES 6.00 684,797 101,097 10,800 10,450 0 807,144 COMMUNICATIONS BURGLARY & THEFT INVESTIGATIONS 50.00 3,633,979 84,115 5,400 0 0 3,723,494 COMPUTER CRIME INVESTIGATIONS 7.00 769,534 47,185 14,900 0 0 831,619 CONSPIRACY INVESTIGATIONS 5.00 591,166 88,495 11,250 0 0 690,911 CRIME ANALYSIS 4.00 279,635 9,084 700 0 0 289,419 CRIME LABORATORY 19.00 1,654,030 309,587 244,695 0 0 2,208,312 CRIME SCENE PROCESSING 11.00 699,781 78,712 11,745 0 0 790,238 CRIMINAL INTELLIGENCE DETENTION DOMESTIC VIOLENCE INVESTIGATIONS DRUG ENFORCEMENT 8.00 873,048 26,058 2,445 0 0 901,551 39.00 2,835,436 3,795,116 39,500 0 0 6,670,052 7.00 682,387 41,647 2,965 0 0 726,999 11.00 1,440,603 1,497,388 249,100 182,000 0 3,369,091 DRUG INTERDICTION 7.00 800,741 47,620 2,500 0 0 850,861 EVENT TRAFFIC CONTROL 0.00 280,048 6,916 2,000 0 0 288,964 FINANCIAL CRIMES INVESTIGATIONS 9.00 968,680 61,843 3,075 0 0 1,033,598 GANG INVESTIGATIONS 9.00 952,512 66,645 8,350 0 0 1,027,507 INTERNAL AFFAIRS 3.00 340,497 25,998 300 0 0 366,795 MOUNTED PATROL 8.10 776,538 57,520 35,750 0 0 869,808 MUNICIPAL SECURITY & EMERGENCY PREPAREDNESS 7.00 569,428 1,669,346 11,500 0 0 2,250,274 7 oVeRView Division/Program OFFICE OF THE POLICE CHIEF PATROL HIGH ENFORCEMENT ARREST TEAM PATROL SERVICES FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2010/11 Total 10.00 1,346,557 72,224 32,800 0 0 1,451,581 7.00 724,097 102,228 8,700 0 0 835,025 263.00 25,841,984 2,975,456 83,500 0 0 28,900,940 PHOTO ENFORCEMENT 4.00 288,171 1,400,100 5,000 0 0 1,693,271 PLANNING, RESEARCH AND ACCREDITATION 6.00 505,795 11,574 700 0 0 518,069 POLICE CRISIS INTERVENTION 7.00 598,854 86,702 6,425 0 0 691,981 31.00 1,751,174 110,156 5,354 0 0 1,866,684 POLICE SUPPLY & EQUIPMENT 8.00 583,289 1,106,767 539,640 0 0 2,229,696 PROPERTY AND EVIDENCE 7.50 480,405 28,425 4,700 0 0 513,530 RECRUITING & PERSONNEL 6.00 833,554 197,761 10,400 0 0 1,041,715 REPEAT OFFENDER PROGRAM 8.00 1,038,271 101,788 9,620 0 0 1,149,679 SCHOOL RESOURCE SERVICES POLICE RECORDS 8 O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & ACCOuNT 11.00 1,087,925 81,122 6,000 0 0 1,175,047 SEX CRIMES INVESTIGATIONS 9.00 981,593 60,245 7,450 0 0 1,049,288 SPECIAL EVENT/OFF DUTY COORDINATION 2.00 187,455 1,419 500 0 0 189,374 SURVEILLANCE/SWAT 8.00 1,305,318 133,214 103,300 0 0 1,541,832 TECHNOLOGY 10.00 964,404 946,707 10,800 0 0 1,921,911 TRAFFIC ENFORCEMENT 28.00 3,458,850 410,554 23,660 0 0 3,893,064 TRAINING 11.00 1,187,793 222,703 143,041 0 0 1,553,537 VIOLENT CRIMES INVESTIGATIONS 14.00 1,713,765 203,871 4,300 0 0 1,921,936 688.60 66,756,525 16,431,682 1,686,675 192,450 0 85,067,332 3.00 203,330 269,888 30,600 0 0 503,818 TOTAL PUBLIC SAFETY - POLICE PUBLIC WORKS ALLEY MAINTENANCE CAPITAL PROJECT MANAGEMENT 39.00 40,000 -40,000 0 0 0 0 COMMERCIAL COLLECTION SERVICES 12.00 844,499 2,356,141 52,461 0 0 3,253,101 CONTAINER REPAIR SERVICES 6.00 350,379 57,913 276,270 0 0 684,562 CONTRACT ADMINISTRATION 4.00 308,504 2,735,069 119,500 0 0 3,163,073 EMERGENCY RESPONSE TEAM 0.00 62,618 524 6,000 0 0 69,142 46.00 3,409,307 8,307,992 1,622,586 0 0 13,339,885 FACILITIES MGMT PLANNING & ADMIN 4.00 329,821 183,697 25,325 0 0 538,843 FLEET MAINTENANCE & OPERATIONS FACILITIES MAINTENANCE 36.00 2,532,840 994,471 2,890,359 226,462 0 6,644,132 FLEET MANAGEMENT ADMINISTRATION 4.00 348,739 179,964 22,757 0 0 551,460 FLEET PARTS SUPPLY 7.00 440,716 73,143 10,000 0 0 523,859 FUEL 0.00 0 66,121 3,866,185 250,000 0 4,182,306 HOUSEHOLD HAZARDOUS WASTE 0.00 26,921 148,518 7,469 0 0 182,908 INTELLIGENT TRANSPORTATION SYSTEMS 4.00 404,166 247,307 14,000 1,500 0 666,973 PUBLIC WORKS ADMINISTRATION 3.00 319,613 14,346 4,500 0 0 338,459 REAL ESTATE 2.00 212,833 90,934 2,870 0 0 306,637 63.00 4,061,537 6,641,183 62,598 0 0 10,765,318 5.00 336,415 102,698 13,818 0 0 452,931 RESIDENTIAL COLLECTION SERVICES SOLID WASTE MANAGEMENT ADMIN SVCS oVeRView O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & ACCOuNT Division/Program FTE Personnel Services Contractual Services SPACE PLANNING 1.00 92,856 11,019 STREET CLEANING 9.00 578,993 STREET LIGHT MAINTENANCE 1.00 68,279 STREET OPERATIONS ADMINISTRATION 5.00 STREET OVERLAYS AND MAINTENANCE STREET SIGNS AND MARKINGS TRAFFIC SIGNALS Commodities Capital Outlays Operating Projects Adopted FY 2010/11 Total 0 0 0 382,846 1,300 0 0 963,139 899,301 417,208 0 0 1,384,788 418,956 88,632 21,362 0 0 528,950 11.00 616,577 5,818,608 59,500 4,000 0 6,498,685 10.00 619,690 220,256 264,085 0 0 1,104,031 10.00 802,514 529,000 193,857 0 0 1,525,371 TRANSFER STATION OPERATIONS 3.00 197,656 104,759 17,882 0 0 320,297 UNPAVED ROADS AND DRAINAGE SYSTEM MAINT 7.00 477,291 1,639,336 106,600 2,475 0 2,225,702 VEHICLE ACQUISITION 0.00 0 233,414 0 3,250,000 0 3,483,414 295.00 18,105,050 32,357,080 10,109,092 3,734,437 0 64,305,659 ENGINEERING & ADMINISTRATION 21.00 2,276,204 3,997,322 2,522,633 0 0 8,796,159 RECLAMATION SERVICES 53.00 3,992,865 10,072,016 2,524,676 90,000 0 16,679,557 WATER QUALITY 22.00 1,844,788 596,488 366,690 32,000 0 2,839,966 WATER SERVICES 93.00 6,913,404 11,537,990 18,587,594 0 0 37,038,988 189.00 15,027,261 26,203,816 24,001,593 122,000 0 65,354,670 2,546.47 200,916,792 164,140,698 43,144,902 4,443,054 4,120,800 416,766,246 TOTAL PUBLIC WORKS 103,875 WATER RESOURCES TOTAL WATER RESOURCES Grand Totals ** FUTURE GRANTS Add: Leave Accrual Payments Less: Estimated Personnel Savings from Vacant Positions 2,949,000 1,851,044 -3,372,034 Less: Internal Service Fund Offset -35,698,232 Add: Debt Service 106,450,926 Add: Indirect/Direct Cost Allocation Add: Reserve/Contingency Appropriations Total FY 2010/2011 Operating Budget Plus Other Fiscal Activity ** These are unidentified future grants and have not been applied to a program at this time. This funding is included to give the maximum, legal flexibility. When and if a grant is awarded, it will be assigned to a specific division and program. 12,742,339 72,920,176 574,609,465 9 oVeRView Division/Program O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & FuNDINg FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2010/11 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL 10.00 616,489 0 0 0 0 616,489 TOTAL MAYOR AND CITY COUNCIL 10.00 616,489 0 0 0 0 616,489 CIVIL DIVISION 24.50 3,013,336 0 0 0 0 3,013,336 PROSECUTION 27.00 2,560,863 0 0 0 0 2,560,863 CITY ATTORNEY VICTIM SERVICES 6.00 405,608 0 0 0 0 405,608 57.50 5,979,807 0 0 0 0 5,979,807 INTERNAL AUDIT PROGRAM 7.00 827,586 0 0 0 0 827,586 TOTAL CITY AUDITOR 7.00 827,586 0 0 0 0 827,586 10.00 865,785 0 0 0 0 865,785 TOTAL CITY ATTORNEY CITY AUDITOR CITY CLERK 10 CITY CLERK ELECTIONS 0.00 323,330 0 0 0 0 323,330 10.00 1,189,115 0 0 0 0 1,189,115 COURT 62.48 4,669,882 1,363,190 0 0 3,084 6,036,156 TOTAL CITY COURT 62.48 4,669,882 1,363,190 0 0 3,084 6,036,156 CITY MANAGER 7.00 1,407,520 0 0 0 0 1,407,520 TOTAL CITY MANAGER 7.00 1,407,520 0 0 0 0 1,407,520 11.00 1,654,355 0 0 0 0 1,654,355 ACCOUNTS PAYABLE 4.00 242,238 0 0 0 0 242,238 BUDGET 4.50 490,193 0 0 0 0 490,193 CITY TREASURER 3.00 365,697 0 0 0 0 365,697 METER READING 15.00 0 0 1,072,510 0 0 1,072,510 7.00 567,969 0 0 0 0 567,969 11.00 378,278 0 675,452 0 0 1,053,730 TOTAL CITY CLERK CITY COURT CITY MANAGER FINANCE AND ACCOUNTING ACCOUNTING PAYROLL REMITTANCE PROCESSING oVeRView Division/Program REVENUE RECOVERY RISK MANAGEMENT O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & FuNDINg FTE 11.00 General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2010/11 Total 365,854 0 391,494 0 0 757,348 7,238,302 7.00 0 0 0 7,238,302 0 TAX & LICENSE 12.00 871,323 0 0 0 0 871,323 UTILITY BILLING 9.00 0 0 1,265,547 0 0 1,265,547 94.50 4,935,907 0 3,405,003 7,238,302 0 15,579,212 TOTAL FINANCE AND ACCOUNTING ADMINISTRATIVE SERVICES MAIL/GRAPHICS AND PRINTING PURCHASING STORES/WAREHOUSE OPERATIONS TAX AUDIT TOTAL ADMINISTRATIVE SERVICES 7.00 685,518 0 0 0 0 685,518 14.00 1,078,383 0 0 0 0 1,078,383 5.00 340,309 0 0 0 0 340,309 9.00 712,010 0 0 0 0 712,010 35.00 2,816,220 0 0 0 0 2,816,220 COMMUNITY SERVICES ADAPTED RECREATION SERVICES 10.60 471,299 0 0 0 0 471,299 AQUATICS CENTERS 45.29 2,120,307 0 0 0 0 2,120,307 BRANCH LIBRARIES 59.70 3,407,823 0 0 0 0 3,407,823 COMMUNITY RECREATION SERVICES & FACILITIES 47.24 2,396,966 1,430,406 0 0 0 3,827,372 3.00 376,038 0 0 0 0 376,038 DOWNTOWN MAINTENANCE PROGRAM 10.00 902,742 0 0 0 0 902,742 GROUNDS AND LANDSCAPE MAINTENANCE 66.75 6,613,148 0 0 0 0 6,613,148 HOUSING ASSISTANCE AND CDBG PROGRAMS 15.75 398,915 142,798 0 0 10,118,647 10,660,360 3.00 284,816 0 0 0 COMMUNITY SERVICES PLANNING AND ADMIN HUMAN SERVICES PLANNING & ADMIN. LEISURE EDUCATION PROGRAMS LIBRARY OPERATIONS LIBRARY PLANNING AND ADMINISTRATION MAIN LIBRARY 0 284,816 7.83 813,180 0 0 0 0 813,180 24.50 3,686,460 326,100 0 0 36,000 4,048,560 6.00 654,476 0 0 0 0 654,476 32.60 1,836,035 0 0 0 0 1,836,035 MEDIANS AND RIGHT-OF-WAY 8.00 1,672,456 0 0 0 0 1,672,456 PARKS & RECREATION PLANNING & ADMIN 9.44 1,095,192 0 0 0 0 1,095,192 PRESERVE PLANNING & ADMINISTRATION 3.00 354,736 0 0 0 0 354,736 SENIOR CITIZEN SERVICES 23.55 1,691,721 122,850 0 0 0 1,814,571 SOCIAL SERVICES ASSISTANCE AND REFERRAL 32.60 2,476,339 249,949 0 0 401,198 3,127,486 SPORTS & FITNESS PROGRAMS 18.08 1,701,032 50,000 0 0 0 1,751,032 SPORTS COMPLEXES 22.66 2,112,278 0 0 0 0 2,112,278 YOUTH & FAMILY ACTIVITIES & AFTER SCHOOL PROGRAMS 37.99 2,287,636 14,275 0 0 0 2,301,911 487.58 37,353,595 2,336,378 0 0 10,555,845 50,245,818 14.00 0 0 1,729,622 0 0 1,729,622 ECONOMIC DEVELOPMENT 1.00 211,009 0 0 0 0 211,009 ECONOMIC VITALITY 2.00 398,272 0 0 0 0 398,272 TOTAL COMMUNITY SERVICES ECONOMIC VITALITY AVIATION 11 oVeRView Division/Program O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & FuNDINg FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2010/11 Total EXISTING BUSINESS SERVICES 2.00 262,496 0 0 0 0 262,496 HOSPITALITY DEVELOPMENT 3.00 2,560,747 4,995,833 0 0 1,000 7,557,580 REVITALIZATION 1.00 232,153 0 0 0 0 232,153 THE DOWNTOWN GROUP 2.00 5,877,436 176,150 0 0 0 6,053,586 WESTWORLD 23.00 3,418,242 200,000 0 0 0 3,618,242 TOTAL ECONOMIC VITALITY 48.00 12,960,355 5,371,983 1,729,622 0 1,000 20,062,960 BENEFITS MANAGEMENT 5.50 348,705 0 0 26,286,374 DIVERSITY & DIALOGUE 1.00 159,443 5,000 0 0 9,500 173,943 HUMAN RESOURCES - EXECUTIVE MGMT 3.00 426,360 0 0 0 0 426,360 HUMAN RESOURCES TECHNOLOGY SERVICES 3.00 278,325 0 0 0 0 278,325 OPERATIONAL SUPPORT/EMPLOYEE PROGRAMS 6.00 416,316 0 0 0 0 416,316 STAFFING SERVICES/EMPLOYEE RELATIONS 9.00 890,628 0 0 0 0 890,628 WORKFORCE MANAGEMENT 3.00 1,005,231 0 0 0 0 1,005,231 TOTAL HUMAN RESOURCES 30.50 3,525,008 5,000 0 25,937,669 9,500 29,477,177 11.00 1,508,317 0 0 0 0 1,508,317 8.00 865,065 0 0 0 0 865,065 HUMAN RESOURCES 12 0 25,937,669 INFORMATION TECHNOLOGY APPL. DEV. INTEGRATION MGMT & SUPPORT APPLICATION SUPPORT GIS DATA SERVICES 6.00 654,577 0 0 0 0 654,577 12.00 999,336 0 0 0 0 999,336 INFORMATION TECHNOLOGY ADMINISTRATION 4.81 484,008 0 0 0 0 484,008 NETWORK SECURITY 3.00 361,966 0 0 0 0 361,966 PROJECT MANAGEMENT & INTEGRATION 1.00 121,381 0 0 0 0 121,381 TECHNOLOGY INFRASTRUCTURE 20.00 3,810,925 0 0 0 0 3,810,925 WEB AND MEDIA SERVICES 10.00 1,097,992 0 0 0 0 1,097,992 TOTAL INFORMATION TECHNOLOGY 75.81 9,903,567 0 0 0 0 9,903,567 19.00 1,613,309 0 0 0 0 1,613,309 7.50 925,171 0 0 0 0 925,171 CURRENT PLANNING 35.00 3,044,222 0 0 0 0 3,044,222 DEVELOPMENT SERVICES HELP DESK/DESKTOP TECHNICAL SUPPORT PLANNING/NEIGHBORHOOD/TRANSPORTATION CODE ENFORCEMENT COMMUNITY OUTREACH 69.00 7,713,035 0 0 0 574,387 8,287,422 NEIGHBORHOOD STABILITY/REVITALIZATION 6.00 675,476 70,000 0 0 35,800 781,276 OFFICE OF ENVIRONMENTAL INITIATIVES 4.00 543,492 55,000 0 0 207,000 805,492 PLANNING SERVICES 8.00 818,549 0 0 0 0 818,549 PLANNING TECHNOLOGY 5.00 464,190 0 0 0 0 464,190 PNT ADMINISTRATION 6.00 1,199,735 0 0 0 0 1,199,735 11.00 0 1,583,096 0 0 0 1,583,096 4.00 0 9,600,153 0 0 0 9,600,153 TRAFFIC ENGINEERING TRANSIT oVeRView Division/Program TRANSPORTATION MASTER PLANNING TOTAL PLANNING/NEIGHBORHOOD/TRANSPORTATION O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & FuNDINg FTE 6.00 180.50 General Fund Special Revenue 0 Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2010/11 Total 880,534 0 0 0 880,534 16,997,179 12,188,783 0 0 817,187 30,003,149 PUBLIC SAFETY - FIRE EMERGENCY MANAGEMENT FIRE EMERGENCY SERVICES FIRE SUPPORT SERVICES OFFICE OF THE FIRE CHIEF TOTAL PUBLIC SAFETY - FIRE 3.00 291,410 0 0 0 0 291,410 233.00 21,830,586 0 0 0 0 21,830,586 30.00 5,459,497 0 0 0 0 5,459,497 2.00 312,316 0 0 0 0 312,316 268.00 27,893,809 0 0 0 0 27,893,809 9.00 961,899 0 0 0 0 961,899 PUBLIC SAFETY - POLICE AUTO CRIMES INVESTIGATIONS BICYCLE PATROL 9.00 1,072,620 0 0 0 0 1,072,620 10.00 1,198,016 0 0 0 0 1,198,016 CANINE SERVICES 6.00 807,144 0 0 0 0 807,144 COMMUNICATIONS BURGLARY & THEFT INVESTIGATIONS 50.00 3,723,494 0 0 0 0 3,723,494 COMPUTER CRIME INVESTIGATIONS 7.00 831,619 0 0 0 0 831,619 CONSPIRACY INVESTIGATIONS 5.00 690,911 0 0 0 0 690,911 CRIME ANALYSIS 4.00 289,419 0 0 0 0 289,419 CRIME LABORATORY 19.00 1,882,104 256,208 0 0 70,000 2,208,312 CRIME SCENE PROCESSING 11.00 790,238 0 0 0 0 790,238 CRIMINAL INTELLIGENCE DETENTION DOMESTIC VIOLENCE INVESTIGATIONS DRUG ENFORCEMENT 8.00 901,551 0 0 0 0 901,551 39.00 6,670,052 0 0 0 0 6,670,052 7.00 726,999 0 0 0 0 726,999 11.00 2,311,127 922,736 0 0 135,228 3,369,091 DRUG INTERDICTION 7.00 850,861 0 0 0 0 850,861 EVENT TRAFFIC CONTROL 0.00 288,964 0 0 0 0 288,964 FINANCIAL CRIMES INVESTIGATIONS 9.00 1,033,598 0 0 0 0 1,033,598 GANG INVESTIGATIONS 9.00 1,027,507 0 0 0 0 1,027,507 INTERNAL AFFAIRS 3.00 366,795 0 0 0 0 366,795 MOUNTED PATROL 8.10 860,808 9,000 0 0 0 869,808 MUNICIPAL SECURITY & EMERGENCY PREPAREDNESS 7.00 2,250,274 0 0 0 0 2,250,274 10.00 1,438,578 13,003 0 0 0 1,451,581 7.00 835,025 0 0 0 0 835,025 OFFICE OF THE POLICE CHIEF PATROL HIGH ENFORCEMENT ARREST TEAM PATROL SERVICES 263.00 28,245,943 654,997 0 0 0 28,900,940 PHOTO ENFORCEMENT 4.00 1,693,271 0 0 0 0 1,693,271 PLANNING, RESEARCH AND ACCREDITATION 6.00 518,069 0 0 0 0 518,069 POLICE CRISIS INTERVENTION 7.00 691,981 0 0 0 0 691,981 13 oVeRView Division/Program POLICE RECORDS FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2010/11 Total 31.00 1,866,684 0 0 0 0 1,866,684 POLICE SUPPLY & EQUIPMENT 8.00 2,229,696 0 0 0 0 2,229,696 PROPERTY AND EVIDENCE 7.50 513,530 0 0 0 0 513,530 RECRUITING & PERSONNEL 6.00 1,041,715 0 0 0 0 1,041,715 REPEAT OFFENDER PROGRAM 8.00 1,149,679 0 0 0 0 1,149,679 SCHOOL RESOURCE SERVICES 11.00 1,175,047 0 0 0 0 1,175,047 SEX CRIMES INVESTIGATIONS 9.00 1,044,838 4,450 0 0 0 1,049,288 SPECIAL EVENT/OFF DUTY COORDINATION 2.00 189,374 0 0 0 0 189,374 SURVEILLANCE/SWAT 8.00 1,541,832 0 0 0 0 1,541,832 TECHNOLOGY 10.00 1,921,911 0 0 0 0 1,921,911 TRAFFIC ENFORCEMENT 28.00 3,883,064 0 0 0 10,000 3,893,064 TRAINING 11.00 1,553,537 0 0 0 0 1,553,537 VIOLENT CRIMES INVESTIGATIONS 14.00 1,921,936 0 0 0 0 1,921,936 688.60 82,991,710 1,860,394 0 0 215,228 85,067,332 TOTAL PUBLIC SAFETY - POLICE 14 O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & FuNDINg PUBLIC WORKS ALLEY MAINTENANCE 3.00 0 503,818 0 0 0 503,818 CAPITAL PROJECT MANAGEMENT 39.00 0 0 0 0 0 0 COMMERCIAL COLLECTION SERVICES 3,253,101 12.00 0 0 3,253,101 0 0 CONTAINER REPAIR SERVICES 6.00 0 0 684,562 0 0 684,562 CONTRACT ADMINISTRATION 4.00 3,163,073 0 0 0 0 3,163,073 EMERGENCY RESPONSE TEAM 0.00 0 69,142 0 0 0 69,142 46.00 13,339,885 0 0 0 0 13,339,885 FACILITIES MGMT PLANNING & ADMIN 4.00 407,519 0 0 0 131,324 538,843 FLEET MAINTENANCE & OPERATIONS FACILITIES MAINTENANCE 36.00 0 0 0 6,644,132 0 6,644,132 FLEET MANAGEMENT ADMINISTRATION 4.00 0 0 0 551,460 0 551,460 FLEET PARTS SUPPLY 7.00 0 0 0 523,859 0 523,859 FUEL 0.00 0 0 0 4,182,306 0 4,182,306 HOUSEHOLD HAZARDOUS WASTE 0.00 0 0 182,908 0 0 182,908 INTELLIGENT TRANSPORTATION SYSTEMS 4.00 0 666,973 0 0 0 666,973 PUBLIC WORKS ADMINISTRATION 3.00 338,459 0 0 0 0 338,459 REAL ESTATE 2.00 306,637 0 0 0 0 306,637 63.00 0 0 10,765,318 0 0 10,765,318 RESIDENTIAL COLLECTION SERVICES SOLID WASTE MANAGEMENT ADMIN SVCS 5.00 0 0 452,931 0 0 452,931 SPACE PLANNING 1.00 103,875 0 0 0 0 103,875 STREET CLEANING 9.00 0 963,139 0 0 0 963,139 STREET LIGHT MAINTENANCE 1.00 0 849,598 0 0 535,190 1,384,788 STREET OPERATIONS ADMINISTRATION 5.00 0 528,950 0 0 0 528,950 STREET OVERLAYS AND MAINTENANCE 11.00 0 6,498,685 0 0 0 6,498,685 STREET SIGNS AND MARKINGS 10.00 0 1,104,031 0 0 0 1,104,031 TRAFFIC SIGNALS 10.00 0 1,525,371 0 0 0 1,525,371 oVeRView O PROgRAM OPERATINg BuDgET BY DIVISION/PROgRAM & FuNDINg Division/Program FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2010/11 Total TRANSFER STATION OPERATIONS 3.00 0 0 320,297 0 0 320,297 UNPAVED ROADS AND DRAINAGE SYSTEM MAINT 7.00 0 2,225,702 0 0 0 2,225,702 0 0 0 3,483,414 0 3,483,414 17,659,448 14,935,409 15,659,117 15,385,171 666,514 64,305,659 VEHICLE ACQUISITION 0.00 TOTAL PUBLIC WORKS 295.00 WATER RESOURCES ENGINEERING & ADMINISTRATION 21.00 0 0 8,796,159 0 0 8,796,159 RECLAMATION SERVICES 53.00 0 0 16,679,557 0 0 16,679,557 WATER QUALITY 22.00 0 0 2,839,966 0 0 2,839,966 93.00 0 0 37,038,988 0 0 37,038,988 189.00 0 0 65,354,670 0 0 65,354,670 231,727,197 38,061,137 86,148,412 48,561,142 12,268,358 416,766,246 WATER SERVICES TOTAL WATER RESOURCES Grand Totals 2,546.47 ** FUTURE GRANTS Add: Leave Accrual Payments Less: Estimated Personnel Savings from Vacant Positions 2,949,000 1,851,044 -3,372,034 Less: Internal Service Fund Offset -35,698,232 Add: Debt Service 106,450,926 Add: Indirect/Direct Cost Allocation 12,742,339 Add: Reserve/Contingency Appropriations 72,920,176 Total FY 2010/2011 Operating Budget Plus Other Fiscal Activity ** These are unidentified future grants and have not been applied to a program at this time. This funding is included to give the maximum, legal flexibility. When and if a grant is awarded, it will be assigned to a specific division and program. 574,609,465 15 oVeRView O PROgRAM BuDgET RELATIONShIP WITh STRATEgIC gOALS Strategic Goals (consistent with general Plan and CityShape 2020)    SuPPORT ECONOMIC VITALITY  Scottsdale is committed to the goal of supporting its existing economic strengths   by: targeting   new opportunities    which can diversify our economic base; providing for the         fiscal health of the city; and forming partnerships with the      community which strengthen our ability to meet this    goal.    community amenity and in support of the tourism in dustry in Scottsdale. SEEK SuSTAINABILITY  Scottsdale   is committed    to the effective management of            its finite and renewable environmental, economic, social,      and technological resources to ensure that they serve fu needs.         ture            TRANSPORTATION       ADVANCE       The transportation system must be the backbone of   Scottsdale, supporting its economy and serving and in  land use   patterns in a positive   way. fluencing       Open Space Sustainability Transportation Unique Lifestyle MAYOR AND COUNCIL MAYOR AND CITY COUNCIL Neighborhoods ’S uNIquE L IFESTYLE ChARACTER VALuE SCOTTSDALE     Scottsdale offers a superior and desirable Sonoran    Desert lifestyle for its citizens and visitors. The preser     vation of this unique lifestyle and character will be achieved through a respect for our natural land man       made   environment,      for the  needs  while providing of our O PEN SPACE PRESERVE MEANINgFuL                     citizens. The city of Scottsdale to promoting the ac  is committed         quisition, dedication, and setting aside of open space as Economic Vitality 16      ENhANCE NEIghBORhOODS          Scottsdale’s residential and  commercial neighborhoods        are a major defining element   of this community.   The     a Scottsdale    citizen is ex  quality of our experience as pressed first and foremost in the individual neighbor         hoods where we live, and   work,    play. Scottsdale   is   committed to maintaining and enhancing our existing and     revitalization,    and  future neighborhoods. Development,         redevelopment decisions, including rezoning and infrastructure planning must meet the of our neighbor needs       of broader   community       hoods in the context goals. a  X X X X X X CITY ATTORNEY CIVIL DIVISION PROSECUTION VICTIM SERVICES X X X CITY AUDITOR INTERNAL AUDIT PROGRAM X CITY CLERK CITY CLERK ELECTIONS X X CITY COURT COURT CITY MANAGER CITY MANAGER FINANCE AND ACCOUNTING ACCOUNTING ACCOUNTS PAYABLE X X X X X X X X X X X X X X X X X X ADMINISTRATIVE SERVICES MAIL/GRAPHICS AND PRINTING PURCHASING STORES/WAREHOUSE OPERATIONS TAX AUDIT X X X X COMMUNITY SERVICES ADAPTED RECREATION SERVICES AQUATICS CENTERS BRANCH LIBRARIES COMMUNITY RECREATION SERVICES & FACILITIES COMMUNITY SERVICES PLANNING AND ADMIN DOWNTOWN MAINTENANCE PROGRAM GROUNDS AND LANDSCAPE MAINTENANCE HOUSING ASSISTANCE AND CDBG PROGRAMS HUMAN SERVICES PLANNING & ADMIN. LEISURE EDUCATION PROGRAMS LIBRARY OPERATIONS LIBRARY PLANNING AND ADMINISTRATION MAIN LIBRARY MEDIANS AND RIGHT-OF-WAY PARKS & RECREATION PLANNING & ADMIN PRESERVE PLANNING & ADMINISTRATION SENIOR CITIZEN SERVICES SOCIAL SERVICES ASSISTANCE AND REFERRAL SPORTS & FITNESS PROGRAMS SPORTS COMPLEXES YOUTH & FAMILY ACTIVITIES & AFTER SCHOOL PROGRAMS HUMAN RESOURCES BENEFITS MANAGEMENT DIVERSITY & DIALOGUE HUMAN RESOURCES - EXECUTIVE MGMT HUMAN RESOURCES TECHNOLOGY SERVICES OPERATIONAL SUPPORT/EMPLOYEE PROGRAMS STAFFING SERVICES/EMPLOYEE RELATIONS WORKFORCE MANAGEMENT X X X X X X X X X X X X X X X X X X X Unique Lifestyle Transportation Sustainability Open Space Neighborhoods BUDGET CITY TREASURER METER READING PAYROLL REMITTANCE PROCESSING REVENUE RECOVERY RISK MANAGEMENT TAX & LICENSE UTILITY BILLING ECONOMIC VITALITY AVIATION ECONOMIC DEVELOPMENT ECONOMIC VITALITY EXISTING BUSINESS SERVICES HOSPITALITY DEVELOPMENT REVITALIZATION THE DOWNTOWN GROUP WESTWORLD O PROgRAM BuDgET RELATIONShIP WITh STRATEgIC gOALS Economic Vitality oVeRView X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X 17 18 Unique Lifestyle Transportation Sustainability Open Space Neighborhoods INFORMATION TECHNOLOGY APPL. DEV. INTEGRATION MGMT & SUPPORT APPLICATION SUPPORT GIS DATA SERVICES HELP DESK/DESKTOP TECHNICAL SUPPORT INFORMATION TECHNOLOGY ADMINISTRATION NETWORK SECURITY PROJECT MANAGEMENT & INTEGRATION TECHNOLOGY INFRASTRUCTURE WEB AND MEDIA SERVICES PLANNING NEIGHBORHOOD TRANSPORTATION CODE ENFORCEMENT COMMUNITY OUTREACH CURRENT PLANNING DEVELOPMENT SERVICES NEIGHBORHOOD STABILITY/REVITALIZATION OFFICE OF ENVIRONMENTAL INITIATIVES PLANNING SERVICES PLANNING TECHNOLOGY PNT ADMINISTRATION TRAFFIC ENGINEERING TRANSIT TRANSPORTATION MASTER PLANNING O PROgRAM BuDgET RELATIONShIP WITh STRATEgIC gOALS Economic Vitality oVeRView X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X PUBLIC SAFETY - FIRE EMERGENCY MANAGEMENT FIRE EMERGENCY SERVICES FIRE SUPPORT SERVICES OFFICE OF THE FIRE CHIEF X X X X PUBLIC SAFETY - POLICE AUTO CRIMES INVESTIGATIONS BICYCLE PATROL BURGLARY & THEFT INVESTIGATIONS CANINE SERVICES COMMUNICATIONS COMPUTER CRIME INVESTIGATIONS CRIME ANALYSIS CRIME LABORATORY CRIME SCENE PROCESSING CRIMINAL INTELLIGENCE DETENTION DOMESTIC VIOLENCE INVESTIGATIONS DRUG ENFORCEMENT DRUG INTERDICTION EVENT TRAFFIC CONTROL FINANCIAL CRIMES INVESTIGATIONS GANG INVESTIGATIONS INTERNAL AFFAIRS MOUNTED PATROL MUNICIPAL SECURITY & EMERGENCY PREPAREDNESS OFFICE OF THE POLICE CHIEF PATROL HIGH ENFORCEMENT ARREST TEAM PATROL SERVICES PHOTO ENFORCEMENT PLANNING, RESEARCH AND ACCREDITATION POLICE CRISIS INTERVENTION X X X X X X X X X X X X X X X X X X X X X X X X X X X X X POLICE RECORDS POLICE SUPPLY & EQUIPMENT PROPERTY AND EVIDENCE RECRUITING & PERSONNEL REPEAT OFFENDER PROGRAM SCHOOL RESOURCE SERVICES SEX CRIMES INVESTIGATIONS SPECIAL EVENT/OFF DUTY COORDINATION SURVEILLANCE/SWAT TECHNICAL OPERATIONS TECHNOLOGY TRAFFIC ENFORCEMENT TRAINING VIOLENT CRIMES INVESTIGATIONS PUBLIC WORKS ALLEY MAINTENANCE CAPITAL PROJECT MANAGEMENT COMMERCIAL COLLECTION SERVICES CONTAINER REPAIR SERVICES CONTRACT ADMINISTRATION EMERGENCY RESPONSE TEAM FACILITIES MAINTENANCE FACILITIES MGMT PLANNING & ADMIN FLEET MAINTENANCE & OPERATIONS FLEET MANAGEMENT ADMINISTRATION FLEET PARTS SUPPLY FUEL HOUSEHOLD HAZARDOUS WASTE INTELLIGENT TRANSPORTATION SYSTEMS PUBLIC WORKS ADMINISTRATION REAL ESTATE RESIDENTIAL COLLECTION SERVICES SOLID WASTE MANAGEMENT ADMIN SVCS SPACE PLANNING STREET CLEANING STREET LIGHT MAINTENANCE STREET OPERATIONS ADMINISTRATION STREET OVERLAYS AND MAINTENANCE STREET SIGNS AND MARKINGS TRAFFIC SIGNALS TRANSFER STATION OPERATIONS UNPAVED ROADS AND DRAINAGE SYSTEM MAINT VEHICLE ACQUISITION WATER RESOURCES ENGINEERING & ADMINISTRATION RECLAMATION SERVICES WATER QUALITY WATER SERVICES O Unique Lifestyle Transportation Sustainability Open Space Neighborhoods PROgRAM BuDgET RELATIONShIP WITh STRATEgIC gOALS Economic Vitality oVeRView X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X 19 X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X X City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two Mayor and City Council Mayor & City Council MAYoR & CiTY CounCil MAYOR & CITY COuNCIL M Strategic Goal(s) • • • • • Program Description The City Council shall enact local legislation, adopt budgets, determine policies and appoint charter officers as necessary and proper to serve Scottsdale citizens. These leadership responsibilities include establishing a mission, goals, programs and policies to best serve the needs of Scottsdale. FY 09/10 Highlights • • • 22 Next Year Priorities • • • Budget Notes and Changes • Preserve Meaningful Open-Space Enhance Neighborhoods Seek Sustainability Support Economic Vitality Advance Transportation Balanced the budget without increasing taxes while dealing with a significant revenue shortfall. The Charter Review Task Force recommendations were accepted by the City Council and the voters approved the Charter revisions. The McDowell Road/South Scottsdale Economic Development Task Force report was accepted by the City Council. The City Council's priorities continue to be neighborhoods, environmental sustainability and preservation, transportation, the economy, public safety, fiscal and resource management, and open and responsive government. Continue to examine and adopt a fiscally sound budget that perserves the City's long-term fiscal stability. Continue to pursue policies that preserve and enhance the quality of life and economic prosperity for the Scottsdale community. The Division's budget for fiscal year 2010/11 decreased almost $100,000, or 14 percent. The decrease is attributable primarily to the elimination of one position from the Division, along with its associated costs. MAYoR & CiTY CounCil M MAYOR & CITY COuNCIL Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 12.00 10.00 10.00 0.39 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 935,551 2,941 938,492 716,023 0 716,023 616,489 0 616,489 -99,534 0 -99,534 Funding Source General Fund Grants Fund Total Division Budget 23 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 808,900 110,347 19,245 0 938,492 0 938,492 570,962 127,061 18,000 0 716,023 0 716,023 497,559 100,330 18,600 0 616,489 0 616,489 -73,403 -26,731 600 0 -99,534 0 -99,534 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City Attorney Civil Division Prosecution Victim Services CiVil DiViSion CITY ATTORNEY C Strategic Goal(s) • Program Description The City Attorney is chief legal advisor of all offices, departments, agencies, officers and employees in matters relating to their official powers and duties. Division litigates civil claims and lawsuits, provides clients with legal advice, and prosecutes criminal/civil violations for zoning, property maintenance, stormwater and barricade offenses. FY 09/10 Highlights • • • • • • • • 26 • • • • • • Seek Sustainability - City Attorney’s office conducted the following training: Basic Real Estate training (12 hours) Civil citation and courtroom procedures for Fire Dept Legal/legislative update training for Police Dept (500) Contract Academy training (33) Ethics training for Council, Boards and Commissions - Litigation for this year includes the following: Collection of $168,356.56 through Revenue Recovery; resolution of 47 lawsuits; obtaining summary judgment and $63,891 in an attorney fees award in the Arts District (Loloma) case; successful defense in a $1.9 million refund demand made against the City by Suncor. - City Attorney’s Office involvement in major City projects: Revising Streets, Floodplain and Zoning Ordinances; and revising the Water Resources’s backflow and pretreatment code Drafting, reviewing and/or revising over 140 contracts and preparation of over 70 resolutions and ordinances; and drafting a new water treatment agreement with Carefree Ranch Homesteads; and redrafting/updating standard purchasing contract templates. Interpreting and establishing purchasing and contracting procedures that address new statutes on E-Verify employment verification and immigration. Negotiating a long-term effluent sale agreement among the Sub Regional Operating Group Cities and APS; and negotiating for the sale of Planet Ranch and the transfer of associated water rights. Representing the City in complex telecommunication issues Next Year Priorities • Continue to train City staff in support of preventing legal claims against the City; limit use of outside counsel; and ensure that at least one person in each City department is trained to fully and promptly respond to public records requests. Budget Notes and Changes • Maintained open positions for Deputy City Attorney and Assistant City Attorney by reassigning duties, resulting in savings of $313,799; and dedicated staff to administer citywide public records requests. GG CiVil DiViSion C CITY ATTORNEY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 25.25 24.50 24.50 0.96 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,939,328 2,939,328 3,354,287 3,354,287 3,013,336 3,013,336 -340,951 -340,951 Funding Source General Fund Total Division Budget Expenditures By Type 27 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 SubTotal Operating Budget 2,952,824 -63,891 50,395 0 2,939,328 2,969,496 333,591 51,200 0 3,354,287 2,655,700 304,436 53,200 0 3,013,336 -313,796 -29,155 2,000 0 -340,951 Operating Projects Total Division Budget 0 2,939,328 0 3,354,287 0 3,013,336 0 -340,951 Personnel Services Contractual Services Commodities Capital Outlays PRoSeCuTion CITY ATTORNEY P Strategic Goal(s) • Program Description The City Attorney's Office Prosecution program prosecutes misdemeanor offenses including DUI, domestic violence, juvenile status offenses, minor traffic and other misdemeanor offenses. In addition to police and victim cases, this division supports prosecution of fire code, tax and licensing and airport violations and handles photo radar cases. FY 09/10 Highlights • • 28 • • • Next Year Priorities • • Budget Notes and Changes • Seek Sustainability City Prosecutor’s Office continues efforts to maintain a strong cooperative team atmosphere by working with other City departments within the Criminal Justice Team, including members of the City Court and Police Department. Prosecutor’s Office continues to work closely with other City departments such as Tax and License, Code Enforcement and Zoning and the Fire Department. We also provide ongoing training for police officers. In addition, we partner closely with members of the Domestic Violence Team within our community to address issues that arise in these highly emotional and dangerous cases. This year we maintained 96% or better compliance with Arizona Supreme Court mandates regarding resolution of all DUI cases within 180 days of initial filing. We also met all legally-mandated time limits for motions and appeals. Involvement in community outreach throughout the year: Prosecutors travel to schools to do education and career fairs. We also participate in round table sessions with other legal professionals in our community. We have also participated as instructors and provided professional critiques for training of new prosecutors. Implemented Document Management system. Continue resolving criminal matters in a competent and timely manner through effective prosecution processes, showing consistency and fairness to all participants in our court system. Maintain open and effective communication to insure an atmosphere of cooperation and teamwork with all or our City departments and team members. DUI and domestic violence continue as our two largest areas of prosecution, as the legislature continues to increase penalties in these areas and law enforcement continues to improve their investigative skills. With the current economic environment, we are seeing an increase in theft, assault and other victim crimes as well as an increase in requests for services. PRoSeCuTion P CITY ATTORNEY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 30.00 27.00 27.00 1.06 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,856,300 2,856,300 2,577,096 2,577,096 2,560,863 2,560,863 -16,233 -16,233 Funding Source General Fund Total Division Budget Expenditures By Type 29 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services 2,698,151 2,398,735 2,383,352 -15,383 Contractual Services Commodities Capital Outlays 133,504 24,645 0 2,856,300 0 2,856,300 148,361 30,000 0 2,577,096 0 2,577,096 147,511 30,000 0 2,560,863 0 2,560,863 -850 0 0 -16,233 0 -16,233 SubTotal Operating Budget Operating Projects Total Division Budget ViCTiM SeRViCeS CITY ATTORNEY Strategic Goal(s) • Program Description The Victim Services program provides legally mandated victim notification services as well as professional-level victim advocacy to misdemeanor crime victims in Scottsdale. FY 09/10 Highlights • • 30 • Next Year Priorities • • • • Budget Notes and Changes • • V Seek Sustainability Victim Advocates continue to make initial contact with all victims of domestic violence and DUI crimes. This outreach results in the ability to immediately assist victims with resources and provide education on the criminal justice process. The Victim Services Department believes that community education is an integral part of prevention. The Department has focused on education specifically surrounding domestic violence and teen dating violence. A display at the Civic Center Library as well as informal discussion groups in the teen center have focused on education and the availability of help through national and local resources. These activities took place during Domestic Violence Awareness Month. Victim Services continues to work with members of Prosecution, the Police Department, the Police Crisis Intervention Unit, City Court and various community agencies in order to meet the needs of victims in our community. Continue to maintain the highest level of service for victims/citizens within an environment of consistently increasing workload. Continue to meet legally-mandated timelines for notification to victims. Maintain relationships with our criminal justice partners to ensure a seamless response to crime victims. Increase our presence in community education by offering information on domestic violence and victim’s rights. Victim Services are increasing in importance as the number of domestic violence victims also continues to increase. There is a direct correlation between the downturn of the economy and the increased needs of victims. As a result, victim education, case management and referrals to resources continue to be a significant function of the division. Victim Services also has seen an increased need to provide services to walk-in citizens, specifically to supply resources and assist with orders of protection. By reassigning workload, Victim Services will maintain an open position for a part-time notification specialist resulting in a savings of $24,122. ViCTiM SeRViCeS V CITY ATTORNEY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.50 6.00 6.00 0.24 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 424,527 424,527 431,714 431,714 405,608 405,608 -26,106 -26,106 Funding Source General Fund Total Division Budget Expenditures By Type 31 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services 407,237 407,181 383,059 -24,122 Contractual Services Commodities Capital Outlays 14,959 2,330 0 424,527 0 424,527 19,503 5,030 0 431,714 0 431,714 17,555 4,994 0 405,608 0 405,608 -1,948 -36 0 -26,106 0 -26,106 SubTotal Operating Budget Operating Projects Total Division Budget City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City Auditor Internal Audit Program inTeRnAl AuDiT PRoGRAM CITY AuDITOR I Strategic Goal(s) • Program Description The City Auditor conducts expanded scope audits to independently evaluate the operational efficiency and effectiveness, compliance and accountability of City departments, offices, boards, activities and agencies. The office conducts audits in accordance with generally accepted government auditing standards, which provide a framework for conducting high quality audits with competence, integrity, objectivity and independence. FY 09/10 Highlights • • • 34 • Next Year Priorities • • • • Budget Notes and Changes • Seek Sustainability Increased productivity by about 25 percent, with 15 audits scheduled for completion compared to 10 - 12 audits issued in each of the three previous years. Identified $1.4 million in savings and/or revenue enhancements, while making 45 recommendations for improved controls and/or operational efficiencies or effectiveness. Established an Audit Follow-up Program to provide quarterly reports on the status of audit recommendations issued during the past 5 years, which encompassed 467 recommendations. Contributed approximately $40,000 in vacancy savings and about $5,000 in other cost savings for the City's FY 2009/10 budget Develop an audit plan addressing the accountability, risks, and economy, efficiency and effectiveness of City programs and activities. Complete at least 90 percent of audits on the approved Audit Plan, which allows flexibility for unplanned changes or needs that may arise during the year. Develop meaningful recommendations to help City divisions, departments, offices, boards, and agencies identify cost savings, revenue enhancements, and operational efficiencies. Streamline and enhance internal processes to ensure efficient, effective and timely audits. The FY 2010/11 budget does not change significantly from the prior year budget, continuing 7 FTE positions, office rent, internal City charges and a small amount of other expenses. inTeRnAl AuDiT PRoGRAM I CITY AuDITOR Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 8.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 996,880 996,880 815,564 815,564 827,586 827,586 12,022 12,022 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 35 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 769,662 147,449 8,603 71,166 996,880 0 996,880 704,032 108,532 3,000 0 815,564 0 815,564 718,450 106,886 2,250 0 827,586 0 827,586 14,418 -1,646 -750 0 12,022 0 12,022 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City Clerk City Clerk Elections CiTY CleRk CITY CLERK C Strategic Goal(s) • Program Description The City Clerk gives notice of all Council meetings, keeps the record of Council proceedings, administers the City's Records Management Program, authenticates ordinances and resolutions, and provides administrative support to the Council. The Clerk’s Office prepares and distributes Council meeting agendas, produces Council meeting minutes, preserves the permanent records of the City, ensures that legal requirements for the publication of ordinances and resolutions are met, and accepts legal filings on behalf of the City of Scottsdale. FY 09/10 Highlights • • 38 • • Next Year Priorities • • • Budget Notes and Changes • • Seek Sustainability Prepared and posted approximately 1,200 legal notices, and completed 79 sets of Council meeting minutes. All statutory requirements for posting and providing meeting notices were met. Trained and provided support to staff throughout the organization on the City’s digital recording system. Board and Commission staff digitally record meetings, enabling the public to access the recordings at no cost on the City’s website. Digital recordings reduce the need to produce detailed written minutes, saving money and staff time. Generated a projected $50,000 in passport application processing revenue. Assumed responsibility for: providing administrative support to the Council; maintaining the Agenda Planner; and, coordinating the City’s 42 boards, commissions, committees, and subcommittees. Comply with the Open Meeting Law and City policies by: ensuring notices of all public meetings are posted at least 24 hours in advance; completing and posting marked agendas on the City’s website within three business days; posting approved minutes to the website within two business days; and posting recordings of Council meetings to the website within one business day. Accept legal filings on behalf of the City and forward to the Attorney’s Office and appropriate staff the same day received. Continue efforts to improve efficiency and service delivery, while reducing costs. The Clerk’s Office converted a position from a Mayor/Council Assistant to a Clerk Assistant, which resulted in a $40,000 reduction in salaries. The Clerk's Office returned $97,000 at the end of FY 2009/10 as a result of cost savings efforts. CiTY CleRk C CITY CLERK Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 10.00 10.00 0.39 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 994,207 994,207 923,391 923,391 865,785 865,785 -57,606 -57,606 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 39 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 899,603 87,753 6,850 0 994,207 0 994,207 792,012 125,104 6,275 0 923,391 0 923,391 738,693 120,817 6,275 0 865,785 0 865,785 -53,319 -4,287 0 0 -57,606 0 -57,606 eleCTionS CITY CLERK E Strategic Goal(s) • Program Description The City Clerk conducts all local elections. FY 09/10 Highlights • Submitted six propositions to the voters at a March 9, 2010 Special Election. Five propositions proposed changes to the City Charter relating to elections, and one proposition sought an increase in the City’s Transient Lodging Tax. Scottsdale voters approved all six propositions. Next Year Priorities • Administer the 2010 Scottsdale General Election to ensure it is conducted fairly, impartially, and without challenge; ensure all registered voter households receive candidate and election information pamphlets prior to the start of early voting and in compliance with State law; and ensure all election information and results are made available to the candidates and public in a timely manner. Budget Notes and Changes • The August 24, 2010 Primary Election was cancelled, which will reduce election costs for FY 2010/2011 by approximately $110,000. However, these savings will be partially offset by the anticipated additional costs of the November 2, 2010 Special/Bond Election. 40 Seek Sustainability eleCTionS E CITY CLERK Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0.00 0.00 0.00 0.00% 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 162,049 162,049 289,596 289,596 323,330 323,330 33,734 33,734 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 41 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 94 161,887 67 0 162,049 0 162,049 0 289,396 200 0 289,596 0 289,596 0 323,130 200 0 323,330 0 323,330 0 33,734 0 0 33,734 0 33,734 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City Court Court CouRT CITY COuRT C Strategic Goal(s) • Program Description Scottsdale City Court serves the community by providing a dignified and professional forum for the efficient resolution of cases within its jurisdiction. The Court has two special funds, Judicial Collection Enhancement Fund (JCEF) and Fill the Gap Fund, established by the Arizona Revised Statutes (ARS) 12-116. These funds provide for improving, maintaining and enhancing Court operating efficiencies. A third special revenue fund, Court Enhancement, established by City Ordinance 2570, sec 9-7.2. provides funding to enhance the technological, operational and security facilities of the Court. FY 09/10 Highlights • • 44 • • Next Year Priorities • • • Budget Notes and Changes • • • Enhance Neighborhoods Court staff levels decreased 6%, criminal case filings increased 5%, civil traffic filings increased 2%, on site customer visits increased 12%, phone call volumes increased 3% and the number of jury trials increased 700% from the prior year. Identified and implemented efficient workflow processes for civil correspondence with a queuing system to route filed motions electronically from staff to judge. Focused on collections activities for outstanding balances and implemented the Arizona Supreme Court FARE collections program, a new payment contracts module, and the ARRA grant funded outbound call system. Continued deployment of technology: electronic document management, court processing hardware and software in each courtroom. Establish Home Detention and Electronic Monitoring Program that allows non-violent DUI offenders to serve a portion of court ordered jail time in home detention with an electronic tracking system. Emphasize enhanced performance measurement methods with timely reports. Enhance external customer accessibility and service demands by improving processes and redeploying staff to meet critical needs as they are identified. Defer filling criminal judge and bailiff positions for two years resulting in annual general fund savings of $224,403. Implement electronic monitoring - estimated general fund savings of $500,000. Create and reinforce court order enforcement using staff, new processes, and technology deployment. CouRT C CITY COuRT Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 66.38 62.48 62.48 2.45 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5,772,082 0 413,648 6,185,730 4,572,059 6,840 1,382,120 5,961,019 4,669,882 3,084 1,363,190 6,036,156 97,823 -3,756 -18,930 75,137 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4,949,772 1,188,086 47,872 0 6,185,730 0 6,185,730 4,613,615 1,284,429 62,975 0 5,961,019 0 5,961,019 4,327,735 1,281,653 57,568 0 5,666,956 369,200 6,036,156 -285,880 -2,776 -5,407 0 -294,063 369,200 75,137 Funding Source General Fund Grants Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 45 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City Manager City Manager CiTY MAnAGeR CITY MANAgER Strategic Goal(s) • • • • • Program Description The City Manager's Office provides the organizational leadership necessary to successfully implement the policy direction of the City Council, communicate that direction to the organization, ensure the efficient and effective delivery of City services to Scottsdale's citizens, and to build and maintain effective working relationships with other governments. FY 09/10 Highlights • • • 48 • • Next Year Priorities • • • Budget Notes and Changes • • C Preserve Meaningful Open-Space Enhance Neighborhoods Seek Sustainability Support Economic Vitality Advance Transportation Worked with interim City Treasurer to transition financial operations and collaborated on budget development process. Identified possible bond projects to support the City Council's decision-making process regarding a November 2010 bond election. Staffed City Charter Task Force review process to aid the City Council in making decisions on sending amendments to voters. Participated in national performance measurement effort for 17 service areas. Revitalization district bill proposed by Scottsdale and introduced by Rep. Reagan signed by Gov. Brewer into law. Maintain and enhance the economic and fiscal sustainability of the City while ensuring the City's strategic goals are accomplished. Continue implementation of performance management program to aid in improved policy and management decision-making processes. Ensure City Council meetings and decision-making processes are managed as effectively and efficiently as possible while maximizing public input opportunities. Reduced staffing level by one government relations position by contracting for some state lobbying services. Funded an enhanced performance management program, including the addition of citizen and employee surveys to gain feedback on customer satisfaction with services. CiTY MAnAGeR C CITY MANAgER Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 9.00 8.00 7.00 0.27 % -1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,240,840 2,240,840 1,609,862 1,609,862 1,407,520 1,407,520 -202,342 -202,342 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 49 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,428,465 -205,963 18,338 0 2,240,840 0 2,240,840 1,234,784 354,728 20,350 0 1,609,862 0 1,609,862 957,794 430,376 19,350 0 1,407,520 0 1,407,520 -276,990 75,648 -1,000 0 -202,342 0 -202,342 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two Finance & Accounting City Treasurer Accounting Accounts Payable Budget Payroll Risk Management Tax & License Revenue Recovery Meter Reading Utility Billing Remittance Processing CiTY TReASuReR FINANCE AND ACCOuNTINg C Strategic Goal(s) • Program Description The City Treasurer program coordinates the Financial Management's department operations, facilitates citywide financial planning, manages the City’s short-term and long-term debt, coordinates the financing of City projects and provides City management with current information concerning economic conditions and the potential fiscal impact to Scottsdale. FY 09/10 Highlights • • Seek Sustainability The strength of the City's financial management continues to be affirmed by the three major credit-rating agencies, and in FY 2009/10 additional debt issues were upgraded to AAA. This fact is especially noteworthy because many communities have tapped into their financial reserves in recent years and their ratings have been downgraded. The Tax Audit and Purchasing/Mail Departments were reassigned to the Administrative Services Division in December 2009. 52 Next Year Priorities • • • • Budget Notes and Changes • • Maintain and enhance strategic financial plan elements and ensure the continued financial stability for the City of Scottsdale. Develop financial policies, prepare strategic forecasts and assist others in developing long-term financial models to prudently manage assets and identify the City’s capacity to fund future service and capital needs. Seek optimum financing structure to mitigate debt service costs, while reinforcing our solid standing with credit rating agencies and maintain or improve Scottsdale’s excellent bond ratings. Diversify and enhance revenue sources, mitigate expenses and debt service costs, evaluate cash flow and issue bonds when necessary to fund the City’s capital program. Personnel Services budget for FY 2010/11 includes the elimination of the Assistant City Treasurer position, offset by three positions: Sr. Budget Analyst, Accounting Coordinator, and Administrative Assistant. Contractual Services and Commodities are reduced by the elimination of the Assistant City Treasurer. CiTY TReASuReR C FINANCE AND ACCOuNTINg Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 766,433 766,433 478,179 478,179 365,697 365,697 -112,482 -112,482 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 53 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 851,459 -86,492 1,466 0 766,433 0 766,433 432,484 43,295 2,400 0 478,179 0 478,179 335,512 28,085 2,100 0 365,697 0 365,697 -96,972 -15,210 -300 0 -112,482 0 -112,482 ACCounTinG FINANCE AND ACCOuNTINg A Strategic Goal(s) • Program Description The Accounting program maintains the City’s financial systems and fiscal controls for all general ledger funds, centers and accounts. In addition, the program provides training and guidance to staff regarding financial controls, laws, policies and procedures. The program is also responsible for the coordination of financial statement audits and preparation of several annual financial statements. Lastly, the program is responsible for compliance with grants, expenditure limitation report per Arizona Revised Statute, City Code and the preparation of reports, both special and monthly. FY 09/10 Highlights • • 54 • • • Next Year Priorities • • • • Budget Notes and Changes • • Seek Sustainability Maintained financial systems internal controls to monitor city wide revenue, division expenditures and program performance on an ongoing basis. Produced financial reports and made them available on the City's Intranet site no later than five working days after the last business day of the month. Worked with technical staff to analyze and develop process enhancements for the banking and investment daily processes to reduce the manual process and be more effective. Implemented GASB 49: Accounting and Financial Reporting for Pollution Remediation Obligations. FY 2008/09 CAFR. Received the Government Finance Officers Certificate of Achievement for Excellence in Financial Reporting for the 37th consecutive year. Work with the technical staff to develop further process enhancements and improve efficiency of accounting processes. Continue the cross training of staff to maintain consistency and to further the knowledge of the entire division. Implement GASB 54 which will change how the reporting of fund balances is determined for governmental funds. Expand accounts receivables process to all departments. With the reclassification of the Assistant City Treasurer position Accounting will gain an Accounting Coordinator and an Administrative Assistant. We have been able to reduce Contractual Services by 3 percent and Commodities by 5 percent for FY 2010/11. ACCounTinG A FINANCE AND ACCOuNTINg Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 13.00 10.00 11.00 0.43 % 1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,733,096 1,733,096 1,647,122 1,647,122 1,654,355 1,654,355 7,233 7,233 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 55 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,115,302 611,433 6,360 0 1,733,096 0 1,733,096 927,377 711,325 8,420 0 1,647,122 0 1,647,122 934,766 711,569 8,020 0 1,654,355 0 1,654,355 7,389 244 -400 0 7,233 0 7,233 ACCounTS PAYABle 56 FINANCE AND ACCOuNTINg A Strategic Goal(s) • Seek Sustainability Program Description The Accounts Payable program develops, implements and maintains payment processes in compliance with all federal, state and City regulations. FY 09/10 Highlights • Streamlined processes for recording the receipt of goods, reviewing procurement card expenses and the retention of records. Next Year Priorities • Develop and implement efficient and effective payment processes. Ensure accounts payable transactions are processed in a timely, efficient and accurate manner. Budget Notes and Changes • Prior year staff reductions in the Accounts Payable section have resulted in lower employer-related costs at a net impact of 10 percent. ACCounTS PAYABle A FINANCE AND ACCOuNTINg Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 14.50 4.00 4.00 0.16 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,078,788 1,078,788 269,896 269,896 242,238 242,238 -27,658 -27,658 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 57 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 963,936 111,264 3,588 0 1,078,788 0 1,078,788 234,341 34,065 1,490 0 269,896 0 269,896 215,004 25,568 1,666 0 242,238 0 242,238 -19,337 -8,497 176 0 -27,658 0 -27,658 BuDGeT FINANCE AND ACCOuNTINg B Strategic Goal(s) • Program Description The Budget program is responsible for the preparation and adoption of the City’s annual budget per the terms and due dates mandated in the Arizona Revised Statutes and City Code. It coordinates the citywide development and ongoing monitoring of the operating and capital budgets with the City Manager. Embodied within this process are assisting City Council with the City’s budget public input efforts, preparing and monitoring of the Five-Year Financial Plan for all funds and assisting the City Council, the Budget Review Commission, Citizen Bond Review Commission, citizens, media and other stakeholders with their requests regarding the budget. FY 09/10 Highlights • 58 • • Next Year Priorities • • • • Budget Notes and Changes • Seek Sustainability Supported the City Council's budget development process, which provided citizens with several opportunities and methods of communicating their feedback and priorities to City Council, the Budget Review Commission and senior City staff during the FY 2010/11 budget development. Worked with the City Manager to transition financial operations and institute a collaborative process to develop operating and capital budgets. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the City’s FY 2009/10 budget. Prepare a balanced operating and capital budget that effectively addresses City Council’s Broad Goals, citizen’s priorities and complies with all applicable federal, state and local requirements. Prepare a balanced Five-Year Financial Plan for each fund using conservative revenue and expenditure estimates and maintaining sufficient fund balances that comply with the City’s adopted financial policies. Prepare accurate financial information and distribute it in a timely manner to City Council, Budget Review Commission and other stakeholders in response to their specific financial needs. Promote increased business acumen and fiscal accountability within the organization. Added 1.00 FTE Sr. Budget Analyst position to address the current workload of the Budget Office and the increasing focus on the budget now and for the foreseeable future. This position is vital to the Budget staff's ability to promptly and accurately address requests from City Council, the Budget Review Commission and City management. BuDGeT B FINANCE AND ACCOuNTINg Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5.00 3.50 4.50 0.18 % 1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 617,028 617,028 435,982 435,982 490,193 490,193 54,211 54,211 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 588,326 24,421 4,280 0 617,028 0 617,028 389,457 42,775 3,750 0 435,982 0 435,982 452,960 33,868 3,365 0 490,193 0 490,193 63,503 -8,907 -385 0 54,211 0 54,211 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 59 PAYRoll FINANCE AND ACCOuNTINg P Strategic Goal(s) • Seek Sustainability Program Description The Payroll program develops, implements and maintains time recording and compensation payment processes in compliance with all Federal, State, and City regulations. Ensures employees are paid timely and accurately. Develops and administers the various operating and internal control systems to ensure data integrity and ease of personnel and financial recording. Provides payroll information to program customers on which they can make informed decisions and judgments about City operations and finances. FY 09/10 Highlights • Redesigned the Employee Self Service Center to integrate Payroll, Human Resources and Workplace Safety into one Web portal. Services now include the ability for employees to modify their tax elections and emergency contact information, as well as the ability to view their vacation max, paystubs, job postings, City policies and procedures and various other employee reports. Next Year Priorities • Continue to maintain all systems for timekeeping payroll transactions and record retention in conformance with all federal, state and City regulations. Continue to provide citywide education to assist compliance. Complete all payroll processes within the required timeframe. Continue to review and collaborate interdepartmentally and with technical staff to analyze and develop process enhancements by applying current available technology. 60 • • Budget Notes and Changes • • The Payroll Department consisting of one Systems Integrator, one Technology Specialist, one Lead Payroll Specialist and four Payroll Specialists. The Payroll Department was reassigned from the Human Resources Division to the Finance and Accounting Division in December 2009. PAYRoll P FINANCE AND ACCOuNTINg Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0 0 530,808 530,808 567,969 567,969 37,161 37,161 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 61 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0 0 0 0 0 0 0 426,479 100,339 3,990 0 530,808 0 530,808 459,062 103,447 5,460 0 567,969 0 567,969 32,583 3,108 1,470 0 37,161 0 37,161 RiSk MAnAGeMenT 62 FINANCE AND ACCOuNTINg R Strategic Goal(s) • Program Description The Risk Management program coordinates the City’s safety and risk management functions, including the procurement of insurance; investigates and adjusts claims in the areas of property loss, liability and workers’ compensation; Occupational Safety and Health Administration and unemployment compensation exposures; and assists in the preparation of fiscal impact statements and negotiation in the area of employee health benefits. This budget is offset by internal service user rates charged to City operating departments. FY 09/10 Highlights • The City was awarded the greatest improvement in safety results award from the Arizona Governmental Safety Association. The City had a 12.3percent reduction in employee-related accidents in 2009. Next Year Priorities • Reduce and contain the financial impact of liability and employee accident claims against the City to reduce costs to taxpayers. Provide employee safety in the workplace through highly visible efforts and programs. • Budget Notes and Changes • Seek Sustainability The City has experienced a leveling off in property-casualty insurance premiums for the past three years. The insurance industry has recovered from the impact of the financial crisis, and a benign 2009 hurricane season helped create an environment favorable to insurance buyers. RiSk MAnAGeMenT R FINANCE AND ACCOuNTINg Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 8.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7,585,888 7,585,888 7,601,123 7,601,123 7,238,302 7,238,302 -362,821 -362,821 Funding Source Self Insurance Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 63 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 849,871 6,510,728 225,221 68 7,585,888 0 7,585,888 616,691 6,887,913 95,019 1,500 7,601,123 0 7,601,123 580,991 6,562,292 95,019 0 7,238,302 0 7,238,302 -35,700 -325,621 0 -1,500 -362,821 0 -362,821 TAx & liCenSe FINANCE AND ACCOuNTINg T Strategic Goal(s) • Program Description The Tax and License program administers billing, collection, maintenance and processing of transaction privilege, transient and occupancy tax, business and regulatory licenses, alarm permits, false alarm fees and liquor license fees. The Tax and License program accepts and processes payments for utility fees, license fees and taxes; answers questions; and provides information to approximately 80,000 customers annually. Tax and License promotes public health and safety by working with related departments to develop, update and facilitate compliance with Scottsdale ordinances and by proactively inspecting businesses to ensure that they are properly licensed. FY 09/10 Highlights • 64 • • Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability Enhanced the Special Event process by adding a special webpage with information so vendors can find answers to their common questions and by posting a copy of the Tax and License Special Event Brochure. Also instituted a process that utilizes more email communication with our vendors, thereby reducing overall mailing cost. Implemented changes to the Alarm Program that have helped to keep records and cost current, that have streamlined the maintenance process and that keep our customers well informed of the licensing requirements. Instituted advanced cash handling counterfeit detection procedures for our cashiers, including an upgrade to our counterfeit detection equipment, additional training and education and tighter internal controls. Improve Tax and Licensing processes by reviewing, refining and updating City ordinances. Explore new ways to utilize technology to streamline work processes to complete tasks accurately and more efficiently. Review and revise Tax and License systemic forms (letters, statement of account, renewal forms) and online resources to provide clearer, more efficient tools for customers and staff. No significant changes to the program. TAx & liCenSe T FINANCE AND ACCOuNTINg Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 13.00 12.00 12.00 0.47 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,034,074 1,034,074 912,367 912,367 871,323 871,323 -41,044 -41,044 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 65 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 864,192 160,562 9,319 0 1,034,074 0 1,034,074 784,106 117,431 10,830 0 912,367 0 912,367 749,973 115,790 5,560 0 871,323 0 871,323 -34,133 -1,641 -5,270 0 -41,044 0 -41,044 ReVenue ReCoVeRY FINANCE AND ACCOuNTINg R Strategic Goal(s) • Program Description The Revenue Recovery program collects delinquent money owed to the City primarily related to utility bills, sales tax, licensing fees, tax audit assessments, false alarm activation charges, parking tickets and other miscellaneous delinquent dollars due. Methods of delinquent collection include mailing notices and statements, telephone contact, site visits, water disconnections, filing liens and lawsuits and the use of an outside collection agency. FY 09/10 Highlights • • 66 Seek Sustainability Utilized technology to develop additional automated letters to customers and to enhance and/or build additional performance measurements for collections. Site visits were more readily utilized during the fiscal year where customers had the face-to-face opportunity to obtain additional information and assistance towards resolving their delinquent balances. • Next Year Priorities • • • Budget Notes and Changes • Implement additional educational opportunities to further educate and assist our taxpayers and citizens alike in the options that they have to resolve their debts to the City. Develop and implement a score card measurement process to ensure efficiency of collections and collection success. Implement plans, objectives and procedures to enhance and increase the number of site visits conducted each month. The vacant Customer Service Representative position will transfer from Remittance Processing to the Revenue Recovery team. The budget for the contract worker currently fulfilling this role, will be eliminated with a department wide net impact of $7,000. ReVenue ReCoVeRY R FINANCE AND ACCOuNTINg Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 11.00 10.00 11.00 0.43 % 1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 513,141 166,066 166,067 364,754 117,119 117,120 365,854 122,060 122,060 1,100 4,941 4,940 193,033 1,038,307 141,833 740,826 147,374 757,348 5,541 16,522 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 983,778 50,904 3,626 0 1,038,307 0 1,038,307 689,189 44,462 7,175 0 740,826 0 740,826 707,759 45,539 4,050 0 757,348 0 757,348 18,570 1,077 -3,125 0 16,522 0 16,522 Funding Source General Fund Sewer Fund Solid Waste Management Fund Water Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 67 MeTeR ReADinG FINANCE AND ACCOuNTINg M Strategic Goal(s) • Program Description The Meter Reading program is responsible for accurately reading all of the water meters within the City of Scottsdale each month. In addition, other primary activities include daily connects and disconnects (move ins and move outs), completion of miscellaneous work orders, non-payment delinquency turn offs and turn ons, high bill complaint investigations and resolution, identification and replacement of defective water meters, installation of automated meter reading equipment, and theft of service investigation. FY 09/10 Highlights • • 68 • Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability The water meter reading team, in partnership with Water Resources, equipped another 3,500 water meters with automated meter reading (AMR) technology. Members of the team were trained to utilize all hardware and software associated with reading the meters where AMR equipment had been installed. Implemented a program for changing out badly scored water meters which will improve our efficiency and streamline our ability to get an accurate read. Continue to increase the number of water meters that are equipped with the AMR technology. Develop a meter box maintenance program and have members of the team clean and maintain meter boxes to increase the efficiency of reading water meters in the City. Continue efforts to reduce the number of badly scored water meter lenses to increase the efficiency of reading water meters in the City. No significant changes to the program. MeTeR ReADinG M FINANCE AND ACCOuNTINg Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 17.00 15.00 15.00 0.59 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,372,224 1,372,224 1,183,145 1,183,145 1,072,510 1,072,510 -110,635 -110,635 Funding Source Water Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 69 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 968,176 392,463 11,585 0 1,372,224 0 1,372,224 892,307 274,548 16,290 0 1,183,145 0 1,183,145 849,147 209,363 14,000 0 1,072,510 0 1,072,510 -43,160 -65,185 -2,290 0 -110,635 0 -110,635 uTiliTY BillinG FINANCE AND ACCOuNTINg U Strategic Goal(s) • Program Description The Utility Billing program provides for the accurate and timely billing of the City’s water, sewer and solid waste services in accordance with the Scottsdale Revised City Codes Sections 2, 24 and 49. The program assists customers in establishing and disconnecting utility services, responding to customer inquiries and disputes and also educating customers by explaining how to find the cause of any high water usage. FY 09/10 Highlights • • 70 Next Year Priorities • • • Seek Sustainability The Federal Trade Commission’s Red Flag program, which requires utility providers to maintain and identity their theft prevention program, was approved and fully implemented. New address validation software was implemented to validate and update addresses in the NorthStar Utility billing system to meet United States Postal Service (USPS) address standards. The software also looks for forwarding addresses that have been provided to the USPS. Implement additional services for accepting payments online for utility bills via the Automated Clearing House (ACH). ACH is an electronic network for financial institutions. Implement a new version of NorthStar, our utility billing system, and modify processes accordingly. Implement additional statistics and procedures for handling utility bills when the property is distressed due to foreclosure, short sale, or bankruptcy of the owner. • Budget Notes and Changes • No significant changes to the program. uTiliTY BillinG U FINANCE AND ACCOuNTINg Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 11.00 9.00 9.00 0.35 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 449,727 449,882 434,428 434,427 427,374 427,374 -7,054 -7,053 452,222 1,351,831 424,091 1,292,946 410,799 1,265,547 -13,292 -27,399 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 740,812 605,142 5,877 0 1,351,831 0 1,351,831 631,043 651,547 10,356 0 1,292,946 0 1,292,946 606,035 652,812 6,700 0 1,265,547 0 1,265,547 -25,008 1,265 -3,656 0 -27,399 0 -27,399 Funding Source Sewer Fund Solid Waste Management Fund Water Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 71 ReMiTTAnCe PRoCeSSinG FINANCE AND ACCOuNTINg R Strategic Goal(s) • Program Description The Remittance Processing program processes and deposits all payments for utilities, licenses and permits, sales tax and alarm activations, parking notice of violations and accompanying documentation in accordance with City Code Sections 2, 16, 24 and 49. The program also manages the retention, retrieval and destruction of division documents through imaging, microfiche, filing and on- and offsite storage. FY 09/10 Highlights • • 72 • Next Year Priorities • • • Budget Notes and Changes • • Seek Sustainability A new option (Quick Pay) was added to our website that allows customers to make payments on their utility bill without going through the formal registration process. This allows customers to very quickly pay their utility bill at any time. Investigated the option to reduce check processing fees by utilizing remote bank deposits. The platform in place this fiscal year would not support this technology; however, the platform is being enhanced allowing us to implement this technology in the next fiscal year. The Validator program, which was created and implemented in February 2009, proved to be very successful through the recent fiscal year. The program was developed to capture images in house to reduce the effort and cost of retention for sales tax returns. It produced a savings of approximately $3,500 for the fiscal year. Implement a new online payment process through a third party provider that will add more convenience and cost effective alternative payment methods for customers who pay their utility bills online. Implement check processing software that allows remote banking deposits via an electronic file to reduce check processing fees once our platform is upgraded. Purchase and install new check processing hardware to replace our outdated processing equipment. The deletion of the AutoPay program and significant reduction in allowance of credit card payments for utility bills could produce a savings of more than $250,000. By eliminating the use of credit cards to pay utility bills, we are also reducing the cost of utility services over the long term. The vacant Customer Service Representative position will be transferred from Remittance Processing to Revenue Recovery at a net impact of $0 to the Customer Service Department. ReMiTTAnCe PRoCeSSinG R FINANCE AND ACCOuNTINg Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 13.00 12.00 11.00 0.43 % -1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 428,831 233,527 233,527 412,460 227,305 227,305 378,278 216,544 216,544 -34,182 -10,761 -10,761 262,720 1,158,604 254,468 1,121,538 242,364 1,053,730 -12,104 -67,808 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 796,010 355,911 6,682 0 1,158,604 0 1,158,604 749,163 363,122 9,253 0 1,121,538 0 1,121,538 682,941 364,109 6,680 0 1,053,730 0 1,053,730 -66,222 987 -2,573 0 -67,808 0 -67,808 Funding Source General Fund Sewer Fund Solid Waste Management Fund Water Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 73 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two Administrative Services Tax Audit Purchasing Stores/Warehouse Operations Mail/Graphics & Printing TAx AuDiT ADMINISTRATIVE SERVICES T Strategic Goal(s) • Program Description The Tax Audit program promotes accurate and timely payment of privilege, use, and bed tax self-assessments by taxpayers through education programs; provides guidance in tax code interpretations; evaluates local economic strength through analysis of privilege, use, bed and property tax collections; and develops innovative solutions that will ensure the City’s financial stability. FY 09/10 Highlights • • • 76 • Seek Sustainability Continued voluntary compliance projects for commercial rental and speculative builder activities that have resulted in approximately $350,000 in taxes collected. Maintained a $3.11 assessment collection ratio for every $1.00 in program costs through May 2010. The Revenue Enhancement Team consisting of Tax Audit, Revenue Recovery and the City Attorney's Office collected approximately $200,000 in delinquent taxes that otherwise would have been eligible for write off. Tax Audit timely provided tax revenue projection reports, which have been used as a critical forecasting tool by Budget staff members. • Next Year Priorities • • • Budget Notes and Changes • • • Provide taxpayer education regarding taxpayer rights and responsibilities. Audit taxpayer records to ensure tax code requirements are upheld. Provide privilege, use, and property tax data to internal and external customers. Nine employees are in the Department consisting of a Tax Audit Manager, four Sr. Tax Auditors, one Tax Auditor, and three Audit Associates. An Audit Associate retired in September 2009 and a Tax Auditor was hired in December 2009 to fill the vacant position, which is an underfill of a Sr. Tax Auditor position. Tax Audit was assigned from the Financial and Accounting Division to the Administrative Services Division in December 2009 and reports to the Assistant City Manager. TAx AuDiT T ADMINISTRATIVE SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 9.50 9.00 9.00 0.35 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 738,322 738,322 728,879 728,879 712,010 712,010 -16,869 -16,869 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 77 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 709,337 26,891 2,094 0 738,322 0 738,322 691,475 34,784 2,620 0 728,879 0 728,879 671,152 37,988 2,870 0 712,010 0 712,010 -20,323 3,204 250 0 -16,869 0 -16,869 PuRChASinG ADMINISTRATIVE SERVICES P Strategic Goal(s) • Program Description The Purchasing Program is responsible for the timely and best value acquisition and/or facilitating the acquisition of all materials, services and construction required by the City. We assist City staff in receiving best value in the procurement of goods and services, we implement flexible procurement processes, secure long-term contracts, achieve advantageous pricing arrangements and educate City staff about best value procurement methods. We analyze goods and services to ensure best value is provided to the City through an open and public procurement process. FY 09/10 Highlights • • • 78 • Next Year Priorities • • • • • Budget Notes and Changes • Seek Sustainability Earned the Achievement of Excellence in Public Procurement. Processed 1000 PO’s worth $50 million using New FY Open PO Process Instituted a new insurance tracking program to reduce the City's contracting risk . Implemented new processes to address new state immigration laws Maintain timely throughput processing time for requisitions Solicitation boilerplate improvement process and clauses review. Document Management improvements, file review and approvals Investigate additional improvement opportunities within the Purchasing process Provide education to City staff through various means. Purchasing Services was previously part of the Financial Services Division PuRChASinG P ADMINISTRATIVE SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 15.00 14.00 14.00 0.55 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,189,321 1,189,321 1,097,994 1,097,994 1,078,383 1,078,383 -19,611 -19,611 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 79 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,147,328 34,588 7,404 0 1,189,321 0 1,189,321 1,031,926 53,068 13,000 0 1,097,994 0 1,097,994 1,016,363 51,832 10,188 0 1,078,383 0 1,078,383 -15,563 -1,236 -2,812 0 -19,611 0 -19,611 SToReS/wARehouSe oPeRATionS ADMINISTRATIVE SERVICES S Strategic Goal(s) • Program Description The Stores/Warehouse Operations program maintains, dispenses and delivers inventory items; manages surplus property disposition; and is the primary receiving point for the delivery, inspection and re-delivery of items procured through the City's purchase order system. FY 09/10 Highlights • • 80 Next Year Priorities • • • Budget Notes and Changes • • Seek Sustainability The Warehouse staff has assisted with the relocation of many of our City operating areas during the past fiscal year, saving the City the significant expense of hiring outside labor and vehicles to accomplish the moves. This staff handled an average of 30 requests per month to pick up excess/surplus City property. Whenever possible, another home was found for the item within the City. When no use was identified, proper disposition methods were followed to remove items from the City and maximize any return of value. Receive and inspect all daily incoming shipments and re-deliver goods to all City locations in an efficient and timely manner; striving for next day delivery whenever possible. Receive Police Department and City surplus property, redistribute what can be used by other City programs and perform approved disposition process on the excess. Recycle all steel, batteries, copper, brass and ink toner cartridges when appropriate and beneficial to the City. Stores/Warehouse Operations, which is part of Purchasing Services, was previously budgeted within the Financial Services Division and was broken out to become part of the Administrative Services Division, reporting to the Assistant City Manager. Changes in the Personnel Services budget area are a combination of changes in health and dental benefits, a 2 percent salary reduction and the impact of the timing of losing a Stock Clerk position as part of the citywide workforce reduction effort. SToReS/wARehouSe oPeRATionS S ADMINISTRATIVE SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.00 5.00 5.00 0.20 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 403,518 403,518 368,452 368,452 340,309 340,309 -28,143 -28,143 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 81 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 326,028 74,918 2,572 0 403,518 0 403,518 297,743 62,034 8,675 0 368,452 0 368,452 278,876 52,858 8,575 0 340,309 0 340,309 -18,867 -9,176 -100 0 -28,143 0 -28,143 MAil/GRAPhiCS & PRinTinG 82 ADMINISTRATIVE SERVICES M Strategic Goal(s) • Program Description The Mail/Graphics and Printing program provides a variety of internal services, to assist City operating areas, regarding all internal, incoming and outgoing United States Postal Service mail, graphic design and print production of black and white, full- color projects and CD duplication. Only print service requests that cannot be processed internally will be procured, by Graphics staff members, from outside vendors. FY 09/10 Highlights • Utilizing the new digital production equipment has enabled staff to bring back in-house a number of large projects, thus providing several benefits to the City in addition to cost savings. This has eliminated the outside vendor contracting issues and related additional time and expense. Provides improved security and quality control and minimize overages and waste. Next Year Priorities • Provide a full service professional cost efficient print center operation, using City assets, ensuring that City print projects are designed and produced to allow 90% of projects to remain in house. Educate City staff about the upgraded digital print press equipment and improve ways to produce more in-house products. Improve the citywide efficiency in the over-all use of mailing services to achieve the goals set forth in developing the FY2010/11 budget. Budget Notes and Changes • Mail/Graphics and Printing, part of Purchasing Services, was previously budgeted within the Financial Services Division. The operating budget for 'Mail Services' has also been combined with that of Graphics. Changes in the Personnel Services budget area are a combination of changes in health and dental benefits, a 2% salary reduction and the impact of the timing of losing a Mail Services Courier position. Changes in the Contracted Services and Commodity budget areas are due to implementing several efficiency savings goals, such as: (1) $172,000 reduction in #52270 'Printing and Graphics Services' by limiting the amount of work sent to outside print vendors. (2) $56,445 increase in #52990 'W/O Credit Contractual' which lowers the forecasted amount of work requested of Graphics Services. (3) $84,000 reduction in #52210 'Postage and Shipping' in attempt to become more efficient citywide in our utilization of this expenditure line. (4) $25,100 reduction in #53060 'Duplicating Supplies' by charging the Water Resources Division directly for billing and return mail envelopes. • • • Seek Sustainability MAil/GRAPhiCS & PRinTinG M ADMINISTRATIVE SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 8.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,083,761 1,083,761 940,556 940,556 685,518 685,518 -255,038 -255,038 Funding Source General Fund Total Division Budget 83 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 472,419 469,725 141,617 0 1,083,761 0 1,083,761 435,810 285,622 219,124 0 940,556 0 940,556 414,198 78,660 192,660 0 685,518 0 685,518 -21,612 -206,962 -26,464 0 -255,038 0 -255,038 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two Community Services Community Services Planning & Administration Preserve Planning & Administration Human Services Planning & Administration Senior Citizen Services Social Services Assistance & Referral Housing Assistance & CDBG Programs Parks & Recreation Planning & Administration Adapted Recreation Services Aquatic Centers Sports & Fitness Programs Youth & Family Activities & After School Prgms Community Recreation Services & Facilities Leisure Education Programs Grounds & Landscape Maintenance Downtown Maintenance Medians & Right-Of-Way Sports Complexes Library Planning & Administration Library Operations Main Library Branch Libraries CoMMuniTY SeRViCeS PlAnninG & ADMiniSTRATion COMMuNITY SERVICES C Strategic Goal(s) • • • Program Description The Community Services Planning and Administration program oversees, manages and directs personnel, planning, general operations, capital improvement projects and financial forecasting and monitoring activities for the Community Services Division and its four departments (Preserve Management, Library Operations, Parks and Recreation, and Human Services), while ensuring attainment of City Council and City leadership broad goals and objectives. FY 09/10 Highlights • • • 86 • Next Year Priorities • • • • Budget Notes and Changes • • Preserve Meaningful Open-Space Enhance Neighborhoods Support Economic Vitality Managed the division's new organizational structure and implemented several operational efficiencies that resulted in cost savings to the organization. Reviewed and prioritized projects for consideration in the City's proposed bond election. Monitored ongoing vacant positions throughout the year to achieve additional budget savings and filled only those positions determined to be essential to core operations. Identified additional budget savings and potential revenue opportunities during development of the division's fiscal year 2010/11 budget in order to meet the City's balanced budget goal. Continue evaluating the division's organizational structure and operations by enhancing processes and reducing expenditures. Pursue additional revenue generating activities and review cost recovery policies of programs and classes. Effectively manage and oversee planning, capital improvement projects, and financial activities for the Community Services Division. Provide leadership that reflects mission, goals and strategies outlined by City Council and City executive staff, as well as responds to the needs and concerns of Scottsdale citizens. Increase in Personnel Services budget as a result of division reorganization and alignment of personnel budget with positions. Reductions in Contractual Services and Commodities budgets as part of overall budget savings objectives. CoMMuniTY SeRViCeS PlAnninG & ADMiniSTRATion C COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,448,346 1,448,346 332,055 332,055 376,038 376,038 43,983 43,983 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,278,957 163,784 5,605 0 1,448,346 0 1,448,346 298,571 24,734 8,750 0 332,055 0 332,055 349,169 21,769 5,100 0 376,038 0 376,038 50,598 -2,965 -3,650 0 43,983 0 43,983 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 87 PReSeRVe PlAnninG & ADMiniSTRATion COMMuNITY SERVICES P Strategic Goal(s) • Program Description Preserve Planning and Administration is responsible for planning and managing all phases of the preservation effort to achieve the community's vision for creating a 36,400 -acre McDowell Sonoran Preserve, with an extensive network of public trails and access points. FY 09/10 Highlights • • • • • 88 Next Year Priorities • • • • • Budget Notes and Changes • Preserve Meaningful Open-Space Continued the planning and design of the Tom’s Thumb Access Area (previously known as the North McDowell Access Area). Established policies for use of the Preserve by commercial entities and for naming man-made facilities in the Preserve. Designed and began construction of additional parking areas at the Gateway Access Area. Purchased 400 acres of State Land in the McDowell Mountains and initiated the acquisition process for an additional 2,000 acres of State Land north of Dixileta Drive. Initiated discussions with the State Land Department and the general public regarding a State Land Use Permit for roughly 16,000 acres of State Land generally located northeast of Pima Road and Dynamite Boulevard. Acquire 2,000-acre Preserve parcel from Arizona State Land Department (ASLD). Update the Preserve Strategic Acquisition Plan, including funding, land values, priorities, and options. Finalize agreement with ASLD regarding trail maintenance and operations for the northern Preserve. Complete the planning and design phase for the Desert Discovery Center. Preserve in perpetuity 36,400 acres of the McDowell Mountains and Sonoran Desert for this and future generations, and to provide appropriate public access opportunities. Preserve operating budget for FY 2010/11 remained relatively flat, with minor reallocation of budget between contractual and commodities to reflect anticipated needs. PReSeRVe PlAnninG & ADMiniSTRATion P COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 122,779 122,779 352,939 352,939 354,736 354,736 1,797 1,797 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 89 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 119,365 2,911 503 0 122,779 0 122,779 242,968 89,675 20,296 0 352,939 0 352,939 242,664 86,722 25,350 0 354,736 0 354,736 -304 -2,953 5,054 0 1,797 0 1,797 huMAn SeRViCeS PlAnninG & ADMiniSTRATion COMMuNITY SERVICES H Strategic Goal(s) • Program Description The Human Services Planning and Administration program manages personnel, volunteers, planning, capital improvement projects, grants, donations, and financial activities for the Human Services Department and monitors the use of licensed agencies at Granite Reef and Via Linda senior centers, Vista del Camino, Paiute Neighborhood Center, and the Community Assistance Office. FY 09/10 Highlights • • • • 90 Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods Received $175,000 in Proposition 202 grant funds from neighboring Indian Communities. Coordinated the annual Homeless Street Count on January 26, 2010. Prepared the Human Services Fiscal Update to document key services, accomplishments, support to non-profits and volunteer services. Monitored 21 license agreements for agencies occupying space in Human Services facilities and providing free services to Scottsdale residents. Monitor monthly expenditures and review current programs and processes for potential cost savings and efficiencies. Provide staff services to the City Council and Human Services Commission and represent the City's interests in regional meetings at the Maricopa Association of Governments, inter-jurisdictional meetings and with social service providers. Develop and maintain effective volunteer management program, maximizing volunteering where and when applicable. Combined the Human Services Five Year Plan with the Five Year HUD Consolidated Plan saving staff time and annual printing costs for five years estimated at $5,000. Efficiencies such as increased use of volunteers, shared use of staff across centers and staggered work schedules enabled us to meet the 21 percent increased demand for services with an 11 percent reduction in staff. huMAn SeRViCeS PlAnninG & ADMiniSTRATion H COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 301,203 301,203 300,145 300,145 284,816 284,816 -15,329 -15,329 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 280,101 12,254 8,849 0 301,203 0 301,203 273,477 17,458 9,210 0 300,145 0 300,145 261,238 13,893 9,685 0 284,816 0 284,816 -12,239 -3,565 475 0 -15,329 0 -15,329 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 91 SenioR CiTizen SeRViCeS COMMuNITY SERVICES S Strategic Goal(s) • Program Description The Senior Citizen Services program includes the Granite Reef and Via Linda senior centers and a small senior center at the Paiute Neighborhood. The senior centers provide an integrated system of services, resources and opportunities for assisting seniors to improve their lives, the lives of others, neighborhoods and the community through recreation, social and health, and wellness services. FY 09/10 Highlights • • 92 Next Year Priorities • • • • Budget Notes and Changes • • Enhance Neighborhoods More than 436,450 seniors and community members, or an average of over 1,450 participants per day, attended a variety of special interest classes, recreational opportunities, health/wellness programs, special events, and facility reservations at Granite Reef and Via Linda senior centers. The senior centers offered 26 support groups monthly. These support groups assisted on average 1,003 seniors to cope with a loss, life transitions or life altering health conditions. Maintain/adjust programs, hours of operation and services to maximize efficiencies and accommodate growing client needs and demands on all three fronts: recreational, social services and socialization (connectivity). Utilize and increase the use of other spaces, workforce and time management to accommodate growing client needs and demands amidst reduction of workforce, monies and other resources. Use sponsorships to program special events to increase socialization of participants. Collaborate with other City divisions and outside providers to increase fitness and wellness program opportunities to strengthen the health of participants. Modified use of full-time staff for vacations/sick/etc for part-time staff coverage in lieu of reducing hours of center operations. Consolidated Senior Excursion programming for the three senior center locations which resulted in operational efficiencies due to reducing number of trips and providing pick up at all three locations. SenioR CiTizen SeRViCeS S COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 27.82 23.55 23.55 0.92 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,976,019 8,250 39,324 2,023,593 1,774,967 0 63,900 1,838,867 1,691,721 0 122,850 1,814,571 -83,246 0 58,950 -24,296 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,629,912 302,840 90,841 0 2,023,593 0 2,023,593 1,446,517 311,334 81,016 0 1,838,867 0 1,838,867 1,386,750 322,203 105,618 0 1,814,571 0 1,814,571 -59,767 10,869 24,602 0 -24,296 0 -24,296 Funding Source General Fund Grants Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 93 SoCiAl SeRViCeS ASSiSTAnCe & ReFeRRAl COMMuNITY SERVICES S Strategic Goal(s) • Program Description The Social Services Assistance and Referral program offers a variety of social services to meet the basic needs of a diverse population of youth, families, and individuals. It includes facilities at Vista del Camino, Paiute Neighborhood Center, and Social Service Grants to Agencies. Programs and services include job preparation/career development, supportive intervention, social services, information and referral, educational classes, youth programs, and assistance for housing, utilities, transportation and special needs. FY 09/10 Highlights • • 94 • • • Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods Assisted 1,054 families through Vista del Camino’s Back-to-School, Thanksgiving and Holiday programs and provided 2,850 food boxes. Completed social services intakes and case management for residents in need, distributed clothing to almost 3,500 individuals, and provided emergency rent/mortgage & utility financial assistance to over 1,300 households totaling nearly $500,000 funded by donations. Allocated $240,000 in Scottsdale Cares Funds to 20 non-profit social service agencies to provide critical services to Scottsdale residents. Allocated $200,000 in General Funds to 10 non-profit agencies to support human service activities in the community. Provided quality after-school and teen programs for over 400 youth at Paiute Neighborhood Center and Vista del Camino. Work closely with the Maricopa County Human Services Department and Workforce Development area to maintain function as Scottsdale Community Action Program and to maintain and develop relationships and programs to meet rapidly changing workforce development demands. Conduct combined annual Request for Proposal process to allocate Scottsdale Cares, General Fund and Endowment funds to eligible non-profit organizations providing public services to Scottsdale residents. Enhance collaborative relationships to maximize programming and outcome measures. Able to address a 21 percent increase in demand for services by back-filling social work appointment cancellations and cross training staff. Modified use of full-time staff for vacations/sick/etc for part-time staff coverage in lieu of reducing hours of center operations. SoCiAl SeRViCeS ASSiSTAnCe & ReFeRRAl S COMMuNITY SERVICES REFERRAL Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 43.31 32.60 32.60 1.28 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3,477,249 881,814 246,108 4,605,171 2,523,571 364,300 250,000 3,137,871 2,476,339 401,198 249,949 3,127,486 -47,232 36,898 -51 -10,385 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,804,395 1,592,141 137,777 70,857 4,605,171 0 4,605,171 1,911,696 1,055,560 163,615 7,000 3,137,871 0 3,137,871 1,863,575 1,095,071 163,128 5,712 3,127,486 0 3,127,486 -48,121 39,511 -487 -1,288 -10,385 0 -10,385 Funding Source General Fund Grants Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 95 houSinG ASSiSTAnCe & CDBG PRoGRAMS COMMuNITY SERVICES H Strategic Goal(s) • Program Description The Community Assistance Office provides rental assistance through the Housing Choice Voucher Program (HCV) to low/moderate income families in collaboration with the U.S. Department of Housing and Urban Development and the private rental community. The Family SelfSufficiency Program provides case management services to HCV participants. The Community Assistance Office manages the federal Community Development Block Grant (CDBG) and Home Investment Partnership (HOME) programs, local Scottsdale Cares and General Funds grants and the City’s Housing Rehabilitation and Roof Repair and Replacement Programs. FY 09/10 Highlights • • 96 • Next Year Priorities • • • Budget Notes and Changes • • • • Enhance Neighborhoods Allocated $1.12 million in CDBG funds to 15 agencies to assist over 883 persons through public services, housing activities and public facilities. Allocated $500,000 in HOME funds for new construction to preserve affordable housing in the community. Assisted 47 families through the Family Self Sufficiency program, increasing their average income over 102 percent, and distributed over $49,000 in escrow funds to 7 program graduates. Maximize the use of available Housing Choice Vouchers to assist low/moderate income households in the private rental market. Assist low/moderate income persons to live in decent, safe and sanitary housing, and assist families in becoming economically independent and self-sufficient. Allocate funds and manage federal and local grants to serve as many Scottsdale residents as funding permits Modified cost allocation for project delivery attributed to Housing Rehabilitation Program from General Fund to CDBG funding thereby reducing General Fund expenditures. $25,000 in Grant funds are attributed to administrative costs to comply with Federal regulations associated with a capital improvement project to provide ADA accessible restrooms at Eldorado Park. HOME Funds include budget authority for a prior years contract that is carried forward into the new fiscal year as well as the contracts funded for FY 2010/11. Planned Section 8 expenditures decreased due to programmatic changes that reduced the per unit subsidy cost. houSinG ASSiSTAnCe & CDBG PRoGRAMS H COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 15.75 15.75 15.75 0.62 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 959,051 439,859 0 180,594 6,230,134 4,940 7,814,578 2,337,089 427,112 0 1,000,264 7,205,858 142,798 11,113,121 2,291,263 398,915 25,000 1,159,838 6,642,546 142,798 10,660,360 -45,826 -28,197 25,000 159,574 -563,312 0 -452,761 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,040,402 6,759,576 13,710 890 7,814,578 0 7,814,578 1,080,984 10,015,912 16,225 0 11,113,121 0 11,113,121 1,025,458 9,620,332 14,570 0 10,660,360 0 10,660,360 -55,526 -395,580 -1,655 0 -452,761 0 -452,761 Funding Source CDBG Fund General Fund Grants Fund Home Fund Section 8 Housing Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 97 PARkS & ReCReATion PlAnninG & ADMiniSTRATion P Strategic Goal(s) • • Program Description The Parks and Recreation Planning and Administration program centralizes the management staff for the Parks and Recreation Division. This program manages and maintains 941 acres of developed parks, over 23 million square feet of medians and rights-of-way, the maintenance of the Downtown district and several hundred different recreation programs and services throughout the community. FY 09/10 Highlights • • • • 98 COMMuNITY SERVICES Next Year Priorities • • • Budget Notes and Changes • • • Preserve Meaningful Open-Space Enhance Neighborhoods Completed Grayhawk Community Park Phase 1. Initial construction of McCormick-Stillman Railroad Exhibit Building. Initiated planning for Troon North Park and Eldorado Ball Field Restroom renovation. Coordinated and managed budget reduction and organizational restructuring to meet Citywide goals and objectives. Proactively and effectively manage personnel, volunteers, planning, capital improvement projects, grants, donations, and financial activities for the Parks and Recreation Department. Continuously improve the level of service delivery to the public through staff development, capital improvements and consistent community involvement. Develop and maintain effective volunteer management program, maximizing volunteering where and when applicable. Reduced Parks and Recreation Administration budget overall by 13 percent. Operational efficiencies and reorganization resulted in a decrease in Personnel Services budget and 1.0 FTE. Reduction in Contractual Services and Commodities budgets due to reallocation of Fit City funds to Special Events program. PARkS & ReCReATion PlAnninG & ADMiniSTRATion P COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 12.44 10.44 9.44 0.37 % -1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,794,885 1,794,885 1,264,857 1,264,857 1,095,192 1,095,192 -169,665 -169,665 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,561,100 189,297 44,487 0 1,794,885 0 1,794,885 1,022,644 172,297 69,916 0 1,264,857 0 1,264,857 887,456 157,920 49,816 0 1,095,192 0 1,095,192 -135,188 -14,377 -20,100 0 -169,665 0 -169,665 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 99 ADAPTeD ReCReATion SeRViCeS COMMuNITY SERVICES A Strategic Goal(s) • Program Description The Adapted Recreation Services (ARS) provides comprehensive recreation programs and opportunities designed to meet the needs of people with disabilities. Examples of programs include Special Olympics, afterschool and summer programs, leisure education classes, social club outings, outdoor recreation and monthly dances. ARS offers populationspecific programs and facilitates inclusive recreation. ARS also educates other program areas about Americans with Disabilities Act (ADA) and assists with the monitoring of ADA program compliance. FY 09/10 Highlights • • • 100 • Next Year Priorities • • • • Budget Notes and Changes • Enhance Neighborhoods A staff member and participant were invited to participate in the summer 2010 national Special Olympic competition. Increased program participation in Adapted Recreation Services ranged from 10 percent - 100 percent. Volunteer participation increased by 54 percent in supporting Adapted Recreation Services programs. Permanent relocation of administrative and program offices to renovated facility adjacent to Chaparral Park. Provide comprehensive recreation program and opportunities designed to meet the needs of people with disabilities. Provide individual assessments and accommodations for citizen participation in City of Scottsdale programs and services, such as interpretive services and program modification. Continue to seek community partnerships to enhance program opportunities for people with disabilities. Provide further education to other program areas about ADA and assist with the monitoring of ADA program compliance. Professional services contractual budget for supporting interpretive services reduced based on current program demands. ADAPTeD ReCReATion SeRViCeS A COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.87 10.60 10.60 0.42 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 481,786 481,786 478,221 478,221 471,299 471,299 -6,922 -6,922 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 101 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 441,574 32,119 8,093 0 481,786 0 481,786 421,283 40,902 16,036 0 478,221 0 478,221 420,363 35,150 15,786 0 471,299 0 471,299 -920 -5,752 -250 0 -6,922 0 -6,922 AquATiC CenTeRS COMMuNITY SERVICES A Strategic Goal(s) • Program Description The Aquatic Centers program provides a variety of aquatic activities for public use. The City operates four aquatic centers (Cactus, Chaparral, Eldorado and McDowell Mountain Ranch), three of which are year-round. The aquatic facilities provide structured classes, such as water exercise, learn to swim programs, specialty classes, water safety classes and recreational teams. The centers also offer general public swim hours, lap swimming, special events and group reservations. Three aquatic centers host fitness centers, which include cardiovascular and strength training equipment, as well as fitness classes. The centers are home to Citysponsored the U.S. Swim, Dive and Synchronized Swimming teams, as well as seven local high school swim and dive teams and an Adult Masters program. FY 09/10 Highlights • 102 • • • Next Year Priorities • • • • Budget Notes and Changes • • Enhance Neighborhoods Modified staffing levels and adjusted part-time staff scheduling to reduce overall budget while increasing revenue. Conducted critical incident training with Scottsdale Fire and Police Departments. 150 Aquatic staff participated in mock rescues to practice skills and work directly with other departments to maximize efficiency. Continued 10-week Swim Mentor for senior volunteers and Guard Start programs for youth. Volunteers were trained to assist certified instructors with teaching swim lessons to youth participants. Implemented new Red Cross Learn to Swim program in September 2009. Provide a range of aquatic and fitness programs and activities for adults, youth and seniors, including expanding swim mentor and Guard Start programs. Plan for preventative maintenance of the City’s aquatic facilities to ensure that they remain safe and operate efficiently. Develop cost recovery standards for all aquatic programs and refine commercial lane rental. Implement new fee for the sponsored teams that use aquatic center facilities, with an estimated increase in revenue of $88,000. Personnel Services budget reduced by $56,000 by modifying staffing levels and scheduling, resulting in lower personnel costs. Reduction in Contractual Services budget due to internal service charge adjustments, including telephone expense and risk liability. AquATiC CenTeRS A COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 60.76 45.29 45.29 1.78 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,122,636 2,122,636 2,212,234 2,212,234 2,120,307 2,120,307 -91,927 -91,927 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 103 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,953,442 91,233 77,961 0 2,122,636 0 2,122,636 2,007,979 121,255 83,000 0 2,212,234 0 2,212,234 1,951,639 89,549 79,119 0 2,120,307 0 2,120,307 -56,340 -31,706 -3,881 0 -91,927 0 -91,927 SPoRTS & FiTneSS PRoGRAMS COMMuNITY SERVICES S Strategic Goal(s) • Program Description The Sports and Fitness programs provide recreational and fitness opportunities for the youth and adults of the community. The programs utilize numerous City sports facilities, fitness centers, tennis centers and gymnasiums at public schools. Facilities and associated activities include Adult Sports (softball, kickball, basketball and flag football), Club SAR (health and fitness programs such as weightlifting, boxing, spinning and other cardiovascular/muscle endurance activities), and Indian School Park and Scottsdale Ranch Park (year-round leagues and tournaments in tennis, racquetball and outdoor volleyball). FY 09/10 Highlights • • • Enhance Neighborhoods Organizational restructuring and consolidation included the combining of Adult Sports, Youth Sports and Chaparral Park. 2010 year-to-date Attendance increased -- Club SAR percent, Scottsdale Ranch Park 8 percent and Indian School Park 15 percent. Adult Sports revenue up 8percent year-to-date. 104 Next Year Priorities • • • Budget Notes and Changes • Enhance collaboration with community partners to coordinate and complement recreational activities for adults and citywide health and fitness programs. Continue to offer recreational and fitness opportunities for the youth and adults of the community in response to national and local demand/trends. Develop and improve sport facilities. Organizational restructuring and consolidation included the combining of Adult Sports, Youth Sports and Chaparral Park resulting in reduced staffing levels and annualized budget. SPoRTS & FiTneSS PRoGRAMS S COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 21.84 19.30 18.08 0.71 % -1.22 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,983,879 750 26,230 2,010,859 1,698,932 0 200,000 1,898,932 1,701,032 0 50,000 1,751,032 2,100 0 -150,000 -147,900 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,402,648 486,639 121,572 0 2,010,859 0 2,010,859 971,103 804,500 123,329 0 1,898,932 0 1,898,932 900,388 734,315 116,329 0 1,751,032 0 1,751,032 -70,715 -70,185 -7,000 0 -147,900 0 -147,900 Funding Source General Fund Grants Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 105 YouTh & FAMilY ACTiViTieS & AFTeR SChool PRoGRAMS COMMuNITY SERVICES Y Strategic Goal(s) • Program Description The Youth and Family Activities and After School Programs include afterschool and summer recreation programs for elementary youth at school and park facilities throughout the City. Community events include: Mighty Mud Mania, 4th of July, Holiday Harmony, Skatepark Competition, Fall Festival and Handlebar Helpers. Youth Sports services provide structured team sports leagues at different skill levels for 4th-8th graders in the Scottsdale school system. Youth Sports Field Allocation administers use, control and policy development of parks and school sports fields and lighting. Youth and Family Services includes the Juvenile Diversion program, Early Childhood resources, the Scottsdale Teen Employment program and Scottsdale Mayor's Youth Council. FY 09/10 Highlights • 106 • • • Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods More than 36,600 community members attended Community Special Events, including Holiday Harmony, Mighty Mud Mania, Skatepark Competition, and Fall Festival. Registered 1,775 youth to participate in Youth Sports programs. 510 youth and their parents were referred and served through the court for Diversion services. Over 300 teens were referred to jobs through the Scottsdale Teen Employment program and Youth Corps volunteers provided over 14,000 hours of service to the community. Work with surrounding school districts to coordinate and complement recreational activities while incorporating health and fitness components into youth programs offered through the City. Increase the number of sports fields and lighted sports fields space available and implement $3 per hour use fee to youth groups in Scottsdale. Continue support of community outreach in the areas of alcohol and other drug abuse prevention, early childhood development and family literacy. Reduction in Personnel Services budget and 3.98 FTEs related to budget reductions and efficiencies in Special Events and Youth Sports. Increases in Contractual Services budget due to reallocation of Fit City budget from Parks and Recreation Administration budget to Special Events program, and the addition of educational workshops and community presentations. YouTh & FAMilY ACTiViTieS & AFTeR SChool PRoGRAMS Y COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 33.53 41.97 37.99 1.49 % -3.98 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,540,737 2,500 52,438 2,595,675 2,586,750 0 17,256 2,604,006 2,287,636 0 14,275 2,301,911 -299,114 0 -2,981 -302,095 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,040,102 404,004 151,569 0 2,595,675 0 2,595,675 2,095,975 333,652 174,379 0 2,604,006 0 2,604,006 1,744,840 384,198 172,873 0 2,301,911 0 2,301,911 -351,135 50,546 -1,506 0 -302,095 0 -302,095 Funding Source General Fund Grants Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 107 CoMMuniTY ReCReATion SeRViCeS & FACiliTieS COMMuNITY SERVICES C Strategic Goal(s) • • Program Description The Community Recreation Services and Facilities program is comprised of community and specialty parks, including McCormick-Stillman Railroad Park, Chaparral Park, Mountain View Park, Eldorado Park, Horizon Park and Pinnacle Peak Park. It also includes 26 neighborhood parks throughout the city. Also, the program includes Volunteer Services such as the Youth Corps and Adult Volunteer programs that support a variety of programs and services. Parks donations, contributions and sponsorships are used to enhance City park facilities and programs. FY 09/10 Highlights • • • 108 • Next Year Priorities • • • Budget Notes and Changes • • • • Preserve Meaningful Open-Space Enhance Neighborhoods McCormick-Stillman Railroad Park revenue increased 2% over same period last year. The $1.1 million in revenue is the highest ever for the first eleven months of the fiscal year. Construction began on the 10,000 square-foot display building at McCormick-Stillman Railroad Park. Eldorado Park and Community Center experienced a 10% increase in attendance for building use and drop-in visits, ball field reservations and volunteer requests. Organization restructuring resulted in operational efficiencies and cost savings by consolidating multiple program areas. Complete construction on the 10,000 square foot display building at McCormick-Stillman Railroad Park. Complete construction on Phase I of Troon North Community Park. Continue to evaluate organizational structure and program/service delivery efficiencies. Organizational restructuring and consolidation of Adult Sports, Youth Sports, and Chaparral Park operations resulted in increases of 3.46 FTE and Personnel Services budget. Contractual Services budget decreased due to internal service charge adjustments such as telephone expense and risk liability. Commodities budget increased $115,000 by reallocating budget savings through efficiencies in other program areas for equipment replacement needs at citywide park locations. Operating Projects line item of $274,600 reflects accounting methodology change shifting capital-funded maintenance projects from the Capital Improvement Plan budget to the General Fund operating budget for the maintenance of fountains, pools and playgrounds. CoMMuniTY ReCReATion SeRViCeS & FACiliTieS C COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 48.45 43.78 47.24 1.86 % 3.46 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,104,285 1,241,020 3,345,305 1,930,475 1,441,037 3,371,512 2,396,966 1,430,406 3,827,372 466,491 -10,631 455,860 Funding Source General Fund Special Programs Fund Total Division Budget 109 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,367,442 468,872 508,991 0 3,345,305 0 3,345,305 2,120,989 455,945 794,578 0 3,371,512 0 3,371,512 2,247,902 394,906 909,964 0 3,552,772 274,600 3,827,372 126,913 -61,039 115,386 0 181,260 274,600 455,860 leiSuRe eDuCATion PRoGRAMS COMMuNITY SERVICES L Strategic Goal(s) • Program Description The Leisure Education programs offer recreational and leisure-time activities and classes to citizens. Classes are offered over a wide spectrum of ages and interests. The programs offer exposure and initial experience in a variety of areas, such as parent and child activity classes, pre-school offerings, pottery, dance and computers. Also, this program manages the publicity and registration for all division programs through the recreation program brochure. It provides technical support to all parks and recreation program areas and administration of our registration/reservation software. The program facilitates new client accounts and existing client database updates/information. The Facility Booking program provides customer service by facilitating reservations for both indoor and outdoor Parks and Recreation facilities. FY 09/10 Highlights • 110 • • • • Next Year Priorities • • • • Budget Notes and Changes • Enhance Neighborhoods Completed first year with the three revised Recreation Brochure issues, saving $40,000 in printing and distribution costs. Implemented operational efficiencies by combining the oversight of classes offered at each of the senior centers with the classes offered citywide. Implemented e-mailing of all receipts to customers with very limited requests for printed/mailed copies, saving on printing and mailing costs. Simplified the room rental rate structure. Assisted with implementation of online registration for Adult Sports leagues. Implement a commercial users process that allows proper and permitted uses in designated park areas. Research and pinpoint current age groups underrepresented by our programs and market and provide more recreational opportunities for these groups. Migrate to online participant surveys and other forms of citizen input to provide programs and classes that meet the recreational needs of the community and gather their input. Continue focus on excellent customer service to the community when seeking park and recreation information and services in a variety of media forms. Continued to refine printing and distribution costs to achieve additional budget savings in Contractual Services. leiSuRe eDuCATion PRoGRAMS L COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7.01 7.83 7.83 0.31 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 936,010 936,010 836,652 836,652 813,180 813,180 -23,472 -23,472 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 111 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 524,056 396,836 15,118 0 936,010 0 936,010 479,297 342,295 15,060 0 836,652 0 836,652 459,968 338,152 15,060 0 813,180 0 813,180 -19,329 -4,143 0 0 -23,472 0 -23,472 GRounDS & lAnDSCAPe MAinTenAnCe COMMuNITY SERVICES G Strategic Goal(s) • • Program Description The Grounds and Landscape Maintenance program manages all horticultural contracts for the City, including turf management, shrub and tree management, fertilization, herbicide and pesticide management and is responsible for Tree City USA activity. The Qualifying Party for the City is responsible for the legal application of herbicides throughout the City and oversees service contracts involving pest, pigeon, mosquito control and termite treatments. FY 09/10 Highlights • • • 112 • Next Year Priorities • • • • • Budget Notes and Changes • • • • Preserve Meaningful Open-Space Enhance Neighborhoods Completed Grayhawk Community Park and hosted grand opening USA Senior Softball Tournament. Converted 13,000 square feet of turf to xeriscape which will result in sustainable savings of $15,000 annually. Adjusted frequency of pruning and mowing from a scheduled basis to a targeted approach based on need and priority resulting in additional cost savings. Developed internal Community Services Safety Team to update and review current policies and procedures. Explore opportunities for managed competition throughout ground and maintenance operations. Evaluate all staffing vacancies to determine most efficient and effective use of resources. Evaluate equipment acquisition and maintenance of turf vehicles for potential savings. Expand use of alternative and renewable fuels in city facilities and fleet operations. Manage water usage in compliance with City ordinance and State law. Reduction in Irrigation Repair Personnel Services budget for unfilled irrigation position as part of overall budget savings strategy. Increase to Contractual Services budget related to higher risk rate and fleet maintenance internals service charges. Commodities budget increase for materials to maintain and repair City aquatics and fountains. Operating Projects line item of $370,600 reflects accounting methodology change shifting capital-funded maintenance projects from the Capital Improvement Plan budget to the General Fund operating budget for the maintenance of fountains, pools and playgrounds. GRounDS & lAnDSCAPe MAinTenAnCe G COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 70.75 64.75 66.75 2.62 % 2.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7,566,470 7,566,470 6,269,338 6,269,338 6,613,148 6,613,148 343,810 343,810 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 113 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4,545,000 2,147,541 873,929 0 7,566,470 0 7,566,470 3,654,435 1,710,629 837,274 67,000 6,269,338 0 6,269,338 3,629,072 1,753,795 859,681 0 6,242,548 370,600 6,613,148 -25,363 43,166 22,407 -67,000 -26,790 370,600 343,810 DownTown MAinTenAnCe COMMuNITY SERVICES D Strategic Goal(s) • • Program Description The Downtown Maintenance Program provides an increased level of maintenance services in an expanded downtown area, currently comprised of an inventory of 90 acres. Services performed include landscape maintenance, litter removal, shrub and tree management, and streetscape and parking structure cleaning. FY 09/10 Highlights • • • • Sanded and refinished 119 wood benches in the downtown district. Pruned 315 palm trees in the downtown district. Planted 1,088 flats of annual flowers in downtown district. Replaced 70 tons of soil in downtown flower pots. Next Year Priorities • Implement maintenance operation for newly added Via Soleri Bridge and Plaza, as well as the new Goldwater Pedestrian Underpass. Improve the cleanliness and appearance of downtown through enhanced maintenance services. Provide the area with 8-hour day, 7-day a week coverage to manage the expanded downtown service area. Expand maintenance in all 90 acres of Downtown Scottsdale entertainment area. • 114 • Budget Notes and Changes • • Enhance Neighborhoods Support Economic Vitality Reduced 1.0 FTE after moving one full-time Park Laborer to Stadium Operations, reducing Personnel Services budget. Reduced power washing of downtown parking structures from four times a year to two times a year, resulting in an increase in savings of $93,000. DownTown MAinTenAnCe D COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 11.00 11.00 10.00 0.39 % -1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 936,790 936,790 1,050,833 1,050,833 902,742 902,742 -148,091 -148,091 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 563,229 294,519 79,041 0 936,790 0 936,790 576,295 397,575 76,963 0 1,050,833 0 1,050,833 521,814 303,965 76,963 0 902,742 0 902,742 -54,481 -93,610 0 0 -148,091 0 -148,091 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 115 MeDiAnS & RiGhT-oF-wAY COMMuNITY SERVICES M Strategic Goal(s) • • Program Description The Medians and Rights of Way program is responsible for the landscape maintenance and irrigation systems of over 23 million square feet of landscaped medians and rights-of-way throughout the City, as well as programming and maintenance responsibility for 275 irrigation controllers. It is responsible for flood control, emergency calls, landscape enhancements, sight obstruction removals, landscape inspections, herbicide application and assistance with the Keep America Beautiful organization. The program supports the Street Maintenance 24-hour Emergency Response Program and is responsible for the contractual services for many of the median areas that fall under maintenance contracts and current homeowner association agreements. FY 09/10 Highlights • • 116 • • Next Year Priorities • • • • Budget Notes and Changes • • Preserve Meaningful Open-Space Enhance Neighborhoods Partnered with Neighborhood Resources and assisted with Keep Scottsdale Clean and Beautiful Weekend. Responded to more than 100 emergency call-outs and site obstructions. Pruned over 1,000 street trees due to pedestrian and vehicular clearance and safety. Partnered with Traffic Engineering to design and install numerous landscaped traffic calming devices. Implement one-year pilot program evaluating managed competition on three million square feet within south medians and rights of way. Identify areas to eliminate water meters for water conservation and cost savings. Evaluate all landscape areas and plant material to transition from high water use plants to low water use plants. Manage additional inventory at Indian School Road Phase 1 & 2, South Corporation Yard, Crosscut Canal bikebath, Scottsdale RoadFrank Lloyd Wright Boulevard to the Loop 101, and Indian Bend Road within current budget resources. Contractual Services budget increased by $48,000 due to added median and rights-of-way inventory. Commodities budget decreased by $50,000 due to reduction in median and rights-of-way enhancements. MeDiAnS & RiGhT-oF-wAY M COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 10.00 8.00 0.31 % -2.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,726,998 1,726,998 1,780,917 1,780,917 1,672,456 1,672,456 -108,461 -108,461 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 575,012 1,069,202 82,784 0 1,726,998 0 1,726,998 621,337 1,030,794 128,786 0 1,780,917 0 1,780,917 514,483 1,079,455 78,518 0 1,672,456 0 1,672,456 -106,854 48,661 -50,268 0 -108,461 0 -108,461 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 117 SPoRTS CoMPlexeS COMMuNITY SERVICES S Strategic Goal(s) • • Program Description The Sports Complexes program includes Scottsdale Stadium, Scottsdale Sports Complex and the Professional Baseball program with four fields at Indian School Park maintained at a professional level. Scottsdale Stadium is used for Cactus League Spring Training by the San Francisco Giants, and also the Arizona Fall League. Indian School Park is used as the year-round minor league complex for the San Francisco Giants. Scottsdale Sports Complex is a 71-acre tournament-level facility with 10 sand-based, hybrid-turf fields. The fields also serve as auxiliary parking for more than 6,000 vehicles during special events such as the Waste Management Open and Barrett-Jackson Classic Car Auction. FY 09/10 Highlights • • 118 • • Next Year Priorities • • • Budget Notes and Changes • Preserve Meaningful Open-Space Support Economic Vitality Scottsdale Stadium was first in Cactus League attendance in 2010, generating an estimated $20 million in economic impact for Scottsdale. Upgraded dugout drainage system at Scottsdale Stadium to eliminate clubhouse flooding. Recycled over 34,000 pounds of material through use of the new Stadium recycling bins. Scottsdale Sports Complex was awarded the 2009 and 2010 bid to host the Women's WDIA National Championship Lacrosse Tournament. The four-day tournament and associated youth clinics drew over 1,400 fans daily and generated an estimated $1.2 million in economic impact. Expand marketing efforts for Scottsdale Stadium and Scottsdale Sports Complex to provide maximum attendance and enhance economic vitality to the City. Implement cost savings efforts by managing frequency of turf mowing primarily at Scottsdale Sports Complex. Collaborate with local, state and national organizations to draw both high profile tournaments and local sporting events to the Scottsdale Sports Complex. Scottsdale Sports Complexes Personnel Services budget increased by 2.0 FTE, adding 1.0 FTE Irrigation Technician and 1.0 FTE Parks Laborer. The Parks Laborer is needed to cover increase service level demands for facility operations and events and the Irrigation Technician is needed for irrigation maintenance on eight professional sand-based ballfields. SPoRTS CoMPlexeS S COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 22.77 20.66 22.66 0.89 % 2.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,173,248 2,173,248 2,038,329 2,038,329 2,112,278 2,112,278 73,949 73,949 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,312,162 578,636 275,830 6,620 2,173,248 0 2,173,248 1,141,731 632,719 263,879 0 2,038,329 0 2,038,329 1,201,336 638,133 272,809 0 2,112,278 0 2,112,278 59,605 5,414 8,930 0 73,949 0 73,949 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 119 liBRARY PlAnninG & ADMiniSTRATion COMMuNITY SERVICES L Strategic Goal(s) • Program Description Library Planning and Administration provides vision, leadership, guidance and supervision in developing library services and in carrying out the strategic plan. Engages in strategic planning, promoting evolving technology, developing library facilities, promoting staff development and creating policies consistent with City Council priorities. Develops ongoing community partnerships, seeks outside funding opportunities, implements and markets library services, and works directly with the Library Board, Friends of the Library and other community organizations. FY 09/10 Highlights • • 120 • • Next Year Priorities • • • Budget Notes and Changes • • • Enhance Neighborhoods Library experienced the highest attendance level ever -- over 1.7 million customers and circulation over 4 million items, while staffing was at the lowest level in more than 10 years. 77 percent of Scottsdale residents have a library card; 62% of customers come every week; and 99% of customers are satisfied with library services. Over 180 new volunteers became part of the Library’s volunteer program. Adult and teen volunteers gave over 40,000 hours valued at $700,000, sorting library material donations, assisting youth and teens with summer reading and engaging in storytimes for young children. Over $80,000 was received in Grant Funding for programs such as Outreach to the Hispanic Community and Baby Showers for Newborns, the latter encourages early literacy skills. Involve residents in a Future Thinking strategic planning process, determining what services are the most effective and needed by the community. Foster fundraising to create an Early Literacy Center at the Civic Center Library and provide enhanced children’s programs. Complete partial renovation of Civic Center Library to streamline operations. Reduced library division expenditures overall by 10 percent. Reorganized and streamlined operations to open new Appaloosa Library in November 2009 with no new staff, no additional budget and returning $90,000 in salary savings to the City. Outsourced billing to increase revenue collection, provide operating efficiencies and shift workload to face to face customer service for 1.0 FTE equivalent. liBRARY PlAnninG & ADMiniSTRATion L COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.00 6.00 6.00 0.24 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 664,885 664,885 667,845 667,845 654,476 654,476 -13,369 -13,369 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 121 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 653,312 8,467 3,107 0 664,885 0 664,885 646,582 16,263 5,000 0 667,845 0 667,845 634,897 14,494 5,085 0 654,476 0 654,476 -11,685 -1,769 85 0 -13,369 0 -13,369 liBRARY oPeRATionS 122 COMMuNITY SERVICES L Strategic Goal(s) • Program Description The Library Operations program manages the inventory of all items in the Library’s collection and maintains the Library’s staff, public and wireless networks and all equipment attached to those networks. Operations is responsible for purchasing, cataloging, and processing library materials for timely use by the public; procuring, installing and maintaining all computers, servers, network hardware, and software used by the Library staff and customers; selecting and making available online subscription resources and downloadable materials; and growing the library’s historical document collection, both by preserving the physical artifacts and by making digital copies of them so they may be easily accessed by the public. Support Services provides program planning, direction and support for Youth, Teen, Adult and Early Literacy Programs, and marketing support for all library programs and events at five libraries. FY 09/10 Highlights • • • • • Enhance Neighborhoods Successful grand opening of Appaloosa Library - planned, selected, ordered and installed the opening day collection of new books, CDs and DVDs; public computers with touchscreen computer monitors; materials handling technology including an automated materials sorter. Outsourced book selection and processing of materials which allowed for a reduction of staff in operations of 3.0 FTE. Implemented e-commerce for customer payment of library fines online 24 hours a day, seven days a week. Received e-rate funding from the federal government to offset telecommunications costs, allowing upgrades to broadband internet access at four libraries and thereby improving customer service. Next Year Priorities • • • • Implement mobile library services and new technologies. Provide customer assistance with new technologies. Promote and market library services to reach new customers. Develop and maintain partnerships to provide high quality educational programs and exhibits. Budget Notes and Changes • Reduction in Personnel Services budget due to reallocation of staff for the opening of Appaloosa Library. Reduction in Commodities due to decrease in library book budget to meet the Library’s total annual budget target. • liBRARY oPeRATionS L COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 27.50 24.50 24.50 0.96 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3,872,142 71,834 351,863 4,295,838 3,731,934 38,700 480,000 4,250,634 3,686,460 36,000 326,100 4,048,560 -45,474 -2,700 -153,900 -202,074 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,894,887 896,375 1,493,061 11,516 4,295,838 0 4,295,838 1,663,187 868,324 1,634,123 85,000 4,250,634 0 4,250,634 1,627,007 868,134 1,487,264 66,155 4,048,560 0 4,048,560 -36,180 -190 -146,859 -18,845 -202,074 0 -202,074 Funding Source General Fund Grants Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 123 MAin liBRARY COMMuNITY SERVICES M Strategic Goal(s) • Program Description The main Civic Center Library provides a range of library services to meet the cultural, recreational and informational needs of the community. These include supplying a collection of materials in print, audio and electronic formats, offering youth, teen and adult programs, suggesting reading materials, answering inquiries, making available community meeting rooms, and providing computer access and training. The Civic Center Library also supplies resources and informational support to the branch libraries. FY 09/10 Highlights • • 124 • • Next Year Priorities • • Budget Notes and Changes • Enhance Neighborhoods The Library connected to the native-Spanish speaking community through a variety of services: early literacy programs for adults and pre-schoolers, computer training programs, ESL classes and Spanish language sessions for informal communication. Increased youth programs offered and attendance at youth programs by 20 percent. Provided over 250,000 public computer sessions supporting over 100,000 job seekers. Gave over 8,500 teens per month a safe, afterschool environment in the Knowasis Teen Learning Center. Construction of the Civic Center Library renovation is planned to begin January 2011. The lobby, main reading room and public computer areas will be reconfigured to allow for technology upgrades, replacement of worn flooring, create a café space, relocate the Library Shop and provide for enhanced customer service. Streamline operations at Civic Center Library with the addition of two automated material sorting machines that will allow staff to shift from back-office operations to front-line customer service and interaction. Reduction in Personnel Services budget by 17 percent due to the reallocation of staff to open Appaloosa Library and to other branches to fill vacancies due to retirements. MAin liBRARY M COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 41.96 32.60 32.60 1.28 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,675,757 2,675,757 2,185,343 2,185,343 1,836,035 1,836,035 -349,308 -349,308 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 125 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,543,239 60,919 71,599 0 2,675,757 0 2,675,757 2,102,793 68,550 14,000 0 2,185,343 0 2,185,343 1,751,111 70,244 14,680 0 1,836,035 0 1,836,035 -351,682 1,694 680 0 -349,308 0 -349,308 BRAnCh liBRARieS COMMuNITY SERVICES B Strategic Goal(s) • Program Description The Branch Libraries provide a wide range of library services to educate, inform, enrich, inspire and entertain customers in neighborhoods and schools. Services include providing a collection of print, audio and electronic materials, offering youth and adult programs, suggesting reading materials, answering inquiries and providing computer access and training. Palomino, a shared-use facility, also provides research assistance to teachers and students and conducts classroom instruction. FY 09/10 Highlights • • • 126 • Enhance Neighborhoods Appaloosa Library opened in November 2009 with an innovative Early Literacy Center, a selection of current books, DVD’s and CD’s, meeting rooms and the latest technology. Appaloosa has served over 80,000 customers in the first six months of operation. Received LEED Gold certification from the United States Green Building Council for Appaloosa Library. Installed an automated materials sorter at Mustang Library which will be able to process 200,000 returned items per year. Served over 1.1 million customers - an average of 3,100 people per day. Next Year Priorities • Increase open hours at Appaloosa Library from 45 hours per week to at least 52 hours to meet customer demand. Circulation of materials at Appaloosa is comparable to Arabian Library and double that of Palomino Library. Budget Notes and Changes • Opened Appaloosa Library at 45 hours per week with existing staff from other library locations, with no additional budget, while providing the City $90,000 in annual salary savings. BRAnCh liBRARieS B COMMuNITY SERVICES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 65.32 59.70 59.70 2.34 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4,071,099 4,071,099 3,436,055 3,436,055 3,407,823 3,407,823 -28,232 -28,232 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 127 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3,905,128 96,468 69,503 0 4,071,099 0 4,071,099 3,296,124 107,598 32,333 0 3,436,055 0 3,436,055 3,272,841 104,773 30,209 0 3,407,823 0 3,407,823 -23,283 -2,825 -2,124 0 -28,232 0 -28,232 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two economic Vitality Economic Vitality Administration Economic Development Hospitality Development Revitalization Existing Business Services The Downtown Group WestWorld Aviation eConoMiC ViTAliTY ADMiniSTRATion ECONOMIC VITALITY E Strategic Goal(s) • Program Description The Economic Vitality Administration program provides administrative services for the Economic Vitality Division, which includes Economic Development, Tourism Development, Revitalization, Business Services and the Downtown Office. FY 09/10 Highlights • • • • • 130 • Support Economic Vitality Continued department's focus on quality customer service to Scottsdale business community. Reduced costs while maintaining a high level of service. Expansion and relocation of nine (9) targeted businesses. WestWorld took over management of State Land use permit (SLUP), had over 500,000 visitors, continued capital improvements to make facility more competitive and user friendly. Airport completed arrangements to allow increased take-off weight for aircraft, began implementing updated business plan and hired new Aviation Director. Code Enforcement dealt with rapidly expanding base of vacant and abandoned properties and focused on business areas while maintaining high level of services in residential areas. Next Year Priorities • Manage and deliver quality, effective economic development programs and services to the community including implementation of a variety of projects. Budget Notes and Changes • The Economic Vitality Division continues to maintain full services internally and externally to best position the City economically. Staff costs were reduced by holding back hiring of vacant, but necessary positions. eConoMiC ViTAliTY ADMiniSTRATion E ECONOMIC VITALITY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2.00 2.00 2.00 0.08 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 212,774 212,774 401,165 401,165 398,272 398,272 -2,893 -2,893 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 131 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 64,088 144,540 4,146 0 212,774 0 212,774 239,729 158,436 3,000 0 401,165 0 401,165 236,727 158,545 3,000 0 398,272 0 398,272 -3,002 109 0 0 -2,893 0 -2,893 eConoMiC DeVeloPMenT ECONOMIC VITALITY E Strategic Goal(s) • Program Description The Economic Development program is responsible for enhancing the economic well-being and quality of life of the community by providing quality, useful information and responsive, effective services to targeted employers and industries, and attaching revenue and employment generators interested in locating in or expanding in Scottsdale. FY 09/10 Highlights • • 132 • Next Year Priorities • • • Budget Notes and Changes • Support Economic Vitality Assisted with the expansion and relocation of nine (9) targeted businesses to Scottsdale who are expected to employ 711 persons, occupy over 100,000 square feet of office space, and make a capital investment of more than $9 million. Amidst a severe economic downturn, Scottsdale Fashion Square has continued to add new tenants and celebrated the opening of an additional 600,000 square feet of retail space this year, including the New Barney's New York department store. Additionally, the first phase of the Scottsdale Quarter project continued to welcome new retailers to the market, including Arizona’s first H&M store. The department also continued to focus on the development of technology based companies. Supporting this was the fact that SkySong continued growth this year with 43 companies and organizations from 11 different countries and employing more than 600 people. Market and recruit targeted employers and support entrepreneurs and existing businesses in order to provide sustainable employment opportunities in Scottsdale, assuring that new employers' pay scales are significantly higher than Metropolitan averages. Expand and maintain significant sales tax revenue generators for the City through the enhancement of retail sales-based businesses. Provide high quality, accessible market information on the Scottsdale market and Scottsdale development initiatives. No significant changes to the program. eConoMiC DeVeloPMenT E ECONOMIC VITALITY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2.00 2.00 1.00 0.04 % -1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 254,089 45,000 299,089 336,332 0 336,332 211,009 0 211,009 -125,323 0 -125,323 Funding Source General Fund Grants Fund Total Division Budget 133 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 122,473 175,929 687 0 299,089 0 299,089 207,828 127,504 1,000 0 336,332 0 336,332 83,292 126,717 1,000 0 211,009 0 211,009 -124,536 -787 0 0 -125,323 0 -125,323 hoSPiTAliTY DeVeloPMenT ECONOMIC VITALITY H Strategic Goal(s) • Program Description The Hospitality Development program contributes to the economic wellbeing and quality of life of the community and its residents by strengthening the local tourism industry through a comprehensive tourism development program of tourism research, marketing and promotion, support of major events, and the development of destination attractions and tourism infrastructure. FY 09/10 Highlights • • • 134 • Next Year Priorities • • Budget Notes and Changes • Support Economic Vitality Economic Vitality staff, worked with the Tourism Development and McDowell Sonoran Preserve Commissions to initiate the Desert Discovery Center Feasibility Study, Phase II. Bed-tax matching advertising investment of $113,535 in major tourism-driven events generated an estimated $1.5 million in nonlocal event marketing expenditures, resulting in approximately 176,000 event-related room nights. Work with the Scottsdale Convention and Visitors Bureau in negotiating a multi-year agreement. Economic Vitality staff worked to initiate a bed tax intiative increasing the bed tax percentage from 3 to 5 percent, which successfully passed creating additional bed tax funded opportunities. Event Retention and Development: Major tourism-driven events are one of Scottsdale's most important tourism marketing tools. Events such as the FBR Open, Barrett Jackson Collector Car Events, Scottsdale Arabian Horse Show, and the Fiesta Bowl not only attract significant numbers of visitors to the area, but also provide valuable exposure to potential visitors through their media coverage. Long-range Tourism Program and Development Planning: Develop and implement a five-year tourism program strategic plan, continue to focus on tourism product development through capital projects and event development in order to create a competitive destination, in addition to selling the community. Hotel room supply in Scottsdale is expected to remain stable in 2010 with no new hotels or loss of existing supply. Recent reports show occupancy declining 7.8 percent in calendar year 2009. The average rate decreased a substantial 19.7 percent in 2009, a trend that will likely continue through 2010. hoSPiTAliTY DeVeloPMenT H ECONOMIC VITALITY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 307,787 0 6,864,253 7,172,040 205,725 0 5,971,942 6,177,667 2,560,747 1,000 4,995,833 7,557,580 2,355,022 1,000 -976,109 1,379,913 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 301,755 6,868,872 1,413 0 7,172,040 0 7,172,040 315,654 5,860,013 2,000 0 6,177,667 0 6,177,667 291,280 7,263,300 3,000 0 7,557,580 0 7,557,580 -24,374 1,403,287 1,000 0 1,379,913 0 1,379,913 Funding Source General Fund Grants Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 135 ReViTAlizATion ECONOMIC VITALITY R Strategic Goal(s) • Program Description The Revitalization program is responsible for enhancing the economic well-being and quality of life of Scottsdale by encouraging continued reinvestment and new investment in the mature areas of the community in both commercial and residential properties through private entities and/or private/public partnerships. FY 09/10 Highlights • • • 136 Next Year Priorities • • • • • Budget Notes and Changes • Support Economic Vitality Facilitated agreement between the Planning Department and the Stetson Plaza developer to initiate the in-lieu parking payment to the City of $580,000. Brought together land owners, City officials, and potential developers to discuss revitalization of specific sites (Plaza 777, Heard, Los Arcos Crossing, Pitre), as well as large scale redevelopment concepts for McDowell Road. Managed the Gruen + Gruen Airpark land-use study that provided analysis and insights on future demand for commercial real estate as an input to Advance Planning's Airpark Character Area Plan. Focus on commercial real estate in partnership with other city departments to create an overall revitalization effort (reinvestment in existing properties) in the mature areas of Scottsdale. Encourage private redevelopment (new commercial and residential uses on vacant or obsolete properties) in the revitalization areas of Scottsdale that will support the surrounding business community. Working within the mature areas of Scottsdale, the development project coordinator will organize key public projects of all sizes that can affect perception and investment in those sections of the community. Secure corporate sponsorships for city events resulting in increased revenue and decreased city expenditures. Coordinate implementation of the McDowell RoadCorridor/Southern Scottsdale Economic Development Task Force recommendations. The McDowell Road Corridor/Southern Scottsdale Economic Development Task Force delivered its recommendations to the City Council in February 2010. The Council directed staff to develop a comprehensive work plan to implement the recommendations. The Revitalization division in Economic Vitality is responsible for leading this cross-departmental initiative. ReViTAlizATion R ECONOMIC VITALITY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2.00 1.00 1.00 0.04 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 254,994 254,994 115,255 115,255 232,153 232,153 116,898 116,898 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 137 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 214,559 40,061 374 0 254,994 0 254,994 77,021 36,984 1,250 0 115,255 0 115,255 76,110 154,793 1,250 0 232,153 0 232,153 -911 117,809 0 0 116,898 0 116,898 exiSTinG BuSineSS SeRViCeS E Strategic Goal(s) • Program Description The Existing Business Services program is responsible for enhancing the economic well-being and quality of life of the community and its residents by assisting in the retention and/or expansion of the existing business base, preserving employment, maintaining, expanding, and diversifying the tax base, and reinforcing the positive economic environment of Scottsdale. FY 09/10 Highlights • • 138 ECONOMIC VITALITY Next Year Priorities • • • • • • Budget Notes and Changes • Support Economic Vitality The program continued its successful Small Business Workshop Program with over 600 businesses and individuals participating. More than 275 businesses or individuals were assisted directly with information on opening and operating a small business. Created a business program housed in the Downtown Office and operated by the Small Business Development Center of Maricopa Community College District. Develop an understanding of short and long-term issues affecting small and large companies and act on those issues for the mutual benefit of the community and businesses. Gather and maintain a business information database about existing Scottsdale businesses. Develop mid and long-term strategies and projects to focus on commercial investment areas without excluding other business areas of the City. Offer two rounds of the small business workshop series. Development of an "Opening a Small Business in Scottsdale" handbook. Building Bridges to Business Visitation program aimed at connecting community leaders with business leaders. Existing businesses create an estimated 80 percent of all new jobs in the community and provide significant tax revenues to the City. Partnering with and supporting existing business is one of the key elements in a program to sustain and enhance the economic vitality of the community. exiSTinG BuSineSS SeRViCeS E ECONOMIC VITALITY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2.00 1.00 2.00 0.08 % 1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 293,733 293,733 148,120 148,120 262,496 262,496 114,376 114,376 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 139 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 260,585 32,507 641 0 293,733 0 293,733 109,420 37,700 1,000 0 148,120 0 148,120 219,571 41,925 1,000 0 262,496 0 262,496 110,151 4,225 0 0 114,376 0 114,376 The DownTown GRouP ECONOMIC VITALITY T Strategic Goal(s) • Program Description The Downtown Group supports the vitality of downtown's businesses and property owners through capital improvements, support for special events, a high level of maintenance, effective promotional programs, efficient parking and transit opportunities and code enforcement. The Downtown Group also oversees the City’s contract with the Scottsdale Cultural Council and attends to the needs of arts and cultural organizations. FY 09/10 Highlights • • • • 140 Next Year Priorities • • • Budget Notes and Changes • Support Economic Vitality Provided overall coordination of downtown projects, services and events. Provided support and guidance to downtown merchants and business associations and Downtown Ambassador volunteers. Completed a coordinated marketing and advertising program promoting downtown as a destination for residents and visitors. Coordinated over 100 special events in the downtown. Continue to build upon downtown as a destination attraction and plan and encourage the continuing revitalization of downtown Scottsdale through a comprehensive approach to business development, special events, code enforcement, maintenance and the support of public art and cultural amenities. Establish downtown event standards aimed at increasing downtown exposure. Explore the creation of a downtown business association comprised of representatives from each of the districts. Continuing interest in locating cultural facilities and events in downtown. The DownTown GRouP T ECONOMIC VITALITY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5.00 2.00 2.00 0.08 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4,479,442 151,451 4,630,892 4,916,649 150,000 5,066,649 5,877,436 176,150 6,053,586 960,787 26,150 986,937 Funding Source General Fund Special Programs Fund Total Division Budget 141 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 587,872 4,024,853 9,044 9,123 4,630,892 0 4,630,892 218,848 4,840,901 6,900 0 5,066,649 0 5,066,649 131,472 4,966,764 6,850 0 5,105,086 948,500 6,053,586 -87,376 125,863 -50 0 38,437 948,500 986,937 weSTwoRlD ECONOMIC VITALITY Strategic Goal(s) • Program Description WestWorld is a nationally-recognized equestrian and special event facility providing recreational opportunities and family entertainment at both the local, regional and national level. FY 09/10 Highlights • • • • 142 W Next Year Priorities • • • Budget Notes and Changes • • • Support Economic Vitality Successful event season despite the challenges resulting from a calendar overlap of two of WestWorld's major events, and the wet winter. Created a more efficient and effective maintenance program for capital infrastructure. Completed horse stall repairs in five barns which included replacing stall fronts, panels and baseboards. Replaced five sets of bleachers with telescopic bleachers on the south side of WestWorld's Equidome arena. Find appropriate funding source to upgrade the Equidome arena. Attract additional events to WestWorld providing recreational and entertainment opportunities to the community, and to WestWorld's target markets. Provide a positive economic impact for the City of Scottsdale. Special program centers were established within WestWorld's budget for the Tournament Players Club (TPC) and Scottsdale Princess to record the use of restricted funds related to the U.S. Bureau of Reclamation properties. A new operating project for the horse barn repairs has a net impact of $144,200. Operating cost increases due to fleet maintenance and replacements, Arizona State Land Department lease, and water usage. weSTwoRlD W ECONOMIC VITALITY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 24.00 23.00 23.00 0.90 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3,608,140 89,288 3,697,428 3,174,803 0 3,174,803 3,418,242 200,000 3,618,242 243,439 200,000 443,439 Funding Source General Fund Special Programs Fund Total Division Budget 143 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,924,027 1,188,402 430,893 154,105 3,697,428 0 3,697,428 1,795,029 955,599 424,175 0 3,174,803 0 3,174,803 1,761,650 1,288,212 424,180 0 3,474,042 144,200 3,618,242 -33,379 332,613 5 0 299,239 144,200 443,439 AViATion ECONOMIC VITALITY A Strategic Goal(s) • • Program Description The Aviation program is compromised of two major services areas: Operations and Administration. The Airport Operations section is responsible for the day to day operations, safety, security and maintenance of the airport. The Administration section carries out the financial and business relation functions for the Aviation Enterprise Fund. FY 09/10 Highlights • • Next Year Priorities • • 144 • • • Budget Notes and Changes • • • Support Economic Vitality Advance Transportation Completed the Airport Strategic Business Plan, while coordinating with other Airpark planning efforts to ensure Airport sustainability and compatibility with surrounding community. Established a Prior Permission Request (PPR) process to allow heavier aircraft to operate at the airport. Continue to provide a safe, secure and efficient operating environment for the Airport users, tenants and customers. Ensure compliance with Federal Aviation Administration standards and grant assurances. Implement a marketing program in partnership with Aviation stakeholders to promote Scottsdale Airport as a world-class destination airport. Annually review the aviation financial plan to more efficiently recover operating and capital costs through equitable user fees, and serve as a catalyst for business development at the Airport and in the Airpark. Implement the City Council adopted Airport Strategic Business Plan; resurface the runway to extend the serviceable life of the pavement; begin the Environmental Assessment for the runway rehabilitation to accommodate the long-term increased weight load of 100,000 pound aircraft; evaluate the Airport structure, and streamline internal processes to enhance customer service. Increased the department’s FTE count +1.0 (total of 14 FTEs) to reestablish a Management Analyst position to manage all of the critical financial and administrative needs of the Airport to help maintain financial self-sufficiency. This position is being funded by the Aviation Enterprise Fund. Annual aircraft operations (number of takeoffs and landings) have decreased approximately 6 percent from last calendar year, due to the economic downturn. Aviation fuel flowage fees (a primary source of revenue for the Aviation Enterprise Fund) have increased 5 percent in comparison to calendar year 2009. AViATion A ECONOMIC VITALITY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 14.00 13.00 14.00 0.55 % 1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,869,350 1,869,350 1,407,699 1,407,699 1,729,622 1,729,622 321,923 321,923 Funding Source Aviation Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 145 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,199,472 634,162 35,716 0 1,869,350 0 1,869,350 878,436 492,013 37,250 0 1,407,699 0 1,407,699 1,009,212 672,310 48,100 0 1,729,622 0 1,729,622 130,776 180,297 10,850 0 321,923 0 321,923 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two human Resources Executive Management Staffing Services / Employee Relations Workforce Management Diversity & Dialogue Benefits Management Operational Support / Employee Programs Human Resources Technology Services huMAn ReSouRCeS exeCuTiVe MAnAGeMenT huMAN RESOuRCES H Strategic Goal(s) • Seek Sustainability Program Description The Human Resources Executive Management program provides guidance and support to all Human Resources departments. Special emphasis is placed on communicating City Council and organizational goals, planning and managing resources to ensure the accomplishment of such goals, coordinating key projects and management information reports, and addressing critical human resource issues and concerns. Additionally, administrative support to four citizen boards (Personnel Board, Judicial Appointments Advisory Board, and the Local Police and Fire Public Safety Personnel Retirement System Boards) and one citizen commission (Scottsdale Human Relations Commission) is coordinated through the Executive Management team. FY 09/10 Highlights • 148 • • • Next Year Priorities • • • • Budget Notes and Changes • Facilitated the development and implementation of the Employee Transition Center for employees who were laid off through the reduction in workforce process in August 2009. Facilitated the City's organizational restructure process. Completed the transition to an electronic records management system for all personnel files. Assisted City Council with several high level recruitments (City Manager, City Attorney, City Treasurer, Communications and Public Affairs Officer). Develop and manage a departmental budget and work plans to address City Council goals, organizational and succession planning goals, as well as other critical operational needs to ensure the delivery of quality and cost effective HR services and policy compliance. Identify opportunities for automation and process improvement. Benchmark with other organizations to assure the City remains competitive. Identify quality, cost effective benefit programs and administrators for consideration by City Management. No significant changes to the program. huMAn ReSouRCeS exeCuTiVe MAnAGeMenT H huMAN RESOuRCES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 302,365 302,365 432,241 432,241 426,360 426,360 -5,881 -5,881 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 149 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 268,116 34,206 43 0 302,365 0 302,365 404,524 25,017 2,700 0 432,241 0 432,241 401,298 25,062 0 0 426,360 0 426,360 -3,226 45 -2,700 0 -5,881 0 -5,881 STAFFinG SeRViCeS/ eMPloYee RelATionS huMAN RESOuRCES S Strategic Goal(s) • Program Description Staffing Services/Employee Relations provides human resource coordination to management and employees at all levels of the organization. This includes the hiring of mission-critical staff, managing employee relations, the implementation of total compensation, and ensuring compliance with employment laws, practices, and policies to promote a healthy and productive work environment. FY 09/10 Highlights • • 150 • Next Year Priorities • • • • Budget Notes and Changes • • Seek Sustainability Supported marketing and outreach for over 200 recruitments citywide, including six executive recruitments (Aviation Director, City Attorney, City Treasurer, City Manager, Communications and Public Affairs Officer, Executive Director Economic Vitality); maintained a cost effective, greater-reaching Internet advertising partnership. In partnership with Maricopa Workforce Connections and Jobing.com, assisted employees, identified for layoff in August 2009, in finding employment through the internal Employee Transition Center. Reviewed, revised and updated Administrative Regulations #324, #343, #344, #380, #385, #386, and #388 and participated in the delivery of technical HR division-specific training such as policy and AR updates, ADA compliance, employee relations, classification and compensation, and performance evaluations. Ensure compliance with federal, state and City of Scottsdale employment laws and policies, and manage employee relations issues to promote a healthy and productive work environment. Continue to strategically strengthen the quality and diversity of the workforce (“right people in the right jobs”). Provide competitive total compensation for employees. Provide guidance and assistance in the City's strategic workforce management efforts. One full-time HR Manager position has been transferred to Human Resources Technology Services. The $37,381 dollar savings in contractual services is due to the elimination of external executive search firm services and further reductions in advertising costs and medical services. STAFFinG SeRViCeS/ eMPloYee RelATionS S huMAN RESOuRCES RELATIONS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 13.00 10.00 9.00 0.35 % -1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,157,690 1,157,690 1,074,361 1,074,361 890,628 890,628 -183,733 -183,733 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 151 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 993,702 161,937 2,051 0 1,157,690 0 1,157,690 864,528 207,691 2,142 0 1,074,361 0 1,074,361 718,176 170,310 2,142 0 890,628 0 890,628 -146,352 -37,381 0 0 -183,733 0 -183,733 woRkFoRCe MAnAGeMenT W Strategic Goal(s) • Program Description Workforce Management offers programs and services to facilitate individual, team and organizational performance improvements through learning and professional development opportunities. Workforce Management performs work critical to the City: Foundational skills model development, workforce planning integration and leadership, as well as workforce and career development. FY 09/10 Highlights • • • • 152 huMAN RESOuRCES Seek Sustainability Implemented new Supervisory Academy for aspiring and new supervisors. Implemented the revised Scottsdale Management Development Series. Developed, implemented, and staffed the Employee Transition Center in support of budget reductions. Increased instructor pool for all compliance/policy trainings. Next Year Priorities • • • • Automate the Tuition Reimbursement Program. Implement internal exit interview process. Develop and implement Customer Service Program initiative. Facilitate the development and implementation of the Public Records Request Academy. Budget Notes and Changes • Personnel Services increased by $145,039 as a result of the transfer of funding for the Superior Performance Awards program to Workforce Management from administrative purposes. woRkFoRCe MAnAGeMenT W huMAN RESOuRCES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4.50 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 767,964 767,964 897,390 897,390 1,005,231 1,005,231 107,841 107,841 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 153 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 435,726 171,045 161,194 0 767,964 0 767,964 274,907 480,075 142,408 0 897,390 0 897,390 419,946 467,877 117,408 0 1,005,231 0 1,005,231 145,039 -12,198 -25,000 0 107,841 0 107,841 DiVeRSiTY & DiAloGue huMAN RESOuRCES D Strategic Goal(s) • Program Description The Office of Diversity & Dialogue cultivates an environment within the organization and community where differences are valued, respected and embraced through education, community outreach and deliberative dialogue. FY 09/10 Highlights • • • • 154 • Next Year Priorities • • • • • Budget Notes and Changes • Seek Sustainability The number of attendees at public forums continues to increase. Such educational forums include Cross Cultural Communication Series, MLK Community Celebration, Scottsdale Hispanic Heritage Community Celebration, and Youth Voices. The Human Relations Commission was instrumental in promoting the regional Unity Walk held in Tempe. Co-sponsored the Hispanic Heritage Community Celebration (La Gran Fiesta) with Scottsdale Center for the Performing Arts. Hosted through the Diversity Advisory Committee, the first annual Unity Festival. Increased the number of internal diversity facilitators by sponsoring a train the trainer program. Assist with the resolution of employee relations issues and/or Equal Employment Opportunity (EEO) concerns citywide. Refine the advocacy process for managing diversity issues concerning citizens. Serve as a catalyst for implementing diversity initiatives both in the organization and community. Encourage citizens and employees to respect differences and seek understanding through dialogue and education. Develop and implement additional Diversity & Inclusion training offerings No significant changes to the program. DiVeRSiTY & DiAloGue D huMAN RESOuRCES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4.00 1.00 1.00 0.04 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 462,950 17,769 6,600 487,319 181,700 10,000 8,882 200,582 159,443 5,000 9,500 173,943 -22,257 -5,000 618 -26,639 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 360,993 111,190 15,135 0 487,319 0 487,319 74,789 114,168 11,625 0 200,582 0 200,582 56,598 105,720 11,625 0 173,943 0 173,943 -18,191 -8,448 0 0 -26,639 0 -26,639 Funding Source General Fund Special Programs Fund Trust And Agency Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 155 BeneFiTS MAnAGeMenT huMAN RESOuRCES B Strategic Goal(s) • Program Description The Benefits Management program is responsible for administering City employee benefit programs in accordance with existing provider contracts, plan document provisions and city code. This department is also responsible for communication of employee benefit matters within the organization and working individually with employees to help them use their benefit program effectively. FY 09/10 Highlights • • • • • 156 Next Year Priorities • • • • Budget Notes and Changes • • • • Seek Sustainability Successful completion of benefits renewal for FY 2010/11. No overall increase to medical/dental premium rates. However, employee premium sharing was increased. Implementation of new insured short-term disability plan that will provide a higher level of benefits at lower cost than previous plan. Design and implementation of automated benefit enrollment system. Continued development of the wellness program, including wellness classes, walking and weight loss programs. Ensure compliance with federal laws and policies related to employee benefit matters including HIPAA , COBRA and FMLA. Make changes to medical benefit plans as required under the provisions of health care reform legislation. Develop and promote programs that will increase employee wellness and productivity as well as reduce medical claims costs. Develop methods to measure and report wellness program results and their effect on City costs. $45,000 for qualifying medical expenses (executive physicals) was transferred from the general fund to the self-insurance fund. Personnel Services increased by $275,000 in the self-insured fund for employee incentives to encourage participation in the biometric screening and health risk assessment program and other Live Life Well programs. $50,000 was added to contractual services in the self-insured fund for administration of the biometric screening program. FY 2010/11 budget includes a provision to reduce the Health Care Trust Fund by $4 million, which will be accomplished by not charging medical and dental plan premiums to the City and employees for certain periods during the fiscal year. BeneFiTS MAnAGeMenT B huMAN RESOuRCES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5.00 5.00 5.50 0.22 % 0.50 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 255,228 24,946,928 25,202,156 387,234 24,963,534 25,350,768 348,705 25,937,669 26,286,374 -38,529 974,135 935,606 Funding Source General Fund Self Insured Benefits Fund Total Division Budget 157 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 519,540 24,585,466 97,149 0 25,202,156 0 25,202,156 588,608 24,684,960 27,200 50,000 25,350,768 0 25,350,768 870,163 25,339,011 27,200 50,000 26,286,374 0 26,286,374 281,555 654,051 0 0 935,606 0 935,606 oPeRATionAl SuPPoRT/ eMPloYee PRoGRAMS huMAN RESOuRCES O Strategic Goal(s) • Program Description The Human Resources Operational Support and Employee Programs provide guidance and support to all Human Resource (HR) related programs, with emphasis on pre-employment/volunteer services and employee engagement activities. Staff conduct fingerprinting/background checks, process public records requests and maintain all personnel, medical and CDL employee files. This program also assists in the design and coordination of the employee wellness programs, city store operations, and the citywide employee recognition efforts including the City Manager's Awards of Excellence and Years of Service Programs. FY 09/10 Highlights • • 158 • Next Year Priorities • • • • Budget Notes and Changes • Seek Sustainability Recognized 342 employees for milestone anniversaries, 53 employees for excelling in living the employee values, and 103 employees for retirement from their careers with the City. City store services were expanded and are now offered at the Via Linda Campus (North Corp Yard) and the implementation of the Point of Purchase System has increased bookkeeping efficiencies. Conducted fingerprinting and background checks on 742 new hires, contract workers, and volunteers. Process triple the amount of Years of Service Awards. Continue to recognize and reward employee contributions in accordance with the City Council goals and employee values in a cost effective manner. Centralize the Volunteer Program application process. Launch the Above and Beyond Superior Performance Award Program. A Human Resources Representative vacancy will not be filled for a savings of $57,200 in Personnel Services. oPeRATionAl SuPPoRT/ eMPloYee PRoGRAMS O huMAN RESOuRCES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7.00 6.00 6.00 0.24 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 493,483 493,483 481,087 481,087 416,316 416,316 -64,771 -64,771 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 159 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 364,260 26,504 102,719 0 493,483 0 493,483 342,290 51,925 86,872 0 481,087 0 481,087 285,091 53,353 77,872 0 416,316 0 416,316 -57,199 1,428 -9,000 0 -64,771 0 -64,771 huMAn ReSouRCeS TeChnoloGY SeRViCeS H Strategic Goal(s) • Program Description Human Resources Technology Services design and implement the strategic plan necessary to create an integrated system that shares a common architecture or "language", is organized so various functions and programs compliment and reinforce one another and eliminate duplication of efforts by the end users. The group also maintains and operates several key computing platforms focused on payroll, personnel and demographic data. FY 09/10 Highlights • • • 160 huMAN RESOuRCES Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability Completed the process of electronic storage of employee files through document management. Implemented an online application system. Expanded Employee Self Services to include online benefits enrollment and open enrollment. Manage a web-based system to enable the advertisement of open positions, acceptance of all applications (city employment, volunteer, and contract worker), routing of materials to managers, and overall tracking of the process. Continue to centralize data to provide enhanced reporting systems and minimize licenses and maintenance costs while maintaining core computing platforms. Develop and maintain an automated system for the management of the City's Commercial Drivers License Program. The increase in Personnel Services is a result of reallocating funding for an existing HR Manager position from Staffing Services to Technology Services. huMAn ReSouRCeS TeChnoloGY SeRViCeS H huMAN RESOuRCES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0.00 2.00 3.00 0.12 % 1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0 0 232,572 232,572 278,325 278,325 45,753 45,753 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 161 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0 0 0 0 0 0 0 232,572 0 0 0 232,572 0 232,572 277,247 1,078 0 0 278,325 0 278,325 44,675 1,078 0 0 45,753 0 45,753 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two information Technolgoy Administration Appl. Dev. Integration Management & Support Technology Infrastructure Network Security GIS Data Services Project Management & Integration Application Support Help Desk / Desktop Technical Support Web & Media Services inFoRMATion TeChnoloGY ADMiniSTRATion INFORMATION TEChNOLOgY I Strategic Goal(s) • Program Description Provide leadership, strategic direction, coordination, and administrative support for the department; maintain citywide computer inventory, technology replacement programs, basic City telephone rates, and cell phone tracking and payment program. Allocate the costs for aggregated enterprise services such as landline usage fees, wireless data usage fees, cell phone monthly charges, and radio usage fees to the appropriate internal divisions. Administer the IT maintenance contracts and agreements for hardware and software support. Maintain contract files for all IT projects. Foster a divisional commitment to excellent service for our internal and external customers. FY 09/10 Highlights • 164 • • • • Next Year Priorities • • • • • Budget Notes and Changes • Seek Sustainability Provided additional information to City staff on technology and technology issues through Tech Partner meetings, and one-on-one meetings with the CIO. Provided input on regional issues at municipal CIO roundtables. Attended CIO Council meetings and other business partner meetings that focused on challenges facing private industry and new technologies. Completed the annual re-justification for cell phones and blackberries. Administered the network, server, telephone, and personal computer infrastructure replacement accounts. Administered the enterprise telecommunications billing accounts Guide the strategic direction for City government in its use of technology to better serve the Scottsdale community. Administer the network, server, telephone, and personal computer infrastructure replacement accounts. Responsible for ordering, tracking, and invoicing for enterprise cell phones, specialty lines, wireless data devices, and radios. Administer the IT maintenance contracts and agreements for hardware and software support. Conduct a telecommunications audit of our current providers to assure ourselves that we are receiving the best rates and maximum discounts allowable. Increase annual revenue from fees paid by telecommunications companies who are using the City's right-of-way to locate their communication infrastructure. inFoRMATion TeChnoloGY ADMiniSTRATion I INFORMATION TEChNOLOgY ADMINISTRATION Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.81 4.81 4.81 0.19 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 833,095 833,095 517,035 517,035 484,008 484,008 -33,027 -33,027 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 165 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 769,185 61,969 1,942 0 833,095 0 833,095 477,556 37,129 2,350 0 517,035 0 517,035 440,805 40,853 2,350 0 484,008 0 484,008 -36,751 3,724 0 0 -33,027 0 -33,027 APPliCATion DeVeloPMenT inTeGRATion MAnAGeMenT & SuPPoRT INFORMATION TEChNOLOgY A Strategic Goal(s) • Program Description The Application Development, Integration, Management and Support program provides software engineering and technical support services. Services include the design and engineering of custom software solutions, as well as deployment and support for purchased software products. Additionally, this program is responsible for the management and protection of the City's database infrastructure. FY 09/10 Highlights • • 166 • • Next Year Priorities • • • • Budget Notes and Changes • Seek Sustainability Improved efficiency of several internal processes through use of automation. Released new version of the Employee Self-Service site that eliminates the need for the manual processing of many requests including benefit enrollment, tax withholding and other employee oriented processes. Released an application for Planning team's “Big Map”, which integrates data from nine separate systems allowing staff to easily find and maintain information geographically. Current and historic information regarding plans, permits, rights-of-way and public hearing cases dating back to the City’s establishment in 1951 can all be quickly accessed from a single map eliminating the need for time staff intensive research. Partnered with members from the Tax Audit team in the creating of the Tax-Audit Cube. This tool utilizes the latest business intelligence and data mining tools to allow for complex ad-hoc analysis of tax information that was previously cost prohibitive. Received five PTI Technology Solutions Awards in the categories of Web & E-Government Services, Telecom & IT, Sustainability and Public Safety. Design, implement and support custom software applications that improve staff efficiency and customer service. Assist in customization and integration of off-the-shelf applications. Manage and protect data assets. Select a new interactive voice response platform and begin the migration of existing applications. Begin the replacement of web based mapping applications. Current applications are not accessible by some web browsers available to the public. No significant changes to the program. APPliCATion DeVeloPMenT inTeGRATion MAnAGeMenT & SuPPoRT A INFORMATION TEChNOLOgY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 11.00 11.00 11.00 0.43 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,612,544 1,612,544 1,513,529 1,513,529 1,508,317 1,508,317 -5,212 -5,212 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 167 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,348,239 262,530 1,775 0 1,612,544 0 1,612,544 1,294,463 216,366 2,700 0 1,513,529 0 1,513,529 1,275,346 230,271 2,700 0 1,508,317 0 1,508,317 -19,117 13,905 0 0 -5,212 0 -5,212 TeChnoloGY inFRASTRuCTuRe INFORMATION TEChNOLOgY T Strategic Goal(s) • Program Description The Technology Infrastructure program develops, maintains, and supports the City’s voice and data infrastructure, including all telephones, computer systems, radio systems, network and fiber based storage devices, and the underlying wired and wireless network required for these components to operate effectively. All systems located within the City’s computer room are monitored electronically on a 24-hour, 365 days per year basis. FY 09/10 Highlights • • • 168 • Next Year Priorities • • • • Budget Notes and Changes • • Seek Sustainability Completed the construction portion of the Public Safety Radio Project; constructing five new radio sites. Transitioned over six hundred City telephones to the new VoIP platform. Completed the implementation of a new enterprise data backup solution. This project consisted of the replacement of existing software and the introduction of a disk backup solution that leverages deduplication technology. Continued the use of Server Virtualization technology and the City’s server infrastructure is now 40 percent virtualized. Complete the upgrade of the City's Radio System, which provides radio service to the City's Public Safety and other municipal departments. This project will integrate the City Radio System with the valley-wide Regional Wireless Cooperative (RWC) radio network, providing interoperability for public safety agencies. Complete the Inter-Campus Microwave System between the Civic Campus and the Via Linda Campus. Complete the Windows 2008 Domain Controller upgrade and redesign project to reduce hardware costs and provide improved security and overall features. Complete Phase 1 of the multi-year Computer Facility Infrastructure Improvement Project. Due to an organizational restructure, third shift and holiday coverage were eliminated and resulted in ongoing annual savings in this program as well as the Help Desk/ Desktop Technical Support Program. Regular overtime coverage was also reduced and a portion of the saving was reallocated to other needs within the division. Transferred two IT positions to the Fire Department that are dedicated full time to meeting their technology needs. TeChnoloGY inFRASTRuCTuRe T INFORMATION TEChNOLOgY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 26.00 22.00 20.00 0.79 % -2.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3,656,467 3,656,467 3,580,358 3,580,358 3,810,925 3,810,925 230,567 230,567 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 169 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,605,125 951,633 99,259 450 3,656,467 0 3,656,467 2,354,174 1,025,669 178,515 22,000 3,580,358 0 3,580,358 2,217,519 1,013,906 167,500 22,000 3,420,925 390,000 3,810,925 -136,655 -11,763 -11,015 0 -159,433 390,000 230,567 neTwoRk SeCuRiTY N Strategic Goal(s) • Program Description The Network Security program works to protect the City's network and computing infrastructure from both external and internal threats. Services include firewall and remote access management, web content filtering, email/spam filtering, anti-virus support, incident response, network monitoring, user awareness, and management of security policies and procedures. FY 09/10 Highlights • • • 170 INFORMATION TEChNOLOgY Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability Implemented a new web filtering security appliance to reduce annual operating costs plus provide expanded filtering and management capabilities. Replaced the outdated remote access system (VPN) with a new system for improved performance and better customer support. Implemented a low cost two-factor authentication system to reduce operating costs and simplify deployment. Upgrade the primary firewall and email filter systems per scheduled replacement program. Create computer based training program to increase staff awareness of current security issues and threats. Continue to scan City networks to identify and resolve any potential vulnerabilities. No significant changes to the program. neTwoRk SeCuRiTY N INFORMATION TEChNOLOgY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 332,118 332,118 367,899 367,899 361,966 361,966 -5,933 -5,933 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 282,891 42,089 7,138 0 332,118 0 332,118 314,510 46,539 6,850 0 367,899 0 367,899 308,996 46,120 6,850 0 361,966 0 361,966 -5,514 -419 0 0 -5,933 0 -5,933 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 171 GiS DATA SeRViCeS INFORMATION TEChNOLOgY G Strategic Goal(s) • Program Description The Geographic Information System (GIS) Data Services program provides data maintenance services that ensure the City's GIS applications, databases and maps are reliable and up-to-date. Key activities that trigger maintenance include (but are not limited to) new residential subdivisions, commercial developments, capital projects, zoning changes, parcel splits/mergers and police beat changes. The GIS program also provides support staff that assists other departments with advanced uses of GIS technology such as 3D modeling, spatial analysis and cartographic services. Additionally, the GIS program manages the biennial acquisition of digital aerial photography. FY 09/10 Highlights • 172 • • • Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability Completed the migration of the Utility Management System (UMS) from a system consisting of thousands of independent tiles to a single consolidated geodatabase. In addition to making the process of administering the system more efficient, the new replacement greatly reduces the possibility of error. The UMS is essential to the safe and efficient operation of the City’s water, sewer and storm water systems. Performed a network analysis to determine the optimal location for Fire Stations, based on available locations and response times. Enhanced the information stored about streets and right-of-ways that would potentially impact emergency response. The resulting data is used by the dispatch systems of both the Police and Fire Departments. Maintained over 95 GIS data layers, ensuring accuracy and reliability for use in all enterprise GIS applications. Maintain timely and accurate Geographic Information System (GIS) maps and databases. Support the use of GIS data by City staff and citizens. Exploit the use of GIS data for asset management, public safety, and community planning purposes. No significant changes to the program. GiS DATA SeRViCeS G INFORMATION TEChNOLOgY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.00 6.00 6.00 0.24 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 677,486 677,486 640,650 640,650 654,577 654,577 13,927 13,927 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 173 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 597,851 76,488 3,147 0 677,486 0 677,486 565,979 70,921 3,750 0 640,650 0 640,650 558,044 92,783 3,750 0 654,577 0 654,577 -7,935 21,862 0 0 13,927 0 13,927 PRojeCT MAnAGeMenT & inTeGRATion INFORMATION TEChNOLOgY P Strategic Goal(s) • Program Description The Project Management and Integration Program provides project management expertise to all City divisions including, but not limited to, business analysis; scheduling; procurement assistance including developing RFIs/RFPs, sole source justifications, and requirements definitions; and systems implementations. It is the primary point of contact for technology projects for the City and works in partnership with Purchasing on these projects. FY 09/10 Highlights • • • • 174 Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability Participated in the vendor solicitation, procurement, analysis, and/or selection process for eleven technologies/systems. Worked on replacement contracts for three software systems. Managed the implementation of the electronic patient care reporting system for the Fire Department. Led the RFP development and started developing the processes for the future Information Technology Service Management System. Successfully manage technology projects as defined for each project during the initiation phase. Provide leadership and guidance in IT Project Management and Integration. Provide project guidance and mentorship to City divisions working through the procurement process for technology projects and work with Purchasing on the completion of computing software and hardware contracts. No significant changes to the program. PRojeCT MAnAGeMenT & inTeGRATion P INFORMATION TEChNOLOgY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3.00 1.00 1.00 0.04 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 558,947 558,947 143,684 143,684 121,381 121,381 -22,303 -22,303 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 547,792 10,975 181 0 558,947 0 558,947 131,258 11,776 650 0 143,684 0 143,684 110,730 10,001 650 0 121,381 0 121,381 -20,528 -1,775 0 0 -22,303 0 -22,303 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 175 APPliCATion SuPPoRT INFORMATION TEChNOLOgY A Strategic Goal(s) • Program Description Application Support provides ongoing support for application software, training, document management and custom reporting. These include the support and implementation of Enterprise document management, custom database reporting, Microsoft Office application development, technical support, staff technical training, vendor application support, project management, and other such activities. In addition, we work with divisional technical staff on developing departmental technology solutions, and we develop the curriculum, instruct classes and coordinate all training involving technology for City staff. Application Support also assists the citizens of Scottsdale on the use of the Online Services and GIS Internet applications. FY 09/10 Highlights • 176 • • • Next Year Priorities • • • • Budget Notes and Changes • Seek Sustainability Continued expansion of the Technology Partners program, which provides technology support, review, feedback, IT updates, and technological mentoring to divisional technical staff across the City. Expanded the utilization of document management in the City, as well as the implementation of good document storage processes. Provided custom reporting services for divisions throughout the City to bring new value to old data. Provided technical training opportunities to staff and to the Scottsdale citizens through technical instruction to City staff, employee presentations, City website support, and other opportunities to develop the use of technology in others. Continue to develop interest in the utilization of document management in the City, by providing successful implementations and excellent support for this technology throughout the City. Coordinate and strategize all departmental technology as well as the development of good working relationships through the Technology Partner Program. Provide detailed custom reporting for divisional applications and databases across the City, and support for older, legacy applications. Provide timely and quality training to develop the usage and knowledge of technology by City staff. No significant changes to the program. APPliCATion SuPPoRT A INFORMATION TEChNOLOgY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 8.00 8.00 0.31 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,079,009 1,079,009 953,760 953,760 865,065 865,065 -88,695 -88,695 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 177 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,042,589 32,938 3,482 0 1,079,009 0 1,079,009 901,873 44,087 7,800 0 953,760 0 953,760 812,458 44,807 7,800 0 865,065 0 865,065 -89,415 720 0 0 -88,695 0 -88,695 helP DeSk/DeSkToP TeChniCAl SuPPoRT INFORMATION TEChNOLOgY H Strategic Goal(s) • Program Description The Help Desk/Desktop Technical Support program provides comprehensive technical support for all City desktop and laptop computers, monitors, printers, and related peripheral devices; provides hardware repairs/replacements of all servers; receives and installs all new computing equipment; installs City-standard operating systems and application software packages; qualifies for “self-maintainer” status with major hardware vendors to expedite warranty repairs and repair parts purchases; and operates a Help Desk service to provide timely response to calls for service. FY 09/10 Highlights • • • 178 • Next Year Priorities • • • • • Budget Notes and Changes • Seek Sustainability Achieved the highest Customer Satisfaction rating for internal City services as determined by a blind survey of all City employees, and maintained this level of technical support with a reduced staffing level. Completed the Office 2007 rollout for all City divisions. Completed the leased copier replacements throughout the City in cooperation with the Graphics Department. Completed numerous large physical moves of computing equipment for the Police Department and the relocation of numerous City divisions and staff as the City reduced the use of leased office space and completed the work on new building installations. Plan and upgrade the computing infrastructure for future Operating Systems (Windows 7) and Application software (Office 2010) deployments. Provide technical support for computers and peripheral equipment to all City divisions and first-level technical support to wireless computing in the City. Set-up and install annual replacement-cycle computers and upgrade operating systems and applications software, as necessary. Automate the process for annual physical verification of computer inventory to the extent possible. Document and begin the implementation of an improved IT Service Management process. Due to an organizational restructure, third shift and holiday coverage were eliminated and resulted in ongoing annual savings in this program as well as the Technology Infrastructure Program. Regular overtime coverage was also reduced and a portion of the saving was reallocated to other needs within the division. helP DeSk/DeSkToP TeChniCAl SuPPoRT H INFORMATION TEChNOLOgY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 12.00 12.00 0.47 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 879,128 879,128 1,016,276 1,016,276 999,336 999,336 -16,940 -16,940 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 179 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 801,840 62,706 14,582 0 879,128 0 879,128 965,211 36,273 14,792 0 1,016,276 0 1,016,276 945,030 32,014 22,292 0 999,336 0 999,336 -20,181 -4,259 7,500 0 -16,940 0 -16,940 weB & MeDiA SeRViCeS INFORMATION TEChNOLOgY W Strategic Goal(s) • Program Description The Web and Media Services program integrates the power of the Internet and other new media platforms with digital video, audio, text animation and graphics to transform the way the City communicates. This group provides direction for City communications standards and oversees the overall branding of the City of Scottsdale through all communication media. FY 09/10 Highlights • • • 180 • • • Next Year Priorities • • • • Budget Notes and Changes • • • Seek Sustainability In 2009, the City's public website was ranked #9 in the Center for Digital Government and Digital Communities Magazine for cities with populations between 125,000 and 249,999. CityCable 11 programming earned two awards, the AVA Gold Award for "Scottsdale Artbeat" and the AVA Platinum Award for "You Want It, We Got It". More than 540 hours of public meetings were broadcast and recorded by CityCable 11. Several social media sites and tools were launched and new social media policies created and approved. Upgraded the City Hall Kiva phone-in system to accommodate Council and Commission members' ability to participate remotely. Created and launched a campaign promoting Scottsdale's McDowell Sonoran Preserve with a video showcasing the trails and geography of the Preserve. This video also showcased the depth of collaboration of many creative talents including our GIS staff, creative writing and graphic artist staff and our video production staff. Provide direction and guidance for City communications standards (Web, video, email and print). This includes the overall City branding (through look-and-feel guidelines and a communications style guide). Provide the technology, maintenance and support for Web and Media communications services. Provide the creative production of video, print and presentation materials for City communications. Build out new citywide intranet, including specialized sections for each City division. Eliminated Public Affairs Manager position. Eliminated funding for the printed version of the PRIDE newsletter. The Cable 11 Commission, IT's first, is responsible for adopting and enforcing content guidelines as well as fostering submission of programming ideas. weB & MeDiA SeRViCeS W INFORMATION TEChNOLOgY Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.00 11.00 10.00 0.39 % -1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 655,356 655,356 1,130,330 1,130,330 1,097,992 1,097,992 -32,338 -32,338 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 181 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 567,146 77,289 9,103 1,819 655,356 0 655,356 963,365 145,965 21,000 0 1,130,330 0 1,130,330 897,071 113,121 17,000 0 1,027,192 70,800 1,097,992 -66,294 -32,844 -4,000 0 -103,138 70,800 -32,338 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two Planning/neighborhood/Transportation PNT Administration Planning Technology Development Services Current Planning Planning Services Office of Environmental Initiatives Transportation Master Planning Transit Traffic Engineering Community Outreach Neighborhood Stability/Revitalization Code Enforcement PnT ADMiniSTRATion PLANNINg/NEIghBORhOOD/TRANSPORTATION P Strategic Goal(s) • • • Program Description The PNT Administration program provides the leadership and management of the Division. Ensuring that there are procedures and resources necessary to carry out leadership goals and that the financial infrastructure is in place to most effectively leverage local, regional and federal funding for Transportation services. The program also provides budget, accounting, strategic planning and policy analysis to our internal and external customers. FY 09/10 Highlights • • • 184 Next Year Priorities • • • Budget Notes and Changes • Preserve Meaningful Open-Space Enhance Neighborhoods Support Economic Vitality Ensured all projects committed to by City Council and City Leadership were completed. Continued to evaluate organizational structure to insure that adequate resources are applied as required. Reviewed, updated and implemented a user-fee structure that reasonably reflects the context of entire organization and community goals. Provide the leadership, vision, accountability and support that directs resources to accomplish the goals of the City Council. Provide excellent relations with Council, staff and citizens. Provide excellent stewardship of financial resources through contract and grant administration, budget and accounting, operational analysis, monitoring, and reporting. The city is shifting from an emphasis on development growth to infill and revitalization in the southern and central areas of the community. Infill development is inherently more complex than new construction, requiring extensive community involvement and comprehensive building and infrastructure analysis. Emphasis will be on efforts leading up to the General Plan Update in 2011, as well as the Airpark, Downtown, and McDowell Corridor areas. PnT ADMiniSTRATion PLANNINg/NEIghBORhOOD/TRANSPORTATION P Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 16.50 7.00 6.00 0.24 % -1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,839,260 736,354 2,575,614 1,310,913 121,683 1,432,596 1,199,735 0 1,199,735 -111,178 -121,683 -232,861 Funding Source General Fund Highway User Fund Total Division Budget 185 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,097,274 453,126 25,025 189 2,575,614 0 2,575,614 979,217 420,784 32,595 0 1,432,596 0 1,432,596 873,023 314,117 12,595 0 1,199,735 0 1,199,735 -106,194 -106,667 -20,000 0 -232,861 0 -232,861 PlAnninG TeChnoloGY PLANNINg/NEIghBORhOOD/TRANSPORTATION P Strategic Goal(s) • Program Description This program provides frontline support for department staff who utilize automation to complete daily work and provides departmental support for MS Office, computer hardware on desktops and ruggedized field laptops, plotters, and scanners. Software supported includes City-wide support for Community Development System, Kofax Ascent, Arcview, Adobe and a large variety of technical applications for professional engineering and planning staff. FY 09/10 Highlights • • 186 • Seek Sustainability Public web site that shows Plans, Building Permits, Right of Way permits, Code Enforcement, Development Cases, Crimes, and Capital Improvement Projects (active and pending). Support for technology in the City Hall Kiva and the Kiva conference room. This includes providing staff for all public meetings in these spaces. Providing sound, video projection and video recording for public meeting held by the Planning department. Completed integrating data from CDS, BIPS, SDE data and Hummingbird access into 1 interactive map, project name BIG MAP Next Year Priorities • Planning Neighborhood Transportation Technology group provides reliable and flexible technologies supported by excellent customer service, technical support and innovation. Budget Notes and Changes • Staff depends on technology everyday to complete complicated analysis and graphical tasks for information and tracking every phase of the development process. Presenting issues in a graphical manner can help decision makers understand the issues. It is critical that we provide easy access to information and interaction through the Web. Electronic submittal of digital plans for review is just one example of a service enhanced through technology. Location-based query of all systems is becoming more critical. PlAnninG TeChnoloGY PLANNINg/NEIghBORhOOD/TRANSPORTATION P Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5.00 5.00 5.00 0.20 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 585,054 585,054 472,921 472,921 464,190 464,190 -8,731 -8,731 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 187 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 508,839 65,834 10,309 72 585,054 0 585,054 419,706 32,315 20,900 0 472,921 0 472,921 413,292 29,998 20,900 0 464,190 0 464,190 -6,414 -2,317 0 0 -8,731 0 -8,731 DeVeloPMenT SeRViCeS PLANNINg/NEIghBORhOOD/TRANSPORTATION D Strategic Goal(s) • Program Description Development Services includes Plan Review, Stormwater Management, Permitting, Records, and Inspection programs that assures compliance with all applicable building, engineering, drainage, planning codes and ordinances. FY 09/10 Highlights • • Conducted over 80,000 field inspections to verify quality and safety. Issued over 1,500 Certificate of Occupancy Certificates (C of O's). Next Year Priorities • Provide quality and timely plan review for all engineering, building and fire submittals. Provide quality and timely inspections. Ensure that the City complies with all mandates regarding stormwater management, including participation in the National Flood Insurance Program (NFIP) and the National Pollutant Discharge Elimination System (NPDES). • • 188 Budget Notes and Changes • Support Economic Vitality Build and preserve Scottsdale as a great community. Deliver quality customer service through the timely review and inspection of building, floodplain management, engineering and fire plans and projects. DeVeloPMenT SeRViCeS PLANNINg/NEIghBORhOOD/TRANSPORTATION D Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 93.50 70.00 69.00 2.71 % -1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 9,534,246 0 9,534,246 7,141,357 732,000 7,873,357 7,713,035 574,387 8,287,422 571,678 -157,613 414,065 Funding Source General Fund Streetlight Districts Fund Total Division Budget 189 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 8,645,431 829,169 58,138 1,507 9,534,246 0 9,534,246 5,922,577 1,798,822 146,958 5,000 7,873,357 0 7,873,357 5,677,885 1,153,228 147,409 5,000 6,983,522 1,303,900 8,287,422 -244,692 -645,594 451 0 -889,835 1,303,900 414,065 CuRRenT PlAnninG PLANNINg/NEIghBORhOOD/TRANSPORTATION C Strategic Goal(s) • Program Description Current Planning supports the development and improvement of property in a way that protects the public’s health, safety and welfare, recognizes landowners’ rights, and achieves a lasting value and quality of life that meets community expectations to maintain Scottsdale's unique character and quality design standards. FY 09/10 Highlights • • • 190 Next Year Priorities • • • Budget Notes and Changes • Enhance Neighborhoods Processed 35 types of Development Applications with over 450 brought to public hearing. Held 300+ Pre-Applications conferences, providing applicants with a Pre-application meeting within two weeks of submitting a request. Proactively processed Zoning Ordinance text amendments including the Dust Ordinance, Minor Variance Amendment Procedure, Residential Healthcare Facilities, ESL Density Incentive and the PUD Ordinance. Ensure timely and comprehensive community involvement in the processing of development requests. Provide comprehensive and consistent analysis of all projects and planning issues. Assist in implementing strategic short-term and long-range plans and guidelines for the City that address the issues of revitalization in the maturing portions, as well as developing areas of the community, and that promote Scottsdale's unique character and quality. Build and preserve Scottsdale as a great community. Provide citizens with information as part of the development review and approval process. Provide development project review, land use policy review and design services through implementation of the City's General Plan, Zoning Ordinance and Design Guidelines. CuRRenT PlAnninG PLANNINg/NEIghBORhOOD/TRANSPORTATION C Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 40.00 35.00 35.00 1.37 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3,392,498 3,392,498 3,106,348 3,106,348 3,044,222 3,044,222 -62,126 -62,126 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 191 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3,232,829 126,718 32,951 0 3,392,498 0 3,392,498 2,874,161 196,657 35,530 0 3,106,348 0 3,106,348 2,816,599 192,093 35,530 0 3,044,222 0 3,044,222 -57,562 -4,564 0 0 -62,126 0 -62,126 PlAnninG SeRViCeS PLANNINg/NEIghBORhOOD/TRANSPORTATION P Strategic Goal(s) • • Program Description The Planning Services program supports and engages the community in establishing and maintaining a city-wide vision, as well as long-range plans and policies that direct all aspects of the community, such as – shaping the physical form, character, design and land use. FY 09/10 Highlights • • Next Year Priorities • • 192 • Budget Notes and Changes • Preserve Meaningful Open-Space Enhance Neighborhoods Conducted a General Plan assessment and created the General Plan assessment report in preparation for the upcoming 2011 General Plan update. Presented/hosted four conference sessions at the 2009 Arizona Chapter APA State Conference. Provide comprehensive and consistent analysis of all General Plan and Neighborhood Plan projects and planning issues. Use teamwork and collaboration with all employees and departments to achieve community expectations. Develop areas of the community that promote Scottsdale's unique character and quality. Maintain and enhance Scottsdale as a great community through public outreach and long-range visioning. Provide citizens with direct input into shaping the future of the community, through extensive public participation programs, and provide information to the community with regard to the General Plan and Neighborhood planning efforts. PlAnninG SeRViCeS PLANNINg/NEIghBORhOOD/TRANSPORTATION P Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 13.00 8.00 8.00 0.31 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,502,814 1,502,814 987,487 987,487 818,549 818,549 -168,938 -168,938 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,374,684 107,749 20,381 0 1,502,814 0 1,502,814 803,628 164,454 19,405 0 987,487 0 987,487 653,545 145,599 19,405 0 818,549 0 818,549 -150,083 -18,855 0 0 -168,938 0 -168,938 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 193 oFFiCe oF enViRonMenTAl iniTiATiVeS O Strategic Goal(s) • Program Description The Office of Environmental Initiatives (OEI) is responsible for working with City leaders in adopting city-wide environmental policy for civic operations and the community. OEI supports all City divisions and departments with environmental compliance, energy and resource conservation initiatives, renewable energy strategies and environmental planning. FY 09/10 Highlights • • 194 PLANNINg/NEIghBORhOOD/TRANSPORTATION Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability Established and presented the first biannual Scottsdale Environmental Design Awards program to promote quality green and sustainable design in recent Scottsdale development. Strengthened working relationships with other valley communities and enhanced information sharing through active participation in the Sustainable Cities Network of the ASU Global Institute of Sustainability. Reestablish public awareness of Scottsdale’s leadership in environmental sustainability by creating educational tools that tell “Scottsdale’s Environmental Green Story”, and develop a strategic plan to address the Mayor and City Council’s goals for environmental sustainability. Continually improve and promote the culture of environmental awareness, compliance and resource management within the City’s organization. Develop and promote incentive based programs that encourage public and private development to implement green sustainable practices. Working with the Environmental Quality Advisory Board and other City departments, OEI will develop recommendations for incentive based programs to promote the expansion of commercial and residential green / sustainable development to assist in establishing an economic and environmentally sustainable building stock in the City’s planned growth areas. oFFiCe oF enViRonMenTAl iniTiATiVeS PLANNINg/NEIghBORhOOD/TRANSPORTATION O INITIATIVES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5.00 4.00 4.00 0.16 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 583,730 0 3,604 587,334 552,501 0 60,000 612,501 543,492 207,000 55,000 805,492 -9,009 207,000 -5,000 192,991 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 358,203 174,407 54,724 0 587,334 0 587,334 402,219 170,482 39,800 0 612,501 0 612,501 398,143 367,549 39,800 0 805,492 0 805,492 -4,076 197,067 0 0 192,991 0 192,991 Funding Source General Fund Grants Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 195 TRAnSPoRTATion MASTeR PlAnninG PLANNINg/NEIghBORhOOD/TRANSPORTATION T Strategic Goal(s) • • Program Description The Transportation Master Planning program is responsible for anticipating future community and regional transportation needs and ensuring that a multi-modal system is built in an ordered and timely fashion. This program conducts preliminary planning for transportation capital projects such as traffic forecasting, feasibility studies, and concept designs. FY 09/10 Highlights • • Next Year Priorities • • 196 • Budget Notes and Changes • Seek Sustainability Advance Transportation Completed bicycle, path and pedestrian improvements throughout the City. Received final City Council approval for the Local Area Infrastructure Plans. Continue to implement recommendations contained in the Transportation Master Plan. Conduct ‘front end’ transportation planning for specific public and private capital projects. Ensure that Scottsdale is well positioned to take advantage of regional and federal funding opportunities and actively participate in the discussion of critical regional transportation planning issues. With the adoption of the Transportation Master Plan in January 2008, the City Council has developed updated policies, programs and projects that will need to be implemented over the course of the next 20 years. Key to these efforts will be the community’s continuing desire to provide transportation choices, participate in regional transportation issues, protect quality of life and manage congestion. TRAnSPoRTATion MASTeR PlAnninG PLANNINg/NEIghBORhOOD/TRANSPORTATION T Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5.00 5.00 6.00 0.24 % 1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 824,059 824,059 859,568 859,568 880,534 880,534 20,966 20,966 Funding Source Highway User Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 197 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 479,613 344,429 17 0 824,059 0 824,059 516,974 342,594 0 0 859,568 0 859,568 575,259 48,275 8,000 0 631,534 249,000 880,534 58,285 -294,319 8,000 0 -228,034 249,000 20,966 TRAnSiT PLANNINg/NEIghBORhOOD/TRANSPORTATION Strategic Goal(s) • • Program Description The Transit program plans and coordinates the service and infrastructure for the City’s transit system, as well as operates and maintains the system via private sector vendors. It administers contracts for fixed-route transit, para-transit, the Cab Connection program, and specialty transit such as the Scottsdale Trolley services and the Giants Shuttle. FY 09/10 Highlights • • 198 T Next Year Priorities • • • • Budget Notes and Changes • Seek Sustainability Advance Transportation Managed the impact of fixed route transit reductions through improved deployment of the Neighborhood Trolley and adjustments to Route 106. Completed an Americans with Disabilities Act assessment of the City's entire inventory of 650 bus stops and completed accessibility improvements on four bus stops. Provide for an efficient, convenient, accessible and safe transit system. Increase productivity of transit routes to reduce growth in single occupancy vehicle usage. Plan for and operate a system that connects to the regional system. Work with Valley Metro to complete the Scottsdale Road Bus Rapid Transit Alternatives Analysis. Reduced transit by $1.4 million in response to the State eliminating the lottery funding for the same amount. TRAnSiT PLANNINg/NEIghBORhOOD/TRANSPORTATION T Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4.00 4.00 4.00 0.16 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 11,390,372 11,390,372 10,662,568 10,662,568 9,600,153 9,600,153 -1,062,415 -1,062,415 Funding Source Highway User Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 199 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 406,783 10,904,371 79,219 0 11,390,372 0 11,390,372 309,135 10,250,433 93,000 10,000 10,662,568 0 10,662,568 308,068 9,199,085 93,000 0 9,600,153 0 9,600,153 -1,067 -1,051,348 0 -10,000 -1,062,415 0 -1,062,415 TRAFFiC enGineeRinG PLANNINg/NEIghBORhOOD/TRANSPORTATION T Strategic Goal(s) • • Program Description Traffic Engineering includes Analysis, Design and Right of Way Management programs. These programs ensure Scottsdale’s street network operates safely and efficiently through simulation and analysis of traffic volumes, impacts and accident rates, recommendation and design of traffic calming solutions and right-of-way management, especially when impacted by construction projects or special events. It ensures staff maximizes the use of technology to increase the capacity of the roadway and transit systems. FY 09/10 Highlights • • 200 Next Year Priorities • • • • Budget Notes and Changes • Enhance Neighborhoods Advance Transportation Completed modification of City ordinance necessary to implement the Right of Way Management Program. Designed traffic signal installations for seven new intersections, made modifications to 13 existing signals, provided traffic engineering input for two Character Area Plan updates, and reviewed traffic impacts for six major development sites. Provide a safe and efficient roadway system through appropriate application and balanced operation of traffic control devices. Respond to all concerns and requests in a timely and professional manner, and consider all pertinent information, technical guidelines and practices in decision-making. Manage the Traffic Impact and Mitigation Analysis (TIMA) Program and review traffic impact studies in a timely and professional manner. Complete in-house preparation of the Airpark Area Circulation Improvements Design Concept Report. The demands and expectations on the City roadway system continue to increase. Also attendance at signature special events continues to increase and places a greater demand on the transportation system. More solutions will have to be evaluated at a time when fiscal resources are limited. TRAFFiC enGineeRinG PLANNINg/NEIghBORhOOD/TRANSPORTATION T Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 11.00 11.00 11.00 0.43 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,775,099 1,775,099 1,896,487 1,896,487 1,583,096 1,583,096 -313,391 -313,391 Funding Source Highway User Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 201 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,121,486 650,691 2,922 0 1,775,099 0 1,775,099 1,135,708 758,629 2,150 0 1,896,487 0 1,896,487 1,106,527 474,419 2,150 0 1,583,096 0 1,583,096 -29,181 -284,210 0 0 -313,391 0 -313,391 CoMMuniTY ouTReACh C Strategic Goal(s) • Program Description The Community Outreach program provides a point of contact for citizens and neighborhood groups on broad community issues. The division also takes the lead in organizing community events such as the Getting Arizona Involved in Neighborhoods (GAIN) event. FY 09/10 Highlights • • • 202 PLANNINg/NEIghBORhOOD/TRANSPORTATION Next Year Priorities • • • Budget Notes and Changes • Enhance Neighborhoods Neighborhood groups participated in the "Getting Arizona Involved in Neighborhoods" annual block party event with 30 parties and over 3,200 residents participating. The "Keep Scottsdale Beautiful" program had 750 volunteers clean over 100 miles of roadway. The Adopt-a-Road volunteer program grew to 120 registered groups with more than 1,100 volunteers keeping over 180 miles of Scottsdale roads adopted and cleaned. Build and sustain positive community relationships with proactive outreach to neighborhoods and helping resolve citizen issues. Enhance neighborhood education and civic involvement through ongoing education programs, community outreach and facilitated group discussions. Enhance the quality of life in neighborhoods by offering events that bring neighbors together for the betterment of the community. Twenty-five educational classes were offered through the Neighborhood College program, with approximately 550 citizens attending. CoMMuniTY ouTReACh PLANNINg/NEIghBORhOOD/TRANSPORTATION C Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 15.00 7.50 7.50 0.29 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,601,950 1,601,950 1,027,145 1,027,145 925,171 925,171 -101,974 -101,974 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,360,085 206,173 35,692 0 1,601,950 0 1,601,950 706,292 236,707 79,146 5,000 1,027,145 0 1,027,145 705,291 135,734 79,146 5,000 925,171 0 925,171 -1,001 -100,973 0 0 -101,974 0 -101,974 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 203 neiGhBoRhooD STABiliTY/ ReViTAlizATion N Strategic Goal(s) • • Program Description The Neighborhood Stability and Revitalization program facilitates efforts to enhance the neighborhood environment (public safety, functional and aesthetically pleasing infrastructure, and preservation and enhancement of property values); creates and maintains an internal communication and coordination system to ensure effective and efficient responses to neighborhood issues; and leads major projects that implement the City’s Neighborhood Services program, including overseeing the City’s Code Enforcement activities. FY 09/10 Highlights • • 204 PLANNINg/NEIghBORhOOD/TRANSPORTATION Next Year Priorities • • • Budget Notes and Changes • Enhance Neighborhoods Support Economic Vitality Increased operational efficiency by creating a satellite office at Scottsdale Airport, as well as in the McKnight building for the Code Enforcement staff. Facilitated neighborhood improvements in Scottsdale Estates including the installation of non-traditional seating at bus stops. Continue to develop programs and staff to meet the department’s commitment to and expectation of superior customer service. Develop a comprehensive network of partners for ongoing and future projects that impact Scottsdale neighborhoods. Educate and inform citizens of the availability of City services and serve as a conduit to those services for citizens and neighborhoods. Code Enforcement has been added to this program for FY2010-11. neiGhBoRhooD STABiliTY/ ReViTAlizATion PLANNINg/NEIghBORhOOD/TRANSPORTATION N Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 13.00 6.00 6.00 0.24 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,603,740 11,500 16,382 1,631,622 691,745 64,000 80,000 835,745 675,476 35,800 70,000 781,276 -16,269 -28,200 -10,000 -54,469 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,214,921 388,471 27,604 626 1,631,622 0 1,631,622 527,132 305,863 2,750 0 835,745 0 835,745 501,858 276,668 2,750 0 781,276 0 781,276 -25,274 -29,195 0 0 -54,469 0 -54,469 Funding Source General Fund Grants Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 205 CoDe enFoRCeMenT PLANNINg/NEIghBORhOOD/TRANSPORTATION C Strategic Goal(s) • • Program Description The Code Enforcement program enforces City Ordinance Chapters 18, 22, 24 and the Zoning Ordinance, related in part to property maintenance, zoning, housing, graffiti, abandoned vehicles illegal parking and solid waste violations. Additionally, Code Enforcement supports Police efforts by issuing parking tickets and appearing in court as needed for on-street parking infractions. FY 09/10 Highlights • • • 206 • Next Year Priorities • • • • Budget Notes and Changes • Enhance Neighborhoods Support Economic Vitality Decreased the total number of code enforcement violations noted in neighborhoods over the previous fiscal year while increasing the staffinitiated code enforcement cases. 70 percent of all code enforcement cases were staff-initiated . With City Attorney’s office, streamlined the court ordered and emergency abatement process to address blight and hazards at distressed and abandoned properties. Collaborated with volunteer groups, including Scottsdale Area Association of Realtors volunteer sign removers. Continued evening, weekend and special event inspection programs resulting in the abatement of more than 1,300 graffiti sites and the removal of more than 5,800 illegal signs from public rights-of-way throughout the City. Provide timely and quality inspections of reported violations and prioritize proactive violation identification . Resolve difficult, challenging and long-standing cases. Expand Code Enforcement outreach and education programs. Increase the number of code enforcement violations identified by code officials. Increases in vacant and real estate owned properties have impacted code enforcement approaches, specifically extending case resolution times due to research required to locate responsible parties and enforcement tools used to gain compliance. CoDe enFoRCeMenT PLANNINg/NEIghBORhOOD/TRANSPORTATION C Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 19.00 19.00 19.00 0.75 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,667,265 1,667,265 1,580,690 1,580,690 1,613,309 1,613,309 32,619 32,619 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 207 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,469,932 189,483 7,426 425 1,667,265 0 1,667,265 1,408,158 154,131 18,401 0 1,580,690 0 1,580,690 1,366,486 229,117 17,706 0 1,613,309 0 1,613,309 -41,672 74,986 -695 0 32,619 0 32,619 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two Public Safety Fire Office of the Fire Chief Fire Emergency Services Fire Support Services Emergency Management oFFiCe oF The FiRe ChieF PuBLIC SAFETY - FIRE O Strategic Goal(s) • Program Description The purpose of the Fire Department is to reduce the incidence and severity of any emergencies which occur. The Fire Chief provides leadership, direction and oversight for all department personnel, programs and functions. Additionally, strategic planning, major initiatives, recommendations regarding emergency resource deployment and employee development are provided by this program. FY 09/10 Highlights • • 210 • • Next Year Priorities • • • • Budget Notes and Changes • Enhance Neighborhoods Purchased property for permanent Desert Mountain Fire Station 16 on Cave Creek Road, east of Lone Mountain Parkway. Design of Eldorado Park Fire Station 1 and Cactus Acres Fire Station 8 and began construction. Received LEED Platinum Certification for Fire Station 2. Coordinated Volunteer Program with 90 volunteers, contributing 6,000 volunteer hours and trained more than 1,000 residents in hands-only CPR increasing bystander CPR from 25 to 50 percent. Created a Police-Fire Operations Working Group to improve field relationships and operations and collaborated to combine processes and functions to enhance service delivery and reduce costs in Police and Fire Records and Equipment Asset Management. Ancala West Estates recognized as the first Fire Wise community in Maricopa County (vegetation-management and hazard-reduction program that reduces the impact of a wildland incident). Maintain service-delivery levels the same as provided through the Fiscal Year 2009/2010 Budget, and reinstate training activities eliminated in the past two years for fire fighter skill proficiency. Complete the construction of Eldorado Park Fire Station 1 and Cactus Acres Fire Station 8, assign personnel, equipment and apparatus. Secure permanent site for Desert Foothills Fire Station 13. Research alternatives to resolve demographic concerns, continue to monitor response times, maintain double-digit cardiac resuscitation rate and increase bystander CPR above 50 percent. Evaluate and consider modification of automatic fire sprinkler ordinance, reduce injuries, seek alternative funding sources and improve labor-management and employee engagement. Transferred funds from Fire Support Services for expenses related to support the department's goal of becoming internationally accredited. oFFiCe oF The FiRe ChieF O PuBLIC SAFETY - FIRE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2.00 2.00 2.00 0.08 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 358,624 358,624 302,770 302,770 312,316 312,316 9,546 9,546 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 211 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 320,659 37,965 0 0 358,624 0 358,624 252,540 50,230 0 0 302,770 0 302,770 249,940 62,376 0 0 312,316 0 312,316 -2,600 12,146 0 0 9,546 0 9,546 FiRe eMeRGenCY SeRViCeS PuBLIC SAFETY - FIRE F Strategic Goal(s) • Program Description The Fire Emergency Services program is comprised of Field Operations and Fire and Emergency Medical Services (EMS) Training. Field Operations provides staffing and equipment to prevent and manage emergency related activities, such as fires and emergency medical incidents. Actions that support this mission include structural fire suppression activities, wild land fire preplanning and suppression, hazardous materials response, airport protection and rescue, special emergency operations, and the emergency care and treatment of ill and injured citizens. The division is responsible for overall management of the department’s fire, EMS and special operations training. FY 09/10 Highlights • Maintained certification and education requirements for all members of the Fire Department. Maintained fire company turn-out times for emergency responses below our target. Implemented a new electronic patient records system, for emergency medical incidents. Completed a wildland triage program that provided feedback to businesses and residents at greater risk of wildfire exposure. Next Year Priorities • Continue our public safety partnership with the Police Department and involve the community to achieve the overall public safety goals of the City to provide the citizens, businesses and visitors of Scottsdale a high level of service and protection. Update the Standards of Cover document which details the department’s emergency response deployment for managing community risks and hazards. Implement a new regional initiative for responses to chemical, biological, radiological, nuclear and explosive (CBRNE) incidents. Initiate a cost-recovery model in deploying personnel and equipment to wildfire emergencies outside the City. Budget Notes and Changes • Two positions, Systems Integrators, were transferred from Information Technology net impact to the City of $0. Increased the overtime minimum staffing 750 hours to support the opening of station 8 in 2011 at a net increase of $25,149. Increase overtime special events of 988 hours to support additional training for captains (600 hours) and the CBRNE Tox Medic Program (288 hours) to support the CBRNE vehicle at a net increase of $29,650. Increase in contractual services due to the newly established EPCR program at a net increase of $43,500 ( recovered by PMT contract) and increases in Fleet charges at a net increase of $324,790. 212 • • • Enhance Neighborhoods FiRe eMeRGenCY SeRViCeS F PuBLIC SAFETY - FIRE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 234.00 231.00 233.00 9.15 % 2.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 23,571,386 23,571,386 21,443,832 21,443,832 21,830,586 21,830,586 386,754 386,754 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 20,634,356 2,883,311 53,719 0 23,571,386 0 23,571,386 19,577,540 1,822,992 43,300 0 21,443,832 0 21,443,832 19,552,964 2,261,178 16,444 0 21,830,586 0 21,830,586 -24,576 438,186 -26,856 0 386,754 0 386,754 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 213 FiRe SuPPoRT SeRViCeS 214 PuBLIC SAFETY - FIRE F Strategic Goal(s) • Enhance Neighborhoods Program Description Fire Support Services is comprised of four divisions: Administrative Services, Resource Management, Fire and Life Safety and Community Services. The Administrative Services Division is responsible for the administration of fiscal control and accountability functions, payroll, research and planning, recruitment, promotional processes, personnel matters, safety & wellness and administrative support. The Resource Management Division is responsible for the oversight of facilities maintenance, construction of new facilities and the acquisition and maintenance of fire equipment and apparatus. The Fire and Life Safety Division is responsible for the delivery of fire prevention services to the community through fire inspections and arson investigations. The Community Services Division is responsible for the delivery of child and adult injury prevention and safety programs, internal communications, public information and volunteers. FY 09/10 Highlights • Designed and initiated construction of Fire Station 1 (Eldorado Park) and Fire Station 8 (Cactus Acres). Collaborated with Scottsdale Unified School District to include Cave Creek and Paradise Valley and community organizations to educate our youth and adults on fire safety issues. Ninety volunteers assisted the Department in delivering supplies and providing public education to citizens. Collaborated with the Police Department to refine the public records request process by integrating Fire and Police records requests in one location. Purchased a hazardous materials truck through grant funding and acquired a fire engine and brush truck. Next Year Priorities • Provide fiscal management and accountability practices through budget development, operational analysis and reporting that applies resources to support the mission of the Fire Department. Promote community fire safety through the use of recognized fire engineering principles, built-in fire protection, advanced technology and aggressive public education and information programs. Maintain a diverse workforce able to meet the needs of the community through strong safety practices and promoting worksite wellness through education, nutrition and fitness standards of our current members. Budget Notes and Changes • Maintained service levels equivalent to the FY 2009/10 budget. A small deduction in overtime hours as a result of moving overtime hours to Fire Emergency Services to support training. FiRe SuPPoRT SeRViCeS F PuBLIC SAFETY - FIRE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 31.00 30.00 30.00 1.18 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6,490,211 0 6,490,211 5,462,633 500 5,463,133 5,459,497 0 5,459,497 -3,136 -500 -3,636 Funding Source General Fund Special Programs Fund Total Division Budget 215 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,938,680 2,186,148 1,135,373 230,010 6,490,211 0 6,490,211 2,735,263 1,688,667 900,601 138,602 5,463,133 0 5,463,133 2,666,943 1,727,523 824,731 240,300 5,459,497 0 5,459,497 -68,320 38,856 -75,870 101,698 -3,636 0 -3,636 eMeRGenCY MAnAGeMenT PuBLIC SAFETY - FIRE E Strategic Goal(s) • Program Description The Emergency Management program provides emergency preparedness planning, training and policy and procedure development to ensure a coordinated and efficient effort to prevent, mitigate, prepare for, respond to and recover from significant man-made and natural emergencies that threaten people, property and the environment. The Division manages the emergency management and homeland security activities in collaboration with City departments, private sector agencies, businesses and the general public to keep essential City services operating in the event of a significant incident or disaster. FY 09/10 Highlights • Collaborated with the Maricopa County Division of Public Health and surrounding communities to develop a workforce reduction plan. Stood up all hazards incident management teams for H1N1, special events and seasonal weather incidents. Solicited the Department of Homeland Security for more than $1.1 million in federal grants to support the preparedness mission. Initiated design and development of Scottsdale Emergency Operations Center. Continued participation in Terrorism Liaison Officer Program, which enhances the communications between Federal, State, and local public safety agencies. Revised the internal and external preparedness training strategies. Next Year Priorities • Continue to enhance the City’s ability to respond organizationally to significant incidents or disasters within the community, through the development and maintenance of response policies and protocols, as well as coordinated emergency preparedness training and exercises. Identify mitigation opportunities for the organization and implement those which are viable. Assist in preparing residents, businesses and other non-governmental organizations to manage through disasters and significant emergencies until emergency response personnel can arrive. Complete the design and construction of a fully functional Emergency Operations Center and support facilities. Budget Notes and Changes • One FTE was added, a fire captain day assignment that will be the Terrorism Liaison Officer. This position was added to support the Fire Department seeking Urban Area Security Initiative grants. The net impact for this budget is $0 due to this position not being funded until 2011/12 when station 8 opens. 216 Enhance Neighborhoods eMeRGenCY MAnAGeMenT E PuBLIC SAFETY - FIRE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1.00 2.00 3.00 0.12 % 1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 312,774 79,546 392,320 228,957 0 228,957 291,410 0 291,410 62,453 0 62,453 Funding Source General Fund Grants Fund Total Division Budget 217 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 201,937 110,467 44,406 35,510 392,320 0 392,320 193,785 29,672 5,500 0 228,957 0 228,957 247,249 38,661 5,500 0 291,410 0 291,410 53,464 8,989 0 0 62,453 0 62,453 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two Public Safety - Police Office of the Police Chief Internal Affairs Patrol Services Photo Enforcement Traffic Enforcement Bicycle Patrol Canine Services Detention Event Traffic Control Special Event/Off Duty Coordination Mounted Patrol Patrol High Enforcement Arrest Team School Resource Services Violent Crimes Investigations Sex Crimes Investigations Domestic Violence Investigations Police Crisis Intervention Gang Investigations Burglary & Theft Investigations Auto Crimes Investigations Financial Crimes Investigations Repeat Offender Program Computer Crime Investigations Drug Enforcement Drug Interdiction Surveillance / SWAT Criminal Intelligence Conspiracy Investigations Police Records Technology Police Supply & Equipment Communications Property & Evidence Crime Laboratory Crime Analysis Crime Scene Processing Planning, Research & Accreditation Recruiting & Personnel Training Municipal Security & Emergency Preparedness oFFiCe oF The PoliCe ChieF PuBLIC SAFETY - POLICE O Strategic Goal(s) • Program Description The Office of the Chief provides the leadership, management, strategic planning and administrative support necessary to ensure the most effective delivery of public safety services to the community. These include special community functions such as the citizen and teen academies, citizen and media requests for information, and the reporting of public information and community events. This office is also responsible for coordination and administration of fiscal control and accountability. FY 09/10 Highlights • • 220 • Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods Developed base and capital budgets in response to the economic conditions while maintaining critical service delivery through improved efficiency and effectiveness. Continued to enhance community outreach and education programs through safety fairs sponsored by each patrol district and gang awareness education. The Police and Fire departments have worked collaboratively to improve efficiency in many areas, including the consolidation of logistics/supply functions, public records distribution and coordinated fleet oversight. Continue to enhance the collaboration between the Police and Fire departments for effective and timely services to the community. Ensure progress of our strategic plan initiatives. Communicate outcomes to City leadership and the organization. Create positive community partnerships and enhance quality communication with our citizens. Salary and benefits decreased based on the current employees assigned to the program. Reduction in property, liability and worker's compensation internal service fund rate. oFFiCe oF The PoliCe ChieF O PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 10.00 10.00 0.39 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,916,544 11,477 1,928,022 1,571,248 13,000 1,584,248 1,438,578 13,003 1,451,581 -132,670 3 -132,667 Funding Source General Fund Special Programs Fund Total Division Budget 221 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,834,726 65,819 27,477 0 1,928,022 0 1,928,022 1,396,469 157,979 29,800 0 1,584,248 0 1,584,248 1,346,557 72,224 32,800 0 1,451,581 0 1,451,581 -49,912 -85,755 3,000 0 -132,667 0 -132,667 inTeRnAl AFFAiRS PuBLIC SAFETY - POLICE I Strategic Goal(s) • Program Description The Internal Affairs program provides fair, impartial and objective investigations of internal and external complaints regarding the conduct of Police Department employees in an effort to maintain a positive relationship with the community. FY 09/10 Highlights • • • Enhance Neighborhoods Increased effectiveness through continued partnerships with other agency internal affairs units, and through community outreach and education efforts by providing presentations to the public through the Scottsdale Police Department's Citizen Academy. Improved efficiency of the "use of force" reports, changing the previous paper, multiple employee entry system, to a single user entry, paperless system. Provided training and education on ethical behavior and the internal affairs process and duties for modular, new supervisor and for three academies: pre; post and citizen. 222 Next Year Priorities • • • Budget Notes and Changes • Maintain a positive relationship with the community by investigating all complaints and concerns brought forward to the Police Department by the community and internally. Identify patterns or trends of inappropriate employee conduct that could signal employees displaying symptoms of job stress, performance problems, training needs, or the need for policy modification. Conduct fair, impartial, timely investigations and foster fair and equal discipline. No significant changes to the program. inTeRnAl AFFAiRS I PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 426,431 42,370 468,801 376,037 0 376,037 366,795 0 366,795 -9,242 0 -9,242 Funding Source General Fund Grants Fund Total Division Budget 223 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 392,475 31,005 14,717 30,603 468,801 0 468,801 351,491 24,246 300 0 376,037 0 376,037 340,497 25,998 300 0 366,795 0 366,795 -10,994 1,752 0 0 -9,242 0 -9,242 PATRol SeRViCeS PuBLIC SAFETY - POLICE P Strategic Goal(s) • Program Description The Patrol Services program provides general law enforcement and first responder responsibilities, completes initial criminal and traffic investigations, performs traffic control and enforcement duties, implements community policing strategies and utilizes other department resources to solve community or crime related problems. FY 09/10 Highlights • • • • 224 Next Year Priorities • • • • Budget Notes and Changes • • • Enhance Neighborhoods Facilitated monthly community-police meetings. Relationship building, crime prevention and problem solving efforts have resulted in the reduction of crime. Provided enhanced public safety services during the Waste Management Open, Barrett Jackson Auto Auction, and numerous other signature events. Reduced overtime expenditures due to full staffing and efficiency improvements. Created and implemented a new crime reduction and suppression program to more effectively deal with high crime and call for service locations. Prevent crime and disorder by taking appropriate and proactive measures designed to reduce criminal activity and by maintaining the quality and effectiveness of policing services. Respond promptly to calls for service. Develop safer neighborhoods through community partnerships and participation. Enhance traffic safety through enforcement and education. Decrease in overtime expenses as a result of full staffing and continuation of overtime reduction strategies. Overtime reduction was offset by an increase due to the inter allocation process for salary/benefit expenses in support of the special revenue funded police 30-Day Tow Program. Increase in Fleet internal service fund rate. PATRol SeRViCeS P PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 264.00 263.00 263.00 10.33 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 29,060,744 316,004 29,376,749 28,212,769 151,064 28,363,833 28,245,943 654,997 28,900,940 33,174 503,933 537,107 Funding Source General Fund Special Programs Fund Total Division Budget 225 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 25,804,828 3,491,569 80,352 0 29,376,749 0 29,376,749 25,693,476 2,592,857 77,500 0 28,363,833 0 28,363,833 25,841,984 2,975,456 83,500 0 28,900,940 0 28,900,940 148,508 382,599 6,000 0 537,107 0 537,107 PhoTo enFoRCeMenT P Strategic Goal(s) • Program Description The Photo Enforcement program enhances traffic safety through the use of digital photo enforcement technology. The program utilizes mobile photo speed vans, fixed intersection detection systems and mid-block detection systems to monitor and enforce red light and speed violations in an effort to reduce collision-related deaths, injuries and property damage. FY 09/10 Highlights • • • 226 PuBLIC SAFETY - POLICE Next Year Priorities • • • Budget Notes and Changes • Enhance Neighborhoods Completed third year of five-year photo enforcement contract. The contract became effective July 1, 2007. Reduced total incidents of criminal speeding (exceeding the posted speed limit by more than 21 mph) from 524 to 300, or 42 percent. Spread educational and safety messages by speaking and presenting at safety fairs, schools and citizen academies. Contribute to the overall reduction in the number of traffic collisions and related deaths, injuries and property damage through the use of speed and red light photo enforcement technology on City streets. Increase public awareness related to traffic safety through community education and programs. Monitor public opinion and support of the Focus On Safety program. Decrease in contract fees based on the number of anticipated paid citations. PhoTo enFoRCeMenT P PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4.00 4.00 4.00 0.16 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,034,522 2,034,522 1,818,635 1,818,635 1,693,271 1,693,271 -125,364 -125,364 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 333,819 1,694,862 5,841 0 2,034,522 0 2,034,522 303,130 1,510,505 5,000 0 1,818,635 0 1,818,635 288,171 1,400,100 5,000 0 1,693,271 0 1,693,271 -14,959 -110,405 0 0 -125,364 0 -125,364 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 227 TRAFFiC enFoRCeMenT PuBLIC SAFETY - POLICE T Strategic Goal(s) • Program Description The Traffic Enforcement program is responsible for traffic enforcement throughout the City to enhance roadway safety. This includes enforcement related to high traffic collision locations, citizen traffic complaints, school zones, commercial vehicles and driving under the influence/aggressive driver laws. This program is also responsible for investigating traffic collisions involving serious injuries, hit and runs and fatalities. FY 09/10 Highlights • • 228 • Next Year Priorities • • • Budget Notes and Changes • Enhance Neighborhoods Continued to use the records management system to analyze traffic crash data and officer activity. There has been a downward trend of overall traffic crashes for the last three fiscal years, averaging a 10 percent reduction each year. Fatal crashes are projected to be lower than average, at 8 for FY2009/10. Responded to every citizen traffic complaint, assessing the complaint for directed enforcement. Staff addressed 234 complaints with 652 hours of directed enforcement. Provided, in partnership with the Fire Department, installation/inspection of child restraints. Took 30 enforcement actions for child restraint violations and 1,150 enforcement actions for seat belt violations, tripling previous fiscal year's results. Focus enforcement in high crash locations. This directed enforcement should result in an overall reduction in the number of traffic crashes citywide. Focus enforcement in areas of citizen concern. This directed enforcement should enhance citizens' sense of safety in their neighborhoods. Increase public awareness related to traffic safety through public education and awareness programs. No significant changes to the program. TRAFFiC enFoRCeMenT T PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 29.00 28.00 28.00 1.10 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4,192,977 0 4,192,977 3,920,017 1,940 3,921,957 3,883,064 10,000 3,893,064 -36,953 8,060 -28,893 Funding Source General Fund Grants Fund Total Division Budget 229 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3,527,554 646,197 19,226 0 4,192,977 0 4,192,977 3,481,362 413,235 27,360 0 3,921,957 0 3,921,957 3,458,850 410,554 23,660 0 3,893,064 0 3,893,064 -22,512 -2,681 -3,700 0 -28,893 0 -28,893 BiCYCle PATRol 230 PuBLIC SAFETY - POLICE B Strategic Goal(s) • Program Description The Bicycle Patrol’s primary mission is to be a community policing resource for district commanders to use while accomplishing their strategic directives and supporting patrol personnel. The unit works in a variety of circumstances and areas to include patrolling the downtown, assisting patrol with beat and neighborhood problems and patrolling urban parks throughout the City. It is the primary response unit for all liquor-related matters throughout the City. In addition, the unit provides bicycle safety demonstrations and courses for citizens and school-aged children. The Bicycle Patrol Unit includes a liquor detail with one officer assigned. This officer is responsible for reviewing all liquor-related reports, all liquor license applications, special events involving liquor and for coordinating all liquor enforcement details within the unit. This officer also serves as the liaison with the state Department of Liquor. FY 09/10 Highlights • • • • Next Year Priorities • • • • Budget Notes and Changes • Enhance Neighborhoods Partnered with other police agency bike units on enforcement details at all large City special events including the Waste Management Open, Parada del Sol and the SB 1070 protest at the State Capitol. Provided numerous enforcements actions, liquor inspections and liquor license processes in the downtown entertainment district and throughout the City. Partnered with social services to assist the homeless in our City parks and enforced applicable ordinances and statutes. Provided 15 bike safety demonstrations throughout the City as part of the unit's commitment to community outreach programs. Enforce City ordinances and state laws in neighborhoods and urban parks throughout the City. Enforce state laws and municipal ordinances in the downtown entertainment district and liquor establishments throughout the City. Assist City staff by providing recommendations on issues in impacting the downtown business community and ensuring establishments serving alcohol have the documentation required by City and state laws. Complete 10 bike safety demonstrations and continue to work diligently towards the community outreach goals of the unit. Eliminated seven positions from this program as a result of budget balancing strategy and discontinuation of Park and Preserve Program. BiCYCle PATRol B PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 16.00 9.00 9.00 0.35 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,891,831 1,891,831 1,696,218 1,696,218 1,072,620 1,072,620 -623,598 -623,598 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,808,345 70,957 12,528 0 1,891,831 0 1,891,831 1,639,115 44,303 12,800 0 1,696,218 0 1,696,218 1,005,914 53,906 12,800 0 1,072,620 0 1,072,620 -633,201 9,603 0 0 -623,598 0 -623,598 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 231 CAnine SeRViCeS PuBLIC SAFETY - POLICE C Strategic Goal(s) • Program Description The Canine Services program supports both the Patrol and Investigative Services bureaus. Police canines are used to detect the presence of illegal narcotics, explosives, assist in tracking and locating dangerous suspects that have fled from police, and provide police with another less lethal option when dealing with violent subjects. FY 09/10 Highlights • • • • 232 Next Year Priorities • • • • Budget Notes and Changes • • • Enhance Neighborhoods Selected and trained one new canine officer. Hosted a canine competition, in which detection and patrol dogs from agencies throughout the Western United States attended. Conducted bomb sweeps for visiting dignitaries including the Secretary of State, Speaker of the House and Governor of Arizona, and at events such as the Governor's speech at the National Guard complex, and the Martin Luther King Jr. celebration. Worked with the Scottsdale Unified School District and provided drug detection at selected high schools. Assist patrol officers in handling calls for service involving potentially violent subjects, situations and searches. Provide canine assistance in illegal drug detection. Provide canine assistance in explosive detection. Participate in canine demonstrations to further the department's community outreach goals. Salary and benefits decreased based on the current employees assigned to the program. Decrease in health/dental expenses due to using health care trust fund reserves. Reduction in property, liability and worker's compensation and fleet maintenance and operation internal service fund rates. CAnine SeRViCeS C PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.00 6.00 6.00 0.24 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 924,571 924,571 900,267 900,267 807,144 807,144 -93,123 -93,123 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 233 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 729,093 187,906 7,572 0 924,571 0 924,571 721,612 160,455 18,200 0 900,267 0 900,267 684,797 101,097 10,800 10,450 807,144 0 807,144 -36,815 -59,358 -7,400 10,450 -93,123 0 -93,123 DeTenTion PuBLIC SAFETY - POLICE Strategic Goal(s) • Program Description The Detention program provides short-term holding for persons arrested by Scottsdale Police officers and other criminal justice agencies, prisoner transportation between our jails, county jails and City Court, provides 24and 48-hour holding for sentenced prisoners and fingerprinting services for City Court and the public. FY 09/10 Highlights • • • • 234 D Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods Completed Civic Center jail remodel to accommodate new sally port. Expanded prisoner intake area to expedite booking process and minimize patrol officer down time. Increased transportation responsibilities to assist with special assignment units and other jurisdictions' warrant transfers. Expanded 24- and 48-hour confinement housing to include Scottsdale citizens sentenced by other jurisdictions. Provide quality care, custody and control of detainees in a safe environment. Provide prisoner transportation between Scottsdale jails, county jails, and City Court. Expand transportation to assist patrol and detectives during busy times such as weekends and special events. Decrease in overtime expenses as a result of full staffing and continuation of overtime reduction strategies. Rising jail costs as arrests have gone up, and the length of jail stays has increased because of mandatory sentencing. DeTenTion D PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 39.00 39.00 39.00 1.53 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6,070,149 6,070,149 6,493,393 6,493,393 6,670,052 6,670,052 176,659 176,659 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,981,079 3,071,010 18,060 0 6,070,149 0 6,070,149 3,045,215 3,421,128 27,050 0 6,493,393 0 6,493,393 2,835,436 3,795,116 39,500 0 6,670,052 0 6,670,052 -209,779 373,988 12,450 0 176,659 0 176,659 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 235 eVenT TRAFFiC ConTRol 236 PuBLIC SAFETY - POLICE E Strategic Goal(s) • Program Description The Event Traffic Control program was created to mitigate traffic problems caused by City sponsored and supported special events (an event must meet established criteria and be approved by the City of Scottsdale Special Event Committee). Funding is used to pay for external traffic control and for variable message boards. Security and other needs inside the event site are the responsibility of the event organizer. This program is authorized by City Council in Policy Issue Resolution -- PIR 012 -- adopted Feb. 20, 1990. FY 09/10 Highlights • Provided traffic-control coordination at the existing signature events including the P.F. Chang’s Arizona Rock 'N' Roll Marathon, BarrettJackson Auto Auction, Waste Management Open, Arabian Horse Show, the Parada del Sol Parade and Rodeo, and the San Francisco Giants spring training. Next Year Priorities • Ensure safe and efficient ingress and egress at City sponsored/supported/approved special events while minimizing negative impact to local traffic. Reduce the number of officer hours required for external traffic control for special events through traffic control technology without compromising safety. • Budget Notes and Changes • Enhance Neighborhoods No significant changes to the program. eVenT TRAFFiC ConTRol E PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0.00 0.00 0.00 0.00% 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 298,728 298,728 294,511 294,511 288,964 288,964 -5,547 -5,547 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 237 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 292,547 6,181 0 0 298,728 0 298,728 281,004 13,507 0 0 294,511 0 294,511 280,048 6,916 2,000 0 288,964 0 288,964 -956 -6,591 2,000 0 -5,547 0 -5,547 SPeCiAl eVenT/oFF DuTY CooRDinATion PuBLIC SAFETY - POLICE S Strategic Goal(s) • Program Description The Special Event/Off-Duty Coordination program administers the use of off-duty police officers by other City departments and private employers. The use of off-duty officers is strictly regulated and special event plans are reviewed and modified in conjunction with representatives from many other City departments via the Special Events Committee. The program also oversees outside employment by Police Department employees and the Police on Property Site (POPS) program. FY 09/10 Highlights • • 238 Next Year Priorities Budget Notes and Changes Enhance Neighborhoods Coordinated security and traffic control for many large events including the P.F. Chang's Arizona Rock 'N' Roll Marathon, BarrettJackson Auto Auction, Waste Management Open, the Parada del Sol Parade and Rodeo, San Francisco Giants spring training, Scottsdale Culinary Festival, Tour de Scottsdale, Frys.com Open, Goodguys Car Show, Fiesta Bowl Half Marathon, and many more. Hosted and facilitated large planning meetings for the Waste Management. • Work with event planners and City staff to ensure the safety of citizens and attendees at special events within the City. Provide off-duty police officers to other City departments and private employers to serve the public safety needs of the community beyond the scope of on-duty police services. • No significant changes to the program. • SPeCiAl eVenT/oFF DuTY CooRDinATion S PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2.00 2.00 2.00 0.08 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 216,697 216,697 198,663 198,663 189,374 189,374 -9,289 -9,289 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 239 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 198,480 17,508 709 0 216,697 0 216,697 196,214 1,949 500 0 198,663 0 198,663 187,455 1,419 500 0 189,374 0 189,374 -8,759 -530 0 0 -9,289 0 -9,289 MounTeD PATRol PuBLIC SAFETY - POLICE M Strategic Goal(s) • Program Description The Mounted Patrol program is responsible for controlling large crowds and providing highly visible police presence in the downtown entertainment district, assisting patrol in community policing efforts, crime reduction at specific locations, search and rescue in the McDowell Sonoran Preserve and highly visible patrol at other City special events. The program provides assistance to tourists in the downtown area and throughout the City. The unit is instrumental in community outreach projects such as "Horse Sense" which provides at-risk youth in the Scottsdale Unified School District an opportunity to learn life skills through the use of horses. Finally, the unit patrols the preserve to assist staff in enforcing applicable ordinances and providing a high visibility deterrent. FY 09/10 Highlights • 240 • • • Next Year Priorities • • • Budget Notes and Changes • • • Enhance Neighborhoods Provided crowd control and security at the Waste Management Open and the Birds Nest, the Arabian Horse Show, the Parada del Sol Parade and the New Year's Eve Block Party. Assisted other agencies with crowd control during three college bowl games and the Arizona Cardinal's playoff game. Provided increased protection to officers and patrons in the downtown, specifically for a large fight involving hundreds of agitated onlookers. The unit created a safety zone around the responding officers and moved hundreds of patrons from the street. Hosted two mounted schools in which officers participated in 40 hours of instruction. Utilize the unique skills and resources of the Mounted Unit to assist patrol officers with crowd control, particularly in the downtown entertainment district. Provide high profile police presence and increased ability to move through large crowds at numerous City sponsored events. Provide a highly visible police presence throughout the City to include the preserve. Decrease in overtime expenses as a result of full staffing and continuation of overtime reduction strategies. Decrease in health/dental expenses due to using health care trust fund reserves. Salary and benefits decreased based on the current employees assigned to the program. MounTeD PATRol M PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 9.10 8.10 8.10 0.32 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 949,769 7,516 957,285 1,039,108 7,100 1,046,208 860,808 9,000 869,808 -178,300 1,900 -176,400 Funding Source General Fund Special Programs Fund Total Division Budget 241 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 852,897 79,492 24,896 0 957,285 0 957,285 941,002 73,606 31,600 0 1,046,208 0 1,046,208 776,538 57,520 35,750 0 869,808 0 869,808 -164,464 -16,086 4,150 0 -176,400 0 -176,400 PATRol hiGh enFoRCeMenT ARReST TeAM PuBLIC SAFETY - POLICE P Strategic Goal(s) • Program Description The Patrol High Enforcement Arrest Team program is primarily responsible for community policing problem solving as it relates to crime trends affecting workload and calls for service in patrol. This program uses a variety of enforcement techniques to target high-crime areas, frequent offenders and activities that heavily impact the community and police patrol resources. The unit also supports various investigative units with surveillance and apprehensions. Finally, the unit provides patrol with a tactical response to secure critical incidents that escalate to Special Weapons and Tactics (SWAT) call-outs. FY 09/10 Highlights • • 242 • • • Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods Investigated and arrested two "serial" shoplifting suspects who were responsible for more than $80,000 in losses from stores throughout Maricopa County. Conducted surveillance and made subsequent arrest of a vehicle burglar responsible for more than 40 vehicle burglaries throughout City parks and the McDowell Sonoran Preserve. The suspect was also implicated in vehicle burglaries throughout the Valley. Assisted Code Enforcement in an investigation involving numerous City code violations. The investigation included undercover operations, drafting and service of search warrants and subsequent follow-up. Worked at the Waste Management Open in an undercover capacity to assist the Thunderbirds in ticket scalping. This detail resulted in more than 20 arrests and more than $2,000 seized. Provided 350 immediate tactical responses for patrol, creating an increased level of safety and skills at critical situations and preventing the need for SWAT call-outs. Address beat and crime patterns as identified through patrol, investigations, or citizens. Provide surveillance and other specialized assistance to patrol and investigation personnel. Provide immediate tactical assistance and training to patrol officers. Redeployed position to this program to meet high service demands. Decrease in overtime expenses as a result of full staffing and continuation of overtime reduction strategies. PATRol hiGh enFoRCeMenT ARReST TeAM P PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 801,544 801,544 786,621 786,621 835,025 835,025 48,404 48,404 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 243 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 684,203 108,383 8,958 0 801,544 0 801,544 683,930 94,241 8,450 0 786,621 0 786,621 724,097 102,228 8,700 0 835,025 0 835,025 40,167 7,987 250 0 48,404 0 48,404 SChool ReSouRCe SeRViCeS PuBLIC SAFETY - POLICE S Strategic Goal(s) • Program Description The School Resource Services program provides law enforcement services and related education to the Scottsdale and Cave Creek unified school districts. School resource officers serve four basic roles: law enforcement officer, teacher, counselor and role model. SROs also serve as liaisons between the schools, the community, the Police Department and various agencies such as Child Protective Services, Youth and Family Services, The Boys and Girls Clubs of Greater Scottsdale, the Juvenile Probation Department and other intervention and counseling resources. FY 09/10 Highlights • • 244 • Enhance Neighborhoods Collaborated with the Scottsdale Unified School District to increase and expand canine drug searches on school campuses. Searches are now randomly done on school campuses before, during and after school hours. The School Resources Unit was recognized for its outstanding achievements in community based policing receiving the department's Community Policing Award. The Unit was recognized by the City Manager through receiving the Donaldson Award. • Next Year Priorities • • • Budget Notes and Changes • • Continue to reduce the necessary assistance of patrol officers and detectives in responding to calls for service and/or investigations at schools in the City of Scottsdale. Promote crime prevention, critical response preparation programs and community policing efforts on and around school campuses. Continue to teach law-related education classes and promote prevention programs whenever law enforcement duties allow. Eliminated five positions from this program as a result of budget balancing strategy. Decrease in amount of reimbursement from the Scottsdale Unified School District from 77 to 55 percent resulting in a decrease in General Fund revenues of $147,555. SChool ReSouRCe SeRViCeS S PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 16.00 11.00 11.00 0.43 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,827,756 1,827,756 1,513,988 1,513,988 1,175,047 1,175,047 -338,941 -338,941 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,771,405 51,432 4,918 0 1,827,756 0 1,827,756 1,440,836 62,802 10,350 0 1,513,988 0 1,513,988 1,087,925 81,122 6,000 0 1,175,047 0 1,175,047 -352,911 18,320 -4,350 0 -338,941 0 -338,941 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 245 ViolenT CRiMeS inVeSTiGATionS V Strategic Goal(s) • Program Description The Violent Crimes Investigations program is responsible for the investigation of homicides, robberies, assaults, kidnappings, extortions, missing persons, threats and deaths. FY 09/10 Highlights • • • • 246 PuBLIC SAFETY - POLICE Next Year Priorities • • • Budget Notes and Changes • Enhance Neighborhoods Exceeded the West Region Uniform Crime Report clearance rates in homicide, robbery, and aggravated assault. Maintained robbery clearance rate above regional and national average through timely investigation and utilization of technology to aid in suspect captures. Investigated 10 homicides which equaled a record high for the City of Scottsdale, nine of which were solved. Continued with cold case investigation/prosecution. Secured first cold case conviction, with a second case pending trial. Conduct thorough and complete investigations in a timely manner with an emphasis on targeting repeat offenders in order to exceed West Region Uniform Crime Report clearance rates. Improve methods utilized in the investigation of cold case homicides by using forensic science advancements and proven cold case investigative practices. Reduce the number of robberies occurring in the City by targeting pattern crime through enforcement, crime prevention, use of modern technology and coordination with federal and state task forces. Salary and benefits increased based on the current employees assigned to the program. ViolenT CRiMeS inVeSTiGATionS V PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 14.00 14.00 14.00 0.55 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,139,378 2,139,378 1,855,828 1,855,828 1,921,936 1,921,936 66,108 66,108 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 247 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,670,554 465,560 3,264 0 2,139,378 0 2,139,378 1,652,228 196,500 7,100 0 1,855,828 0 1,855,828 1,713,765 203,871 4,300 0 1,921,936 0 1,921,936 61,537 7,371 -2,800 0 66,108 0 66,108 Sex CRiMeS inVeSTiGATionS PuBLIC SAFETY - POLICE S Strategic Goal(s) • Program Description The Sex Crimes Investigations program is responsible for investigating sexual assaults, child molestations, sexual exploitations of minors, sexual abuse, indecent exposure, luring of minors for sexual exploitation, and other sex related crimes. The unit is also responsible for tracking registered sex offenders by categorizing and placing them into notification levels, and conducting community sex-offender notifications per Arizona Revised Statute 13-3825C. One detective assigned to the Sex Crimes Unit has the primary responsibility to investigate all sex related crimes involving minors and the Internet (Internet Crimes Against Children). FY 09/10 Highlights • • 248 • Next Year Priorities • • • Budget Notes and Changes • • • Enhance Neighborhoods Provided all newly assigned detectives basic and advanced forensic interviewing training, as well as continuing education for current detectives. Made 48 chat contacts, opened three child luring cases, spent 90 hours online surfing for child crimes, conducted seven Internet safety presentations and served 12 search warrants/subpoenas/court orders for child sexual exploitation related crimes as of April 30, 2010. Received 41 new registered sex offender cases, made 31 home visits and sent out six notifications as of April 30, 2010. Seek training in child forensic interviews, advanced sex crimes investigations, related technology, social networking, and the mandated state protocols to maintain the integrity and effectiveness of sex crimes investigations. Continue to provide at least one full-time pro active online computer crimes detective with training to effectively investigate child-luring and exploitation cases involving computer technology, and train other investigators in applicable technical classes to address this crime trend. Provide timely notification of sex offenders to the public per Arizona Revised Statute 13-3825C and maintain and disseminate information files on all sex offenders living in Scottsdale in order to increase public safety. Salary and benefits decreased based on the current employees assigned to the program. Decrease in health/dental expenses due to using health care trust fund reserves. Increase in fleet maintenance and operation internal service fund. Sex CRiMeS inVeSTiGATionS S PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 9.00 9.00 9.00 0.35 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,138,042 550 1,138,591 1,088,128 5,000 1,093,128 1,044,838 4,450 1,049,288 -43,290 -550 -43,840 Funding Source General Fund Special Programs Fund Total Division Budget 249 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,052,588 82,984 3,019 0 1,138,591 0 1,138,591 1,045,966 39,084 8,078 0 1,093,128 0 1,093,128 981,593 60,245 7,450 0 1,049,288 0 1,049,288 -64,373 21,161 -628 0 -43,840 0 -43,840 DoMeSTiC ViolenCe inVeSTiGATionS PuBLIC SAFETY - POLICE D Strategic Goal(s) • Program Description The Domestic Violence Investigations program is responsible for investigating all domestic violence and physical child abuse related crimes. There are 19 crime types in this category, including child abuse, kidnapping, assault, aggravated assault and violation of order of protections, etc. as defined by statute. Detectives are responsible for the education of domestic violence investigations to police officers in the police academy and within our department. They are also responsible for actively seeking and apprehending offenders that have active domestic violence warrants and to assist in serving Orders of Protection for our victims. FY 09/10 Highlights • • 250 • • Next Year Priorities • • • • Budget Notes and Changes • • Enhance Neighborhoods Continued to instruct domestic violence investigation classes at the police academy and to Scottsdale Police Department patrol officers. Provided strangulation investigation training to more than 200 patrol officers to enhance their investigative knowledge. Detectives ensured arrests were made on appropriate cases to hold them accountable for their actions, which resulted in a 114 percent annual increase in arrests by detectives. Created a system to address offenders that have active domestic violence warrants, which involved networking with the Scottsdale City Court staff to routinely obtain new domestic violence warrants so detectives could immediately seek to apprehend them. Utilize a multi-disciplinary approach to address domestic violence through improved teamwork at the Scottsdale Family Advocacy Center and through external working relationships. Exceed the West Region Uniform Crime Report clearance rates for aggravated assault. Fully utilize the Domestic Violence Action Team, which is comprised of representatives from social service agencies, prosecution and investigations. Successfully implement our rotational detective position in the Domestic Violence Unit that encompasses a three-month rotation of selected patrol officers Salary and benefits decreased based on the current employees assigned to the program. Decrease in health/dental expenses due to using health care trust fund reserves. DoMeSTiC ViolenCe inVeSTiGATionS D PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 759,614 759,614 714,666 714,666 726,999 726,999 12,333 12,333 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 251 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 707,175 51,571 868 0 759,614 0 759,614 672,102 39,899 2,665 0 714,666 0 714,666 682,387 41,647 2,965 0 726,999 0 726,999 10,285 1,748 300 0 12,333 0 12,333 PoliCe CRiSiS inTeRVenTion 252 PuBLIC SAFETY - POLICE P Strategic Goal(s) • Program Description The Police Crisis Intervention program provides crisis counseling, assessment, stabilization and referral services for a variety of victimrelated, accident-related and behavioral health emergencies. The program enhances the effectiveness and efficiency of the Scottsdale Police Department by adding professional intervention services to the traditional law enforcement function. The Canine Crisis Response and the First Responder Smart Card programs are operated within the Police Crisis Intervention program. In addition, community outreach, training and educational services related to victimization, behavioral health emergencies and handling of crisis situations are made available to the Scottsdale School District, civic groups, local human service providers, and Police Department employees. All Police Crisis Intervention staff members are civilian employees of the Scottsdale Police Department. FY 09/10 Highlights • • • Next Year Priorities • • • • Budget Notes and Changes • Enhance Neighborhoods Worked with staff from Community Services and Planning, Neighborhoods & Transportation to address neighborhood concerns. Crisis Intervention staff also worked closely with social service agencies such as Child & Adult Protective Services and Magellan Health Services. Increased the number of on-scene and follow-up crisis intervention services provided to victims, focusing on domestic violence and other violent crimes against persons. Crisis Intervention staff presented multiple workshops at the National Organization of Victim Assistance’s 35th Annual North American Victim Assistance Conference in Scottsdale. Enhance and broaden the scope of immediate crisis response to members of the Scottsdale community. Expand supportive and stabilization services for crime related victims. Enhance the Scottsdale Police Department’s community policing efforts via neighborhood intervention and community education. In order to offset the decrease in state funded mental health programs, we will have to increase the successful management and outcomes of field interventions pertaining to persons with a mental illness. No significant changes to the program. PoliCe CRiSiS inTeRVenTion P PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 666,348 666,348 681,017 681,017 691,981 691,981 10,964 10,964 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 253 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 584,095 80,084 2,169 0 666,348 0 666,348 588,963 86,009 6,045 0 681,017 0 681,017 598,854 86,702 6,425 0 691,981 0 691,981 9,891 693 380 0 10,964 0 10,964 GAnG inVeSTiGATionS PuBLIC SAFETY - POLICE G Strategic Goal(s) • Program Description The Gang Investigations program is responsible for investigating gangrelated crimes, identifying and arresting career violent offenders and serving felony arrest warrants. Various enforcement strategies are utilized to identify and arrest gang members, career offenders and eliminate gang-related criminal activity that damages the quality of life for Scottsdale residents. The unit partners with the community to provide gang awareness education as well as providing recurring training to department personnel on gang trends. The unit also partners with local, state and federal gang units to gather gang-related intelligence, conduct gang-related investigations and suppress gang-related activity. FY 09/10 Highlights • • 254 • Next Year Priorities • • • • • • Budget Notes and Changes • • Enhance Neighborhoods Strengthened City of Scottsdale community partnerships through outreach programs by participating in several youth trainings and presentations. Participated in directed enforcement operations with local and state gang units at several highly attended public events in Scottsdale, to identify gang members and enforce city, local, state and federal laws. Provided the Crimes Against Persons Section investigative support on numerous crimes including multiple homicides, sexual assaults, crimes against children, robberies and aggravated assaults. Identify, investigate and arrest gang members committing crimes in the City of Scottsdale. Maintain a professional relationship and help support the collaborative efforts of the East Valley Gang and Criminal Information Fusion Center. Locate and arrest fugitives wanted on felony arrest warrants stemming from Scottsdale cases. Partner with the Repeat Offender Unit to identify and arrest violent career offenders. Provide investigative support to the Crimes Against Persons section. Provide the community with education on gang prevention and on criminal street gang trends. Salary and benefits decreased based on the current employees assigned to the program. Decrease in health/dental expenses due to using health care trust fund reserves. GAnG inVeSTiGATionS G PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 9.00 9.00 9.00 0.35 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,046,809 1,046,809 1,058,775 1,058,775 1,027,507 1,027,507 -31,268 -31,268 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,004,897 37,133 4,779 0 1,046,809 0 1,046,809 998,076 53,149 7,550 0 1,058,775 0 1,058,775 952,512 66,645 8,350 0 1,027,507 0 1,027,507 -45,564 13,496 800 0 -31,268 0 -31,268 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 255 BuRGlARY & TheFT inVeSTiGATionS PuBLIC SAFETY - POLICE B Strategic Goal(s) • Program Description The Burglary & Theft Investigations program investigates Citywide burglary, trespass, theft, criminal damage, arson and shoplifting cases. Pawn detail is part of the unit and is responsible for collecting and entering transaction slips from all City of Scottsdale pawn and second hand stores into the Maricopa County pawn system. Tracking pawn activity, locating stolen property and identifying high activity individuals who may be involved in criminal activity are investigative elements of the pawn detail. The Burglary & Theft Investigations Unit is also responsible for investigations related to metals theft, as well as all arson-related investigations throughout the City. FY 09/10 Highlights • 256 • • Next Year Priorities • • • Budget Notes and Changes • Enhance Neighborhoods Targeted numerous ongoing crime trends resulting in the identification, arrest and prosecution of multiple repeat offenders. The unit moved closer to and in most cases exceeded targeted burglary and theft reduction goals. Identified and recovered substantial quantities of stolen property through proactive operations investigating online auction services being used as fencing mediums. Fostered ongoing education and career development within line-level ranks through active participation and mentoring with temporary duty assignments, the Investigative Services Officer program and the Innovative Municipal Police Community Team. Utilize a multi-disciplinary approach to burglary and property crime investigation through intelligence, crime analysis, investigation and crime prevention in an effort to increase the burglary and property crime clearance rates, and obtain a reduction in these same crimes. Target career criminals who commit burglary and property crimes by utilizing the Maricopa County Attorney's Repeat Offender Program in conjunction with the Police Department's Repeat Offender Unit. Develop proactive/reactive investigative and preventative strategies utilizing ever-progressing hardware and Internet-based technology. No significant changes to the program. BuRGlARY & TheFT inVeSTiGATionS B PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 10.00 10.00 0.39 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,255,745 1,255,745 1,224,010 1,224,010 1,198,016 1,198,016 -25,994 -25,994 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 257 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,128,201 124,744 2,800 0 1,255,745 0 1,255,745 1,160,885 56,525 6,600 0 1,224,010 0 1,224,010 1,137,449 53,667 6,900 0 1,198,016 0 1,198,016 -23,436 -2,858 300 0 -25,994 0 -25,994 AuTo CRiMeS inVeSTiGATionS PuBLIC SAFETY - POLICE A Strategic Goal(s) • Program Description The Auto Crimes Investigations program investigates crimes related to vehicles such as auto theft, burglary to vehicles (breaking into and stealing items inside the car), criminal damage to vehicles, theft from vehicles (stealing items off the outside of cars) and recovered auto thefts (involves vehicles stolen in Scottsdale and vehicles stolen in other jurisdictions and recovered in Scottsdale). The unit also provides crime prevention programs such as deploying bait vehicles, conducting vehicle identification number etching sessions and managing the Automated License Plate Reader system. FY 09/10 Highlights • • • 258 Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods The unit achieved a clearance rate of 23.4 percent compared to the West Region average of 10.5 percent. The automated License Plate Reader system resulted in 22 stolen vehicles and 18 stolen license plates being recovered. Achieved public awareness through newsletters, vehicle identification number etching, Watch Your Car Program and public safety displays to increase citizen knowledge on how not to become a victim. Utilize a multi-disciplinary approach to auto crimes investigation through intelligence, crime analysis and crime prevention, in an effort to increase the auto crime clearance rate and reduce crime. Effectively partner with the Maricopa County Attorney Repeat Offender Program to target known offenders who disproportionately commit crimes against vehicles in order to support their drug habits or other criminal activity. Provide community education on how to deter auto theft and burglary from vehicle crimes. Decrease in health/dental expenses due to using health care trust fund reserves. Decrease in overtime expenses as a result of full staffing and continuation of overtime reduction strategies. AuTo CRiMeS inVeSTiGATionS A PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 9.00 9.00 9.00 0.35 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,044,623 9,952 1,054,575 1,017,606 0 1,017,606 961,899 0 961,899 -55,707 0 -55,707 Funding Source General Fund Grants Fund Total Division Budget 259 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 975,516 73,107 5,953 0 1,054,575 0 1,054,575 956,940 56,556 4,110 0 1,017,606 0 1,017,606 901,068 56,721 4,110 0 961,899 0 961,899 -55,872 165 0 0 -55,707 0 -55,707 FinAnCiAl CRiMeS inVeSTiGATionS PuBLIC SAFETY - POLICE F Strategic Goal(s) • Program Description The Financial Crimes Investigations program investigates fraud, forgery, embezzlement, identity theft and fraud scheme cases. These investigations are typically complex and require a wide range of investigative resources. As the use of advanced technology continues to become more pervasive, these investigations often involve the seizure of computers and electronic storage devices, requiring forensic examination by the Computer Crimes Unit. Additionally, these crimes often occur across numerous jurisdictions and require us to frequently coordinate our investigations with other law enforcement agencies. FY 09/10 Highlights • • • 260 • • Next Year Priorities • • • Enhance Neighborhoods Investigated numerous high profile fraud scheme cases involving investment fraud, land sale and mortgage fraud. Investigated a suspect involved in a $65 million Ponzi scheme, who was subsequently indicted by a grand jury. Teamed up with the Repeat Offender Unit to work several large-scale cases involving multiple search warrants and arrests, resulting in recovery of stolen/fraudulent evidence and numerous indictments. Gathered financial information on suspects and victims to assist the Violent Crimes Unit with three homicide cases. Made several informational presentations to both internal and external customers which provided awareness and prevention tips for fraud and identity theft crimes. Utilize a multi-disciplinary approach to fraud investigation through intelligence, crime analysis and crime prevention, in an effort to increase the fraud clearance rate and achieve a reduction in fraud related crimes. Continue to educate the public about current fraud schemes and identity theft trends in order to reduce the number of crimes. Implement technology in order to pro actively combat identity theft and fraud scheme offenders. • Budget Notes and Changes • Decrease in health/dental expenses due to using health care trust fund reserves. FinAnCiAl CRiMeS inVeSTiGATionS F PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 9.00 9.00 0.35 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,144,935 1,144,935 1,084,572 1,084,572 1,033,598 1,033,598 -50,974 -50,974 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 261 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,066,334 73,846 4,756 0 1,144,935 0 1,144,935 1,021,643 58,754 4,175 0 1,084,572 0 1,084,572 968,680 61,843 3,075 0 1,033,598 0 1,033,598 -52,963 3,089 -1,100 0 -50,974 0 -50,974 RePeAT oFFenDeR PRoGRAM PuBLIC SAFETY - POLICE R Strategic Goal(s) • Program Description The Repeat Offender program is responsible for identifying, targeting, tracking, safely apprehending and successfully prosecuting those individuals committing five or more Part I offenses weekly. Part I offenses include auto theft, robbery, burglary, and felony theft. Other offenses the Repeat Offender Program uses as targeting criteria are trafficking in stolen property, identity theft, fraud schemes, misconduct involving weapons, and computer tampering. The concept of the Repeat Offender Program is based on long-term research showing a small percentage of criminals are responsible for a large percentage of crime. FY 09/10 Highlights • 262 • • Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods Achieved a 98 percent conviction rate by targeting 151 new repeat offender candidates. Achieved an approximate 90 percent prison incarceration rate for convicted repeat offenders. Some repeat offenders that do not have prior convictions were offered probation in lieu of prison and remain in the program. Responsible for 118 repeat offenders being sentenced to the Department of Corrections for a total of 830.75 prison years collectively. The average sentence per person was 7 years. The unit authored and served 30 search warrants and recovered over $176,338 in stolen or seized property. Pro actively identify and investigate repeat offenders that have demonstrated a prolific propensity to commit five or more Part I offenses per week. Obtain prison sentences on at least 90 percent of target repeat offenders through the Maricopa County Attorney's Office Gang/Repeat Offender Program, which concentrates on post-arrest enhancement to increase the average sentence length of career criminals. Assist other units in the Police Department with the surveillance and safe apprehension of known offenders using state of the art technology and tactics. Salary and benefits increased based on the current employees assigned to the program. Increase in Fleet maintenance and operation internal service fund. RePeAT oFFenDeR PRoGRAM R PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 8.00 8.00 8.00 0.31 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,159,317 1,159,317 1,108,674 1,108,674 1,149,679 1,149,679 41,005 41,005 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,094,090 50,891 14,336 0 1,159,317 0 1,159,317 1,011,292 84,862 12,520 0 1,108,674 0 1,108,674 1,038,271 101,788 9,620 0 1,149,679 0 1,149,679 26,979 16,926 -2,900 0 41,005 0 41,005 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 263 CoMPuTeR CRiMe inVeSTiGATionS PuBLIC SAFETY - POLICE C Strategic Goal(s) • Program Description The Computer Crimes Investigations program has a dual role of investigating Internet-based crimes and managing the recovery of all seizures involving any type of digital evidence for the Police Department. The Computer Crimes Unit also has personnel assigned to the Arizona Counter Terrorism Information Center (ACTIC) where they perform the same recovery and processing of digital evidence for a variety of state and federal police agencies. In its investigative capacity, the unit operates as the case agent for large scale Internet frauds and thefts of intellectual properties. This includes computer hacking and terrorism linked to electronic communication. FY 09/10 Highlights • • 264 • • • Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods Recovered $450,000 in stolen inventory through an investigation involving a suspect stealing designer sunglasses and reselling them on eBay. Provided assistance during several homicide investigations involving computer forensics, cell phone analysis, surveillance video recovery and composite forensic sketch. Assisted several agencies including FBI, ICE, US Postal, US Secret Service, Salt River PD, the Arizona Attorney General, Prescott PD and others with forensics and video enhancement. Networked old City computers and used their processors to speed up the forensic examination process, which will save investigative time and money. process, which will save investigative time and money. Conduct proactive and reactive computer crime investigations. Conduct forensic examinations of computer components, mobile devices and related electronic storage devices. Assist other units with computer related search warrants, seizures, telephone and video recovery and analysis. Decrease in overtime expenses as a result of full staffing and continuation of overtime reduction strategies. Decrease in health/dental expenses due to using health care trust fund reserves. CoMPuTeR CRiMe inVeSTiGATionS C PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 871,659 871,659 866,967 866,967 831,619 831,619 -35,348 -35,348 Funding Source General Fund Total Division Budget 265 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 784,668 81,759 5,232 0 871,659 0 871,659 800,130 56,437 10,400 0 866,967 0 866,967 769,534 47,185 14,900 0 831,619 0 831,619 -30,596 -9,252 4,500 0 -35,348 0 -35,348 DRuG enFoRCeMenT PuBLIC SAFETY - POLICE D Strategic Goal(s) • Program Description The Drug Enforcement Unit (DEU) is responsible for investigating illegal drug activity in our community through the use of traditional and nontraditional investigative methods, including undercover operations. This unit also seeks to disrupt and dismantle local drug trafficking organizations by conducting thorough and complete criminal investigations, and by employing appropriate Racketeer Influenced and Corrupt Organizations Act (RICO) laws in order to seize illegally obtained assets from such organizations. The DEU is responsible for investigating and interdicting shipped packages that contain illegal drugs and illegal drug proceeds. FY 09/10 Highlights • 266 • • • Next Year Priorities • • • • Budget Notes and Changes • • Enhance Neighborhoods Completed an extensive investigation of a local drug trafficking organization that resulted in the indictment of numerous suspects and the seizure of a significant amount of illegal drugs and illegally obtained assets. Investigated numerous drug related shipping incidents where packages containing such items as marijuana, cocaine, and cash (illegal proceeds) were interdicted. Responded to community tips and neighborhood complaints that resulted in several investigations involving illegal drug trafficking organizations. Successfully investigated several area high school aged youth that were involved in using and trafficking in heroin and other illegal drugs. Conduct prompt, thorough, and effective drug investigations that positively impact Scottsdale neighborhoods, schools, and our community. Respond promptly to citizen complaints and tips that involve illegal drug activity and neighborhood drug problems. Submit thorough and complete investigations to prosecutors that require no additional investigation. Disrupt and dismantle local drug trafficking organizations, and employ RICO laws as appropriate. Increase in special revenue funded one time equipment purchases such as patrol equipment, a utility truck for the installation/removal of camera equipment, and traffic crash survey equipment. Redeployed a position from Technical Operations to DEU to meet high service demands. DRuG enFoRCeMenT D PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 11.00 11.00 0.43 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,301,908 118,189 413,798 2,833,896 2,210,448 169,137 543,958 2,923,543 2,311,127 135,228 922,736 3,369,091 100,679 -33,909 378,778 445,548 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,416,273 1,073,231 342,077 2,315 2,833,896 0 2,833,896 1,360,520 1,484,023 79,000 0 2,923,543 0 2,923,543 1,440,603 1,497,388 249,100 182,000 3,369,091 0 3,369,091 80,083 13,365 170,100 182,000 445,548 0 445,548 Funding Source General Fund Grants Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 267 DRuG inTeRDiCTion 268 PuBLIC SAFETY - POLICE D Strategic Goal(s) • Program Description The Drug Interdiction program focuses on investigating medium and large scale drug trafficking organizations, conducting long term drug conspiracy investigations, and effectively disrupting and dismantling drug related criminal organizations. The U.S. Drug Enforcement Administration (DEA) in partnership with the Scottsdale Police Department shares personnel and resources with this unit. This partnership significantly enhances the ability to investigate drug trafficking organizations while reducing costs to the City. This group also acts as a regional response unit for other DEA investigative groups from around the country. The Drug Interdiction group conducts asset forfeiture investigations and utilizes RICO statutes for the purpose of disrupting and dismantling criminal organizations. FY 09/10 Highlights • • • Next Year Priorities • • • • • Budget Notes and Changes • Enhance Neighborhoods Partnered with the Drug Enforcement Administration in the successful investigation of locally based drug trafficking organizations that resulted in the indictment of numerous suspects and the seizure of a significant amount of illegal drugs and illegally obtained assets. Disrupted and dismantled a large scale cocaine and heroin trafficking organization that was based in the Phoenix metropolitan area and distributing to locations in the Midwest, East Coast, and Europe. Disrupted and dismantled a large scale marijuana trafficking organization that was based in the Phoenix metropolitan area, and distributing to locations in the Midwest. Investigate, disrupt and dismantle drug trafficking organizations. Submit complete and thorough investigations for successful prosecution that require no additional investigation. Continue the Department's partnership with the U. S. Drug Enforcement Administration. Develop a formal field training program for newly assigned investigators. Participate in Red Ribbon Week, an annual community outreach antidrug campaign. No significant changes to the program. DRuG inTeRDiCTion D PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 862,926 862,926 859,200 859,200 850,861 850,861 -8,339 -8,339 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 269 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 821,541 41,384 0 0 862,926 0 862,926 812,174 46,276 750 0 859,200 0 859,200 800,741 47,620 2,500 0 850,861 0 850,861 -11,433 1,344 1,750 0 -8,339 0 -8,339 SuRVeillAnCe/SwAT PuBLIC SAFETY - POLICE S Strategic Goal(s) • Program Description The Surveillance/Special Weapons and Tactics (SWAT) program conducts surveillance in support of major cases throughout the department. Additionally, this unit is responsible for high-risk fugitive apprehensions and provides tactical support on high-risk warrant services. The unit is also a primary squad on the larger tactical team and is responsible for the administrative functions of the SWAT team. The SWAT component is prepared to respond 24 hours a day to all requests for enhanced tactical assistance. SWAT team members serve high-risk warrants, respond to hostage/barricades, suicidal subjects and any other tactical emergency including weapons of mass destruction/terror-related incidents. FY 09/10 Highlights • 270 • • Next Year Priorities • • • Budget Notes and Changes • • • Enhance Neighborhoods Conducted 98 tactical operations in high-risk environments. Most resulted in the apprehension of a suspect or suspects without significant injury to officers. Continued ongoing training to maintain readiness for 10 SWAT personnel to respond to weapons of mass destruction (WMD) events. Ongoing participation in the valley wide Urban Area Security Initiatives (UASI). Made 196 arrests, the majority dangerous and violent felons, for crimes such as homicide, sexual assault, and home invasion robbery. Serve on the Valleywide UASI to be on call in the event of a large scale weapons of mass destruction event that requires multiple agencies. Provide enhanced tactical support 24 hours a day, seven days a week. Serve high-risk search and arrest warrants. Assist detectives with surveillance operations and technical support, with an emphasis on violent and dangerous felons. Reduced miscellaneous salary budget to reflect current expenditure history. Decrease in health/dental expenses due to using health care trust fund reserves. Reduction in property, liability and worker's compensation internal service fund rate. SuRVeillAnCe/SwAT S PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 8.00 8.00 8.00 0.31 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,629,257 1,629,257 1,703,308 1,703,308 1,541,832 1,541,832 -161,476 -161,476 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 271 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,332,879 193,220 103,159 0 1,629,257 0 1,629,257 1,413,380 184,228 105,700 0 1,703,308 0 1,703,308 1,305,318 133,214 103,300 0 1,541,832 0 1,541,832 -108,062 -51,014 -2,400 0 -161,476 0 -161,476 CRiMinAl inTelliGenCe PuBLIC SAFETY - POLICE C Strategic Goal(s) • Program Description The Criminal Intelligence program is responsible for the investigation of vice-related activities including background investigations on applications pertaining to employees of adult entertainment and massage facilities. Personnel also disseminate sensitive intelligence information to field personnel and work closely with the Federal Bureau of Investigation (FBI) on counter-terrorism activities. Criminal intelligence personnel also provide dignitary protection to high ranking public officials that visit Scottsdale, and as of July 2009 began handling all out-of-state extradition fugitive warrants. FY 09/10 Highlights • • 272 • • Next Year Priorities • • • Budget Notes and Changes • Enhance Neighborhoods The Criminal Intelligence Unit trained and outfitted two detectives to pick up out-of-state fugitives who are awaiting extradition. 15 fugitives were brought back to Arizona on Scottsdale charges ranging from homicide to fraud. One detective is now a 'Level A' Terrorism Liaison Officer (TLO) and is receiving ongoing training in the TLO program. The TLO program provides the City with the resources to conduct threat assessments while working closely with statewide law enforcement and fire officials. Made numerous vice related enforcement and arrests from Internet sources, especially in local hotels and resorts. Assisted several federal agencies with dignitary protection details for high ranking officials all the way up to the Vice President. Assist the City with intelligence support and information. Continue to enforce revised massage and adult entertainment ordinances and investigate prostitution problems in Scottsdale. Continue supporting federal, state and local law enforcement agencies with dignitary protection details. Redeployed a Technical Operations position to this unit to meet high service demands. CRiMinAl inTelliGenCe C PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7.00 8.00 8.00 0.31 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 791,113 791,113 804,823 804,823 901,551 901,551 96,728 96,728 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 273 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 729,065 61,127 921 0 791,113 0 791,113 768,253 35,125 1,445 0 804,823 0 804,823 873,048 26,058 2,445 0 901,551 0 901,551 104,795 -9,067 1,000 0 96,728 0 96,728 ConSPiRACY inVeSTiGATionS PuBLIC SAFETY - POLICE C Strategic Goal(s) • Program Description The Conspiracy Investigations program is responsible for the development, management, maintenance, deployment, and operations of electronic surveillance equipment and other technologies that assist the organization in achieving its investigative and operational goals. Personnel provide technical support for criminal investigations, tactical operations, special events and other community issues. The technical equipment that is available includes overt and covert camera systems, electronic tracking systems, digital cameras and recorders, special transmitters and receivers, and wire intercept systems. The Conspiracy Investigations program also supports the Special Weapons and Tactics Team by managing and operating robotics and monitoring systems. FY 09/10 Highlights • 274 • • Next Year Priorities • • • • Budget Notes and Changes • Enhance Neighborhoods Developed, managed, maintained, deployed and operated electronic surveillance equipment and other technologies that assisted the organization in achieving its investigative and operational goals. Utilized special equipment and conducted several court-ordered wire intercepts which led to the successful prosecution and dismantling of criminal organizations. Developed equipment inventory software program, and completed an inventory of all technical operations equipment. Support other units in the department with criminal investigations, special events and neighborhood issues by developing, deploying and operating special electronic surveillance equipment and other technology. Complete a three year plan for the Conspiracy Investigations program which includes equipment, personnel, and training needs. Develop and finalize Conspiracy Investigations program policy and operations orders. Collaborate with Emergency Management and Homeland Security to ensure communications and monitoring systems are in place to support emergency operations management in the City. Redeployed two positions to meet high service demands in other narcotics enforcement-related programs. ConSPiRACY inVeSTiGATionS C PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7.00 5.00 5.00 0.20 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 842,145 77,815 919,961 841,154 13,636 854,790 690,911 0 690,911 -150,243 -13,636 -163,879 Funding Source General Fund Grants Fund Total Division Budget 275 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 898,280 7,528 14,153 0 919,961 0 919,961 775,899 69,891 9,000 0 854,790 0 854,790 591,166 88,495 11,250 0 690,911 0 690,911 -184,733 18,604 2,250 0 -163,879 0 -163,879 PoliCe ReCoRDS PuBLIC SAFETY - POLICE P Strategic Goal(s) • Program Description The Police Records program serves as the central repository for all police reports and related records and is responsible for maintaining strict accountability for all police reports. The Police Records Unit provides support to officers, other law enforcement agencies, courts, prosecution and the community. Included in the unit's services are providing criminal history information and officer support 24 hours a day, seven days per week. FY 09/10 Highlights • • • • 276 Next Year Priorities • • • • Budget Notes and Changes • • • Enhance Neighborhoods Collaborated with Fire Department to streamline public records requests. Collaborated with Court to decrease costs of citations by printing bond information on back of citations. Increased efficiencies and reduced paper usage through technological advancements. Trained other members of the PD on Arizona Criminal Justice Information System and security of the system, and Adult Learning Styles through Sworn Modular and Civilian training sessions. Submit timely, accurate reports with respect to Uniform Crime Reporting, Final Disposition Reporting to Criminal History Repository, and record retention. Support internal and external customers by providing up to date information via PD Records Management Systems and Arizona Criminal Justice Information Sharing Network. Provide extraordinary customer service to Scottsdale citizens in answering requests for data such as copies for collision reports, departmental reports, calls for service, records of search and field contact cards. Actively train police employees in Arizona Criminal Justice Information System requirements, Officer in Charge Training, Adult Learning Styles, and updates to policies through detective meetings and patrol briefings. Redeployed one position to the Family Advocacy Center and one position to the Crime Laboratory to meet high service demands. Decrease in overtime expenses as a result of overtime reduction strategies and service improvements. Decrease in health/dental expenses due to using health care trust fund reserves. PoliCe ReCoRDS P PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 35.00 31.00 31.00 1.22 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,197,889 2,197,889 2,091,826 2,091,826 1,866,684 1,866,684 -225,142 -225,142 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 277 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,108,429 85,901 3,559 0 2,197,889 0 2,197,889 1,995,614 90,658 5,554 0 2,091,826 0 2,091,826 1,751,174 110,156 5,354 0 1,866,684 0 1,866,684 -244,440 19,498 -200 0 -225,142 0 -225,142 TeChnoloGY PuBLIC SAFETY - POLICE T Strategic Goal(s) • Program Description The Technology program provides computer- and communicationsbased technologies necessary to support a modern and efficient department and the software and hardware support services necessary to maintain multiple, highly specialized mission critical applications. The technology program maintains and enhances network and applications interfaces with other criminal justice applications at the local, county, state and federal levels. FY 09/10 Highlights • • • 278 Next Year Priorities • • • • Budget Notes and Changes • • Enhance Neighborhoods Successfully completed a full upgrade to Computer Aided Dispatch, Mobile Application and Records Management Systems and related hardware. Initiated major improvement in remote queries from the patrol vehicle allowing more complete information available real-time providing greater officer safety and efficiency. Successfully upgraded the Laboratory Information Management System to most current software version and related hardware. Implement COPLINK enabling access to other law enforcement records management systems ensuring the timely dissemination of criminal history and the ability to identify relationships between crimes. Implement a fully integrated solution with the Records Management System and Laboratory Information Management System to streamline data entry, lab requests and adhere to regulated chain-ofcustody procedures. Expand the capabilities of the Police Department to share crime data with other valley, state and federal agencies and look for opportunities to share software applications. Enhance storage capabilities and secured access digital evidence to not only keep pace with current demand but prepare for future expansion needs. Redeployed one position from elsewhere in the department to meet high service demands. Increase in division-wide base telephone internal service fund rate. TeChnoloGY T PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 9.00 10.00 10.00 0.39 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,666,635 1,666,635 1,781,576 1,781,576 1,921,911 1,921,911 140,335 140,335 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 279 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 828,517 836,399 1,719 0 1,666,635 0 1,666,635 849,424 919,502 12,650 0 1,781,576 0 1,781,576 964,404 946,707 10,800 0 1,921,911 0 1,921,911 114,980 27,205 -1,850 0 140,335 0 140,335 PoliCe SuPPlY & equiPMenT PuBLIC SAFETY - POLICE P Strategic Goal(s) • Program Description The Police Supply and Equipment program is responsible for providing logistical support for supplies and equipment needed by Police Department personnel. The program is responsible for maintaining the Police Department's vehicles and all associated vehicle equipment. The program distributes, maintains, installs, and repairs varied equipment such as portable/mobile radios, laptop computers, uniforms and other sworn and non-sworn equipment needs. The program is also responsible for supporting field operations during contingencies, large investigations/events and call outs and deploys and operates the Police Department Command and SWAT vans. The program orders and maintains all office supplies. FY 09/10 Highlights • • 280 • Next Year Priorities • • • • Budget Notes and Changes • • Enhance Neighborhoods Worked with Fleet Management to implement programs that reduced downtime for all Police Department vehicles by 35 percent. Partnered with Fleet Management to increase efficiencies with vehicles requiring preventative maintenance. Reduced downtime associated with preventative maintenance by 50 percent by correlating the scheduling of vehicles with Fleet and Police Department staffing. Merged Police and Fire department supply and equipment warehouses at the Via Linda facility. Identified areas where cross training employees will improve efficiencies. Reduced expenditures by 10 percent. Coordinate the maintenance process for Police and Fire vehicles with the fleet department. Work with fleet to continue to reduce vehicle downtime. Implement an inventory control system for both Police and Fire supply and equipment sections. Reduce office supply usage and streamline ordering process utilizing technology and the City's Intranet. Integrate the management of Police and Fire personnel communications devices including radios, cell phones and pagers into Public Safety Supply and Equipment. Continue to partner with Information Technology to bring the new Public Safety Radio system online. Police Supply and Equipment is responsible for purchasing and programming police radios. Eliminated one position as a result of budget balancing strategy. Reduced contractual services (other professional services and cell phone contracts) based on usage. PoliCe SuPPlY & equiPMenT P PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 9.00 8.00 8.00 0.31 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,185,387 2,185,387 2,322,025 2,322,025 2,229,696 2,229,696 -92,329 -92,329 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 281 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 957,140 758,135 470,112 0 2,185,387 0 2,185,387 628,619 1,148,146 545,260 0 2,322,025 0 2,322,025 583,289 1,106,767 539,640 0 2,229,696 0 2,229,696 -45,330 -41,379 -5,620 0 -92,329 0 -92,329 CoMMuniCATionS PuBLIC SAFETY - POLICE C Strategic Goal(s) • Program Description The Communications program answers 9-1-1 emergency and nonemergency calls for the Police Department in the City of Scottsdale. The communications call taker is often the public's first point of contact, and is responsible for the courteous and efficient determination as to the type and urgency of the assistance required and the most effective response. The radio operators provide help and assistance by sending officers to aid the caller. They are responsible for monitoring and updating field unit activities, managing calls for service, and performing numerous computerized and data file inquiries such as motor vehicles, driver license and wanted persons. FY 09/10 Highlights • 282 • • Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods Partnered with the Crime Prevention Office to conduct the Communications Education Program through which personnel speak in schools, community meetings, business offices, as well as internal City offices and programs. Upgraded the telephone system to take advantage of technological trends in Voice over Internet Protocol products, thereby improving the ability to respond to customers. Partnered with the Personnel Section and Human Resources to strengthen testing processes to identify the most qualified candidates for dispatching positions. With the updated standards in place, the training success rate has improved from 60 percent to 100 percent. Provide internal training programs for personnel to improve knowledge and efficiency of all computer systems and emergency procedures. Proactive assessment and acquisition of available technological advancements that increase communication's ability to meet customer needs. Consolidate tasks, responsibilities, and duties to reduce overall expenditures. Redeployed one position to the Crime Laboratory to meet high service demands. Decrease in overtime expenses as a continuation of overtime reduction strategies. CoMMuniCATionS C PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 52.00 51.00 50.00 1.96 % -1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4,189,601 4,189,601 3,927,191 3,927,191 3,723,494 3,723,494 -203,697 -203,697 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 283 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4,100,172 82,241 7,188 0 4,189,601 0 4,189,601 3,822,714 99,127 5,350 0 3,927,191 0 3,927,191 3,633,979 84,115 5,400 0 3,723,494 0 3,723,494 -188,735 -15,012 50 0 -203,697 0 -203,697 PRoPeRTY & eViDenCe PuBLIC SAFETY - POLICE P Strategic Goal(s) • Program Description The Property and Evidence Program is responsible for receiving, storing, indexing, safekeeping, retrieving, and disposing all evidence and property that is impounded by the Scottsdale Police Department. FY 09/10 Highlights • • • Next Year Priorities • • 284 • Budget Notes and Changes • • Enhance Neighborhoods Initiated and completed one drug disposal and one weapons disposal in which over 300 weapons were destroyed. Completed all required internal and external inspections and quality audits. Added four additional temporary contract employees who assist in cataloging, disposing and moving evidence from multiple off-site locations to the new centralized property and evidence warehouse. Ensure all impounded items are properly secured from theft, unauthorized handling or destruction. Ensure all property and evidence is properly packaged, sealed, stored and maintained, and that proper accountability procedures are followed. Ensure all items are disposed of in a timely and legal manner. Decrease in overtime expenses due to completing the move to the new property and evidence building. Decrease in warehouse rental as a result of fully functioning new property and evidence building. PRoPeRTY & eViDenCe P PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7.50 7.50 7.50 0.29 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 604,036 604,036 592,035 592,035 513,530 513,530 -78,505 -78,505 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 285 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 500,403 99,296 4,336 0 604,036 0 604,036 518,619 55,116 18,300 0 592,035 0 592,035 480,405 28,425 4,700 0 513,530 0 513,530 -38,214 -26,691 -13,600 0 -78,505 0 -78,505 CRiMe lABoRAToRY PuBLIC SAFETY - POLICE C Strategic Goal(s) • Program Description The Crime Laboratory program is responsible for the evaluation and analysis of all blood alcohol/toxicology, controlled substances, forensic biology (DNA), hair/fiber, firearm/tool mark, and fire debris submissions, as well as the development, recovery and comparison of latent impressions present on forensic evidence. Program employees provide testimony in court on the results of analysis completed on evidence submissions to the laboratory. The program is also responsible for processing, developing and printing crime scene photographs for investigative purposes, and maintaining all criminal history information. FY 09/10 Highlights • • 286 • Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods The crime laboratory moved into a new 18,000 square foot facility located at the McKellips Service Center. Received grants from the Arizona Criminal Justice Commission totaling over $139,000 to assist in the purchase of forensic equipment and to enhance the crime laboratory's ability to preserve and analyze DNA evidence. Successfully completed a required Federal Bureau of Investigation (FBI) DNA operations quality audit and an FBI Combined DNA Index System (CODIS) audit. Provide timely forensic evidence analysis support and assistance to Police Department personnel. Complete re-accreditation through the American Society of Crime Laboratory Directors/Laboratory Accreditation Board (ASCLD/LAB) lnternational accreditation program. Ensure all members of the crime laboratory are able to provide expert forensic service through continued training, professional development, and proficiency testing. One position was redeployed from Communications to the Crime Lab Program to meet high service demands. Decrease in moving services and work flow modifications due to relocating to the new Forensic Services Division building. CRiMe lABoRAToRY C PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 18.00 18.00 19.00 0.75 % 1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,826,614 108,683 189,664 2,124,962 1,799,966 0 426,908 2,226,874 1,882,104 70,000 256,208 2,208,312 82,138 70,000 -170,700 -18,562 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,620,317 225,223 171,305 108,117 2,124,962 0 2,124,962 1,582,235 391,194 253,445 0 2,226,874 0 2,226,874 1,654,030 309,587 244,695 0 2,208,312 0 2,208,312 71,795 -81,607 -8,750 0 -18,562 0 -18,562 Funding Source General Fund Grants Fund Special Programs Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 287 CRiMe AnAlYSiS PuBLIC SAFETY - POLICE C Strategic Goal(s) • Program Description The Crime Analysis program works as an analytical resource to prevent and suppress crime and facilitate the apprehension of criminals. The services are provided through three types of crime analysis; strategic (patrol allocation, problem solving analysis, community policing initiatives), tactical (crime series/pattern identification, case clearances) and administrative (council requests, staff requests, website publications). FY 09/10 Highlights • • • 288 • • Next Year Priorities • • • • Budget Notes and Changes • Enhance Neighborhoods Facilitated information sharing and linking similar crimes by crossing jurisdictional boundaries through a coordinated effort with other law enforcement agencies. Assisted in bringing the International Association of Crime Analysts Annual Training Conference to Scottsdale, drawing 300 people from seven countries and 35 states. Prepared and presented the monthly computerized statistics (COMPSTAT) meeting that facilitated crime reduction through accountability and information sharing. Created several new automated reports to assist patrol and police personnel with identifying hot spots in the four districts. Collaborated with other City departments to create a better crime mapping website via RAIDS Online. Identify current crime series and patterns. Provide analysis to support the proper allocation of patrol resources to address specific crime patterns. Provide quality and timely analysis of crime data to support community policing, criminal apprehension, and enhancement of public safety. Enhance awareness of the Crime Analysis Unit's capabilities and introduce new technologies through attending the patrol briefings of every squad in each district. No significant changes to the program. CRiMe AnAlYSiS C PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5.00 4.00 4.00 0.16 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 324,137 324,137 307,981 307,981 289,419 289,419 -18,562 -18,562 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 289 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 311,400 12,537 200 0 324,137 0 324,137 295,057 12,074 850 0 307,981 0 307,981 279,635 9,084 700 0 289,419 0 289,419 -15,422 -2,990 -150 0 -18,562 0 -18,562 CRiMe SCene PRoCeSSinG PuBLIC SAFETY - POLICE C Strategic Goal(s) • Program Description The Crime Scene Processing program is responsible for examining, processing, and investigating all types of crime scenes for the recognition, collection, and preservation of physical evidence through various methods, which include report writing, photographing, sketching and diagramming, and physical evidence preservation (latent fingerprint processing and collection, footwear and tire track casting, blood spatter interpretation, shooting reconstruction, fluid and trace evidence recovery). Unit personnel also provide court testimony on what evidence was recovered and processed at crime scenes and what methods were used to collect it. FY 09/10 Highlights • • 290 • Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods Filled and trained all crime scene specialist positions. Selected individuals from the unit received training on the new American Society of Crime Laboratory Directors/Laboratory Accreditation Board (ASCLD/LAB) -International requirements in preparation for implementing this accreditation program. The Crime Scene Section moved staff and equipment into its new facility without disruption of services to the community. Ensure that proper crime scene processing techniques for the collection and preservation of evidence comply with (ASCLD/LAB) accreditation standards. Ensure the crime scene unit has the ability and expertise to perform all general and specialized crime scene processing functions required through continued training, professional development, and proficiency testing. Have one-third of the staff achieve individual crime scene technician certification. Salary and benefits decreased based on the current employees assigned to the program. Decrease in health/dental expenses due to using health care trust fund reserves. CRiMe SCene PRoCeSSinG C PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 11.00 11.00 11.00 0.43 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 968,584 968,584 867,446 867,446 790,238 790,238 -77,208 -77,208 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 291 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 895,317 67,173 6,094 0 968,584 0 968,584 795,349 59,572 12,525 0 867,446 0 867,446 699,781 78,712 11,745 0 790,238 0 790,238 -95,568 19,140 -780 0 -77,208 0 -77,208 PlAnninG, ReSeARCh & ACCReDiTATion PuBLIC SAFETY - POLICE P Strategic Goal(s) • Program Description The Planning, Research and Accreditation program encompasses four main areas: Strategic planning - responsible for developing, implementing and tracking of the Police Department’s strategic plan; Research and administrative staff support - responds to requests for management information and reports; Policy development/maintenance - responsible for developing, tracking and archiving policies, procedures, rules and regulations; Accreditation - responsible for maintaining compliance with the accreditation standards set forth by the Commission on Accreditation for Law Enforcement Agencies (CALEA). FY 09/10 Highlights • 292 • • • Next Year Priorities • • • Budget Notes and Changes • Enhance Neighborhoods Coordinated the most successful department re-accreditation to date, ensuring policy supported more than 460 CALEA standards and distributed more than 272 policies. Managed the Police Department Five-Year Strategic Plan, tracking and reporting on active strategies in support of the department's Strategic Directions. Coordinated the strategic planning efforts for the Public Safety Division and for the Fire Department, including conducting facilitated strategic planning sessions and documenting outcomes. Completed 67 administrative research reports and responded to 149 information/data requests from department and other law enforcement agencies. Maintain and update well-written, legally sound policy and procedure documents in accordance with international best practices and accepted standards of excellence in policing. Coordinate the department-wide strategic planning and performance measures processes. These will result in the review, revision and publication of the strategic plan and development of associated measures for tracking progress toward stated goals and objectives. Provide research and analytical support to the Chief of Police, Command Staff, and other Police Department and public safety partners as needed. Eliminated position as a result of budget balancing strategy. PlAnninG, ReSeARCh & ACCReDiTATion P PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7.00 6.00 6.00 0.24 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 559,225 559,225 575,667 575,667 518,069 518,069 -57,598 -57,598 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 293 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 548,373 10,230 623 0 559,225 0 559,225 560,365 14,252 1,050 0 575,667 0 575,667 505,795 11,574 700 0 518,069 0 518,069 -54,570 -2,678 -350 0 -57,598 0 -57,598 ReCRuiTinG & PeRSonnnel PuBLIC SAFETY - POLICE R Strategic Goal(s) • Program Description The Recruiting and Personnel program conducts pre-employment recruitment and selection testing as well as background investigation in the hiring of sworn and civilian employees. The unit is also responsible for the facilitation of a wide variety of personnel related issues for incumbent employees within the Police Department. FY 09/10 Highlights • • • • 294 • Next Year Priorities • • • Budget Notes and Changes • Enhance Neighborhoods Received over 600 police officer applications and invited 402 applicants to the physical agility and written test. Tested 247 and interviewed 162. Scheduled 26 Communications Dispatcher test dates and invited 240 applicants. In FY 2009/10, 11 recruitments were conducted and 1,640 applications were received. Partnered with the Fire Department on a multi-agency fire fighter recruitment and assisted during the application and testing processes. Completed and implemented process improvements by evaluating the entire background process. Assisted the Investigative Services Division by administering polygraph examinations to potential suspects or persons of interest in a variety of criminal cases. Pro actively recruit and hire the most qualified sworn and civilian personnel regardless of their race, color, religion, origin, gender, or disability. Continue to maintain full staffing levels for sworn and civilian personnel. This allows the department to continue to provide a high level of customer service and contributes to the reduction of overtime expenditures, as well as to the increase in clearance rates. Build partnerships with valley community colleges and universities to increase student internship opportunities for the department that will support future hiring initiatives. The police officer pipeline program was reduced from 10 to five slots. The remaining five slots will help minimize the impact of police officer vacancies caused by attrition, transitional duty, military leave, and the extensive nine-and-a-half month police officer training program. ReCRuiTinG & PeRSonnnel R PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 7.00 6.00 6.00 0.24 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,527,742 19,145 1,546,887 1,421,456 0 1,421,456 1,041,715 0 1,041,715 -379,741 0 -379,741 Funding Source General Fund Grants Fund Total Division Budget 295 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,342,962 188,814 15,111 0 1,546,887 0 1,546,887 1,224,315 185,991 11,150 0 1,421,456 0 1,421,456 833,554 197,761 10,400 0 1,041,715 0 1,041,715 -390,761 11,770 -750 0 -379,741 0 -379,741 TRAininG PuBLIC SAFETY - POLICE T Strategic Goal(s) • Program Description The Police Training program conducts basic and advanced officer and civilian training for Police Department employees. The unit is responsible for ensuring compliance related to certifying entities for sworn and civilian positions. That includes identifying training liability trends, developing training plans, and forecasting required training based on current events. The unit also manages all administrative functions relating to training at three police academies and the Scottsdale Police/Fire Training Facility. FY 09/10 Highlights • • 296 • Next Year Priorities • • • Budget Notes and Changes • • Enhance Neighborhoods Increased efficiency within the Basic Training Program with the addition of a new Field Training Administrative Sergeant. This enabled the program to enhance the basic training and field training curriculum. Implemented an advanced training module system for all sworn and civilian employees. This training method allowed for a significant reduction in overtime yet allowed for increased efficiencies in the delivery of state mandated certification training. Expanded the Tom Hontz Training Facility, which resulted in a vastly improved training environment for both internal and external training partners. The increased technological capabilities of the facility ensured that officers received more realistic training. Attain required basic certifications through police academies and successful completion of field training and probation. Provide advanced training to employees to retain certifications, meet legislative, accrediting and other mandates, improve job or personal skills and to reduce liability. Provide a safe and practical training environment which enhances learning for police and fire personnel through the consistent use of current techniques and equipment with adherence to all safety protocols. Redeployed one position to meet high service demands. Decreased ammunition and weapons expenses due to sufficient stock on hand. TRAininG T PuBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 12.00 11.00 11.00 0.43 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,690,098 1,690,098 1,655,947 1,655,947 1,553,537 1,553,537 -102,410 -102,410 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 297 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,296,783 190,619 202,696 0 1,690,098 0 1,690,098 1,271,847 177,859 206,241 0 1,655,947 0 1,655,947 1,187,793 222,703 143,041 0 1,553,537 0 1,553,537 -84,054 44,844 -63,200 0 -102,410 0 -102,410 MuniCiPAl SeCuRiTY & eMeRGenCY PRePAReDneSS PuBLIC SAFETY - POLICE M PREPAREDNESS Strategic Goal(s) • Program Description The Municipal Security and Emergency Preparedness program develops and administers comprehensive police first responder security programs, including policies, procedures, employee training, education, and physical security applications in order to provide a safe, secure work environment and protect City employees and assets. The program also acts as the liaison to the Customer Services Division for administration of the City's alarm ordinance. FY 09/10 Highlights • • 298 • • Enhance Neighborhoods Collaborated with regional public safety, public health, and community partners to lead the City of Scottsdale in its H1N1 flu pandemic planning and response measures. Continued partnering with other regional public safety organizations through the Urban Area Security Initiative Working Group and the All Hazards Incident Management Team committee as a means to strengthen regional relationships, improve City of Scottsdale disaster and emergency preparedness and response capabilities, and remain competitive for future grant opportunities. Completed the issuance of newly designed employee identification badges incorporating the identification credentialing system into the citywide security access control program. Re-bid security systems contract to allow new and evolving security technologies to be implemented in City buildings. • Next Year Priorities • • • Budget Notes and Changes • Enhance police emergency preparedness capabilities through developing internal and external partnerships, policy development and training. Develop and administer security policies and procedures as part of a comprehensive security program for the protection of City personnel and assets. Provide training and education to employees regarding workplace safety to better enable them to manage routine and emergency situations. Redeployed lieutenant position to this program to oversee Emergency Preparedness functions. MuniCiPAl SeCuRiTY & eMeRGenCY PRePAReDneSS M PuBLIC SAFETY - POLICE PREPAREDNESS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 8.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,319,214 60,613 2,379,827 2,185,874 0 2,185,874 2,250,274 0 2,250,274 64,400 0 64,400 Funding Source General Fund Grants Fund Total Division Budget 299 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 746,271 1,560,248 34,446 38,862 2,379,827 0 2,379,827 511,464 1,662,910 11,500 0 2,185,874 0 2,185,874 569,428 1,669,346 11,500 0 2,250,274 0 2,250,274 57,964 6,436 0 0 64,400 0 64,400 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two Public works Public Works Administration Capital Project Management Real Estate Solid Waste Management Admin Services Residential Collection Services Container Repair Services Transfer Station Operations Commercial Collection Services Household Hazardous Waste Emergency Response Team Traffic Signals Street Signs and Markings Street Light Maintenance Street Operations Administration Street Cleaning Street Overlays & Maintenance Unpaved Roads & Drainage System Maintenance Alley Maintenance Intelligent Transportation Systems Fleet Management Administration Fleet Maintenance & Operations Fleet Parts Supply Fuel Vehicle Acquisition Facilities Management Planning & Admin Facilities Maintenance Contract Administration Space Planning PuBliC woRkS ADMiniSTRATion PuBLIC WORKS P Strategic Goal(s) • Program Description The Public Works Administration program manages Public Works operational, budget and financial activities. It also provides leadership, direction and support for all departments in Public Works. The Administration program coordinates all staffing requests for the division and manages the EYES program. FY 09/10 Highlights • • Next Year Priorities 302 • • • • Budget Notes and Changes • Seek Sustainability Coordinated and processed the Energy Efficiency Community Block Grant (EECBG) application for four projects and produced/processed all required quarterly and monthly reports. Provided quality and efficient services to our customers at the lowest possible cost. Provide leadership and management to ensure the most effective delivery of services by the Departments in support of the City Council's goals. Closely manage the Division’s operating budget to ensure continued quality services to our citizens. Monitor the Solid Waste Enterprise and Fleet Internal Service funds to ensure sufficient long term funding of the Division's and City's needs. Continue supporting Energy Efficiency Community Block Grant (EECBG) project managers and filing all required quarterly and monthly reports. No significant changes to the program. PuBliC woRkS ADMiniSTRATion P PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 393,281 393,281 340,921 340,921 338,459 338,459 -2,462 -2,462 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 303 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 369,723 16,719 6,839 0 393,281 0 393,281 323,308 13,613 4,000 0 340,921 0 340,921 319,613 14,346 4,500 0 338,459 0 338,459 -3,695 733 500 0 -2,462 0 -2,462 CAPiTAl PRojeCT MAnAGeMenT PuBLIC WORKS C Strategic Goal(s) • • • Program Description The Capital Project Management Program oversees management of the design, project management and construction of capital improvement projects for the City of Scottsdale. This includes infrastructure improvements such as streets, parks, stormwater, water and wastewater facilities, city and community buildings, and WestWorld. All of the projects are intended to improve the quality, availability and safety of infrastructure and public services for the residents of the City of Scottsdale. FY 09/10 Highlights • 304 • • • Next Year Priorities • • Budget Notes and Changes • Seek Sustainability Support Economic Vitality Advance Transportation Completed construction of facilities: Scottsdale Center for the Performing Arts, PD District 1, Justice & Detention Center, Grayhawk Park Ballfields, Phase 3 CAP Water Treatment Expansion, CAP Raw Water Pump Station, Appaloosa Library and Gateway Preserve Trailhead. Completed roadway and infrastructure projects: Indian Bend Rd: Scottsdale to Hayden, Cactus Rd: Loop 101 to 96th St, Indian School Rd: Hayden Rd to Drinkwater Blvd, and Miller Sewer: McDowell Rd to McKellips Rd. Projects recognized with LEED certifications: Gateway to the Preserve and Downtown Fire Station (Platinum), and the PD District 1 (Silver). The Appaloosa Library will potentially receive LEED Gold certification and has been the recipient of multiple awards and recognition from various organizations. Key areas of project focus: federal aid projects, approved fire stations, renovations to existing city facilities including Civic Center Library, completion of critical water and wastewater treatment facilities and delivery of key cultural projects such as the Soleri Bridge. Informing citizens of the 2010 bond election and assisting in the development of a possible November 2011 bond program. FY 2009/10 Budget does not reflect an adjustment to the CPM Allocation account for fleet vehicles turned in resulting in a credit in FY 2009/10. CAPiTAl PRojeCT MAnAGeMenT C PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 47.00 39.00 39.00 1.53 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0 0 -35,845 -35,845 0 0 35,845 35,845 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 305 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0 0 0 0 0 0 0 2,938 -38,783 0 0 -35,845 0 -35,845 40,000 -40,000 0 0 0 0 0 37,062 -1,217 0 0 35,845 0 35,845 ReAl eSTATe PuBLIC WORKS R Strategic Goal(s) • • Program Description The Real Estate program is responsible for management of city owned land that allows other uses of the city property through revocable licenses, permits and or leases that provide a financial return to the city. The Real Estate staff is responsible for the appraisal, negotiation, acquisition and disposition of real property interests that are necessary for the Capital Project Management construction program and as support for other city departments. In addition, staff is responsible for the purchase of privately held land parcels for the McDowell Sonoran Preserve. FY 09/10 Highlights • • 306 • • Next Year Priorities • • • Budget Notes and Changes • Preserve Meaningful Open-Space Advance Transportation Completed an innovative real property transaction to dispose unneeded property and to acquire a commercial office space building. Completed easement and land acquisition activities for the Scottsdale Road Streetscape project and received acclaim from federal and state agencies on the quality of the documentation and program. Assisted with the negotiation of settlement agreement with the Bureau of Reclamation on easement rights in multiple locations. Worked with private property interests in the exchange of multiple property rights to resolve unusual land configuration and use conditions in northern part of the city. Proactively work with lease and license holders to identify potential late payment or default situations and negotiate plans for payment within the limits allowed by signed agreements. Proactively identify potential real estate requirements for newly initiated capital projects in advance of the construction phase in order to avoid delays to the project. Participate in the identification and evaluation of excess city owned properties and assist in the creation of a strategic disposition plan for those properties no longer deemed necessary for city use. No significant changes to the program. ReAl eSTATe R PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2.00 2.00 2.00 0.08 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 205,396 205,396 299,550 299,550 306,637 306,637 7,087 7,087 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 134,145 69,177 1,684 390 205,396 0 205,396 204,038 92,642 2,870 0 299,550 0 299,550 212,833 90,934 2,870 0 306,637 0 306,637 8,795 -1,708 0 0 7,087 0 7,087 Funding Source General Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 307 SoliD wASTe MAnAGeMenT ADMiniSTRATion SeRViCeS PuBLIC WORKS S SVCS Strategic Goal(s) • • Program Description The Solid Waste Management Administrative Services program is the communication hub between the customers and collection programs of the solid waste department and provides direct solid waste services to 79,034 residential customers and 2,160 commercial and roll-off customers. The program provides leadership and administrative support to the department’s collection and support services programs. It develops and administers the department’s annual budget request, establishes program goals and objectives and establishes approved solid waste service levels through this process. It is responsible for assuring compliance with all Federal, State, County and City rules, regulations and laws pertaining to solid waste collection and disposal. The program is responsible for maintaining and administering Chapter 24, Solid Waste Management, and Chapter 16, ARTICLE XV Licenses For Commercial or Industrial Solid Waste and Recycling Services of the Scottsdale City Code. The program staff is also responsible for responding to 54,400 customer phone calls annually, 2,460 customers Internet contacts annually, 7,900 two-way radio driver contacts annually and providing administrative support to the department's 89 employees. FY 09/10 Highlights • 308 • • Next Year Priorities • • • Budget Notes and Changes • Enhance Neighborhoods Seek Sustainability Continued setting standards to help preserve and protect Scottsdale neighborhoods by utilizing the transfer station to reduce vehicle mileage and curtail emissions, utilizing programs to remove discarded tires and shopping carts from streets and alleys and providing collection of household hazardous waste and electronics. Completed construction of north container repair facility. Maintained effective and positive working relationship with the Salt River Pima-Maricopa Indian Community landfill staff. Provide effective and responsive leadership that ensures the delivery of safe, efficient and environmentally sound solid waste services to the community that exceed the customer’s expectations with the highest levels of service and lowest service fees in the valley. Assure all services are provided in compliance with County, State and Federal regulations. Negotiate extension of the IGA for landfill and related services with the Salt River-Pima Maricopa Indian Community through the year 2020. The current agreement ends in 2015. Contractual services reductions in Specialty lines, Land Rent, Overnight travel and cell phone accounts. SoliD wASTe MAnAGeMenT ADMiniSTRATion SeRViCeS S PuBLIC WORKS SVCS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5.00 5.00 5.00 0.20 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 491,065 479,553 452,931 -26,622 491,065 479,553 452,931 -26,622 Funding Source Solid Waste Management Fund Total Division Budget 309 Expenditures By Type Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services Contractual Services Commodities Capital Outlays 340,842 142,531 7,692 0 337,498 127,937 14,118 0 336,415 102,698 13,818 0 -1,083 -25,239 -300 0 SubTotal Operating Budget 491,065 0 491,065 479,553 0 479,553 452,931 0 452,931 -26,622 0 -26,622 Operating Projects Total Division Budget ReSiDenTiAl ColleCTion SeRViCeS PuBLIC WORKS R Strategic Goal(s) • • Program Description The Residential Collection Services Program consists of two major service programs whose primary function is to provide weekly containerized refuse and recycling collection and monthly uncontained brush and bulk item collection services to 79,034 single family residential customers. Residential containerized collection provides once a week collection of refuse and once a week collection of recyclables from its residential customers. Services are provided curbside using manually collected 20 gallon containers or automated collection 90 gallon containers. A total of 11,400 customers are serviced from the alley for refuse only with automated collection 300 gallon containers. Brush and Bulk Item Collection provides monthly collection of uncontained brush and bulk items from its residential customers. This program provides a complimentary service to residential collection service and is designed to provide an easy, convenient and inexpensive way for residents to dispose of items too large in size or too large in quantity in their refuse container. FY 09/10 Highlights • 310 • Enhance Neighborhoods Seek Sustainability Managed program resources in an efficient and accountable manner enabling our program to absorb operational and overhead cost increases with minimal increase in service fees to the citizens and businesses of Scottsdale. Maintained focus on supporting organization’s south Scottsdale/Downtown revitalization efforts while maintaining service levels in all areas of the city. Next Year Priorities • Promote safe and sanitary living conditions in Scottsdale neighborhoods through the delivery of quality solid waste brush and bulk item collection services in an efficient, responsive and professional manner. Continue to focus on South Scottsdale Revitalization and Downtown service needs. Budget Notes and Changes • Personnel Services reductions for Health/Dental accounts. Contractual Services reductions for Landfill and Hauling fees, Property & Liability rates, clothing, and small tools & equipment. ReSiDenTiAl ColleCTion SeRViCeS R PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 63.00 63.00 63.00 2.47 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10,802,652 11,126,678 10,765,318 -361,360 10,802,652 11,126,678 10,765,318 -361,360 Funding Source Solid Waste Management Fund Total Division Budget 311 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4,103,373 6,625,940 73,339 0 4,186,637 6,870,516 69,525 0 4,061,537 6,641,183 62,598 0 -125,100 -229,333 -6,927 0 10,802,652 0 10,802,652 11,126,678 0 11,126,678 10,765,318 0 10,765,318 -361,360 0 -361,360 ConTAineR RePAiR SeRViCeS 312 PuBLIC WORKS C Strategic Goal(s) • • Program Description The Container Repair Services Program provides direct customer service to 79,034 single family homes serviced by residential collection services. It also provides direct services to more than 1,495 Scottsdale businesses serviced by commercial front loader collection services and 2,160 businesses and/or residents serviced by the commercial roll-off collection program. This program provides support to the residential and commercial collection programs by maintaining and repairing an inventory of more than 149,000 plastic refuse and recycling containers (both 90- and 300-gallon), 2,250 front loading refuse containers, and 72 roll-off containers. This program is responsible for assuring that all cityowned refuse and recycling containers comply with the standards established in Title 18, Chapter 13 of the Arizona Administrative Code and Chapter II of the Maricopa County Environmental Health Code. FY 09/10 Highlights • • • Next Year Priorities • • Budget Notes and Changes • • Enhance Neighborhoods Seek Sustainability Completed and processed 6,120 service request repair orders received through telephone calls, on-line request forms, and operator referrals. Purchased a plastics welder to repair recycling and refuse containers with minor body or lid damage. Approximately 75 containers per month were welded and placed back into service or used for replacements. The new north container repair facility is fully equipped to handle repairs of all kinds. Purchased power sprayer and trailer to allow staff to more effectively remove oil and paint spills on city maintained and private streets and driveways, and efficiently clean residential and commercial containers at the transfer station. Provide timely, effective, and efficient container repair services to the community to promote safe, sanitary and aesthetically pleasing living conditions in Scottsdale. Manage program resources in an efficient and accountable manner in order to maintain user fees at the lowest possible level with no decrease in service levels. Contractual Services increased for Fleet maintenance and replacement rates. Commodities reduced for new container purchases. ConTAineR RePAiR SeRViCeS C PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5.00 6.00 6.00 0.24 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 679,505 744,317 684,562 -59,755 679,505 744,317 684,562 -59,755 Funding Source Solid Waste Management Fund Total Division Budget 313 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 264,702 59,481 355,322 0 679,505 0 679,505 353,830 43,144 347,343 0 744,317 0 744,317 350,379 57,913 276,270 0 684,562 0 684,562 -3,451 14,769 -71,073 0 -59,755 0 -59,755 TRAnSFeR STATion oPeRATionS 314 PuBLIC WORKS T Strategic Goal(s) • • Program Description The Transfer Station Operations program provides a central location for solid waste residential, brush and commercial collection vehicles working in the northern part of the city to drop off loads of refuse, brush and recyclables rather than hauling them directly to the Salt River Landfill or River Recycling Facility. Approximately three collection vehicle loads are consolidated into one transfer trailer load and taken to the Salt River Landfill or River Recycling Facility. The transfer trailers and trucks and their operators are subcontractors provided through an Intergovernmental Agreement with the Salt River Pima-Maricopa Indian Community. This process increases operational efficiency as it allows the collection vehicles to return to their routes rather than drive to the landfill, turning travel time into productive time. Collection vehicle operators save about 50 miles and one hour of travel time for each load delivered to the transfer station. FY 09/10 Highlights • • Next Year Priorities • • • • Budget Notes and Changes • Enhance Neighborhoods Seek Sustainability Transferred 60% of the total amount of material collected by solid waste collection programs, while operating transfer station 260 days with no preventable accidents recorded. Transferred loads from 14,129 solid waste collection vehicles resulting in approximately 594,616 miles of reduced travel. Complete major facility maintenance items such as flooring repair/replacement, scale maintenance and repair, hardware and software upgrades, maintenance of 7+ acres of landscaping and the maintenance and repair of the stationary crane, as well as having the wheel loader, yard tractor, cardboard baler and sweeper regularly maintained without interfering with daily transfer operations and availability. Remove all material from tipping floor daily. Help reduce vehicle emissions and fuel usage by eliminating collection vehicle trips to the landfill. Manage program resources in an efficient and accountable manner in order to maintain transferring costs at the lowest possible level with no decrease in service. No significant changes to the program. TRAnSFeR STATion oPeRATionS T PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 341,585 327,906 320,297 -7,609 341,585 327,906 320,297 -7,609 Funding Source Solid Waste Management Fund Total Division Budget 315 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 214,721 107,313 19,551 0 341,585 0 341,585 200,917 110,607 16,382 0 327,906 0 327,906 197,656 104,759 17,882 0 320,297 0 320,297 -3,261 -5,848 1,500 0 -7,609 0 -7,609 CoMMeRCiAl ColleCTion SeRViCeS PuBLIC WORKS C Strategic Goal(s) • • Program Description The Commercial Collection Services Program provides commercial refuse collection six days a week to business establishments, multifamily housing developments, all city facilities and parks. Scottsdale’s commercial front loaders service approximately 93 percent of the bins located in the city’s downtown area. The program also provides roll-off construction container service to builders, businesses and homeowners requiring containers for larger hauling and disposal needs. Commercial recycling is available to all of city commercial solid waste customers. The commercial program is responsible for licensing and monitoring the activities of 92 private hauler and commercial roll-off collection vehicles in Scottsdale. FY 09/10 Highlights • • 316 • • Next Year Priorities • • • • Budget Notes and Changes • • Enhance Neighborhoods Seek Sustainability Increased number of commercial recycling customers by 41 percent. Diverted over five percent of roll-off tonnage to the green waste program at the Salt River Landfill. Provided service to 93 percent of downtown businesses and supported the green building program and major special events. Reduced the commercial collection fleet by two vehicles, saving fleet acquisition and maintenance fees of $72,000. Promote safe and sanitary living conditions in Scottsdale neighborhoods and business districts through the delivery of quality commercial and roll-off solid waste collection services in an efficient, responsive and professional manner. Provide and promote environmentally friendly collection programs. Manage program resources in an efficient, accountable manner in order to maintain user fees at the lowest possible level with no decrease in service levels. Reduce collection employee overtime by providing an efficient, centralized place for city collection vehicles to unload. Personnel Services reductions for Health/Dental accounts. Contractual Services reductions for landfill and hauling fees, and Property & Liability rates. CoMMeRCiAl ColleCTion SeRViCeS C PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 13.00 12.00 12.00 0.47 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3,467,876 3,531,523 3,253,101 -278,422 3,467,876 3,531,523 3,253,101 -278,422 Funding Source Solid Waste Management Fund Total Division Budget 317 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,028,224 2,394,136 45,516 0 3,467,876 0 3,467,876 870,483 2,608,480 52,560 0 3,531,523 0 3,531,523 844,499 2,356,141 52,461 0 3,253,101 0 3,253,101 -25,984 -252,339 -99 0 -278,422 0 -278,422 houSeholD hAzARDouS wASTe PuBLIC WORKS H Strategic Goal(s) • • Program Description The Household Hazardous Waste (HHW) program provides a safe, legal and convenient way for residents of Scottsdale to dispose of unwanted or unneeded HHW items. We currently contract with a qualified vendor to safely package, manifest, ship and safely dispose of the materials collected in strict adherence to the EPA hazardous waste compliance guidelines. The events are manned by Solid Waste Management, Fire and Police Department employees and the Vendor's employees under strict safety conditions. The event ensures that Citizens can safely dispose of hazardous materials and fewer hazardous materials will end up contaminating the environment by being disposed of in landfills, in the sewage system, in the desert, in alleyways or water runoff systems. Electronics Recycling Collection events are also, in part, funded through this program. Four events are held throughout the year to provide citizens a means to safely dispose of unwanted household electronics. The City contracts with a vendor to take the materials collected at each event. The vendor then reuses, repairs or disassembles the materials for parts, recycling approximately ninety-nine percent of what is collected at the events. The vendor pays a small cost to the City to be able to take the electronics, which helps defer the cost of advertising and hosting the events. FY 09/10 Highlights • • • • • Household Hazardous Waste (one single event): 1,497 participants; 36 tons collected Electronics Recycling (last four events): 3,055 participants; 93.5 tons collected $9,277 additional revenue Next Year Priorities • To promote safe and sanitary living conditions in Scottsdale neighborhoods through the delivery of safe, efficient and convenient hazardous materials collection event(s) to all Scottsdale citizens. Budget Notes and Changes • Contractual Services increased to reinstate two Household Hazardous Waste events that were eliminated in FY 2009/10. 318 Enhance Neighborhoods Seek Sustainability houSeholD hAzARDouS wASTe H PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0.00 0.00 0.00 0.00% 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 143,392 80,503 182,908 102,405 143,392 80,503 182,908 102,405 Funding Source Solid Waste Management Fund Total Division Budget 319 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 56,194 82,158 5,040 0 143,392 0 143,392 26,946 50,074 3,483 0 80,503 0 80,503 26,921 148,518 7,469 0 182,908 0 182,908 -25 98,444 3,986 0 102,405 0 102,405 eMeRGenCY ReSPonSe TeAM PuBLIC WORKS E Strategic Goal(s) • Program Description The Emergency Response Team provides after-hours emergency response by non-uniformed City employees. Employees respond to emergencies such as storm cleanup, vehicle accidents, downed stop signs and large potholes. The on-call employees are particularly involved in flood control procedures as front-line responders to flooding locations along the Indian Bend Wash and wet-crossings throughout Scottsdale. Field responders are supported during their on-call period by supervisors from various City divisions. This program supports the Police and Fire departments and emergency calls are dispatched through Police dispatch. FY 09/10 Highlights • 320 • • Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability Emergency Response Program Members began receiving regular training for Shea Boulevard Major Incident Lane Restrictions. This is specific training regarding the closure of traffic lanes for major accidents on Shea Boulevard between Scottsdale and Fountain Hills. Responded to an average of one emergency call every 1.5 days. Responded to two major storm flooding events, restoring all arterial road access with minimal impact to motorists. A storm Jan. 21, 2010 brought heavy winds and rain, causing major damage, power outages and several downed streetlight poles. Emergency response crews worked through the night to remove debris from roads and were able to minimize the impact to motorists and residents. Provide rapid response to street and weather-related emergencies Citywide in support of the Police Department and Emergency Services. Conduct training exercises and planning to improve response to major emergencies. Maintain an inventory of materials and equipment to facilitate the effective response to any emergency. No significant changes to the program. eMeRGenCY ReSPonSe TeAM E PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0.00 0.00 0.00 0.00% 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 35,820 35,820 69,180 69,180 69,142 69,142 -38 -38 Funding Source Highway User Fund Total Division Budget Expenditures By Type 321 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services Contractual Services Commodities Capital Outlays 27,111 228 8,481 0 62,643 659 5,878 0 62,618 524 6,000 0 -25 -135 122 0 SubTotal Operating Budget 35,820 0 35,820 69,180 0 69,180 69,142 0 69,142 -38 0 -38 Operating Projects Total Division Budget TRAFFiC SiGnAlS 322 PuBLIC WORKS T Strategic Goal(s) • • Program Description The Traffic Signals program maintains and repairs 290 traffic signals. The program is considered full-service, in which every component of the traffic signal intersection is maintained including the underground conduit. In addition to maintenance of traffic signal intersections, the Traffic Signal Maintenance crew maintains Advance Flooding Flashers located in the Indian Bend Wash, speed awareness signs, school-zone flashers and two HAWK (High Intensity Activated Crosswalk) mid-block crossing devices. The program coordinates its work with the Intelligent Transportation Systems (ITS) staff, maintaining the communications infrastructure that allows the ITS staff to monitor traffic and adjust timing as needed. The Traffic Signal Program construction crew consists of three employees, who perform modifications and upgrades to existing traffic signals and builds new traffic signals. FY 09/10 Highlights • • • • Next Year Priorities • • • • • • Budget Notes and Changes • Seek Sustainability Advance Transportation NewPath Networks started wireless cellular site installations. Installation has started on the new Traffic Signal controller upgrade in which the 170 controllers are being replaced with ASC3 controllers. Implemented a comprehensive, internal assessment of each traffic signal intersection for compliance with Title II of the ADA. To be completed in FY 2010/11. The program has completed a fifth year of having no general liability claims filed. Perform a complete preventive maintenance on each traffic signal in the inventory once per year. Maintain a 100 percent reliability rate for the City’s traffic signals, providing 24 hours per day, seven days a week emergency responses to traffic signal trouble calls. Continue installation program to install new traffic signal ASC3 controllers in 200 intersections by end of FY 2010/11. Start wireless radio network installation. Install Countdown PEDs at 20 intersections. Installation of Light Emitting Diodes (LED) streetlight fixtures at various intersections. NewPath Networks is to continue wireless cellular site installations. Personnel Services reductions for Health/Dental accounts. Contractual Services increases for Fleet maintenance and replacement rates. TRAFFiC SiGnAlS T PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 11.00 10.00 10.00 0.39 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,721,755 1,721,755 1,504,027 1,504,027 1,525,371 1,525,371 21,344 21,344 Funding Source Highway User Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 323 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 980,322 545,666 195,768 0 1,721,755 0 1,721,755 823,391 494,779 185,857 0 1,504,027 0 1,504,027 802,514 529,000 193,857 0 1,525,371 0 1,525,371 -20,877 34,221 8,000 0 21,344 0 21,344 STReeT SiGnS & MARkinGS PuBLIC WORKS S Strategic Goal(s) • • Seek Sustainability Advance Transportation Program Description The Street Signs and Markings program maintains, repairs and routinely inspects the City’s traffic signs and roadway markings. There are nearly 96,000 street signs and 1,517 lane miles of roadway striping maintained by City's Signs and Markings program. A nighttime inspector in the Signs and Markings division also checks each sign throughout the City on an annual basis to check for minimum standards of retro reflectivity. This is required to maintain compliance with federal regulations. The Street Signs and Markings program also responds to requests from the Traffic Engineering division for construction projects requiring new signs and markings or the modification of existing traffic control devices. The Markings crew restripes each arterial and collector street annually. Residential and smaller streets are inspected and restriped on a percentage basis, and as determined necessary. Crosswalks at all signalized intersections are restriped on an annual basis. Additionally, the striping crew is responsible for restriping parking lots of City facilities and responds to work orders for modifications to existing roadway striping, such as the addition of a right-turn lane. 324 Additional functions of this program include placement of barricades and signage in advance of flooding conditions during storms, removal of sight obstructions, coordination with Arizona Bluestake prior to installing new sign posts, and coordination with contractors for new projects requiring new signs or modifications of existing signage. FY 09/10 Highlights • • Next Year Priorities • • • Budget Notes and Changes • Implemented new work management system in which field technicians now use laptops to enter their work data while in the field. Re-marked all roadway striping, crosswalks and messages at least once during year. Maintain, repair and install traffic control and street name signs on public roadways. Inspect all traffic signs annually to insure compliance with federal regulations. Fabricate signs for new installations requested by the Traffic Engineering Division. Maintain the City’s roadway striping, pavement messages, crosswalks and parking stalls. No significant changes to the program. STReeT SiGnS & MARkinGS S PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 10.00 10.00 0.39 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,111,094 1,111,094 1,101,566 1,101,566 1,104,031 1,104,031 2,465 2,465 Funding Source Highway User Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 325 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 585,681 249,845 270,278 5,290 1,111,094 0 1,111,094 617,823 205,574 272,434 5,735 1,101,566 0 1,101,566 619,690 220,256 264,085 0 1,104,031 0 1,104,031 1,867 14,682 -8,349 -5,735 2,465 0 2,465 STReeT liGhT MAinTenAnCe PuBLIC WORKS S Strategic Goal(s) • • Program Description The Street Light Maintenance program provides maintenance and repair to City-owned streetlights. The City of Scottsdale has 13,720 streetlights, primarily along arterial and collector streets and in some neighborhood areas. 5,378 streetlights (39.1 percent) are City of Scottsdale owned and maintained. 1,090 streetlights (8 percent) are contracted by the City to APS for maintenance. 1,050 street lights (7.7 percent) are Improvement Districts, which the City provides maintenance. Street light outages are reported through a variety of methods: through the use of a nighttime inspector, through phone notifications by residents on the Street Light Hotline and through online trouble reports. Other functions of the Street Light Maintenance program include coordinating the installation of new streetlights with outside contractors or with project managers in Capital Project Management. As part of the Street Light program, new technologies are constantly being explored with an emphasis on energyefficiency and reduced maintenance activity. This program also works in conjunction with Citizen Liaison Group to respond to resident requests for additional lighting or shielding to minimize light trespass. FY 09/10 Highlights • 326 • • Next Year Priorities • • • • Budget Notes and Changes • Seek Sustainability Advance Transportation Start of an ARRA Project that is retrofitting 1,700 streetlight fixtures to new energy-efficient LED light fixtures. Negotiated reduced rate structure with both APS and SRP for installation of energy-efficient street light fixtures on existing and newly installed street light poles. Created a specification for energy-efficient LED street light fixtures and specified in city design standards (DS & PM) that only LED street light fixtures are to be used in new construction projects. Implementation of the upgraded Streetlight Work Order Management System. Completion of an internal, in-house audit of each streetlight energy bill comparing current billing rate and structure against actual inventory. Completion of an ARRA Project that is retrofitting 1,700 streetlight fixtures to new energy-efficient LED light fixtures. Continuing exploration of new energy-efficient technologies to reduce maintenance and energy consumption in the Street Light Maintenance Program. Contractual Services and Commodities increases are for completion of the ARRA funded EECBG-LED Street Light grant project. STReeT liGhT MAinTenAnCe S PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1.00 1.00 1.00 0.04 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0 984,148 984,148 0 843,935 843,935 535,190 849,598 1,384,788 535,190 5,663 540,853 Funding Source Grants Fund Highway User Fund Total Division Budget 327 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 70,570 836,427 77,151 0 984,148 0 984,148 60,248 749,546 34,141 0 843,935 0 843,935 68,279 899,301 417,208 0 1,384,788 0 1,384,788 8,031 149,755 383,067 0 540,853 0 540,853 STReeT oPeRATionS ADMiniSTRATion PuBLIC WORKS S Strategic Goal(s) • • Seek Sustainability Advance Transportation Program Description The Streets Operations Administration program responds to public inquiries, determines equipment and material needs, prepares and monitors program budget, maintains & administers automated maintenance management systems, establishes maintenance standards, provides community outreach for program activities, processes all program's purchase requests, pays all division bills, maintains department maintenance records and is administrative liaison for field personnel. The Street Operations Administration program is the primary contact point for residents of Scottsdale making inquiries or trouble reports and for other city departments. As a central point of contact, Administration also coordinates with other municipalities and agencies such as Arizona Bluestake and Salt River Project. 328 FY 09/10 Highlights • • • Next Year Priorities • • Ensure essential communications functions for the citizens and employees of the Streets Department. Provide purchase requisition functions and budget record keeping functions for the division. Provide technical support for critical maintenance operations systems. Ensure proper record-keeping requirements for mandated programs. • No significant changes to the program. • • Budget Notes and Changes Began process to merge Traffic Operations and Street Operations into one department as a unit within the new Public Works Division. Logged a total of 1,131 requests for service from Police Department, public and online reports. Trained Administration staff in website editing to be able to keep internal web pages up-to-date. STReeT oPeRATionS ADMiniSTRATion S PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6.00 5.00 5.00 0.20 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 481,548 481,548 519,949 519,949 528,950 528,950 9,001 9,001 Funding Source Highway User Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 329 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 416,093 47,472 17,789 194 481,548 0 481,548 407,825 90,762 21,362 0 519,949 0 519,949 418,956 88,632 21,362 0 528,950 0 528,950 11,131 -2,130 0 0 9,001 0 9,001 STReeT CleAninG PuBLIC WORKS S Strategic Goal(s) • • Program Description The Street Cleaning program cleans public streets, paved alleys, parking garages, parking lots and multi-use paths through scheduled periodic sweeping with vehicles specifically designed for that purpose. The program sweeps 1,256 curb miles of residential street monthly, 331 curb miles of commercial/major streets twice per month, 220 curb miles of medians monthly and 9.2 curb miles of downtown streets three times per week. Sweeping is currently accomplished with six full sized street sweepers. Streets are swept after major events such as the Parada Del Sol and provide sweeping after storm events to remove residual sediment within 48 hours. Sweepers respond to major clean ups on streets when called by the Police Department or the Fire Department. The program inspects 46 miles of multiuse paths weekly and sweeps them monthly. One small sweeper provides regular sweeping maintenance of six parking structures, encompassing 2,327 parking spaces. In addition to the Parking Structure inventory, Street Cleaning provides sweeping maintenance to 1,450 public parking lot spaces in the downtown area. The inventory in downtown is completed weekly. With reductions in staff the full sized sweepers are now taking over regular sweeping maintenance of all paved downtown alleys. FY 09/10 Highlights • 330 • • Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability Advance Transportation Commercial streets were swept almost weekly and downtown streets were swept three times weekly. Older broom style sweepers were retired from service keeping only more PM-10 efficient regenerative air sweepers. All public parking lots, parking garages and commercial paved alleys were swept weekly. Protect neighborhood air quality through a frequent residential street sweeping schedule. Support EPA storm water pollutant discharge elimination regulations through a frequent commercial street sweeping schedule. Remove storm water sediment from paved roads as quickly as possible. Personnel Services reduction due to a Maintenance Worker I position being moved to Asphalt Maintenance. Contractual Services decreased for Fleet maintenance and replacement rates. STReeT CleAninG S PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 12.00 10.00 9.00 0.35 % -1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 1,359,087 1,359,087 1,196,450 1,196,450 963,139 963,139 -233,311 -233,311 Funding Source Highway User Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 331 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 853,220 503,632 2,236 0 1,359,087 0 1,359,087 657,155 532,170 7,125 0 1,196,450 0 1,196,450 578,993 382,846 1,300 0 963,139 0 963,139 -78,162 -149,324 -5,825 0 -233,311 0 -233,311 STReeT oVeRlAYS & MAinTenAnCe 332 PuBLIC WORKS S Strategic Goal(s) • • Program Description The Street Overlays and Maintenance program protects and maintains the expected service life of street paving, concrete curbs and sidewalks. The program annually targets treating a minimum of 10 percent of the 20,541,076 square yard inventory of pavement. Additionally, 50 percent of the targeted treatment cost is expected to include rubberized asphalt overlays. The program provided inspection and coordination on more than 67 individual projects throughout the current year. The program provides asphalt and concrete repair on all public streets. A significant portion of this work is accomplished in support of Water Resources activities that impact the street pavement and concrete. Patch crews respond to pavement defects such as potholes within two working days to mitigate damage to the motoring public. FY 09/10 Highlights • • • • • Next Year Priorities • • • • • Budget Notes and Changes • Seek Sustainability Advance Transportation Expended 54 percent of treatment budget on rubberized asphalt exceeding target of 50 percent. Rubberized overlay projects funded through ARRA began. Successfully completed a thorough audit of the entire Street Overlay and Maintenance Program through the City Auditor’s Office, and responded to all recommendations. Responded to, and completed, 100 concrete related VCC's (Virtual Call Center) within two working days. Responded to 99 percent of pothole repair requests within two working days meeting target for the goal. Use street overlay materials that reduce traffic noise in surrounding neighborhoods as a priority. Complete ARRA-funded overlay projects. Minimize roadways hazards by quickly responding to street repair issues. Minimize sidewalk hazards by quickly responding to sidewalk repair issues. Maintain City’s paved street system at an average condition index rating of 80 on a 100 point scale. Personnel Services increased one position that was moved from the Street Cleaning program. Contractual Services decreased for street overlay projects related to the $4.6 million funded by the American Recovery and Reinvestment Act (ARRA). STReeT oVeRlAYS & MAinTenAnCe S PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 10.00 11.00 0.43 % 1.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 8,730,088 8,730,088 8,613,426 8,613,426 6,498,685 6,498,685 -2,114,741 -2,114,741 Funding Source Highway User Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 333 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 721,018 7,947,818 61,252 0 8,730,088 0 8,730,088 530,708 8,017,168 63,050 2,500 8,613,426 0 8,613,426 616,577 5,818,608 59,500 4,000 6,498,685 0 6,498,685 85,869 -2,198,560 -3,550 1,500 -2,114,741 0 -2,114,741 unPAVeD RoADS & DRAinAGe SYSTeM MAinTenAnCe PuBLIC WORKS U Strategic Goal(s) • • Program Description The Unpaved Roads and Drainage System Maintenance program provides maintenance on unpaved city roads, alleys, unpaved shoulders and the City's drainage system. This program allows the City to stay in compliance with air and water quality regulations and City Codes controlling roads, drainage systems and public nuisances. Dust controlling surfaces consists of 16.6 miles of unpaved roads and 70.5 miles of unpaved shoulders. Scheduled grading is done on an additional 15.7 miles of unpaved roads and 16.1 miles of unpaved shoulders and occurs at approximately 6 week intervals. Repair grading, as needed, is provided on another 20.2 miles of unpaved shoulders. Routine scheduled maintenance is provided for 620 acres of washes, with an additional 95 acres scheduled as-needed. Storm response cleanup of drainage sediment occurs at 282 individual wet crossings. The Program provides support and equipment for cleaning 7,915 drainage structures city-wide, and also provides channel cleaning for sediment removal at 190 bridge locations in response to storm events and inspection report requirements provided under the national bridge inspection program administered locally by Arizona Dept. of Transportation. The program provides equipment and support for 89 miles of unpaved alleys. FY 09/10 Highlights • 334 • • Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability Advance Transportation Dust controlling surfaces were maintained on 100 percent of regulated surfaces, no notification of non-compliances. Inspection occurred on 31 percent of outfalls into Indian Bend Wash, 20 percent required. Inspected and cleaned as necessary 100 percent of maintained drainage ways south of the CAP Canal to comply with Floodplain ordinance requirements. Comply with Environmental Protection Agency (EPA) dust abatement regulations on unpaved roads, alleys and arterial shoulders. Comply with Scottsdale Revised Code requirements for drainage maintenance. Comply with EPA storm water pollutant discharge elimination regulations through drainage structure inspection and maintenance. Personnel Services decrease is for funding related to retirement positions. Contractual Services decrease is a result of an increase in the effectiveness of the dust palliative product used, reducing the number of applications from four to three times/year. Capital Outlays decrease is a result of one-time equipment purchases in FY 2009/10. unPAVeD RoADS & DRAinAGe SYSTeM MAinTenAnCe U PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,243,277 2,243,277 2,549,733 2,549,733 2,225,702 2,225,702 -324,031 -324,031 Funding Source Highway User Fund Total Division Budget Expenditures By Type 335 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services Contractual Services Commodities Capital Outlays 1,020,668 1,115,983 64,835 41,791 573,865 1,772,906 89,500 113,462 477,291 1,639,336 106,600 2,475 -96,574 -133,570 17,100 -110,987 SubTotal Operating Budget 2,243,277 0 2,243,277 2,549,733 0 2,549,733 2,225,702 0 2,225,702 -324,031 0 -324,031 Operating Projects Total Division Budget AlleY MAinTenAnCe PuBLIC WORKS A Strategic Goal(s) • Program Description The Alley Maintenance Program is responsible for dust control, vegetation control and grading to maintain safe access for City services and emergency vehicles. This program maintains 89 miles of unpaved alleys for dust control. This process requires removing and replacing 23 miles of asphalt millings annually, inspecting and doing spot repairs on the remaining 66 miles of alleys and applying dust palliative on a minimum of 23 miles annually. The program also removes illegal dumping in alleys. A necessary function to controlling dust is to provide a limited measure of weed control along the perimeter of the alleys. Without weed control, grasses would quickly overtake the recycled asphalt surface and defeat its durability for dust control. The weed control is currently limited to spraying pre and post emergent herbicides on the entire 89 mile inventory of unpaved alleys. Spraying is accomplished a minimum of two times annually after summer and winter rainy seasons. Manual removal is no longer part of this program. Additionally, 20 miles of paved alleys are sprayed for weed control. Uncontrolled grasses can quickly overtake the perimeter of uncurbed pavement and undermine their structural integrity causing incremental deterioration and increased maintenance over time. The program provides critical support for unpaved roads and drainage maintenance. FY 09/10 Highlights • 336 • • Seek Sustainability Dust-controlling surface was maintained on 100 percent of regulated unpaved alley surfaces. A durable recycled asphalt surface was maintained on 100 percent of all alleys. Weed and grass growth was mitigated by the use of safe herbicides on paved and unpaved alleys. Next Year Priorities • • Comply with EPA dust abatement regulations on unimproved alleys. Control grass and weeds to support dust abatement efforts and protect paved alleys. Budget Notes and Changes • Contractual Services decrease is the result of a more efficient dust palliative product being used by the contractor applying the dust palliative. Commodities reduction is due to new contract pricing for product. • AlleY MAinTenAnCe A PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3.00 3.00 3.00 0.12 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 441,493 441,493 562,136 562,136 503,818 503,818 -58,318 -58,318 Funding Source Highway User Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 337 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 213,941 189,616 37,936 0 441,493 0 441,493 209,480 316,356 36,300 0 562,136 0 562,136 203,330 269,888 30,600 0 503,818 0 503,818 -6,150 -46,468 -5,700 0 -58,318 0 -58,318 inTelliGenT TRAnSPoRTATion SYSTeMS 338 PuBLIC WORKS I Strategic Goal(s) • Program Description The Intelligent Transportation Systems (ITS) program operates and coordinates the local and regional traffic control system through the Scottsdale Transportation Management Center. The program is responsible for the planning, operation and oversight of the City’s Traffic Signal Control System and the AZTech automated management technology. It coordinates with Scottsdale Police Department Traffic Enforcement, Arizona Department of Public Safety, Maricopa County and Arizona Department of Transportation for rapid response initiatives and provides City representation to neighboring communities and regional organizations. Intergovernmental agreements and state law requires that neighboring agencies work cooperatively to synchronize traffic across jurisdictional boundaries. Not only does this improve flow of traffic into and through the metropolitan area, but also reduces the amount of pollutants discharged by idling vehicles. FY 09/10 Highlights • • • • Next Year Priorities • • • Budget Notes and Changes • Advance Transportation Completed 61.2 miles of new miles of fiber optic cable and installed 5.1 miles of unused conduit for future fiber installation. Traffic Management Center staff issued 450 traffic related media alerts used for local TV and Radio traffic reports. A total of 8,555 signal timing changes were made for special events, collisions and citizen request. The Dynamic Message Signs (DMS) were posted with 1,784 messages, totaling 21,408 hours of messages on various signs. Provide real time traffic information via radio and dynamic message signs to reduce traffic incident and special event delays. Communicate rapidly among Police Department, Emergency Services, Arizona Department of Transportation, Fire and motorists to enhance roadway safety. Develop new ways to communicate with Arizona Department of Transportation and other municipalities regarding closures and special events. Personnel Services reductions in overtime and Health/Dental accounts. Commodities increased for periodic replacement of equipment due to obsolescence, deterioration or damage. inTelliGenT TRAnSPoRTATion SYSTeMS I PuBLIC WORKS SYSTEMS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4.00 4.00 4.00 0.16 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 711,127 711,127 683,494 683,494 666,973 666,973 -16,521 -16,521 Funding Source Highway User Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 339 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 422,673 286,166 2,289 0 711,127 0 711,127 427,636 255,858 0 0 683,494 0 683,494 404,166 247,307 14,000 1,500 666,973 0 666,973 -23,470 -8,551 14,000 1,500 -16,521 0 -16,521 FleeT MAnAGeMenT ADMiniSTRATion 340 PuBLIC WORKS F Strategic Goal(s) • Program Description The Fleet Management Administration program provides general supervision to all sections as well as direct support to the Fuel Program and Vehicle Acquisition Program, maintains records according to the City's Records Retention Schedule, prepares the Fleet operating and CIP budgets, monitors department's overtime and monthly expenditures, prepares 10-year fleet forecast and rates, and processes department’s purchase requests. It provides reporting information relating to equipment costs to all other divisions within the City monthly, as well as special requests for information requiring the creation of specialized crystal and sql reports. Provides information related to the City's results in using alternative fuels to other divisions as well as outside entities. The Fleet Management Information System, Faster, is administered and maintained by this program as well as several contracts in support of the other Fleet Management programs. FY 09/10 Highlights • • • Next Year Priorities • • • • Budget Notes and Changes • Seek Sustainability Averaged over 40 hours of appropriate training per employee. Established a flat rate structure for preventative maintenance A checklist. Continued to develop additional reports for equipment maintenance and operation that are utilized for rate development and budgeting throughout the year by division customers. Provide administrative support and management for fleet operations to ensure cost effective maintenance and repair of City owned vehicles and equipment. Maintain a sufficient fleet reserve fund balance to ensure funding is available for acquisition of replacement vehicles. Provide access to cost reports and other special data requests related to city vehicles/equipment to all end using divisions. Establish use of repair specific time standards for technician efficiency performance expectations. Contractual Services decrease due to vehicle reduction efforts achieved in FY 2009/10. FleeT MAnAGeMenT ADMiniSTRATion F PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4.00 4.00 4.00 0.16 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 644,710 644,710 668,149 668,149 551,460 551,460 -116,689 -116,689 Funding Source Fleet Management Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 341 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 368,753 244,050 26,503 5,404 644,710 0 644,710 356,434 292,333 19,382 0 668,149 0 668,149 348,739 179,964 22,757 0 551,460 0 551,460 -7,695 -112,369 3,375 0 -116,689 0 -116,689 FleeT MAinTenAnCe & oPeRATionS 342 PuBLIC WORKS F Strategic Goal(s) • Program Description The Fleet Maintenance & Operations program performs preventative maintenance on 1200+ City vehicles and other equipment at scheduled intervals and performs repairs on an as needed basis. Vehicle classes include pick-ups, vans, SUV’s, compact trucks, one-ton trucks, carts, backhoes, tractors, fire vehicles, graders, trailers, sweepers and misc. equipment. This operation utilizes several other programs including field service trucks, fuel site inspection/repair, supply fuel emergency trailer, coordinate accident repairs, provide on-call emergency response road repairs for City vehicles, including fire vehicles and solid waste trucks, twenty-four hours per day, seven days per week as necessary. A towing service is provided for non-emergency on the road breakdowns along with emergency road call services for tire repairs using a contracted vendor. FY 09/10 Highlights • • • • Next Year Priorities • • • Budget Notes and Changes • • Seek Sustainability Achieved overall equipment availability of 96 percent. McKellips South Fleet Facility opened May 2010. Current staffing is split between North and South facilities. Fleet equipment reduction efforts to date have achieved annual cost savings in excess of $600,000. Established Departmental Fleet Liaisons to improve communication flow and a weekly automated notification of equipment preventative maintenance requirements in an effort to improve timely preventative maintenance and reduce frequency of costly repairs. Perform scheduled preventive maintenance services on all City owned vehicles in an effort to reduce unscheduled repairs and reduce downtime. Perform timely and cost effective unscheduled repairs either in-house or by an outside vendor. Cooperative effort between Facilities and Fleet to achieve successful "Green" initiative for water conservation between facilities water recycling and the new fire test tank and truck wash equipment. Contractual Services and Commodities decreases due to significant savings in FY 2009/10. Savings were a result of creating overlapping contracts between OEM's and after market vendors which created the opportunity for comparison shopping. Capital Outlay increase for equipment purchases needed at the South Facility and the refurbished North Facility. FleeT MAinTenAnCe & oPeRATionS F PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 40.00 36.00 36.00 1.41 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 6,291,910 6,291,910 7,085,779 7,085,779 6,644,132 6,644,132 -441,647 -441,647 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,785,879 1,086,235 2,419,796 0 6,291,910 0 6,291,910 2,452,833 1,085,546 3,547,400 0 7,085,779 0 7,085,779 2,532,840 994,471 2,890,359 226,462 6,644,132 0 6,644,132 80,007 -91,075 -657,041 226,462 -441,647 0 -441,647 Funding Source Fleet Management Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 343 FleeT PARTS SuPPlY PuBLIC WORKS F Strategic Goal(s) • Program Description The Fleet Parts Supply program purchases and supplies parts and accessories required to maintain and repair all City motor vehicles to technicians as well as City employees. This program administers over thirty different contracts that ensures that the City is getting the best price on parts and service for repairs to City equipment and enforces warranty related issues with parts. This program is responsible for maintaining an on-hand inventory of most frequently used parts and utilizes a "just-intime" policy in ordering and receiving necessary parts that are readily available from contracted vendors. This program receipts every invoice received from vendor at the time of the receipt of the ordered parts into the Fleet Management system Faster which uploads into SmartStream, the City's financial system. This program coordinates the repair of all shop equipment that is used in the day-to-day operations of Fleet Maintenance and Operations and also ensures that all parts are stored according to OSHA regulations as well as providing current MSDS sheets. FY 09/10 Highlights • 344 • • Next Year Priorities • • Budget Notes and Changes • Seek Sustainability Established operation of a second parts room for the McKellips South Corp Yard Fleet facility that opened in May 2010. Current staffing supports both shops. Achieved significant budget to actual parts expenditure savings related to competitive buying by establishing multiple vendors, allowing us to shop availability and parts pricing. Savings reflected in Fleet Maintenance & Operations Program. Maintained ASE Blue Seal Certification. Maintain approximately the same inventory value while increasing the breadth of parts coverage. This will be accomplished by monitoring inventory turnover and making adjustments accordingly. The parts inventory usage values are reflected in the Fleet Maintenance & Operations program. Maintain the ASE Blue Seal certification for the parts supply program. Contractual Services increased for Fleet maintenance and replacement rates. FleeT PARTS SuPPlY F PuBLIC WORKS Staff Summary Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 10.00 7.00 7.00 0.27 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 483,437 483,437 451,710 451,710 523,859 523,859 72,149 72,149 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services Contractual Services Commodities Capital Outlays 469,341 7,335 6,761 0 422,179 16,419 13,112 0 440,716 73,143 10,000 0 18,537 56,724 -3,112 0 SubTotal Operating Budget 483,437 0 483,437 451,710 0 451,710 523,859 0 523,859 72,149 0 72,149 Full-time Equivalents (FTE) % of City's FTEs Funding Source Fleet Management Fund Total Division Budget Expenditures By Type Operating Projects Total Division Budget 345 Fuel 346 PuBLIC WORKS F Strategic Goal(s) • Program Description The Fuel program provides and manages the inventory of fuel for City vehicles at various locations throughout the City and is responsible for ensuring that all fueling sites meet all City, County and State regulations and testing requirements. Ensures that there are an adequate number of fueling sites centrally located to meet the City's needs. Provides CNG (Compressed Natural Gas) for City vehicles. This program monitors issues with the fueling sites and utilizes outside vendors to make necessary repairs and mandated testing/certifications. Utilizing the most current technology continues to ensure the accuracy of fuel transaction and mileage reported by the current fuel tracking software. Performs daily inspections and monitoring of fuel sites and records consumption through the fueling stations and alternative fueling locations. Records receipts and fuel transactions through the fueling system software (E.J.Ward) and Faster (Fleet Management Information System). FY 09/10 Highlights • • • Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability Affected reduction of fuel usage by coordinating the addition of a slow-fill CNG station for three new CNG solid waste vehicles, and leading efforts for vehicle asset reduction resulting in a 3.7% fuel usage reduction over FY 2008/09, and a reduction in the need to purchase more expensive fuel from private fueling locations by 66%. Successful completion of Fuel Sites Monitor Upgrade and Alternative Fuel (CNG) Slow-Fill Facility Expansion to effectively monitor fuel tank site activity and provide overnight fueling for the alternative fuel (CNG) replacement Solid Waste Trucks. CNG guaranteed minimum buy contract expired as of May 2010 and equipment ownership transferred to City. Ensure a sufficient supply of fuel is available for City owned vehicles at all City fueling facilities and that all fueling sites are in compliance with regulations. Provide cost effective commercial fueling contracts for fuel needs of the City. This includes current alternative fuels of CNG and Bio-diesel. Continuation of outreach efforts for further fuel use reduction by providing departments with monthly reports on their fuel consumption by vehicle. Commodities increase is due to increased fuel costs from prior year budget. Capital Outlays increased for a capital project for fuel site concrete/drainage repair. Fuel F PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0.00 0.00 0.00 0.00% 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3,684,249 3,684,249 3,165,974 3,165,974 4,182,306 4,182,306 1,016,332 1,016,332 Funding Source Fleet Management Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 347 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 481 21,078 3,469,554 193,136 3,684,249 0 3,684,249 0 59,565 3,106,409 0 3,165,974 0 3,165,974 0 66,121 3,866,185 250,000 4,182,306 0 4,182,306 0 6,556 759,776 250,000 1,016,332 0 1,016,332 VehiCle ACquiSiTion PuBLIC WORKS V Strategic Goal(s) • Program Description The Vehicle Acquisition program's primary function is to purchase all vehicles and equipment required by City departments. It develops bid specifications for specialized equipment in order to procure the most efficient and effective equipment for the users. The program researches and utilizes other entities' contracts when applicable to find the best price for the City. When a vehicle or piece of equipment reaches the end of a it's useful life, the program is responsible for removing the public safety and reusable equipment. It then disposes of the vehicles and equipment through public auction following the procedures outlined in the City's Procurement Code. This program administers several contracts in support of the Fleet Management Operations program pertaining to vehicle and equipment "Get Ready" and "Out of Service" processes. This program is also responsible for warranty recovery and program administration. This program ensures that all new equipment is properly registered and all sold equipment is reported to the State of Arizona Motor Vehicle Division. FY 09/10 Highlights • 348 • Next Year Priorities • • • Budget Notes and Changes • Seek Sustainability Equipment identified for replacement was replaced with more cost effective and fuel efficient vehicles when possible and initiated successful outreach to departments to reduce the fleet size. These efforts have reduced operational costs and the City's fuel usage. Fleet equipment reduction efforts to date have achieved annual maintenance & operating cost savings in excess of $600,000. Purchase additional and replacement vehicles and equipment required by divisions through cost effective contracts and bids utilizing City procurement code guidelines. Dispose of vehicles and equipment utilizing contracts that provide a high level of return for a low-cost. Replace vehicles and equipment with alternatively fueled units whenever possible and continue to work toward right sizing all vehicles and equipment controlled by Fleet Management. Contractual Services increased for Fleet Maintenance and replacement rates and new vehicle get ready processes. Capital outlay increase for new vehicle acquisition demonstrates the need to begin replacing the equipment that have met extended life expectancy and replacement criteria that was established over the past few years which delayed cash outlay for vehicle acquisitions. VehiCle ACquiSiTion V PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0.00 0.00 0.00 0.00% 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 2,130,446 2,130,446 2,235,091 2,235,091 3,483,414 3,483,414 1,248,323 1,248,323 Funding Source Fleet Management Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 349 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0 4,476 0 2,125,970 2,130,446 0 2,130,446 0 109,617 0 2,125,474 2,235,091 0 2,235,091 0 233,414 0 3,250,000 3,483,414 0 3,483,414 0 123,797 0 1,124,526 1,248,323 0 1,248,323 FACiliTieS MAnAGeMenT PlAnninG & ADMiniSTRATion PuBLIC WORKS F Strategic Goal(s) • Program Description The Facilities Management Planning and Administration Program provides strategic direction and administrative support for the Facilities Management Department. This program manages and maintains 2,826,392 square feet of public buildings. FY 09/10 Highlights • • Next Year Priorities • • 350 • Budget Notes and Changes • • Seek Sustainability Additional green building philosophies applied through two new registered projects in the Leadership in Energy and Environmental Design (LEED) program. Point of Contact Program expanded to include transportation projects. Effectively manage the Facilities Management Division operations and programs. Continue to incorporate green building philosophies through the LEED program for existing buildings and for commercial interiors projects. Implement computer-aided facilities maintenance space planning software and facilitate graphical and information database integration. Personnel Services reductions for funding for retirement positions. Contractual Services increased for EECBG Municipal Building Energy Audit grant funding. FACiliTieS MAnAGeMenT PlAnninG & ADMiniSTRATion F PuBLIC WORKS Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 5.00 4.00 4.00 0.16 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 747,178 0 747,178 442,264 0 442,264 407,519 131,324 538,843 -34,745 131,324 96,579 Funding Source General Fund Grants Fund Total Division Budget 351 Expenditures By Type Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services Contractual Services Commodities 671,279 54,153 21,746 363,628 53,311 25,325 329,821 183,697 25,325 -33,807 130,386 0 Capital Outlays 0 747,178 0 747,178 0 442,264 0 442,264 0 538,843 0 538,843 0 96,579 0 96,579 SubTotal Operating Budget Operating Projects Total Division Budget FACiliTieS MAinTenAnCe PuBLIC WORKS F Strategic Goal(s) • Program Description The Facilities Maintenance Program provides maintenance and repair services to City-owned buildings, pathway lighting for parks and area lighting for parking lots. In FY 2010/11, there are 251 separate facilities maintained with a total of 2,826,392 square feet. All skilled maintenance including plumbing, electrical, HVAC, carpentry, millwork, exterior and interior painting, cabinetry, concrete flat work, metal work, and welding can be accomplished with in-house staff. This program also performs preventative maintenance on all facilities to protect the City’s investment in its infrastructure and to minimize the risk of major-system failures. FY 09/10 Highlights • • • 352 • • Next Year Priorities Budget Notes and Changes Seek Sustainability Remodeled the Drinkwater Building to accommodate the Adapted Recreation Program and staff from the Pepperwood Building. Saved approx. $100,000 by using in-house staff to repair roof and structural damage at Fire Station 601. Completely rebuilt the ADA ramp to the Pullman Car Display at McCormick Railroad Park. Electricians and building technicians, in partnership with Traffic Signals, installed 28 parking lot and area lights at Granite Reef Senior Center for improved night time visibility for citizens. Installed 24 ADA-compliant door openers at various City locations. • Accomplish timely maintenance and repair of all City facilities. Perform preventative maintenance to protect the City’s infrastructure investment and to keep City facilities aesthetically pleasing. Identify and implement energy-saving opportunities in City facilities. • • Personnel Services reduction for funding for retirement positions. Contractual Services reductions in Electric and Gas utility accounts. • • FACiliTieS MAinTenAnCe F PuBLIC WORKS Staff Summary Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 56.00 46.00 46.00 1.81 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 16,338,839 16,338,839 14,075,807 14,075,807 13,339,885 13,339,885 -735,922 -735,922 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services Contractual Services Commodities Capital Outlays 4,924,627 10,215,245 1,198,967 0 3,506,383 8,946,838 1,622,586 0 3,409,307 8,307,992 1,622,586 0 -97,076 -638,846 0 0 SubTotal Operating Budget 16,338,839 0 16,338,839 14,075,807 0 14,075,807 13,339,885 0 13,339,885 -735,922 0 -735,922 Full-time Equivalents (FTE) % of City's FTEs Funding Source General Fund Total Division Budget Expenditures By Type Operating Projects Total Division Budget 353 ConTRACT ADMiniSTRATion PuBLIC WORKS C Strategic Goal(s) • Program Description The Contract Administration program is comprised of three main areas: Operating Projects, Annual Service Contracts and Citywide Custodial Services. Operating Projects include large-scale preventive maintenance projects, life-cycle replacement projects and floor covering replacement. Annual Service Contracts serviced are fire alarm system, fire extinguisher maintenance, elevator maintenance and automatic/garage door maintenance contracts. Citywide Custodial Services program manages routine and special janitorial services in 1.3 million square feet. FY 09/10 Highlights • • 354 • • Next Year Priorities • • Budget Notes and Changes • Seek Sustainability Reduced custodial contracts by $200,000 without reducing service levels by reorganizing existing custodial service delivery methods and rebidding annual contracts. Managed Energy Audits on 34 high-energy use City facilities that identified energy consumption patterns and recommended energysaving modification projects for future Operating Projects. Issued on-call contracts with professional architectural, mechanical, electrical and structural engineers to provide specialized, variable workload services not available through City staff. Access to these skills saves time and money on complex Operating Projects. Managed nine separate contracts to replace failing electric service and modify cooling system at Civic Center Library. Complete all budgeted, high-priority Operating and Maintenance Projects to protect the City's capital investment. Provide oversight to the new Custodial Service Survey program for increased customer satisfaction level and contractor performance. Personnel Services increased for a position that was not funded in FY 2009/10. Contractual Services decreased for Property & Liability rates. ConTRACT ADMiniSTRATion C PuBLIC WORKS Staff Summary Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0.00 4.00 4.00 0.16 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0 0 3,141,595 3,141,595 3,163,073 3,163,073 21,478 21,478 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services Contractual Services Commodities Capital Outlays 0 0 0 0 266,490 2,755,605 119,500 0 308,504 2,735,069 119,500 0 42,014 -20,536 0 0 SubTotal Operating Budget 0 0 0 3,141,595 0 3,141,595 3,163,073 0 3,163,073 21,478 0 21,478 Full-time Equivalents (FTE) % of City's FTEs Funding Source General Fund Total Division Budget Expenditures By Type Operating Projects Total Division Budget 355 SPACe PlAnniinG PuBLIC WORKS S Strategic Goal(s) • Program Description The Space Planning program develops, plans and implements city-wide space planning and strategic space management and the computeraided facilities management system. The program allows the City to more easily respond to organizational changes, budget for space needs and moves, use space in City facilities more effectively and efficiently, improve affinities among various divisions and create co-locating efficiencies, decrease costs of asset management and improve customer service. FY 09/10 Highlights • • 356 Next Year Priorities • • Budget Notes and Changes • Seek Sustainability Space Management, Strategic Space Planning, and Computer Aided Facilities Management Application System procurement process completed and contract awarded. Completed position study for Space Planning Coordinator position, updated the job description and will begin recruiting to fill the vacant, budgeted position in FY 2010/11. With cooperation from the Information Technology Division and software developer, create data warehouses for city facility information and integrate them into the new space management, strategic space planning and computer-aided facilities management system. Develop space utilization standards, evaluate existing adjacencies and analyze economies that can be realized by combining and reallocating vacant offices. Contractual Services increased for Software maintenance and licensing fees associated with the facilities management software. SPACe PlAnniinG S PuBLIC WORKS Staff Summary Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0.00 1.00 1.00 0.04 % 0.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 0 0 96,601 96,601 103,875 103,875 7,274 7,274 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services Contractual Services Commodities Capital Outlays 0 0 0 0 96,601 0 0 0 92,856 11,019 0 0 -3,745 11,019 0 0 SubTotal Operating Budget 0 0 0 96,601 0 96,601 103,875 0 103,875 7,274 0 7,274 Full-time Equivalents (FTE) % of City's FTEs Funding Source General Fund Total Division Budget Expenditures By Type Operating Projects Total Division Budget 357 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two water Resources Engineering & Administration Water Services Reclamation Services Water Quality enGineeRinG & ADMiniSTRATion WATER RESOuRCES E Strategic Goal(s) • Program Description The Engineering and Administration program provides the overall leadership and management of all City Water Resources programs to ensure the water and wastewater systems are planned, engineered and designed in agreement with the City’s General Plan to best meet existing and future needs in a timely manner and financial planning to ensure that all rates and fees are set prudently. The program also includes management and administration of water rights, water conservation, and multiple contracts and intergovernmental agreements for water deliveries and wastewater treatment. FY 09/10 Highlights • 360 • Next Year Priorities • • Budget Notes and Changes • Seek Sustainability Recharge – construction for Well Site 140 was completed, putting into place a new well capable of recharging up to 1000 Acre Feet of treated Central Arizona Project surface water per year. In addition, Wells 155 and 156 were operated to a greater degree, thereby increasing recharge at these sites. Hydraulic Model Updates – an update of the hydraulic models for the City’s water distribution and wastewater collection systems was initiated to support Master Planning and system optimization efforts being initiated in FY 2010/11. Safe Yield – the City first achieved Safe Yield in compliance with the Groundwater Management Act in 2006 and has maintained that status since then. We remain committed to this significant achievement for a fifth straight year. Master Planning – this is a dynamic process critical for future capital improvements. The process allows staff to update planning scenarios for areas where development densities may have recently changed. Creation of a newly updated Integrated Water Resources Master Plan is envisioned to take approximately two years. Overall, the budget increased approximately $200,000 due primarily to increased regulatory fees from the Arizona Department of Water Resources (ADWR), Arizona Department of Environmental Quality (ADEQ), and Maricopa County Environmental Services Division (MCESD) and funding for a detailed rate study. The FY 2010/11 Engineering and Administration budget does indicate a ~$300,000 reduction in personnel services costs associated with the shift of 3 full-time positions into the Water Services program; however, this is a shift of costs rather than an actual reduction. enGineeRinG & ADMiniSTRATion E WATER RESOuRCES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 29.00 24.00 21.00 0.82 % -3.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 904,095 45,987 3,372,774 249,052 162,163 4,432,362 9,166,434 886,395 51,850 3,727,480 299,169 231,750 3,388,124 8,584,768 935,426 51,880 3,745,408 564,385 216,732 3,282,328 8,796,159 49,031 30 17,928 265,216 -15,018 -105,796 211,391 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 3,100,327 3,767,726 2,289,295 9,086 9,166,434 0 9,166,434 2,583,851 3,414,084 2,586,833 0 8,584,768 0 8,584,768 2,276,204 3,997,322 2,522,633 0 8,796,159 0 8,796,159 -307,647 583,238 -64,200 0 211,391 0 211,391 Funding Source IWDS Fund Inlet GC Irrigation Fund Non-Potable RWDS Fund Sewer Fund WW Golf Fund Water Fund Total Division Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 361 wATeR SeRViCeS WATER RESOuRCES W Strategic Goal(s) • Program Description The Water Services program provides treatment and distribution of potable water throughout the City including continual year-round operation of two surface water treatment plants and a Central Groundwater Treatment Facility, seasonal 24/7 operation of 23 groundwater wells and 3 arsenic treatment facilities. The water distribution system includes 2,000 miles of water lines, 44 reservoirs, 86 boosters pump stations and 322 pressure reducing valves serving over 87,000 residential and commercial connections. These systems and facilities are operated in compliance with numerous regulatory requirements to help ensure a safe and reliable potable water supply. FY 09/10 Highlights • 362 • Next Year Priorities • • Budget Notes and Changes • • Seek Sustainability Central Arizona Project Water Treatment Plant – the new Granular Activated Carbon (GAC) facility was brought on line to reduce disinfection byproducts and improve aesthetics. The existing treatment plant was also expanded to include a new 6.5 million gallon reservoir and a new 20 Million Gallons per Day (MGD) membrane treatment facility, bringing the total production capacity to 70 MGD and total storage capacity to 16.5 million gallons. Work was also initiated to address aging components of the original plant. Changed out 6,500 water meters to increase revenues and enhance water accountability. Completed approximately 1,400 backflow assembly inspections to ensure the mandated cross connection program is monitored per ordinance. Efficiency Efforts – continue to identify, evaluate and implement improved efficiencies including: cost effective pre-treatment processes for the Chaparral Water Treatment Plant, overall system optimization, accelerated Automatic Meter Reading (AMR) technology roll-out, and strategies to minimize GAC costs. Asset Management - focus on effective asset management program strategies to maximize the life of assets while minimizing costs. The staff summary provided herein shows an increase of 18 positions within the Water Services program, which includes 11 positions shifted as a result of the division reorganization efforts and 7 new positions to operate and maintain new facilities. In spite of water, electricity, and chemical cost increases, the overall budget only increased by approximately $4.1 million (including $1.3 million for personnel costs outlined above and $2.3 million for increased GAC costs). wATeR SeRViCeS W WATER RESOuRCES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 69.00 75.00 93.00 3.65 % 18.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 703,756 26,803,489 27,507,245 992,722 31,968,684 32,961,406 945,601 36,093,387 37,038,988 -47,121 4,124,703 4,077,582 Funding Source GW Trtmnt Facility Fund Water Fund Total Division Budget 363 Expenditures By Type Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services Contractual Services Commodities 5,708,157 9,387,180 12,252,986 5,584,004 11,695,401 15,682,001 6,913,404 11,537,990 18,587,594 1,329,400 -157,411 2,905,593 Capital Outlays 158,922 27,507,245 0 27,507,245 0 32,961,406 0 32,961,406 0 37,038,988 0 37,038,988 0 4,077,582 0 4,077,582 SubTotal Operating Budget Operating Projects Total Division Budget ReClAMATion SeRViCeS WATER RESOuRCES R Strategic Goal(s) • Program Description The Reclamation Services program provides the operational leadership, direction and support to collect, treat and distribute for re-use the wastewater generated within the City including continual 24/7 operation of two water reclamation plants, 38 sewer lift stations, a high capacity sewer pumpback system and multiple recharge facilities. The program is also responsible for managing 1,370 miles of sewer lines collecting wastewater from over 77,500 residential and commercial connections. These systems and facilities are operated in compliance with numerous regulatory requirements to prevent spills/overflows, minimize odors and provide an appropriate alternative source of water for non-potable end uses including irrigation, power generation and groundwater replenishment. FY 09/10 Highlights • 364 • Next Year Priorities • • • Budget Notes and Changes • • Seek Sustainability Groundwater replenishment/recharge - 6,489 acre feet of water was recharged in 2009 helping the City achieve safe yield and ensure sustainable water supplies. Direct Irrigation Water Reuse - approximately 12 million gallons a day from the Water Campus and Gainey Ranch Water Reclamation Plant helped the City meet irrigation demands for 23 golf courses and two City recreation facilities. Update the Sanitary Sewer Overflow Response Plan as part of the overall management and compliance related to the City’s sewer collection system. Efficiency Efforts - continue to identify and implement improved efficiencies including participating in an Arizona Public Service power demand reduction program designed to pay high usage customers to reduce power during limited periods. Advanced Water Treatment (AWT) Plant Expansion - bring the expanded AWT facility on line to increase reclamation and groundwater replenishment capabilities and to reduce sodium concentrations in effluent delivered to golf courses for turf irrigation. The staff summary information provided herein shows a reduction of 8 positions that were shifted to the Water Services program as a result of the division reorganization efforts. In spite of increases in electrical and chemical costs, the overall budget decreased by approximately $1.5 million (~8 percent) due to cost savings efforts and cost reductions at the Multi-City 91st Avenue Wastewater Treatment Plant. ReClAMATion SeRViCeS R WATER RESOuRCES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 61.00 61.00 53.00 2.08 % -8.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 11,712,257 5,606,805 17,319,062 13,616,110 5,158,916 18,775,026 14,511,446 2,168,111 16,679,557 895,336 -2,990,805 -2,095,469 Funding Source Sewer Fund Water Fund Total Division Budget 365 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 4,427,111 9,833,904 2,890,296 167,751 17,319,062 0 17,319,062 4,463,437 11,678,426 2,633,163 0 18,775,026 0 18,775,026 3,992,865 10,072,016 2,524,676 90,000 16,679,557 0 16,679,557 -470,572 -1,606,410 -108,487 90,000 -2,095,469 0 -2,095,469 wATeR quAliTY WATER RESOuRCES W Strategic Goal(s) • Program Description The Water Quality program assures compliance with federal, state and local regulations for drinking water, wastewater, industrial pretreatment, Superfund, air quality and aquifer protection for all City Water Resources Programs and facilities. Additionally, the program provides oversight and enforcement on seven (7) permitted industries and over 2,000 commercial establishments that discharge into the City's sewer system. Through the in-house laboratory, the program also performs analysis for all contaminants monitored by federal, state and local regulations and permits. Program staff also provide information and advice regarding the design, construction and operation of facilities and are available to respond with analysis and advice in the event of any water contamination events. FY 09/10 Highlights • 366 • • Next Year Priorities • • • • Budget Notes and Changes • • Seek Sustainability Received favorable program audit reports from oversight agencies for the industrial pretreatment area and the water quality laboratory. Provided valuable information for the expansion of the Advanced Water Treatment Plant and the Chaparral Water Treatment Plant pretreatment evaluation. Increased proactive inspections of restaurants using a systematic approach and updated database. Continue compliance with all federal, state and local regulations. Determine possible impacts of the EPA proposal to lower the Maximum Contaminant Level for Trichloroethylene (TCE). Complete necessary permit applications for the Water Reclamation Plant and Advanced Water Treatment Plant expansions. Incorporate new federal requirements in ordinance changes and improve protection of the system from wastewater discharges that lead to odors, blockages, overflows or destruction of infrastructure. Perform more in-house compliance work to reduce costs and minimize reliance on external service providers. The Water Quality program budget increased approximately $230,000 (~8 percent), which includes two (2) new positions to perform required Fats, Oil and Grease inspections at restaurants and budget increases for laboratory chemicals and supplies. With the existing unfunded mandates and possible regulation of Contaminants of Potential Concern, the budgetary impacts of this program will continue to increase. wATeR quAliTY W WATER RESOuRCES Staff Summary Full-time Equivalents (FTE) % of City's FTEs Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 20.00 20.00 22.00 0.86 % 2.00 Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 603,653 1,870,418 2,474,071 651,344 1,954,633 2,605,977 863,899 1,976,067 2,839,966 212,555 21,434 233,989 Funding Source Sewer Fund Water Fund Total Division Budget 367 Expenditures By Type Actual 2008/09 Approved 2009/10 Adopted 2010/11 Change 09/10 to 10/11 Personnel Services Contractual Services Commodities 1,728,728 449,712 295,325 1,741,342 559,409 305,226 1,844,788 596,488 366,690 103,446 37,079 61,464 Capital Outlays 307 2,474,071 0 2,474,071 0 2,605,977 0 2,605,977 32,000 2,839,966 0 2,839,966 32,000 233,989 0 233,989 SubTotal Operating Budget Operating Projects Total Division Budget City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two Appendix Authorized Personnel Positions Classification/Compensation Plan City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs MAYOR AND CITY COUNCIL City Councilman 6.00 6.00 0.00 Executive Assistant 1.00 1.00 0.00 Executive Secretary to Mayor 1.00 1.00 0.00 Management Assistant to Mayor 1.00 1.00 0.00 Mayor 1.00 1.00 0.00 Total 10.00 10.00 0.00 10.00 10.00 0.00 Administrative Secretary 1.00 1.00 0.00 City Attorney 1.00 1.00 0.00 City Attorney, Assistant 3.50 3.00 0.50 City Attorney, Assistant, Sr. 5.00 5.00 0.00 City Attorney, Deputy 4.00 4.00 0.00 Executive Secretary 1.00 1.00 0.00 Law Clerk 2.00 2.00 0.00 Legal Assistant 1.00 1.00 0.00 Legal Secretary 4.00 4.00 0.00 Office Coordinator Mgr - Law 1.00 1.00 0.00 TOTAL MAYOR AND CITY COUNCIL CITY ATTORNEY - CIVIL DIVISION Systems Integrator 1.00 1.00 0.00 24.50 24.00 0.50 City Prosecutor 1.00 1.00 0.00 Legal Assistant 6.00 6.00 0.00 Legal Secretary 1.00 1.00 0.00 Prosecution Specialist 6.00 6.00 0.00 Prosecutor I 5.00 5.00 0.00 Prosecutor II 6.00 6.00 0.00 Support Specialist - Law 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 27.00 27.00 0.00 Total CITY ATTORNEY - PROSECUTION Total 371 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs CITY ATTORNEY - VICTIM SERVICES Victim Advocate 2.50 2.00 0.50 Victim Advocate, Sr. 1.00 1.00 0.00 Victim Assistance Notif Spec 1.50 1.00 0.50 Victim Services Manager 1.00 1.00 0.00 Total 6.00 5.00 1.00 57.50 56.00 1.50 Auditor, Sr. 4.00 4.00 0.00 City Auditor 1.00 1.00 0.00 City Auditor, Assistant 1.00 1.00 0.00 City Auditor, Deputy 1.00 1.00 0.00 Total 7.00 7.00 0.00 7.00 7.00 0.00 City Clerk 1.00 1.00 0.00 City Clerk Assistant 3.00 3.00 0.00 City Clerk, Chief Deputy 1.00 1.00 0.00 City Clerk, Deputy 1.00 1.00 0.00 City Records Manager 1.00 1.00 0.00 Executive Secretary 2.00 2.00 0.00 Office Coordinator 1.00 1.00 0.00 10.00 10.00 0.00 10.00 10.00 0.00 TOTAL CITY ATTORNEY CITY AUDITOR - INTERNAL AUDIT PROGRAM 372 TOTAL CITY AUDITOR CITY CLERK Total TOTAL CITY CLERK A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs CITY COURT Accounting Technician, Sr. 1.00 1.00 0.00 City Judge 1.00 1.00 0.00 City Judge, Associate 4.00 4.00 0.00 Court Administrator 1.00 1.00 0.00 Court Administrator, Deputy 2.00 2.00 0.00 Court Interpreter 1.50 1.00 0.50 31.00 31.00 0.00 Court Services Rep, Sr. 5.60 5.00 0.60 Court Services Supervisor 3.00 3.00 0.00 Executive Secretary 1.00 1.00 0.00 Hearing Officer 2.00 2.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Municipal Security Guard, Lead 1.00 1.00 0.00 Revenue Collector 1.00 1.00 0.00 Security Guard 1.88 1.00 0.88 Security Screener 1.50 1.00 0.50 Systems Integrator 1.00 1.00 0.00 Systems Integrator, Lead 1.00 1.00 0.00 Technology Coordinator 1.00 1.00 0.00 62.48 60.00 2.48 62.48 60.00 2.48 City Manager 1.00 1.00 0.00 City Manager, Assistant 1.00 1.00 0.00 Communictns & Pub Affairs Ofcr 1.00 1.00 0.00 Executive Secretary 1.00 1.00 0.00 Government Relations Director 1.00 1.00 0.00 Management Asst to City Mgr 1.00 1.00 0.00 Strategic Programs Manager 1.00 1.00 0.00 Total 7.00 7.00 0.00 7.00 7.00 0.00 Court Services Rep Total TOTAL CITY COURT CITY MANAGER TOTAL CITY MANAGER 373 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs FINANCE AND ACCOUNTING - ACCOUNTING Account Specialist, Sr. 1.00 1.00 0.00 Accounting Coordinator 5.00 5.00 0.00 Accounting Director 1.00 1.00 0.00 Financial Services Technician 1.00 1.00 0.00 Systems Integrator 3.00 3.00 0.00 11.00 11.00 0.00 Account Specialist 4.00 4.00 0.00 Total 4.00 4.00 0.00 Budget Analyst, Sr. 3.00 3.00 0.00 Budget Manager 1.00 1.00 0.00 Systems Integrator 0.50 0.00 0.50 Total 4.50 4.00 0.50 Administrative Secretary 1.00 1.00 0.00 City Treasurer 1.00 1.00 0.00 Finance Manager 1.00 1.00 0.00 Total 3.00 3.00 0.00 2.00 2.00 0.00 11.00 11.00 0.00 Water Meter Reader Manager 1.00 1.00 0.00 Water Meter Reader, Lead 1.00 1.00 0.00 15.00 15.00 0.00 Payroll Specialist 4.00 4.00 0.00 Payroll Specialist, Lead 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Technology Specialist 1.00 1.00 0.00 Total 7.00 7.00 0.00 Total FINANCE AND ACCOUNTING - ACCOUNTS PAYABLE FINANCE AND ACCOUNTING - BUDGET 374 FINANCE AND ACCOUNTING - CITY TREASURER FINANCE AND ACCOUNTING - METER READING Water Audit Technician Water Meter Reader Total FINANCE AND ACCOUNTING - PAYROLL A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs FINANCE AND ACCOUNTING - REMITTANCE PROCESSING Account Specialist, Sr. 1.00 1.00 0.00 Customer Service Rep, Lead 1.00 1.00 0.00 Customer Service Director 1.00 1.00 0.00 Customer Service Manager 1.00 1.00 0.00 Customer Service Rep 7.00 7.00 0.00 11.00 11.00 0.00 Administrative Secretary 1.00 1.00 0.00 Customer Service Manager 1.00 1.00 0.00 Customer Service Rep 3.00 3.00 0.00 Revenue Collector 4.00 4.00 0.00 Revenue Collector, Sr. 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 11.00 11.00 0.00 Administrative Secretary 1.00 1.00 0.00 Claims Adjuster 1.00 1.00 0.00 Contracts Coordinator 1.00 1.00 0.00 Risk Management Director 1.00 1.00 0.00 Safety Manager 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Workers Comp Claims Spec 1.00 1.00 0.00 Total 7.00 7.00 0.00 Customer Service Rep, Lead 1.00 1.00 0.00 Customer Service Rep 7.00 7.00 0.00 License Inspector 2.00 2.00 0.00 Systems Integrator, Lead 1.00 1.00 0.00 Tax and License Manager 1.00 1.00 0.00 12.00 12.00 0.00 Total FINANCE AND ACCOUNTING - REVENUE RECOVERY Total FINANCE AND ACCOUNTING - RISK MANAGEMENT FINANCE AND ACCOUNTING - TAX & LICENSE Total 375 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs FINANCE AND ACCOUNTING - UTILITY BILLING Customer Service Rep, Lead 1.00 1.00 0.00 Customer Service Rep 6.00 6.00 0.00 Systems Integrator 1.00 1.00 0.00 Technology Coordinator 1.00 1.00 0.00 Total 9.00 9.00 0.00 94.50 94.00 0.50 TOTAL FINANCE AND ACCOUNTING ADMINISTRATIVE SERVICES - MAIL/GRAPHICS AND PRINTING 376 Graphics Designer 1.00 1.00 0.00 Graphics Technician, Sr. 2.00 2.00 0.00 Mail Services Courier 3.00 3.00 0.00 Purchasing Operations Manager 1.00 1.00 0.00 Total 7.00 7.00 0.00 Administrative Secretary 1.00 1.00 0.00 Bid & Contract Assistant 1.00 1.00 0.00 Bid & Contract Coordinator 1.00 1.00 0.00 Bid & Contract Specialist 4.00 4.00 0.00 Buyer 3.00 3.00 0.00 Financial Services Technician 1.00 1.00 0.00 Purchasing Director 1.00 1.00 0.00 Purchasing Manager 1.00 1.00 0.00 Technology Specialist 1.00 1.00 0.00 14.00 14.00 0.00 ADMINISTRATIVE SERVICES - PURCHASING Total ADMINISTRATIVE SERVICES - STORES/WAREHOUSE OPERATIONS Purchasing Operations Manager 1.00 1.00 0.00 Stock Clerk 2.00 2.00 0.00 Stock Clerk, Lead 2.00 2.00 0.00 Total 5.00 5.00 0.00 A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs ADMINISTRATIVE SERVICES - TAX AUDIT Tax Audit Manager 1.00 1.00 0.00 Tax Auditor, Sr. 8.00 8.00 0.00 Total 9.00 9.00 0.00 35.00 35.00 0.00 Recreation Leader I 0.68 0.00 0.68 Recreation Leader II 7.92 0.00 7.92 Recreation Leader III 1.00 1.00 0.00 Recreation Supervisor 1.00 1.00 0.00 10.60 2.00 8.60 21.59 0.00 21.59 Pool Manager 4.58 4.00 0.58 Pool Manager, Assistant 8.38 0.00 8.38 Recreation Coordinator 3.00 3.00 0.00 Recreation Leader I 1.10 0.00 1.10 TOTAL ADMINISTRATIVE SERVICES COMMUNITY SERVICES - ADAPTED RECREATION SERVICES Total COMMUNITY SERVICES - AQUATICS CENTERS Lifeguard/Instructor Recreation Leader II Total 377 6.64 0.00 6.64 45.29 7.00 38.29 COMMUNITY SERVICES - BRANCH LIBRARIES Librarian 11.50 9.00 2.50 Librarian II 4.00 4.00 0.00 Librarian IV 4.00 4.00 0.00 Library Aide 11.85 6.00 5.85 Library Assistant 11.62 6.00 5.62 Library Monitor 2.50 0.00 2.50 Library Page 8.23 0.00 8.23 Library Page, Assistant 0.00 0.00 0.00 Library Supervisor 5.00 5.00 0.00 Secretary 1.00 1.00 0.00 59.70 35.00 24.70 Total APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs COMMUNITY SERVICES - COMMUNITY RECREATION SERVICES & FACILITIES Railroad & Mechanical Ops Spec 2.00 2.00 0.00 Recreation Coordinator 3.00 3.00 0.00 Recreation Leader I 9.13 0.00 9.13 Recreation Leader II 23.11 0.00 23.11 Recreation Leader III 7.00 7.00 0.00 Recreation Supervisor 3.00 3.00 0.00 47.24 15.00 32.24 Total COMMUNITY SERVICES - COMMUNITY SERVICES PLANNING AND ADMIN 378 Budget Analyst, Sr. 1.00 1.00 0.00 Exec Dir Community Srvcs 1.00 1.00 0.00 Office Coordinator Manager 1.00 1.00 0.00 Total 3.00 3.00 0.00 COMMUNITY SERVICES - DOWNTOWN MAINTENANCE PROGRAM Maintenance Coordinator 1.00 1.00 0.00 Maintenance Worker I 5.00 5.00 0.00 4.00 4.00 0.00 10.00 10.00 0.00 Maintenance Worker II Total COMMUNITY SERVICES - GROUNDS AND LANDSCAPE MAINTENANCE Contracts Coordinator 1.00 1.00 0.00 Irrigation Systems Coordinator 1.00 1.00 0.00 Irrigation Technician 8.00 8.00 0.00 Landscape Contracts Coord 1.00 1.00 0.00 Maintenance Coord, Aquatics 1.00 1.00 0.00 Maintenance Tech, Aquatics 2.00 2.00 0.00 Maintenance Technician I 2.00 2.00 0.00 Maintenance Technician II 1.00 1.00 0.00 Maintenance Worker I 11.00 11.00 0.00 Maintenance Worker II 29.00 29.00 0.00 Maintenance Worker III 8.00 8.00 0.00 Parks Laborer 0.75 0.00 0.75 Stadium Facilities Lead 1.00 1.00 0.00 66.75 66.00 0.75 Total A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs COMMUNITY SERVICES - HOUSING ASSISTANCE AND CDBG PROGRAMS Accounting Supervisor 1.00 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Community Assistance Manager 1.00 1.00 0.00 Family Self-Sufficiency Spec 0.75 0.00 0.75 Grant Program Specialist 3.00 3.00 0.00 Grant Program Specialist, Sr. 5.00 5.00 0.00 Housing Coordinator 2.00 2.00 0.00 Human Services Coordinator 1.00 1.00 0.00 Occupancy Specialist 1.00 1.00 0.00 15.75 15.00 0.75 Total COMMUNITY SERVICES - HUMAN SERVICES PLANNING & ADMIN. Administrative Secretary 1.00 1.00 0.00 Human Services Director 1.00 1.00 0.00 Human Services Planner 1.00 1.00 0.00 Total 3.00 3.00 0.00 Recreation Leader II 2.83 1.00 1.83 Recreation Leader III 4.00 4.00 0.00 Recreation Supervisor 1.00 1.00 0.00 Total 7.83 6.00 1.83 COMMUNITY SERVICES - LEISURE EDUCATION PROGRAMS 379 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs COMMUNITY SERVICES - LIBRARY OPERATIONS 380 Account Specialist, Sr. 2.00 2.00 0.00 Graphics Designer 1.00 1.00 0.00 Librarian 1.00 1.00 0.00 Librarian II 1.00 1.00 0.00 Librarian III 2.00 2.00 0.00 Librarian IV 2.00 2.00 0.00 Library Aide 2.50 2.00 0.50 Library Assistant 2.00 2.00 0.00 Library Courier 2.00 2.00 0.00 Library Supervisor 2.00 2.00 0.00 Secretary 2.00 2.00 0.00 Systems Integrator 1.00 1.00 0.00 Systems Integrator, Lead 1.00 1.00 0.00 Systems Integrator, Sr. 1.00 1.00 0.00 2.00 2.00 0.00 24.50 24.00 0.50 Technology Specialist Total COMMUNITY SERVICES - LIBRARY PLANNING AND ADMINISTRATION Administrative Secretary 1.00 1.00 0.00 Librarian III 1.00 1.00 0.00 Library Director 1.00 1.00 0.00 Senior Library Manager 3.00 3.00 0.00 Total 6.00 6.00 0.00 COMMUNITY SERVICES - MAIN LIBRARY Librarian 5.50 4.00 1.50 Librarian II 2.00 2.00 0.00 Librarian III 1.00 1.00 0.00 Librarian IV 1.00 1.00 0.00 Library Aide 5.49 2.00 3.49 Library Assistant 8.75 5.00 3.75 Library Monitor 1.75 0.00 1.75 Library Page 5.11 0.00 5.11 Library Page, Assistant 0.00 0.00 0.00 Library Supervisor 2.00 2.00 0.00 32.60 17.00 15.60 Total A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs COMMUNITY SERVICES - MEDIANS AND RIGHT-OF-WAY Landscape Contracts Coord 2.00 2.00 0.00 Maintenance Worker II 6.00 6.00 0.00 Total 8.00 8.00 0.00 COMMUNITY SERVICES - PARKS & RECREATION PLANNING & ADMIN Administrative Secretary 1.00 1.00 0.00 Parks & Recreation Director 1.00 1.00 0.00 Parks & Recreation Manager 5.00 5.00 0.00 Personnel Specialist 1.00 1.00 0.00 Support Specialist 0.44 0.00 0.44 Technology Specialist 1.00 1.00 0.00 Total 9.44 9.00 0.44 COMMUNITY SERVICES - PRESERVE PLANNING & ADMINISTRATION Planner, Sr. 1.00 1.00 0.00 Preservation Coordinator 2.00 2.00 0.00 Total 3.00 3.00 0.00 Human Services Coordinator 2.00 2.00 0.00 Human Services Manager 2.00 2.00 0.00 Human Services Rep 3.65 3.00 0.65 Human Services Specialist 3.70 3.00 0.70 Recreation Coordinator 2.00 2.00 0.00 Recreation Leader II 8.20 0.00 8.20 Service Support Worker 2.00 2.00 0.00 23.55 14.00 9.55 COMMUNITY SERVICES - SENIOR CITIZEN SERVICES Total 381 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs COMMUNITY SERVICES - SOCIAL SERVICES ASSISTANCE AND REFERRAL Account Specialist, Sr. 1.00 1.00 0.00 Food Bank Specialist 1.00 1.00 0.00 Human Services Coordinator 1.00 1.00 0.00 Human Services Manager 2.00 2.00 0.00 Human Services Rep 5.00 5.00 0.00 Human Services Specialist 5.00 5.00 0.00 Job Preparation Specialist 1.00 1.00 0.00 Recreation Coordinator 2.00 2.00 0.00 Recreation Leader I 0.19 0.00 0.19 Recreation Leader II 12.91 0.00 12.91 Recreation Leader III 1.00 1.00 0.00 Resource Development Spec 0.50 0.00 0.50 32.60 19.00 13.60 Recreation Coordinator 1.00 1.00 0.00 Recreation Leader I 1.85 0.00 1.85 Recreation Leader II 12.23 1.00 11.23 Recreation Leader III 3.00 3.00 0.00 18.08 5.00 13.08 Irrigation Technician 1.00 1.00 0.00 Maintenance Technician II 1.00 1.00 0.00 Maintenance Worker I 3.75 3.00 0.75 Maintenance Worker II 7.00 7.00 0.00 Parks Laborer 2.00 2.00 0.00 Recreation Leader II 3.91 0.00 3.91 Recreation Leader III 2.00 2.00 0.00 Recreation Supervisor 1.00 1.00 0.00 Stadium Coordinator 1.00 1.00 0.00 22.66 18.00 4.66 Total 382 COMMUNITY SERVICES - SPORTS & FITNESS PROGRAMS Total COMMUNITY SERVICES - SPORTS COMPLEXES Total A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs COMMUNITY SERVICES - YOUTH & FAMILY ACTIVITIES & AFTER SCHOOL PROGRAMS Human Services Coordinator 1.00 1.00 0.00 Human Services Rep 1.00 1.00 0.00 Human Services Specialist 3.00 3.00 0.00 Recreation Leader I 6.98 0.00 6.98 Recreation Leader II 21.01 1.00 20.01 Recreation Leader III 4.00 4.00 0.00 Secretary 1.00 1.00 0.00 37.99 11.00 26.99 487.58 296.00 191.58 Administrative Secretary 1.00 1.00 0.00 Airport Director, Assistant 1.00 1.00 0.00 Airport Operations Manager 1.00 1.00 0.00 Airport Operations Supervisor 1.00 1.00 0.00 Airport Operations Tech, Sr. 8.00 8.00 0.00 Aviation Director 1.00 1.00 0.00 Management Analyst 1.00 1.00 0.00 14.00 14.00 0.00 Economic Vitality Specialist 1.00 1.00 0.00 Total 1.00 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Exec Dir Economic Vitality 1.00 1.00 0.00 Total 2.00 2.00 0.00 Economic Vitality Specialist 1.00 1.00 0.00 Strategic Programs Manager 1.00 1.00 0.00 Total 2.00 2.00 0.00 Total TOTAL COMMUNITY SERVICES ECONOMIC VITALITY - AVIATION Total ECONOMIC VITALITY - ECONOMIC DEVELOPMENT ECONOMIC VITALITY ECONOMIC VITALITY - EXISTING BUSINESS SERVICES 383 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs ECONOMIC VITALITY - HOSPITALITY DEVELOPMENT Economic Vitality Researcher 1.00 1.00 0.00 Tourism Development Coord 1.00 1.00 0.00 Tourism Manager 1.00 1.00 0.00 Total 3.00 3.00 0.00 Economic Vitality Specialist 1.00 1.00 0.00 Total 1.00 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Customer Relations Associate 1.00 1.00 0.00 Total 2.00 2.00 0.00 Administrative Secretary 1.00 1.00 0.00 Customer Support Rep, Sr. 1.00 1.00 0.00 Events Contract Coordinator 1.00 1.00 0.00 Events Coordinator 1.00 1.00 0.00 Events Manager, WestWorld 1.00 1.00 0.00 Facilities Manager 1.00 1.00 0.00 GM WestWorld 1.00 1.00 0.00 Maintenance Worker I 3.00 3.00 0.00 Maintenance Worker II 7.00 7.00 0.00 Maintenance Worker III 5.00 5.00 0.00 Management Analyst 1.00 1.00 0.00 23.00 23.00 0.00 48.00 48.00 0.00 ECONOMIC VITALITY - REVITALIZATION ECONOMIC VITALITY - THE DOWNTOWN GROUP 384 ECONOMIC VITALITY - WESTWORLD Total TOTAL ECONOMIC VITALITY A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs HUMAN RESOURCES - BENEFITS MANAGEMENT Benefits Analyst, Sr. 2.00 2.00 0.00 Benefits Manager 1.00 1.00 0.00 Human Resources Rep 2.00 2.00 0.00 Human Resources Rep, Sr. 0.50 0.00 0.50 Total 5.50 5.00 0.50 Administrative Secretary 1.00 1.00 0.00 Total 1.00 1.00 0.00 HUMAN RESOURCES - DIVERSITY & DIALOGUE HUMAN RESOURCES - HUMAN RESOURCES - EXECUTIVE MGMT Exec Dir Human Resources 1.00 1.00 0.00 Human Resources Administrator 1.00 1.00 0.00 Office Coordinator Manager 1.00 1.00 0.00 Total 3.00 3.00 0.00 HUMAN RESOURCES - HUMAN RESOURCES TECHNOLOGY SERVICES Staffing Services Manager 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Technology Coordinator 1.00 1.00 0.00 Total 3.00 3.00 0.00 HUMAN RESOURCES - OPERATIONAL SUPPORT/EMPLOYEE PROGRAMS Human Resources Rep 4.50 4.00 0.50 Human Resources Rep, Sr. 1.00 1.00 0.00 Public Information Coordinator 0.50 0.00 0.50 Total 6.00 5.00 1.00 HUMAN RESOURCES - STAFFING SERVICES/EMPLOYEE RELATIONS Human Resources Analyst, Lead 1.00 1.00 0.00 Human Resources Analyst, Sr. 5.00 5.00 0.00 Human Resources Rep, Sr. 2.00 2.00 0.00 Staffing Services Manager 1.00 1.00 0.00 Total 9.00 9.00 0.00 385 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs HUMAN RESOURCES - WORKFORCE MANAGEMENT Human Resources Rep, Sr. 1.00 1.00 0.00 Workforce Development Analyst 2.00 2.00 0.00 Total 3.00 3.00 0.00 30.50 29.00 1.50 TOTAL HUMAN RESOURCES INFORMATION TECHNOLOGY - APPL. DEV. INTEGRATION MGMT & SUPPORT 386 Application Development Mgr 1.00 1.00 0.00 Applications Project Leader 1.00 1.00 0.00 Database Administrator 2.00 2.00 0.00 GIS Director 1.00 1.00 0.00 Programmer Analyst, Sr. 1.00 1.00 0.00 Software Engineer 1.00 1.00 0.00 Software Engineer, Sr 3.00 3.00 0.00 Technician, Lead 1.00 1.00 0.00 11.00 11.00 0.00 Enterprise Systems Integrator 3.00 3.00 0.00 IT Support Manager 1.00 1.00 0.00 Programmer Analyst, Sr. 1.00 1.00 0.00 Software Engineer 2.00 2.00 0.00 Technology Learning Coord 1.00 1.00 0.00 Total 8.00 8.00 0.00 GIS Analyst II 2.00 2.00 0.00 GIS Manager 1.00 1.00 0.00 GIS Technician 2.00 2.00 0.00 IT Technician, Sr. 1.00 1.00 0.00 Total 6.00 6.00 0.00 Total INFORMATION TECHNOLOGY - APPLICATION SUPPORT INFORMATION TECHNOLOGY - GIS DATA SERVICES A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs INFORMATION TECHNOLOGY - HELP DESK/DESKTOP TECHNICAL SUPPORT Enterprise Sys Integrator, Ld 1.00 1.00 0.00 IT Technician 6.00 6.00 0.00 IT Technician Manager 1.00 1.00 0.00 IT Technician, Sr. 4.00 4.00 0.00 12.00 12.00 0.00 Total INFORMATION TECHNOLOGY - INFORMATION TECHNOLOGY ADMINISTRATION Customer Support Rep, Sr. 1.00 1.00 0.00 Exec Dir Info Technology 1.00 1.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Office Coordinator Manager 1.00 1.00 0.00 Secretary 0.81 0.00 0.81 Total 4.81 4.00 0.81 387 INFORMATION TECHNOLOGY - NETWORK SECURITY Enterprise Systems Integrator 2.00 2.00 0.00 Network Security Engineer 1.00 1.00 0.00 Total 3.00 3.00 0.00 INFORMATION TECHNOLOGY - PROJECT MANAGEMENT & INTEGRATION IT Project Manager 1.00 1.00 0.00 Total 1.00 1.00 0.00 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs INFORMATION TECHNOLOGY - TECHNOLOGY INFRASTRUCTURE 388 Communications Director 1.00 1.00 0.00 Enterprise Communications Engr 2.00 2.00 0.00 Enterprise Sys Engineering Mgr 1.00 1.00 0.00 Enterprise Systems Engineer 5.00 5.00 0.00 Enterprise Systems Integrator 2.00 2.00 0.00 Financial Svcs Technology Dir 1.00 1.00 0.00 Information Technology Dir 1.00 1.00 0.00 Radio Communications Engineer 1.00 1.00 0.00 Radio Engineering Manager 1.00 1.00 0.00 Radio Systems Integrator 1.00 1.00 0.00 Radio Systms Netwrk Integrator 1.00 1.00 0.00 Systems Analyst, Sr. 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Telecom Policy Coordinator 1.00 1.00 0.00 20.00 20.00 0.00 GIS Analyst I 1.00 1.00 0.00 Graphics Design Coordinator 1.00 1.00 0.00 Media Relations Manager 1.00 1.00 0.00 Video Production Specialist 3.00 3.00 0.00 Video Production Supervisor 1.00 1.00 0.00 Web & Media Services Manager 1.00 1.00 0.00 Web Services Engineer 2.00 2.00 0.00 10.00 10.00 0.00 75.81 75.00 0.81 Total INFORMATION TECHNOLOGY - WEB AND MEDIA SERVICES Total TOTAL INFORMATION TECHNOLOGY PLANNING/NEIGHBORHOOD/TRANSPORTATION - CODE ENFORCEMENT Code Enforcement Manager 1.00 1.00 0.00 Code Enforcement Specialist 2.00 2.00 0.00 Code Inspector 12.00 12.00 0.00 Code Inspector, Sr 3.00 3.00 0.00 Secretary 1.00 1.00 0.00 19.00 19.00 0.00 Total A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs PLANNING/NEIGHBORHOOD/TRANSPORTATION - COMMUNITY OUTREACH Citizen Advisor 1.00 1.00 0.00 Citizen Liaison 2.00 2.00 0.00 Neighborhood Services Mgr 1.00 1.00 0.00 Neighbrhd Projects Coordinator 1.00 1.00 0.00 Public Outreach Specialist 2.50 2.00 0.50 Total 7.50 7.00 0.50 PLANNING/NEIGHBORHOOD/TRANSPORTATION - CURRENT PLANNING Administrative Secretary 1.00 1.00 0.00 DRB Coordinator 1.00 1.00 0.00 Inspector II 2.00 2.00 0.00 Plan, Neighbrhd & Transp Dir 1.00 1.00 0.00 Planner 5.00 5.00 0.00 Planner, Associate 7.00 7.00 0.00 Planner, Principal 2.00 2.00 0.00 Planner, Sr. 7.50 7.00 0.50 Planning Administration Managr 1.00 1.00 0.00 Planning Assistant 2.00 2.00 0.00 Planning Specialist 3.50 3.00 0.50 2.00 2.00 0.00 35.00 34.00 1.00 Project Coordination Liaison Total 389 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs PLANNING/NEIGHBORHOOD/TRANSPORTATION - DEVELOPMENT SERVICES ADA Coordinator 1.00 1.00 0.00 Building Inspection Supervisor 1.00 1.00 0.00 Civil Engineer 1.00 1.00 0.00 Civil Engineer, Sr. 4.00 4.00 0.00 Development Engineering Mgr 1.00 1.00 0.00 Development Services Manager 1.00 1.00 0.00 Development Services Rep II 14.00 14.00 0.00 Development Services Supv 1.00 1.00 0.00 Drainage Inspector 2.00 2.00 0.00 Engineering Associate 1.00 1.00 0.00 Field Engineering Lead 1.00 1.00 0.00 Field Engineering Supervisor 1.00 1.00 0.00 Inspections Manager 1.00 1.00 0.00 17.00 17.00 0.00 Plan Review Manager 1.00 1.00 0.00 Planner, Sr. 1.00 1.00 0.00 Plans Coordinator 1.00 1.00 0.00 Plans Examiner 5.50 5.00 0.50 Plans Examiner, Sr. 5.00 5.00 0.00 Secretary 1.50 1.00 0.50 Stormwater Engineer, Sr 4.00 4.00 0.00 Stormwater Manager 1.00 1.00 0.00 Structural Engineer, Sr. 1.00 1.00 0.00 Structural Plans Examiner 1.00 1.00 0.00 69.00 68.00 1.00 Inspector II 390 Total PLANNING/NEIGHBORHOOD/TRANSPORTATION - NEIGHBORHOOD STABILITY/REVITALIZATION Citizen Services Assistant 2.00 2.00 0.00 Community Planner 1.00 1.00 0.00 Exec Asst for Spec Projects 1.00 1.00 0.00 Executive Secretary 1.00 1.00 0.00 Neighborhood Resource Supv 1.00 1.00 0.00 Total 6.00 6.00 0.00 A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs PLANNING/NEIGHBORHOOD/TRANSPORTATION - OFFICE OF ENVIRONMENTAL INITIATIVES Environ Sustainability Analyst 1.00 1.00 0.00 Green Building Program Manager 1.00 1.00 0.00 Planner, Environment 1.00 1.00 0.00 Planner, Principal 1.00 1.00 0.00 Total 4.00 4.00 0.00 PLANNING/NEIGHBORHOOD/TRANSPORTATION - PLANNING SERVICES Design Studio Planner 1.00 1.00 0.00 Planner 2.00 2.00 0.00 Planner, Principal 1.00 1.00 0.00 Planner, Sr. 3.00 3.00 0.00 Project Coordination Liaison 1.00 1.00 0.00 Total 8.00 8.00 0.00 391 PLANNING/NEIGHBORHOOD/TRANSPORTATION - PLANNING TECHNOLOGY Customer Relations Associate 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Systems Integrator, Lead 1.00 1.00 0.00 Technology Coordinator 1.00 1.00 0.00 Technology Specialist 1.00 1.00 0.00 Total 5.00 5.00 0.00 PLANNING/NEIGHBORHOOD/TRANSPORTATION - PNT ADMINISTRATION Administrative Assistant 1.00 1.00 0.00 Exec Dir Plan, Neig, Trans 1.00 1.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Plan, Neighbrhd & Transp Dir 2.00 2.00 0.00 Pln, Neig, Trans Administrator 1.00 1.00 0.00 Total 6.00 6.00 0.00 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs PLANNING/NEIGHBORHOOD/TRANSPORTATION - TRAFFIC ENGINEERING Right of Way Supervisor 1.00 1.00 0.00 Traffic Engineer, Principal 1.00 1.00 0.00 Traffic Engineer, Sr. 4.00 4.00 0.00 Traffic Engineering & Ops Mgr 1.00 1.00 0.00 Traffic Engineering Tech, Sr. 3.00 3.00 0.00 Traffic Engnrg Technician Lead 1.00 1.00 0.00 11.00 11.00 0.00 Maintenance Worker III 1.00 1.00 0.00 Transit Supervisor 1.00 1.00 0.00 Transportation Planner, Sr. 1.00 1.00 0.00 Transportation Rep, Sr. 1.00 1.00 0.00 Total 4.00 4.00 0.00 Total PLANNING/NEIGHBORHOOD/TRANSPORTATION - TRANSIT 392 PLANNING/NEIGHBORHOOD/TRANSPORTATION - TRANSPORTATION MASTER PLANNING Office Coordinator 1.00 1.00 0.00 Plan, Neighbrhd & Transp Dir 1.00 1.00 0.00 Transportation Planner, Sr. 2.00 2.00 0.00 Transportation Plnr, Principal 2.00 2.00 0.00 Total 6.00 6.00 0.00 180.50 178.00 2.50 Emergency Management Coord 1.00 1.00 0.00 Emergency Management Officer 1.00 1.00 0.00 Fire Captain Day Asgn 1.00 1.00 0.00 Total 3.00 3.00 0.00 TOTAL PLANNING/NEIGHBORHOOD/TRANSPORTATION PUBIC SAFETY - FIRE - EMERGENCY MANAGEMENT A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - FIRE - FIRE EMERGENCY SERVICES Fire Battalion Chief (56) Fire Battalion Chief Day Asgn 6.00 6.00 0.00 3.00 3.00 0.00 51.00 51.00 0.00 Fire Captain Day Asgn 3.00 3.00 0.00 Fire Chief, Assistant 1.00 1.00 0.00 Fire Chief, Deputy 3.00 3.00 0.00 Fire Captain (56) Fire Engineer (56) 54.00 54.00 0.00 108.00 108.00 0.00 Secretary 2.00 2.00 0.00 Systems Integrator 2.00 2.00 0.00 233.00 233.00 0.00 Account Specialist, Sr. 1.00 1.00 0.00 Admin Svcs Director - Fire 1.00 1.00 0.00 Citizen Services Rep 1.00 1.00 0.00 Community Relations Manager 1.00 1.00 0.00 Equipment Coordinator - Fire 2.00 2.00 0.00 Facilities Management Coord 1.00 1.00 0.00 Fire Chief, Assistant 1.00 1.00 0.00 Fire Chief, Deputy 2.00 2.00 0.00 Fire Inspector II 4.00 4.00 0.00 Fire Marshal, Assistant 1.00 1.00 0.00 Fire Marshal, Deputy 3.00 3.00 0.00 Fire Marshal, Senior Deputy 2.00 2.00 0.00 Fire Plans Reviewer 2.00 2.00 0.00 Fire Plans Reviewer, Sr. 1.00 1.00 0.00 Management Analyst 1.00 1.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Public Education Officer 1.00 1.00 0.00 Public Information Officer 1.00 1.00 0.00 Safety / Wellness Coordinator 1.00 1.00 0.00 Secretary 1.00 1.00 0.00 Wellness/Fitness Coordinator 1.00 1.00 0.00 30.00 30.00 0.00 Firefighter (56) Total PUBLIC SAFETY - FIRE - FIRE SUPPORT SERVICES Total 393 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - FIRE - OFFICE OF THE FIRE CHIEF Administrative Secretary 1.00 1.00 0.00 Fire Chief 1.00 1.00 0.00 Total 2.00 2.00 0.00 268.00 268.00 0.00 TOTAL PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE - AUTO CRIMES INVESTIGATIONS 394 Police Aide 1.00 1.00 0.00 Police Officer 7.00 7.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 9.00 9.00 0.00 Police Lieutenant 1.00 1.00 0.00 Police Officer 7.00 7.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 9.00 9.00 0.00 PUBLIC SAFETY - POLICE - BICYCLE PATROL PUBLIC SAFETY - POLICE - BURGLARY & THEFT INVESTIGATIONS Pawn Specialist 1.00 1.00 0.00 Police Lieutenant 1.00 1.00 0.00 Police Officer 7.00 7.00 0.00 Police Sergeant 1.00 1.00 0.00 10.00 10.00 0.00 Police Officer 5.00 5.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 6.00 6.00 0.00 Total PUBLIC SAFETY - POLICE - CANINE SERVICES A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - POLICE - COMMUNICATIONS Communications Dispatcher 42.00 42.00 0.00 Communications Supervisor 6.00 6.00 0.00 Police Communications Op Mgr 1.00 1.00 0.00 Police Op Support Division Mgr 1.00 1.00 0.00 50.00 50.00 0.00 Total PUBLIC SAFETY - POLICE - COMPUTER CRIME INVESTIGATIONS Police Officer 6.00 6.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 7.00 7.00 0.00 Police Aide 1.00 1.00 0.00 Police Officer 3.00 3.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 5.00 5.00 0.00 Crime Analysis Technician 2.00 2.00 0.00 Crime Analysis Unit Supervisor 1.00 1.00 0.00 Police Analyst 1.00 1.00 0.00 Total 4.00 4.00 0.00 Criminalist III 7.00 7.00 0.00 Criminalist IV 1.00 1.00 0.00 Fingerprint Technician 4.00 4.00 0.00 Forensic Services Division Mgr 1.00 1.00 0.00 Identification Services Supvr 1.00 1.00 0.00 Latent Print Examiner, Sr. 2.00 2.00 0.00 Photo Lab Technician 1.00 1.00 0.00 Photo Lab Technician, Sr. 1.00 1.00 0.00 Secretary 1.00 1.00 0.00 19.00 19.00 0.00 PUBLIC SAFETY - POLICE - CONSPIRACY INVESTIGATIONS PUBLIC SAFETY - POLICE - CRIME ANALYSIS PUBLIC SAFETY - POLICE - CRIME LABORATORY Total 395 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - POLICE - CRIME SCENE PROCESSING Crime Scene Specialist 8.00 8.00 0.00 Crime Scene Specialist Supvsr 1.00 1.00 0.00 Crime Scene Specialist, Lead 2.00 2.00 0.00 11.00 11.00 0.00 Police Intelligence Analyst 1.00 1.00 0.00 Police Intelligence Specialist 1.00 1.00 0.00 Police Officer 5.00 5.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 8.00 8.00 0.00 Total PUBLIC SAFETY - POLICE - CRIMINAL INTELLIGENCE PUBLIC SAFETY - POLICE - DETENTION 396 Detention Manager Detention Officer Detention Supervisor Total 1.00 1.00 0.00 29.00 29.00 0.00 9.00 9.00 0.00 39.00 39.00 0.00 PUBLIC SAFETY - POLICE - DOMESTIC VIOLENCE INVESTIGATIONS Police Officer 5.00 5.00 0.00 Police Sergeant 1.00 1.00 0.00 Secretary 1.00 1.00 0.00 Total 7.00 7.00 0.00 Police Lieutenant 1.00 1.00 0.00 Police Officer 8.00 8.00 0.00 Police Sergeant 1.00 1.00 0.00 Secretary 1.00 1.00 0.00 11.00 11.00 0.00 Police Officer 6.00 6.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 7.00 7.00 0.00 PUBLIC SAFETY - POLICE - DRUG ENFORCEMENT Total PUBLIC SAFETY - POLICE - DRUG INTERDICTION A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - POLICE - FINANCIAL CRIMES INVESTIGATIONS Police Officer 8.00 8.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 9.00 9.00 0.00 Police Intelligence Analyst 1.00 1.00 0.00 Police Officer 7.00 7.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 9.00 9.00 0.00 Police Sergeant 2.00 2.00 0.00 Secretary 1.00 1.00 0.00 Total 3.00 3.00 0.00 Police Officer 5.00 5.00 0.00 Police Sergeant 1.00 1.00 0.00 Wrangler 2.10 0.00 2.10 Total 8.10 6.00 2.10 PUBLIC SAFETY - POLICE - GANG INVESTIGATIONS PUBLIC SAFETY - POLICE - INTERNAL AFFAIRS PUBLIC SAFETY - POLICE - MOUNTED PATROL PUBLIC SAFETY - POLICE - MUNICIPAL SECURITY & EMERGENCY PREPAREDNESS Administrative Secretary 1.00 1.00 0.00 Municipal Security Guard, Lead 1.00 1.00 0.00 Municipal Security Manager 1.00 1.00 0.00 Police Lieutenant 1.00 1.00 0.00 Security Guard 2.00 2.00 0.00 Security Project Coordinator 1.00 1.00 0.00 Total 7.00 7.00 0.00 397 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - POLICE - OFFICE OF THE POLICE CHIEF Admin Svcs Director - Police 1.00 1.00 0.00 Executive Secretary 1.00 1.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Police Analyst II 1.00 1.00 0.00 Police Chief 1.00 1.00 0.00 Police Chief, Assistant 2.00 2.00 0.00 Police Officer 1.00 1.00 0.00 Police Sergeant 1.00 1.00 0.00 Public Education Officer 1.00 1.00 0.00 10.00 10.00 0.00 Total PUBLIC SAFETY - POLICE - PATROL HIGH ENFORCEMENT ARREST TEAM 398 Police Officer 6.00 6.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 7.00 7.00 0.00 1.00 1.00 0.00 33.00 33.00 0.00 4.00 4.00 0.00 PUBLIC SAFETY - POLICE - PATROL SERVICES Administrative Secretary Police Aide Police Commander Police Lieutenant Police Officer Police Sergeant Records Specialist Total 10.00 10.00 0.00 185.00 185.00 0.00 28.00 28.00 0.00 2.00 2.00 0.00 263.00 263.00 0.00 PUBLIC SAFETY - POLICE - PHOTO ENFORCEMENT Photo Enforcement Program Mgr 1.00 1.00 0.00 Police Aide 3.00 3.00 0.00 Total 4.00 4.00 0.00 PUBLIC SAFETY - POLICE - PLANNING, RESEARCH AND ACCREDITATION Planning & Technology Manager 1.00 1.00 0.00 Police Analyst 3.00 3.00 0.00 Police Analyst II 2.00 2.00 0.00 Total 6.00 6.00 0.00 A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - POLICE - POLICE CRISIS INTERVENTION Crisis Intervention Specialist 6.00 6.00 0.00 Crisis Intervention Supervisor 1.00 1.00 0.00 Total 7.00 7.00 0.00 Police Records Supervisor 5.00 5.00 0.00 Records Manager 1.00 1.00 0.00 Records Specialist 15.00 15.00 0.00 10.00 10.00 0.00 31.00 31.00 0.00 Account Specialist 1.00 1.00 0.00 Communications Technician 2.00 2.00 0.00 Logistics Technician 4.00 4.00 0.00 Police Supply & Equipment Mgr 1.00 1.00 0.00 Total 8.00 8.00 0.00 Property/Evidence Manager 1.00 1.00 0.00 Property/Evidence Technician 4.50 4.00 0.50 Support Specialist - Police 2.00 2.00 0.00 Total 7.50 7.00 0.50 Administrative Secretary 1.00 1.00 0.00 Personnel Specialist 2.00 2.00 0.00 Personnel Supervisor 1.00 1.00 0.00 Police Officer 1.00 1.00 0.00 Polygraph Examiner 1.00 1.00 0.00 Total 6.00 6.00 0.00 PUBLIC SAFETY - POLICE - POLICE RECORDS Records Specialist, Senior Total PUBLIC SAFETY - POLICE - POLICE SUPPLY & EQUIPMENT PUBLIC SAFETY - POLICE - PROPERTY AND EVIDENCE PUBLIC SAFETY - POLICE - RECRUITING & PERSONNEL 399 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - POLICE - REPEAT OFFENDER PROGRAM Police Officer 7.00 7.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 8.00 8.00 0.00 10.00 10.00 0.00 1.00 1.00 0.00 11.00 11.00 0.00 Police Officer 8.00 8.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 9.00 9.00 0.00 PUBLIC SAFETY - POLICE - SCHOOL RESOURCE SERVICES Police Officer Police Sergeant Total PUBLIC SAFETY - POLICE - SEX CRIMES INVESTIGATIONS 400 PUBLIC SAFETY - POLICE - SPECIAL EVENT/OFF DUTY COORDINATION Administrative Secretary 1.00 1.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 2.00 2.00 0.00 Police Lieutenant 1.00 1.00 0.00 Police Officer 6.00 6.00 0.00 Police Sergeant 1.00 1.00 0.00 Total 8.00 8.00 0.00 Administrative Secretary 1.00 1.00 0.00 Database Coordinator 1.00 1.00 0.00 Police Tech & Records Div Mgr 1.00 1.00 0.00 Systems Integrator 4.00 4.00 0.00 Systems Integrator, Lead 2.00 2.00 0.00 Systems Integrator, Sr. 1.00 1.00 0.00 10.00 10.00 0.00 PUBLIC SAFETY - POLICE - SURVEILLANCE/SWAT PUBLIC SAFETY - POLICE - TECHNOLOGY Total A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - POLICE - TRAFFIC ENFORCEMENT Parking Control Checker 1.00 1.00 0.00 Police Commander 1.00 1.00 0.00 1.00 1.00 0.00 21.00 21.00 0.00 4.00 4.00 0.00 28.00 28.00 0.00 Administrative Secretary 1.00 1.00 0.00 Police Lieutenant 1.00 1.00 0.00 Police Officer 5.00 5.00 0.00 Police Rangemaster 1.00 1.00 0.00 3.00 3.00 0.00 11.00 11.00 0.00 Police Lieutenant Police Officer Police Sergeant Total PUBLIC SAFETY - POLICE - TRAINING Police Sergeant Total PUBLIC SAFETY - POLICE - VIOLENT CRIMES INVESTIGATIONS Administrative Secretary 1.00 1.00 0.00 Police Aide 1.00 1.00 0.00 Police Commander 1.00 1.00 0.00 Police Lieutenant 1.00 1.00 0.00 Police Officer 9.00 9.00 0.00 Police Sergeant 1.00 1.00 0.00 14.00 14.00 0.00 688.60 686.00 2.60 Equipment Operator III 1.00 1.00 0.00 Equipment Operator III-FS 1.00 1.00 0.00 Technology Specialist 1.00 1.00 0.00 Total 3.00 3.00 0.00 Total TOTAL PUBLIC SAFETY - POLICE PUBLIC WORKS - ALLEY MAINTENANCE 401 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC WORKS - CAPITAL PROJECT MANAGEMENT 402 Building Inspector II 3.00 3.00 0.00 City Engineer 1.00 1.00 0.00 Civil Designer 1.00 1.00 0.00 Civil Engineer 1.00 1.00 0.00 Civil Engineer, Principal 1.00 1.00 0.00 Civil Engineer, Sr. 1.00 1.00 0.00 Construction Admin Supervisor 3.00 3.00 0.00 Office Coordinator 1.00 1.00 0.00 Plans Examiner 1.00 1.00 0.00 Project Management Assistant 3.00 3.00 0.00 Project Manager, Principal 1.00 1.00 0.00 Project Manager, Sr. 9.00 9.00 0.00 Public Works Inspector II 8.00 8.00 0.00 Public Works Planner 1.00 1.00 0.00 Public Works Project Coord 1.00 1.00 0.00 Right-Of-Way Agent 1.00 1.00 0.00 SR RIGHT-OF-WAY AGENT 1.00 1.00 0.00 Secretary 1.00 1.00 0.00 39.00 39.00 0.00 11.00 11.00 0.00 1.00 1.00 0.00 12.00 12.00 0.00 Total PUBLIC WORKS - COMMERCIAL COLLECTION SERVICES Equipment Operator III Solid Waste Services Mgr Total PUBLIC WORKS - CONTAINER REPAIR SERVICES Container Repairer 5.00 5.00 0.00 Solid Waste Program Rep 1.00 1.00 0.00 Total 6.00 6.00 0.00 Contracts Coordinator 3.00 3.00 0.00 Facilities Contract Coord 1.00 1.00 0.00 Total 4.00 4.00 0.00 PUBLIC WORKS - CONTRACT ADMINISTRATION A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs PUBLIC WORKS - FACILITIES MAINTENANCE Electrician 9.00 9.00 0.00 Energy Management Control Spec 2.00 2.00 0.00 Facilities Supervisor 4.00 4.00 0.00 HVAC Technician 6.00 6.00 0.00 21.00 21.00 0.00 Maintenance Technician II Plumber 4.00 4.00 0.00 46.00 46.00 0.00 Citizen Services Rep 1.00 1.00 0.00 Facilities Management Director 1.00 1.00 0.00 Facilities Management Spec 1.00 1.00 0.00 Service Area Manager 1.00 1.00 0.00 Total 4.00 4.00 0.00 Equipment Service Writer 2.00 2.00 0.00 Fleet Maint Superintendent 1.00 1.00 0.00 Fleet Technician Crew Chief 2.00 2.00 0.00 Fleet Technician II 7.00 7.00 0.00 Fleet Technician III 20.00 20.00 0.00 4.00 4.00 0.00 36.00 36.00 0.00 Customer Support Rep, Sr. 1.00 1.00 0.00 Equipment Coordinator - Fleet 1.00 1.00 0.00 Fleet Management Director 1.00 1.00 0.00 Fleet Systems Coordinator 1.00 1.00 0.00 Total 4.00 4.00 0.00 Equip Parts Specialist 2.00 2.00 0.00 Equip Parts Specialist, Sr. 4.00 4.00 0.00 Equip Parts Supervisor 1.00 1.00 0.00 Total 7.00 7.00 0.00 Total PUBLIC WORKS - FACILITIES MGMT PLANNING & ADMIN PUBLIC WORKS - FLEET MAINTENANCE & OPERATIONS Fleet Technician, Lead Total PUBLIC WORKS - FLEET MANAGEMENT ADMINISTRATION PUBLIC WORKS - FLEET PARTS SUPPLY 403 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC WORKS - INTELLIGENT TRANSPORTATION SYSTEMS ITS Manager 1.00 1.00 0.00 ITS Technician, Sr. 1.00 1.00 0.00 Traffic Engineer, Sr. 1.00 1.00 0.00 Traffic Engineering Analyst 1.00 1.00 0.00 Total 4.00 4.00 0.00 Administrative Secretary 1.00 1.00 0.00 Exec Dir Public Works 1.00 1.00 0.00 Management Analyst 1.00 1.00 0.00 Total 3.00 3.00 0.00 Asset Management Coordinator 1.00 1.00 0.00 Real Estate Mgmt Specialist 1.00 1.00 0.00 Total 2.00 2.00 0.00 Equipment Operator I 12.00 12.00 0.00 Equipment Operator II 11.00 11.00 0.00 Equipment Operator III PUBLIC WORKS - PUBLIC WORKS ADMINISTRATION 404 PUBLIC WORKS - REAL ESTATE PUBLIC WORKS - RESIDENTIAL COLLECTION SERVICES 31.00 31.00 0.00 Solid Waste Program Rep 4.00 4.00 0.00 Solid Waste Services Mgr 4.00 4.00 0.00 1.00 1.00 0.00 63.00 63.00 0.00 Solid Waste Systems Mgr Total PUBLIC WORKS - SOLID WASTE MANAGEMENT ADMIN SVCS Citizen Services Rep 3.00 3.00 0.00 Office Coordinator Manager 1.00 1.00 0.00 Solid Waste Director 1.00 1.00 0.00 Total 5.00 5.00 0.00 Space Planning Coordinator 1.00 1.00 0.00 Total 1.00 1.00 0.00 PUBLIC WORKS - SPACE PLANNING A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs PUBLIC WORKS - STREET CLEANING Equipment Operator II-FS 1.00 1.00 0.00 Maintenance Supervisor 1.00 1.00 0.00 Motor Sweeper Operator 7.00 7.00 0.00 Total 9.00 9.00 0.00 Traffic Signal Technician I 1.00 1.00 0.00 Total 1.00 1.00 0.00 Citizen Services Rep 1.00 1.00 0.00 Street Operations Director 1.00 1.00 0.00 Street Operations Manager 1.00 1.00 0.00 Technology Coordinator 2.00 2.00 0.00 Total 5.00 5.00 0.00 Maintenance Supervisor 1.00 1.00 0.00 Maintenance Technician I 1.00 1.00 0.00 Maintenance Technician II 1.00 1.00 0.00 Maintenance Worker I 1.00 1.00 0.00 Maintenance Worker II 4.00 4.00 0.00 Public Works Inspector II 3.00 3.00 0.00 11.00 11.00 0.00 PUBLIC WORKS - STREET LIGHT MAINTENANCE PUBLIC WORKS - STREET OPERATIONS ADMINISTRATION PUBLIC WORKS - STREET OVERLAYS AND MAINTENANCE Total PUBLIC WORKS - STREET SIGNS AND MARKINGS Maintenance Supervisor 1.00 1.00 0.00 Maintenance Technician I 3.00 3.00 0.00 Maintenance Worker II 2.00 2.00 0.00 4.00 4.00 0.00 10.00 10.00 0.00 Sign Technician Total 405 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC WORKS - TRAFFIC SIGNALS Maintenance Technician I 1.00 1.00 0.00 Traffic Signal Electronic Tech 2.00 2.00 0.00 Traffic Signal Technician I 4.00 4.00 0.00 Traffic Signal Technician II 2.00 2.00 0.00 Traffic Signals Manager 1.00 1.00 0.00 10.00 10.00 0.00 Equipment Operator III 3.00 3.00 0.00 Total 3.00 3.00 0.00 Total PUBLIC WORKS - TRANSFER STATION OPERATIONS PUBLIC WORKS - UNPAVED ROADS AND DRAINAGE SYSTEM MAINT 406 Equipment Operator III-FS 4.00 4.00 0.00 Maintenance Manager 1.00 1.00 0.00 Maintenance Technician II 1.00 1.00 0.00 Maintenance Worker II 1.00 1.00 0.00 Total 7.00 7.00 0.00 295.00 295.00 0.00 TOTAL PUBLIC WORKS A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs WATER RESOURCES - ENGINEERING & ADMINISTRATION Administrative Secretary 1.00 1.00 0.00 Citizen Services Rep 1.00 1.00 0.00 Enterprise Finance Director 1.00 1.00 0.00 Exec Director Water Resources 1.00 1.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Office Coordinator Manager 1.00 1.00 0.00 Planner, Principal 2.00 2.00 0.00 Water Conservation Coordinator 1.00 1.00 0.00 Water Conservation Specialist 3.00 3.00 0.00 Water Distribution Field Coord 1.00 1.00 0.00 Water Resources Analyst 2.00 2.00 0.00 Water Resources Engineer 3.00 3.00 0.00 Water Resources Engineer, Sr. 1.00 1.00 0.00 Water Resources Plng & Eng Dir 1.00 1.00 0.00 Water Resources Plng Advisor 1.00 1.00 0.00 21.00 21.00 0.00 Total 407 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs WATER RESOURCES - RECLAMATION SERVICES 408 Administrative Secretary 2.00 2.00 0.00 Chemist I 1.00 1.00 0.00 Electrician - Water 1.00 1.00 0.00 Electronic Technician - Water 5.00 5.00 0.00 HVAC Technician 3.00 3.00 0.00 Process Control Chemist, Sr. 1.00 1.00 0.00 Telemetry Controls Specialist 2.00 2.00 0.00 Trng, Safety & Security Coord 1.00 1.00 0.00 Wastewater Collection Spec 1.00 1.00 0.00 Wastewater Collection Tech 4.00 4.00 0.00 Wastewater Services Director 1.00 1.00 0.00 Wastewater Treatment Manager 1.00 1.00 0.00 Water Campus Compliance Spec 1.00 1.00 0.00 Water Campus Maintenance Spec 2.00 2.00 0.00 Water Campus Maintenance Tech 5.00 5.00 0.00 Water Maintenance Tech, Sr. 2.00 2.00 0.00 Water Maintenance Technician 1.00 1.00 0.00 Water Production Manager 1.00 1.00 0.00 Water/Wastewater Ops Supervisr 2.00 2.00 0.00 11.00 11.00 0.00 5.00 5.00 0.00 53.00 53.00 0.00 Wtr/Wstwtr Trtmnt Plnt Oper Wtr/Wstwtr Trtmnt Plnt Opr, Sr Total A APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs A Full-Time Part-Time FTEs FTEs WATER RESOURCES - WATER QUALITY Chemist I 2.00 2.00 0.00 Chemist II 3.00 3.00 0.00 Laboratory Manager 1.00 1.00 0.00 Pretreatment Prgm Coordinator 1.00 1.00 0.00 Quality Assurance Coordinator 1.00 1.00 0.00 Regulatory Compliance Manager 1.00 1.00 0.00 Scientist, Senior 2.00 2.00 0.00 Water Quality Coordinator 2.00 2.00 0.00 Water Quality Director 1.00 1.00 0.00 Water Quality Sampler 1.00 1.00 0.00 Water Quality Specialist 6.00 6.00 0.00 Water Quality Technician 1.00 1.00 0.00 22.00 22.00 0.00 Total 409 APPenDix Division/Program AuThORIzED PERSONNEL POSITIONS BY DIVISION, PROgRAM, & TITLE Job Title Total FTEs Full-Time Part-Time FTEs FTEs WATER RESOURCES - WATER SERVICES 410 Citizen Services Rep 3.00 3.00 0.00 Cmptrzd Mntce Mgmt Syst Tech 1.00 1.00 0.00 Cross Connection Controls Spec 1.00 1.00 0.00 Cross Connection Controls Tech 1.00 1.00 0.00 Electronic Technician - Water 5.00 5.00 0.00 GIS Technician 2.00 2.00 0.00 Inspector II 2.00 2.00 0.00 Maintenance Worker I 3.00 3.00 0.00 Meter Technician, Senior 1.00 1.00 0.00 Office Coordinator 1.00 1.00 0.00 Systems Integrator 3.00 3.00 0.00 Telemetry Controls Specialist 3.00 3.00 0.00 Trng, Safety & Security Coord 1.00 1.00 0.00 Utilities Technology 1.00 1.00 0.00 Water Distribution Manager 1.00 1.00 0.00 Water Maintenance Tech Trainee 1.00 1.00 0.00 Water Maintenance Technician 7.00 7.00 0.00 Water Operations Field Coord 3.00 3.00 0.00 Water Resources Administrator 1.00 1.00 0.00 Water Services Director 1.00 1.00 0.00 Water Services Worker 10.00 10.00 0.00 Water Services Worker, Sr. 10.00 10.00 0.00 Water/Wastewater Ops Supervisr 3.00 3.00 0.00 Wtr/Wstwtr Field Rep 6.00 6.00 0.00 19.00 19.00 0.00 3.00 3.00 0.00 93.00 93.00 0.00 189.00 189.00 0.00 2,546.47 2,343.00 203.47 Wtr/Wstwtr Trtmnt Plnt Oper Wtr/Wstwtr Trtmnt Plnt Opr, Sr Total TOTAL WATER RESOURCES Grand Total A APPenDix F Job Code 0509 0510 1445 1418 2195 1349 0425 2004 0255 2000 1613 1005 0005 0251 0263 0254 0259 0260 0462 0600 1514 2071 2074 2078 0459 0460 2035 1677 0252 1421 0544 1581 1909 2038 0178 1696 1343 1934 1531 1513 0591 0592 1022 0014 1778 1779 1929 1847 0396 A CLASSIFICATION/COMPENSATION PLAN p Job Title Account Specialist Account Specialist, Sr. Accountant Accounting Coordinator Accounting Director Accounting Supervisor Accounting Technician, Sr. ADA Coordinator Adapted Recreation Specialist Admin Svcs Director - Fire Admin Svcs Director - Police Administrative Assistant Administrative Secretary Adult Flag Football Official Adult Kickball Official Adult Volleyball Official Adult/Youth Sports Scorekeeper Adult/Youth Sports Site Supv Adult/Yth Basketball Official After School Program Site Supr Airport Director Airport Director, Assistant Airport Operations Manager Airport Operations Supervisor Airport Operations Tech, Sr. Airport Operations Technician Application Development Mgr Applications Project Leader Aquatics Instructor Asset Management Coordinator Audit Associate Auditor, Sr. Benefits Analyst, Sr. Benefits Manager Bid & Contract Assistant Bid & Contract Coordinator Bid & Contract Specialist Budget Analyst, Sr. Budget Manager Building Inspection Supervisor Building Inspector I Building Inspector II Buyer Buyer Aide Chemist I Chemist II Citizen Advisor Citizen Liaison Citizen Services Assistant FTE's 5.00 6.00 0.00 5.00 1.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 27.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 1.00 1.00 8.00 0.00 1.00 1.00 0.00 1.00 0.00 4.00 2.00 1.00 1.00 1.00 4.00 4.00 1.00 1.00 0.00 3.00 3.00 0.00 3.00 3.00 1.00 2.00 2.00 Hourly Min $14.93 $15.69 $20.30 $25.73 $37.26 $22.33 $20.60 $25.83 $12.20 $57.34 $68.41 $18.38 $16.16 $16.14 $16.14 $15.72 $9.42 $11.03 $12.93 $13.21 $39.15 $30.58 $27.70 $22.18 $17.81 $16.16 $35.46 $31.43 $10.23 $25.83 $17.32 $28.47 $25.73 $36.35 $14.63 $25.08 $23.41 $27.03 $32.93 $25.08 $21.11 $22.74 $20.30 $14.63 $21.64 $24.47 $22.33 $28.47 $13.32 Hourly Max $22.09 $23.22 $28.84 $38.06 $55.13 $31.78 $29.40 $36.77 $15.25 $57.34 $68.41 $26.17 $23.10 $19.28 $16.14 $17.65 $9.42 $14.74 $21.08 $15.47 $57.92 $45.24 $40.99 $32.81 $25.38 $23.10 $52.47 $44.79 $18.61 $36.77 $25.64 $40.67 $38.06 $53.79 $20.93 $37.12 $33.43 $40.00 $48.73 $37.12 $31.23 $33.63 $28.84 $20.93 $32.01 $36.21 $31.78 $40.67 $19.33 Annual Minimum $31,054.40 $32,635.20 $42,224.00 $53,518.40 $77,500.80 $46,446.40 $42,848.00 $53,726.40 $25,376.00 $119,267.20 $142,292.80 $38,230.40 $33,612.80 $33,571.20 $33,571.20 $32,697.60 $19,593.60 $22,942.40 $26,894.40 $27,476.80 $81,432.00 $63,606.40 $57,616.00 $46,134.40 $37,044.80 $33,612.80 $73,756.80 $65,374.40 $21,278.40 $53,726.40 $36,025.60 $59,217.60 $53,518.40 $75,608.00 $30,430.40 $52,166.40 $48,692.80 $56,222.40 $68,494.40 $52,166.40 $43,908.80 $47,299.20 $42,224.00 $30,430.40 $45,011.20 $50,897.60 $46,446.40 $59,217.60 $27,705.60 Annual Maximum $45,947.20 $48,297.60 $59,987.20 $79,164.80 $114,670.40 $66,102.40 $61,152.00 $76,481.60 $31,720.00 $119,267.20 $142,292.80 $54,433.60 $48,048.00 $40,102.40 $33,571.20 $36,712.00 $19,593.60 $30,659.20 $43,846.40 $32,177.60 $120,473.60 $94,099.20 $85,259.20 $68,244.80 $52,790.40 $48,048.00 $109,137.60 $93,163.20 $38,708.80 $76,481.60 $53,331.20 $84,593.60 $79,164.80 $111,883.20 $43,534.40 $77,209.60 $69,534.40 $83,200.00 $101,358.40 $77,209.60 $64,958.40 $69,950.40 $59,987.20 $43,534.40 $66,580.80 $75,316.80 $66,102.40 $84,593.60 $40,206.40 411 APPenDix 412 Job Code 0409 0356 1025 1014 1731 1363 1391 1484 2054 1398 0598 2053 1455 1791 1769 1026 1933 1397 1994 1480 1949 2142 1518 1308 2086 1469 2192 0458 1844 0437 0350 0546 1931 0415 0416 0380 1031 1561 1632 2001 2176 0023 1424 1759 1777 0443 0024 0204 1383 Job Title Citizen Services Rep Citizen Services Specialist City Attorney City Attorney, Assistant City Attorney, Assistant, Sr. City Attorney, Deputy City Auditor City Auditor, Assistant City Auditor, Deputy City Clerk City Clerk Assistant City Clerk, Chief Deputy City Clerk, Deputy City Councilman City Engineer City Judge City Judge, Associate City Manager City Manager, Assistant City Prosecutor City Records Manager City Treasurer Civil Designer Civil Engineer Civil Engineer, Principal Civil Engineer, Sr. Claims Adjuster Cmptrzd Mntce Mgmt Syst Tech Code Enforcement Manager Code Enforcement Specialist Code Inspector Code Inspector, Sr Communications Director Communications Dispatcher Communications Supervisor Communications Technician Communictns & Pub Affairs Ofcr Community Assistance Manager Community Planner Community Relations Manager Construction Admin Supervisor Container Repairer Contracts Coordinator Court Administrator Court Administrator, Deputy Court Interpreter Court Services Rep Court Services Rep, Sr. Court Services Supervisor A CLASSIFICATION/COMPENSATION PLAN FTE's 10.00 0.00 1.00 3.50 5.00 4.00 1.00 1.00 1.00 1.00 3.00 1.00 1.00 6.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 1.00 2.00 12.00 3.00 1.00 42.00 6.00 2.00 1.00 1.00 1.00 1.00 3.00 5.00 5.00 1.00 2.00 1.50 31.00 5.60 3.00 Hourly Min $14.63 $16.16 $74.52 $37.26 $39.15 $43.22 $53.73 $31.43 $32.12 $53.97 $15.41 $27.70 $27.17 $13.85 $42.14 $74.56 $68.08 $84.14 $82.32 $43.22 $22.33 $67.31 $21.17 $26.37 $34.59 $30.58 $23.87 $18.70 $29.10 $15.69 $21.11 $23.87 $38.20 $18.19 $23.87 $21.63 $57.41 $32.93 $25.83 $28.47 $28.40 $17.76 $23.87 $42.16 $29.83 $19.12 $15.69 $16.91 $22.18 Hourly Max $20.93 $23.10 $74.52 $57.86 $60.82 $67.14 $53.73 $44.79 $47.54 $53.97 $21.91 $40.99 $38.65 $13.85 $59.99 $74.56 $68.08 $84.14 $82.32 $67.14 $31.78 $67.31 $30.28 $39.01 $51.20 $45.24 $35.34 $26.63 $43.06 $23.22 $31.23 $35.34 $56.51 $26.93 $35.34 $30.80 $57.41 $48.73 $36.77 $40.67 $42.01 $26.27 $35.34 $62.38 $44.15 $28.28 $23.22 $25.03 $32.81 Annual Minimum $30,430.40 $33,612.80 $155,001.60 $77,500.80 $81,432.00 $89,897.60 $111,758.40 $65,374.40 $66,809.60 $112,257.60 $32,052.80 $57,616.00 $56,513.60 $18,000.00 $87,651.20 $155,084.80 $141,606.40 $175,011.20 $171,225.60 $89,897.60 $46,446.40 $140,004.80 $44,033.60 $54,849.60 $71,947.20 $63,606.40 $49,649.60 $38,896.00 $60,528.00 $32,635.20 $43,908.80 $49,649.60 $79,456.00 $37,835.20 $49,649.60 $44,990.40 $119,412.80 $68,494.40 $53,726.40 $59,217.60 $59,072.00 $36,940.80 $49,649.60 $87,692.80 $62,046.40 $39,769.60 $32,635.20 $35,172.80 $46,134.40 Annual Maximum $43,534.40 $48,048.00 $155,001.60 $120,348.80 $126,505.60 $139,651.20 $111,758.40 $93,163.20 $98,883.20 $112,257.60 $45,572.80 $85,259.20 $80,392.00 $18,000.00 $124,779.20 $155,084.80 $141,606.40 $175,011.20 $171,225.60 $139,651.20 $66,102.40 $140,004.80 $62,982.40 $81,140.80 $106,496.00 $94,099.20 $73,507.20 $55,390.40 $89,564.80 $48,297.60 $64,958.40 $73,507.20 $117,540.80 $56,014.40 $73,507.20 $64,064.00 $119,412.80 $101,358.40 $76,481.60 $84,593.60 $87,380.80 $54,641.60 $73,507.20 $129,750.40 $91,832.00 $58,822.40 $48,297.60 $52,062.40 $68,244.80 APPenDix A CLASSIFICATION/COMPENSATION PLAN p Job Code 0497 2067 0461 0522 0577 1578 1625 1814 2057 0094 0337 0323 0467 0604 1886 0431 0601 1683 1276 0030 0422 0253 1704 1821 1724 1494 0309 0412 1924 1051 0579 0580 2152 0583 2155 1877 1876 0073 0348 0372 2097 1554 0574 0489 0556 1711 1999 2084 2124 Job Title Crime Analysis Technician Crime Analysis Unit Supervisor Crime Scene Specialist Crime Scene Specialist Supvsr Crime Scene Specialist, Lead Criminalist I Criminalist II Criminalist III Criminalist IV Crisis Intervention Specialist Crisis Intervention Supervisor Cross Connection Controls Spec Cross Connection Controls Tech Custodial Worker Customer Relations Associate Customer Service Rep, Lead Customer Service Clerk Customer Service Director Customer Service Manager Customer Service Rep Customer Support Rep, Sr. Data Entry Specialist Database Administrator Database Coordinator Design Studio Planner Detention Manager Detention Officer Detention Supervisor Development Engineering Mgr Development Services Manager Development Services Rep I Development Services Rep II Development Services Supv Drainage Inspector DRB Coordinator Economic Vitality Researcher Economic Vitality Specialist Electrician Electrician - Water Electronic Technician - Water Emergency Management Coord Emergency Management Officer Energy Management Control Spec Engineer In Training Engineering Associate Enterprise Communications Engr Enterprise Finance Director Enterprise Sys Engineering Mgr Enterprise Sys Integrator, Ld FTE's 2.00 1.00 8.00 1.00 2.00 0.00 0.00 7.00 1.00 6.00 1.00 1.00 1.00 0.00 2.00 3.00 0.00 1.00 2.00 23.00 3.00 0.00 2.00 1.00 1.00 1.00 29.00 9.00 1.00 1.00 0.00 14.00 1.00 2.00 1.00 1.00 3.00 9.00 1.00 10.00 1.00 1.00 2.00 0.00 1.00 2.00 1.00 1.00 1.00 Hourly Min $18.70 $27.03 $17.32 $20.59 $18.19 $22.18 $25.08 $27.70 $30.58 $21.63 $24.62 $23.41 $17.81 $12.00 $22.33 $17.81 $16.00 $35.46 $24.47 $14.63 $16.97 $12.58 $34.65 $28.47 $27.17 $28.47 $16.91 $22.18 $32.93 $28.40 $14.93 $16.91 $24.62 $21.63 $34.59 $20.30 $24.62 $19.12 $19.12 $20.60 $24.62 $52.89 $21.64 $23.84 $19.12 $36.40 $34.65 $36.40 $29.95 Hourly Max $26.63 $40.00 $25.64 $30.47 $26.93 $32.81 $37.12 $40.99 $45.24 $30.80 $35.03 $33.43 $25.38 $12.00 $31.78 $25.38 $16.00 $52.47 $36.21 $20.93 $24.19 $12.58 $49.43 $40.67 $38.65 $40.67 $25.03 $32.81 $48.73 $42.01 $22.09 $25.03 $35.03 $31.23 $51.20 $28.84 $35.03 $28.28 $28.28 $29.40 $35.03 $52.89 $32.01 $33.96 $28.28 $51.88 $49.43 $51.88 $42.67 Annual Minimum $38,896.00 $56,222.40 $36,025.60 $42,827.20 $37,835.20 $46,134.40 $52,166.40 $57,616.00 $63,606.40 $44,990.40 $51,209.60 $48,692.80 $37,044.80 $24,960.00 $46,446.40 $37,044.80 $33,280.00 $73,756.80 $50,897.60 $30,430.40 $35,297.60 $26,166.40 $72,072.00 $59,217.60 $56,513.60 $59,217.60 $35,172.80 $46,134.40 $68,494.40 $59,072.00 $31,054.40 $35,172.80 $51,209.60 $44,990.40 $71,947.20 $42,224.00 $51,209.60 $39,769.60 $39,769.60 $42,848.00 $51,209.60 $110,011.20 $45,011.20 $49,587.20 $39,769.60 $75,712.00 $72,072.00 $75,712.00 $62,296.00 Annual Maximum $55,390.40 $83,200.00 $53,331.20 $63,377.60 $56,014.40 $68,244.80 $77,209.60 $85,259.20 $94,099.20 $64,064.00 $72,862.40 $69,534.40 $52,790.40 $24,960.00 $66,102.40 $52,790.40 $33,280.00 $109,137.60 $75,316.80 $43,534.40 $50,315.20 $26,166.40 $102,814.40 $84,593.60 $80,392.00 $84,593.60 $52,062.40 $68,244.80 $101,358.40 $87,380.80 $45,947.20 $52,062.40 $72,862.40 $64,958.40 $106,496.00 $59,987.20 $72,862.40 $58,822.40 $58,822.40 $61,152.00 $72,862.40 $110,011.20 $66,580.80 $70,636.80 $58,822.40 $107,910.40 $102,814.40 $107,910.40 $88,753.60 413 APPenDix 414 Job Code 2116 1674 2108 0402 0342 1916 0535 1914 0043 0044 0805 0045 0806 0517 1878 1993 1866 0297 1985 2128 2129 2133 2131 2132 2130 2136 1058 0538 0524 0397 1646 1944 1930 1668 2174 1655 2154 2079 1936 0541 1867 2118 0214 2002 1976 1978 0998 0995 0996 Job Title Enterprise Systems Engineer Enterprise Systems Integrator Environ Sustainability Analyst Equip Parts Specialist Equip Parts Specialist, Sr. Equip Parts Supervisor Equipment Coordinator - Fire Equipment Coordinator - Fleet Equipment Operator I Equipment Operator II Equipment Operator II-FS Equipment Operator III Equipment Operator III-FS Equipment Service Writer Events Contract Coordinator Events Coordinator Events Manager, WestWorld Events Specialist Exec Asst for Spec Projects Exec Dir Community Srvcs Exec Dir Economic Vitality Exec Dir Human Resources Exec Dir Info Technology Exec Dir Plan, Neig, Trans Exec Dir Public Works Exec Director Water Resources Executive Assistant Executive Secretary Executive Secretary to Mayor Facilities Contract Coord Facilities Management Coord Facilities Management Director Facilities Management Spec Facilities Manager Facilities Supervisor Family Self-Sufficiency Spec Field Engineering Lead Field Engineering Supervisor Finance Manager Financial Services Technician Financial Specialist - Water Financial Svcs Technology Dir Fingerprint Technician Fire Battalion Chief (40) Fire Battalion Chief (56) Fire Battalion Chief Day Asgn Fire Captain (40) Fire Captain (56) Fire Captain Day Asgn A CLASSIFICATION/COMPENSATION PLAN FTE's 5.00 7.00 1.00 2.00 4.00 1.00 2.00 1.00 12.00 11.00 1.00 46.00 5.00 2.00 1.00 1.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 4.00 0.75 1.00 1.00 1.00 2.00 0.00 1.00 4.00 0.00 6.00 3.00 0.00 51.00 4.00 Hourly Min $32.99 $28.47 $23.87 $14.56 $16.49 $23.29 $16.16 $22.18 $15.41 $17.32 $17.32 $18.19 $18.19 $20.09 $21.17 $21.17 $27.03 $9.42 $66.36 $70.29 $69.71 $70.68 $65.47 $71.20 $68.35 $71.64 $44.98 $18.38 $20.30 $16.97 $22.18 $34.65 $19.25 $27.03 $22.18 $19.25 $25.08 $29.10 $31.33 $18.70 $21.17 $34.59 $18.70 $36.60 $26.14 $36.60 $25.80 $18.43 $25.80 Hourly Max $47.05 $40.67 $35.34 $21.55 $24.41 $34.48 $23.10 $32.81 $22.31 $25.64 $25.64 $26.93 $26.93 $29.73 $30.28 $30.28 $40.00 $13.22 $66.36 $70.29 $69.71 $70.68 $65.47 $71.20 $68.35 $71.64 $44.98 $27.03 $28.84 $24.19 $32.81 $49.43 $27.44 $40.00 $32.81 $31.78 $37.12 $43.06 $46.37 $26.63 $30.89 $51.20 $26.63 $52.22 $37.30 $52.22 $36.83 $26.31 $36.83 Annual Minimum $68,619.20 $59,217.60 $49,649.60 $30,284.80 $34,299.20 $48,443.20 $33,612.80 $46,134.40 $32,052.80 $36,025.60 $36,025.60 $37,835.20 $37,835.20 $41,787.20 $44,033.60 $44,033.60 $56,222.40 $19,593.60 $138,028.80 $146,203.20 $145,000.00 $147,014.40 $136,177.60 $148,096.00 $142,168.00 $149,011.20 $93,558.40 $38,230.40 $42,224.00 $35,297.60 $46,134.40 $72,072.00 $40,040.00 $56,222.40 $46,134.40 $40,040.00 $52,166.40 $60,528.00 $65,166.40 $38,896.00 $44,033.60 $71,947.20 $38,896.00 $76,119.68 $76,119.68 $76,119.68 $53,668.16 $53,668.16 $53,668.16 Annual Maximum $97,864.00 $84,593.60 $73,507.20 $44,824.00 $50,772.80 $71,718.40 $48,048.00 $68,244.80 $46,404.80 $53,331.20 $53,331.20 $56,014.40 $56,014.40 $61,838.40 $62,982.40 $62,982.40 $83,200.00 $27,497.60 $138,028.80 $146,203.20 $145,000.00 $147,014.40 $136,177.60 $148,096.00 $142,168.00 $149,011.20 $93,558.40 $56,222.40 $59,987.20 $50,315.20 $68,244.80 $102,814.40 $57,075.20 $83,200.00 $68,244.80 $66,102.40 $77,209.60 $89,564.80 $96,449.60 $55,390.40 $64,251.20 $106,496.00 $55,390.40 $108,617.60 $108,617.60 $108,617.60 $76,614.72 $76,614.72 $76,614.72 APPenDix Job Code 1947 1956 2014 1967 2092 0533 0530 0570 0571 1968 0997 0573 1979 1992 0534 0531 0532 0569 2143 1913 1067 1773 2033 0563 0561 0557 0562 0432 2024 2040 2044 1697 1485 0393 1848 2045 1982 0436 1710 1729 0391 0294 2060 1654 1709 2138 1959 1898 0513 Job Title Fire Chief Fire Chief, Assistant Fire Chief, Assistant Fire Chief, Deputy Fire Chief, Deputy Fire Engineer (40) Fire Engineer (56) Fire Inspector I Fire Inspector II Fire Marshal, Assistant Fire Marshal, Deputy Fire Marshal, Senior Deputy Fire Plans Reviewer Fire Plans Reviewer, Sr. Firefighter (40) Firefighter (56) Firefighter Recruit Firefighter, Pipeline Fleet Coordinator Fleet Maint Superintendent Fleet Management Director Fleet Systems Coordinator Fleet Technician Crew Chief Fleet Technician I Fleet Technician II Fleet Technician III Fleet Technician, Lead Food Bank Specialist Forensic Services Division Mgr GIS Analyst I GIS Analyst II GIS Director GIS Manager GIS Technician GM WestWorld Government Relations Assistant Government Relations Director Grant Program Specialist Grant Program Specialist, Sr. Graphics Design Coordinator Graphics Designer Graphics Technician, Sr. Green Building Program Manager Hearing Officer Housing Coordinator Human Resources Administrator Human Resources Analyst, Lead Human Resources Analyst, Sr. Human Resources Rep A CLASSIFICATION/COMPENSATION PLAN FTE's 1.00 1.00 1.00 5.00 0.00 0.00 54.00 0.00 4.00 1.00 3.00 2.00 2.00 1.00 0.00 108.00 0.00 0.00 0.00 1.00 1.00 1.00 2.00 0.00 8.00 20.00 3.00 1.00 1.00 1.00 2.00 1.00 1.00 4.00 1.00 0.00 1.00 3.00 5.00 1.00 2.00 2.00 1.00 2.00 2.00 1.00 1.00 5.00 6.50 Hourly Min $76.20 $62.23 $59.25 $57.34 $56.25 $22.50 $16.07 $21.63 $22.92 $36.60 $25.80 $28.40 $25.83 $29.95 $20.90 $14.93 $18.56 $0.00 $23.87 $27.70 $34.59 $25.08 $23.29 $16.08 $19.12 $20.09 $21.11 $13.32 $35.46 $23.87 $29.10 $38.20 $31.43 $20.59 $68.33 $32.99 $61.40 $16.96 $20.30 $24.62 $19.61 $16.16 $31.43 $31.33 $23.87 $58.94 $27.70 $25.73 $16.16 Hourly Max $76.20 $62.23 $59.25 $57.34 $56.25 $32.13 $22.95 $30.80 $35.09 $52.22 $36.83 $40.51 $36.77 $42.67 $29.83 $21.31 $18.56 $0.00 $35.34 $40.99 $51.20 $37.12 $34.48 $23.80 $28.28 $29.73 $31.23 $18.98 $52.47 $35.34 $43.06 $56.51 $44.79 $30.47 $68.33 $47.05 $61.40 $25.10 $28.84 $35.03 $27.97 $23.10 $44.79 $46.37 $35.34 $58.94 $40.99 $38.06 $23.10 Annual Minimum $158,496.00 $129,438.40 $123,240.00 $119,267.20 $117,000.00 $46,795.84 $46,795.84 $44,990.40 $47,673.60 $76,119.68 $53,668.16 $59,072.00 $53,726.40 $62,296.00 $43,476.16 $43,476.16 $38,604.80 $0.00 $49,649.60 $57,616.00 $71,947.20 $52,166.40 $48,443.20 $33,446.40 $39,769.60 $41,787.20 $43,908.80 $27,705.60 $73,756.80 $49,649.60 $60,528.00 $79,456.00 $65,374.40 $42,827.20 $142,126.40 $68,619.20 $127,712.00 $35,276.80 $42,224.00 $51,209.60 $40,788.80 $33,612.80 $65,374.40 $65,166.40 $49,649.60 $122,595.20 $57,616.00 $53,518.40 $33,612.80 Annual Maximum $158,496.00 $129,438.40 $123,240.00 $119,267.20 $117,000.00 $66,830.40 $66,830.40 $64,064.00 $72,987.20 $108,617.60 $76,614.72 $84,260.80 $76,481.60 $88,753.60 $62,054.72 $62,054.72 $38,604.80 $0.00 $73,507.20 $85,259.20 $106,496.00 $77,209.60 $71,718.40 $49,504.00 $58,822.40 $61,838.40 $64,958.40 $39,478.40 $109,137.60 $73,507.20 $89,564.80 $117,540.80 $93,163.20 $63,377.60 $142,126.40 $97,864.00 $127,712.00 $52,208.00 $59,987.20 $72,862.40 $58,177.60 $48,048.00 $93,163.20 $96,449.60 $73,507.20 $122,595.20 $85,259.20 $79,164.80 $48,048.00 415 APPenDix A CLASSIFICATION/COMPENSATION PLAN p 416 Job Code 0511 1569 1688 1078 1899 0428 1079 0324 1817 1958 2146 0581 0582 0386 1083 2070 0439 2101 1680 2030 0423 0424 2189 0527 2050 2023 1794 0606 1816 1473 0400 0064 1085 2193 2165 2164 0066 0607 0067 1089 0495 0069 0605 2194 0315 0485 0072 0361 0190 Job Title Human Resources Rep, Sr. Human Services Coordinator Human Services Director Human Services Manager Human Services Planner Human Services Rep Human Services Specialist HVAC Technician Identification Services Supvr Information Technology Dir Inspections Manager Inspector I Inspector II Intern Internal Auditor Irrigation Systems Coordinator Irrigation Technician IT Project Manager IT Support Manager IT Technician Manager IT Technician, Sr. IT Technician ITS Manager ITS Technician, Sr. Job Preparation Specialist Laboratory Manager Landscape Contracts Coord Latent Print Examiner Latent Print Examiner, Sr. Law Clerk Legal Assistant Legal Secretary Librarian Librarian II Librarian III Librarian IV Library Aide Library Assistant Library Courier Library Director Library Monitor Library Page Library Page, Assistant Library Supervisor License Inspector Lifeguard, Head - Aquatics Lifeguard/Instructor Logistics Technician Mail Services Courier FTE's 4.50 5.00 1.00 4.00 1.00 9.65 11.70 9.00 1.00 1.00 1.00 0.00 21.00 0.00 0.00 1.00 9.00 1.00 1.00 1.00 5.00 6.00 1.00 1.00 1.00 1.00 3.00 0.00 2.00 2.00 7.00 5.00 18.00 7.00 4.00 7.00 19.84 22.37 2.00 1.00 4.25 13.34 0.00 9.00 2.00 0.00 21.59 4.00 3.00 Hourly Min $17.81 $23.87 $36.35 $28.47 $27.17 $14.93 $22.33 $19.12 $27.70 $38.20 $36.35 $21.11 $22.74 $11.32 $24.62 $22.18 $17.81 $31.33 $32.93 $31.43 $23.41 $21.17 $31.33 $23.41 $16.96 $29.83 $21.17 $22.88 $25.01 $25.83 $19.12 $16.49 $20.59 $22.74 $23.87 $26.37 $12.26 $14.56 $12.68 $42.14 $9.33 $9.33 $8.67 $16.91 $16.97 $10.31 $9.57 $18.70 $12.68 Hourly Max $25.38 $35.34 $53.79 $41.32 $38.65 $22.09 $31.78 $28.28 $40.99 $56.51 $53.79 $31.23 $33.63 $16.75 $35.03 $32.81 $25.38 $46.37 $48.73 $44.79 $33.43 $30.28 $46.37 $33.43 $25.10 $44.15 $30.89 $32.43 $37.45 $36.77 $28.28 $24.41 $30.47 $33.63 $35.34 $39.01 $18.13 $21.55 $18.08 $59.99 $13.82 $13.82 $12.83 $25.03 $24.19 $13.44 $14.17 $26.63 $18.08 Annual Minimum $37,044.80 $49,649.60 $75,608.00 $59,217.60 $56,513.60 $31,054.40 $46,446.40 $39,769.60 $57,616.00 $79,456.00 $75,608.00 $43,908.80 $47,299.20 $23,545.60 $51,209.60 $46,134.40 $37,044.80 $65,166.40 $68,494.40 $65,374.40 $48,692.80 $44,033.60 $65,166.40 $48,692.80 $35,276.80 $62,046.40 $44,033.60 $47,590.40 $52,020.80 $53,726.40 $39,769.60 $34,299.20 $42,827.20 $47,299.20 $49,649.60 $54,849.60 $25,500.80 $30,284.80 $26,374.40 $87,651.20 $19,406.40 $19,406.40 $18,033.60 $35,172.80 $35,297.60 $21,444.80 $19,905.60 $38,896.00 $26,374.40 Annual Maximum $52,790.40 $73,507.20 $111,883.20 $85,945.60 $80,392.00 $45,947.20 $66,102.40 $58,822.40 $85,259.20 $117,540.80 $111,883.20 $64,958.40 $69,950.40 $34,840.00 $72,862.40 $68,244.80 $52,790.40 $96,449.60 $101,358.40 $93,163.20 $69,534.40 $62,982.40 $96,449.60 $69,534.40 $52,208.00 $91,832.00 $64,251.20 $67,454.40 $77,896.00 $76,481.60 $58,822.40 $50,772.80 $63,377.60 $69,950.40 $73,507.20 $81,140.80 $37,710.40 $44,824.00 $37,606.40 $124,779.20 $28,745.60 $28,745.60 $26,686.40 $52,062.40 $50,315.20 $27,955.20 $29,473.60 $55,390.40 $37,606.40 APPenDix A CLASSIFICATION/COMPENSATION PLAN p Job Code 2061 1786 0602 2150 2173 0322 0325 0326 0327 0328 0519 0355 1918 2018 1983 2107 1178 1658 0578 0078 0547 2099 0555 2147 2158 2186 1788 0318 0603 2047 1352 1772 0079 1942 1945 0082 0475 0418 0539 0317 1819 2098 0493 0494 1984 2157 1107 1321 1639 Job Title Maintenance Coord, Aquatics Maintenance Coordinator Maintenance Helper Maintenance Manager Maintenance Supervisor Maintenance Tech, Aquatics Maintenance Technician I Maintenance Technician II Maintenance Worker I Maintenance Worker II Maintenance Worker II - CDL Maintenance Worker III Management Analyst Management Analyst, Sr Management Assistant to Mayor Management Asst to City Mgr Mayor Media Relations Manager Meter Technician, Senior Motor Sweeper Operator Municipal Security Guard, Lead Municipal Security Manager Museum Attendant Neighborhood Resource Supv Neighborhood Services Mgr Neighbrhd Projects Coordinator Network Security Engineer Occupancy Specialist Office Assistant Office Coordinator Office Coordinator Manager Office Coordinator Mgr - Law Parking Control Checker Parks & Recreation Director Parks & Recreation Manager Parks Laborer Pawn Specialist Payroll Specialist Payroll Specialist, Lead Personnel Specialist Personnel Supervisor Photo Enforcement Program Mgr Photo Lab Technician Photo Lab Technician, Sr. Plan Review Manager Plan, Neighbrhd & Transp Dir Planner Planner, Associate Planner, Environment FTE's 1.00 1.00 0.00 1.00 3.00 2.00 7.00 25.00 26.75 60.00 0.00 14.00 4.00 6.00 1.00 1.00 1.00 1.00 1.00 7.00 2.00 1.00 0.00 1.00 1.00 1.00 1.00 1.00 0.00 4.00 5.00 1.00 1.00 1.00 5.00 2.75 1.00 4.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 4.00 7.00 7.00 1.00 Hourly Min $22.18 $22.33 $13.00 $23.29 $22.33 $17.81 $16.97 $19.12 $12.68 $15.41 $15.41 $17.81 $23.29 $27.03 $28.47 $28.47 $27.69 $25.83 $20.60 $15.69 $17.32 $27.70 $9.42 $25.83 $34.65 $28.47 $36.40 $16.96 $15.00 $19.25 $21.17 $21.17 $12.09 $39.15 $28.47 $9.48 $17.32 $16.08 $18.19 $18.38 $27.70 $24.62 $18.70 $21.63 $32.93 $42.16 $24.47 $20.09 $27.17 Hourly Max $32.81 $32.43 $13.00 $34.48 $32.43 $25.38 $24.19 $28.28 $18.72 $22.03 $22.03 $25.38 $34.48 $40.00 $40.67 $40.67 $27.69 $36.77 $29.40 $23.22 $25.64 $40.99 $12.84 $36.77 $49.43 $40.67 $51.88 $25.10 $15.00 $27.44 $30.89 $30.89 $17.20 $57.92 $41.32 $13.51 $25.64 $23.80 $26.93 $26.17 $40.99 $35.03 $26.63 $30.80 $48.73 $62.38 $36.21 $29.73 $38.65 Annual Minimum $46,134.40 $46,446.40 $27,040.00 $48,443.20 $46,446.40 $37,044.80 $35,297.60 $39,769.60 $26,374.40 $32,052.80 $32,052.80 $37,044.80 $48,443.20 $56,222.40 $59,217.60 $59,217.60 $36,000.00 $53,726.40 $42,848.00 $32,635.20 $36,025.60 $57,616.00 $19,593.60 $53,726.40 $72,072.00 $59,217.60 $75,712.00 $35,276.80 $31,200.00 $40,040.00 $44,033.60 $44,033.60 $25,147.20 $81,432.00 $59,217.60 $19,718.40 $36,025.60 $33,446.40 $37,835.20 $38,230.40 $57,616.00 $51,209.60 $38,896.00 $44,990.40 $68,494.40 $87,692.80 $50,897.60 $41,787.20 $56,513.60 Annual Maximum $68,244.80 $67,454.40 $27,040.00 $71,718.40 $67,454.40 $52,790.40 $50,315.20 $58,822.40 $38,937.60 $45,822.40 $45,822.40 $52,790.40 $71,718.40 $83,200.00 $84,593.60 $84,593.60 $36,000.00 $76,481.60 $61,152.00 $48,297.60 $53,331.20 $85,259.20 $26,707.20 $76,481.60 $102,814.40 $84,593.60 $107,910.40 $52,208.00 $31,200.00 $57,075.20 $64,251.20 $64,251.20 $35,776.00 $120,473.60 $85,945.60 $28,100.80 $53,331.20 $49,504.00 $56,014.40 $54,433.60 $85,259.20 $72,862.40 $55,390.40 $64,064.00 $101,358.40 $129,750.40 $75,316.80 $61,838.40 $80,392.00 417 APPenDix F 418 Job Code 1892 1142 1774 2075 0367 0230 0091 0488 1806 2137 0075 0092 1450 1815 1109 2058 1932 2091 1449 0505 0999 0096 0272 0456 0381 2090 0597 0599 0339 2056 2144 0227 0100 0009 2178 2087 2140 2025 1673 1955 2156 0560 1432 2085 1498 0595 1324 0518 0471 A CLASSIFICATION/COMPENSATION PLAN p Job Title Planner, Principal Planner, Sr. Planning & Technology Manager Planning Administration Managr Planning Assistant Planning Specialist Plans Coordinator Plans Examiner Plans Examiner, Sr. Pln, Neig, Trans Administrator Plumber Police Aide Police Analyst Police Analyst II Police Chief Police Chief, Assistant Police Commander Police Communications Op Mgr Police Intelligence Analyst Police Intelligence Specialist Police Lieutenant Police Officer Police Officer Trainee Police Officer, Pipeline Police Officer, Reserve Police Op Support Division Mgr Police Rangemaster Police Records Supervisor Police Sergeant Police Supply & Equipment Mgr Police Tech & Records Div Mgr Polygraph Examiner Pool Manager Pool Manager, Assistant Preservation Coordinator Pretreatment Prgm Coordinator Pro-Tem Judge Process Control Chemist, Sr. Programmer Analyst, Sr. Proj Mgmnt & Integration Mgr Project Coordination Liaison Project Management Assistant Project Manager Project Manager, Principal Project Manager, Sr. Property & Evidence Temp Workr Property/Evidence Manager Property/Evidence Technician Prosecution Specialist FTE's 6.00 12.50 1.00 1.00 2.00 3.50 1.00 6.50 5.00 1.00 4.00 39.00 4.00 3.00 1.00 2.00 6.00 1.00 2.00 1.00 18.00 338.00 0.00 0.00 0.00 1.00 1.00 5.00 58.00 1.00 1.00 1.00 4.58 8.38 2.00 1.00 0.00 1.00 2.00 0.00 3.00 3.00 0.00 1.00 9.00 0.00 1.00 4.50 6.00 Hourly Min $34.59 $27.03 $29.95 $27.03 $15.41 $17.76 $13.95 $23.84 $25.83 $64.54 $19.12 $17.32 $21.17 $24.62 $80.03 $68.41 $52.06 $29.10 $22.33 $16.97 $43.40 $23.98 $23.98 $0.00 $23.98 $32.93 $20.09 $20.59 $36.99 $25.73 $31.33 $25.73 $17.32 $12.55 $21.64 $24.47 $53.83 $29.83 $28.47 $34.59 $29.95 $21.64 $29.10 $34.59 $31.33 $19.40 $21.17 $16.16 $14.63 Hourly Max $51.20 $40.00 $42.67 $40.00 $21.91 $26.27 $22.38 $33.96 $36.77 $64.54 $28.28 $25.64 $30.28 $35.03 $80.03 $68.41 $63.30 $43.06 $31.78 $24.19 $52.09 $37.01 $37.01 $0.00 $37.01 $48.73 $29.73 $30.47 $43.41 $38.06 $46.37 $38.06 $25.64 $18.58 $32.01 $36.21 $53.83 $44.15 $40.67 $51.20 $42.67 $32.01 $43.06 $51.20 $46.37 $19.40 $30.28 $23.10 $20.93 Annual Minimum $71,947.20 $56,222.40 $62,296.00 $56,222.40 $32,052.80 $36,940.80 $29,016.00 $49,587.20 $53,726.40 $134,243.20 $39,769.60 $36,025.60 $44,033.60 $51,209.60 $166,462.40 $142,292.80 $108,284.80 $60,528.00 $46,446.40 $35,297.60 $90,272.00 $49,878.40 $49,878.40 $0.00 $49,878.40 $68,494.40 $41,787.20 $42,827.20 $76,939.20 $53,518.40 $65,166.40 $53,518.40 $36,025.60 $26,104.00 $45,011.20 $50,897.60 $111,966.40 $62,046.40 $59,217.60 $71,947.20 $62,296.00 $45,011.20 $60,528.00 $71,947.20 $65,166.40 $40,352.00 $44,033.60 $33,612.80 $30,430.40 Annual Maximum $106,496.00 $83,200.00 $88,753.60 $83,200.00 $45,572.80 $54,641.60 $46,550.40 $70,636.80 $76,481.60 $134,243.20 $58,822.40 $53,331.20 $62,982.40 $72,862.40 $166,462.40 $142,292.80 $131,664.00 $89,564.80 $66,102.40 $50,315.20 $108,347.20 $76,980.80 $76,980.80 $0.00 $76,980.80 $101,358.40 $61,838.40 $63,377.60 $90,292.80 $79,164.80 $96,449.60 $79,164.80 $53,331.20 $38,646.40 $66,580.80 $75,316.80 $111,966.40 $91,832.00 $84,593.60 $106,496.00 $88,753.60 $66,580.80 $89,564.80 $106,496.00 $96,449.60 $40,352.00 $62,982.40 $48,048.00 $43,534.40 APPenDix Job Code 1384 1732 1572 2003 1603 1973 2161 0593 0594 1562 1124 1125 1298 1487 2049 1935 2064 2117 2109 0575 0107 2127 1130 0588 0589 1333 0111 0112 0113 0256 2177 2022 1664 0115 0223 2151 1314 1495 1136 2115 2093 2041 2042 0587 0586 0585 0117 0319 2100 Job Title Prosecutor I Prosecutor II Public Affairs Manager Public Education Officer Public Information Coordinator Public Information Officer Public Outreach Specialist Public Works Inspector I Public Works Inspector II Public Works Planner Public Works Project Coord Purchasing Director Purchasing Manager Purchasing Operations Manager Quality Assurance Coordinator Radio Communications Engineer Radio Engineering Manager Radio Systems Integrator Radio Systms Netwrk Integrator Railroad & Mechanical Ops Spec Railroad Engineer Real Estate Mgmt Specialist Records Manager Records Specialist Records Specialist, Senior Recreation Coordinator Recreation Leader I Recreation Leader II Recreation Leader III Recreation Specialist Recreation Supervisor Regulatory Compliance Manager Resource Development Spec Revenue Collector Revenue Collector, Sr. Right of Way Supervisor Right-Of-Way Agent Right-Of-Way Agent, Sr. Risk Management Director Safety / Wellness Coordinator Safety Manager Scientist Scientist, Senior Seasonal Aquatic Pool Manager Seasonal Instructor Seasonal Lifeguard Secretary Security Guard Security Project Coordinator A CLASSIFICATION/COMPENSATION PLAN FTE's 5.00 6.00 0.00 2.00 0.50 1.00 2.50 0.00 11.00 1.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 17.00 10.00 11.00 19.93 98.76 22.00 0.00 6.00 1.00 0.50 5.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 0.00 0.00 0.00 15.31 3.88 1.00 Hourly Min $30.58 $35.46 $32.99 $24.62 $24.62 $24.62 $24.62 $21.11 $22.74 $27.17 $23.41 $35.46 $28.40 $23.87 $25.08 $29.83 $36.40 $27.17 $28.47 $21.11 $12.58 $22.33 $27.70 $14.56 $15.69 $22.18 $8.67 $12.55 $17.32 $0.00 $23.87 $29.83 $23.41 $17.76 $20.09 $29.83 $22.33 $25.83 $34.65 $24.62 $27.70 $27.03 $28.40 $12.55 $10.90 $9.57 $13.95 $15.41 $21.11 Hourly Max $45.24 $54.09 $47.05 $35.03 $35.03 $35.03 $35.03 $31.23 $33.63 $38.65 $33.43 $52.47 $42.01 $35.34 $37.12 $44.15 $51.88 $38.65 $40.67 $31.23 $18.86 $31.78 $40.99 $21.55 $23.22 $32.81 $12.83 $18.58 $25.64 $0.00 $35.34 $44.15 $33.43 $26.27 $29.73 $44.15 $31.78 $36.77 $49.43 $35.03 $40.99 $40.00 $42.01 $14.09 $10.90 $10.06 $19.91 $21.91 $31.23 Annual Minimum $63,606.40 $73,756.80 $68,619.20 $51,209.60 $51,209.60 $51,209.60 $51,209.60 $43,908.80 $47,299.20 $56,513.60 $48,692.80 $73,756.80 $59,072.00 $49,649.60 $52,166.40 $62,046.40 $75,712.00 $56,513.60 $59,217.60 $43,908.80 $26,166.40 $46,446.40 $57,616.00 $30,284.80 $32,635.20 $46,134.40 $18,033.60 $26,104.00 $36,025.60 $0.00 $49,649.60 $62,046.40 $48,692.80 $36,940.80 $41,787.20 $62,046.40 $46,446.40 $53,726.40 $72,072.00 $51,209.60 $57,616.00 $56,222.40 $59,072.00 $26,104.00 $22,672.00 $19,905.60 $29,016.00 $32,052.80 $43,908.80 Annual Maximum $94,099.20 $112,507.20 $97,864.00 $72,862.40 $72,862.40 $72,862.40 $72,862.40 $64,958.40 $69,950.40 $80,392.00 $69,534.40 $109,137.60 $87,380.80 $73,507.20 $77,209.60 $91,832.00 $107,910.40 $80,392.00 $84,593.60 $64,958.40 $39,228.80 $66,102.40 $85,259.20 $44,824.00 $48,297.60 $68,244.80 $26,686.40 $38,646.40 $53,331.20 $0.00 $73,507.20 $91,832.00 $69,534.40 $54,641.60 $61,838.40 $91,832.00 $66,102.40 $76,481.60 $102,814.40 $72,862.40 $85,259.20 $83,200.00 $87,380.80 $29,307.20 $22,672.00 $20,924.80 $41,412.80 $45,572.80 $64,958.40 419 APPenDix A CLASSIFICATION/COMPENSATION PLAN F 420 Job Code 0427 2163 1651 0392 0590 2094 2095 1640 0398 2170 2172 2175 0258 1489 2180 2123 0123 0063 1921 1920 2036 2037 2191 2126 2169 2184 1807 1808 0124 0477 0815 0247 1671 1612 1828 1827 2027 1681 1441 1442 1667 0499 1737 0498 1744 0308 0138 2029 1910 Job Title Security Screener Senior Library Manager Service Area Manager Service Support Worker Sign Technician Software Engineer Software Engineer, Sr Solid Waste Director Solid Waste Program Rep Solid Waste Services Mgr Solid Waste Systems Mgr Space Planning Coordinator Specialty Class Instructor Stadium Coordinator Stadium Facilities Lead Staffing Services Manager Stock Clerk Stock Clerk, Lead Storm Water Planner Storm Water Planner, Sr. Stormwater Engineer Stormwater Engineer, Sr Stormwater Manager Strategic Programs Manager Street Operations Director Street Operations Manager Structural Engineer, Sr. Structural Plans Examiner Student Worker Support Specialist Support Specialist - Law Support Specialist - Police Systems Analyst, Sr. Systems Integrator Systems Integrator, Lead Systems Integrator, Sr. Tax and License Manager Tax Audit Manager Tax Auditor Tax Auditor, Sr. Technician, Lead Technology Coordinator Technology Learning Coord Technology Specialist Telecom Policy Coordinator Telemetry Controls Specialist Temporary Worker Tourism Development Coord Tourism Manager FTE's 1.50 3.00 1.00 2.00 4.00 3.00 3.00 1.00 5.00 5.00 1.00 1.00 0.00 1.00 1.00 2.00 2.00 2.00 0.00 0.00 0.00 4.00 1.00 2.00 1.00 1.00 1.00 1.00 0.00 0.44 1.00 2.00 1.00 23.50 6.00 2.00 1.00 1.00 0.00 8.00 1.00 6.00 1.00 7.00 1.00 5.00 0.00 1.00 1.00 Hourly Min $11.51 $30.58 $28.47 $11.33 $15.41 $29.95 $34.65 $34.59 $20.09 $23.41 $24.62 $23.87 $9.85 $23.87 $22.18 $31.43 $14.63 $16.16 $27.17 $31.43 $27.70 $30.58 $42.14 $38.24 $36.35 $31.33 $30.58 $25.83 $7.25 $12.68 $12.68 $13.95 $25.83 $27.17 $29.95 $28.47 $26.37 $29.10 $21.64 $23.87 $31.43 $22.68 $25.73 $20.60 $29.95 $22.68 $0.00 $27.70 $34.65 Hourly Max $17.18 $45.24 $41.32 $17.20 $22.03 $42.67 $49.43 $51.20 $29.73 $33.43 $35.03 $35.34 $19.77 $35.34 $32.81 $44.79 $20.93 $23.10 $38.65 $44.79 $40.99 $45.24 $59.99 $54.50 $53.79 $46.37 $45.24 $36.77 $10.54 $18.08 $18.08 $21.28 $36.77 $38.65 $42.67 $40.67 $39.01 $43.06 $32.01 $35.34 $44.79 $32.33 $38.06 $29.40 $42.67 $32.33 $0.00 $40.99 $49.43 Annual Minimum $23,940.80 $63,606.40 $59,217.60 $23,566.40 $32,052.80 $62,296.00 $72,072.00 $71,947.20 $41,787.20 $48,692.80 $51,209.60 $49,649.60 $20,488.00 $49,649.60 $46,134.40 $65,374.40 $30,430.40 $33,612.80 $56,513.60 $65,374.40 $57,616.00 $63,606.40 $87,651.20 $79,539.20 $75,608.00 $65,166.40 $63,606.40 $53,726.40 $15,080.00 $26,374.40 $26,374.40 $29,016.00 $53,726.40 $56,513.60 $62,296.00 $59,217.60 $54,849.60 $60,528.00 $45,011.20 $49,649.60 $65,374.40 $47,174.40 $53,518.40 $42,848.00 $62,296.00 $47,174.40 $0.00 $57,616.00 $72,072.00 Annual Maximum $35,734.40 $94,099.20 $85,945.60 $35,776.00 $45,822.40 $88,753.60 $102,814.40 $106,496.00 $61,838.40 $69,534.40 $72,862.40 $73,507.20 $41,121.60 $73,507.20 $68,244.80 $93,163.20 $43,534.40 $48,048.00 $80,392.00 $93,163.20 $85,259.20 $94,099.20 $124,779.20 $113,360.00 $111,883.20 $96,449.60 $94,099.20 $76,481.60 $21,923.20 $37,606.40 $37,606.40 $44,262.40 $76,481.60 $80,392.00 $88,753.60 $84,593.60 $81,140.80 $89,564.80 $66,580.80 $73,507.20 $93,163.20 $67,246.40 $79,164.80 $61,152.00 $88,753.60 $67,246.40 $0.00 $85,259.20 $102,814.40 APPenDix Job Code 1966 1964 1965 2159 1504 0526 0175 2153 0276 0274 0273 2171 2148 1962 1961 1960 0516 0525 2062 1884 1885 0504 1906 1353 2187 0483 0482 2183 2112 0420 0484 0491 0490 2063 1490 0369 0466 0446 0465 0132 1277 0248 0506 2021 2043 2017 0349 0383 0377 Job Title Traffic Engineer Traffic Engineer, Principal Traffic Engineer, Sr. Traffic Engineering & Ops Mgr Traffic Engineering Analyst Traffic Engineering Tech, Sr. Traffic Engineering Technician Traffic Engnrg Technician Lead Traffic Signal Electronic Tech Traffic Signal Technician I Traffic Signal Technician II Traffic Signals Manager Transit Supervisor Transportation Planner Transportation Planner, Sr. Transportation Plnr, Principal Transportation Rep Transportation Rep, Sr. Trng, Safety & Security Coord Victim Advocate Victim Advocate, Sr. Victim Assistance Notif Spec Victim Services Manager Video Production Specialist Video Production Supervisor Wastewater Collection Spec Wastewater Collection Tech Wastewater Services Director Wastewater Treatment Manager Water Audit Technician Water Campus Compliance Spec Water Campus Maintenance Spec Water Campus Maintenance Tech Water Conservation Coordinator Water Conservation Specialist Water Distribution Field Coord Water Maintenance Tech Trainee Water Maintenance Tech, Sr. Water Maintenance Technician Water Meter Reader Water Meter Reader Manager Water Meter Reader, Lead Water Operations Field Coord Water Operations Manager Water Quality Coordinator Water Quality Director Water Quality Sampler Water Quality Specialist Water Quality Technician A CLASSIFICATION/COMPENSATION PLAN FTE's 0.00 1.00 5.00 1.00 1.00 3.00 0.00 1.00 2.00 5.00 2.00 1.00 1.00 0.00 3.00 2.00 0.00 1.00 2.00 2.50 1.00 1.50 1.00 3.00 1.00 1.00 4.00 1.00 1.00 2.00 1.00 2.00 5.00 1.00 3.00 1.00 1.00 2.00 8.00 11.00 1.00 1.00 3.00 1.00 2.00 1.00 1.00 6.00 1.00 Hourly Min $27.70 $32.12 $30.58 $38.20 $25.73 $21.63 $20.60 $27.70 $21.64 $19.12 $20.59 $29.83 $29.83 $25.73 $27.70 $31.33 $16.16 $17.81 $24.47 $20.30 $22.33 $12.68 $27.17 $21.17 $25.83 $21.63 $20.60 $42.14 $31.33 $15.41 $19.61 $20.60 $17.81 $24.47 $21.64 $20.60 $17.81 $22.68 $18.70 $14.63 $23.87 $16.97 $20.60 $29.83 $24.47 $42.14 $17.81 $20.60 $19.61 Hourly Max $40.99 $47.54 $45.24 $56.51 $38.06 $30.80 $29.40 $40.99 $32.01 $28.28 $30.47 $44.15 $44.15 $38.06 $40.99 $46.37 $23.10 $25.38 $36.21 $28.84 $31.78 $18.08 $38.65 $30.28 $36.77 $30.80 $29.40 $59.99 $46.37 $21.91 $27.97 $29.40 $25.38 $36.21 $32.01 $29.40 $25.38 $32.33 $26.63 $20.93 $35.34 $24.19 $29.40 $44.15 $36.21 $59.99 $25.38 $29.40 $27.97 Annual Minimum $57,616.00 $66,809.60 $63,606.40 $79,456.00 $53,518.40 $44,990.40 $42,848.00 $57,616.00 $45,011.20 $39,769.60 $42,827.20 $62,046.40 $62,046.40 $53,518.40 $57,616.00 $65,166.40 $33,612.80 $37,044.80 $50,897.60 $42,224.00 $46,446.40 $26,374.40 $56,513.60 $44,033.60 $53,726.40 $44,990.40 $42,848.00 $87,651.20 $65,166.40 $32,052.80 $40,788.80 $42,848.00 $37,044.80 $50,897.60 $45,011.20 $42,848.00 $37,044.80 $47,174.40 $38,896.00 $30,430.40 $49,649.60 $35,297.60 $42,848.00 $62,046.40 $50,897.60 $87,651.20 $37,044.80 $42,848.00 $40,788.80 Annual Maximum $85,259.20 $98,883.20 $94,099.20 $117,540.80 $79,164.80 $64,064.00 $61,152.00 $85,259.20 $66,580.80 $58,822.40 $63,377.60 $91,832.00 $91,832.00 $79,164.80 $85,259.20 $96,449.60 $48,048.00 $52,790.40 $75,316.80 $59,987.20 $66,102.40 $37,606.40 $80,392.00 $62,982.40 $76,481.60 $64,064.00 $61,152.00 $124,779.20 $96,449.60 $45,572.80 $58,177.60 $61,152.00 $52,790.40 $75,316.80 $66,580.80 $61,152.00 $52,790.40 $67,246.40 $55,390.40 $43,534.40 $73,507.20 $50,315.20 $61,152.00 $91,832.00 $75,316.80 $124,779.20 $52,790.40 $61,152.00 $58,177.60 421 APPenDix A CLASSIFICATION/COMPENSATION PLAN p 422 Job Code 1776 2162 1188 1468 1809 2008 1602 2182 0224 0335 2102 2181 2188 2077 1974 1726 2179 0189 0290 2113 0438 0435 0261 0307 Job Title Water Res Tech Plng/Supp Coord Water Resources Administrator Water Resources Analyst Water Resources Engineer Water Resources Engineer, Sr. Water Resources Plng & Eng Dir Water Resources Plng Advisor Water Services Director Water Services Worker Water Services Worker, Sr. Water Treatment Manager Water/Wastewater Ops Supervisr Web & Media Services Manager Web Services Engineer Wellness/Fitness Coordinator Workers Comp Claims Spec Workforce Development Analyst Wrangler Wtr/Wstwtr Field Rep Wtr/Wstwtr Trmnt Maint Coord Wtr/Wstwtr Trtmnt Plnt Oper Wtr/Wstwtr Trtmnt Plnt Opr, Sr Youth Sports Coach Youth Sports Official Total FTEs FTE's 1.00 1.00 2.00 3.00 1.00 1.00 1.00 1.00 10.00 10.00 1.00 4.00 1.00 2.00 1.00 1.00 2.00 2.10 6.00 1.00 30.00 8.00 0.00 0.00 2,546.47 Hourly Min $29.95 $64.54 $24.62 $27.70 $30.58 $42.14 $31.43 $42.14 $15.41 $18.70 $31.33 $24.47 $32.12 $29.10 $28.47 $20.09 $25.73 $10.95 $16.97 $24.47 $19.61 $22.68 $9.42 $10.63 Hourly Max $42.67 $64.54 $35.03 $40.99 $45.24 $59.99 $44.79 $59.99 $21.91 $26.63 $46.37 $36.21 $47.54 $43.06 $40.67 $29.73 $38.06 $15.63 $24.19 $36.21 $27.97 $32.33 $11.77 $13.29 Annual Minimum $62,296.00 $134,243.20 $51,209.60 $57,616.00 $63,606.40 $87,651.20 $65,374.40 $87,651.20 $32,052.80 $38,896.00 $65,166.40 $50,897.60 $66,809.60 $60,528.00 $59,217.60 $41,787.20 $53,518.40 $22,776.00 $35,297.60 $50,897.60 $40,788.80 $47,174.40 $19,593.60 $22,110.40 Annual Maximum $88,753.60 $134,243.20 $72,862.40 $85,259.20 $94,099.20 $124,779.20 $93,163.20 $124,779.20 $45,572.80 $55,390.40 $96,449.60 $75,316.80 $98,883.20 $89,564.80 $84,593.60 $61,838.40 $79,164.80 $32,510.40 $50,315.20 $75,316.80 $58,177.60 $67,246.40 $24,481.60 $27,643.20 City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two City of Scottsdale, Arizona Adopted FY 2010/11 Budget Program Operating Budget - Volume Two