City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One City Council W.J. “Jim” Lane, Mayor Lisa M. Borowsky Suzanne Klapp Robert W. Littlefield Ron McCullagh Linda Milhaven Dennis Robbins Administrative Staff David E. Richert City Manager Brent Stockwell Strategic Initiatives Director David N. Smith City Treasurer Judy Mcllroy Budget Manager Budget Review Commission Louis Schmitt, Chair Scott Miller, Vice Chair Bob Berlese Cindi Eberhardt Luke Ford Graham Kettle R. Lamar Whitmer FY 2011/12 Adopted Budget Table of Contents Mayor and City Council 1 City Organization 4 Water and Water Reclamation Fund 119 Budget Award 5 Solid Waste Fund 129 Final Budget Transmittal 7 Aviation Fund 135 Enterprise Funds: Proposed Budget Transmittal 10 Strategic Goals & Key Deliverables 13 Fleet Management Fund 145 Division Directory 14 PC Replacement Fund 153 Demographics 15 Risk Management Self-Insurance Fund 159 Healthcare Self-Insurance Fund 165 Overview Internal Service Funds: 117 Grants, Trust, & Special Districts: 142 171 Budget in Brief 23 Grants Funds 173 How to Use This Book 27 Trust Funds 176 Budget Development Process 29 Special Districts Fund 180 Budget Calendar 41 CIP Funds 183 Budget/CIP Liaisons 42 Comprehensive Financial Policies 43 Budget by Fund Divisions How to Use This Section 189 Authorized Positions by Division 191 Fund Accounting - Fund Types 49 Authorized Positions by Fund 192 Total Appropriation 54 General Fund 56 Authorized Positions by Division, Service Area &Title 193 Special Revenue Funds: 79 Classification & Compensation Plan 217 Transportation Fund 81 Operating Budgets by Division, Service Area & Account Category 227 Preservation Fund 89 Special Programs Fund 95 Operating Budgets by Division, Service Area & Funding Source 230 108 Service Area Relationship to Strategic Goals 233 Debt Service Fund Table of Contents Appendix Division-Service Area Information: Mayor and City Council 235 Operating Projects 433 City Attorney 239 Debt Service Expense 434 City Auditor 251 Long-term Debt Outstanding 436 City Clerk 255 Legal Debt Margins 438 City Court 261 Acronyms 439 City Manager 267 Glossary 442 City Treasurer - Finance and Accounting 273 Budget Adoption Ordinance 452 Administrative Services 289 Property Tax Levy Ordinance 468 Community and Economic Development 317 Community Services 331 Public Safety - Fire 355 Public Safety - Police 367 Public Works 393 Water Resources 415 Mayor and City Council Mayor and City Council’s Mission The mission of the City of Scottsdale is to cultivate citizen trust by fostering and practicing open, accountable, and responsive government; providing quality core services; promoting long-term prosperity; planning and managing growth in harmony with the City’s unique heritage and desert surroundings; strengthening the City’s standing as a preeminent destination for tourism; and promoting livability by enhancing and protecting neighborhoods. Quality of life shall be the City’s paramount consideration. Mayor W. J. “Jim” Lane Mayor and City Council’s Broad Goals GOAL A: NEIGHBORHOODS Enhance and protect a diverse family-oriented community where neighborhoods are safe, protected from adverse impacts, well maintained and actively revitalized. GOAL B: ENVIRONMENTAL SUSTAINABILITY & PRESERVATION Preserve Scottsdale’s desert environment and natural resources, and honor the City’s heritage and character. GOAL C: TRANSPORTATION Strengthen the transportation system for the safe, efficient and affordable movement of people and goods. GOAL D: ECONOMY Position Scottsdale for short-and long-term economic prosperity by strengthening, expanding and diversifying our economic resources. GOAL E: PUBLIC SAFETY Protect Scottsdale residents and visitors by providing quality public safety and homeland security services. GOAL F: FISCAL & RESOURCE MANAGEMENT Provide the means to reach other goals by ensuring Scottsdale is fiscally responsible and fair in its management of taxpayer money and City assets, and coordinates land use and infrastructure planning within the context of financial demands and available resources. GOAL G: OPEN AND RESPONSIVE GOVERNMENT Make government accessible, responsive and accountable so that decisions reflect community input and expectations. The Scottsdale City Council agreed to this statement of the Council’s Mission and Goals at an informal workshop on November 2, 2004 Introduction Mayor W. J. “Jim” Lane served for four years on the Scottsdale City Council beginning in June 2004, and began his first term as Mayor in January 2009. Mayor Lane served on the 2002 Scottsdale Fire & EMS Advisory Committee, which was convened to evaluate and make recommendations to the city regarding the desired level of fire and emergency medical services relative to cost. His community service also includes six years on the Scottsdale Paradise Valley YMCA Board of Management. He chaired the 1999 Kids Campaign annual fund raising effort and is currently an emeritus board member. Mayor Lane currently represents the city as a member of the Flinn Foundation Arizona Bioscience Roadmap Steering Committee. He is the immediate past president and a member of the Arizona Municipal Water Users Association, a member of the Executive Committee of the League of Arizona Cities and Towns, and a member of the Maricopa Association of Governments Executive Committee, Regional Council, Vice-Chair for the Transportation Policy Committee, and Economic Development Committee. Mayor Lane also serves on the Scottsdale Leadership Advisory Board. He came to Scottsdale from New Jersey in 1973 to take a position with KPMG (Peat Marwick), an international CPA firm. He worked as an Arizona CPA for twenty years, with five of those years in public accounting as a financial statement auditor. He has since retired from his CPA career. Mayor Lane has owned and operated businesses in construction, mining, computer technology, telecommunications and regional aviation. He currently owns the financial consulting company of Chatham Hill Group LLC. Mayor Lane is also an Adjunct Professor of Business and Accounting at Scottsdale Community College. He holds a Bachelor of Science degree in Accounting from Saint Joseph’s University in Philadelphia. He and his wife Joanne have three adult children (Bill, Scott and Nancy) along with four grandchildren (Megan, Aislinn, Madison and Carson). 1 Mayor and City Council 2 Councilwoman Lisa Borowsky Councilwoman Suzanne Klapp Vice Mayor Robert W. Littlefield Councilwoman Lisa Borowsky began her first term on the Scottsdale City Council in January 2009. Councilwoman Borowsky, an attorney, has limited her practice to civil litigation since being admitted to the State Bar of Arizona in 1994. The majority of her legal career has focused primarily on community association representation, specifically related to construction issues. She founded Borowsky Law in 2006, where she focuses on settlement-oriented representation. She has a broad background in real estate, real estate law, extensive complex civil litigation experience and serves regularly as a court appointed arbitrator. Before founding her firm, Councilwoman Borowsky worked with midsize, multi-state law firms primarily representing homeowners and associations dealing with defective construction issues. Prior to her career in law, she managed multi-family dwellings, working up the ranks in her family’s apartment business. A native of the Valley, Councilwoman Borowsky completed her undergraduate degree at Arizona State University and her law degree at St. John’s University, School of Law. She is a member of the Arizona State Bar, Construction Law Section and Maricopa County Bar Association. Councilwoman Borowsky is active in the Community Associations Institute and Arizona Association of Community Managers, which support and educate the community associations industry. Additionally, she is a precinct committee person in the District 8 Republicans organization and has been active at the State Legislature as a proponent on various issues, both professionally and personally. Aside from her legal career, Councilwoman Borowsky’s professional experience is quite varied including restaurant review writer for CITY/ AZ magazine, on-air commentator for KPNX/ Channel 12 News, aviation component sales, and spin instructor. Councilwoman Borowsky’s personal time is dedicated to raising her beautiful daughter, Savannah, riding cutting horses, skiing, culinary arts and travel. She is involved in various charitable organizations, primarily focusing upon those assisting children. Councilwoman Suzanne Klapp began her first term on the Scottsdale City Council in January 2009. She has 37 years of broad management experience in manufacturing, distribution and retail operations. She began her career with the Whirlpool Corp. where she worked for 14 years in a variety of staff and operations management positions in marketing, internal and external communications, human resources, production and material control. She was Whirlpool’s company spokesman for its large refrigeration manufacturing facility in Evansville, IN and the company’s headquarters in Benton Harbor, MI. Councilwoman Klapp owned a custom injection molding plastics plant for five years in Indiana before moving west. She was general manager of Larson Juhl’s logistics center in Los Angeles for five years, overseeing sales and operations for the framing products distributor throughout southern California and Hawaii. She joined the FastFrame custom framing franchise stores in 1997 as a retailer in the Los Angeles area. She moved to Scottsdale in 1998 and since then has owned custom framing retail stores in Scottsdale and Phoenix.   She is also Arizona regional developer for the FastFrame group of stores and has helped grow the franchise locations in the state from two stores to 10. She personally manages the only store she currently owns, which is located in Scottsdale. She and her husband Tim continue to pursue several entrepreneurial interests. Councilwoman Klapp is active in the Scottsdale Area Chamber of Commerce, Rotary Club of Pinnacle Peak, Women of Scottsdale, and Legislative District 8 Republican Committee. She is a graduate of Valley Leadership and is on the Advisory Board of Scottsdale Leadership. Councilwoman Klapp serves on the MAG Domestic Violence Council, the City Council’s Audit Subcommittee and the Economic Development Subcommittee. She grew up in Evansville and attended the University of Evansville where she obtained a Bachelor of Arts degree in English and Journalism and was Campus Editor of the school newspaper. She earned a Master of Business Administration degree from Southern Methodist University’s Cox School of Business in Dallas, Texas. Vice Mayor Robert W. Littlefield began his first term on the Scottsdale City Council in June 2002, was reelected to a second term beginning in June 2006, and was reelected again to a third term beginning in January 2011. He is the founder and president of NetXpert Systems, Inc., a Scottsdale-based computer company. He also is a commercial pilot and flight instructor. He first lived in Scottsdale from 1971 to 1975. He returned to stay in 1984. Vice Mayor Littlefield has been involved in a variety of civic, youth and professional organizations. He served 11 years as a board member in the Arcadia Scottsdale United Soccer Club and 20 years working with Scottsdale’s kids as a youth soccer and baseball coach and is still an active soccer referee. He is a former director of the Arizona Software & Internet Association and is a member of the American Legion. The Vice Mayor also is an Eagle Scout. A Vietnam combat veteran, Vice Mayor Littlefield served in the U.S. Army from 1968 to 1970 and in the Arizona Army National Guard from 1971 to 1974. Vice Mayor Littlefield holds a bachelor’s degree in engineering from Arizona State University. He and his wife Kathy have been married 41 years and have two grown children. Introduction Mayor and City Council Councilman Ron McCullagh Councilwoman Linda Milhaven Councilman Dennis Robbins Councilman Ron McCullagh began his first term on the Scottsdale City Council in June 2004 and was reelected to a second term that began in January 2009. Councilman McCullagh has lived in the Valley for 35 years and in Scottsdale for the past 19 years. His career experience includes six years as a university professor and 20 years as a businessman in the financial services industry. He is retired. He is Past President of Valley Citizens League. He serves or has served on the boards of Scottsdale Leadership, Scottsdale Sister Cities, Scottsdale Rotary Club and the District 8 Republican Executive Committee. He also serves on the Scottsdale Unified School District Grants Subcommittee and the Scottsdale Area Chamber of Commerce Public Policy Committee. He is a member of the Scottsdale Leadership Class XVIII, Arizona Town Hall and the Arizona Tax Research Association. He holds Bachelor’s and Master’s Degrees in business from the University of North Dakota, and a Ph.D. Degree in business administration from the University of Florida. He and his wife Mary Beth have been married for 46 years and have two children and ten grandchildren. In addition to family and civic duties, he enjoys tennis, sailing, hiking and golf. Councilwoman Linda Milhaven began her first term on the Scottsdale City Council in January 2011. Public service is a passion. She has served in numerous volunteer capacities including the chairs of the Board of Trustees of the Scottsdale Cultural Council, the Board of the Scottsdale Area Chamber of Commerce and the Board of the Better Business Bureau. She is a Scottsdale Leadership Class VIII graduate and earned the organization’s Frank B. Hodges Alumni Achievement Award in 2009. She also has served as a commissioner for the city’s Industrial Development Authority; an advisory board member for STARS; a board member on the Scottsdale Education Foundation; and she was named the Outstanding Volunteer by both the Scottsdale Unified School District and the Scottsdale Charros. She works for Wells Fargo where she has been a Customer Experience Manager since 2005. Milhaven lived in a New York suburb until 1974, when she moved to the Valley and graduated from Paradise Valley High School. She migrated back East to earn a bachelor’s degree from Wellesley College in Massachusetts and a master’s of business administration from Columbia University in New York. She has called Scottsdale home for 20 years. Milhaven considers positive economic development as one of Scottsdale’s top priorities in the years ahead. She supports new economic development that will generate tax revenues to keep sales and property taxes among the lowest in the region and help to pay for the high quality services enjoyed by residents. Councilman Dennis Robbins began his second term on the Scottsdale City Council in January 2011. He first served on the council from 1996 to 2000. He was born and raised in Scottsdale, where his family grew up across the street from former Mayor Herb Drinkwater. He graduated from Chaparral High School, California Lutheran University and attended Pacific Lutheran Theological Seminary before graduating from Pepperdine School of Law in 1990. Today, Dennis Robbins is a businessman who owns auto repair franchises in Mesa, Phoenix and Scottsdale. He has been active in various community organizations including serving as a former commissioner on the Board of Adjustment; past president and Charros life member. He is a graduate of Scottsdale Leadership, Class 7; past president of the Scottsdale Education Foundation; served on the council and building committee of the La Casa de Cristo Lutheran Church; and a member of the National Federation of Business, the Scottsdale Chamber of Commerce and the State Bar of Arizona. Dennis believes his longevity in Scottsdale, business experience, legal background and previous council experience are an asset to this community. His goal is to unite the community and work to make Scottsdale’s future as bright as its past. Councilman Robbins is married to Cheralee and has three children – Madalyn, Carl and Veronica. Introduction 3 City Organization Citizens of Scottsdale Scottsdale City Council Boards, Commissions, Task Forces City Attorney Administrative Services 4 City Auditor Community Services City Clerk Community & Economic Development City Manager City Treasurer Presiding Judge Finance & Accounting City Court Public Safety Public Works Water Resources Introduction Budget Award Budget Award for Fiscal Year 2010/11 Budget The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation award to the City of Scottsdale, Arizona for its annual budget for fiscal year beginning July 1, 2010. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as a policy document, as a financial plan, as an operating guide, and as a communications device. This award is valid for a period of one year only. We believe our current budget continues to conform to program requirements, and we are submitting it to the GFOA to determine its eligibility for another award. Introduction 5 Budget Award This Certificate of Achievement is presented to Scottsdale, AZ in recognition of its use of performance measurement in local government management, including training, verification and public reporting. Presented at the 97th ICMA Annual Conference Milwaukee, Wisconsin 19 September 2011 Rob e rt J. O’Ne i ll Jr. I C MA Ex e c utive Di r e ctor Davi d M. Ch i lds I C M A Pr e s i de n t Mic hae l Lawson Di r e ctor I C MA Ce nte r f or Pe r f or manc e Meas u r e m e nt 6 Introduction David E. Richert, City Manager Final Budget Transmittal PHONE FAX WEB 480-312-2811 480-312-2738 www.ScottsdaleAZ.gov Date: 3939 N. Drinkwater Blvd. September 1,Scottsdale, 2011 AZ 85251 To: Mayor and City Council CC: Date: To: From: CC: Subject: From: Subject: Charter Officers, Executive Committee September 1, 2011 MayorE.and City Council David Richert, City Manager Charter Officers, Executive Committee Adopted FY 2011/12 Operating Budget and Capital Improvement Plan David E. Richert, City Manager Adopted FY 2011/12 Operating Budget and Capital Improvement Plan I am pleased to provide the Adopted FY 2011/12 Operating Budget and Capital Improvement Plan. This letter highlights some key issues discussed in the review of the adopted budget, and is a companion to the March 1 transmittal letter. The FY 2011/12 Operating Budget reflects our continued efforts to maintain high quality services, preserve the level of core services, and at the same time reduce the costs to provide those services. The adopted budget reduces the number of divisions, reduces overall staffing and reduces the overall General Fund uses. While this is appropriate given the current economy, the General Fund adopted budget still includes the use of some prior year savings to balance the remaining deficit – if revenues and expenditures come in as projected. The bar is high in Scottsdale and we need to maintain and improve on our success. The citizen survey conducted this year showed that our customers – the citizens of Scottsdale – rated Scottsdale better in most areas than other communities. Of particular note are the overall quality of life rating of 94%, overall quality of services provided by the City at 88%, the overall impression of city employees at 83% and the value of services for the taxes paid to Scottsdale at 74%. This budget also includes a reorganization that reflects our ongoing effort to improve efficiency and reduce costs. Police and Fire are being combined into a unified Public Safety division. Administrative Services is being expanded to include Human Resources, Information Technology, and the Office of Communications. Page 1 of 3 Introduction 7 Final Budget Transmittal Staffing levels are at the lowest point in seven years, down 353 full-time equivalents from the high point of 2,808 in FY 2008/09. In the General Fund, there are 191 fewer positions than there were in FY 2005/06 when the Scottsdale Fire Department was formed. With a smaller workforce, there are also lower personnel costs. Employees have been impacted significantly through this proposed budget. There are no cost of living increases, no merit increases, and the employees’ share of retirement and health insurance costs are increasing. Discretionary expenditure levels are also greatly reduced. In the General Fund, division operating expenditures are down approximately $17 million from the prior year approved budget, and $45 million from FY 2008/09 actual expenditures. Overall, since FY 2005/06, the net growth rate is only 4%. With all that said, here is a summary of the key changes made after the release of the proposed draft budget on March 1, 2011. The Adopted Budget does not include a property tax increase nor enterprise fund transfers to the General Fund. Although identified in the preliminary budget as possible reductions, the adopted budget preserves funding for enhanced victim services, Chaparral Pool, and all Library hours and locations. Drug and alcohol prevention grants were also restored. The contingency reserve was increased to ensure that there is budget flexibility given the uncertainty of the economy. This was offset in part by additional reductions and reorganizations, the elimination of newly vacated positions (with the work reassigned to existing staff), cuts to the take home vehicle program, and a phasing out of the executive car allowance program. 8 Introduction Page 2 of 3 Final Budget Transmittal With all the focus on the operating budget, one might miss the fact that some substantial capital improvements will begin or continue this year. Overall, the Capital Improvement Plan funds 240 projects and expects to spend $199.4 million; 91 projects are supported by the General Fund (expects to spend $42.1 million this year). Some highlights are shown in the graphic at right: In conclusion, we realize that these budget reductions impact some services to the community, and impact city employees as well. Some pain was unavoidable, as balancing a substantial deficit requires substantial actions. The Adopted FY 2011/12 Operating Budget and Capital Improvement Plan is the cumulative product of many hours of work by dozens of employees across the organization. In particular, I would like to thank City Treasurer David N. Smith, Budget Manager Judy McIlroy, Senior Budget Analysts Monica Staats and Gloria Moore and Systems Integrator Amy Foster, as well as the Executive Directors and their Budget Liaisons. For their work on the Capital Improvement Plan, I want to specifically thank Public Works Executive Director Dan Worth, City Engineer Derek Earle and Senior Budget Analyst Sylvia Dlott. I also want to thank the staff in the City Manager’s Office, particularly Brent Stockwell, who coordinated this effort on my behalf. Sincerely, David E. Richert City Manager Introduction 9 Proposed Budget Transmittal Date: March 1, 2011 To: Mayor and City Council; Budget Review Commission CC: Charter Officers, Executive Committee From: David E. Richert, City Manager Subject: Proposed FY 2011/12 Operating Budget and Capital Improvement Plan I am pleased to provide for your review the Proposed FY 2011/12 Operating Budget and Capital Improvement Plan. This letter highlights some issues we considered and actions we took in preparing the proposed budget. The FY 2011/12 Operating Budget reflects our continued efforts to prioritize services, preserve essential services, and reduce costs. Prioritization is critical particularly in light of the recent citizen survey where 88 percent rated City services as “excellent” or “good.” We want to maintain and improve these high ratings, so need to be careful about what we propose for reductions. 10 Preparation of this budget was challenging because at times we were doing two things simultaneously – each one difficult on its own. We have been working to balance the current budget and also to optimize future operations. This is truly a balancing act, because optimizing for the future can place additional pressure on the financial challenges of the present; we may need to phase some changes in over time. Preserving essential services remains a top priority, but reductions of some enhanced or non-essential services are proposed as a cost reduction strategy. We must weigh these decisions carefully, because some of these services are those that help make Scottsdale a great community. As soon as the FY 2010/11 budget was approved, we began work on the $28.4 million deficit that was projected for FY 2011/12. The first step was to hold expenditures to prior year actual. To date, this effort has been successful. We are currently $2.7 million or 2% below FY 2009/10 adjusted expenditures. This has been accomplished with little or no direct impact on citizens. In addition, we only filled essential vacant positions, holding others open to see whether we could get the work done without them. Since July 1, an additional 55 positions that arose through retirements and resignations have been held vacant. As we worked to reduce costs or services, we had an impact on personnel expenses because they are a high percentage of the operating budget. These are difficult decisions, because as a service organization, employees are our primary service delivery resource. If we cut too deep trying to reduce personnel costs, we risk degrading the high quality of city services. Our purposeful strategy was to correct those areas of our compensation system that seemed to be most out of line, but avoid sweeping changes to compensation that may not be justified. Those techniques helped the bottom line, but we still faced a considerable deficit when the divisions began preparing their budget requests for FY 2011/12. In November, divisions were asked to prioritize services and prepare budget proposals to meet targets that were designed to balance the budget. These division proposals were reviewed by senior management as a team. Some were accepted, others rejected at that time, and still others needed additional research. Both within divisions and as a team, we continued to refine the proposals which appear in the proposed budget. Introduction Proposed Budget Transmittal We have also been reorganizing for greater efficiencies. Each division has been doing some informal reorganization, but the biggest efforts are proposed in the FY 2011/12 budget. These are a consolidation of Police and Fire into a Public Safety Division, and the consolidation of the primary internal services into one Administrative Services Division. The proposed budget eliminates 94 positions (4.6%) in the General Fund. The greatest reductions are in Community Services and Community & Economic Development, but personnel reductions are proposed in ten divisions citywide. The proposed budget reduces staffing levels both in the General Fund and in All Funds combined to the lowest levels since before FY 2005/06, when 260 FTEs were added to form a municipal fire department. Along with staffing reductions, spending is also down in the General Fund. Total expenditures have dropped $28 million since FY 2008/09, and the proposed budget recommends further General Fund reductions of $16 million – which will take us to the lowest level since FY 2005/06. There are cuts in every division and several division budgets are reduced by 10 percent or greater. The largest dollar reductions are in the largest divisions: Community Services, Community & Economic Development and the Police Department. Even with these reductions, we believe the proposed budget still supports high quality, essential services necessary to maintain a high standard of living in Scottsdale. Residents will continue to enjoy high quality services comparable or better to those in any of the surrounding communities. The overarching goal was to exhaust all other cost-cutting measures before reducing service levels. Cutting lowest priority expenditures prior to cutting service levels was our first strategy. But it wasn’t enough. Additional strategies employed to balance the budget include the following: 1. Enhancing or maintaining existing revenues 2. Using prior-year savings to reduce debt 3. Using one-time monies for one-time costs 4. Reducing personnel costs 5. Reducing some enhanced levels of service 6. Reducing funding of city partners 6. Closing some facilities and offices The proposed budget anticipates some recovery in the City’s revenue sources. Beyond that, the budget specifically proposes two new revenue strategies and suggests a means of preserving a third: • Offer the Via Linda Jail for short-term stays by other jurisdictions ($189/day) • Begin charging fees for after school programs to recover direct costs • Continue to utilize some enterprise revenue to support the General Fund We tried to avoid making any reductions that would be felt by our residents, however our revenues no longer support enhanced service levels in some areas. The complete list is attached, but here are a few significant proposals: • End the Palomino Library agreement with the school district • Reduce hours at Parks and Recreation centers and Library branches • Close Chaparral Pool year round • Reduce grant funding to non-profits and schools • Reduce the Scottsdale Cultural Council’s contract by 5 percent • Close Downtown office and lower Downtown maintenance service frequency • Close Loloma Station and shift transit routes to surface streets Introduction 11 Proposed Budget Transmittal Over the next 98 days we have scheduled a number of opportunities for public input and review of the budget leading up to the scheduled adoption by the City Council on June 7. The tentative Budget Review schedule is attached and below: • Thursday, March 17. Community Services; Community & Economic Development • Thursday, March 31. Public Safety; Water Resources • Thursday, April 14. Administrative offices • Thursday, April 28. Develop Commission Recommendations • Tuesday, May 10. Present Recommendations to City Council Again, I am pleased to present the Proposed FY 2011/12 Operating and Capital Improvement Plan. This book could not have been assembled without the diligent work of my staff in the City Manager’s Office, particularly Brent Stockwell, who once again coordinated this effort. Thanks to City Treasurer David Smith, Budget Manager Judy McIlroy, Senior Budget Analysts Monica Staats and Gloria Moore and Systems Integrator Amy Foster, as well as the Executive Directors and their Budget Liaisons throughout the organization. For their work on the Capital Improvement Plan, I want to specifically thank Public Works Executive Director Dan Worth, City Engineer Derek Earle and Senior Budget Analyst Sylvia Dlott. Sincerely, David E. Richert City Manager • Tuesday, May 17. 1st Public Hearing. Tentative Budget Adoption • Tuesday, June 7. 2nd Public Hearing. Final Budget Adoption In conclusion, we realize that these budget reductions impact some services to the community, and impact city employees as well. Balancing a substantial revenue deficit requires substantial actions. This proposed budget is just that – a proposal. It reflects the work of dedicated and professional staff providing their best input on where to make reductions. The final document, of course, must also reflect feedback from the community, boards and commissions, and the City Council. Staff looks forward to gathering that feedback in the weeks ahead. 12 Introduction 2011 Strategic Goals and Key Deliverables Preserve Meaningful Open Space • Leverage matching funds to acquire about 4,400 acres for the Preserve from State Land Department • Complete construction and open the Tom’s Thumb Trailhead • Complete site design and begin construction of the Brown’s Ranch Trailhead • Finalize agreement with City of Phoenix to annex the Barnes Butte area of Papago Park into Scottsdale Enhance Neighborhoods • Secure site for Desert Foothills Fire Station 13 to improve fire protection services • Enhance fire protection efforts by working with residents, neighborhoods and community partners • Improve survivability for cardiac emergencies by partnering with residents, responders and hospitals • Continue efforts to reduce crimes, as well as improving City Court criminal and civil case processing Seek Sustainability • Complete the total compensation review and develop a plan to implement recommended changes • Reorganize and create greater efficiencies in Administrative Services and Public Safety divisions • Continue water conservation efforts at public and park facilities by reducing overall consumption • Continue to provide safe and reliable drinking water including compliance with new federal regulations Advance Transportation • Complete roadway, drainage and trail improvements on Pima from Thompson Peak to Pinnacle Peak • Complete design and right-ofway acquisition for the Northsight Boulevard extension in the Airpark • Complete Raintree Drive extension design concept report in the Airpark area • Begin construction of the ARRA-funded park and ride lot at Scottsdale Road and Thunderbird Support Economic Vitality • Retain and enhance tax revenue from north and south Scottsdale automotive retail trade areas • Identify and engage appropriate sponsorship opportunities to provide additional revenues • Enhance tax base through creating new development and jobs on McDowell and Bell Road corridors • Identify funding and business development options for the proposed Desert Discovery Center • Maintain golf entertainment destination viability by planning renovations at TPC and Sanctuary courses • Develop strategies and funding options to attract more, larger events year-round at WestWorld Value Scottsdale’s Unique Lifestyle and Character • Solicit public comment and prepare for public vote on the 2011 General Plan Update • Complete construction of the Scottsdale Road Streetscape between Roosevelt Street and Earll Drive • Initiate construction of the Thomas Road Streetscape between Civic Center and the Indian Bend Wash • Initiate design of roadway and flood control improvements on Pima between McDowell and Thomas The Strategic Goals are the same as the chapter headings from the voter-approved 2001 General Plan and are also the guiding principles developed through the CityShape 2020 process. The key deliverables have been identified by City staff and placed under the appropriate Strategic Goal. More information about the General Plan and CityShape 2020 may be found at: http://www.scottsdaleaz.gov/generalplan Introduction 13 Division Directory Mayor W.J. “Jim” Lane J.P. Twist, Mayor’s Chief of Staff (480) 312-2433 Scottsdale City Council Vice Mayor Robert Littlefield Councilwoman Lisa Borowsky Councilwoman Suzanne Klapp Councilman Ron McCullagh Councilwoman Linda Milhaven Councilman Dennis Robbins (480) 312-2550 City Attorney Bruce Washburn • Civil • Prosecution • Victim’s Services (480) 312-2405 City Auditor Sharron Walker (480) 312-7756 City Clerk Carolyn Jagger (480) 312-2412 City Court B. Monte Morgan, Presiding Judge Janet Cornell, Court Administrator (480) 312-2442 City Treasurer David N. Smith • Accounting • Budget • Customer Service • Risk Management (480) 312-2364 City Manager David E. Richert (480) 312-2800 MarJan Hill-Enriquez, Management Asst. to City Manager Brad Lundahl, Government Relations Director Community Services Bill Murphy, Executive Director • Human Services • Library Systems • Parks & Recreation • Preserve Management 14 (480) 312-7275 Administrative Services Brent Stockwell, Strategic Initiatives Director (Team Leader) • Communications (480) 312-2446 Kelly Corsette, Director (480) 312-2491 • Human Resources Terry Welker, Executive Director (480) 312-2622 • Information Technology Brad Hartig, Executive Director (480) 312-5700 • Purchasing Bill Yazel, Director • Tax Audit (480) 312-2437 Phil Montalvo, Manager Community & Economic Development (480) 312-2500 Paul Katsenes, Executive Director • Aviation • Economic Vitality • Planning, Neighborhood, Transportation • WestWorld Public Safety Alan Rodbell, Executive Director • Fire Garret Olson, Fire Chief • Police Alan Rodbell, Police Chief (480) 312-8000 (480) 312-5000 Public Works Dan Worth, Executive Director • Capital Project Management • Facilities Management • Fleet Management • Solid Waste Management (480) 312-5555 Street Operations (480) 312-5550 Water Resources Marshall Brown, Executive Director • Engineering & Administration • Reclamation Services • Water Quality • Water Services (480) 312-5685 Introduction 112th ST. 120th ST. 124th ST. 120th ST. 124th ST. 104th ST. 112th ST. 96th ST. 96th ST. PIMA HAYDEN SCOTTSDALE JENNY LYNN 104th ST. The City is bordered to the west by Phoenix, the state capital, by Tempe to the south, and by the Salt River/Pima Maricopa Indian Community to the east. Scottsdale, together with its neighboring cities, forms the greater metropolitan Phoenix area, which is the economic, political, and population center of the state. 64th ST. Location Scottsdale is centrally located in Maricopa County, Arizona, with its boundaries encompassing an area approximately 184.5 square miles, stretching 31 miles from north to south. 56th ST. Demographics CIRCLE MOUNTAIN HONDA BOW ROCKAWAY HILLS DESERT HILLS JOY RANCH STAGECOACH PASS CAREFREE HWY. DOVE VALLEY LONE MOUNTAIN Climate Lying at an elevation of 1,260 feet above sea level, the City of Scottsdale averages 328 days of sunshine and 9.41 inches of rainfall per year, with the average minimum and maximum temperatures ranging from 53.4 degrees to 86.2 degrees (F), respectively. DIXILETA DYNAMITE JOMAX HAPPY VALLEY PINNACLE PEAK DEER VALLEY Average Daily Temperatures BELL/FRANK LLOYD WRIGHT BLVD. GREENWAY air po THUNDERBIRD CACTUS High Low January 67.0oF 36.7oF April 84.3oF 49.3oF July o 105.6 F 74.8 F October 87.2 F 54.1 F o BEARDSLEY OUTER LOOP UNION HILLS rt Scottsdale offers its residents the advantages of a warm, dry climate with low humidity even in the summer months. o o Source: Western Regional Climate Center SHEA DOUBLE TREE McCORMICK PKWY. INDIAN BEND North McDONALD CHAPARRAL CAMELBACK INDIAN SCHOOL 17 THOMAS 17 McDOWELL Introduction PIMA HAYDEN SCOTTSDALE 64th ST. 56th ST. McKELLIPS 15 Demographics Demographics The following tables provide additional demographic statistics for the City of Scottsdale and its citizenry primarily from data from the 2010 US Census and the American Community Survey Estimates. Gender Male 48.3% Female 51.7 % Age Composition Under 5 years 5 – 19 years 20 – 24 years 25 – 54 years 55 – 74 years 75+ Median age (years) 4.2% 15.3% 5.0% 40.5% 25.8% 9.2% 45.4 Occupational Composition Managerial & Professional 49.2% Service 16.5% Sales & Office 26.3% Construction, Extraction & Maintenance 2.9% Production & Transportation 5.1% Source: 2009 US Census American Community Survey 1-year estimates Race/Ethnic Origin White 89.3% Asian 3.3% African American 1.7% Native American 0.8% Other 2.5% Land Use Residential 40.3% Undeveloped/Agricultural 50.5% Industrial/Commercial 9.2% Note: “Undeveloped/Agricultural” includes street right-of-ways, parks, golf courses, open-space preserves Source: City of Scottsdale Planning, Neighborhood, and Transportation Division “2011 Proposed General Plan Land Uses” Population 1951 2,021 1960 27,010 1965 54,504 1970 67,841 1975 77,107 1980 88,364 1985 108,447 1990 130,069 1995 168,176 2000 204,680 2005 235,010 2010 217,385 Household Income Distribution Less than $25,000 $25,000- $34,999 $35,000 - $49,999 $50,000 – $74,999 $75,000 – $99,999 $100,000+ Median Household Income 15.4% 7.7% 12.6% 17.5% 12.4% 34.3% $70,040 Educational Attainment Bachelor Degree or Higher 50.5% Associate Deg. Only/Some College 28.5% High School Graduate Only 16.1% Less than High School Graduate 4.9% 16 Introduction Demographics Population and Housing Unit Growth In Scottsdale, AZ From 2000 to Build Out in 2030 300,000 250,000 200,000 150,000 100,000 50,000 0 Total Housing Units Population City of Scottsdale, Long Range Planning Services Introduction 17 Demographics Scottsdale Employment by Industry and Year 2005 2009 Employment Percent Employment Percent Agriculture, forestry, fishing and hunting, and mining Construction Manufacturing Wholesale trade Retail trade Transportation and warehousing, and utilities Information Finance, insurance, and real estate Professional, scientific, and management Educational, health and social services Leisure and hospitality Other services, except public administration Public administration TOTAL 187 5,563 5,961 5,249 14,735 3,612 3,251 17,457 13,392 16,681 12,404 4,874 2,751 106,117 0.2% 5.2% 5.6% 4.9% 13.9% 3.4% 3.1% 16.5% 12.6% 15.7% 11.7% 4.6% 2.6% 100.0% 672 5,425 6,415 4,102 12,633 4,905 2,956 14,149 17,468 25,304 17,670 5,153 1,964 118,816 0.6% 4.6% 5.4% 3.5% 10.6% 4.1% 2.5% 11.9% 14.7% 21.3% 14.9% 4.3% 1.6% 100.0% Source: U.S. Census American Community Survey 18 Introduction Demographics Scottsdale grew slowly, but steadily as a small market town principally providing services for families involved in the agricultural industry. Origin and Historical Summary In 1888, Army Chaplain Winfield Scott, upon his retirement from the Army, visited the Valley of the Sun and subsequently made a down payment on a section of land in order to start a farming practice. Scott’s purchase and subsequent farming of the land would be the impetus for the historic development of the town that is now modern day Scottsdale. Like other Arizona cities and towns, the provision of a reliable water supply was critical to sustaining the community after its initial settlement by Chaplain Winfield Scott. The Granite Reef Dam was built in 1908 and the Roosevelt Dam in 1911 which transformed the Salt River Valley and allowed Scottsdale to share in the resulting population boom. Between 1908 and 1933 Introduction Scottsdale’s favorable climate, irrigated desert location, and beautiful scenery influenced its initial settlement as well. Many health seekers came to Scottsdale, and those who were able to relocate to enjoy the advantages of the climate tended to be more well to do. Many of the community’s original settlers who were recruited by Winfield Scott from the East and Midwest were educated and had an established appreciation for cultural activities. These early settlers established the Scottsdale public school system in 1896, supported the burgeoning artists and writers culture that began relocation here in the early 1900’s, and promoted Scottsdale’s affiliation with the earliest area resorts, the Ingleside Inn (1909) and the Jokake Inn (1922). The Depression Era saw an influx of artists and architects to Scottsdale, one of the most renowned being Frank Lloyd Wright. Wright first came to Arizona to work on a desert resort project in Chandler in 1927 and worked on the design for the Arizona Biltmore Resort in 1929. In 1937, Wright and his wife purchased 600 desert acres at the foot of the McDowell Mountains and built Taliesin West, his winter home and his architectural firm’s southwestern headquarters. In 1947, the Scottsdale Chamber of Commerce was incorporated and Scottsdale leaders engaged in a conscious effort to promote a special identity for the town. Scottsdale was the only local community to formally embrace the western atmosphere that helped distinguish it from other tourist destinations. A design theme for the downtown was established with a “western” image and lifestyle and the city’s moniker the “West’s Most Western Town” was coined. In 1951, the town incorporated into the City of Scottsdale. Although Scottsdale has grown in size and population, its historic origins still shine through today. Scottsdale is nationally and internationally well known for its reputation as an artistically and culturally rich community; a premiere resort, tourist, and golf destination; as well as an attractive location for numerous corporate commercial, retail, and medical-biotechnical opportunities. 19 Demographics Revitalization Original neighborhoods form the core of southern Scottsdale. As this area continues to mature, the area requires focused and ongoing efforts to maintain and strengthen the economic and physical health of this important part of the Scottsdale community. Through its revitalization program, the City has stepped up its efforts to maintain, renovate, or rebuild City buildings, parks, and other public facilities, and to attract new businesses and investment. In addition, the City anticipates partnering with its property owners, residents, business owners, community groups, and development professionals to utilize the tools necessary for the revitalization, restoration, and renewal for southern Scottsdale. Transportation Scottsdale offers visitors, citizens and businesses a variety of mobility choices, including well-maintained streets, fixed route buses, local circulator trolleys, paratransit services, and ample sidewalks. Scottsdale has been designated as a Bicycle Friendly Community and has one of the most extensive path and trail systems in the nation. Major roadway access is provided by the Pima and Red Mountain Freeways, which include bus/ carpool lanes, and a grid system of arterial streets. The city works to ensure that Scottsdale neighborhoods, businesses and visitors are provided an accessible, environmentally sensitive, safe and efficient transportation system. 20 Educational Facilities Several institutions of higher learning are available to City residents. Arizona State University, one of the major universities in the nation, is located in Tempe just south of the City. The University has approximately 68,000 students, graduate and undergraduate, and four distinctive campuses throughout metropolitan Phoenix with Bachelors, Masters and Ph.D. programs available. Also, the University of Arizona operates their Executive MBA program at their location in Scottsdale next to WestWorld. Scottsdale Community College, a part of the Maricopa Community College System, is located on the eastern border of the City, on the Salt River/Pima Maricopa Indian Community. The college is a two-year college, which offers a wide variety of academic, occupational, developmental, and special interest programs. Other higher educational facilities include the University of Phoenix and the Scottsdale Culinary Institute. The City is also served by 6 public middle schools, 3 public K-8 schools, 5 public high schools, an alternative school and a number of private schools. Introduction Demographics Tourism Scottsdale is an internationally recognized tourism destination community, widely known for its golf courses, recreational amenities, climate, and high end resorts, and beautiful open spaces of the McDowell Mountain Sonoran Preserve. Tourism generates millions of dollars in economic activity in the City each year and is one of the most significant sources of revenue for the City’s operations and budget. In 2009, Scottsdale hosted over 7.5 million visitors with an economic impact of $2.6 billion (direct and indirect) and tourism was responsible for $7.0 million in bed tax receipts for the City. Numerous resort and convention facilities, along with more than 82 hotels and resorts, provide nearly 16,150 guest rooms in the Scottsdale/ Paradise Valley market area. The city boasts many public and private golf courses, tennis courts, country clubs, day spas, nightclubs, bars, and lounges. More than 4,600 retail shops, boutiques, and galleries are located throughout the City and a selection of almost 600 restaurants is available. These services and facilities, complemented by the mild winter, have made Scottsdale a popular vacation spot for tourists and winter visitors. Introduction Photo Enforcement Scottsdale has utilized photo enforcement on its City streets since 1997, augmenting a comprehensive traffic safety program proven to reduce both the number and severity of collisions. The city currently has nine fixed intersection cameras and four mobile vans in operation. Police and Traffic Engineering staff primarily chooses locations, both fixed and mobile, based on traffic volume, citizen complaints, and collision history. WestWorld WestWorld is a premier, nationally recognized, userfriendly equestrian center and special events facility serving the community and target market visitors. It is comprised of approximately 387 acres which are available for a variety of uses and events with a primary focus in the equestrian industry. It is located in a key activity corridor for the city. Close to the gateway of the McDowell Mountain Preserve. While The Bureau of Reclamation owns the land that WestWorld is situated on, the City of Scottsdale assumed management responsibility and purchased the fixed assets in 1997. WestWorld now serves as a community asset and major economic catalyst to the City as it hosts over 275 utilized days with approximately 600,000 visitors annually. 21 Demographics Preservation In 1990, Scottsdale citizens (through the non-profit McDowell Sonoran Land Trust – today called the McDowell Sonoran Conservancy) initiated the preservation of Scottsdale’s McDowell Mountains and other remaining lush Sonoran Desert areas. The vision is to preserve approximately 34,000 acres, equivalent to 1/3 of Scottsdale’s total land area. Protected land in this geographic area is called the McDowell Sonoran Preserve. The Preserve will protect Scottsdale’s diverse Sonoran Desert environment and create corridors linking to natural open space in adjacent communities as well as to the Tonto National Forest and the Maricopa County Regional Park. The objective is to create a large sustainable natural desert habitat for wildlife and desert flora, available for appropriate public recreation use. In 1995, Scottsdale voters approved initial funding - a .2 percent sales tax increase to purchase land in a 16,000 acre boundary encompassing the McDowell Mountains and surrounding desert. In 1998, voters approved using the sales tax to purchase land in an additional 19,000 acre boundary primarily north of the McDowell Mountains comprised of isolated mountains, deep washes and lush Sonoran Desert vegetation. In 2004, voters approved an additional .15 percent increase in the sales tax for land acquisition and for Preserve improvements. When completed, the McDowell Sonoran Preserve will be one of the largest urban preserves in the nation. 22 Proposed Desert Discovery Center at the Gateway to the Preserve Planning and evaluation continues to determine the feasibility of a Desert Discovery Center (DDC) at the Gateway to the Preserve. The study site is located east of Thompson Peak Parkway north of Bell Road.    The DDC is envisioned to provide opportunities for residents and visitors to discover the story of the Upper Sonoran Desert. Through exhibits and environmental experiences presented in a natural setting, the DDC is intended to inspire learning about the desert through its programs which encourage preservation and instill a sense of harmony with and respect for the desert. In 2010 a subcommittee comprised of the McDowell Sonoran Preserve Commission (MSPC) and Tourism Development Commission (TDC) members submitted to the City Council the Phase Two Desert Discovery Center Feasibility Study which developed concepts for the DDC through a public involvement process. The Council accepted recommendations for next steps the community should consider moving the planning process along. Phase Three of the Feasibility Study to further business model, operations and funding alternatives is being reviewed by a commission appointed by the Council. They are scheduled to return to the City Council in the Fall of 2011 with recommendations for next steps. Introduction Budget in Brief Total City Budget General Fund Special Revenue Funds Debt Service Funds Enterprise Funds Internal Service Funds Trust Funds (A) Capital Improvement Funds (B) Total City Budget (A) Capital Improvement Funds 51% $246,292,719 67,398,282 74,394,291 184,931,270 34,734,209 16,021 629,171,100 $1,236,937,892 (A) Includes $373.0M of re-budgets from prior years (B) Includes $180.1M in Reserves/Contingency General Fund 20% Trust Funds 0% Internal Service Funds 3% Debt Service Funds 6% Enterprise Funds 15% Special Revenue Funds 5% Staffing Adopted FY 2010/11 General Fund Transportation Fund Special Revenue Fund Enterprise Funds Internal Service Funds Total FTE 2,052.55 81.00 42.92 316.00 54.00 2,546.47 Change (91.51) 0.00 (0.11) 1.00 (1.00) (91.62) Adopted FY 2011/12 FY 2011/12 Adopted FTE by Fund General Fund 80% 1,961.04 81.00 42.81 317.00 53.00 2,454.85 Internal Service Funds 2% Overview Enterprise Funds 13% Special Revenue Fund 2% Transportation Fund 3% 23 Budget in Brief General Fund Sources & Uses The General FundSources is the primary operating fund of the City. It exists to account for the resources devoted to finance the General Fund & Uses services traditionally local government. in these servicesfor arethe police and firedevoted protection, parks and The General Fund isassociated the primarywith operating fund of the Included City. It exists to account resources to finance the recreation, planning associated and economic general administration of the City and any activity forparks whichanda services traditionally with development, local government. Included in these services are police andother fire protection, recreation, and economic special fundplanning has not been created. development, general administration of the City and any other activity for which a special fund has not been created. General General Fund Fund Sources Sources Privilege (Sales) Privilege (Sales) Tax Tax State Shared Revenues State Shared Revenues Charges for Services/Other Charges for Services/Other Property Tax Property FranchiseTax Fees/In-Lieu Taxes Transient Occupancy Tax Franchise Fees/In-Lieu(Bed) Taxes Cash Transfers In Transient Occupancy (Bed) Tax $88,723,653 $88,723,653 42,125,627 42,125,627 40,525,962 40,525,962 25,016,558 25,016,558 11,098,426 12,247,000 11,098,426 10,472,169 12,247,000 Total Revenue Sources Cash Transfers In $230,209,395 10,472,169 Total Revenue Sources $230,209,395 Transient Transient Occupancy (Bed) Occupancy (Bed) Tax Tax 5.3% Franchise Franchise Fees/In-Lieu Fees/In-Lieu Taxes Taxes 4.8% Cash Transfers In Cash Transfers In 4.6% 4.6% 5.3% 4.8% Sales Tax Sales Tax 38.5% 38.5% Property Tax 10.9%Tax Property 10.9% Charges for Services / Other 17.6% Charges for Services / Other 17.6% State Shared Revenues 18.3% State Shared Revenues 18.3% General Fund Expenses by Division, Contracts Payable/COP and Cash Transfers Out Mayor & City Council $764,306 Contracts Mayor & City Council General Fund Expenses by Division, 16,347,919 Contracts Payable/COP Public andWorks CashPayable/COP Transfers Out Charter Officers 4.1% Administrative Services Community Mayor & CityServices Council Community & Economic Development Charter Officers Public Safety - Fire Administrative Public Safety - Services Police Community Services Public Works Contracts Payable/COP Community & Economic Development TotalSafety Operating/Division Budget Public - Fire Less: Vacancy Savings/Payouts Public Safety - Police Contingency/Reserves Public WorksBudget Total Gross Contracts Payable/COP Cash Transfers Out Total Uses Budget TotalExpenditure Operating/Division Less: Vacancy Savings/Payouts Contingency/Reserves Total Gross Budget Cash Transfers Out Total Expenditure Uses 24 Public Safety Police 35.5% 15,399,743 32,696,540 $764,306 24,303,715 16,347,919 26,956,693 Public Safety 15,399,743 77,695,466 Police 32,696,540 35.5% 15,776,277 9,047,454 24,303,715 218,988,112 26,956,693 (1,581,226) 77,695,466 28,885,832 15,776,277 246,292,718 9,047,454 20,227,550 $266,520,268 218,988,112 (1,581,226) 28,885,832 246,292,718 20,227,550 $266,520,268 7.2% Public Works 7.2% 0.3% Contracts Mayor & City Payable/COP Council 4.1% 0.3% Charter Officers 7.5% Administrative Services 7.0% Charter Officers 7.5% Administrative Services 7.0% Public Safety Fire 12.3% Community & Economic Development 11.1% Public Safety Fire 12.3% Community & Economic Development 11.1% Community Services 14.9% Community Services 14.9% Overview Budget in Brief General Fund Sources & Uses Trends Sources FY 2007/08 Actual 283.4 FY 2008/09 Actual 272.1 FY 2009/10 Actual 251.5 FY 2010/11 Est. 242.7 FY 2011/12 Budget 230.2 Uses 309.7 274.7 254.1 240.2 237.6 Millions General Fund Sources are used to pay for the cost of “ongoing” municipal services such as police, fire, parks, libraries, etc. provided by the City. Over the five year period, the trend reflects a decrease in Sources and Uses as a result of the economic recession. The City has made difficult but necessary choices along the way to protect the programs and services most desired by the Community. 350 300 250 200 150 100 50 0 FY FY FY FY FY 2007/08 2008/09 2009/10 2010/11 2011/12 Actual Actual Actual Est. Budget Revenue Expenditures Other City Funds… Special Revenue Funds Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. The City maintains the following five Special Revenue Funds: Transportation Fund, Preservation Privilege Tax, Special Programs, Special Districts and Grants. Debt Service Funds Debt Service Funds used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest which are not serviced by the General, Special Revenue, and Enterprise Funds. It does not include contractual obligations accounted for in the individual funds. Enterprise Funds Enterprise Funds are used to account for operations, including debt service, which are financed and operated similarly to private businesses, where the intent is that the service is selfsufficient, with all costs supported predominantly by user charges. The City maintains three Enterprise Funds to account for Water & Water Reclamation, Solid Waste, and Aviation activities. Internal Service Funds Internal Service Funds are used to account for the financing, on a cost-reimbursement basis, of commodities or services provided by one program for the benefit of other programs within the City. The City maintains three Internal Service Funds to account for Fleet PC Replacement and Self-Insurance activities. Overview Beginning Fund Balance - $30.3M FY 2011/12 Budgeted Sources - $102.7M FY 2011/12 Budget Uses - $110.4M Ending Fund Balance - $22.6M Beginning Fund Balance - $15.0M FY 2011/12 Budgeted Sources - $74.8M FY 2011/12 Budget Uses - $74.4M Ending Fund Balance - $15.4M Beginning Fund Balance - $96.2M FY 2011/12 Budgeted Sources - $195.3M FY 2011/12 Budget Uses - $287.1M Ending Fund Balance - $4.4M Beginning Fund Balance - $32.5M FY 2011/12 Budgeted Sources - $7.9M FY 2011/12 Budget Uses - $36.2M Ending Fund Balance - $4.2M 25 Budget in Brief Trust Funds Trust Funds are used to administer resources received and held by the City as the trustee or agent for others. Use of these funds facilitates the discharge of responsibility placed upon the City by virtue of law or other similar authority. Capital Improvement Funds Capital Improvement Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities. The City maintains several capital project funds to ensure legal compliance and financial management for various restricted revenues. Beginning Fund Balance - $0.0K FY 2011/12 Budgeted Sources - $16.0K FY 2011/12 Budget Uses - $16.0K Ending Fund Balance - $0.0 Beginning Fund Balance - $173.1M FY 2011/12 Budgeted Sources - $578.2M FY 2011/12 Budget Uses - $652.2M Ending Fund Balance - $99.1M How the Taxes are Distributed Privilege (Sales) Tax Distribution: State of Arizona Maricopa County City of Scottsdale 6.60% 0.70% 1.65% 8.95% Property Tax Distribution: Scottsdale Unified School District Maricopa County City of Scottsdale Community College Special Districts 55% 14% 12% 13% 6% 100% Population 2000 2005 2010 * 204,680 235,010 217,385 *Official 2010 US Census Population Count Household Income Household income is one measure of the tax base and a community’s ability to pay for service. However, caution should be exercised when considering household income as it only considers “earned income” and not a household’s net worth. Additionally, providing income information is typically a sensitive matter for many individuals and this may impact the amount reporting to taxing authorities. Less than $25,000 .................. 15.4% $25,000- $34,999 ..................... 7.7% $35,000 - $49,999 .................. 12.6% $50,000 – $74,999.................. 17.5% $75,000 – $99,999.................. 12.4% $100,000+ .............................. 34.3% Median Household Income ... $70,040 26 Overview How to Use This Book The City of Scottsdale’s budget for FY 2011/12 is comprised of two volumes: Volume One – Operating Budget Volume One – Operating Budget includes the City Council’s Mission Statement and Broad Goals, the City Manager’s Transmittal Letter, Budget in Brief, and Adopted Financial Policies. Volume One also contains a Budget by Fund section which includes five-year financial forecasts that cover the period FY 2011/12 through FY 2015/16. This section also provides five-year historical summaries for revenues and expenditures by fund. A Summary by Division section is included and contains descriptions of services provided by each division and service area, staffing summaries, 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. In addition, included are service areas operating budgets and their relationship with the Broad Goals, General Plan and CityShape 2020. Volume Two - Capital Improvement Plan Volume Two - 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. Future year projected operating impacts are noted in the Capital Budget and are also included in the Five-Year Financial Plan. Overview FY 2011/12 Adopted Operating Budget - Volume One City Manager’s Transmittal Volume One includes with the City Manager’s Final Transmittal letter. The letter is used to transmit the adopted budget to City Council and highlights the prevailing economic condition under which the budget was prepared. Overview The Overview section of Volume One describes in further detail the City’s budget development process, which includes the roles and responsibilities of the City Council, the Budget Review Commission, divisional staff, review teams, the budget development process, the budget adoption, implementation and amendment processes, the use of contingency/ reserves, the basis of accounting used to prepare the budget, and the relationship of the operating budget to the capital budget. A budget planning and development calendar is also provided in this section to offer a visual timeline of the strategic planning process along with the City divisional staff that support the budget development efforts. This section concludes with a summary of the City’s adopted Comprehensive Financial Policies, which are used to build the budget and manage the City’s finances. Budget by Fund The Budget by Fund and Summary by Division sections of Volume One represent the core of the City of Scottsdale’s adopted FY 2011/12 budget. The first part of the Budget by Fund section, entitled Fund AccountingFund Types provides the reader with a description of the generic governmental fund types used by the City. The remainder of this section provides a fund summary and Five Year Financial Forecast as well as information on the revenues and expenditures for each of the funds. 27 How to Use This Book Summary by Division The Summary by Division section begins with a summary of authorized full-time and part-time FTEs by division and fund type. Additionally, the section contains descriptions of services provided by each division and service area, staffing summaries, 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. Furthermore, included are service areas operating budgets and their relationship with the Broad Goals, General Plan and CityShape 2020. This section concludes with a listing of all authorized personnel positions by division, service area and title and a summary of the City’s FY 2011/12 adopted classification/ compensation plan. 28 Appendix Volume One concludes with the Appendix that includes a list of operating projects, Five-Year Debt Service Schedule, Schedule of Long-Term Debt Outstanding, and a Computation of the Legal Debt Margin as of June 30, 2011. This section concludes with a list of Acronyms and a Glossary of terms used throughout the City’s budget along with the City Council’s ordinances reflecting the adoption of the City’s FY 2011/12 budget and property tax levy. Overview Budget Development Process Budget Development Process for Fiscal Year 2011/12 City of Scottsdale’s Traditional Budget Process The development of the Fiscal Year 2011/12 Budget did not follow the traditional process due to the recovering from the economic recession. Below are issues the City is currently facing and was faced with during the budget development process. Recommended Budget Practices • • Scottsdale is recovering from a severe recession, which impeded divisions from proposing changes to increase service levels, add new programs due to population and/or service growth, and request additional staff through an Evaluation Decision Package. The depth and duration of the economic recession was unprecedented and the City experienced a continued decline in revenues over the last few years and projects little growth for fiscal year 2011/12. To address these issues, the City Manager and staff carefully reviewed the current formation of the organization. Reorganizations occurred to create greater efficiencies. Each division had informal reorganizations, but the biggest efforts included the consolidation of Police and Fire into a Public Safety Division and the consolidation of the primary internal services into one Administrative Services Division. In addition to creating efficiencies, these reorganizations occurred to address the budget deficit so that the organization could be more sustainable, more responsive and less subject to ups and downs of the economy in FY 2011/12 and far into the future. The deficit also resulted in budget adjustment strategies, which included service area reductions. The remainder of this section describes the traditional budget process that is followed by the City of Scottsdale. Overview The City of Scottsdale’s traditional budget process incorporates the recommended practices promulgated by the National Advisory Council on State and Local Budgeting (NACSLB). Concurrently, City staff applies diligent efforts into improving the process, decisions and outcomes with each new budget year. The NACSLB was created to provide tools for governments to improve their budgeting processes and to promote their use. In fulfilling that role, the NACSLB set forth a framework that has provided the context for the development of a set of budget practices for state and local governments. The significance about the practices is that they represent an unprecedented cooperative effort by several organizations with diverse interests to examine and agree on key aspects of good budgeting. The NACSLB was founded by eight organizations representing elected officials, government administrators, and finance professionals at both the state and local government level. The NACSLB’s work focused on long-term financial planning and encourages governments to consider the longer consequences of actions to ensure that impacts of budget decisions are understood over a multi-year planning horizon and to assess whether program and service levels can be sustained. Practices encourage the development of organizational goals, establishment of policies and plans to achieve these goals, and allocation of resources through the budget process that are consistent with goals, policies and plans. There is also a focus on measuring performance to determine what has been accomplished with scarce government resources. The following are excerpts of the NACSLB’s guiding principles and budget practice recommendations. 29 Budget Development Process Budget Definition The budget process consists of activities that encompass the development, implementation, and evaluation of a plan for the provision of services and capital assets. A good budget process is characterized by several essential features: • Incorporates a long-term perspective • Establishes linkages to broad goals • Focuses budget decisions on results and outcomes • Involves and promotes effective communication with stakeholders These key characteristics of good budgeting make clear that the budget process is not simply an exercise in balancing revenues and expenditures one year at a time, but is strategic in nature, encompassing a multi-year financial and operating plan that allocates resources on the basis of identified goals. A good budget process moves beyond the traditional concept of line-item expenditure control, providing incentives and flexibility to managers that can lead to improved program efficiency and effectiveness. Mission of the Budget Process The mission of the budget process is to help decisionmakers make informed choices about the provision of services and capital assets and to promote stakeholder participation in the process. Communication and involvement with citizens and other stakeholders is stressed. The broad nature of the budget mission allows issues to be addressed that have limited the success of budgeting in the past. Apathy is a serious illness of government. It is in the best interests of government to have involved and knowledgeable stakeholders. 30 The term stakeholder refers to anyone affected by or who has a stake in government. This term stakeholder includes, but is not limited to: citizens, customers, elected officials, management, employees and their representatives (whether unions or other agents), businesses, vendors, other governments, and the media. It is vital that the budget processes include diverse stakeholders. The budget process should accomplish the following: • Involve stakeholders • Identify stakeholder issues and concerns • Obtain stakeholder support for the overall budgeting process • Achieve stakeholder acceptance of decisions related to goals, services, and resource utilization • Report to stakeholders on services and resource utilization, and serve generally to enhance the stakeholders’ view of government The importance of this aspect of the budget process cannot be overstated. Regular and frequent reporting is necessary to provide accountability, educate and inform stakeholders, and improve their confidence in the government. Communication and involvement are essential components of every aspect of the budget process. Principles and Elements of the Budget Process The budget process consists of four broad principles that stem from the definition and mission previously described. These principles encompass many functions that spread across a governmental organization. They reflect the fact that development of a balanced budget is a political and managerial process that also has financial and technical dimensions. Overview Budget Development Process Each of the principles of the budget process incorporates components or elements that represent achievable results. These elements help translate the guiding principles into action components. Individual budgetary practices are derived from these elements and are a way to accomplish the elements. The principles and elements provide a structure to categorize budgetary practices. 4) Evaluate Performance and Make Adjustments – Program and financial performance should be continually evaluated, and adjustments made, to encourage progress toward achieving goals. 1) Establish Broad Goals to Guide Government Decision-Making – A government should have broad goals that provide overall direction for the government and serve as a basis for decision-making. The NACSLB’s work goes on to identify 59 practices to achieve the higher-level activities identified in the principles and elements of budgeting. Scottsdale’s traditional budget process attempts to incorporate all of the NACSLB’s recommended practices. a) Assess community needs, priorities, challenges and opportunities b) Identify opportunities and challenges for government services, capital assets, and management c) Develop and disseminate broad goals 2) Develop Approaches to Achieve Goals – A government should have specific policies, plans, programs, and management strategies to define how it will achieve its long-term goals. a) Adopt financial policies b) Develop programmatic, operating, and capital policies and plans c) Develop programs and services that are consistent with policies and plans d) Develop management strategies 3) Develop a Budget Consistent with Approaches to Achieve Goals – A financial plan and budget that moves toward achievement of goals, within the constraints of available resources, should be prepared and adopted. a) Develop a process for preparing and adopting a budget b) Develop and evaluate financial options c) Make choices necessary to adopt a budget Overview a) Monitor, measure, and evaluate performance b) Make adjustments, as needed Budget Roles and Responsibilities Traditionally, every City of Scottsdale employee plays a role in the City’s budget — whether in its formulation, preparation, implementation, administration, or evaluation. Ultimately, of course, each Executive Director, through the City Manager, and the Charter Officers, is accountable to the City Council for the performance of service area personnel in meeting City Council’s Broad Goals and specific work plan objectives within allocated resource limits. The actual budget responsibilities of the employees are identified more specifically below: The Service Area Manager is responsible for preparing an estimate of remaining cost requirements and revenues, if applicable, for the current fiscal year, projecting the base budget requirements for the next fiscal year, and developing other requests that change or revise the service area so that it will be more effective, efficient, productive, and economical. The City divisions have Budget Liaisons that coordinate the day-to-day budget management within their respective divisions along with the Budget staff. The Budget Liaisons serve as the vital communication link between their City division and the Finance and Accounting Division - Budget Service Area on matters related to their specific operating budget. Budget Liaisons 31 Budget Development Process are responsible for revenue and expenditure forecasts, monthly expenditure and revenue variance analysis, calculating user fees and indirect cost rates, monitoring the budget, support to the Finance and Accounting Division - Accounting Service Area in the Comprehensive Annual Financial Report preparation, and preparing budget review materials for the City Treasurer, Executive Directors, City Manager, City Council, Budget Review Commission, media and citizens. The Capital Improvement Plan (CIP) Liaisons essentially serve the same role as the Budget Liaisons; however, their focus is on the coordination of capital projects, multi-year capital planning and capital project operating impacts with the Budget staff. In some cases, the same individual serves as both the divisional Budget Liaison and CIP Liaison. A list of Budget Liaisons and CIP Liaisons and their area of responsibility appears later in this section. The CIP Technology Review Team and CIP Construction Review Team are comprised of Supervisors and Managers from various City divisions. These cross-divisional teams are traditionally responsible for the initial review of all of the City’s capital projects. Their reviews are focused on timing and cost considerations, compiling lifecycle costs, and preparing a preliminary Capital Improvement Plan recommendation for review and revision by the Executive Directors, Budget staff, City Treasurer, City Manager, City Council and various citizen boards and commissions. The Executive Directors and Charter Officers are responsible for reviewing historical performance, anticipating future problems and opportunities, considering alternative solutions, and modifying and assembling their service area data into a cohesive budget information package. Traditionally, each Executive Director is responsible for evaluating, reviewing, justifying and prioritizing all operating and capital budget requests for their division. Only those requests, that an Executive Director believes support the City Council’s Broad Goals, the City’s General Plan, City Manager’s work plan, administrative direction and service area objectives are to be submitted to the Budget staff. 32 The Senior Budget Analysts are responsible for preparing the multi-fund short-range and long-range revenue and expenditure forecasts, coordinating with Budget Liaisons in calculating user fees and indirect cost rates, developing the process and related forms for preparing and monitoring the budget, coordinating the compilation of budget data, analyzing operating and capital budget requests, supporting Finance and Accounting Division Accounting Service Area in the Comprehensive Annual Financial Report preparation, asset monitoring, evaluating and summarizing budget requests from divisions and preparing budget review materials for the City Treasurer, Executive Directors, City Manager, Budget Review Commission, City Council, media and citizens. The City Treasurer and Executive Directors collaborate in developing programmatic, operating, and capital policies and financial plans that help define how Scottsdale will achieve its long-term goals. They are traditionally responsible for reviewing the service area operating budget and capital budget requests and working with service area managers to develop service recommendations that are consistent with City Council’s Broad Goals, management strategies and the City’s Adopted Comprehensive Financial Policies. The City Manager is responsible for reviewing the multiyear, multi-fund Financial Plan and submitting a balanced Citywide proposed budget to the Mayor and City Council, which supports their Broad Goals. Traditionally, from December through May, the City Manager holds weekly meetings with the Budget staff, City Treasurer, and Executive Directors to ensure the staff is preparing a proposed budget that address Council’s priorities and to provide guidance on key policy issues related to the budget development. Overview Budget Development Process The Budget Review Commission serves as an advisory body to the City Council and is responsible for reviewing and making recommendations regarding operating and capital budget recommendations from the divisional service areas and goals perspective, as well as financial policies and revenue forecast, taxes and fees. During the spring, the Commission holds budget work sessions with each of the division heads to review their proposed operating and capital budgets. The sessions are intended to assess how well the division’s proposed budget aligns with the citizen input, priorities, and supports the City Council’s Broad Goals and General Plan. All Commission budget meetings are open to the public for comment and are broadcast on CityCable 11 and the City’s Internet web page. The Mayor and City Council set the direction for staff related to the forthcoming budget by establishing broad goals for the organization, which serve as a basis for decision-making. The Council reviews key aspects of the City Manager’s proposed budget such as -- the City’s multi-year Financial Plan including an examination of the revenue forecast and related assumptions, employee compensation including healthcare and retirement costs, changes to rates and fees, comprehensive financial policies, debt schedules, property tax rate and the capital budget. The budget process culminates in late spring with the Mayor and City Council holding two public budget hearings. The Mayor and City Council are ultimately responsible for the review of the City Manager’s proposed budget, tentative budget adoption (mid-May) and final adoption of the budget (early June). All Council budget hearings are open to the public for comment and are broadcast on CityCable 11 and the City’s Internet web page. City of Scottsdale’s Traditional Budget Process Scottsdale’s budget process is a key aspect of its strategic visioning and planning efforts - allowing City Council and staff the opportunity to reassess goals and objectives and the means for accomplishing them. While the Budget Review Commission and City Council typically review the City’s proposed budget in detail from March through the early June adoption, they also traditionally provide input to the City Manager and staff throughout the year in a series of work study sessions and regular Council meetings. In these sessions, the Council members collaborate to establish a mission and broad goals for the community, articulate their priorities, discuss relevant issues such as methods of expanding and enhancing public input, and the most recent Economic/Revenue Forecast, and emerging budget/legislative/policy issues. Traditionally, a retreat in the fall with City Council provides the groundwork and starting point for the staff to begin framing the service area operating budget and the capital project budget. Needs Assessment and Financial Capacity Phase In this phase, which traditionally begins in the late summer and continues up to the final budget adoption, the staff compiles and updates on an ongoing basis the City’s multi-fund, multi-year revenue forecast. The first year of the revenue estimates is the most critical in the process, as that will ultimately define the expenditure limitations for the forthcoming budget year. The multiyear revenue perspective further refines the City’s planning for current and future period expenditures — with the goal of not adding service areas, services or staff which do not have a “sustainable” funding source over the five year planning timeframe. The preliminary assumptions are used to forecast the City’s fiscal capacity and provide the financial framework within which the proposed service area budget service levels, capital budget operating impacts and capital infrastructure project budgets must be developed. Overview 33 Budget Development Process Policy/Strategy Development and Prioritization Process Phase In the fall and spring, City Council typically reviews citizen input, Citizen Board and Commission feedback, Financial Policies, Economic Trends Analysis, citizen survey results and the most current Financial Forecast. They discuss broad organizational goals, priorities, and constituents’ suggestions and expectations for Scottsdale. From this, the Council establishes broad goals and strategic directives, which are the cornerstone for the development of the budget. These broad goals provide the overall direction for Scottsdale and serve as a basis for decision-making. The executive and senior management staff updates City financial policies, plans, service areas, and management strategies to define how the City will achieve the broad goals. It is within this framework that the City staff formulates the proposed Program Operating and Capital Budgets. Budget Development and Prioritization Process Phase Traditionally, in the early fall, the Capital Improvement Plan (CIP) development begins in conjunction with the City’s multi-year financial forecasts. Initial divisional capital project requests and changes to existing capital projects are reviewed by cross-divisional teams for accurate costing, congruence with City objectives and prioritized using a set of pre-determined criteria. Financing sources are then sought for the highest-ranking projects. The teams involved in this process include the CIP Technology Review Team and the CIP Construction Review Team. The CIP Technology Review Team is made up of mid-level technology managers from various City divisions. The CIP Construction Review Team is made up of mid-level Capital Project Management staff with expertise in public building planning and construction, street improvements, stormwater management, landscaping, etc. The staff, when developing their Service Area Operating Budget plans, closely considers the ongoing operating impacts of current and proposed capital projects. Staff also considers City Council’s Broad Goals and strategic directives as they develop service area objectives and work plans for the budget period. 34 Later in the fall after the CIP is underway, the City staff update their proposed performance measurements. The performance measurements are developed to assess results and ensure accountability, which enable managers and policy makers to evaluate progress towards stated goals and objectives. The staff also prepares their proposed Service Area Operating Budgets at this time, using a modified zero-based service area budget approach, which requires that the budget be prepared solely at the existing service operating levels – no modifications are permitted at this stage of the budget development process. The divisional staff is also asked to evaluate their service areas and/or positions for possible trade-offs, reductions or eliminations, or service level changes to offset inflation, contractual, compensation, and benefit cost increases. Under the City’s modified zero-based program budget approach, traditionally any proposed changes in service levels, new service areas, population/service growth, additional staff, and service area trade-offs resulting in service level reductions/increases must be submitted to the Budget Service Area in an Evaluation Decision Package. An Evaluation Decision Package provides extensive analysis and justification for the division’s request and is reviewed by the City Manager and Executive Directors during the budget development and prioritization process. In the later stages of the City’s budget development process, Evaluation Decision Packages are considered and balanced among numerous competing demands within the City’s available, ongoing resources. When funding needs exceed the City’s funding limits (as they did in FY 2010/11 and were projected for FY 2011/12), remedies may include one or more of the following: reduce the base budget, identify new revenues, employ process management tools, and/or form partnerships with other City service areas or non-profit organizations. Overview Budget Development Process City Management Review and Modification Phase Traditionally, in the early winter, the Divisions submit their proposed Service Area Operating Budget and Capital Project Budget requests to the Budget Office. The initial multi-faceted review focuses on ascertaining the divisions complied with the Budget Office’s budget instructions, reviewing the mathematical accuracy and logic of the divisional base budget and capital project requests, and any Evaluation Decision Packages. The review also includes a broader assessment of whether the divisional budget proposals address City Council’s Broad Goals, strategic directives, and service needs while maintaining a Citywide perspective ensuring the fiscal integrity of the City (not exceeding our forecasted resources/limits). The City Manager, Executive Directors, City Treasurer, and Budget staff collaborates on the development of a recommended Five-Year Financial Plan and proposed budget for each fund and then submit the plans to the Budget Review Commission and City Council for review and adoption. The Budget Review Commission and City Council also review the proposed multi-year revenue forecasts for reasonableness and the expenditure budgets for efficiencies and alignment with community needs and expectations. Budget Review Commission and City Council Budget Review and Adoption Phase In the early spring, staff presents an overview of the proposed operating and capital budgets to the Budget Review Commission and citizens for consideration and further public input. The budget is also communicated to the general public in a summary format using a newspaper insert, televised public Commission meetings, Internet and/or a combination of these formats. The Budget Review Commission holds public work sessions to review each division’s proposed budget and the City’s Five-Year Financial Plan. This review focuses on how the division’s service areas operating and capital budgets address citizens’ priorities and City Council’s Broad Goals. Additionally, the Commission holds meet- Overview ings to review rates and fees, financial policies and compensation, including benefits. After the Budget Review Commission completes their review of the City Manager’s Proposed Budget, they hold a joint meeting with City Council to present their findings and recommendations. Next, a series of required public budget hearings are held and the City Council adopts the budget and property tax levy consistent with the City Charter and State law. Per the City Charter, the City Council must have Tentative Adoption of the proposed budget, on or before the second regular Council meeting in May each year. This meeting is usually held in mid-May. (Note: State law requires on or before the third Monday in July of each fiscal year, the City Council must adopt the tentative budget). Tentative Adoption sets the legal maximum expenditure limit (i.e., appropriation) for the coming fiscal year budget. Under the City Charter, Final Adoption of the budget must occur at the first Regular City Council meeting in June. (Note: There is no specific date set by state law for adoption of the final budget. However, for jurisdictions with a property tax, such as Scottsdale, the deadline for adoption of the property tax levy is the third Monday in August. Since state law requires a period of at least fourteen (14) days between adoption of the final budget and adoption of the property tax levy, the budget should be adopted by the first Monday in August of each year). Arizona State law requires a “balanced” budget, which is “all-inclusive”. Arizona State Revised Statute (ARS 4217151) defines a “balanced” budget as follow: “Fix, levy and assess the amount to be raised from primary property taxation and secondary property taxation. This amount, plus all other sources of revenue, as estimated, and unencumbered balances from the preceding fiscal year, shall equal the total of amounts proposed to be spent in the budget for the current fiscal year.” 35 Budget Development Process Under Arizona State law “all-inclusive” means if an item is not budgeted (i.e. does not have an appropriation), it cannot legally be spent during the fiscal year. Therefore, the budget must include sufficient appropriation and contingency provisions for expenditures related to revenues (e.g., possible future grants) that cannot be accurately determined or even anticipated when the budget is adopted in June. This budgetary flexibility allows the City to comply with the Arizona State law and to pro-actively pursue emerging revenue sources as the budget year unfolds. Expenditures (i.e., appropriations) associated with items such as possible future grants/revenues may not be spent without City Council’s prior approval at a public meeting. Arizona State Revised Statutes only requires communities to prepare budgets for two funds — the General Fund (ARS 42-17101) and Highway User Fund (ARS 28-6533) (See the Transportation Fund). In addition to these two funds the City prepares budgets and requests legal appropriation for all of its funds — Special Revenue, Debt Service, Enterprise, Internal Service, Grants, Trust and Capital Improvement Plan Funds. The ordinance adopting the annual budget requires City Council authorization for expenditures from the aforementioned funds, which in the aggregate constitute the City’s total Operating, Capital Budget and Contingency/Reserves for purposes of complying with the State’s balanced budget and legal maximum appropriations requirements. Implementing, Monitoring, and Amending the Budget Phase In July, the City staff begins the process of implementing the newly adopted budget and is accountable for budgetary control throughout the fiscal year. Revenue and expenditure patterns are examined, compared to budget plans, and corrective action, if necessary, is taken during the fiscal year. Members of the Finance and Accounting Division staff and divisional Budget Liaisons meet every month to review current demographic, economic and financial trends, which may impact the City, and to plan strategy to ensure the City’s fiscal integrity. City management and City Council are also provided monthly 36 financial updates and reports disclosing actual revenue, expenditure, and fund balance performance as compared to the budget plan. Upon the final adoption of the budget, staff incorporates any of City Council’s approved changes to the Tentative Budget proposal and implements the Service Area Operating Budget and the Capital Improvement Plan. The final Service Area Operating Budget and Capital Improvement Plan books are typically published by September. Scottsdale’s service areas and activities are periodically reviewed to determine if they are achieving City Council’s Broad Goals, accomplishing strategic objectives and making efficient use of limited resources. City values of “plan and innovate for the future” and “focus on quality customer service” along with City Manager directed studies of several service areas during the next budget year help communicate this expectation. The Finance and Accounting Division staff, Executive Directors, and the Internal Audit staff all provide assistance in their review of service areas. The staff of every City service area is expected to conduct self-assessments and develop cost and quality measures of efficiency and effectiveness. Internal performance measurements are developed and reviewed on a periodic basis by service area managers. Scottsdale’s culture, along with the City value of “listen, communicate, and take action” stresses open communication and stakeholder involvement determining satisfaction with service areas and in identifying areas needing additional attention. Ongoing monitoring of the City’s financial performance is required of all service area managers on a monthly basis. Written budget to actual expenditure variance reports must be submitted monthly by all City divisions explaining any variances that exceeds pre-determined variance ranges and provide a solution for corrective action. Additionally, the divisions must be able to explain in writing to the Budget Service Area the projected yearend budget savings and/or fund balances. Overview Budget Development Process The City of Scottsdale’s Service Area Operating Budget is adopted at a division level and the Capital Improvement Plan is adopted at a project level. All amendments to the budget that require a Budget Transfer from the Contingency/Reserve Funds require City Council’s prior approval at a public meeting before the adjustment can be made by staff. If approved, the transfer is processed in the budget system by the Finance and Accounting Division staff. Use of Contingency/Reserve Funds Contingency/Reserve Funds are strictly defined in the City’s financial policies reviewed by the Budget Review Commission and adopted by City Council annually and used when additional funds are necessary to offset events such as: unexpected revenue shortfalls or expenditure increases so that budgeted citizen service measures can be maintained; unanticipated grants are received; and when unanticipated and/or inadequately budgeted events threaten the public health or safety. Use of Contingency/Reserve Funds is to be utilized only after all alternative budget funding sources and other options have been fully considered. All Contingency/Reserve Fund requests require a written justification and an explanation of the fiscal impact, which is reviewed and approved in writing by the Budget Liaison, City Treasurer, the applicable service area Executive Director, and City Manager before being presented to City Council for consideration in a public meeting. Budgetary and Accounting Basis Scottsdale’s budget is prepared on a cash basis of accounting for all fund types, which means certain transactions are recognized in the budget on a basis other than Generally Accepted Accounting Principles (GAAP), which is the basis used to prepare the City’s Comprehensive Annual Financial Report (CAFR). The major differences between the budgetary and GAAP basis are: Overview Certain revenues, expenditures, and transfers are not included on the budget basis, but are accrued and reported on the GAAP basis. For example, increases or decreases in compensated absences are not reported for budget basis purposes, but are presented as revenues or expenditures on the GAAP basis. Indirect administrative cost allocations (including inlieu property tax and franchise fees) charges to the Enterprise Funds are accounted for as transfers in or out on the budgetary basis, but are recorded as revenues or expenses on the GAAP basis. Capital outlays in the Enterprise Funds are presented as expenses for budget basis, but are recorded as assets along with associated depreciation expenses on the GAAP basis. Debt service principal payments in the Enterprise Funds are accounted for as expenses for budget purposes, but are reported as reductions of long-term debt liability on the GAAP basis. Certain debt service principal and interest payments are accounted for as expenses in the General Fund for budget basis purposes, but are reported as expenses in the Debt Service Fund on the GAAP basis. For budget purposes the Risk Fund presents claim expenditures on a cash basis, while on a GAAP basis the claim expenditures reflect an accrual for “incurred but not reported” (IBNR) claims. All actual amounts in the budget document are shown on the budgetary basis to facilitate meaningful comparisons. Budgeted funds include the General, Special Revenue, Debt Service, Enterprise, Internal Service, Grants, Trust, and Capital Improvement Plan. 37 Budget Development Process Operating and Capital Budget Relationship The City of Scottsdale’s Budget for FY 2011/12 is comprised of two volumes: Volume One – Operating Budget includes the City Council’s Mission Statement and Broad Goals, the City Manager’s Transmittal Letter, Budget in Brief, and Adopted Financial Policies. Volume One also contains a Budget by Fund section which includes five-year financial forecasts that cover the period FY 2011/12 through FY 2015/16. This section also provides five-year historical summaries for revenues and expenditures by fund. A Summary by Division section is included and contains descriptions of services provided by each division and service area, staffing summaries, 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. In addition, included are service areas operating budgets and their relationship with the Broad Goals, General Plan and CityShape 2020. Volume Two - 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. Future year projected operating impacts are noted in the Capital Budget and are also included in the Five-Year Financial Plan. Governmental accounting procedures and state law require expenditures for the Five-Year Capital Improvement Plan to be budgeted at an amount sufficient to pay for an entire contract, meaning the legal authority is available and appropriated in the period in which a contract is entered into by the City. Therefore, capital expenditures are presented on a budget basis reflecting the total appropriated amount, as opposed to a cash flow basis, which may take several fiscal years to be paid out. For example, a 180-day construction contract entered into in May of fiscal year one would have cash expenditures from May of fiscal year one through October of fiscal year two, however, the entire budget for this contract must be appropriated in fiscal year one, the year in which the contract was entered; any unspent funds at the end of fiscal year one would be carried forward and re-budgeted again in fiscal year two. Funding sources for the Five-Year Capital Improvement Plan are presented on budget basis, except for cash transfers in from the Service Area Operating Budget, which are presented on a purely cash basis. These resources are presented in the period that the cash funding will be transferred in order to provide continuity between the Service Area Operating Budget and the Capital Improvement Plan. As a result of presenting the cash transfers in on a purely cash basis, the funding sources may not equal the budgeted expenditures in each period, creating a fund balance as cash accumulates each year for planned larger capital expenditures in later fiscal years. For further information regarding capital project funding sources and expenditures, refer to Volume Two - Capital Improvement Plan. 38 Overview Budget Development Process Five-Year Financial Plan The City’s five-year financial planning process used to develop the proposed budget is a year-round process. The budget process begins in the early fall with the Finance and Accounting Division staff’s initial updating of the Five-Year Financial Plan for each of the City’s major funds. The staff reviews the Five-Year Financial Plans for the following funds that appear in the budget – General, Transportation, Preservation Privilege Tax, Special Programs, Special Districts, Debt Service, Water & Water Reclamation, Solid Waste, Aviation, Fleet, PC Replacement, Self-Insurance, and Trust. Using the latest fiscal, operational, and legislative information, the staff works collaboratively with the City divisions to update the forecast for the current fiscal year related to the most recently adopted budget and to create a forecast for the coming budget year. The forecasts serve as the basis for the development of the City’s proposed Five-Year Financial Plan. In March, the City Manager provides the Budget Review Commission with the updated Five-Year Financial Plans for their review and consideration. The staff works with the Commission to review the underlying assumptions and reasonableness of the plans. The plans are used to develop the budget for the coming year (i.e. the first year of the plan) and subsequent years of the five-year financial forecast period. This time is also used to identify future service and financial issues requiring attention during the budget planning process. Proposed future operating impacts of capital projects are also included in the forecast, which facilitates the planning, integration, and timing of the capital projects into the City’s Five-Year Financial Plans. The City Council and City management use the plans to assess the impact of their proposed decisions in a long-range financial context. These decisions may include the proposed addition of new staff, new debt issuances and debt refunding, tax rates changes, the desire to create, modify or eliminate rates/fees, new or expanded services and state legislation changes. Based on the fiscal impact of these decisions, City Council has an opportunity to modify the proposed plans. As noted above, the development and updating of the Five-Year Financial Plans is a year-round process. The staff monitors the current budget on a monthly basis and makes adjustments to the estimated annual revenues and expenditures based on the latest economic information, legislative changes and Council priorities. The revenue and expenditure variances, estimated ending fund balances and the status of the current year contingency usage are reported monthly to the City Council, City management and other stakeholders via the Monthly Financial Update and Monthly Financial Report. The staff also monitors and identifies changes in the financial and economic climates and considers solutions to negative trends, thereby preserving the financial health of Scottsdale. The Five-Year Financial Plans provide the Budget Review Commission, City Council, City management, citizens and municipal bond rating agencies with the benefits of a long-term financial perspective of revenues, expenditures, cash transfers in/out, fund balances, and capital financing options. They also serve as the basis to test the potential impacts of proposed policy and operational modifications and pending legislative changes all intended to avoid subjecting citizens to wide or irregular fluctuations in rates/fees and service levels. Overview 39 Budget Development Process Revenue Forecasting Expenditure and Year-End Savings Forecasting The City of Scottsdale uses both qualitative and quantitative methods for forecasting revenues, blending various techniques to develop conservative and prudent revenue projections. Qualitative revenue forecasting methods used by staff to develop multi-year financial plans include consensus, judgmental, and expert forecasting, while trend analysis is used as a quantitative technique. This balanced approach to revenue forecasting is strongly encouraged by the Government Finance Officers Association (GFOA), since research shows that forecasting accuracy is improved by combining qualitative and quantitative techniques. According to the GFOA, each method by itself has inherent weaknesses: qualitative methods can be too subjective at times and may be subject to wishful thinking and selective perception on behalf of the forecasters; quantitative methods may fail to consider changing conditions inside and outside a jurisdiction and also tend to discount important historical events. By combining qualitative and quantitative methods, forecasters integrate judgmental assumptions within the forecasting framework to produce more realistic revenue projections. Each month throughout the fiscal year, the Finance and Accounting Division Budget staff works with the City divisions to monitor their year-to-date actual expenditures against the year-to-date approved budget and prior year actual expenditures. Each division is also required to forecast their year-end expenditures and related expenditure savings. All significant actual or forecasted variances are researched and a reason for the likely variance as well as possible alternatives to resolve the variance is considered by the staff. Pro-active management of the budget to actual/forecasted expenditures allows staff the opportunity to promptly notify City management and the City Council of potential budget concerns. To enhance the revenue forecasting process and gain the broader input into the planning process, the Finance and Accounting staff works collaboratively with the City divisions throughout the year to prepare the revenue estimates. This multi-disciplinary approach and continual reassessment creates a synergy between the central finance staff and the division field staff, which reduces the likelihood of miscommunications in formulating the revenue estimates. The field staff’s participation in the revenue estimates also increases their ownership and accountability for achieving the proposed plan. 40 Overview Budget Calendar CITY OF SCOTTSDALE TRADITIONAL BUDGET PLANNING AND DEVELOPMENT FISCAL YEAR 2011/12 CALENDAR Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Strategic Planning Process Needs Assessment and Financial Capacity Citizen Input Forecast Multi-year Revenues Evaluate Infrastructure Needs Create Fiscal Forecasting Assumptions Develop Financial Trends Developing Broad Goals & Strategic Directives Update Financial Policies Develop Management Strategies Capital Improvement Program Update CIP Portion of Budget Planning Guide CIP Kick-off Meetings Division Review and Preparation Peer Construction & Technology Review CIP Advisory Team Review City Management Review Budget Review Commission City Council Review & Adoption Public Hearings Final CIP Adoption Budget Process Budget Planning Guide Budget Kick-off Meetings Update Performance Measurements User Training: Budget Databases Division Budget Development Budget Liaison Update Meetings Division Budget Request Submission (Changes in service level, additional staff, etc.) Line Item Analytical Review Internal Service Rates Finalized City Management Review Mission Statements Preparation/Review Organizational Charts Preparation/Review Finalize Proposed Five-Year Financial Plans Budget Review Commission Division Budget Review Sessions With Commission Public Hearings Final Budget Adoption Implement Adopted Budget Monitor Citywide Financial Performance Budget Process Review & Adjustment Overview 41 Budget Liaisons and CIP Liaisons Budget Liaisons and CIP Liaisons coordinate the budget within their respective divisions. The Budget Liaison serves as the vital communication link between their City divisions and Finance and Accounting on matters related to their specific operating budget. Budget Liaisons are responsible for the review, analysis, coordination of information; ensuring the proper completion and submission of forms and documentation; monitoring the internal review process to meet timelines; and facilitating problem resolution throughout the budget process. The CIP Liaisons (identified with an asterisk) essentially serve the same role; however, their focus is on coordination of capital projects and multiyear capital planning with the Finance and Accounting Division staff. In many cases the same individual serves both roles. 42 Mayor & City Council......................................... Janet Secor Administrative Services..............................Jennifer Jensen* City Attorney...................................................Jane Callahan Community Services...................Bryan Bundy/Tim Barnard* City Auditor.....................................................Joyce Gilbride Community & Economic Development...... Dan VandenHam City Clerk........................................................ Katie Stevens Public Safety – Fire.................Teresa Martin/Victor Valliere* City Court .......................................................... Jack Miller* Public Safety - Police.................................... Holly Christian* City Manager................................................Brent Stockwell Public Works....................................................... Teri Huston Finance and Accounting.............................. Monica Staats* Water Resources.............................Gina Kirklin/Ron Dolan* Overview Comprehensive Financial Policies Operating Management 1. 2. All divisions will participate in the responsibility of meeting policy goals and ensuring long-term financial health. Future service plans and program initiatives will be developed to reflect current policy directives, projected resources and future service requirements. In order to ensure compliance with policy, sunset provisions will be required on all grant program initiatives and incorporated into other service plans, as appropriate. The budget process is intended to weigh all competing requests for City resources, within expected fiscal constraints. Requests for new, ongoing programs made outside the budget process will be discouraged. 3. Annual budgets shall include documentation that programs met intended objectives (“effectiveness criteria”) and provide value in terms of dollars allocated (“efficiency criteria”). 4. The budget shall be considered balanced if all sources of revenue, as estimated, are equal to, or exceed, the total of amounts proposed to be used in the operating budget for the current fiscal year, by fund. To the extent unencumbered balances from the preceding fiscal year are required to achieve a balanced budget, use of unencumbered balances from the preceding fiscal year will be only as authorized by City Council. 5. 6. The Budget Review Commission is responsible for reviewing the operating budget (division and program/service funding); the capital budget; the revenue forecast, taxes, and fees; and financial policies. The full City Council will solicit citizen input and review the operating and capital budget recommendations from a divisional, program, and goals perspective. Overview 7. Revenues will not be dedicated for specific purposes, unless approved by City Council or required by law. All non-restricted revenues will be deposited in the General Fund and appropriated by the budget process. 8. A diversified and stable revenue system will be developed to protect City services from short-term fluctuations in any single revenue source. 9. Balanced revenue and expenditure forecasts will be prepared annually and include a five-year plan for each fund to demonstrate the City’s ability to adapt to forecast changes in the economy, service demands, and capital improvements. 10. Enterprise (Water, Sewer, Solid Waste Management, and Aviation) user fees and charges will be examined annually to ensure that they recover all direct and indirect costs of service, debt service, provide adequate funding for future capital needs and be approved by the City Council. Any unfavorable balances in cost recovery will be highlighted in budget documents. Rate adjustments for enterprise operations will be developed pursuant to a multi-year financial plan that levels the impact of user rate changes. 11. All other user fees and charges will be examined periodically to determine the direct and indirect cost of service recovery rate, excluding voter-approved debt service. The acceptable recovery rate and any associated changes to user fees and charges will be approved by the City Council. 12. Development impact fees, as permitted by state law, for capital expenses attributable to new development will be reviewed annually to ensure that fees recover all direct and indirect developmentrelated expenses and be approved by City Council. Any unfavorable balances in cost recovery will be highlighted in budget documents. 43 Comprehensive Financial Policies 13. The replacement of General Fund capital equipment replacement will be accomplished through the use of a “rental” rate structure. The rates will be revised annually to ensure that charges to operating divisions are sufficient for operation and replacement of vehicles and other capital equipment (fleet, information technology infrastructure, phones and copier systems). Replacement costs will be based upon equipment lifecycle financial analysis. 14. Grant funding will be considered to leverage City funds. Inconsistent and/or fluctuating grants should not be used to fund ongoing programs. Programs financed with grant monies will be budgeted in separate cost centers, and the service program will be adjusted to reflect the level of available funding. In the event of reduced grant funding, City resources will be substituted only after all program priorities and alternatives are considered during the budget process. 15. Alternative means of service delivery will be evaluated to ensure that quality services are provided to our citizens at the most competitive and economical cost. Divisions, in cooperation with the City Manager, City Auditor and City Treasurer, will identify activities or services that could be provided over the long-term more efficiently or effectively by another source and review options/alternatives to current service delivery. The review of service delivery alternatives and the need for the service will be performed on a reasonably periodic or on an “opportunity” basis. 16. Cash and Investment programs will ensure that proper controls and safeguards are maintained. City funds will be managed in a prudent and diligent manner with an emphasis on safety of principal, liquidity, and financial return on principal, in that order. 44 17. A collection policy goal for all uncollectible accounts will be no more than 0.5 of one percent (1%) of revenue. 18. Any year-end General Fund operating surpluses not needed to restore contingency reserves or cover unforeseen shortfalls in the budget, but in no case less than twenty-five percent (25%) of construction privilege tax revenues, will be transferred to the General Fund Capital Improvement Program in the following fiscal year unless otherwise directed by City Council. 19. Addition of personnel will only be requested to meet program initiatives and policy directives; after service needs have been thoroughly examined and it is substantiated that additional staffing will result in increased net revenue or enhanced operating efficiencies. To the extent feasible, personnel cost reductions will be achieved through attrition. 20. Benefits and compensation will be administered in accordance with policy given by City Council. As part of a cost-containment strategy, total costs for health insurance premiums will be shared between the employer, employees and retirees. Total premiums will be evaluated on an annual basis to ensure they are reasonable and competitive and that total premiums are expected to provide adequate funding of anticipated claims and a reasonable level of loss reserves. 21. Property tax will be levied to recover; (1) anticipated general obligation debt service and (2) revenues required for the General Fund equal to (a) the prior year’s revenue plus (b) the prior year’s tort liability payments as approved by City Council. Council may also approve the legally allowable maximum of a 2 percent (2%) increase over the previous year’s maximum allowable primary levy. Overview Comprehensive Financial Policies Capital Management 22. A five-year Capital Improvement Plan will be developed and updated annually, including anticipated spending as well as funding sources. Capital improvement projects are defined as purchases or construction of infrastructure or equipment which results in a capitalized asset costing more than $25,000 and having a useful (depreciable) life of five years or more. No funding commitments will be made for any project in the CIP unless the project has sufficient budget authority in the current budget year to meet the entire amount of the commitment. For each year of the CIP, total anticipated expenditures and commitments will not exceed projected starting fund balance plus total anticipated revenues for that year. 23. Pay-as-you-go Capital Improvement Plan financing should account for a minimum of 25 percent (25%) of all capital improvement projects, excluding Preservation and Enterprise, for each five-year planning period. Pay-as-you-go financing is defined as all sources of revenue other than City debt issuance, i.e., fund balance contributions, developer contributions, grants, endowments, etc. Overview 24. Proposed capital projects will be reviewed and prioritized by a cross-divisional team regarding accurate costing (design, capital, and operating), prevention of existing infrastructure deterioration before the addition of new infrastructure and overall consistency with the City’s General Plan and City Council’s goals and objectives. 25. Future operating and maintenance costs associated with new capital improvements will be forecast and included in the Operating Budget and five-year financial plan. 26. Dedicated two tenths of percent (0.2%) privilege tax revenue for transportation improvements will be restricted to funding the planning, design, construction and acquisition costs associated with building, renovating, or enhancing capital projects for streets, highways, traffic control, and transit; and for transportation improvement operating expenses. No more than fifty percent (50%) of the privilege tax revenue for transportation improvements will be allocated to transportation improvement operating expenses. 45 Comprehensive Financial Policies Debt Management 27. General Obligation debt, which is supported by property tax revenues and grows in proportion to the City’s assessed valuation and/or property tax rate increases, will be utilized only as authorized by voters. Other types of voter-approved debt may also be utilized only when they are supported by dedicated revenue sources. 28. General Obligation debt issuances will be managed on an annual basis to match funds to Capital Improvement Plan cash flow requirements while being sensitive to the property tax burden on citizens. The City will not exceed $1.50 combined property tax per $100 assessed value unless otherwise directed by City Council. 29. Non-voter approved debt, will be utilized only when a dedicated revenue source (e.g., facility revenue and bed tax) can be identified to pay, or reimburse the City for paying, debt service expenses. City Debt Service (excluding enterprise, general obligation and preservation) costs (Municipal Property Corporation, Revenue Bond, and Contractual Debt) should not exceed five percent (5%) of the City’s current or future annual operating revenue in order to control fixed costs and ensure expenditure flexibility. The following considerations will be made to the question of pledging of project (facility) revenues towards debt service requirements: a. The project requires monies not available from other sources. b. Matching fund monies are available which may be lost if not applied for in a timely manner c. Catastrophic conditions. d 46 The City shall not give or loan its credit in aid of, nor make any donation, grant or payment of any public funds, by subsidy or otherwise, to any individual, association, or corporation, except where there is a clearly identified public purpose and the City either receives direct consideration substantially equal to its expenditure or provides direct assistance to those in need. 30. McDowell Sonoran Preservation debt service will be funded by the dedicated 0.35% privilege tax. The City’s privilege taxes to revenue bond debt service goal will be at least 1.5:1 for senior lien debt to ensure the City’s ability to pay for preserve debt from this elastic revenue source. 31. Improvement District (ID) and Community Facility District (CFD) Bonds shall be permitted only when there is a general City benefit. ID and CFD bonds will be utilized only when it is expected that they will be issued for their full term. It is intended that ID and CFD bonds will be primarily issued for existing neighborhoods desiring improvements to their property such as roads, water lines, sewer lines, streetlights, and drainage. a. Improvement District debt will be permitted only when the full cash value of the property, as reported by the Assessor’s Office, to debt ratio (prior to improvements being installed) is a minimum of 3/1 prior to issuance of debt and 5/1 or higher after construction of improvements. Should the full cash value to debt ratio not meet the minimum requirements, property value may be determined by an appraisal paid for by the applicant and administered by the City. In addition, the City’s cumulative improvement district debt will not exceed 5 percent of the City’s secondary assessed valuation. Bonds issued to finance improvement district projects will not have maturities longer than ten years. b. Community Facility District debt will be permitted only when the full cash value of the property, as reported by the Assessor’s Office, to debt ratio (prior to improvements being installed) is a minimum of 3/1 prior to issuance of debt and 5/1 or higher after construction of improvements. In addition, the City’s cumulative facility district debt will not exceed 5 percent of the City’s secondary assessed valuation. The landowner/developer shall also contribute $0.25 in public infrastructure improvement costs of each dollar of public infrastructure improvement debt to be financed by the district. Overview Comprehensive Financial Policies 32. Bond interest earnings will be limited to funding changes to the bond financed Capital Improvement Plan, as approved by City Council, or be applied to debt service payment on the bonds issued for construction of this plan. 33. While considering the bond rating impacts, the effect on short-term user rates and the level of cash reserves, the Water and Sewer Enterprise Funds will use long-term debt when prudent to achieve a ratio of long-term debt to tangible fixed assets (capital assets net of depreciation plus equity in joint venture) of no more than 50 percent (50%). Reserve Management 34. All fund designations and reserves will be evaluated annually for long-term adequacy and use requirements in conjunction with development of the City’s balanced five year financial plan. 35. General Fund Stabilization Reserve of 10 percent (10%) of annual general governmental (General and Transportation funds) operating expenditures will be maintained for unforeseen emergencies or catastrophic impacts to the City. 36. Debt Service Reserve will be funded with secondary property taxes, levied by City Council, sufficient to pay the bonded indebtedness for General Obligation bond principal and interest. A debt service sinking fund will be maintained to account for these restricted revenues and debt payments, as well as any additional debt amounts deemed to be advisable and necessary for any public or municipal purposes. 37. A privilege tax debt reserve will be funded at no less than the annual debt service for all currently outstanding one percent (1%) privilege tax supported debt to be temporarily used for unforeseen emergencies or catastrophic impacts to the City. Overview 38. Contingency Reserves for each fund to be established annually will be maintained to offset unexpected expenditure increases. Contingency reserves may also be used for unanticipated and/ or inadequately budgeted events threatening the public health or safety. Use of contingency funds should be utilized only after all budget sources have been examined for available funds, and subject to City Council approval. 39. Separate Operating Fund Reserves will be maintained for the City’s Water, Sewer, Solid Waste Management, and Aviation Enterprise Funds. Such reserves shall be funded between 60 and 90 days of budgeted operating expenditures, excluding expenditures for debt service. Operating Fund Reserves shall be maintained to provide contingency funding and expenditure flexibility in the event of unexpected declines in revenue or increases in costs. 40. Replacement and Extension Reserves will be maintained by the Water and Sewer Enterprise Funds to ensure adequate resources for replacement of water and sewer infrastructure. Such reserves shall equal two percent (2%) of the gross book value of all tangible fixed assets of the system and shall be utilized only to provide contingency funding and expenditure flexibility during times of unusual circumstances. 41. Self-Insurance Reserves will be maintained at a level, which, together with purchased insurance policies, will adequately indemnify the City’s property, liability, and health benefit risk. A qualified actuarial firm shall be retained on an annual basis in order to recommend appropriate reserve levels, which will be approved by Council. 42. A Fleet Management Reserve will be maintained based upon lifecycle replacement plans to ensure adequate fund balance required for systematic replacement of fleet vehicles and operational contingencies. 47 Comprehensive Financial Policies Financial Reporting 43. The City’s accounting and financial reporting systems will be maintained in conformance with all state and federal laws, generally accepted accounting principles (GAAP) and standards of the Governmental Accounting Standards Board (GASB). The City Treasurer shall issue timely monthly financial reports to City Council. 44. Prior to the end of each fiscal year the Council shall designate certified public accountants who, shall perform an independent audit of the City’s annual financial statements in accordance with generally accepted government auditing standards. The certified public accountants shall be independent of the City government, having no personal interest, direct or indirect, in the fiscal affairs of City government or any of its officers. The certified public accountants shall submit their reports to the Council. All such audit reports shall be a matter of public record. 45. Financial systems will maintain internal controls to monitor revenues and expenditures on an ongoing basis. 48 Overview Fund Accounting - Fund Types To ensure legal compliance and financial management for the various restricted revenues and program expenditures, the City’s accounting and budget structure is segregated into various funds. This approach is unique to the government sector. Fund accounting segregates functions and activities into separate self-balancing funds that are created and maintained for specific purposes; for example, Special Revenue Funds are used to account for the expenditure of restricted revenues, while Enterprise Funds account for selfsustaining “business” related activities for which a fee is charged to cover all costs associated with that business. The General Fund is the City’s chief operating fund and is used to account for all financial resources, except those that are legally required to be accounted for in another fund. Fund A fund is a grouping of related accounts that is used to maintain control over resources that have been segregated for specific activities or objectives. The City, like other state and local governments, uses fund accounting to ensure and demonstrate compliance with financerelated legal requirements. General Fund The General Fund is the primary operating fund of the City. It exists to account for the resources devoted to finance the services traditionally associated with local government. Included in these services are police and fire protection, parks and recreation, planning and economic development, general administration of the City, and any other activity for which a special fund has not been created. Budget by Fund Special Revenue Fund Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. The City maintains the following five Special Revenue Funds: Transportation Fund, Preservation Privilege Tax, Special Programs, Special Districts and Grants. Debt Service Fund Debt Service Fund is used to account for the accumulation of resources for, and the payment of, general long-term debt principal and interest which are not serviced by the General, Special Revenue, and Enterprise Funds. It does not include contractual obligations accounted for in the individual funds. Enterprise Fund Enterprise Funds are used to account for operations, including debt service, which are financed and operated similarly to private businesses, where the intent is that the service is self-sufficient, with all costs supported predominantly by user charges. The City maintains three Enterprise Funds to account for Water & Water Reclamation, Solid Waste, and Aviation activities. Internal Service Fund Internal Service Funds are used to account for the financing, on a costreimbursement basis, of commodities or services provided by one program for the benefit of other programs within the City. The City maintains three Internal Service Funds to account for Fleet, PC Replacement and Self-Insurance activities. Trust Fund Trust Funds are used to administer resources received and held by the City as the trustee or agent for others. Use of these funds facilitates the discharge of responsibility placed upon the City by virtue of law or other similar authority. Capital Improvement Fund Capital Improvement Funds are used to account for financial resources to be used for the acquisition or construction of major capital facilities. The City maintains several Capital Project funds to ensure legal compliance and financial management for various restricted revenues. Examples of restricted revenue funds are: Bond Capital Funds – used to account for bond proceeds to be used only for approved bond projects. Transportation Privilege Tax Capital Fund – used to account solely for transportation projects. Grant Capital Funds – used to account for the proceeds of capital grants. Enterprise Capital Funds – used to account for utility rates and development fees for specific projects. General Capital Funds – used to account for transfers-in from the General Fund and for any other activity for which a restricted revenue fund has not been created. 49 FY 2011/12 Adopted Budget 50 Budget by Fund Adopted Budget $1,236.9 Million (a) Operating Budgets $465.0M (a) Grants, Trust,& Special Districts $19.4M Capital Projects $572.4M Contingencies / Reserves $180.1M General Fund Grant Funds Community Facilities General Fund $217.4M $18.6M $24.6M $28.9M Special Revenue Trusts & Special Districts Preservation Special Revenue $185.1M $1.5M $36.0M Debt Service Funds $74.4M $0.8M Neighborhood Drainage/Flood Cntrl $57.9M Grant Funds $10.5M Enterprise Funds Public Safety Enterprise Funds $122.9M $10.2M $62.0M Service Facilities Internal Service $13.7M $20.4M Transportation Capital Projects $128.4M $56.8M Internal Service $14.3M (a) $51.7M (b) Water/Wastewater $152.5M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $37.4M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $37.4M Budget by Fund Page 3 of 139 51 The total Scottsdale budget consists of $1,189,194,902 in sources, which includes $190 million in transfers, $373 million in prior year CIP unexpended funds, $13.8 million in MPC bond proceeds, $62 million in property taxes and $550.4 million in operating, capital and contingent revenues. All Sources $1,189.2 million by Fund Type Internal Service Funds $7.9 1% Enterprise Funds $195.3 16% Debt Service Funds $74.8 6% Special Revenue Funds $102.7 9% Capital Improvements $578.2 49% General Fund $230.2 19% The total Scottsdale budget appropriates $1,236,937,892 in expenditures (uses), with the Capital Improvement Funds accounting for the largest portion of the annual budget. This is a decrease of just over $50 million or approximately 4% from the adopted FY 2010/11 budget. Internal Service Funds $34.7 3% Total Budget Appropriation $1,236.9 Million by Fund Type Enterprise Funds $184.9 15% Debt Service Funds $74.4 6% Capital Improvement Funds $629.2 51% General Fund $246.3 20% Special Revenue Funds $67.4 5% Note: Amounts are rounded in millions; therefore, differences may occur. Page 4 of 139 52 Budget by Fund The largest expense category in the FY 2011/12 budget is identified for Capital Outlay/ Improvements. Expenses for Personnel Services, Contractual and Commodities together account for $391.5 million, or approximately 32% of the total authorized budget. Total Budget Appropriation $1,236.9 million by Expense Category Debt Service $113.5 9% Other* $150.9 12% Personnel $190.4 16% Contractual $160.9 13% Commodities $40.2 3% Capital Outlay $581.0 47% *Other includes Contingency, Reserve Appropriations ,Internal Service Offsets and Indirect Costs Sources Beginning Balance General Fund Revenue Uses Transfers In Contractual & Commodities Debt Service Personnel $ 41,472,056 $ 219,737,226 $ 10,472,169 $ 153,821,290 $ 54,421,930 $ 7,299,073 $ Capital Outlay Transfers Out Other* Ending Balance 1,864,594 $ 28,885,832 $ 20,227,550 $ 5,161,182 Special Revenue Funds Transportation Preservation Special Programs Grants Special Districts 451,413 21,296,374 8,221,376 286,026 27,649,058 27,652,081 9,620,885 29,131,876 724,643 1,551,267 6,403,500 - 5,220,582 1,983,603 930,057 - 15,348,594 955,950 10,429,680 17,542,226 724,643 781,752 1,221,102 159,593 - 100,500 - 1,500,000 10,500,000 - 7,675,499 31,766,210 3,540,662 - 524,811 16,226,295 5,570,714 286,026 Debt Service Funds 15,042,462 39,309,041 35,464,796 - 74,394,291 - - - - 15,422,008 Enterprise Funds Water & Wastewater Solid Waste Aviation 85,990,960 6,272,319 3,972,874 151,461,797 20,334,891 3,089,630 18,241,699 193,299 2,006,753 16,711,537 6,316,693 1,040,139 56,662,422 9,320,087 599,370 23,544,322 434,421 66,150 - 58,580,484 5,343,187 6,312,457 100,195,691 963,392 1,051,141 4,422,729 - Internal Service Funds PC Replacement Fleet Risk Health Self Insurance 10,300,675 18,050,583 4,187,583 (1,200,000) 244,000 391,764 7,275,891 1,200,000 251 - 3,213,902 648,693 495,839 1,517,267 6,554,151 25,898,728 6,614,878 95,154 13,500 992,849 5,605,538 50,000 (1,200,000) (7,930,607) 7,158,910 (14,994,593) 1,483,499 2,300 - 207,151 40,198 3,983,390 - 21 16,000 - - 6,021 - - 10,000 - 173,113,800 463,774,400 114,447,985 - - - 572,405,600 56,765,500 23,075,775 99,089,310 $ 190,382,335 $ 274,375,360 $ 40,229,945 $ 581,019,081 $ 150,931,170 $ 189,981,719 $ 150,933,814 Trusts Capital Improvements Total All Funds $ 388,658,522 $ 999,213,183 $ 189,981,719 Total Budget Appropriation** $1,236,937,891 *Other includes Operating Contingency, Reserve Appropriations, Internal Service Offsets and Indirect Costs **Total Budget Appropriation excludes Transfers Out Page 5 of 139 Budget by Fund 53 FY 2011/12 Total Appropriation FY 2011/12 Total Appropriation Source of Funds: Beginning Fund Balance Revenues Taxes - Local Privilege (Sales) Tax (1.0%) Privilege (Sales) Tax - Transportation (.20%) Privilege (Sales) Tax - McDowell Preserve (.20%) Privilege (Sales) Tax - Preservation (.15%) Privilege (Sales) Tax - Public Safety (.10%) Property Tax Transient Occupancy (Bed) Tax Light & Power Franchise Cable TV Salt River Project Lieu Tax Stormwater Water Quality Charge Taxes - From Other Agencies State Shared Sales Tax State Revenue Sharing AZ STA/MCSD Revenue Transportation Highway User Revenue Tax Auto Lieu Tax Proposition 400 Regional Sales Tax Internal Service Charges Fleet Management Self-Insurance Licenses, Permits & Fees Building Permit Fees & Charges Recreation Fees WestWorld Fire Service Charges Business Licenses & Fees Fines & Forfeitures Court Fines Photo Enforcement Parking Fines Library Fines & Fees Interest Earnings/Property Rental Interest Earnings Property Rental Utilities & Enterprises Water Charges Effluent Sales Water Reclamation Charges Refuse/Recycling Airport Other Revenue Indirect Cost Allocation In-Lieu Fees Grant & Trust Streetlight Districts Special Assessments Out of Jurisdiction Confinement Program Intergovernmental Revenue Miscellaneous Reimbursements Special Programs Revenue Bond Proceeds/MPC Spring Exhibition Surcharge CIP Unexpended Year End Less Internal Service Funds Offset Subtotal Cash Transfers In Operating Transfers From General Fund From Special Revenue Funds From Enterprise Funds From Internal Service Funds From Capital Improvement Fund From Capital Improvement Fund - Operating Projects Subtotal Other Activity Reserve Appropriations Operating Contingency / Reserves Subtotal Total Sources 54 General Special Revenue Debt Service Enterprise Internal Service $ 41,472,056 $30,255,189 $15,042,462 $ 96,236,153 $32,538,841 80,885,817 7,837,836 25,016,558 12,247,000 7,880,000 3,008,940 209,486 918,937 $ 21 Capital Total $173,113,800 $ 388,658,522 80,885,817 15,303,597 15,756,557 11,760,798 7,837,836 62,032,935 12,247,000 7,880,000 3,008,940 209,486 918,937 15,303,597 15,756,557 11,760,798 37,016,377 16,446,566 18,348,213 7,330,848 Trusts 16,446,566 18,348,213 1,107,144 1,107,144 10,945,461 500,000 24,311,000 14,066,781 29,815,738 10,945,461 7,330,848 24,811,000 14,066,781 29,815,738 8,380,000 3,838,000 2,514,500 447,932 1,717,713 3,410,000 11,790,000 3,838,000 2,514,500 447,932 1,717,713 6,151,679 1,904,744 238,694 430,000 446,401 2,833,358 6,151,679 1,904,744 238,694 430,000 134,726 201,528 366,573 44,000 1,029,500 98,442,324 900,793 34,244,184 19,348,599 3,063,886 98,442,324 900,793 34,244,184 19,348,599 3,063,886 8,197,165 19,461,876 724,643 500,000 786,839 810,000 410,000 6,000 18,519,959 200,000 16,960,000 8,120,885 13,750,000 180,000 219,737,226 448,862 8,185,735 968,724 868,848 10,472,169 230,209,395 82,778,543 39,309,041 6,403,500 8,808,586 26,656,210 482,867 179,400 889,000 7,954,767 12,000,000 12,000,000 102,733,310 153,800 31,160,200 803,992 70,000 35,464,796 74,773,837 174,886,318 (37,414,864) 6,711,655 372,999,900 6,000 1,200,000 326,824 20,114,927 251 20,441,751 1,200,251 195,328,069 2,222,728 2,833,358 7,911,906 463,774,400 3,815,464 15,877,299 93,541,622 10,600 1,203,000 - 10,000 10,000 16,000 114,447,985 578,222,385 8,197,165 153,800 50,628,076 724,643 803,992 500,000 786,839 36,559,959 410,000 8,120,885 13,750,000 180,000 372,999,900 (37,414,864) 987,203,183 20,227,550 42,982,371 102,210,224 1,485,799 22,206,927 868,848 189,981,719 12,010,000 12,010,000 1,189,194,902 Page 6 of 139 Budget by Fund FY 2011/12 Total Appropriation FY 2011/12 Total Appropriation General Use of Funds: Divisions Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager Finance and Accounting Administrative Services Community and Economic Development Community Services Public Safety - Fire Public Safety - Police Public Works Water Resources Leave Accrual Payments Estimated Personnel Savings - Vacant Positions Other Indirect Cost Allocation Less Internal Service Fund Offsets Subtotal 764,306 5,505,549 721,423 1,060,083 3,769,007 899,314 4,392,543 15,399,743 24,303,715 32,696,540 26,956,693 77,695,466 15,776,277 1,800,000 (3,150,000) (231,226) 208,359,433 Grant and Trust Activity Grants Trust and Special Districts Subtotal - Capital Improvements Community Facilities Preservation Neighborhood Drainage and Flood Control Public Safety Service Facilities Transportation Improvements Water and Water Reclamation Subtotal - Debt Service & Contracts Payable Misc Operating Expenses General Obligation Bonds General Obligation Bonds-Preserve Preserve Authority Revenue Bonds Revenue Bonds MPC Bonds Special Assessment Bonds Certificates of Participation Certificates of Participation - Radio Financing Contracts Payable Subtotal Special Revenue Total Budget Cash Transfers Out Capital Improvement Program Operating Transfers To General Fund To Special Revenue Fund To Debt Service Fund To Enterprise Fund To Internal Service Enterprise Transfers In-Lieu Property Tax Franchise Fee Subtotal 16,756,743 3,089,672 6,900 1,645,933 11,697,554 45,255 (141,750) 35,085,813 18,631,876 724,643 19,356,519 - - 7,302,390 27,446,524 15,209,761 65,617,543 17,053,534 93,789,932 - - - - 1,982 37,016,377 20,164,437 6,491,773 953,750 955,950 28,885,832 12,000,000 74,394,291 29,102,375 Total - 874,306 5,505,549 721,423 1,060,083 5,754,513 899,314 14,644,737 42,846,267 42,766,117 35,786,212 26,963,593 79,341,399 59,737,126 65,617,543 1,893,306 (3,441,750) (231,226) 8,197,165 (37,414,864) 351,520,813 - 18,631,876 730,664 19,362,540 48,051 (150,000) (37,414,864) 14,285,635 - 6,021 6,021 - - 24,569,500 185,151,700 57,934,200 10,205,600 13,662,400 128,371,800 152,510,400 572,405,600 - - - - 20,448,574 10,000 56,765,500 16,021 629,171,100 1,236,937,892 15,877,299 93,541,622 10,600 1,203,000 114,447,985 448,862 400,241 482,867 968,724 179,400 868,848 889,000 326,824 251 20,114,927 2,686,675 7,954,767 35,464,796 20,441,751 1,200,251 67,398,282 3,815,464 74,394,291 26,656,210 Total Uses 266,520,269 110,380,653 Revenue Over/(Under) Expenditures (36,310,874) (7,647,343) $22,607,846 874,782 6,910,712 102,210,224 74,394,291 379,546 $15,422,008 $ 56,765,500 4,182 37,016,377 20,164,437 6,491,773 5,436,475 33,581,630 803,992 3,409,567 2,548,680 4,042,957 113,500,070 34,734,209 12,000,000 52,048,849 62,038,963 10,000 24,569,500 185,151,700 57,934,200 10,205,600 13,662,400 128,371,800 152,510,400 572,405,600 184,931,270 28,885,832 246,292,719 5,161,182 Capital 97,661,332 3,861,228 6,128,886 20,448,574 52,048,849 180,148,869 3,861,228 6,128,886 1,200,000 $ Trusts 5,436,475 23,665,900 9,915,730 803,992 42,982,371 Budget by Fund 2,949,804 1,705,659 8,197,165 20,227,550 Ending Fund Balance* * Assuming Use of Reserve Appropriations Internal Service 1,985,506 3,409,567 2,548,680 3,089,207 9,047,454 6,403,500 8,808,586 Enterprise 110,000 2,200 Other Activity Reserve Appropriations Operating Contingency/Reserves Solid Waste Aviation Self-Insurance Water/Water Reclamation Subtotal Debt Service 20,448,574 1,485,799 - 23,075,775 874,782 6,910,712 189,981,719 287,141,494 36,220,008 16,021 652,246,875 1,426,919,611 (91,813,425) (28,308,102) 4,422,728 $ 4,230,739 (21) $ - (74,024,490) $ 99,089,310 (237,724,709) $ 150,933,813 Page 7 of 139 55 General Fund BUDGET BY FUND GENERAL FUND Adopted Budget $1,236.9 Million (a) Operating Budgets $465.0M (a) Grants, Trust,& Special Districts $19.4M Capital Projects $572.4M Contingencies / Reserves $180.1M General Fund Grant Funds Community Facilities General Fund $217.4M $18.6M $24.6M $28.9M Special Revenue Trusts & Special Districts Preservation Special Revenue $185.1M $1.5M $36.0M Debt Service Funds $74.4M $0.8M Neighborhood Drainage/Flood Cntrl $57.9M Grant Funds $10.5M Enterprise Funds Public Safety Enterprise Funds $122.9M $10.2M $62.0M Service Facilities Internal Service $13.7M $20.4M Transportation Capital Projects $128.4M $56.8M Internal Service $14.3M (a) $51.7M (b) Water/Wastewater $152.5M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $37.4M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $37.4M Page 8 of 139 56 Budget by Fund General Fund BUDGET BY FUND GENERAL FUND Fund Purpose The General Fund exists to account for the activity associated with traditional local government services such as police, fire, parks and recreation, planning and economic development and general City administration. Under Arizona State law, each city and town must maintain a General Fund and account for Highway User Revenues (see the Transportation Fund in the Special Revenue Fund section). The General Fund is the largest operating fund, includes the most diverse operations and is typically the fund of most interest and significance to citizens. General Fund Sources (in millions) General Fund Sources Privilege (Sales) Tax $ 88.7 State Shared Revenues $ 42.1 Charges for Services/Other $ 40.5 Franchise Fees & In Lieu $ 11.2 Property Tax (Primary) $ 25.0 Transient Occupancy (Bed) Tax $ 12.2 Transfers In $ 10.5 Total Sources $ 230.2 State Shared Revenues $42.1 18% Charges for Services/Other $40.5 18% Franchise Fees & In Lieu $11.2 5% Property Tax (Primary) $25.0 11% Privilege (Sales) Tax $88.7 38% Transient Occupancy (Bed) Tax $12.2 5% Transfers In $10.5 5% General Fund Uses (in millions) General Fund Uses Personnel Services $ 153.8 Contractual $ 45.4 Commodities $ 7.3 Debt Service $ 9.0 Capital Outlay $ 1.9 Other (Reserves/Contingency) $ 28.9 Total Uses $ 246.3 Personnel Services $153.8 62% Contractual $45.4 18% Other (Reserves/ Contingency) $28.9 12% Commodities $7.3 3% Debt Service $9.0 4% Capital Outlay $1.9 1% Note: Amounts are rounded in millions; therefore, differences may occur. Page 9 of 139 Budget by Fund 57 General Fund Summary GENERAL FUND SUMMARY Source of Funds: Beginning Fund Balance General Fund Reserve Operating Contingency Unreserved Fund Balance Total Beginning Fund Balance Revenues Privilege (Sales) Taxes Privilege (Sales) Tax - 1.00% Privilege (Sales) Tax - Public Safety 0.10% State-Shared Revenues State Shared Sales Tax State Revenue Sharing Auto Lieu Tax Charges for Services/Other Taxes - Local Stormwater Water Quality Charge Licenses, Permits & Fees Building Permit Fees & Charges Recreation Fees WestWorld Fire Service Charges Business Licenses & Fees Fines & Forfeitures Court Fines Photo Enforcement Revenue Parking Fines Library Fines & Fees Interest Earnings/Property Rental Interest Earnings Property Rental Other Revenue Indirect Cost Allocation 30-Day Tow Program Out of Jurisdiction Confinement Program Capital Improvement Plan Cost Allocation Intergovernmental Revenue Miscellaneous Reimbursements Property Tax (Primary) Adopted Forecast Adopted 2010/11 2010/11 2011/12 25,860,367 5,000,000 10,769,902 41,630,269 25,866,610 5,000,000 6,319,503 37,186,112 25,442,443 5,000,000 8,565,184 39,007,627 25,107,248 5,000,000 11,364,808 41,472,056 78,273,114 7,556,945 80,514,720 7,809,928 79,769,222 7,729,638 80,885,817 7,837,836 17,275,459 30,308,948 7,948,601 17,611,632 22,845,634 8,156,740 17,611,632 22,845,634 7,470,000 16,446,566 18,348,213 7,330,848 789,380 888,890 888,705 918,937 6,864,326 3,342,968 2,522,697 1,752,524 1,787,397 8,220,000 3,360,000 2,610,500 644,641 1,709,167 7,820,000 3,622,000 2,555,500 690,116 1,709,167 8,380,000 3,838,000 2,514,500 447,932 1,717,713 7,475,727 1,766,840 316,268 351,251 7,277,439 1,756,727 425,000 322,000 6,839,425 1,885,885 237,568 450,000 6,151,679 1,904,744 238,694 430,000 2,050,361 2,868,253 958,956 2,776,170 1,577,956 2,816,170 446,401 2,833,358 11,748,147 400,000 775,920 1,114,205 563,107 2,098,249 12,327,143 430,000 861,562 850,584 500,000 405,000 12,327,143 430,000 675,917 812,207 500,000 405,000 8,197,165 500,000 786,839 810,000 410,000 23,341,636 24,713,673 24,534,219 25,016,558 Franchise Fees and In-Lieu Taxes Electric and Gas Franchise Cable TV Franchise Salt River Project Lieu Tax 7,962,142 3,424,465 71,547 8,200,000 3,300,000 140,000 7,800,000 3,102,000 160,337 7,880,000 3,008,940 209,486 Transient Occupancy (Bed) Tax 7,107,696 10,591,667 12,481,552 12,247,000 231,858,173 230,207,773 229,746,993 219,737,226 9,000,000 300,000 269,659 2,675,317 6,532,247 363,938 454,440 19,595,601 3,571,800 1,752,180 6,813,584 415,195 454,440 13,007,199 3,571,800 1,752,180 6,727,765 415,195 454,440 12,921,380 868,848 59,000 389,862 874,782 6,910,712 400,241 968,724 10,472,169 251,453,774 243,214,972 242,668,373 230,209,395 Subtotal Cash Transfers In CIP Funds CIP Funds - Operating Projects Special Programs Fund (Cultural Council) Special Programs Fund (Community Svcs-Human Svs) Special Programs Fund (Community Svcs-Parks) Special Programs Fund (30-Day Tow Program) Enterprise In Lieu Property Tax Enterprise Franchise Fees Direct Cost Allocation (Fire) Water & Water Reclamation Fund - Security Contract Fleet Fund Subtotal Total Sources 58 Actual 2009/10 Page 10 of 139 Budget by Fund General Fund Summary GENERAL FUND SUMMARY Use of Funds: Divisions Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager Finance & Accounting Administrative Services Community & Economic Development Community Services Public Safety - Fire Public Safety - Police Public Works Inventory/Other Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Estimated Operating Impacts - CIP Estimated YE Savings Car Allowances Reduce Public Safety Take Home Vehicle Office Supplies Savings Bed Tax Encumbrance Subtotal Debt Service & Contracts Payable Contracts Payable Certificates of Participation - Radio Financing Certificates of Participation Other Subtotal Total Operating Budget Cash Transfers Out Debt Service Fund - MPC Excise Debt Debt Service Fund - MPC Debt - Bed Tax CIP - General Fund Maintenance CIP - Bed Tax CIP - General Fund - Non-Maintenance CIP - Public Safety Radio Sys-Photo Enforce Loop 101 Transportation Fund - Deficit Elimination Transfer Special Programs Fund (Bed Tax) Special Programs Fund (Bed Tax/CVB Shortfall) Special Programs Fund (Community Services) Special Programs Fund (Preservation Rehab) PC Replacement Fund Grants Fund Total Cash Transfers Out Total Uses Actual Adopted Forecast Adopted 2009/10 2010/11 2010/11 2011/12 677,465 6,204,761 784,434 1,087,376 4,726,424 2,223,591 6,264,292 14,921,817 25,002,752 36,668,972 26,952,392 82,486,121 16,913,541 (43,691) 224,870,247 616,489 5,979,807 827,586 1,189,115 4,669,882 1,407,520 4,935,907 16,244,795 28,712,393 37,353,595 27,893,809 82,991,710 17,659,448 1,754,607 (3,000,000) 1,245,141 230,481,805 610,066 5,796,941 821,330 1,166,685 4,618,562 1,407,520 4,824,717 15,734,797 27,458,019 35,977,895 27,166,247 80,924,939 16,402,690 639,828 (922,309) (4,800,000) 1,930,602 219,758,530 764,306 5,505,549 721,423 1,060,083 3,769,007 899,314 4,392,543 15,399,743 24,303,715 32,696,540 26,956,693 77,695,466 15,776,277 1,800,000 (3,150,000) (53,743) (77,483) (100,000) 208,359,433 1,449,645 919,124 1,023 2,369,792 3,066,770 511,800 918,790 4,497,360 3,489,368 506,550 918,790 4,914,708 3,089,207 2,548,680 3,409,567 9,047,454 227,240,039 234,979,165 224,673,238 217,406,887 6,685,460 600,000 1,976,964 175,000 6,033,282 60,000 15,530,706 7,623,535 1,185,051 2,000,000 1,815,464 6,123,500 220,000 60,000 1,200,000 20,227,550 240,203,944 237,634,437 6,688,009 1,350,000 9,000,000 66,721 3,259,641 5,690,008 717,000 60,000 5,000 26,836,377 254,076,416 6,686,825 746,263 2,239,230 1,818,092 5,295,834 (300,000) 170,000 60,000 16,716,244 251,695,409 Sources Over/(Under) Uses - Before Future Initiatives Future Initiatives Sources Over/(Under) Uses - After Future Initiatives (2,622,642) 2,622,642 (8,480,437) (8,480,437) 2,464,429 2,464,429 (7,425,042) (7,425,042) Ending Fund Balance - After Future Initiatives General Fund Reserve Operating Contingency Unreserved Fund Balance Total Ending Fund Balance 25,442,443 1,597,003 11,968,181 39,007,627 26,188,646 2,500,000 17,029 28,705,675 25,107,248 2,447,300 13,917,508 41,472,056 23,885,832 5,000,000 5,161,182 34,047,014 Page 11 of 139 Budget by Fund 59 General Fund Five Year Financial Forecast GENERAL FUND FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance General Fund Reserve Operating Contingency Unreserved Fund Balance Total Beginning Fund Balance Revenues Privilege (Sales) Taxes Privilege (Sales) Tax - 1.00% Privilege (Sales) Tax - Public Safety 0.10% State-Shared Revenues State Shared Sales Tax State Revenue Sharing Auto Lieu Tax Charges for Services/Other Taxes - Local Stormwater Water Quality Charge Licenses, Permits & Fees Building Permit Fees & Charges Recreation Fees WestWorld Fire Service Charges Business Licenses & Fees Fines & Forfeitures Court Fines Photo Enforcement Revenue Parking Fines Library Fines & Fees Interest Earnings/Property Rental Interest Earnings Property Rental Other Revenue Indirect Cost Allocation 30-Day Tow Program Out of Jurisdiction Confinement Program Capital Improvement Plan Cost Allocation Intergovernmental Revenue Miscellaneous Reimbursements Property Tax (Primary) Franchise Fees and In-Lieu Taxes Electric and Gas Franchise Cable TV Franchise Salt River Project Lieu Tax Transient Occupancy (Bed) Tax Subtotal Cash Transfers In CIP Funds CIP Funds - Operating Projects Special Programs Fund (Cultural Council) Special Programs Fund (Community Svcs-Human Svs) Special Programs Fund (Community Svcs-Parks) Special Programs Fund (30-Day Tow Program) Enterprise In Lieu Property Tax Enterprise Franchise Fees Direct Cost Allocation (Fire) Water & Water Reclamation Fund - Security Contract Fleet Fund Subtotal Total Sources Adopted Forecast Forecast Forecast Forecast 2011/12 2012/13 2013/14 2014/15 2015/16 25,107,248 5,000,000 11,364,808 41,472,056 23,885,832 5,000,000 5,161,182 34,047,014 23,615,083 5,000,000 5,431,931 34,047,014 24,271,010 5,000,000 4,776,004 34,047,014 25,325,006 5,000,000 3,722,008 34,047,014 80,885,817 7,837,836 82,439,260 7,988,364 84,410,498 8,179,377 86,792,070 8,410,152 89,546,935 8,677,098 16,446,566 18,348,213 7,330,848 17,140,611 19,096,820 7,476,732 18,427,871 20,397,314 7,622,528 19,815,490 22,371,773 7,778,028 21,301,651 23,962,407 7,933,588 918,937 922,634 938,621 952,600 959,666 8,380,000 3,838,000 2,514,500 447,932 1,717,713 8,730,000 3,940,000 2,514,500 472,060 1,726,301 9,130,000 4,040,000 2,514,500 472,060 1,734,933 9,530,000 4,141,000 3,800,000 472,060 1,743,608 9,930,000 4,244,000 3,800,000 472,060 1,752,326 6,151,679 1,904,744 238,694 430,000 6,059,996 1,923,791 240,456 436,000 5,948,796 1,943,029 242,860 447,000 5,998,084 1,962,459 245,289 448,000 6,047,864 1,982,084 247,742 449,000 446,401 2,833,358 527,074 2,907,078 988,092 3,003,364 1,392,739 3,098,469 1,524,485 3,218,896 8,197,165 500,000 786,839 810,000 410,000 8,765,954 500,000 786,839 760,000 415,000 9,010,213 500,000 786,839 850,000 420,000 9,242,255 500,000 786,839 910,000 425,000 9,457,999 500,000 786,839 1,010,000 425,000 25,016,558 25,780,056 26,816,498 28,142,032 29,533,147 7,880,000 3,008,940 209,486 8,040,000 3,008,940 219,701 8,200,000 3,008,940 220,903 8,360,000 3,023,985 206,729 8,530,000 3,054,225 192,595 12,247,000 12,481,000 12,778,000 13,138,000 13,554,000 219,737,226 225,299,167 233,032,236 243,686,661 253,093,607 868,848 59,000 389,862 874,782 6,910,712 400,241 968,724 10,472,169 417,259 389,862 7,021,930 409,847 8,238,898 389,862 7,160,799 419,683 7,970,344 389,862 7,265,551 430,175 8,085,588 389,862 7,367,095 440,499 8,197,456 230,209,395 233,538,065 241,002,580 251,772,249 261,291,063 Page 12 of 139 60 Budget by Fund General Fund Five Year Financial Forecast GENERAL FUND FIVE YEAR FINANCIAL FORECAST Source of Funds: Use of Funds: Divisions Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager Finance & Accounting Administrative Services Community & Economic Development Community Services Public Safety - Fire Public Safety - Police Public Works Inventory/Other Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Estimated Operating Impacts - CIP Estimated YE Savings Car Allowances Reduce Public Safety Take Home Vehicle Office Supplies Savings Bed Tax Encumbrance Subtotal Debt Service & Contracts Payable Contracts Payable Certificates of Participation - Radio Financing Certificates of Participation Other Subtotal Total Operating Budget Cash Transfers Out Debt Service Fund - MPC Excise Debt Debt Service Fund - MPC Debt - Bed Tax CIP - General Fund Maintenance CIP - Bed Tax CIP - General Fund - Non-Maintenance CIP - Public Safety Radio Sys-Photo Enforce Loop 101 Transportation Fund - Deficit Elimination Transfer Special Programs Fund (Bed Tax) Special Programs Fund (Bed Tax/CVB Shortfall) Special Programs Fund (Community Services) Special Programs Fund (Preservation Rehab) PC Replacement Fund Grants Fund Total Cash Transfers Out Total Uses Adopted Forecast Forecast Forecast Forecast 2011/12 2012/13 2013/14 2014/15 2015/16 764,306 5,505,549 721,423 1,060,083 3,769,007 899,314 4,392,543 15,399,743 24,303,715 32,696,540 26,956,693 77,695,466 15,776,277 1,800,000 (3,150,000) (53,743) (77,483) (100,000) 208,359,433 787,343 5,593,312 730,729 751,865 4,742,474 914,067 4,479,893 15,956,200 25,366,709 33,770,295 27,528,831 79,550,631 16,237,447 1,873,529 (3,307,500) 165,280 (53,743) (77,483) (100,000) 214,909,879 803,416 5,638,429 735,814 1,160,579 4,936,042 925,024 4,534,185 16,192,165 26,754,303 34,216,876 27,978,191 80,930,441 16,620,637 1,886,872 (3,472,875) 165,280 (53,743) (77,483) (100,000) 219,774,152 819,977 5,680,018 740,492 769,044 4,828,578 935,674 4,588,475 16,348,956 25,759,001 34,682,882 28,437,571 82,324,841 17,010,831 1,901,967 (3,646,519) 165,280 (53,743) (77,483) (100,000) 221,115,843 836,862 5,723,089 745,363 1,177,861 4,872,356 946,654 4,643,036 16,438,918 26,176,453 35,114,390 28,905,047 83,739,279 17,413,542 1,917,183 (3,828,845) 165,280 (53,743) (77,483) (100,000) 224,755,242 3,089,207 2,548,680 3,409,567 9,047,454 4,531,105 2,548,679 7,079,784 3,571,274 2,548,679 6,119,953 3,704,560 2,548,679 6,253,239 3,843,926 2,548,679 6,392,605 217,406,887 221,989,663 225,894,105 227,369,082 231,147,847 7,623,535 1,185,051 2,000,000 1,815,464 6,123,500 220,000 60,000 1,200,000 20,227,550 7,731,625 2,478,606 1,998,044 579,239 6,240,500 100,000 60,000 19,188,014 8,432,540 3,222,778 2,008,035 6,389,000 100,000 60,000 20,212,353 8,512,455 3,298,298 2,018,075 6,569,000 100,000 60,000 20,557,828 8,559,615 3,346,242 2,028,165 6,777,000 100,000 60,000 20,871,022 237,634,437 241,177,677 246,106,458 247,926,910 252,018,869 Sources Over/(Under) Uses - Before Future Initiatives Future Initiatives Sources Over/(Under) Uses - After Future Initiatives (7,425,042) (7,425,042) (7,639,612) 7,639,612 - (5,103,879) 5,103,879 - 3,845,339 (3,845,339) - 9,272,194 (9,272,194) - Ending Fund Balance - After Future Initiatives General Fund Reserve Operating Contingency Unreserved Fund Balance Total Ending Fund Balance 23,885,832 5,000,000 5,161,182 34,047,014 23,615,083 5,000,000 5,431,931 34,047,014 24,271,010 5,000,000 4,776,004 34,047,014 25,325,006 5,000,000 3,722,008 34,047,014 26,257,291 5,000,000 2,789,723 34,047,014 Page 13 of 139 Budget by Fund 61 General Fund Sources BUDGET BY FUND GENERAL FUND SOURCES General Fund Revenues and Transfers-In General Fund sources include both revenues and transfers-in from other fund types such as the Special Revenue, Enterprise, and Internal Service Funds. Estimated General Fund revenues and transfers-in for FY 2011/12 equals $230.2 million, a decrease of approximately $12.5 million, or 5 percent, from the FY 2010/11 year-end forecast of $242.7 million. The decrease in the forecast General Fund revenues reflects decreases in Scottsdale’s revenue categories, such as a 12 percent decline in anticipated State Shared Tax Revenues which accounts for $5.8 million of the decrease. Another factor that accounts for $4.1 million of the decrease is a change in the method of calculating indirect cost allocations from the Enterprise Funds that was implemented for FY 2011/12. Certain components of the revenue sources are subject to dramatic peaks and valleys from year to year. Scottsdale has been experiencing positive trends in revenue recently; numerous revenues are projected to maintain current activity levels. Revenues and transfers-in determine Scottsdale’s capacity to provide program services to citizens. The major resources, which fund the program operating budget, debt service, and capital projects, are identified in this section. Local Tax Revenues Local Tax Revenues of $138.0 million represent 63 percent of the General Fund total operating resources and are the fund’s largest category of revenue source. This category includes revenues received from property tax, local sales tax, bed tax, franchise and in-lieu fees, and stormwater charges. With the exception of property taxes, all of these revenues are “elastic”, meaning they vary directly with the economy – during economic expansion, elastic tax revenues increase, due to higher levels of consumer spending and tourism activity. During an economic downturn, the opposite is true and tax revenue levels decline. Privilege (Sales) Tax Scottsdale's Privilege (Sales) Tax is a total of 1.65 percent. A total of 1.1 percent of that is retained by the General Fund. The remaining 0.55 percent is allocated to Special Revenue for the Transportation Fund (0.20 percent) and the Preservation Fund (0.35 percent). The regional economy continues to struggle during the current economic downturn and privilege tax is expected to grow moderately in the five-year revenue forecast. Page 14 of 139 62 Budget by Fund General Fund Sources GENERAL FUND SOURCES BUDGET BY FUND Privilege (Sales) Tax Privilege (Sales) Tax represents the 1.0 percent General Fund share of the City’s total 1.65 percent sales tax that is available for any municipal purpose. This revenue also includes sales tax application and penalty fees. It is the General Fund’s single largest revenue source, and the General Fund portion of the tax is used to pay for general governmental operations as well as the repayment of excise debt. For FY 2011/12, the anticipated revenue budget is $80.9 million, which is approximately a $1.1 million or a 1 percent increase over the FY 2010/11 year-end forecast of $79.8 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 80.9 80.5 75.9 106.3 113.6 80.9 * 79.8 * 78.3 87.3 105.6 The five-year privilege (sales) tax forecast is shown in detail by major business category below. Staff forecast the privilege (sales) tax collections by category to arrive at more of precise forecast. The revenue forecasts for each business category use various assumptions that combine historical elements as well as emerging fiscal, economic and legal considerations. 1.00% Privilege (Sales) Tax Five-Year Forecast by Business Category Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 2009/10 Actual 8,416,835 8,158,906 5,986,778 3,994,559 8,957,791 12,114,601 5,524,182 11,141,429 6,788,577 4,817,155 2,372,301 78,273,114 % of Total 11% 10% 8% 5% 11% 15% 7% 14% 9% 6% 3% 100% FY 2010/11 Forecast 9,050,865 7,645,444 6,141,729 4,136,058 8,816,055 12,788,823 5,594,451 11,745,877 7,189,844 4,399,608 2,260,469 79,769,222 % of Total 11% 10% 8% 5% 11% 16% 7% 15% 9% 6% 3% 100% FY 2011/12 Adopted 9,232,110 7,949,059 6,248,883 4,208,549 8,904,216 13,268,803 5,493,107 11,708,214 7,377,804 4,355,612 2,139,459 80,885,817 % of Total 11% 10% 8% 5% 11% 16% 7% 14% 9% 5% 3% 100% Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 2013/14 Forecast 9,746,800 8,028,748 6,501,338 4,530,082 9,255,256 14,282,540 5,665,146 12,061,802 7,865,108 4,355,612 2,118,065 84,410,498 % of Total 12% 10% 8% 5% 11% 17% 7% 14% 9% 5% 3% 100% FY 2014/15 Forecast 10,039,204 8,068,892 6,631,365 4,733,935 9,476,015 14,996,667 5,787,090 12,423,656 8,140,387 4,355,612 2,139,246 86,792,070 % of Total 12% 9% 8% 5% 11% 17% 7% 14% 9% 5% 2% 100% FY 2015/16 Forecast 10,390,576 8,109,237 6,763,992 4,970,632 9,725,744 15,896,467 5,911,667 12,796,366 8,466,003 4,355,612 2,160,638 89,546,935 % of Total 12% 9% 8% 6% 11% 18% 7% 14% 9% 5% 2% 100% FY 2012/13 Forecast 9,462,913 7,988,804 6,373,861 4,355,848 9,061,780 13,733,211 5,564,731 11,825,296 7,599,139 4,355,612 2,118,065 82,439,260 % of Total 11% 10% 8% 5% 11% 17% 7% 14% 9% 5% 3% 100% Page 15 of 139 Budget by Fund 63 General Fund Sources BUDGET BY FUND GENERAL FUND SOURCES Privilege (Sales) Tax - Public Safety Privilege (Sales) Tax - Public Safety represents the 0.10 percent of the total 1.65 percent sales tax rate and is dedicated exclusively to public safety enhancements. The Public Safety sales tax forecast calls for FY 2011/12 revenues of about $7.8 million versus an expected FY 2010/11 year-end of approximately $7.7 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 7.8 7.8 7.4 10.3 11.4 7.8 * 7.7 * 7.6 8.4 10.2 The same business category analysis used for the 1.0 percent Privilege (Sales) Tax was applied when forecasting the Public Safety Privilege (Sales) Tax over the next five years. Public Safety 0.10% Privilege (Sales) Tax Five-Year Forecast by Business Category Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 2009/10 Actual 842,516 814,074 599,270 399,851 890,350 1,212,331 552,709 1,114,921 679,529 451,394 7,556,945 % of Total 11% 11% 8% 5% 12% 16% 7% 15% 9% 6% 0% 100% FY 2010/11 Forecast 902,607 762,450 612,490 412,473 879,190 1,275,378 557,912 1,171,370 717,014 438,755 7,729,639 % of Total 12% 10% 8% 5% 11% 16% 7% 15% 9% 6% 0% 100% FY 2011/12 Adopted 918,897 791,191 621,968 418,888 886,260 1,320,680 546,744 1,165,350 734,333 433,526 7,837,836 % of Total 12% 10% 8% 5% 11% 17% 7% 15% 9% 6% 0% 100% Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 2013/14 Forecast 968,774 798,010 646,194 450,263 919,917 1,419,599 563,082 1,198,871 781,745 432,922 8,179,377 % of Total 12% 10% 8% 6% 11% 17% 7% 15% 10% 5% 0% 100% FY 2014/15 Forecast 997,382 801,634 658,818 470,311 941,430 1,489,900 574,940 1,234,275 808,737 432,725 8,410,152 % of Total 12% 10% 8% 6% 11% 18% 7% 15% 10% 5% 0% 100% FY 2015/16 Forecast 1,031,741 805,214 671,636 493,563 965,726 1,578,453 587,004 1,270,626 840,639 432,494 8,677,098 % of Total 12% 9% 8% 6% 11% 18% 7% 15% 10% 5% 0% 100% FY 2012/13 Forecast 941,136 794,528 633,914 433,212 901,242 1,365,840 553,442 1,176,088 755,774 433,188 7,988,364 % of Total 12% 10% 8% 5% 11% 17% 7% 15% 9% 5% 0% 100% Page 16 of 139 64 Budget by Fund General Fund Sources GENERAL FUND SOURCES BUDGET BY FUND Property Tax (Primary) Property Tax (Primary) represents the General Fund’s portion of the Primary Property Tax which is levied on the assessed value of all property within the City to help pay for City general governmental operation costs. By Arizona State Statute, the primary property levy is limited to a 2 percent increase per year, plus an allowance for annexations and new construction. Scottsdale is not imposing a levy increase for FY 2011/12. Primary property tax accounts for approximately 11 percent of the total adopted FY 2011/12 General Fund sources. The FY 2011/12 revenue forecast of $25.0 million represents an increase of $0.5 million from the FY 2010/11 year-end forecast of $24.5 million, attributable to increased valuations as a result of new construction. The proposed primary property tax rate of approximately 44 cents per $100 of assessed valuation represents a 6 cent increase from the FY 2010/11 rate. Adopted Budget to Actual/Forecast* (in millions) Transient Occupancy ("Bed") Tax Transient Occupancy (“Bed”) Tax forecast reflects a voter approved Transient Occupancy Tax increase from 3 percent to 5 percent on hotel and motel room rentals in addition to the sales tax. By City ordinance, prior to FY 2009/10, 80 percent of the Bed Tax revenue was reflected as a revenue source within the Special Programs Fund. Beginning in FY 2009/10, 100 percent of the original 3 percent Bed Tax revenue was recorded in the General Fund with a corresponding transfer out of 80 percent to the Special Programs Fund. In March 2010 voters approved an increase to the bed tax from 3 percent to 5 percent, effective July 1, 2010. Half of the 5 percent tax is restricted for destination marketing and is transferred out of the General Fund to the Special Programs Fund. The remaining half may be used in the General Fund for tourismrelated uses. Adopted Budget to Actual/Forecast* (in millions) Budget by Fund FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 25.0 24.7 23.7 22.4 21.0 25.0 * 24.5 * 23.3 22.6 20.4 ADOPTED BUDGET ACTUAL / FORECAST* 12.2 10.6 8.2 2.0 2.2 12.2 * 12.5 * 7.1 1.5 2.0 Page 17 of 139 65 General Fund Sources BUDGET BY FUND GENERAL FUND SOURCES Stormwater Quality Charge Stormwater Quality Charge revenue relates to the water quality charge to help pay a portion of the City’s Stormwater Management program costs. These costs are driven by “unfunded” federal mandates that require the City to operate under a National Pollution Discharge Elimination System (NPDES) permit and to address the quality of stormwater runoff. Charges are forecasted at $0.9 million for FY 2011/12. Adopted Budget to Actual/Forecast* (in millions) Franchise Fees and In-Lieu Taxes Franchise Fees and In-Lieu Taxes include franchise taxes charged on revenues from utility and cable companies for use of City right-of-ways and in-lieu property tax for municipal utilities. The electric and gas franchise tax revenue budget of $7.9 million for FY 2011/12 is approximately $0.1 million higher than the FY 2010/11 year-end forecast. The cable TV franchise tax is projected to decrease by $0.1 million from the FY 2010/11 year-end forecast of $3.1 million. The Salt River Project In-Lieu Tax of $0.2 million is expected to remain relatively flat at the FY 2010/11 year-end forecast of $0.2 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.9 0.9 0.9 0.8 0.7 0.9 * 0.9 * 0.8 0.8 0.9 ADOPTED BUDGET ACTUAL / FORECAST* 11.1 11.6 12.1 11.5 10.9 11.1 * 11.1 * 11.5 11.5 11.5 State-Shared Tax Revenues State-Shared Tax Revenues include the state sales tax, income tax collections, and auto lieu tax, which are shared with all cities and towns throughout the state. The formula for distribution of the sales and income tax revenue is based upon the relation of the City’s population to the total incorporated state population. The auto lieu tax is shared based on the City’s population in relation to the total incorporated population of Maricopa County. Under this distribution method, mature cities reaching build-out will see their portion of state-shared tax revenues decrease, as rapidly growing cities receive a greater share of the revenue distribution. The 2010 US census had an adverse affect on the City’s share, as faster growing cities and towns within the region received an increased proportion of the overall pool of state-shared revenues. The State Department of Revenue collects and distributes funds and provides revenue forecasts to cities and towns for these revenue sources. Page 18 of 139 66 Budget by Fund General Fund Sources GENERAL FUND SOURCES BUDGET BY FUND State Shared Sales Tax State Shared Sales Tax cities and towns share in a portion of the 6.0 percent sales tax collected by the State. The distribution base (shared portion) varies by category. For example, retail sales is 40 percent shared and 60 percent non-shared (retained by the State). Of the shared portion, 25 percent is returned to incorporated cities and towns, 40.51 percent is returned to counties, and 34.49 percent is returned to the State General Fund. The 25 percent that is returned to cities and towns is allocated based on percent of population. The forecast calls for FY 2011/12 revenues of approximately $16.4 million versus an expected FY 2010/11 year-end of $17.6 million, a decrease of $1.2 million. Adopted Budget to Actual/Forecast* (in millions) State Revenue Sharing (Income Tax) Cities and towns in Arizona are prohibited from levying a local income tax; however, 15 percent of the state income tax collections are shared with the cities and towns and is distributed based on each cities respective percent of population to the total incorporated population of the state. There is a two-year lag between the time citizens earn and report income to the State and when the State submits the actual shared income tax revenues to cities and towns. Revenue from State Shared Income Tax is forecasted at $18.3 million for FY 2011/12, a decrease of $4.5 million from the expected FY 2010/11 year-end forecast of $22.8 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 16.4 17.6 18.0 22.0 23.9 16.4 * 17.6 * 17.3 18.9 21.6 ADOPTED BUDGET ACTUAL / FORECAST* 18.3 22.8 30.3 34.0 33.1 18.3 * 22.8 * 30.3 35.1 33.0 Page 19 of 139 Budget by Fund 67 General Fund Sources BUDGET BY FUND Auto Lieu Tax Auto Lieu Tax is part of the vehicle license fees collected by Maricopa County, but is actually a State revenue source. Twenty-five percent of the net revenues collected for the licensing of motor vehicles by the County are distributed back based on the population of Scottsdale in relation to the total incorporated population of Maricopa County. The only stipulation on the use of this revenue is that it must be spent on a public purpose. The budget forecast for FY 2011/12 is $7.3 million, which is $0.2 million less than the FY 2010/11 year-end forecast of $7.5 million. GENERAL FUND SOURCES Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 7.3 8.2 8.0 9.7 10.4 7.3 * 7.5 * 7.9 8.2 10.0 Licenses, Permits & Fees Revenue Licenses, Permits & Fees Revenue include revenue from various business licenses, all fees recovered as a part of the development process, and recreation fees. This category includes building, electrical, mechanical, and plumbing permits, as well as subdivision, zoning, and plan check fees. Recreation Fees include revenue from the various recreational programs, classes, entry fees, and WestWorld event revenue. In accordance with Scottsdale’s adopted financial policy, all fees and charges are reviewed annually. Scottsdale’s development activity is slowing as the community is changing from growth oriented to a maturing community focused more on sustaining its high quality of life. The new commercial and residential construction activity is expected to continue, but at a slower pace. The attractiveness of Scottsdale, low commercial vacancy rates and low mortgage interest rates are major contributors to the Licenses, Permits & Fees Revenue. Building Permits Fees & Charges Building Permits Fees & Charges include fees assessed to developers/builders that recover the cost of four primary functions: 1) reviewing/processing development applications, 2) plan review of construction documents, 3) the issuance of building, electrical, mechanical and plumbing permits, and 4) the inspection of buildings/structures in the construction phase. The FY 2011/12 forecast of $8.4 million takes into consideration the current economic conditions. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 8.4 8.2 8.1 14.5 16.5 8.4 * 7.8 * 6.9 6.9 12.5 Page 20 of 139 68 Budget by Fund General Fund Sources GENERAL FUND SOURCES BUDGET BY FUND Recreation Fees Recreation Fees are budgeted at $3.8 million and include revenue from the various recreational programs, classes, and entry fees. In accordance with the City’s adopted financial policies, recreation fees are reviewed and adjusted annually as needed to meet cost recovery targets as approved by City Council. Adopted Budget to Actual/Forecast* (in millions) WestWorld Fees WestWorld Fees include revenue (general facility rental, concessions, parking fees, etc.) from events such as horse shows, auto auctions and car shows, consumer and home shows, as well as RV space rental income. Revenues of approximately $2.5 million are anticipated in FY 2011/12 versus an expected FY 2010/11 year-end of $2.6 million. Staff’s FY 2011/12 revenue forecast is based on future confirmed bookings for WestWorld, Feed and Bedding as well as historical activity. Adopted Budget to Actual/Forecast* (in millions) Fire Service Charges Fire Service Charges include service fees for the cost recovery of fire and medical standbys at special events, after hour’s inspections, ambulance staffing, and medical enhancement cost associated with the ambulance agreement. In addition, the department collects fees for CPR classes, permits and incident reports. For FY 2011/12 revenues are forecasted at $0.4 million, a decrease of $0.3 million from the FY 2010/11 year-end forecast of $0.7 million. Adopted Budget to Actual/Forecast* (in millions) Business Licenses & Fees Business Licenses & Fees include the licensing of business activity that takes place in Scottsdale and the associated fees relating to the licensure and regulation of specific activity. Revenues of approximately $1.7 million are expected in FY 2011/12, which is consistent with FY 2010/11 year-end forecast of $1.7 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 3.8 3.4 3.0 3.1 2.9 3.8 * 3.6 * 3.3 3.2 2.8 ADOPTED BUDGET ACTUAL / FORECAST* 2.5 2.6 2.9 2.4 2.0 2.5 * 2.6 * 2.5 2.7 2.3 ADOPTED BUDGET ACTUAL / FORECAST* 0.4 0.6 2.4 1.4 1.1 0.4 * 0.7 * 1.8 1.8 1.1 ADOPTED BUDGET ACTUAL / FORECAST* 1.7 1.7 1.7 1.8 1.6 1.7 * 1.7 * 1.8 1.7 1.6 Page 21 of 139 Budget by Fund 69 General Fund Sources BUDGET BY FUND GENERAL FUND SOURCES Fines and Forfeiture Revenues Fines and Forfeiture Revenues include court, photo enforcement, parking, and library fines. In the aggregate, the revenue for these items in FY 2011/12 is projected to be $8.7 million for a decrease of approximately $0.7 million from the FY 2010/11 year-end forecast of $9.4 million. The largest decline is anticipated to occur in the court fines revenue. Court Fines Court Fines are the General Fund portion of penalties or fees assessed by state statute, City ordinance or the Presiding Judge. Examples include: fines, a portion of the registration fee to attend Defensive Driving School, bonds forfeited to the City and collection fees. Revenues of approximately $6.2 million are expected for FY 2011/12, which reflects a $0.6 million decrease from the FY 2010/11 year-end forecast of $6.8 million. This decline is the result of moving the collection fees to the Court Enhancement Fund in Special Programs. Adopted Budget to Actual/Forecast* (in millions) Photo Enforcement Fines Photo Enforcement Fines are the General Fund portion of Photo Enforcement penalties as assessed by the Presiding Judge. Examples include: red light and speeding fines and a portion of the registration fee to attend Defensive Driving School. Revenues are budgeted at $1.9 million for FY 2011/12, which represents no change from the FY 2010/11 year-end forecast. Use of photo enforcement is intended to be a deterrent to unsafe driving and to modify driving habits, not as a revenue producer. Adopted Budget to Actual/Forecast* (in millions) Parking Fines Parking Fines are the General Fund portion of parking fees assessed per City ordinance and are forecasted at slightly more than $0.2 million for FY 2011/12 – which is consistent with the FY 2010/11 year-end forecast of $0.2 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 6.2 7.3 7.2 6.5 5.5 6.2 * 6.8 * 7.5 6.7 6.8 ADOPTED BUDGET ACTUAL / FORECAST* 1.9 1.8 1.7 1.9 2.6 1.9 * 1.9 * 1.8 1.7 1.5 ADOPTED BUDGET ACTUAL / FORECAST* 0.2 0.4 0.5 0.3 0.3 0.2 * 0.2 * 0.3 0.4 0.5 Page 22 of 139 70 Budget by Fund General Fund Sources GENERAL FUND SOURCES Library Fines & Fees Library Fines & Fees are monies collected when library materials are returned after their due date, are lost, and/or are damaged. The FY 2011/12 revenues are forecasted at $0.4 million. BUDGET BY FUND Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.4 0.3 0.4 0.4 0.7 0.4 * 0.5 * 0.4 0.3 0.4 Other Revenues Other Revenues include interest earnings, property rentals, reimbursements from outside sources, expense recovery, Intergovernmental Agreements, miscellaneous non-operating revenue such as copies of materials and passport fees, and indirect cost allocations received from the Enterprise operations. New revenue added for FY 2011/12 is for a Police program for Out of Jurisdiction Confinement. Interest Earnings Interest Earnings are generated on idle General Fund cash balance throughout the year. This revenue is a function of the relationship between the City’s available cash balance and interest rate. The City earns interest on funds through various investment vehicles in accordance with Arizona Revised Statutes and City Ordinance. The City’s investment policy stresses safety above yield and allows investments in U.S. Treasury and Agency obligations, certificates of deposit, commercial paper, bankers’ acceptances, repurchase agreements, money market funds, and the State of Arizona’s Local Government Investment Pool. Interest earnings applicable to bond proceeds and the Capital Improvement Plan (CIP) accrue to the CIP budget and are not included in General Fund revenues. Interest Earnings Revenue is forecasted at $0.4 million for FY 2011/12. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.4 1.0 1.7 4.5 5.2 0.4 * 1.6 * 2.1 3.7 6.4 Page 23 of 139 Budget by Fund 71 General Fund Sources BUDGET BY FUND GENERAL FUND SOURCES Property Rental Property rental revenues are rental fees on facilities such as the Scottsdale Stadium, as well as amounts received from the Tournament Players Club and Princess Hotel as a percent of revenue on gross sales agreements. The FY 2011/12 forecasted revenue of approximately $2.8 million is equal to the FY 2010/11 yearend forecast of $2.8 million. Adopted Budget to Actual/Forecast* (in millions) Miscellaneous Miscellaneous revenue includes various revenues the City receives during any given year that are not attributable to one of the specific revenue categories noted previously. The FY 2011/12 revenue is forecasted at $0.8 million. Adopted Budget to Actual/Forecast* (in millions) Out of Jurisdiction Confinement Program Presently, nonviolent misdemeanor defendants sentenced in Scottsdale City Court can serve their mandated sentences in the Scottsdale City Jail. This program will expand this to defendants from not only Scottsdale City Court but from any jurisdiction in the State with the respective Court’s approval. This alternative, among other things, provides a public service to Scottsdale residents and other east valley residents sentenced out of their jurisdiction by having a closer jail facility to serve their court ordered confinements up to a maximum of 48 consecutive hours. The anticipated revenue for FY 2011/12 is $0.5 million. The program will be evaluated mid year to determine its effectiveness. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 2.8 2.8 3.2 3.4 3.3 2.8 * 2.8 * 2.9 3.2 3.5 ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.5 1.0 1.0 0.7 0.8 * 0.5 * 0.6 0.6 0.7 ADOPTED BUDGET ACTUAL / FORECAST* 0.5 - 0.5 * -* - Page 24 of 139 72 Budget by Fund General Fund Sources GENERAL FUND SOURCES BUDGET BY FUND Reimbursements This category represents reimbursements to the General Fund received by various areas. FY 2011/12 revenues are forecasted at $0.4 million, which represents no change from the FY 2010/11 year-end estimate of $0.4 million. Adopted Budget to Actual/Forecast* (in millions) Intergovernmental Revenue Intergovernmental Revenue is related to School Resource Officers from the Scottsdale Police Department servicing local area schools, an intergovernmental agreement with the Scottsdale Unified School District for library shared use reimbursement of Palomino Library, and revenue received from the County Library District for reciprocal interlibrary use. FY 2011/12 revenues are forecasted at $0.8 million, which remains flat with the FY 2010/11 year-end forecast of $0.8 million. Adopted Budget to Actual/Forecast* (in millions) Indirect Cost Allocation Indirect Cost Allocation represents a reimbursement to the General Fund for centralized services provided to the Enterprise Funds such as payroll, accounts payable, human resources, information technology, City administration, etc. The FY 2011/12 forecasted revenue is approximately $8.2 million, which reflects a $4.1 million decrease from the FY 2010/11 year-end forecast of $12.3 million. The decrease is the result of a change in the overhead calculation to a methodology which weighs factors such as FTE (for HR overhead), as well as IT equipment counts (for the IT overhead calculations). Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.4 0.4 1.0 1.0 0.7 0.4 * 0.4 * 2.1 0.6 0.7 ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.9 1.0 0.7 - 0.8 * 0.8 * 1.1 1.1 ADOPTED BUDGET ACTUAL / FORECAST* 8.2 12.3 14.8 12.9 11.6 8.2 * 12.3 * 11.7 12.9 11.6 Page 25 of 139 Budget by Fund 73 General Fund Sources BUDGET BY FUND GENERAL FUND SOURCES Transfers-In The budget for Transfers-In to the General Fund includes in lieu property taxes and franchise fees from the Enterprise Funds, reimbursement of direct costs from the Aviation Fund for providing Fire service at the Airport, and other miscellaneous transfers from other funds. Property tax and franchise fees charged to the Enterprise Funds represent fees a private organization would incur while conducting business within the City. Other Transfers-In included in the FY 2011/12 budget are reimbursements from the Special Programs Fund as well as the Fleet Fund. There is a one time transfer that will occur in FY 2011/12 from the Fleet Fund to the operating budgets in an effort to recapture the accumulated excess contributions from prior years as suggested by an internal audit recommendation; the General Fund amount is approximately $1.0 million. In total, the transfers-in for FY 2011/12 are expected to decrease by approximately $2.4 million from the FY 2010/11 yearend forecast of $12.9 million. Page 26 of 139 74 Budget by Fund General Fund Uses GENERAL FUND USES BUDGET BY FUND General Fund Uses The General Fund expenditures are presented by the following five major operating expenditure categories: personnel services, contractual services, commodities, capital outlay, debt service, and operating projects. There are also cash transfers-out to other funds. Personnel Services Personnel Services include the salaries and wages paid to employees, plus the City’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The FY 2011/12 adopted budget of $153.8 million is $8.7 million less than the FY 2010/11 adopted budget. The budget change is due to continued budget reduction efforts such as; policy change in overtime to be based on hours worked, rather than hours paid, in excess of 40 hours, and reduced staffing levels. In addition, budget change is also due to changes in healthcare and Arizona State Retirement System (ASRS) allocation in FY 2011/12. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other City departments. The FY 2011/12 adopted budget of $45.4 million is $9.4 million, or 17 percent, less than the FY 2010/11 adopted budget. This is due to divisions implementing efficiencies, such as; renegotiating existing contracts, completing work in house when feasible, and re-evaluating services to balance the budget. Major contracts include the Maricopa County jail contract, software maintenance and licensing, fleet maintenance and operations, utilities, mowing/landscape maintenance and Fire Dispatch contract. Adopted Budget to Actual/Forecast* (in millions) Budget by Fund FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 153.8 162.5 171.9 189.3 183.4 153.8 * 160.6 * 167.5 192.1 180.2 ADOPTED BUDGET ACTUAL / FORECAST* 45.4 54.8 53.8 58.5 50.4 45.4 * 46.3 * 48.8 51.4 53.4 Page 27 of 139 75 General Fund Uses BUDGET BY FUND 76 GENERAL FUND USES Commodities Commodities are expendable items purchased through the City-approved centralized purchasing process. This classification includes supplies, repair and replacement parts, small tools, and maintenance and repair materials that are not of a capital nature. The adopted budget of $7.3 million is $1.6 million, or 18 percent, less than the FY 2010/11 adopted budget. This is due to divisions prioritizing services. Adopted Budget to Actual/Forecast* (in millions) Capital Outlay Capital Outlay includes the purchase of land, the purchase or construction of buildings, structures, and facilities of all types, plus machinery and equipment. To qualify as capital outlay, an item must have an estimated useful life of more than two years, have a unit cost of $5,000 or more, and must be a betterment or improvement. The FY 2011/12 adopted budget is 94 percent less than the FY 2010/11 adopted budget. Adopted Budget to Actual/Forecast* (in millions) Capital - Operating Projects Operating Projects capture costs associated with the repair and maintenance of capital assets, replacement of non capital assets, master plans, studies, public art, and all other project type costs that do not result in the acquisition or construction of a capital asset. The FY 2011/12 proposed budget is $1.8 million. Adopted Budget to Actual/Forecast* (in millions) Debt Service - Contracts Payable Contracts Payable is primarily contractual debt related to sales tax development agreements, and will vary based on the actual sales tax collections at each developed site. The FY 2011/12 Debt Service budget of $3.1 million is related to sales tax development agreements such as the Nordstrom Garage Lease and Hotel Valley Ho. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 7.3 8.9 9.3 10.5 10.6 7.3 * 7.7 * 7.7 8.5 11.5 ADOPTED BUDGET ACTUAL / FORECAST* nil 0.3 0.4 0.6 1.0 nil * 0.5 * 0.5 0.4 0.9 ADOPTED BUDGET ACTUAL / FORECAST* 1.8 3.9 - 1.8 * 4.7 * - ADOPTED BUDGET ACTUAL / FORECAST* 3.1 3.1 2.7 4.6 5.7 3.1 * 3.5 * 1.5 2.6 4.1 Page 28 of 139 Budget by Fund General Fund Uses GENERAL FUND USES Debt Service - Certificates of Participation Certificates of Participation (COP) are instruments whereby the City enters into a lease-purchase agreement for the acquisition, operation and/or maintenance of a project. COPs are secured by a budgeted appropriation made each year by the City. At the completion of the lease period, the City owns the project. In FY 2005/06, the City issued $7.65 million of COPs for the acquisition of the police/fire administration building. The FY 2011/12 budget assumes full prepayment of the FY 2005/06 COPs. In FY 2010/11 the City issued $20.0 million of COPs for a public safety radio system. The FY 2011/12 budget also includes a debt payment of approximately $2.5 million related to the FY 2010/11 COPs issuance. BUDGET BY FUND Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 5.9 1.4 2.0 1.4 0.9 5.9 * 1.4 * 0.9 1.0 0.9 Transfers-Out Transfers-Out are the authorized movement of cash to other funds, divisions, departments, and/or capital projects. Transfers-Out in FY 2011/12 total $20.2 million and includes $1.2 million to the PC Replacement Fund; $7.6 million to the MPC Excise Debt Fund; $1.2 million to the MPC Excise Debt related to Bed Tax; $2.0 million to the Capital Fund to cover the cost of on-going capital maintenance; $1.8 million to the CIP for transient occupancy (bed) tax funded projects planned; $6.1 million to the Special Programs Fund for transient occupancy (bed) tax revenues (half of the 5.0 percent transient occupancy (bed) tax restricted for destination marketing); $0.2 million to the Special Programs Fund for Community Services; and $60,000 for neighborhood revitalization ($50,000) and for the preservation and maintenance of properties on Scottsdale’s Historic Register ($10,000). General Fund Balance/Reserve/Operating Contingency Fund Balance/Reserve/Operating Contingency protects the City’s financial condition and provides for unexpected economic challenges. Growth of fund balance occurs when revenues exceed expenditures. Fund balances should only be used for non-recurring (non-operational) expenditures, since once they are spent they are only replenished by future year resources in excess of expenditures. The City’s budget planning and adopted financial policies call for the establishment of reserves and an operating contingency as part of the resource allocation/limit setting process. The process allows the City to “set aside savings” before it is allocated or spent as budgeted expenditures. The specific make-up of the City’s fund balance, reserves and operating contingencies are noted below. Budget by Fund Page 29 of 139 77 General Fund Uses BUDGET BY FUND GENERAL FUND USES General Fund Reserve General Fund Reserve continues the City’s adopted financial policy of setting aside a reserve to protect Scottsdale in times of emergency. It is financially prudent to have a minimum General Fund Reserve of 10 percent of the General and Highway User Revenue Funds total annual operating costs. Based on the revenue and expenditure estimates included in the adopted budget, the ending FY 2011/12 General Fund Reserve is projected to be approximately $23.9 million. Maintaining the General Fund Reserve is very important to the municipal credit rating agencies and in retaining the City’s AAA bond ratings. Operating Contingency Operating Contingency includes $5.0 million of budget authorization in the event that unforeseen expenses occur during the fiscal year. City Council approval is required before any funds can be transferred from the contingency to an operating division budget. Unreserved Fund Balance Unreserved Fund Balance accounts for any funds remaining after the designation of all other reserves/uses. The FY 2011/12 ending unreserved fund balance is forecasted at $5.2 million, which represents the cumulative General Fund revenues not designated for a specific purpose. This balance represents an accumulation of one-time revenues and is most appropriately used for onetime expenditures. Under prudent fiscal management practices, this amount should not be used to fund new or expanded programs with ongoing operating expenses. 78 Page 30 of 139 Budget by Fund Special Revenue Funds BUDGET BY FUND SPECIAL REVENUE FUNDS Adopted Budget $1,236.9 Million (a) Operating Budgets $465.0M (a) Grants, Trust,& Special Districts $19.4M Capital Projects $572.4M Contingencies / Reserves $180.1M General Fund Grant Funds Community Facilities General Fund $217.4M $18.6M $24.6M $28.9M Special Revenue Trusts & Special Districts Preservation Special Revenue $185.1M $1.5M Neighborhood Drainage/Flood Cntrl Grant Funds $36.0M $0.8M Debt Service Funds $74.4M $57.9M $10.5M Enterprise Funds Public Safety $122.9M $10.2M Enterprise Funds $62.0M Service Facilities Internal Service $13.7M $20.4M Transportation Capital Projects $128.4M $56.8M Internal Service $14.3M (a) $51.7M (b) Special Revenue Funds identified above consist of the Transportation (HURF) Fund, Preservation Privilege Tax Fund and Special Programs Fund Water/Wastewater $152.5M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $37.4M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $37.4M Page 31 of 139 Budget by Fund 79 Special Revenue Funds BUDGET BY FUND SPECIAL REVENUE FUNDS Special Revenue Funds Description Special Revenue Funds are used to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. Examples of restricted revenues that must be spent on specific purposes are Highway User Revenue taxes, Preserve Sales Tax, Transportation Sales Tax, and Special Programs, such as Police 30-Day Towing, for which funding has been received for a specific purpose. The sections to follow discuss each of the funds in more detail. Economic Overview Economic conditions play a major role in the City’s ability to provide services and build needed infrastructure for current and futures residents. Similar to the General Fund, the Special Revenue funds are particularly vulnerable to shifts in the economy due to high reliance on elastic revenues. As in all funds, operating expenditures are carefully developed, documented and reviewed to ensure the most cost-effective and efficient method of providing services. Special Revenue Funds Sources (in millions) Privilege (Sales) Tax State Shared Revenue Regional Sales Tax Intergovernmental Revenue Fines, Fees, Forfeitures Other & Contingency Transfers-In Total Sources $ $ $ $ $ $ $ $ 42.8 10.9 0.5 2.3 3.8 4.5 8.0 72.9 Special Revenue Funds Sources State Shared Revenue $10.9 15% Privilege (Sales) Tax $42.8 59% Regional Sales Tax $0.5 1% Intergovernmental Revenue $2.3 3% Fines, Fees, Forfeitures $3.8 5% Transfers-In $8.0 11% Other & Contingency $4.5 6% Special Revenue Funds Uses (in millions) Personnel Services Contractual Commodities Debt Service Capital Outlay Other (Contingency) Total Uses $ $ $ $ $ $ $ 7.2 25.8 2.0 1.0 0.1 1.5 37.5 Special Revenue Funds Uses Commodities $2.0 5% Debt Service $1.0 3% Contractual $25.8 69% Capital Outlay $0.1 0% Personnel Services $7.2 19% Other (Contingency) $1.5 4% Note: Amounts are rounded in millions; therefore, differences may occur. Page 32 of 139 80 Budget by Fund Transportation Fund BUDGET BY FUND TRANSPORTATION FUND Fund Purpose The State of Arizona requires the City to establish and maintain an accounting for Highway User Revenue funds. The Transportation Fund receives and expends the City’s allocation of the Arizona Highway User Revenue Tax (HURF) as well as the City’s Transportation Privilege (Sales) Tax revenue and other transportation related revenues. The amount of HURF available to each City is allocated based on population, which is determined by the latest federal census. These monies must be used for street construction, reconstruction, maintenance, or transit.. The fund also accounts for the 1989, voter approved Transportation Privilege (Sales) Tax of 0.20 percent which is dedicated to funding transportation improvements and operations. Transportation Fund Sources (in millions) Privilege (Sales) Tax State Shared Revenue Prop 400 Regional Sales Tax Federal Grants Miscellaneous Transfers In Total Sources $ $ $ $ $ $ $ 15.3 10.9 0.5 0.8 0.1 1.6 29.2 $ $ $ $ $ $ $ State Shared Revenue $10.9 37% Prop 400 Regional Sales Tax $0.5 2% Federal Grants $0.8 3% Miscellaneous $0.1 0% Privilege (Sales) Tax $15.3 52% Transfers In $1.6 6% Transportation Fund Uses Transportation Fund Uses (in millions) Personnel Services Contractual Commodities Debt Service Capital Outlay Other Total Uses Transportation Fund Sources 5.2 15.3 0.8 0.1 21.5 Contractual $15.3 72% Personnel Services $5.2 24% Commodities $0.8 4% Capital Outlay $0.1 0% Note: Amounts are rounded in millions; therefore, differences may occur. Page 33 of 139 Budget by Fund 81 Transportation Fund Summary TRANSPORTATION FUND SUMMARY Source of Funds: Beginning Fund Balance Revenues Highway User Revenue Tax Privilege (Sales) Tax - Transportation 0.20% Local Transportation Assistance Fund I Local Transportation Assistance Fund II Proposition 400 Regional Sales Tax Capital Improvement Plan Cost Allocation Federal Grants Miscellaneous Subtotal Cash Transfers In General Fund - Deficit Elimination Transfer CIP - Operating Projects Transportation CIP Fund Savings Fleet Fund Solid Waste - Alley Maintenance Subtotal Total Sources Use of Funds: Divisions Community & Economic Development Public Works Community Services Estimated YE Savings Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Subtotal Cash Transfers Out CIP Fund - Privilege Tax Allocation CIP Fund - Tech. Replacement Total Cash Transfers Out Total Uses Sources Over/(Under) Uses - Before Future Initiatives Future Initiatives Sources Over/(Under) Uses - After Future Initiatives Ending Fund Balance - After Future Initiatives 82 Actual 2009/10 31,891 Adopted 2010/11 Forecast 2010/11 - - Adopted 2011/12 451,413 13,384,655 14,625,379 585,184 336,302 775,835 870,429 426,584 31,004,368 13,814,970 15,217,282 300,000 819,926 1,995,000 20,000 32,167,178 13,400,000 15,092,337 520,000 883,227 3,950,000 20,000 33,865,564 10,945,461 15,303,597 500,000 830,000 70,000 27,649,058 3,259,641 358,550 3,618,191 1,818,092 249,000 380,063 2,447,155 249,000 380,063 629,063 889,000 179,400 482,867 1,551,267 34,622,559 34,614,334 34,494,628 29,200,325 13,214,177 13,970,218 27,184,395 12,063,783 14,935,409 43,100 (135,000) 26,907,293 12,063,783 14,887,387 (500,000) 7,536 (59,460) 26,399,247 9,104,296 11,697,554 746,073 45,255 (141,750) 21,451,428 7,400,455 69,600 7,470,055 7,608,641 98,400 7,707,041 7,546,169 97,800 7,643,969 7,651,799 23,700 7,675,499 34,654,450 34,614,334 34,043,216 29,126,927 (31,891) (31,891) - 451,413 451,413 73,398 73,398 - - 451,413 524,811 Page 34 of 139 Budget by Fund Transportation Fund Five Year Financial Forecast TRANSPORTATION FUND FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance Revenues Highway User Revenue Tax Privilege (Sales) Tax - Transportation 0.20% Local Transportation Assistance Fund I Local Transportation Assistance Fund II Proposition 400 Regional Sales Tax Capital Improvement Plan Cost Allocation Federal Grants Miscellaneous Subtotal Cash Transfers In General Fund - Deficit Elimination Transfer CIP - Operating Projects Transportation CIP Fund Savings Fleet Fund Solid Waste - Alley Maintenance Subtotal Total Sources Use of Funds: Divisions Community & Economic Development Public Works Community Services Estimated YE Savings Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Subtotal Cash Transfers Out CIP Fund - Privilege Tax Allocation CIP Fund - Tech. Replacement Total Cash Transfers Out Total Uses Sources Over/(Under) Uses - Before Future Initiatives Future Initiatives Sources Over/(Under) Uses - After Future Initiatives Ending Fund Balance - After Future Initiatives Budget by Fund Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 451,413 524,811 48,130 68,481 705,696 10,945,461 15,303,597 500,000 830,000 70,000 27,649,058 11,317,607 15,597,508 500,000 20,000 27,435,115 11,721,645 15,970,466 500,000 20,000 28,212,111 12,206,921 16,421,060 500,000 20,000 29,147,981 12,691,536 16,942,280 500,000 20,000 30,153,816 889,000 179,400 482,867 1,551,267 511,839 511,839 542,549 542,549 575,102 575,102 609,608 609,608 29,200,325 27,946,954 28,754,661 29,723,084 30,763,425 9,104,296 11,697,554 746,073 45,255 (141,750) 21,451,428 9,360,007 11,788,559 753,534 47,518 (148,838) 21,800,781 9,407,705 11,857,488 761,069 49,894 (156,279) 21,919,876 9,454,674 11,923,990 768,680 52,388 (164,093) 22,035,638 9,502,100 11,991,696 776,367 55,008 (172,298) 22,152,872 7,651,799 23,700 7,675,499 7,798,754 24,100 7,822,854 7,985,233 29,200 8,014,433 8,210,530 39,700 8,250,230 8,471,140 35,300 8,506,440 29,126,927 29,623,635 29,934,309 30,285,868 30,659,312 (1,676,681) 1,200,000 (476,681) (1,179,649) 1,200,000 20,351 73,398 73,398 524,811 48,130 68,481 (562,785) 1,200,000 637,215 104,112 1,200,000 1,304,112 705,696 2,009,808 Page 35 of 139 83 Transportation Fund Sources BUDGET BY FUND TRANSPORTATION FUND SOURCES Transportation Fund Revenues and Transfers-In Transportation Fund sources include both revenues and transfers-in from other funds. Estimated sources for FY 2011/12 equals $29.2 million, a decrease of approximately $5.3 million from the FY 2010/11 year-end forecast, attributable to the decrease in State Shared Revenue calculations as well as the decline in grants anticipated for FY 2011/12. Any fiscal year where estimated Transportation Fund revenues are not sufficient to cover estimated expenditures, the General Fund will transfer funds to eliminate any deficits. There is no transfer from the General Fund anticipated for FY 2011/12 since sources are forecast to exceed expenditures. More specific information on revenues is detailed below. Highway User Revenue Tax (HURF) Highway User Revenue Tax (HURF), also known as gas tax, is distributed by the State of Arizona based upon the population of each city and the county of origin for the sales of fuel. The State constitution requires that all highway user revenue be used solely for street, highway or transit purposes. Cities and towns receive 27.5 percent of the highway user revenue fund - of which one half of the monies are distributed based on the proportion of Scottsdale's population to the total population of all incorporated cities and towns in the State. The remaining half is distributed based on the basis of the "county of origin" of gasoline sales and the relation of Scottsdale's population to the total incorporated population of Maricopa County. The adopted FY 2011/12 budget of $10.9 million represents a decrease of $2.5 million or 19 percent from the FY 2010/11 yearend forecast. State Legislative changes account for $1.5 million of this reduction. In addition, Scottsdale’s population growth relative to other Arizona cities, as impacted by the 2010 Census, as well as projected fuel sale activity for Maricopa County is also contributing to the decreases. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 10.9 13.8 14.2 16.9 17.0 10.9 * 13.4 * 13.4 14.1 16.3 Page 36 of 139 84 Budget by Fund Transportation Fund Sources BUDGET BY FUND TRANSPORTATION FUND SOURCES Privilege (Sales) Tax - Transportation Privilege (Sales) Tax – Transportation represents the 0.20 percent of the City’s privilege (sales) tax dedicated solely to transportation. The adopted FY 2011/12 budget of $15.3 million represents an increase of $0.2 million or 1.3 percent over the FY 2010/11 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) Local Transportation Assistance Fund (LTAF) Revenue (“State Lottery”) Local Transportation Assistance Fund (LTAF) Revenue (“State Lottery”) is distributed by the State of Arizona based upon population as well as City and town participation in the lottery. The State Legislature eliminated these state shared revenues as of February 2010. Adopted Budget to Actual/Forecast* (in millions) Proposition 400 Regional Sales Tax Proposition 400 Regional Sales Tax represents the City’s allocation of the 1.0 percent regional sales tax approved by Maricopa County voters in November 2004 for transportation and transit enhancements. This revenue is dedicated for construction of or reimbursement for street and highway projects within the City. Based on estimates from regional agencies, the City expects to receive $0.5 million from this regional sales tax in the FY 2011/12, which remains flat with the FY 2010/11 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) Grants/Other Revenue Revenue for Federal Grants and Miscellaneous Reimbursements for FY 2011/12 is $0.9 million. Scottsdale is able to leverage grants received to offset transportation fund operating expenditures. Also included in the FY 2011/12 budget is a new revenue source for advertisements placed on the City's downtown trolley. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 15.3 15.2 14.3 20.1 22.7 15.3 * 15.1 * 14.6 16.5 20.0 ADOPTED BUDGET ACTUAL / FORECAST* 1.1 1.1 1.6 -* -* 0.9 1.4 1.5 ADOPTED BUDGET ACTUAL / FORECAST* 0.5 0.3 0.3 0.3 0.3 0.5 * 0.5 * 0.8 0.4 0.4 ADOPTED BUDGET ACTUAL / FORECAST* 0.9 2.0 - 0.9 * 4.0 * 0.4 Page 37 of 139 Budget by Fund 85 Transportation Fund Sources BUDGET BY FUND TRANSPORTATION FUND SOURCES Transfers-In Transfers-In consists of transfers into the Transportation Fund from Solid Waste, Fleet and CIP. Solid Waste transfers funds to cover the cost associated with alley maintenance performed by the Transportation Division for the benefit of Solid Waste operations. The budget for this transfer for FY 2011/12 is $0.5 million. There is a one time transfer that will occur in FY 2011/12 from the Fleet Fund to the operating budgets in an effort to recapture the accumulated excess contributions from prior years as suggested by an internal audit recommendation. The Transportation Fund's portion of this transfer is $0.2 million. The Transportation CIP fund will transfer back to the Transportation operating fund $0.9 million for FY 2011/12. Transportation Fund Transfers-In totals $1.6 million for FY 2011/12. Page 38 of 139 86 Budget by Fund Transportation Fund Uses BUDGET BY FUND TRANSPORTATION FUND USES Transportation Fund Uses The Transportation Fund expenditures are presented by four major expenditure categories: personnel services, contractual services, commodities, capital outlay, plus transfers-out to other funds. Personnel Services Personnel Services include the salaries and wages paid to employees, plus the City’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The adopted FY 2011/12 personnel services budget of $5.2 million is a decrease of $0.9 million, or approximately 15 percent, from the FY 2010/11 adopted budget. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other City departments. The adopted FY 2011/12 contractual services budget of $15.3 million is a decrease of $4.4 million, or approximately 22 percent, from the FY 2010/11 adopted budget. The budget decrease is related to overall budget reduction efforts and reductions to the City’s Transit contract for reduced transit routes. Adopted Budget to Actual/Forecast* (in millions) Commodities Commodities are expendable items purchased through the City-approved centralized purchasing process. This classification includes supplies, repair and replacement parts, small tools, and maintenance and repair materials that are not of a capital nature. The adopted FY 2011/12 commodities budget of $0.8 million is essentially unchanged from the FY 2010/11 adopted budget. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 5.2 6.2 6.5 7.4 7.2 5.2 * 6.1 * 6.5 7.9 6.6 ADOPTED BUDGET ACTUAL / FORECAST* 15.3 19.7 23.9 26.6 25.5 15.3 * 19.2 * 18.7 23.7 24.8 ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.8 0.8 1.1 0.9 0.8 * 0.8 * 0.6 0.8 0.9 Page 39 of 139 Budget by Fund 87 Transportation Fund Uses BUDGET BY FUND Capital Outlay Capital Outlay are typically one-time expenses and includes the purchase of land, the purchase or construction of buildings, structures, and facilities of all types, plus machinery and equipment, as well as operating projects. To qualify as capital outlay, an item must have an estimated useful life of more than two years, typically have a unit cost of $5,000 or more, and be a betterment or improvement. The adopted FY 2011/12 capital outlay budget of $0.1 million represents approximately $0.2 million decrease from the FY 2010/11 adopted budget. TRANSPORTATION FUND USES Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.3 Nil 0.3 0.3 0.1 * 0.3 * 1.4 Nil 0.1 Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The FY 2011/12 budget assumes approximately $7.6 million of the Transportation Privilege Tax revenue (50 percent of anticipated revenue) will be transferred to the Capital Projects Fund to fund transportation system improvement operating costs. Transportation Fund Balance The adopted FY 2011/12 Transportation Fund ending balance is projected to be just over $0.5 million. Typically, this fund does not have a planned fund balance due to its reliance on the General Fund to make up the difference between revenues and expenditures each year. Page 40 of 139 88 Budget by Fund Preservation Privilege Tax Fund BUDGET BY FUND PRESERVATION PRIVILEGE TAX FUND Fund Purpose The Preservation Privilege Tax Fund accounts for the portion of the City’s Privilege (Sales) Tax (0.35 percent) dedicated to the purchase of land within the McDowell Sonoran Preserve. In 1995, voters approved increasing the City’s privilege (sales) tax rate by 0.20 percent for the purchase of land within the McDowell Sonoran Preserve. In May 2004, voters approved an additional 0.15 percent in the City’s privilege (sales) tax rate dedicated to the McDowell Sonoran Preserve land acquisition. As with the 1995 tax, the 2004 tax covers the purchase of land within the preserve plus the construction of essential preserve related necessities such as proposed trailheads. Revenue collections and contractual debt associated with purchased land are accounted for in this fund. A transfer out is made to the Debt Service Fund to pay debt service payments associated with bonds issued for land purchases. Preservation Fund Sources (in millions) Privilege (Sales) Tax Interest Earnings Transfers In Total Sources $ $ $ $ Preservation Fund Sources 27.6 0.1 27.7 Privilege (Sales) Tax $27.6 100% Interest Earnings $0.1 0% Preservation Fund Uses (in millions) Personnel Services Contractual Commodities Contract (McDowell Sonoran) Capital Outlay Other Total Uses $ $ $ $ $ $ $ Preservation Fund Uses 1.0 1.0 Contract (McDowell Sonoran) $1.0 100% Other Significant Impacts to Fund Balance: Transfers Out for Debt Service $ 26.7 Note: Amounts are rounded in millions; therefore, differences may occur. Page 41 of 139 Budget by Fund 89 Preservation Privilege Tax Special Revenue Fund Summary PRESERVATION PRIVILEGE TAX SPECIAL REVENUE FUND SUMMARY Source of Funds: Beginning Fund Balance Revenues Privilege (Sales) Tax - McDowell Preserve 0.20% Privilege (Sales) Tax - Preservation 0.15% Interest Earnings Subtotal Actual 2009/10 Adopted 2010/11 Forecast 2010/11 Adopted 2011/12 14,737,709 12,728,463 17,287,931 21,296,374 15,243,192 11,289,111 753,655 27,285,958 15,619,856 12,077,208 234,680 27,931,744 15,539,045 11,598,445 302,000 27,439,490 15,756,557 11,760,798 134,726 27,652,081 Cash Transfers In Reimbursements Subtotal 2,836,839 2,836,839 Total Sources 30,122,797 27,931,744 27,439,490 27,652,081 2,100 2,100 2,200 2,200 2,200 2,200 2,200 2,200 951,855 951,855 954,175 954,175 954,175 954,175 953,750 953,750 953,955 956,375 956,375 955,950 13,956,545 6,739,494 5,922,581 26,618,620 19,609,640 6,701,105 26,310,745 15,734,731 5,935,861 804,080 22,474,672 20,164,437 6,491,773 5,110,000 31,766,210 27,572,575 27,267,120 23,431,047 32,722,160 2,550,222 664,624 4,008,443 (5,070,079) 17,287,931 13,393,087 21,296,374 16,226,295 Use of Funds: Operating Miscellaneous Subtotal Debt Service McDowell Sonoran Contract Subtotal Total Expenditures Cash Transfers Out Debt Service Fund (Preserve GO Bonds) Debt Service Fund (Preserve Revenue Bonds) CIP Fund (General Capital Projects) Total Cash Transfers Out Total Uses Revenue Over/(Under) Expenditures Ending Fund Balance - - - Page 42 of 139 90 Budget by Fund Preservation Privilege Tax Special Revenue Fund Five Year Financial Forecast PRESERVATION PRIVILEGE TAX SPECIAL REVENUE FUND FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance Revenues Privilege (Sales) Tax - McDowell Preserve 0.20% Privilege (Sales) Tax - Preservation 0.15% Interest Earnings Subtotal Cash Transfers In Reimbursements Subtotal Total Sources Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 21,296,374 16,226,295 11,046,508 8,186,125 8,519,344 15,756,557 11,760,798 134,726 27,652,081 16,059,168 11,986,668 159,073 28,204,909 16,443,165 12,273,286 298,211 29,014,662 16,907,095 12,619,567 420,335 29,946,997 17,443,743 13,020,124 460,096 30,923,963 - - - - - 27,652,081 28,204,909 29,014,662 29,946,997 30,923,963 2,200 2,200 2,200 2,200 2,200 2,200 2,200 2,200 2,200 2,200 953,750 953,750 955,500 955,500 - - - 955,950 957,700 2,200 2,200 2,200 20,164,437 6,491,773 5,110,000 31,766,210 22,970,374 6,481,622 2,975,000 32,426,996 25,302,422 6,470,423 100,000 31,872,845 23,089,756 6,471,822 50,000 29,611,578 25,406,932 6,484,623 31,891,555 Total Uses 32,722,160 33,384,696 31,875,045 29,613,778 31,893,755 Revenue Over/(Under) Expenditures (5,070,079) (5,179,787) (2,860,383) 16,226,295 11,046,508 8,186,125 Use of Funds: Operating Miscellaneous Subtotal Debt Service McDowell Sonoran Contract Subtotal Total Expenditures Cash Transfers Out Debt Service Fund (Preserve GO Bonds) Debt Service Fund (Preserve Revenue Bonds) CIP Fund (General Capital Projects) Total Cash Transfers Out Ending Fund Balance 333,219 8,519,344 (969,792) 7,549,552 Page 43 of 139 Budget by Fund 91 Preservation Privilege Tax Fund Sources BUDGET BY FUND PRESERVATION PRIVILEGE TAX FUND SOURCES Preservation Fund Revenues The Preservation Privilege Tax Fund revenues for FY 2011/12 are forecast at $27.7 million, an increase of $0.3 million from the FY 2010/11 year-end forecast. The same methodology for forecasting the transaction privilege (sales) tax in the General Fund is also used in forecasting the revenues in the Preservation Fund. A slight recovery in sales tax activity is anticipated for FY 2011/12, which accounts for the anticipated increases. Privilege (Sales) Tax – McDowell Preserve Privilege (Sales) Tax – McDowell Preserve represents the 1995 voter approved 0.20 percent of the City’s privilege (sales) tax dedicated to the purchase of land within the McDowell Sonoran Preserve. The FY 2011/12 budget of $15.8 million represents an increase of approximately $0.3 million from the FY 2010/11 year-end forecast. The anticipated increase in revenues is based on the estimated economic recovery in sales activity for Scottsdale. Adopted Budget to Actual/Forecast* (in millions) Privilege (Sales) Tax – Preservation Privilege (Sales) Tax - Preservation represents the 2004 voter approved 0.15 percent of the City’s privilege (sales) tax dedicated to the purchase of 36,400 acres of land within the McDowell Sonoran Preserve, plus construction of essential preserve related necessities such as proposed trailheads. The FY 2011/12 budget of $11.8 million represents an increase of approximately $0.2 million from the FY 2010/11 year-end forecast. The projected increase in revenues is based on the anticipated economic recovery in sales activity for Scottsdale. Adopted Budget to Actual/Forecast* (in millions) Interest Earnings Interest Earnings is a function of the available cash balances and interest rates. The City earns interest on idle funds through various investments in accordance with Arizona Revised Statutes and City Ordinance. The City’s investment policy stresses safety above yield. The FY 2011/12 budget of $0.1 million is based on projected interest rates and the estimated available cash balance. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 15.8 15.6 14.7 20.6 22.7 15.8 * 15.5 * 15.2 17.0 20.5 ADOPTED BUDGET ACTUAL / FORECAST* 11.8 12.1 11.4 14.9 17.0 11.8 * 11.6 * 11.3 12.6 15.0 ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.2 0.3 1.1 1.3 0.1 * 0.3 * 0.8 1.1 1.9 Page 44 of 139 92 Budget by Fund BUDGET BY FUND Preservation Privilege Tax Fund Sources PRESERVATION PRIVILEGE TAX FUND USES Preservation Privilege Tax Special Revenue Fund Uses All of the expenditures in this fund are for contracts payable. There are transfers out for debt service expenses on Preserve General Obligation and Revenue Bonds as well as transfers out to the Capital Project Fund for land acquisition and construction of essential preserve related necessities such as proposed trailheads. Contract Payable Debt Service adopted budget for FY 2011/12 of approximately $1.0 million remains flat with the FY 2010/11 adopted budget and consists of contractual debt for the McDowell Sonoran Preserve. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 1.0 1.0 1.0 1.0 1.0 1.0 * 1.0 * 1.0 1.0 1.0 Transfers-Out Transfers-Out is authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The FY 2011/12 adopted budget of $31.8 million consists of $26.7 million in transfers out to the Debt Service Fund for debt payments on Preservation bonds and $5.1 million in transfers out to the Capital Project Fund. Preservation Privilege Tax Fund Balance The projected ending fund balance for FY 2011/12 is $16.2 million. Page 45 of 139 Budget by Fund 93 FY 2011/12 Adopted Budget 94 Budget by Fund Special Programs Fund BUDGET BY FUND SPECIAL PROGRAMS FUND Fund Purpose This fund is used to account for dedicated funding sources and donations earmarked for specific purposes. All revenues not expended in the current fiscal year are carried over to the next fiscal year to continue funding the intended purpose. Special Programs Sources by Program Area (in millions) Court Police Community & Econ Dev Community Services Other (Contingency) Transfers In Total Sources $ $ $ $ $ $ $ Special Programs Fund Uses (in millions) Personnel Services Contractual Commodities Debt Service Capital Outlay Other (Contingency) Total Uses $ $ $ $ $ $ $ Special Programs Sources by Program Area 1.7 2.8 1.4 2.2 1.5 6.4 16.0 Court $1.7 12% Community & Econ Dev $1.4 9% Police $2.8 17% Community Services $2.2 14% Transfers In $6.4 40% Other (Contingency) $1.5 9% Special Programs Fund Uses 2.0 10.4 1.2 1.5 15.1 Contractual $10.4 69% Commodities $1.2 8% Other (Contingency) $1.5 10% Personnel Services $2.0 13% Note: Amounts are rounded in millions; therefore, differences may occur. Page 47 of 139 Budget by Fund 95 Special Programs Fund Summary SPECIAL PROGRAMS FUND SUMMARY Source of Funds: Beginning Fund Balance/Reserve Operating Contingency (A) Reserved Economic Vitality - CVB (B) Courts Downtown Cultural/Community Arts Admin Services - HR (Cultural Diversity) Police (C) Community Services Community & Economic Development Fire Community & Economic Development - WestWorld Total Beginning Fund Balance Actual 2009/10 Adopted 2010/11 Forecast 2010/11 Adopted 2011/12 1,500,000 1,500,000 1,500,000 1,500,000 (293,179) 4,385,371 638,057 8,067 665,503 4,044,463 335,714 6,676 9,790,672 4,132,585 388,057 3,667 770,290 3,135,074 255,714 6,676 8,692,063 (314,823) 4,373,416 330,226 6,100 (251,720) 3,765,066 354,370 6,941 8,269,576 (314,823) 4,119,076 304,076 6,700 271,262 3,538,274 289,370 7,441 8,221,376 Revenues Courts Downtown Cultural/Community Arts Admin Services - HR (Cultural Diversity) Police Community Services Fire Community & Economic Development - WestWorld Miscellaneous (D) Subtotal 1,232,800 79,388 1,433 1,130,133 1,944,912 265 6,344 (21,644) 4,373,631 1,079,508 150,000 5,600 3,589,317 1,740,900 500 200,000 6,765,825 1,109,819 150,000 5,600 3,589,317 1,950,000 500 18,000 6,823,236 1,724,553 150,000 2,845,932 2,200,000 400 1,200,000 8,120,885 Cash Transfers In General Fund - Misc. Comm. Svc. General Fund - Court Enhancement General Fund - Community & Economic Dev General Fund - 50% Bed Tax - CVB General Fund - Bed Tax - CVB Advancing Funds Subtotal 60,000 6,407,008 6,467,008 170,000 60,000 5,295,834 (300,000) 5,225,834 170,000 33,331 60,000 6,033,282 6,296,613 220,000 60,000 6,123,500 6,403,500 13,119,849 14,524,385 Total Sources 10,840,639 11,991,659 Page 48 of 139 96 Budget by Fund Special Programs Fund Summary SPECIAL PROGRAMS FUND SUMMARY Use of Funds: Programs Economic Vitality - CVB Courts Downtown Cultural/Community Arts Admin Services - HR (Cultural Diversity) Police Community Services Community & Economic Development Fire Community & Economic Development - WestWorld Estimated YE Savings Subtotal Total Operating Budget Cash Transfers Out General Fund (Police 30-Day Tow) General Fund (Cultural Council) MPC Debt - Tourism Funds General Fund - Community Services-Parks CIP Fund - Community Services CIP Fund - Police CIP Fund - Police (RICO) CIP Fund (Court) Subtotal Total Uses Ending Fund Balance Operating Contingency (A) Reserved Economic Vitality - CVB (B) Courts Downtown Cultural/Community Arts Admin Services - HR (Cultural Diversity) Police (C) Community Services Community & Economic Development Fire Community & Economic Development - WestWorld Total Ending Fund Balance Actual 2009/10 Adopted 2010/11 Forecast 2010/11 Adopted 2011/12 5,807,008 1,244,755 87,220 3,400 1,023,947 1,954,650 41,344 6,344 10,168,667 4,995,834 1,363,190 176,150 5,000 1,860,394 2,336,378 125,000 200,000 11,061,945 6,033,282 1,363,190 176,150 5,000 1,813,535 2,336,792 125,000 200,000 (182,000) 11,870,949 6,123,500 1,985,506 176,150 1,645,933 2,343,599 152,797 6,900 1,200,000 13,634,385 10,168,667 11,061,945 11,870,949 13,634,385 300,000 600,000 269,659 21,016 1,002,393 2,193,068 1,000,000 50,000 538,700 1,588,700 10,000 91,200 1,161,600 34,300 1,297,100 389,862 59,000 2,003,200 60,700 1,016,800 11,100 3,540,662 12,361,735 12,650,645 13,168,049 17,175,047 1,500,000 1,500,000 1,500,000 1,500,000 (314,823) 4,373,416 330,226 6,100 (251,720) 3,765,066 354,370 6,941 8,269,576 3,848,903 361,907 4,267 1,910,513 1,709,596 190,714 7,176 8,033,076 (314,823) 4,119,076 304,076 6,700 271,262 3,538,274 289,370 7,441 8,221,376 (314,823) 3,847,023 277,926 6,700 3,899 1,552,475 196,573 941 5,570,714 (A) The Operating Contingency for the Special Programs Fund is an unfunded contingency that allows for the expenditure of unanticipated revenues and is not included in the beginning or ending fund balance. Any use of this unfunded contingency requires City Council's approval. (B) Reflects the liability for the CVB contract stated on a CAFR versus Budget basis. (C) Result of a timing issue on Racketeer Influenced and Corrupt Organizations (RICO) reimbursements. (D) FY 2009/10 negative actual revenue is a result of a receivable change in accrual entries. Page 49 of 139 Budget by Fund 97 Special Programs Fund Five Year Financial Forecast SPECIAL PROGRAMS FUND FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance/Reserve Operating Contingency (A) Reserved Economic Vitality - CVB (B) Courts Downtown Cultural/Community Arts Admin Services - HR (Cultural Diversity) Police Community Services Community & Economic Development Fire Community & Economic Development - WestWorld Total Beginning Fund Balance Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 (314,823) 4,119,076 304,076 6,700 271,262 3,538,274 289,370 7,441 8,221,376 (314,823) 3,847,023 277,926 6,700 3,899 1,552,475 196,573 941 5,570,714 (314,823) 3,590,098 277,926 6,700 52,883 1,522,059 140,573 1,341 5,276,757 (314,823) 3,339,440 277,926 6,700 68,890 1,509,552 89,573 1,741 4,978,999 (314,823) 3,107,618 277,926 6,700 76,700 1,514,731 43,973 2,141 4,714,965 Revenues Courts Downtown Cultural/Community Arts Admin Services - HR (Cultural Diversity) Police Community Services Fire Community & Economic Development - WestWorld Miscellaneous Subtotal 1,724,553 150,000 2,845,932 2,200,000 400 1,200,000 8,120,885 1,749,684 150,000 1,571,317 2,222,000 400 200,000 5,893,401 1,764,530 150,000 1,565,043 2,244,220 400 200,000 5,924,193 1,793,889 150,000 1,567,043 2,266,662 400 200,000 5,977,994 1,873,784 150,000 1,567,043 2,289,329 400 200,000 6,080,556 Cash Transfers In General Fund - Misc. Comm. Svc. General Fund - Court Enhancement General Fund - Community & Economic Dev General Fund - 50% Bed Tax - CVB General Fund - Bed Tax - CVB Advancing Funds Subtotal 220,000 60,000 6,123,500 6,403,500 100,000 60,000 6,240,500 6,400,500 100,000 60,000 6,389,000 6,549,000 100,000 60,000 6,569,000 6,729,000 100,000 60,000 6,777,000 14,524,385 12,293,901 12,473,193 12,706,994 13,017,556 Total Sources 6,937,000 Page 50 of 139 98 Budget by Fund Special Programs Fund Five Year Financial Forecast SPECIAL PROGRAMS FUND FIVE YEAR FINANCIAL FORECAST Adopted 2011/12 Source of Funds: Use of Funds: Programs Economic Vitality - CVB Courts Downtown Cultural/Community Arts Admin Services - HR (Cultural Diversity) Police Community Services Community & Economic Development Fire Community & Economic Development - WestWorld Estimated YE Savings Subtotal Total Operating Budget Cash Transfers Out General Fund (Police 30-Day Tow) General Fund (Cultural Council) MPC Debt - Tourism Funds General Fund - Community Services-Parks CIP Fund - Community Services CIP Fund - Police CIP Fund - Police (RICO) CIP Fund (Court) Subtotal Total Uses Ending Fund Balance Operating Contingency (A) Reserved Economic Vitality - CVB (B) Courts Downtown Cultural/Community Arts Admin Services - HR (Cultural Diversity) Police Community Services Community & Economic Development Fire Community & Economic Development - WestWorld Total Ending Fund Balance Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 6,123,500 1,985,506 176,150 1,645,933 2,343,599 152,797 6,900 1,200,000 13,634,385 6,240,500 1,995,409 150,000 1,098,371 2,349,116 116,000 200,000 12,149,396 6,389,000 2,001,589 150,000 1,098,274 2,352,727 111,000 200,000 12,302,590 6,569,000 2,007,211 150,000 1,098,272 2,356,083 105,600 200,000 12,486,166 6,777,000 2,012,895 150,000 1,098,153 2,359,637 95,600 200,000 12,693,285 13,634,385 12,149,396 12,302,590 12,486,166 12,693,285 389,862 59,000 2,003,200 60,700 1,016,800 11,100 3,540,662 389,862 3,300 34,100 11,200 438,462 389,862 4,000 60,900 13,600 468,362 389,862 5,400 71,100 18,500 484,862 389,862 4,800 51,000 17,175,047 12,587,858 12,770,952 12,971,028 13,155,347 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 (314,823) 3,847,023 277,926 6,700 3,899 1,552,475 196,573 941 5,570,714 (314,823) 3,590,098 277,926 6,700 52,883 1,522,059 140,573 1,341 5,276,757 (314,823) 3,339,440 277,926 6,700 68,890 1,509,552 89,573 1,741 4,978,999 (314,823) 3,107,618 277,926 6,700 76,700 1,514,731 43,973 2,141 4,714,965 (314,823) 2,952,107 277,926 6,700 104,728 1,539,623 8,373 2,541 4,577,175 16,400 462,062 (A) The Operating Contingency for the Special Programs Fund is an unfunded contingency that allows for the expenditure of unanticipated revenues and is not included in the beginning or ending fund balance. Any use of this unfunded contingency requires City Council's approval. (B) Reflects the liability for the CVB contract stated on a CAFR versus Budget basis. Page 51 of 139 Budget by Fund 99 Special Programs Fund Sources BUDGET BY FUND SPECIAL PROGRAMS FUND SOURCES Special Programs Revenues Revenues received in the Special Programs Fund consist of various Fines, Fees and Forfeitures of approximately $3.7 million; Intergovernmental Revenue of $2.3 million; Property Rental of $1.4 million; and Contributions/Donations of $0.7 million. The revenue by program area is detailed in the following sections. Court Revenue Court Revenue originates from three sources: Court Enhancement, Judicial Collections Enhancement Fund (JCEF) and Fill-the-Gap (FTG). The Court Enhancement provides funding to enhance the technological, operational, and security facilities of the Court. JCEF and FTG provide funding for maintaining and enhancing the Court’s ability to collect and manage monies. The FY 2011/12 budget for restricted Court Revenue is $1.7 million, which is approximately $0.6 million greater than the FY 2010/11 year-end forecast and is attributed to increased Court Collection Fees allocated to Court Enhancement. Adopted Budget to Actual/Forecast* (in millions) Downtown Cultural Trust Revenue This account holds funds generated from donations and contributions from private development as outlined in the City's art in private development ordinance (Section 5.083). The FY 2011/12 budget for this revenue source is $50,000. Adopted Budget to Actual/Forecast* (in millions) This account also hold funds that are generated by the lease agreement with the Scottsdale Artists' School at Loloma. The FY 2011/12 budget for this revenue source is $100,000. Human Resources – Cultural Diversity Revenue This account includes corporate sponsorship obtained through community outreach efforts in support of cultural programming, including the Cross-Cultural Communication Series and the Hispanic Heritage Community celebration. There is no revenue budgeted for FY 2011/12. FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 1.7 1.1 1.1 1.0 1.0 1.7 * 1.1 * 1.2 1.1 1.6 ADOPTED BUDGET ACTUAL / FORECAST* 0.2 0.2 0.2 0.2 0.1 0.2 * 0.2 * 0.1 0.1 0.1 Adopted Budget to Actual/Forecast* FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 2011/12 2010/11 2009/10 2008/09 2007/08 5,600 10,000 20,000 10,000 -* 5,600 * 1,433 17,570 18,500 Page 52 of 139 100 Budget by Fund Special Programs Fund Sources BUDGET BY FUND SPECIAL PROGRAMS FUND SOURCES Police Revenue This account includes money from the following five sources: (1) Racketeering Influenced Corrupt Organization (RICO) funds, to only be used for law enforcement purposes; (2) Forensic Services Intergovernmental Agreements (IGA) with surrounding communities for full cost recovery of crime laboratory services provided; (3) donations for the Mounted Unit and Family Advocacy Center; (4) drug conviction assessments, to only be used for crime laboratory analysis purposes; and (5) Police 30-Day Tow Program, to only be used for the enforcement of the State Statute relating to suspended driver’s licenses, driving under the influence offenses, and driving without insurance. The FY 2011/12 budget for these restricted revenue sources is $2.8 million, which is a decrease from the FY 2010/11 yearend forecast based on an anticipated decrease in RICO funds from Federal Forfeitures. Adopted Budget to Actual/Forecast* (in millions) Community Services Special Revenues Community Services special revenues include donations, contributions, user fees and charges that are restricted to specific uses per the revenue source. Also, included is McCormickStillman Railroad Park revenue from the operations of the train and carousel owned by the Scottsdale Railroad and Mechanical Society. Restricted uses of special revenue include library and human services, enhancing parks, providing memorials, special events, funding community support agencies (Scottsdale Cares), and maintaining and operating the train, carousel, and park facilities at the McCormick-Stillman Railroad Park. FY 2011/12 special revenues are estimated at $2.2 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 2.8 3.6 3.4 1.4 1.8 2.8 * 3.6 * 1.1 1.6 1.7 ADOPTED BUDGET ACTUAL / FORECAST* 2.2 1.7 2.0 1.9 1.9 2.2 * 2.0 * 1.9 2.0 2.0 Page 53 of 139 Budget by Fund 101 Special Programs Fund Sources BUDGET BY FUND SPECIAL PROGRAMS FUND SOURCES Community and Economic Development Special Revenue Community and Economic Development Special Revenue reflects revenue from the annual Green Building Expo held in Scottsdale. During FY 2008/09, this expo was discontinued and the associated revenues are no longer budgeted. Adopted Budget to Actual/Forecast* Fire Revenue Fire Revenue includes donations and contributions that are to be used for the specific purpose indicated by the donors. Categories include public education support, equipment acquisition, and fire station enhancements. The FY 2011/12 budget for this restricted revenue source is $400. Adopted Budget to Actual/Forecast* WestWorld Special Revenue This is revenue from Bureau of Reclamation to reimburse the City for specific purposed projects at the Sanctuary and Tournament Players Club golf courses. Planned for FY 2011/12 are $0.5 million for Sanctuary Golf Course renovations and $0.7 million for Tournament Players Club lake renovations. The FY 2011/12 budget for this restricted revenue source is $1.2 million. Adopted Budget to Actual/Forecast* FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 151,000 58,391 -* -* 108,100 ADOPTED BUDGET ACTUAL / FORECAST* 400 500 500 4,000 1,200 400 * 500 * 265 490 900 ADOPTED BUDGET ACTUAL / FORECAST* 1,200,000 200,000 - 1,200,000 * 18,000 * 89,288 - Transfers-In Beginning in FY 2010/11,100 percent of the 5.0 percent Transient Occupancy (Bed Tax) revenue was recorded in the General Fund with a corresponding transfer in of 50 percent to the Special Programs Fund, as reflected in the Cash Transfers-In section of the Five Year Financial Forecast. For FY 2011/12, the transfer-in for this transaction is $6.1 million. FY 2011/12 cash transfers-in from the General Fund also include budget for: $220,000 cash transfer in for Community Services Partnership Funding in Parks and Recreation and for Affordable Housing program in Human Services which is used as local grant match to leverage federal and state housing grant funds; $50,000 cash transfer in for the preservation and maintenance of properties on Scottsdale’s Historic Register; and $10,000 cash transfer in to fund neighborhood preservation. Page 54 of 139 102 Budget by Fund Special Programs Fund Sources BUDGET BY FUND SPECIAL PROGRAMS FUND USES Special Programs Fund Uses The expenditures by Program area are as follows: Transient Occupancy Tax- Economic Vitality Prior to July 2010 the use of the tax was restricted for tourism and hospitality purposes and to pay for contracts to increase tourism and debt service for destination attractions. Beginning in July 2010 the use of this tax is strictly used for destination marketing purposes. The entire FY 2011/12 budget of approximately $6.1 million will cover payments associated with the Destination Marketing Contract. Adopted Budget to Actual/Forecast* (in millions) Court Court Expenditure budget for FY 2011/12 is approximately $2.0 million and includes the following specific uses: Adopted Budget to Actual/Forecast* (in millions) Enhancements to the Court’s technological, operational, and security facilities, as allowed under the Court Enhancement established by Scottsdale City Ordinance 2570 section 9-7.2. FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 6.1 5.0 6.0 7.9 7.6 6.1 * 6.0 * 5.8 6.9 7.9 ADOPTED BUDGET ACTUAL / FORECAST* 2.0 1.4 1.4 0.5 0.4 2.0 * 1.4 * 1.2 0.4 0.4 Maintenance and enhancement of the Court’s ability to collect and manage monies, as allowed by Judicial Collections Enhancement Fund (JCEF) and Fill-the-Gap (FTG) established by Arizona Revised Statutes (ARS) 12-116 (A) (B) and Senate Bill (SB) 1013. Downtown Cultural/Community Arts The adopted budget for FY 2011/12 Downtown Cultural/Community Arts Expenditures special programs is approximately $0.2 million and will support the arts and special events in the downtown. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.2 0.2 0.2 0.3 0.5 0.2 * 0.2 * 0.1 0.2 - Page 55 of 139 Budget by Fund 103 Special Programs Fund Uses BUDGET BY FUND SPECIAL PROGRAMS FUND USES Human Resources – Cultural Diversity Human Resources – Cultural Diversity Expenditures support cultural programming, including the Cross-Cultural Communication Series and the Hispanic Heritage Community celebration. There is no budget included in FY 2011/12 for this activity. Adopted Budget to Actual/Forecast* Police Police Expenditures budget for FY 2011/12 is $1.6 million and includes the following specific uses: Adopted Budget to Actual/Forecast* (in millions) Racketeering Influenced Corrupt Organization (RICO) funds may only be used for law enforcement purposes. Crime laboratory services expenditures incurred by the City on behalf of surrounding communities. The City recovers the full cost of the crime laboratory services through Forensic Services Intergovernmental Agreements (IGA). FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 2011/12 2010/11 2009/10 2008/09 2007/08 5,000 10,000 25,000 25,000 -* 5,000 * 3,400 17,769 25,800 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 1.6 1.9 1.2 1.1 0.8 1.6 * 1.8 * 1.0 0.9 0.5 Mounted Unit, Family Advocacy Center and school resource education supplies, as specified by the donor. Crime laboratory analysis, as outlined in drug conviction assessments. Costs associated with administering the 30-Day Tow Program for the enforcement of the State Statute relating to suspended driver’s licenses, driving under the influence offenses, and driving without insurance. Page 56 of 139 104 Budget by Fund Special Programs Fund Uses BUDGET BY FUND SPECIAL PROGRAMS FUND USES Community Services Community Services expenditures budget for FY 2011/12 is $2.3 million. The use of funds is restricted to its intended purpose. Restricted uses include library and human services, enhancing parks, providing memorials, special events, funding community support agencies (Scottsdale Cares), and maintaining and operating the train, carousel, and park facilities at the McCormick-Stillman Railroad Park. Adopted Budget to Actual/Forecast* (in millions) Community and Economic Development Community and Economic Development expenditures relate to the preservation and maintenance of properties on Scottsdale’s Historic Register; and to fund neighborhood preservation. The FY 2011/12 adopted budget is $152,797. This funding includes resources available for the City’s Preservation Rehabilitation and Historic Preservation special programs. Adopted Budget to Actual/Forecast* Fire Department Fire expenditures are spent for the specific purposes indicated by donors. Categories include public education support, equipment acquisition, and fire station enhancements. The FY 2011/12 adopted budget is $6,900. Adopted Budget to Actual/Forecast* WestWorld Expenditures made from this fund are to be used for projects to maintain and preserve the assets at the Sanctuary and TPC golf courses. Emergency issues that arise can also be funded. Approval must also be obtained from the Bureau of Reclamation prior to any funds being used. Planned for FY 2011/12 are $0.5 million in Sanctuary golf course renovations and $0.7 million in TPC lake renovations for a total budget of $1.2 million. Adopted Budget to Actual/Forecast* FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 2.3 2.3 2.6 2.3 2.3 2.3 * 2.3 * 2.0 2.0 1.7 ADOPTED BUDGET ACTUAL / FORECAST* 152,797 125,000 140,000 280,000 50,024 152,797 * 125,000 * 41,344 19,986 88,700 ADOPTED BUDGET ACTUAL / FORECAST* 6,900 500 5,000 - 6,900 * -* 26 ADOPTED BUDGET ACTUAL / FORECAST* 1,200,000 200,000 - 1,200,000 * 18,000 * 6,344 89,288 - Page 57 of 139 Budget by Fund 105 Special Programs Fund Uses BUDGET BY FUND SPECIAL PROGRAMS FUND USES Transfers-Out Transfers-out is the authorized movement of cash or other resources to fund programs in the General Fund supported by Special Programs (Police 30-Day Tow), to fund debt service and/or capital projects. The FY 2011/12 budget of approximately $3.5 million consists of $3.1 million to the Capital Improvement Fund for Police, RICO, Court and Community Services projects; the remaining $0.4 million is for the 30-Day Tow program. Special Programs Fund Balance Special Programs Fund projected ending balance of approximately $6.0 million for FY 2011/12 represents the following individual ending fund balances: $3.8 million for the Courts, $0.3 million for Downtown Cultural/Community Arts, $6,700 for Human Resources, $3,899 for Police, $1.6 million for Community Services, $0.2 million for Community and Economic Development, and $941 for Fire. Page 58 of 139 106 Budget by Fund FY 2011/12 Adopted Budget Budget by Fund 107 Debt Service Funds BUDGET BY FUND DEBT SERVICE FUNDS Adopted Budget $1,236.9 Million (a) Operating Budgets $465.0M (a) Grants, Trust,& Special Districts $19.4M Capital Projects $572.4M Contingencies / Reserves $180.1M General Fund Grant Funds Community Facilities General Fund $217.4M $18.6M $24.6M $28.9M Special Revenue Trusts & Special Districts Preservation Special Revenue $185.1M $1.5M $36.0M Debt Service Funds $74.4M $0.8M Neighborhood Drainage/Flood Cntrl $57.9M Grant Funds $10.5M Enterprise Funds Public Safety Enterprise Funds $122.9M $10.2M $62.0M Service Facilities Internal Service $13.7M $20.4M Transportation Capital Projects $128.4M $56.8M Internal Service $14.3M (a) $51.7M (b) Water/Wastewater $152.5M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $37.4M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $37.4M Page 60 of 139 108 Budget by Fund Debt Service Fund BUDGET BY FUND DEBT SERVICE FUND Fund Purpose This fund accounts for the accumulation of resources for, and the payment of, long-term debt principal and interest not serviced by the proprietary funds, with the exception of the General Fund. The General Fund includes Contracts Payable for contractual debt related to sales tax development agreements, and will vary based on the actual sales tax collections at each development site. The applicable specific revenues, expenditures, and fund balance of the Debt Service Fund are described in the following sections. Debt Service Fund Sources (in millions) Property Tax (Secondary) Special Assessments MCSD & AZSTA Contributions Spring Exhibition Surcharge Interest Earnings Transfers In Total Sources $ $ $ $ $ $ $ Debt Service Fund Sources 37.0 0.8 1.1 0.2 0.2 35.5 74.8 Property Tax (Secondary) $37.0 50% Transfers In $35.5 47% Special Assessments $0.8 1% MCSD & AZSTA Contributions $1.1 2% Interest Earnings $0.2 0% Spring Exhibition Surcharge $0.2 0% Debt Service Fund Uses (in millions) Personnel Services Contractual Commodities Debt Service Capital Outlay Other Total Uses $ $ $ $ $ $ $ Debt Service Fund Uses 74.4 74.4 Debt Service $74.4 100% Note: Amounts are rounded in millions; therefore, differences may occur. Page 61 of 139 Budget by Fund 109 Debt Service Fund Summary DEBT SERVICE FUNDS SUMMARY Source of Funds: Total Beginning Fund Balance Revenues Property Tax (Secondary) Special Assessments MCSD and AZSTA Contributions Spring Exhibition Surcharge GO Bond Premium Interest Earnings Miscellaneous Revenue Subtotal Cash Transfers In Preservation Privilege Tax Fund - G.O. Bonds Preservation Privilege Tax Fund - Revenue Bonds General Fund - MPC Bonds General Fund - MPC Bonds - Bed Tax Special Prog Fund - MPC Bonds - Bed Tax Subtotal Total Sources Use of Funds: Operating Advertising Other Professional Services Subtotal Debt Service by Type General Obligation Bonds Preserve G. O. Bonds Special Assessment Bonds Special Assessment - Series 104 Preserve Revenue Bonds (SPA) MPC Bonds Subtotal Total Operating Budget Cash Transfers Out Reimbursements Subtotal Total Uses Total Ending Fund Balance Actual 2009/10 Adopted 2010/11 20,785,411 15,739,087 14,366,452 15,042,462 31,624,382 749,632 92,885 145,378 842,984 229 11 33,455,501 37,910,300 839,884 337,144 145,000 39,232,328 37,772,668 839,884 337,144 145,000 532,991 39,627,687 37,016,377 803,992 1,107,144 180,000 201,528 39,309,041 13,956,545 6,739,494 6,688,009 600,000 27,984,047 19,609,640 6,701,105 6,686,825 746,263 33,743,833 15,734,731 5,935,861 6,685,460 600,000 28,956,052 20,164,437 6,491,773 7,623,535 1,185,051 35,464,796 61,439,548 72,976,161 68,583,739 74,773,837 510 1,472 1,982 510 1,472 1,982 510 1,995 2,505 - Forecast 2010/11 Adopted 2011/12 36,185,910 13,961,571 877,718 6,739,494 7,910,061 65,674,755 37,910,300 19,609,640 834,825 5,059 6,701,105 7,878,257 72,939,186 37,772,668 15,734,731 834,825 5,059 5,935,861 7,622,604 67,905,748 37,016,377 20,164,437 801,075 2,917 6,491,773 9,915,730 74,392,309 65,677,259 72,939,186 67,907,730 74,394,291 2,181,234 2,181,234 - - - 67,858,494 72,939,186 67,907,730 74,394,291 14,366,452 15,776,062 15,042,462 15,422,008 Page 62 of 139 110 Budget by Fund Debt Service Fund Five Year Financial Forecast DEBT SERVICE FUNDS FIVE YEAR FINANCIAL FORECAST Source of Funds: Total Beginning Fund Balance Revenues Property Tax (Secondary) Special Assessments MCSD and AZSTA Contributions Spring Exhibition Surcharge GO Bond Premium Interest Earnings Miscellaneous Revenue Subtotal Cash Transfers In Preservation Privilege Tax Fund - G.O. Bonds Preservation Privilege Tax Fund - Revenue Bonds General Fund - MPC Bonds General Fund - MPC Bonds - Bed Tax Special Prog Fund - MPC Bonds - Bed Tax Subtotal Total Sources Use of Funds: Operating Advertising Other Professional Services Subtotal Debt Service by Type General Obligation Bonds Preserve G. O. Bonds Special Assessment Bonds Special Assessment - Series 104 Preserve Revenue Bonds (SPA) MPC Bonds Subtotal Total Operating Budget Cash Transfers Out Reimbursements Subtotal Total Uses Total Ending Fund Balance Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 15,042,462 15,422,008 15,565,226 15,710,441 15,855,676 37,016,377 803,992 1,107,144 180,000 201,528 39,309,041 36,710,417 770,806 862,144 145,000 200 38,488,567 36,801,751 1,590,689 145,000 215 38,537,655 35,594,266 1,317,489 145,000 235 37,056,990 34,039,391 2,672,883 145,000 36,857,274 20,164,437 6,491,773 7,623,535 1,185,051 35,464,796 22,970,374 6,481,622 7,731,625 2,478,606 39,662,227 25,302,422 6,470,423 8,432,540 3,222,778 43,428,163 23,089,756 6,471,822 8,512,455 3,298,298 41,372,331 25,406,932 6,484,623 8,559,615 3,346,242 43,797,412 74,773,837 78,150,794 81,965,818 78,429,321 80,654,686 510 1,472 1,982 510 1,472 1,982 37,016,377 20,164,437 801,075 2,917 6,491,773 9,915,730 74,392,309 36,710,417 22,970,374 767,325 3,481 6,481,622 11,072,375 78,005,594 36,801,751 25,302,422 6,470,423 13,246,007 81,820,603 35,594,266 23,089,756 6,471,822 13,128,242 78,284,086 34,039,391 25,406,932 6,484,623 14,578,740 80,509,686 74,394,291 78,007,576 81,820,603 78,284,086 80,509,686 - - - - - - - - 74,394,291 78,007,576 81,820,603 78,284,086 80,509,686 15,422,008 15,565,226 15,710,441 15,855,676 16,000,676 Page 63 of 139 Budget by Fund 111 Debt Service Fund Sources BUDGET BY FUND Property Tax (Secondary) Property Tax (Secondary) represents the portion of the property tax that is exclusively limited to pay debt service by Arizona State Statute. The City’s use of this portion of the property tax is restricted by State Statute to pay debt service on voter-approved general obligation bonds. The FY 2011/12 revenue forecast of $37.0 million represents a decrease of approximately $0.8 million from the FY 2010/11 year-end forecast of $37.8 million due to lower debt service payments. DEBT SERVICE FUND SOURCES Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 37.0 37.9 31.8 35.8 29.7 37.0 * 37.8 * 31.6 34.9 29.4 Special Assessments - Improvement Districts Special Assessment Revenue results from billings to the property owners within an Improvement District. Districts are formed when owners desire improvement to their property, such as roads, water lines, sewer lines, streetlights, or drainage. The expenditure of funds to construct the specific capital improvements and to pay the debt service on bonds is appropriated as part of the City’s budget; however, the debt service is repaid by the property owners through a special assessment on their improved property. Improvement District debt will be permitted only when the full cash value of the property, as reported by the Maricopa County Assessor’s Office, to debt ratio (prior to improvements being installed) is a minimum of 3:1 prior to issuance of debt and 5:1 or higher after construction of improvements. Should the full cash value to debt ratio not meet the minimum requirements, property value may be determined by an appraisal paid for by the applicant and administered by the City. In addition, per adopted financial policy, the City’s cumulative improvement district debt will not exceed 5.0 percent of the City’s secondary assessed valuation. Bonds issued to finance improvement district projects will not have maturities longer than ten years. Special Assessment Revenue Scottsdale currently has improvement districts with special assessments levied on property owners to pay debt associated with improvements. The FY 2011/12 revenue is estimated to be approximately $0.8 million, unchanged from the FY 2010/11 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.8 0.9 1.0 1.0 0.8 * 0.8 * 0.7 0.8 0.9 Page 64 of 139 112 Budget by Fund Debt Service Fund Sources BUDGET BY FUND DEBT SERVICE FUND SOURCES Maricopa County Stadium District (MCSD) and Arizona Sports and Tourism Authority (AZSTA) This revenue source is utilized to pay the debt service associated with MPC bonds issued to fund the Cactus League spring training facility improvements (San Francisco Giants professional baseball practice facility). Maricopa County Stadium District (MCSD) and Arizona Sports and Tourism Authority (AZSTA) contributions are derived from a $2.50 surcharge on car rentals in Maricopa County for MCSD contributions; AZSTA contributions are derived from a 1.0 percent hotel room tax and a 3.25 percent car rental surcharge (net of the $2.50 MCSD surcharge). The forecasted revenues were provided by the MCSD and AZSTA and were utilized to structure the debt service payments on the MPC bonds. The FY2011/12 revenue forecast of $1.1 million is based on the projections from the MCSD and AZSTA and matches the debt service payment on the MPC bonds. Adopted Budget to Actual/Forecast* (in millions) Spring Exhibition Surcharge Spring Exhibition Surcharge represents the ticket surcharge assessed on San Francisco Giants spring training games held in Scottsdale. The FY 2011/12 revenue is estimated to be $0.2 million. The surcharge is used to pay for capital projects and debt service related to professional baseball facilities. Adopted Budget to Actual/Forecast* (in millions) Interest Earnings Interest Earnings are generated on idle Debt Service Funds cash balance throughout the year. This revenue is a function of the City's available cash balance and interest rates. The City earns interest on idle funds through various investment vehicles in accordance with Arizona Revised Statutes and City Ordinance. Interest Earnings revenue is forecasted at $0.2 million for FY 2011/12. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 1.1 0.3 0.6 0.3 0.4 1.1 * 0.3 * 0.1 1.0 1.7 ADOPTED BUDGET ACTUAL / FORECAST* 0.2 0.1 0.1 0.1 0.1 0.2 * 0.1 * 0.1 0.2 0.1 ADOPTED BUDGET ACTUAL / FORECAST* 0.2 0.0 0.0 0.0 0.0 0.2 * 0.5 * 0.0 0.0 0.0 Page 65 of 139 Budget by Fund 113 Debt Service Fund Sources BUDGET BY FUND DEBT SERVICE FUND SOURCES Transfers-In Transfers-in is the authorized movement of cash or other resources from other funds, divisions, departments, and/or capital projects. These transfers-in originate from the General Fund and the Special Programs Fund for MPC debt service payments (for years prior to FY 2010/11), and the Preservation Privilege Tax Fund for the payment of Preserve general obligation debt service and Preserve revenue bond debt service. Total transfers-in for FY 2011/12 equal $35.5 million, consisting of $20.1 million from Preservation Privilege Tax Fund-G.O. Bonds, $6.5 million from Preservation Privilege Tax Fund-Revenue Bonds, $7.6 million from General Fund-MPC Bonds, and $1.2 million from General Fund-MPC Bonds/Bed Tax Funds. Page 66 of 139 114 Budget by Fund Debt Service Fund Uses BUDGET BY FUND DEBT SERVICE FUND USES Debt Service Fund Expenditures by Debt Type General Obligation (GO)/Preserve GO Debt Service Expenditures The GO Bonds represent debt issuances related to capital projects authorized in Bond 1989, Bond 1999, Bond 2000, and Bond 2004 programs. The Preserve GO Bonds represent debt issuances related to land acquisition in the McDowell Mountain Sonoran Preserve. Preserve GO Debt, while guaranteed by property values, is expected to be repaid by a dedicated 0.20% sales tax authorized by voters in 1995 and a 0.15% sales tax authorized in 2004. The FY 2011/12 budget totals $57.2 million, which represents an increase of approximately $3.7 million from the FY 2010/11 year-end forecast of $53.5 million. The increase in debt service can be attributed to the inclusion of a full year of debt service payments for the 2011 GO Preserve bond issuance and the planned 2012 issuance of GO Preserve debt to finance Preserve land acquisitions offset slightly by the maturity of a property-tax supported GO bond. Adopted Budget to Actual/Forecast* (in millions) Special Assessment Debt Service Special Assessment Bonds are issued for property owners desiring improvements to their property such as roads, water lines, sewer lines, streetlights, or drainage. The expenditure of funds to construct the specific capital improvements and to pay the debt service on bonds is appropriated as part of the City’s budget; however, the debt service is repaid by the property owners through a special assessment on their improved property. The FY 2011/12 budget totals $0.8 million, basically unchanged from the FY 2010/11 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 57.2 57.5 51.3 50.0 45.8 57.2 * 53.5 * 50.1 49.9 44.5 ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.8 0.9 1.0 1.0 0.8 * 0.8 * 0.9 1.0 1.0 Page 67 of 139 Budget by Fund 115 Debt Service Fund Uses BUDGET BY FUND DEBT SERVICE FUND USES Preserve Authority Revenue Bonds Debt Service The Preserve Authority Revenue Bonds represent prior debt issuances related to land acquisition in the McDowell Mountain Sonoran Preserve. Preserve Authority Revenue debt is repaid by the dedicated 0.20% sales tax authorized by voters in 1995 and the 0.15% sales tax authorized by voters in 2004. Obligations for FY 2011/12 total $6.5 million which is approximately $0.6 million higher than the FY 2010/11 year-end forecast as a result of the refunding bonds issued in FY2010/11. Adopted Budget to Actual/Forecast* (in millions) Municipal Property Corporation (MPC) Bonds MPC Bonds are issued by the City of Scottsdale Municipal Property Corporation, a nonprofit corporation created by the City in 1967, solely for the purpose of constructing, acquiring and equipping buildings, structures, or improvements on land owned by the City. The debt incurred by the corporation is a City obligation and the repayment of debt is financed by pledged General Fund excise taxes. Obligations for FY 2011/12 total approximately $9.9 million, a $2.3 million increase over FY 2010/11 due to: a prior interest-only bond incurring its first principal payment; the structuring of the Spring Training bonds; and a proposed new bond issuance for a tourism-related project that would be supported from bed tax receipts. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 6.5 6.7 6.7 6.8 6.8 6.5 * 5.9 * 6.7 6.8 6.8 ADOPTED BUDGET ACTUAL / FORECAST* 9.9 7.9 7.9 7.0 7.4 9.9 * 7.6 * 7.9 6.7 7.0 Debt Service Fund Balance The Debt Service Fund balance varies primarily due to the timing of debt issuances and related repayment schedules as mentioned above. The ending FY 2011/12 fund balance is approximately $15.4 million, slightly higher than the FY 2010/11 year-end forecast of $15.0 million. Page 68 of 139 116 Budget by Fund Enterprise Funds BUDGET BY FUND ENTERPRISE FUNDS Adopted Budget $1,236.9 Million (a) Operating Budgets $465.0M (a) Grants, Trust,& Special Districts $19.4M Capital Projects $572.4M Contingencies / Reserves $180.1M General Fund Grant Funds Community Facilities General Fund $217.4M $18.6M $24.6M $28.9M Special Revenue Trusts & Special Districts Preservation Special Revenue $185.1M $1.5M $36.0M $0.8M Debt Service Funds $74.4M Neighborhood Drainage/Flood Cntrl $57.9M Grant Funds $10.5M Enterprise Funds Public Safety Enterprise Funds $122.9M $10.2M $62.0M Service Facilities Internal Service $13.7M $20.4M Transportation Capital Projects $128.4M $56.8M Internal Service $14.3M (a) $51.7M (b) Enterprise Funds identified above consist of the Water/Water Reclamation Funds, Solid Waste Fund and Aviation Fund Water/Wastewater $152.5M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $37.4M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $37.4M Page 69 of 139 Budget by Fund 117 Enterprise Funds BUDGET BY FUND ENTERPRISE FUNDS Enterprise Funds Description The City uses three separate Enterprise Funds to account for the activity of this proprietary fund type. The individual funds are Water & Water Reclamation, Solid Waste, and Aviation. In the aggregate, the Enterprise Funds are the City’s second largest source of revenues, which are derived from user fees and charges. User fees and charges are established to promote efficiency by shifting payment of costs to specific users of services and avoiding general taxation. The applicable specific revenues and expenses of the individual funds, along with each fund’s purpose, are described in the following sections. Overview of User Fees Revenue Policy Rate adjustments for Enterprise User Fees are based upon five-year financial plans developed for each operation and are reviewed annually per Scottsdale’s adopted financial policies to meet the stated objectives of: • Equity — to ensure that charges are borne by the beneficiaries of a project or service; • Level distribution of necessary cost increases — to avoid large rate increases in any one year; • Manage the level of debt - to ensure the City can meet bond coverage requirements, provide for capital financing needs and remain financially healthy; • Rate design —to encourage conservation and efficient use of City resources. Enterprise Funds Sources Enterprise Funds Sources (in millions) Water & Water Reclamation Solid Waste Aviation Total Sources $ $ $ $ 169.7 20.5 5.1 195.3 Water & Water Reclamation $169.7 87% Solid Waste $20.5 10% Aviation $5.1 3% Enterprise Funds Uses (in millions) Personnel Services Contractual Commodities Debt Service Capital Outlay Other (Reserves/Indirect) Total Uses $ $ $ $ $ $ $ Enterprise Funds Uses 24.1 37.5 24.0 29.1 70.2 184.9 Other (Reserves/Indirect) $70.2 38% Debt Service $29.1 16% Commodities $24.0 13% Personnel Services $24.1 13% Contractual $37.5 20% Note: Amounts are rounded in millions; therefore, differences may occur. Page 70 of 139 118 Budget by Fund Water & Water Reclamation Funds BUDGET BY FUND WATER & WATER RECLAMATION FUNDS Fund Purpose This fund accounts for the transactions related to the City’s water and water reclamation business activities, including operating revenue, expenditures and debt service payments. Capital expenditures are accounted for in various Capital Improvement Plan funds (see Volume Two for project detail). Water & Water Reclamation Funds Sources (in millions) Water Charges Water Reclamation Charges Effluent Sales Interest Earnings Miscellaneous Revenue Transfers In Total Sources $ $ $ $ $ $ $ 98.4 34.2 0.9 0.3 17.7 18.2 169.7 Water & Water Reclamation Funds Uses (in millions) Personnel Services Contractual Commodities Debt Service Capital Outlay Other (Reserves/Indirect Costs) Total Uses $ $ $ $ $ $ $ 16.7 27.6 23.5 29.1 58.6 155.5 Water & Water Reclamation Funds Sources Water Reclamation Charges $34.2 20% Water Charges $98.4 58% Interest Earnings $0.3 0% Miscellaneous Revenue $17.7 10% Transfers In $18.2 11% Effluent Sales $0.9 1% Water & Water Reclamation Funds Uses Commodities $23.5 15% Debt Service $29.1 19% Contractual $27.6 18% Other (Reserves/Indirect Costs) $58.6 37% Personnel Services $16.7 11% Note: Amounts are rounded in millions; therefore, differences may occur. Page 71 of 139 Budget by Fund 119 Water & Water Reclamation Funds Summary WATER and WATER RECLAMATION FUNDS SUMMARY Actual 2009/10 Adopted 2010/11 18,545,677 26,568,048 2,871,782 7,227,107 55,212,614 16,604,405 27,389,094 5,466,237 2,871,755 52,331,491 19,583,042 26,778,446 5,466,237 3,299,278 17,825,888 72,952,891 14,646,859 27,974,524 5,419,075 3,080,971 34,869,531 85,990,960 94,812,637 35,350,504 550,208 2,936,338 2,652,962 136,302,649 97,153,098 33,683,178 880,541 846,879 17,166,245 149,729,941 95,210,411 34,215,775 880,541 445,106 5,318,544 136,070,376 98,442,324 34,244,184 900,793 302,543 17,571,953 151,461,797 15,202,933 78,531,620 168,206 926 48,844 93,952,530 15,689,290 15,689,290 17,824,940 900,000 18,724,940 17,289,927 126,772 825,000 18,241,699 230,255,178 165,419,231 154,795,316 169,703,496 Use of Funds: Division Mayor & City Council Finance & Accounting Water Resources Indirect Cost Allocation Subtotal 2,714,033 57,093,551 9,103,688 68,911,272 2,639,025 64,054,670 9,663,088 76,356,783 2,639,025 64,856,814 9,663,088 77,158,927 110,000 2,088,362 65,617,543 6,531,635 74,347,540 Debt Service Revenue Bonds MPC Bonds Contracts Payable Subtotal 5,467,571 20,266,083 2,317 25,735,972 5,467,088 22,590,917 28,058,005 5,419,475 24,343,677 29,763,152 5,436,475 23,665,900 29,102,375 94,647,244 104,414,788 106,922,079 103,449,915 2,616,385 6,532,247 624,500 71,840,813 35,646,563 454,440 168,206 926 48,844 117,932,924 1,745,130 6,813,584 20,200 214,300 46,827,458 454,438 56,075,110 1,745,130 6,727,765 279,700 25,628,135 454,438 34,835,168 871,257 6,910,712 84,700 92,329,022 100,195,691 212,580,168 160,489,898 141,757,247 203,645,606 Source of Funds: Beginning Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Funds Unreserved Fund Balance Total Beginning Fund Balance Revenues Water Charges Water Reclamation Charges Effluent Sales Interest Earnings Miscellaneous Revenue Subtotal Cash Transfers In Development Fees from CIP for Debt Service Bond Proceeds Fleet Reclaimed Water Distribution System/Water Central Groundwater Treatment Facility Irrigation Water Distribution System/Water Subtotal Total Sources Total Operating Budget Cash Transfers Out In Lieu Property Tax Franchise Fee CIP Fund (General Operating Projects) CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Bond Proceeds to CIP General & Special Program Funds Reclaimed Water Distribution System/Water Inlet/Silverado/Water Irrigation Water Distribution System/Water Subtotal Total Uses GAAP to Budget Adjustment (1) (1) impacts fund balance but does not affect revenues or expenses Sources Over/(Under) Uses Ending Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Fund Balance Unreserved Balance Total Ending Fund Balance 120 (65,267) - 17,675,010 4,929,333 19,583,042 26,778,446 5,466,237 3,299,278 17,825,888 72,952,891 19,540,540 29,044,159 5,419,075 3,257,050 57,260,824 Forecast 2010/11 13,038,070 Adopted 2011/12 (33,942,110) 14,646,859 13,985,918 27,974,524 29,184,070 5,419,075 5,436,075 3,080,971 3,442,786 34,869,531 85,990,960 52,048,849 Page 72 of 139 Budget by Fund Water & Water Reclamation Funds Five Year Financial Forecast WATER and WATER RECLAMATION FUNDS FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Funds Unreserved Fund Balance Total Beginning Fund Balance Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 14,646,859 27,974,524 5,419,075 3,080,971 34,869,531 85,990,960 13,985,918 29,184,070 5,436,075 3,442,786 52,048,849 14,587,391 30,086,558 5,005,663 3,817,250 53,496,862 14,979,076 30,921,597 4,978,137 4,193,354 55,072,164 15,332,308 31,460,505 4,539,438 4,569,677 55,901,928 98,442,324 34,244,184 900,793 302,543 17,571,953 151,461,797 98,942,401 35,100,978 922,413 357,219 6,437,972 141,760,983 100,668,281 36,064,102 944,550 669,669 6,522,715 144,869,317 102,204,246 37,116,694 968,164 943,914 6,024,821 147,257,838 103,060,763 38,195,961 991,400 1,033,204 6,115,997 149,397,325 17,289,927 126,772 825,000 18,241,699 19,966,246 19,966,246 21,816,931 21,816,931 22,891,283 22,891,283 24,033,586 24,033,586 169,703,496 161,727,229 166,686,248 170,149,121 173,430,911 Use of Funds: Division Mayor & City Council Finance & Accounting Water Resources Indirect Cost Allocation Subtotal 110,000 2,088,362 65,617,543 6,531,635 74,347,540 112,640 2,124,591 67,767,751 7,055,614 77,060,596 115,344 2,154,395 69,664,839 7,251,884 79,186,462 118,227 2,184,330 71,360,380 7,426,715 81,089,652 121,065 2,214,738 72,804,474 7,575,237 82,715,515 Debt Service Revenue Bonds MPC Bonds Contracts Payable Subtotal 5,436,475 23,665,900 29,102,375 5,006,063 26,699,662 31,705,725 4,978,538 28,398,566 33,377,104 4,539,838 30,259,760 34,799,598 4,542,038 31,648,020 36,190,058 103,449,915 108,766,321 112,563,566 115,889,250 118,905,573 871,257 6,910,712 84,700 92,329,022 100,195,691 7,021,930 85,400 44,405,566 51,512,896 7,160,799 77,100 45,309,481 52,547,380 7,265,551 104,900 46,059,656 53,430,107 7,367,095 93,000 45,822,379 53,282,474 203,645,606 160,279,217 165,110,946 169,319,357 172,188,047 Revenues Water Charges Water Reclamation Charges Effluent Sales Interest Earnings Miscellaneous Revenue Subtotal Cash Transfers In Development Fees from CIP for Debt Service Bond Proceeds Fleet Reclaimed Water Distribution System/Water Central Groundwater Treatment Facility Irrigation Water Distribution System/Water Subtotal Total Sources Total Operating Budget Cash Transfers Out In Lieu Property Tax Franchise Fee CIP Fund (General Operating Projects) CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Bond Proceeds to CIP General & Special Program Funds Reclaimed Water Distribution System/Water Inlet/Silverado/Water Irrigation Water Distribution System/Water Subtotal Total Uses GAAP to Budget Adjustment (1) (1) impacts fund balance but does not affect revenues or expenses Sources Over/(Under) Uses Ending Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Fund Balance Unreserved Balance Total Ending Fund Balance Budget by Fund - - - (33,942,110) 1,448,012 1,575,302 13,985,918 29,184,070 5,436,075 3,442,786 52,048,849 14,587,391 30,086,558 5,005,663 3,817,250 53,496,862 14,979,076 30,921,597 4,978,137 4,193,354 55,072,164 829,764 1,242,864 15,332,308 15,624,832 31,460,505 32,032,301 4,539,438 4,541,638 4,569,677 4,946,021 55,901,928 57,144,792 Page 73 of 139 121 Water & Water Reclamation Fund Sources BUDGET BY FUND WATER & WATER RECLAMATION FUND SOURCES Water Charges Revenue Water Charges Revenue adopted budget for FY 2011/12 totals $98.4 million, reflecting a 3 percent or $3.2 million increase from the FY 2010/11 year-end forecast. The revenue forecast assumes no fee increases in the FY 2011/12 budget. The projected growth in revenues is based on a combination of a slight increase in growth and the return to a normal consumption year. Monthly water billings consist of a base charge according to meter size and a monthly quantity usage charge which is based on the amount of water consumed. Fees are reviewed annually to determine if they cover the costs of the services provided. Adopted Budget to Actual/Forecast* (in millions) Water Reclamation Charges Revenue Water Reclamation Charges Revenue adopted budget for FY 2011/12 totals $34.2 million, remaining relatively flat with the FY 2010/11 year-end forecast. The revenue forecast assumes no fee increases in the FY 2011/12 budget. The projected growth in revenues is based on a slight increase in growth. Monthly water reclamation billings consist of a flow charge for capital costs as well as a flow charge for operation and maintenance expenses that varies by customer classification determined on relative sewer loadings. Fees are reviewed annually to determine if they cover the costs of the services provided. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 98.4 97.2 95.5 95.6 85.2 98.4 * 95.2 * 94.8 92.0 89.9 ADOPTED BUDGET ACTUAL / FORECAST* 34.2 33.7 34.7 35.3 33.7 34.2 * 34.2 * 35.4 34.1 32.9 Page 74 of 139 122 Budget by Fund Water & Water Reclamation Fund Sources BUDGET BY FUND WATER & WATER RECLAMATION FUND SOURCES Effluent Sales Revenue Effluent Sales Revenue adopted budget for FY 2011/12 totals $0.9 million remaining relatively flat with the FY 2010/11 year-end forecast. Effluent sales relate to water treated to irrigation standards at the City’s Water Reclamation Plant for the 23 golf courses in north Scottsdale that are part of the Reclaimed Water Distribution System (RWDS), and the City’s Gainey Water Reclamation Plant for irrigation use at the Gainey Ranch Golf Club. Both are contractual obligations to provide reclaimed water for irrigation uses and costs for providing these services are recovered through rates charged for the use. Adopted Budget to Actual/Forecast* (in millions) Interest Earnings Revenue Interest Earnings Revenue adopted budget for FY 2011/12 totals $0.3 million, reflecting a $0.1 million decrease from the FY 2010/11 year-end forecast. Interest earnings are generated on idle Water & Water Reclamation Fund cash balances throughout the year. This revenue is a function of the relationship between the available cash balance and interest rate. The City earns interest on idle funds through various investment vehicles in accordance with Arizona Revised Statutes and City Ordinance. The City’s investment policy stresses safety above yield, and allows investments in U.S. Treasury and Agency obligations, certificates of deposit, commercial paper, bankers’ acceptances, repurchase agreements, money market funds, and the State of Arizona’s Local Government Investment Pool. Adopted Budget to Actual/Forecast* (in millions) Miscellaneous Revenue Miscellaneous Revenue adopted budget for FY 2011/12 totals $17.6 million, reflecting a $12.3 million increase from the FY 2010/11 year-end forecast. The sale of the Planet Ranch property and water rights has been shifted from late FY 2010/11 to mid FY 2011/12 for $12.0 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.9 0.9 0.9 0.7 0.7 0.9 * 0.9 * 0.6 0.7 0.9 ADOPTED BUDGET ACTUAL / FORECAST* 0.3 0.8 2.1 2.3 2.1 0.3 * 0.4 * 2.9 3.4 5.2 ADOPTED BUDGET ACTUAL / FORECAST* 17.6 17.2 3.6 4.1 2.2 17.6 * 5.3 * 2.7 1.3 3.2 Page 75 of 139 Budget by Fund 123 Water & Water Reclamation Fund Sources BUDGET BY FUND WATER & WATER RECLAMATION FUND SOURCES Transfers-In Transfers-In adopted FY 2011/12 budget totals $18.2 million, reflecting a 3 percent or $0.5 million decrease from the FY 2010/11 year-end forecast. The decrease in transfers-in is related to the reduction in debt that will be paid from the development fee impact funds. Transfers-in is the authorized movement of cash or other resources from other funds, divisions, departments, and/or capital projects. Page 76 of 139 124 Budget by Fund Water & Water Reclamation Fund Uses BUDGET BY FUND WATER & WATER RECLAMATION FUND USES Water and Water Reclamation Funds Uses The Water & Water Reclamation Fund expenditures are presented by the following six major operating budget expenditure categories: personnel services, contractual services, commodities, capital outlay, debt service, and indirect cost allocation. Additionally, there are transfers-out to other funds. Personnel Services Personnel Services include the salaries and wages paid to employees, plus the City’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The FY 2011/12 adopted budget of $16.7 million represents 16 percent of the total Water and Water Reclamation operating budget and reflects a 1 percent or $0.2 million increase from the adopted FY 2010/11 budget. The budget reflects the full-year costs of positions added in FY 2009/10 and also includes 9.00 additional FTEs to address community facilities needs at the City’s water treatment plants. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other City departments. Supplies are not included in the contractual services account. The adopted FY 2011/12 budget of $27.6 million represents 27 percent of the total Water and Water Reclamation operating budget and reflects approximately a 1 percent or $0.2 million increase from the adopted FY 2010/11 budget. The increase is primarily due to increased security costs and new licenses and permit fees which are greatly offset by cost reductions in consultants, electricity and City memberships (transferred to Mayor’s Office budget). Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 16.7 16.5 16.7 15.7 15.6 16.7 * 15.9 * 15.6 16.7 14.7 ADOPTED BUDGET ACTUAL / FORECAST* 27.6 27.4 28.6 29.7 29.5 27.6 * 27.4 * 23.3 24.9 25.2 Page 77 of 139 Budget by Fund 125 Water & Water Reclamation Fund Uses BUDGET BY FUND WATER & WATER RECLAMATION FUND USES Commodities Commodities are expendable items purchased through the City-approved centralized purchasing process. This classification includes supplies, repair and replacement parts, small tools, and maintenance and repair materials that are not of a capital nature. The adopted FY 2011/12 budget of $23.5 million represents 23 percent of the total Water and Water Reclamation operating budget and reflects a 2 percent or $0.5 million decrease from the adopted FY 2010/11 budget. The decrease is primarily related to decreases in granular activated carbon used in the water treatment process, materials to maintain and repair machinery and equipment, which are partially offset by increases in purchased water costs. Adopted Budget to Actual/Forecast* (in millions) Capital Outlay Capital Outlay includes the purchase of land, the purchase or construction of buildings, structures, and facilities of all types, plus machinery and equipment. To qualify as capital outlay, an item must have an estimated useful life of more than two years, typically have a unit cost of $5,000 or more, and be a betterment or improvement. The adopted FY 2011/12 budget of zero and reflects a $0.1 million decrease from the adopted FY 2010/11 budget. The decrease is related to a one time new vehicle purchase in FY2010/11 for additional FTE positions. Adopted Budget to Actual/Forecast* (in millions) Debt Service Debt Service represents the repayment of general obligation, revenue and Municipal Property Corporation (MPC) bonds, along with the applicable annual fiscal agent fees. The adopted FY 2011/12 budget of $29.1 million represents 28 percent of the total Water and Water Reclamation operating budget and reflects a 4 percent or $1.0 million increase from the adopted FY 2010/11. The increase is primarily related to the repayment of $75.0 million in new MPC bonds issued in FY 2009/10. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 23.5 24.0 21.2 22.1 17.6 23.5 * 24.0 * 19.7 17.7 17.1 ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 0.2 -* 0.1 * 0.1 0.3 0.2 ADOPTED BUDGET ACTUAL / FORECAST* 29.1 28.1 25.7 26.5 21.4 29.1 * 29.8 * 25.7 26.5 18.7 Page 78 of 139 126 Budget by Fund Water & Water Reclamation Fund Uses BUDGET BY FUND WATER & WATER RECLAMATION FUND USES Indirect Cost Allocation Indirect Cost Allocation represents Enterprise Funds charges for specific General Fund central administrative functions which benefit the Enterprise operations (e.g., City Manager, Financial Management, Human Resources, Legal, etc.). The City’s indirect costs are allocated to the Enterprise Funds based upon a combination of relative benefits received and the proportion of the overall operating budgets for direct service providers. The adopted FY 2011/12 budget of $6.5 million represents 6 percent of the total Water and Water Reclamation operating budget and reflects a $3.2 million decrease from the adopted FY 2010/11 budget. Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The adopted FY 2011/12 budget of $100.2 million reflects a $44.1 million increase from the adopted FY 2010/11 adopted budget, primarily related to transfers to the water and water reclamation CIP funds. The transfer to the General Fund for In Lieu Property Tax is reduced by 50 percent from FY 2010/11 in order to phase out this transfer completely by FY 2012/13. Water and Water Reclamation Fund Balance/Reserves Fund balance/reserves protect the City’s financial condition and provide for unexpected economic challenges. Growth of fund balance occurs when revenues exceed expenditures. Fund balances are similar to a company’s net equity (assets less liabilities). Prudent fiscal management dictates fund balances should only be used for nonrecurring (non-operational) expenditures. Once fund balances are spent, they are only replenished by future year resources in excess of expenditures. The City’s budget planning, bond indenture and adopted financial policies call for the establishment of reserves as part of the resource allocation/limit setting process. This process allows the City to “set aside savings” before allocated or spent as budgeted expenditures. The specific make-up of the City’s fund balance and reserves are noted below: Operating Reserve Operating Reserve of $14.0 million is projected for the end of FY 2011/12. This reserve is intended to ensure adequate funding for operations for a maximum period of 90 days. Repair/Replacement Reserve Repair/Replacement Reserve of $29.2 million is projected for the end of FY 2011/12. This reserve is required per the term of the revenue bond indenture to ensure that funds are set aside to preserve the assets, which, in turn, are the collateral for the Water Revenue Bonds. The reserve is required to be at least 2.0 percent of the revenues received during the year, or until the reserve equals 2.0 percent of the value of total tangible assets. The reserve may be used from time to time for replacement or extension of the assets. Page 79 of 139 Budget by Fund 127 Water & Water Reclamation Fund Uses BUDGET BY FUND WATER & WATER RECLAMATION FUND USES Revenue Bond Debt Service Reserve Revenue Bond Debt Service Reserve of $5.4 million is projected for the end of FY 2011/12. This reserve is required per the term of the revenue bond indenture to ensure that funds are set aside as collateral for the Water Revenue Bonds debt service payments. Special Contractual Fund Balance Special Contractual Fund Balance of $3.4 million is projected for the end of FY 2011/12. This balance reflects reserves established in accordance with various contractual agreements for delivery of non-potable water by the Water Resources Division. Page 80 of 139 128 Budget by Fund Solid Waste Fund BUDGET BY FUND SOLID WASTE FUND Fund Purpose This fund accounts for the transactions related to the City’s solid waste and recycling business activities, which includes operating revenues and expenditures. Capital expenditures are accounted for in a separate CIP fund. Solid Waste Sources (in millions) Refuse Collection Charges Interest Earnings Miscellaneous Revenue Transfers In Total Sources $ $ $ $ $ Solid Waste Fund Uses (in millions) Personnel Services Contractual Commodities Debt Service Capital Outlay Other (Reserves/Indirect Costs) Total Uses $ $ $ $ $ $ $ Solid Waste Fund Sources 19.3 1.0 0.2 20.5 Miscellaneous Revenue $1.0 5% Transfers In $0.2 1% Refuse Collection Charges $19.3 94% Solid Waste Fund Uses 6.3 9.3 0.4 5.3 21.4 Contractual $9.3 44% Personnel Services $6.3 29% Commodities $0.4 2% Other (Reserves/Indirect Costs) $5.3 25% Note: Amounts are rounded in millions; therefore, differences may occur. Page 81 of 139 Budget by Fund 129 Solid Waste Fund Summary SOLID WASTE FUND SUMMARY Source of Funds: Beginning Fund Balance Operating Reserve Unreserved Total Beginning Fund Balance Revenues Refuse Collection Charges Interest Earnings Miscellaneous Revenue Subtotal Cash Transfers In Fleet Subtotal Total Sources Use of Funds: Divisions Finance and Accounting Public Works Indirect Cost Allocation Subtotal Total Operating Budget Cash Transfers Out In Lieu Property Tax CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Transp Fund - Alley Maintenance Fleet Fund - Additional Vehicles Subtotal Total Uses Actual 2009/10 Adopted 2010/11 Forecast 2010/11 Adopted 2011/12 5,016,537 1,026,619 6,043,156 4,453,718 1,238,816 5,692,534 3,277,868 3,479,848 6,757,716 3,876,794 2,395,525 6,272,319 20,359,806 191,887 1,119 20,552,812 19,409,471 53,453 687,242 20,150,166 19,262,199 64,826 975,720 20,302,745 19,348,599 38,286 948,006 20,334,891 - - - 193,299 193,299 20,552,812 20,150,166 20,302,745 20,528,190 758,297 15,078,657 2,500,565 18,337,519 765,978 15,659,117 2,509,556 18,934,651 765,978 15,657,995 2,509,556 18,933,529 861,442 15,209,761 1,481,959 17,553,162 18,337,519 18,934,651 18,933,529 17,553,162 10,584 31,600 1,100,000 358,550 1,500,734 7,050 69,400 1,400,000 380,063 1,856,513 7,050 67,500 1,400,000 380,063 1,854,613 3,525 17,000 460,000 482,867 963,392 19,838,253 20,791,164 20,788,142 18,516,554 Sources Over/(Under) Uses 714,559 Ending Fund Balance Operating Reserve Unreserved Total Ending Fund Balance 3,277,868 3,479,848 6,757,716 (640,998) 4,566,241 485,295 5,051,536 (485,397) 3,876,794 2,395,525 6,272,319 2,011,636 3,861,228 4,422,727 8,283,955 Page 82 of 139 130 Budget by Fund Solid Waste Fund Five Year Financial Forecast SOLID WASTE FUND FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance Operating Reserve Unreserved Total Beginning Fund Balance Revenues Refuse Collection Charges Interest Earnings Miscellaneous Revenue Subtotal Cash Transfers In Fleet Subtotal Total Sources Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 3,876,794 2,395,525 6,272,319 3,861,228 4,422,727 8,283,955 4,147,603 5,514,218 9,661,821 4,312,664 6,824,897 11,137,561 4,478,623 7,373,360 11,851,983 19,348,599 38,286 948,006 20,334,891 19,544,109 51,033 992,469 20,587,611 19,760,424 100,277 1,033,717 20,894,418 19,997,578 142,228 1,063,650 21,203,456 20,279,016 152,147 1,079,158 21,510,321 193,299 193,299 - - - - 20,528,190 20,587,611 20,894,418 21,203,456 21,510,321 861,442 15,209,761 1,481,959 17,553,162 862,716 16,007,082 1,519,008 18,388,806 870,517 16,433,634 1,564,578 18,868,729 877,026 16,954,847 1,619,338 19,451,211 883,592 17,659,860 1,684,112 20,227,564 17,553,162 18,388,806 18,868,729 19,451,211 20,227,564 3,525 17,000 460,000 482,867 963,392 17,100 292,000 511,839 820,939 7,400 542,549 549,949 10,000 575,102 452,721 1,037,823 8,900 609,608 618,508 18,516,554 19,209,745 19,418,678 20,489,034 20,846,072 Sources Over/(Under) Uses 2,011,636 1,377,866 1,475,740 714,422 664,249 Ending Fund Balance Operating Reserve Unreserved Total Ending Fund Balance 3,861,228 4,422,727 8,283,955 4,147,603 5,514,218 9,661,821 4,312,664 6,824,897 11,137,561 4,478,623 7,373,360 11,851,983 4,697,735 7,818,497 12,516,232 Use of Funds: Divisions Finance and Accounting Public Works Indirect Cost Allocation Subtotal Total Operating Budget Cash Transfers Out In Lieu Property Tax CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Transp Fund - Alley Maintenance Fleet Fund - Additional Vehicles Subtotal Total Uses Page 83 of 139 Budget by Fund 131 Solid Waste Fund Sources BUDGET BY FUND SOLID WASTE FUND SOURCES Refuse Collection Revenue Refuse Collection Revenue adopted FY 2011/12 budget totals $20.3 million, reflecting a 0.5 percent or $0.1 million increase from the FY 2010/11 year-end forecast. The revenue forecast assumes no fee increases in the FY 2011/12 budget. Solid Waste Charges are billed monthly for the pickup of solid waste. Residential customers are charged a flat fee per month, while commercial customers are charged based upon the size of the container and the number of pickups per month. In addition, the City also provides roll-off, uncontained service, recycling programs, and household hazardous waste collection. Fees are reviewed annually to determine if they cover the costs of the services provided. Adopted Budget to Actual/Forecast* (in millions) Interest Earnings Revenue Interest Earnings Revenue adopted FY 2011/12 budget of $0.04 million, reflecting a 50 percent or $0.02 million decrease from the FY 2010/11 year-end forecast. Interest earnings are generated on idle Solid Waste Fund cash balance throughout the year. This revenue is a function of the relationship between the available cash balance and interest rate. The City earns interest on idle funds through various investment vehicles in accordance with Arizona Revised Statutes and City Ordinance. The City’s investment policy stresses safety above yield. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 20.3 20.1 20.3 20.0 18.8 20.3 * 20.2 * 20.4 20.0 19.8 ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 0.2 0.2 -* 0.1 * 0.2 0.2 0.3 Transfers-In Transfers-in is the authorized movement of cash or other resources from other funds. Total transfers-in for FY 2011/12 equal $0.2 million from the Fleet Fund. This is a one time transfer to operating funds to recapture accumulated excess contributions from prior years as suggested by an internal audit recommendation. Page 84 of 139 132 Budget by Fund Solid Waste Fund Uses BUDGET BY FUND SOLID WASTE FUND USES Solid Waste Fund Uses The Solid Waste Fund expenditures are presented by the following six major operating budget expenditure categories: personnel services, contractual services, commodities, capital outlay, debt service, and indirect cost allocation. Additionally, there are transfers-out to other funds. Personnel Services Personnel Services include the salaries and wages paid to employees, plus the City’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The adopted FY 2011/12 budget of $6.3 million represents 36 percent of the total Solid Waste operating budget and reflects an 9 percent or $0.5 million increase from the adopted FY 2010/11 budget primarily related to the allocation of direct support of Finance and Accounting personnel services costs through the work order credit system. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other City departments. Supplies are not included in the contractual services account. The adopted FY 2011/12 budget of $9.3 million represents 53 percent of the total Solid Waste operating budget and reflects a 9 percent or $0.9 million decrease from the adopted FY 2010/11 budget, primarily related to a reduction of direct support of Finance and Accounting contractual service costs through the work order credit system and a reduction in fleet replacement costs. Adopted Budget to Actual/Forecast* (in millions) Commodities Commodities are expendable items purchased through the City-approved centralized purchasing process. This classification includes supplies, repair and replacement parts, small tools, and maintenance and repair materials that are not of a capital nature. The adopted FY 2011/12 budget of $0.4 million represents 2 percent of the total Solid Waste operating budget, which remains flat with the adopted FY 2010/11 budget. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 6.3 5.8 6.0 6.2 5.5 6.3 * 5.8 * 5.9 6.0 5.8 ADOPTED BUDGET ACTUAL / FORECAST* 9.3 10.2 10.6 10.1 5.5 9.3 * 10.2 * 9.7 10.2 9.8 ADOPTED BUDGET ACTUAL / FORECAST* 0.4 0.4 0.5 0.5 0.5 0.4 * 0.4 * 0.4 0.5 0.6 Page 85 of 139 Budget by Fund 133 Solid Waste Fund Uses BUDGET BY FUND Capital Outlay Capital Outlay includes the purchase of land, the purchase or construction of buildings, structures, and facilities of all types, plus machinery and equipment. To qualify as capital outlay, an item must have an estimated useful life of more than two years, typically have a unit cost of $5,000 or more, and be a betterment or improvement. The adopted FY 2011/12 budget is zero. SOLID WASTE FUND USES Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.2 - -* -* - Indirect Cost Allocation Indirect Cost Allocation represents Enterprise Funds charges for specific General Fund central administrative functions, which benefit the Enterprise operations (e.g., City Manager, Financial Management, Human Resources, Legal, etc.). The City’s indirect costs are allocated to the Enterprise Funds based upon a combination of relative benefits received and the proportion of the overall operating budgets for direct service providers. The adopted FY 2011/12 budget of approximately $1.5 million represents 8.6 percent of the total Solid Waste operating budget and reflects a 40 percent or $1.0 million decrease from the adopted FY 2010/11 budget. Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The adopted FY 2011/12 budget of $1.0 million reflects a 44 percent or $0.8 million decrease from the adopted FY 2010/11 budget, primarily related to transfers out to the CIP Fund. Also included in the transfers-out is a transfer of $0.5 million to the Transportation Fund for the direct cost of alley maintenance performed for the benefit of the Solid Waste operations. Solid Waste Fund Balance Fund balance/reserves protect the City’s financial condition and provide for unexpected economic challenges. Growth of fund balance occurs when revenues exceed expenditures. The City’s budget planning, and adopted financial policies call for the establishment of reserves as part of the resource allocation/limit setting process. This process allows the City to “set aside savings” before allocated or spent as budgeted expenditures. The specific make-up of the City’s fund balance and reserves are noted below: Operating Reserve Operating Reserve of $3.9 million is projected for the end of FY 2011/12. This reserve is intended to ensure adequate funding for operations for a maximum period of 90 days. The intent of the reserve is to provide for emergencies and the possibility of significant future increases in landfill costs. Unreserved Fund Balance Unreserved Fund Balance is projected to be $4.4 million at the end of FY 2011/12. The unreserved balance represents the net financial resources that are expendable or available for budgeting. Page 86 of 139 134 Budget by Fund Aviation Fund BUDGET BY FUND AVIATION FUND Fund Purpose This fund accounts for the transactions related to the City’s aviation business activity at the Scottsdale Airport, which includes operating revenue and expenditures. Capital Expenditures are accounted for in a separate CIP fund. Aviation Fund Sources (in millions) Aviation Fees Jet Fuel Tax Interest Earnings Transfers In Total Sources $ $ $ $ $ Aviation Fund Sources 3.0 0.1 2.0 5.1 Jet Fuel Tax $0.1 2% Aviation Fees $3.0 59% Transfers In $2.0 39% Aviation Fund Uses (in millions) Personnel Services Contractual Commodities Debt Service Capital Outlay Other (Reserves/Indirect Costs) Total Uses $ $ $ $ $ $ $ Aviation Fund Uses 1.0 0.6 0.1 6.3 8.0 Personnel Services $1.0 13% Other (Reserves/Indirect Costs) $6.3 79% Contractual $0.6 7% Commodities $0.1 1% Note: Amounts are rounded in millions; therefore, differences may occur. Page 87 of 139 Budget by Fund 135 Aviation Fund Summary AVIATION FUND SUMMARY Source of Funds: Beginning Fund Balance Operating Reserve Repair and Replacement Reserve Land Purchase Reserve Unreserved - Operating Total Beginning Fund Balance Revenues Aviation Fees Jet Fuel Tax Interest Earnings Federal & State Aid Subtotal Cash Transfers In Fleet Transportation CIP Subtotal Total Sources Use of Funds: Divisions Community & Economic Development - Aviation Indirect Cost Allocation Subtotal Total Operating Budget Cash Transfers Out In Lieu Property Tax Direct Cost Allocation (Fire) CIP Fund (General Operating Projects) CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance Operating Reserve Repair and Replacement Reserve Land Purchase Reserve Unreserved Total Ending Fund Balance Actual 2009/10 Adopted 2010/11 Forecast 2010/11 Adopted 2011/12 589,843 3,346,631 3,936,474 526,077 2,661,113 1,556,154 4,743,344 589,843 2,326,220 1,784,325 4,700,388 946,930 2,618,172 407,772 3,972,874 2,899,077 128,411 113,335 4,650 3,145,473 2,977,304 123,000 70,000 3,170,304 2,919,581 112,736 80,497 3,112,814 2,950,023 113,863 25,744 3,089,630 - - - 6,753 2,000,000 2,006,753 3,145,473 3,170,304 3,112,814 5,096,383 1,582,280 143,894 1,726,174 1,729,622 154,500 1,884,122 1,687,359 154,500 1,841,859 1,705,659 183,571 1,889,230 1,726,174 1,884,122 1,841,859 1,889,230 48,348 363,938 13,200 229,900 655,386 415,195 900 10,700 1,572,574 1,999,369 415,195 10,700 1,572,574 1,998,469 400,241 5,000 645,900 1,051,141 2,381,559 3,883,491 3,840,328 2,940,371 763,914 589,843 2,326,220 1,784,325 4,700,388 (713,187) 569,815 3,366,463 93,879 4,030,157 (727,514) 946,930 2,618,172 407,772 3,972,874 2,156,012 725,023 3,386,691 2,017,172 6,128,886 Page 88 of 139 136 Budget by Fund Aviation Fund Five Year Financial Forecast AVIATION FUND FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance Operating Reserve Repair and Replacement Reserve Land Purchase Reserve Unreserved - Operating Total Beginning Fund Balance Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 946,930 2,618,172 407,772 3,972,874 725,023 3,386,691 2,017,172 6,128,886 1,192,626 3,218,088 7,618 4,418,332 606,750 4,528,329 7,618 5,142,697 629,811 5,192,090 7,618 5,829,519 Revenues Aviation Fees Jet Fuel Tax Interest Earnings Federal & State Aid Subtotal 2,950,023 113,863 25,744 3,089,630 2,980,808 115,002 30,397 3,126,207 3,011,939 116,152 56,984 3,185,075 3,043,421 117,314 80,320 3,241,055 3,075,259 118,487 87,917 3,281,663 Cash Transfers In Fleet Transportation CIP Subtotal 6,753 2,000,000 2,006,753 Total Sources 5,096,383 3,126,207 3,185,075 3,241,055 3,281,663 1,705,659 183,571 1,889,230 1,739,382 191,332 1,930,714 1,761,376 193,751 1,955,127 1,783,656 196,202 1,979,858 1,805,911 198,650 2,004,561 1,889,230 1,930,714 1,955,127 1,979,858 2,004,561 400,241 5,000 645,900 1,051,141 409,847 5,000 2,491,200 2,906,047 419,683 3,400 82,500 505,583 430,175 4,600 139,600 574,375 440,499 4,100 41,600 486,199 Total Uses 2,940,371 4,836,761 2,460,710 2,554,233 2,490,760 Sources Over/(Under) Uses 2,156,012 (1,710,554) 724,365 686,821 790,902 Ending Fund Balance Operating Reserve Repair and Replacement Reserve Land Purchase Reserve Unreserved Total Ending Fund Balance 725,023 3,386,691 2,017,172 6,128,886 1,192,626 3,218,088 7,618 4,418,332 606,750 4,528,329 7,618 5,142,697 629,811 5,192,090 7,618 5,829,519 614,160 5,929,100 77,161 6,620,421 Use of Funds: Divisions Community & Economic Development - Aviation Indirect Cost Allocation Subtotal Total Operating Budget Cash Transfers Out In Lieu Property Tax Direct Cost Allocation (Fire) CIP Fund (General Operating Projects) CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Subtotal - - - - Page 89 of 139 Budget by Fund 137 Aviation Fund Sources BUDGET BY FUND AVIATION FUND SOURCES Aviation Fees and Charges Revenue Aviation Fees and Charges Revenue adopted FY 2011/12 budget totals $3.0 million reflecting a 3.4 percent or $0.1 million increase from the FY 2010/11 year-end forecast. The revenue forecast assumes no fee increases in the FY 2011/12 budget. Aviation fees and charges are for a variety of services provided to airport customers including tie down fees, hangar rentals, fuel sales, and other rental charges. Fees are reviewed annually to determine if they cover the costs of the services provided. Adopted Budget to Actual/Forecast* (in millions) Interest Earnings Revenue Interest Earnings Revenue adopted FY 2011/12 budget totals $0.03 million, reflecting a $0.05 million decrease from the FY 2010/11 year-end forecast. Interest earnings are generated on idle Aviation Fund cash balance throughout the year. This revenue is a function of the relationship between the available cash balance and interest rate. The City earns interest on idle funds through various investment vehicles in accordance with Arizona Revised Statutes and City Ordinance. The City’s investment policy stresses safety above yield. Adopted Budget to Actual/Forecast* (in millions) Jet Fuel Tax Revenue Jet Fuel Tax Revenue projected FY 2011/12 budget totals $0.1 million, remaining flat with the FY 2010/11 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 3.0 3.0 2.7 3.6 3.5 3.0 * 2.9 * 2.9 2.8 3.4 ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 0.1 0.1 -* 0.1 * 0.1 0.1 0.1 ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 0.1 0.1 0.1 0.1 * 0.1 * 0.1 0.1 0.2 Transfers-In Transfers-in is the authorized movement of cash or other resources from other funds, divisions, departments, and/or capital projects. Transfers-in for FY 2011/12 total $2.0 million as a result of the Airport leasing five acres of the southeast corner of Scottsdale and Thunderbird Roads to the Transportation Division in perpetuity for the purpose of constructing and operating a park-and-ride facility. There is also a small transfer in of $6,753 from the Fleet Management Fund to recapture accumulated excess contributions from prior years as suggested by an internal audit recommendation. Page 90 of 139 138 Budget by Fund Aviation Fund Uses BUDGET BY FUND AVIATION FUND USES Aviation Fund Uses The Aviation Fund expenditures are presented by the following five major operating budget expenditure categories: personnel services, contractual services, commodities, capital outlay, and indirect cost allocation. Additionally, there are transfers-out to other funds. Personnel Services Personnel Services include the salaries and wages paid to employees, plus the City’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The adopted FY 2011/12 budget of $1.0 million represents 44 percent of the total Aviation Fund operating budget and remaining relatively flat with the adopted FY 2010/11 budget. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other City departments. Supplies are not included in the contractual services account. The adopted FY 2011/12 budget of $0.6 million represents 26 percent of the total Aviation Fund operating budget and reflects a 14 percent or $0.1 million decrease from the adopted FY 2010/11 budget primarily related to software maintenance and licensing related to intergovernmental customs. Adopted Budget to Actual/Forecast* (in millions) Commodities Commodities are expendable items purchased through the City-approved centralized purchasing process. This classification includes supplies, repair and replacement parts, small tools, and maintenance and repair materials that are not of a capital nature. The adopted FY 2011/12 budget of $0.07 million represents 3.1 percent of the total Aviation Fund operating budget and reflects a 37.5 percent or $0.07 million increase from the adopted FY 2010/11 budget primarily related to gas and oil costs. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 1.0 1.0 1.1 1.1 1.1 1.0 * 1.0 * 0.9 1.2 1.1 ADOPTED BUDGET ACTUAL / FORECAST* 0.6 0.7 0.5 0.6 0.6 0.6 * 0.7 * 0.5 0.6 0.6 ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 0.1 * -* 0.1 Page 91 of 139 Budget by Fund 139 Aviation Fund Uses BUDGET BY FUND Capital Outlay Capital Outlay includes the purchase of land, the purchase or construction of buildings, structures, and facilities of all types, plus machinery and equipment. To qualify as capital outlay, an item must have an estimated useful life of more than two years, typically have a unit cost of $5,000 or more, and be a betterment or improvement. The adopted FY 2011/12 budget is zero. AVIATION FUND USES Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* - -* -* - Indirect/Direct Cost Allocation Indirect/Direct Cost Allocation represents charges to the Aviation Fund for specific General Fund central administrative functions which benefit the Enterprise operations (e.g., City Manager, Financial Management, Human Resources, Legal, etc.). The City’s indirect costs are allocated to the Enterprise Funds based upon a combination of relative benefits received and the proportion of the overall operating budgets for direct service providers. The indirect cost allocation adopted FY 2011/12 budget of $0.2 million represents 9 percent of the total Aviation Fund operating budget remaining relatively flat with the adopted FY 2010/11 budget. Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The adopted FY 2011/12 budget of $1.1million reflects a 45 percent or a $0.9 million decrease from the adopted FY 2010/11 budget primarily related to decreased transfers out to the CIP Fund for Aviation capital projects. Also included in the transfersout budget is a transfer of $0.4 million to the General Fund for the direct cost of Fire services provided to the Scottsdale Airport. Aviation Fund Balance Fund balance/reserves protect the City’s financial condition and provide for unexpected economic challenges. Growth of fund balance occurs when revenues exceed expenditures. The City’s budget planning, and adopted financial policies call for the establishment of reserves as part of the resource allocation/limit setting process. This process allows the City to “set aside savings” before allocated or spent as budgeted expenditures. The specific make-up of the City’s fund balance and reserves are noted below. Operating Reserve Operating Reserve of $0.7 million is projected for the end of FY 2011/12. This reserve is intended to ensure adequate funding for operations for a maximum period of 90 days. The intent of the reserve is to provide for emergencies, provide for potential grant matches, and to ensure that General Fund subsidies are avoided. Page 92 of 139 140 Budget by Fund Aviation Fund Uses BUDGET BY FUND AVIATION FUND USES Repair and Replacement Reserve A Repair and Replacement Reserve of $3.4 million is projected for the end of FY 2011/12. The intent of the reserve is to ensure adequate funding for emergency repair and replacement needs at the airport. Land Purchase Reserve Land Purchase Reserve is projected to be $2.0 million at the end of FY 2011/12. The balance is intended to fund future land purchases. Unreserved Fund Balance Unreserved Fund Balance is projected to be zero at the end of FY 2011/12. The unreserved balance represents the net financial resources that are expendable or available for budgeting. Page 93 of 139 Budget by Fund 141 Internal Service Funds BUDGET BY FUND INTERNAL SERVICE FUNDS Adopted Budget $1,236.9 Million (a) Operating Budgets $465.0M (a) Grants, Trust,& Special Districts $19.4M Capital Projects $572.4M Contingencies / Reserves $180.1M General Fund Grant Funds Community Facilities General Fund $217.4M $18.6M $24.6M $28.9M Special Revenue Trusts & Special Districts Preservation Special Revenue $185.1M $1.5M $36.0M $0.8M Debt Service Funds $74.4M Neighborhood Drainage/Flood Cntrl $57.9M Grant Funds $10.5M Enterprise Funds Public Safety Enterprise Funds $122.9M $10.2M $62.0M Service Facilities Internal Service $13.7M $20.4M Transportation Capital Projects $128.4M $56.8M Internal Service $14.3M (a) $51.7M (b) Internal Service Funds identified above consist of the Fleet Management Fund, PC Replacement Fund, Risk Self-Insurance Fund and Healthcare Self-Insurance Fund Water/Wastewater $152.5M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $37.4M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $37.4M 142 Page 94 of 139 Budget by Fund Internal Service Funds BUDGET BY FUND INTERNAL SERVICE FUNDS Fund Purpose Internal Service Funds are established to account for the financing, on a cost-reimbursement basis, of commodities or services provided by one program for the benefit of other programs within the City. This allows the internal users of services to be charged for those services based on their use. The concept is the same as Enterprise Funds, except the customers are internal. Scottsdale has four separate Internal Service Funds to account for the activity of this fund type. The individual funds are Fleet Management, PC Replacement, Risk Management Self-Insurance Fund and Healthcare SelfInsurance Fund. In the adopted budget, Internal Service Offsets are included to eliminate the “double” budget, since the charges for these services are already included in the Divisions’ budgets. Internal Service Funds Sources Internal Service Funds Sources (in millions) Fleet PC Replacement Healthcare Risk Management Total Sources $ $ $ $ $ 14.3 1.2 25.0 4.8 45.3 PC Replacement $1.2 3% Healthcare $25.0 55% Fleet $14.3 31% Internal Service Funds Uses Internal Service Funds Uses (in millions) Personnel Services Contractual Commodities Debt Service Capital Outlay Other (Reserves) Total Uses Internal Service Offsets Adopted Budget $ $ $ $ $ $ $ $ $ 4.4 34.0 6.7 6.6 20.4 72.1 (37.4) 34.7 Risk Management $4.8 11% Personnel Services $4.4 6% Other (Reserves) $20.4 28% Capital Outlay $6.6 9% Commodities $6.7 10% Contractual $34.0 47% Note: Amounts are rounded in millions; therefore, differences may occur. Page 95 of 139 Budget by Fund 143 FY 2011/12 Adopted Budget 144 Budget by Fund Fleet Management Fund BUDGET BY FUND FLEET MANAGEMENT FUND Fund Purpose This fund is used to account for the expenditures associated with purchasing and maintaining the City’s vehicles. Replacement and operation of vehicles are charged to the City departments as internal operating costs to each program based on the quantity and type of vehicle used. The department charges become revenue to the Fleet Management Fund. Fleet Management Fund Sources (in millions) Internal Rates - Acquisition Internal Rates - M&O Interest Earnings Miscellaneous Revenue Transfers In Total Sources $ $ $ $ $ $ 3.1 11.0 0.2 14.3 Fleet Management Fund Uses (in millions) Personnel Services Contractual Commodities Capital Outlay Other (Reserves) Total Uses Internal Service Offset $ $ $ $ $ $ 3.2 1.5 6.6 5.6 6.1 23.1 Fleet Management Fund Sources Miscellaneous Revenue $0.2 1% Internal Rates Acquisition $3.1 22% Internal Rates - M&O $11.0 77% Fleet Management Fund Uses* Capital Outlay $5.6 24% Commodities $6.6 29% ($14.1) Contractual $1.5 6% Other (Reserves) $6.1 27% Personnel Services $3.2 14% * Excludes the Internal Service Offset of ($14.1) million Note: Amounts are rounded in millions; therefore, differences may occur. Page 97 of 139 Budget by Fund 145 Fleet Management Fund Summary FLEET MANAGEMENT FUND SUMMARY Actual 2009/10 Source of Funds: Beginning Fund Balance/Reserve Revenues Rates - Vehicle Acquisition Rates - Maintenance & Operation Insurance Recoveries Sale of Capital Assets Miscellaneous Revenue Interest Earnings Subtotal Total Sources Use of Funds: Division Public Works Vehicle Acquisition/Capital Outlay Fleet Operations Esitmated YE Savings Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Subtotal Total Operating Budget Cash Transfers Out CIP Fund - General Capital Projects CIP Fund - Fleet Projects Fleet One-Time Cash Adjustment for all other Funds Subtotal Total Uses Sources Over/(Under) Uses Adopted 2011/12 9,145,823 10,084,280 10,300,675 1,675,851 11,546,717 14,252 359,893 2,440 377,316 13,976,469 2,884,000 11,183,695 200,000 91,000 14,358,695 2,884,000 11,183,695 14,000 (180,000) 200,000 91,000 14,192,695 3,096,595 10,970,186 200,000 44,000 14,310,781 13,976,469 14,358,695 14,192,695 14,310,781 2,738,449 10,127,059 12,865,508 3,726,462 11,658,709 53,337 (237,034) 15,201,474 3,726,462 11,620,859 (1,363,306) 45,766 (82,681) 13,947,100 5,605,538 11,447,996 48,051 (150,000) 16,951,585 12,865,508 15,201,474 13,947,100 16,951,585 41,400 652,764 694,164 31,200 31,200 29,200 29,200 8,300 1,475,199 1,483,499 13,559,672 15,232,674 13,976,300 18,435,084 (153,610) Fund Balance: Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Ending Fund Balance Forecast 2010/11 9,821,093 416,797 GAAP to Budget Adjustment (A) Adopted 2010/11 - (873,979) 8,271,844 8,271,844 216,395 (4,124,303) 700,000 8,122,003 1,478,672 10,300,675 1,300,000 4,836,174 40,198 6,176,372 (A) Reflects cash transactions that do not affect revenues or expenditures but still impact the ending fund balance. Page 98 of 139 146 Budget by Fund Fleet Management Fund Five Year Financial Forecast FLEET MANAGEMENT FUND FIVE YEAR FINANCIAL FORECAST Adopted 2011/12 Source of Funds: Beginning Fund Balance/Reserve Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 10,300,675 6,176,372 7,131,508 8,232,053 10,056,587 3,096,595 10,970,186 200,000 44,000 14,310,781 3,500,000 12,152,667 200,000 47,000 15,899,667 3,605,000 12,901,049 200,000 106,000 16,812,049 3,713,150 13,185,825 200,000 161,000 17,259,975 3,824,545 13,474,026 200,000 219,000 17,717,571 14,310,781 15,899,667 16,812,049 17,259,975 17,717,571 5,605,538 11,447,996 48,051 (150,000) 16,951,585 2,871,143 12,152,667 69,821 (157,500) 14,936,131 2,925,423 12,901,049 40,307 (165,375) 15,701,404 2,368,176 13,185,825 41,184 (173,644) 15,421,541 2,952,229 13,474,026 58,285 (182,326) 16,302,214 16,951,585 14,936,131 15,701,404 15,421,541 16,302,214 8,300 1,475,199 1,483,499 8,400 8,400 10,100 10,100 13,900 13,900 12,300 12,300 Total Uses 18,435,084 14,944,531 15,711,504 15,435,441 16,314,514 Sources Over/(Under) Uses (4,124,303) 955,136 1,100,545 1,824,534 1,403,057 Revenues Rates - Vehicle Acquisition Rates - Maintenance & Operation Insurance Recoveries Sale of Capital Assets Miscellaneous Revenue Interest Earnings Subtotal Total Sources Use of Funds: Division Public Works Vehicle Acquisition/Capital Outlay Fleet Operations Esitmated YE Savings Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Subtotal Total Operating Budget Cash Transfers Out CIP Fund - General Capital Projects CIP Fund - Fleet Projects Fleet One-Time Cash Adjustment for all other Funds Subtotal GAAP to Budget Adjustment (A) - Fund Balance: Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Ending Fund Balance 1,300,000 4,836,174 40,198 6,176,372 1,000,000 6,000,927 130,581 7,131,508 700,000 7,224,797 307,256 8,232,053 700,000 8,868,187 488,400 10,056,587 700,000 10,079,818 679,826 11,459,644 (A) Reflects cash transactions that do not affect revenues or expenditures but still impact the ending fund balance. Page 99 of 139 Budget by Fund 147 Fleet Management Sources BUDGET BY FUND FLEET MANAGEMENT FUND SOURCES Rates - Vehicle Acquisition Revenue Rates - Vehicle Acquisition represents the “rental” rate charged to other City funds and programs sufficient for the acquisition and replacement of City vehicles. For FY 2011/12, approximately 22 percent of the Fleet Management Fund’s operating revenues come from rates related to vehicle acquisition. The vehicle acquisition rates for FY 2011/12 total approximately $3.1 million and represent a $0.2 million increase from the FY 2010/11 year-end revenue forecast. The increase is primarily attributed to the efforts beginning with FY 2009/10 and into FY 2011/12 to properly forecast a more realistic and sustainable requirement. Adopted Budget to Actual/Forecast* (in millions) Rates - Maintenance & Operation Revenue Rates - Maintenance & Operation represents the “rental” rate to other City programs sufficient for the maintenance and operation of City vehicles. For FY 2011/12, approximately 76 percent of the Fleet Management Fund’s operating revenues come from rates related to vehicle maintenance and operation. The maintenance and operations rates revenue for FY 2011/12 totals an estimated $11.0 million which is a decrease of approximately $0.2 from the FY 2010/11 year-end revenue forecast. Adopted Budget to Actual/Forecast* (in millions) Miscellaneous Revenue Miscellaneous Revenue comes from the liquidation of surplus property as well as any insurance recoveries received. The FY 2011/12 budget is $0.2 million, which remains relatively flat with the FY 2010/11 budget. The FY 2010/11 year-end revenue forecast includes a rare occurrence of loss on disposal of assets total estimate of ($0.2) million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 3.1 2.9 1.7 5.4 5.4 3.1 * 2.9 * 1.7 5.4 5.4 ADOPTED BUDGET ACTUAL / FORECAST* 11.0 11.2 11.9 12.9 10.3 11.0 * 11.2 * 11.5 12.9 10.3 ADOPTED BUDGET ACTUAL / FORECAST* 0.2 0.2 0.2 0.2 0.2 0.2 * -* 0.4 0.3 0.2 Page 100 of 139 148 Budget by Fund Fleet Management Sources BUDGET BY FUND Interest Earnings Interest Earnings are generated on idle Fleet Management Fund cash balance throughout the year. This revenue is a function of the relationship between the available cash balance and interest rate. The City earns interest on idle funds through various investment vehicles in accordance with Arizona Revised Statutes and City Ordinance. The City’s adopted investment policy stresses safety above yield. The adopted FY 2011/12 interest earnings budget is $44,000. FLEET MANAGEMENT FUND SOURCES Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.2 0.3 0.5 -* 0.1 * 0.3 0.4 0.5 Page 101 of 139 Budget by Fund 149 Fleet Management Uses BUDGET BY FUND FLEET MANAGEMENT FUND USES Fleet Management Fund Uses The direct operating expenditures of the Fleet Management Fund are divided into the following four major expenditure categories: Personnel Services Personnel Services include the salaries and wages paid to employees, plus the City’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The adopted personnel services budget totals approximately $3.2 million, which represents 19 percent of the Fleet Management Fund total operating budget for FY 2011/12. The adopted FY 2011/12 personnel services remained flat from the FY 2010/11 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other City departments. Supplies are not included in the contractual services account. The adopted budget of $1.5 million represents 9 percent of the Fleet Management Fund total operating budget for FY 2011/12. The adopted FY 2011/12 contractual services budget remained flat from the FY2010/11 adopted budget. Adopted Budget to Actual/Forecast* (in millions) Commodities Commodities are expendable items purchased through the City-approved centralized purchasing process. This classification includes fuel, supplies, repair and replacement parts, small tools, and maintenance and repair materials that are not of a capital nature. The budget of $6.6 million represents 39 percent of the Fleet Management Fund total operating budget for FY 2011/12. The adopted FY 2011/12 commodities budget decreased $0.2 million from the adopted budget FY 2010/11, reflecting cost saving measures due to budget reduction strategies offset by rising fuel costs. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 3.2 3.1 3.5 3.6 3.7 3.2 * 3.2 * 3.2 3.5 3.7 ADOPTED BUDGET ACTUAL / FORECAST* 1.5 1.5 1.6 1.2 1.2 1.5 * 1.5 * 1.2 1.4 1.2 ADOPTED BUDGET ACTUAL / FORECAST* 6.6 6.8 6.7 8.4 6.1 6.6 * 5.5 * 5.6 5.9 6.1 Page 102 of 139 150 Budget by Fund Fleet Management Uses BUDGET BY FUND Capital Outlay Capital Outlay includes the purchase of land, the purchase or construction of buildings, structures, and facilities of all types, plus machinery and equipment. To qualify as capital outlay, an item must have an estimated useful life of more than two years, typically have a unit cost of $10,000 or more, and be a betterment or improvement. The capital outlay budget of $5.6 million represents 33 percent of the Fleet Management Fund total operating budget for FY 2011/12. The adopted FY 2011/12 capital outlay budget increased approximately $1.9 million from the FY 2011/12 adopted budget. The budget increase is primarily attributed to the replacement of 7 or 8 Solid Waste trucks for an estimated $1.9 million and the efforts to properly forecast a more realistic and sustainable replacement planning requirement. FLEET MANAGEMENT FUND USES Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 5.6 3.7 2.1 3.4 3.3 5.6 * 3.7 * 3.5 3.1 4.4 Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. Transfers-out totaling $1.5 million are planned in FY 2011/12, as a result of an Internal Audit recommendation to reduce the Fleet Fund cash balance to establish a more realistic and sustainable requirement. The operating funds which contributed to this excess will receive their proportionate shared returned. Fleet Management Fund Balance The Fleet Management Fund balance varies primarily due to the vehicle replacement schedule. The portion of internal charges to programs for replacement vehicles is evenly spread over the expected life of the vehicles. This charge becomes revenue to the Fleet Management Fund and is representative of the replacement charge for many vehicles with differing useful lives. Therefore, the revenue does not vary significantly by year, but the year in which vehicles are purchased may vary significantly if, for example, several large, expensive vehicles are scheduled for replacement in a single year. The fund balance at the end of each year includes the accumulated balance to be used for future year vehicle purchases. The ending FY 2011/12 fund balance is projected to be approximately $6.2 million, which is a $2.1 million decrease from the FY 2010/11 adopted ending balance. Page 103 of 139 Budget by Fund 151 FY 2011/12 Adopted Budget 152 Budget by Fund PC Replacement Fund BUDGET BY FUND PC REPLACEMENT FUND Fund Purpose This fund is used to account for the expenditures associated with purchasing the City’s computers, monitors and printers. Replacement of computers, monitors and printers (hardware) is charged to the City divisions as internal operating costs to each program based on the quantity and type of hardware used. The division charges become revenue to the PC Replacement Fund. PC Replacement Fund Sources PC Replacement Fund Sources (in millions) Transfers In Total Sources $ $ 1.2 1.2 Transfers In $1.2 100% PC Replacement Fund Uses (in millions) Personnel Services Contractual Commodities Capital Outlay Total Uses Internal Service Offset $ $ $ $ $ PC Replacement Fund Uses* 1.0 1.0 Capital Outlay $1.0 100% ($1.2) * Excludes the Internal Service Offset of ($1.2) million Note: Amounts are rounded in millions; therefore, differences may occur. Budget by Fund Page 105 of 139 153 PC Replacement Fund Summary PC REPLACEMENT FUND SUMMARY Source of Funds: Beginning Fund Balance* Actual 2009/10 Adopted 2010/11 Forecast 2010/11 Adopted 2011/12 - Revenues Rates - CPUs Rates - Laptops Rates - Ruggedized CF-29, 30, 31s Rates - Ruggedized CF-19s Rates - Ruggedized HP-24s Rates - Monitors 17" Rates - Monitors 19" Rates - Monitors 24" Rates - Printers B/W Rates - Printers Color Interest Earnings Subtotal - Cash Transfers In General Fund Subtotal 1,200,000 1,200,000 Total Sources 1,200,000 Use of Funds: Division Admin Services - Information Technology CPU Purchases Laptop Purchases Ruggedized CF-31 Purchases Ruggedized CF-19 Purchases Ruggedized HP-24 Purchases Monitors - 17" Purchases Monitors - 19" Purchases Monitors - 24" Purchases Printers - Network B/W Printers - Network Color Subtotal 304,357 81,155 487,725 27,797 29,380 17,628 4,591 26,199 14,018 992,849 Total Operating Budget 992,849 Total Uses 992,849 Sources Over / (Under) Uses 207,151 Total Ending Fund Balance 207,151 * This is a new fund beginning in FY 2011/12 and will be used to account for computer equipment. Page 106 of 139 154 Budget by Fund PC Replacement Fund Five Year Financial Forecast PC REPLACEMENT FUND FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance* Revenues Rates - CPUs Rates - Laptops Rates - Ruggedized CF-29, 30, 31s Rates - Ruggedized CF-19s Rates - Ruggedized HP-24s Rates - Monitors 17" Rates - Monitors 19" Rates - Monitors 24" Rates - Printers B/W Rates - Printers Color Interest Earnings Subtotal Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 - 207,151 426,409 583,017 1,034,743 - 352,693 108,010 393,791 28,492 5,357 29,376 17,626 4,591 26,199 14,018 352,693 108,010 393,791 28,492 5,357 29,376 17,626 4,591 26,199 14,018 352,693 108,010 393,791 28,492 5,357 29,376 17,626 4,591 26,199 14,018 352,693 108,010 393,791 28,492 5,357 29,376 17,626 4,591 26,199 14,018 - 980,153 980,153 980,153 980,153 Cash Transfers In General Fund Subtotal 1,200,000 1,200,000 Total Sources 1,200,000 980,153 980,153 980,153 980,153 304,357 81,155 487,725 27,797 29,380 17,628 4,591 26,199 14,018 992,849 253,844 109,191 302,570 3,475 29,380 17,628 4,591 26,199 14,018 760,894 356,788 109,191 248,378 17,373 29,380 17,628 4,591 26,199 14,018 823,546 392,595 28,035 9,032 6,949 29,380 17,628 4,591 26,199 14,018 528,427 455,896 212,479 921,258 86,866 26,787 29,380 17,628 4,591 26,199 14,018 1,795,102 Total Operating Budget 992,849 760,894 823,546 528,427 1,795,102 Total Uses 992,849 760,894 823,546 528,427 1,795,102 Sources Over / (Under) Uses 207,151 219,259 156,607 451,726 207,151 426,409 583,017 1,034,743 Use of Funds: Division Admin Services - Information Technology CPU Purchases Laptop Purchases Ruggedized CF-31 Purchases Ruggedized CF-19 Purchases Ruggedized HP-24 Purchases Monitors - 17" Purchases Monitors - 19" Purchases Monitors - 24" Purchases Printers - Network B/W Printers - Network Color Subtotal Total Ending Fund Balance - - - - (814,949) 219,795 * This is a new fund beginning in FY 2011/12 and will be used to account for computer equipment. Budget by Fund Page 107 of 139 155 PC Replacement Fund Sources BUDGET BY FUND PC REPLACEMENT FUND SOURCES PC Replacement Fund Revenue Rates - Computer, Monitor, and Printer Acquisition represents the “rental” rate charged to other City funds and programs sufficient for the acquisition and replacement of City computer hardware. This is a new program so no revenues were received before FY 2011/12. Revenues in the form of user charges to the operating divisions will not occur until FY 2012/13. Adopted Budget to Actual/Forecast* (in millions) Miscellaneous Revenue Miscellaneous Revenue comes from the liquidation of surplus property. The FY 2011/12 budget is zero as old computer equipment does not have a high surplus value. Adopted Budget to Actual/Forecast* (in millions) Interest Earnings Interest earnings are generated on idle PC Replacement Fund cash balance throughout the year. This revenue is a function of the relationship between the available cash balance and interest rate. The City earns interest on idle funds through various investment vehicles in accordance with Arizona Revised Statutes and City Ordinance. The City’s adopted investment policy stresses safety above yield. Anticipated Interest earnings for FY 2011/12 is minimal. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* - -* -* - ADOPTED BUDGET ACTUAL / FORECAST* - -* -* - ADOPTED BUDGET ACTUAL / FORECAST* - -* -* - Transfers-In In order to establish the initial funding for PC Replacement, there is a one time transfer from the General Fund budgeted for FY 2011/12 in the amount of $1.2 million. Future year transfers will not be necessary since the fund will start receiving revenues in FY 2012/13 in the form of user fees from the operating divisions. Page 108 of 139 156 Budget by Fund PC Replacement Fund Uses BUDGET BY FUND PC REPLACEMENT FUND USES PC Replacement Fund Uses The direct operating expenditures of the PC Replacement Fund are budgeted in the following major expenditure category: Capital Outlay Capital Outlay includes the purchase of desktop computers, laptops, ruggedized laptops, monitors, and printers. The computer hardware inventory for the entire City is aggregated as one asset and is thus classified as a capital asset on the City’s balance sheet. To qualify as capital outlay, an item must have an estimated useful life of more than two years, typically have a unit cost of $5,000 or more, and be a betterment or improvement. The adopted FY 2011/12 capital outlay budget is approximately $1.0 million. This is the first year of this program. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 1.0 - 1.0 * -* - PC Replacement Fund Balance The PC Replacement Fund balance varies primarily due to the hardware replacement schedule. The portion of internal charges to programs for replacement hardware is evenly spread over the expected life of the hardware. This charge becomes revenue to the PC Replacement Fund and is representative of the replacement charge for hardware with different costs. Therefore, the revenue does not vary significantly by year, but the year in which hardware is purchased may vary significantly if, for example, a large order of ruggedized laptops is scheduled for replacement in a single year. The fund balance at the end of each year includes the accumulated balance to be used for future year hardware purchases. The ending FY 2011/12 fund balance is projected to be approximately $0.2 million. Page 109 of 139 Budget by Fund 157 FY 2011/12 Adopted Budget 158 Budget by Fund Risk Management Self-Insurance Fund BUDGET BY FUND RISK MANAGEMENT SELF-INSURANCE FUND Fund Purpose The Risk Management Self-Insurance Fund is used to account for the City’s self-insurance, safety and risk management functions. Revenue to this fund is derived from internal charges to user programs. Payments for unemployment, workers’ compensation, and property and liability claims are made from this fund Risk Management Fund Sources (in millions) Internal Rates Unemployment Taxes Interest Earnings Recoveries/Reimbursements Transfers In Total Sources $ $ $ $ $ $ Risk Management Fund Sources 4.1 0.3 0.1 0.3 4.8 Unemployment Taxes $0.3 6% Interest Earnings $0.1 2% Internal Rates $4.1 86% Recoveries/ Reimbursements $0.3 6% Risk Management Fund Uses (in millions) Personnel Services Contractual Commodities Capital Outlay Other (Reserves) Total Uses Internal Service Offset $ $ $ $ $ $ Risk Management Fund Uses* Other (Reserves) $11.6 61% 0.6 6.6 0.1 11.6 18.9 Personnel Services $0.6 3% Contractual $6.6 35% ($4.5) Commodities $0.1 1% *Excludes the Internal Service Offset of ($4.5) million Note: Amounts are rounded in millions; therefore, differences may occur. Page 111 of 139 Budget by Fund 159 Risk Management Self-Insurance Fund Summary RISK MANAGEMENT SELF-INSURANCE FUND SUMMARY Source of Funds: Beginning Fund Balance Accruals (Short Term) Property Casualty Claims Reserve Total Beginning Fund Balance Revenues Property, Liability, Work Comp Rates Unemployment Taxes Interest - Property Casualty Property Tax (Tort Claims) Insurance/Claim Recoveries Special Event Reimbursements Subtotal Cash Transfers In Fleet Subtotal Total Sources Actual 2009/10 Adopted 2010/11 12,662,824 12,662,824 15,138,496 15,138,496 3,983,390 12,673,476 16,656,866 3,983,390 14,067,193 18,050,583 6,599,996 225,407 370,459 1,930,000 324,067 57,463 9,507,392 5,104,860 60,000 407,623 750,000 250,000 50,000 6,622,483 5,104,860 350,000 333,500 1,702,544 250,000 55,000 7,795,904 4,104,860 350,000 88,764 250,000 53,000 4,846,624 - - Forecast 2010/11 Adopted 2011/12 - 251 251 9,507,392 6,622,483 7,795,904 4,846,875 856,740 1,332,223 939,065 497,680 1,630,377 248,366 5,504,450 980,092 1,250,000 2,250,000 225,000 2,183,210 350,000 7,238,302 980,092 1,250,000 2,250,000 225,000 2,183,210 350,000 (845,015) 6,393,287 1,044,776 1,250,000 2,245,000 225,012 2,183,210 350,000 7,297,998 8,900 8,900 1,700 8,500 10,200 1,700 7,200 8,900 2,300 2,300 5,513,350 7,248,502 6,402,187 7,300,298 3,983,390 12,673,476 16,656,866 3,983,390 10,529,087 14,512,477 3,983,390 14,067,193 18,050,583 3,983,390 11,613,770 15,597,160 Use of Funds: Expenditures Risk Mgmt - Operating Budget Risk Mgmt - Excess Ins. Premiums Claims (General Liability) Claims (Property) Claims (Workers' Compensation) Claims (Unemployment) Estimated YE Savings Subtotal Cash Transfers Out Operating Projects CIP Fund (Tech. Replacement) Subtotal Total Uses Ending Fund Balance Accruals (short term) Property Casualty Claim Reserve Total Ending Fund Balance Page 112 of 139 160 Budget by Fund Risk Management Self-Insurance Fund Five Year Financial Forecast RISK MANAGEMENT SELF-INSURANCE FUND FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance Accruals (Short Term) Property Casualty Claims Reserve Total Beginning Fund Balance Revenues Property, Liability, Work Comp Rates Unemployment Taxes Interest - Property Casualty Property Tax (Tort Claims) Insurance/Claim Recoveries Special Event Reimbursements Subtotal Cash Transfers In Fleet Subtotal Total Sources Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 3,983,390 14,067,193 18,050,583 3,983,390 11,613,770 15,597,160 3,983,390 8,729,129 12,712,519 3,983,390 6,477,370 10,460,760 3,983,390 5,134,169 9,117,559 4,104,860 350,000 88,764 250,000 53,000 4,846,624 4,104,860 200,000 104,805 740,850 250,000 53,000 5,453,515 4,604,860 150,000 196,476 1,011,163 250,000 53,000 6,265,499 5,604,860 100,000 303,134 1,051,606 250,000 55,000 7,364,600 6,604,860 100,000 340,000 1,093,674 250,000 55,000 8,443,534 251 251 - - - - 4,846,875 5,453,515 6,265,499 7,364,600 8,443,534 1,044,776 1,250,000 2,245,000 225,012 2,183,210 350,000 7,297,998 1,051,287 1,475,000 3,064,130 275,000 2,270,538 200,000 8,335,955 1,055,403 1,475,000 3,186,695 286,000 2,361,360 150,000 8,514,458 1,059,924 1,475,000 3,314,163 299,000 2,455,814 100,000 8,703,901 1,062,769 1,500,000 3,446,729 299,000 2,554,047 100,000 8,962,545 2,300 2,300 2,200 2,200 2,800 2,800 3,900 3,900 7,300,298 8,338,155 8,517,258 8,707,801 8,965,945 3,983,390 11,613,770 15,597,160 3,983,390 8,729,129 12,712,519 3,983,390 6,477,370 10,460,760 3,983,390 5,134,169 9,117,559 3,983,390 4,611,758 8,595,148 Use of Funds: Expenditures Risk Mgmt - Operating Budget Risk Mgmt - Excess Ins. Premiums Claims (General Liability) Claims (Property) Claims (Workers' Compensation) Claims (Unemployment) Estimated YE Savings Subtotal Cash Transfers Out Operating Projects CIP Fund (Tech. Replacement) Subtotal Total Uses Ending Fund Balance Accruals (short term) Property Casualty Claim Reserve Total Ending Fund Balance 3400 3,400 Page 113 of 139 Budget by Fund 161 Risk Management Self-Insurance Fund Sources BUDGET BY FUND RISK MANAGEMENT SELF-INSURANCE FUND SOURCES Property Casualty Revenues Property Casualty Revenues represent this fund’s operating resources, which are derived from internal charges for services to other City funds. The fund covers excess insurance premiums, administrative charges and claim payments for general and auto liability/physical damages, workers’ compensation, unemployment taxes, and property damage. Adopted Budget to Actual/Forecast* (in millions) Property Taxes (Tort Claims) This revenue represents a reimbursement to the City’s Self-Insurance Fund for the “actual” cost of liability tort settlements and judgments approved by City Council and paid during the most recently completed calendar year. The inclusion of the tort claim reimbursements in the City’s primary tax levy is allowed per a March 20, 1986 Arizona Attorney General opinion. The tort expenses are paid from the Risk Management Self-Insurance Fund and therefore, the reimbursement becomes revenue to this fund. No tort claims are included in the FY 2011/12 adopted budget. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 4.8 5.8 7.3 6.7 6.7 4.8 * 6.1 * 7.6 7.6 7.5 ADOPTED BUDGET ACTUAL / FORECAST* 0.7 1.9 0.2 -* 1.7 * 1.9 0.2 Transfers-In Transfers-In may be used to address anticipated claim costs. A one-time transfer in of $251 from the Fleet Management Fund is budgeted for FY 2011/12. This one time transfer in from Fleet is a recapture of accumulated excess contributions from prior years as suggested by an internal audit recommendation. Page 114 of 139 162 Budget by Fund BUDGET BY FUND Risk Management Self-Insurance Fund Uses RISK MANAGEMENT SELF-INSURANCE FUND USES Risk Management Self-Insurance Fund Uses The direct operating expenditures of the Risk-Management Self-Insurance Fund are divided into the following four major expenditure categories plus transfers-out: Personnel Services Personnel Services include the salaries and wages paid to employees, plus the City’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The budget of more than $0.6 million represents approximately 9 percent of the FY 2011/12 Risk Management Self-Insurance Fund total operating budget. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for excess insurance premiums, claim payments, services performed by firms, individuals, or other City departments. The budget of $6.6 million represents approximately 90 percent of the FY 2011/12 Self-Insurance Fund operating budget. Adopted Budget to Actual/Forecast* (in millions) Commodities Commodities include supplies, repair and replacement parts, small tools, and maintenance and repair materials that are not of a capital nature. The adopted FY 2011/12 commodities budget of approximately $0.1 million remains consistent with the adopted FY 2010/11 budget. Adopted Budget to Actual/Forecast* (in millions) Capital Outlay Capital Outlay includes the purchase of land, the purchase or construction of buildings, structures, and facilities of all types, plus machinery and equipment. There is no capital outlay budget for FY 2011/12. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.6 0.6 0.5 0.7 0.7 0.6 * 0.6 * 0.6 0.9 0.7 ADOPTED BUDGET ACTUAL / FORECAST* 6.6 6.5 6.9 5.9 5.9 6.6 * 5.7 * 4.7 6.5 6.2 ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 0.1 0.1 0.1 0.1 * 0.1 * 0.1 0.2 0.1 ADOPTED BUDGET ACTUAL / FORECAST* - -* -* Page 115 of 139 Budget by Fund 163 Risk Management Self-Insurance Fund RISK MANAGEMENT SELF-INSURANCE FUND Uses BUDGET BY FUND USES Transfers-Out Transfers-Out is the authorized movement of cash to other funds, divisions, departments, and capital projects. Transfers-out of $2,300 are planned to help cover the cost of general capital projects. Risk Management Self-Insurance Fund Balance The Risk Management Self-Insurance Fund balance is maintained to provide for coverage of unemployment, workers’ compensation, and property and liability claims. The required fund balance is actuarially determined on an annual basis. The projected FY 2011/12 total ending fund balance is approximately $15.6 million, which is a decrease of $2.5 million from the FY 2010/11 year end forecast and is within actuary recommendations. Page 116 of 139 164 Budget by Fund Healthcare Self-Insurance Fund BUDGET BY FUND HEALTHCARE SELF-INSURANCE FUND Fund Purpose The Healthcare Self-Insurance Fund is used to account for the City’s self-insured medical and dental benefits. Revenue to this fund is derived from charges to user programs and consists of both City and employee components. This fund provides payment of actual healthcare expenses (medical, prescriptions and dental) and short term disability claims as well as claims administration and other benefit plan expenses. Healthcare Self-Insurance Fund Sources (in millions) Employer Contributions Employee Contributions Total Sources $ $ $ 17.7 7.3 25.0 Healthcare Self-Insurance Fund Uses (in millions) Personnel Services Contractual Commodities Capital Outlay Other (Reserves) Total Uses Internal Service Offset $ $ $ $ $ $ Healthcare Self-Insurance Fund Sources 0.5 25.9 0.1 2.7 29.1 Employer Contributions $17.7 71% Employee Contributions $7.3 29% Healthcare Self-Insurance Fund Uses* Contractual $25.9 89% Capital Outlay $0.1 0% Other (Reserves) $2.7 9% ($17.7) Personnel Services $0.5 2% * Excludes the Internal Service Offset of ($17.7) million Note: Amounts are rounded in millions; therefore, differences may occur. Page 117 of 139 Budget by Fund 165 Healthcare Self-Insurance Fund Summary HEALTHCARE SELF-INSURANCE FUND SUMMARY Source of Funds: Beginning Fund Balance Healthcare - Beginning Claims Reserve STD - Beginning Claims Reserve Total Beginning Fund Balance Actual 2009/10 Adopted 2010/11 Forecast 2010/11 Adopted 2011/12 8,083,198 858,245 8,941,443 8,083,197 903,163 8,986,360 6,529,089 1,088,558 7,617,648 3,109,674 1,077,908 4,187,583 Revenues Healthcare/Dental Revenues - COS Healthcare/Dental - Other Revenues EE STD - Rates Subtotal 22,828,338 2,024,715 330,033 25,183,086 18,669,529 3,118,140 320,000 22,107,669 18,669,529 3,118,140 21,787,669 17,693,223 7,275,891 24,969,114 Total Sources 25,183,086 22,107,669 21,787,669 24,969,114 Expenditures Healthcare Claims Healthcare - Dental Claims Healthcare - Live Life Well Program Behavioral Health and Stop Loss Insurance COS Administrative Expenses Provider Administrative Expenses STD - Claims Estimated YE Savings Subtotal 21,450,665 1,503,271 175,663 938,665 443,347 1,895,551 99,720 26,506,881 20,250,000 1,658,554 610,975 533,627 744,781 1,839,732 150,000 25,787,669 20,400,000 1,658,554 553,027 984,627 243,779 1,839,732 150,000 (1,595,559) 24,234,160 21,175,378 1,525,532 577,419 1,010,600 344,386 1,824,752 26,458,067 Total Uses 26,506,881 25,787,669 24,234,160 26,458,067 6,529,089 1,088,558 7,617,648 4,083,197 1,073,163 5,156,360 3,109,674 1,077,908 4,187,583 1,620,721 1,077,908 2,698,630 Use of Funds: Ending Fund Balance Healthcare Claims Reserve Short Term Disability Total Ending Fund Balance Page 118 of 139 166 Budget by Fund Healthcare Self-Insurance Fund Five Year Financial Forecast HEALTHCARE SELF-INSURANCE FUND FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance Healthcare - Beginning Claims Reserve STD - Beginning Claims Reserve Total Beginning Fund Balance Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 3,109,674 1,077,908 4,187,583 1,620,721 1,077,908 2,698,630 1,230,871 1,077,908 2,308,780 947,709 1,077,908 2,025,617 778,778 1,077,908 1,856,686 Revenues Healthcare/Dental Revenues - COS Healthcare/Dental - Other Revenues EE STD - Rates Subtotal 17,693,223 7,275,891 24,969,114 19,470,384 7,797,186 27,267,570 20,443,903 8,187,045 28,630,948 21,466,099 8,596,397 30,062,496 22,539,403 9,026,217 31,565,620 Total Sources 24,969,114 27,267,570 28,630,948 30,062,496 31,565,620 Expenditures Healthcare Claims Healthcare - Dental Claims Healthcare - Live Life Well Program Behavioral Health and Stop Loss Insurance COS Administrative Expenses Provider Administrative Expenses STD - Claims Estimated YE Savings Subtotal 21,175,378 1,525,532 577,419 1,010,600 344,386 1,824,752 26,458,067 22,234,147 1,571,298 578,324 1,061,130 351,274 1,861,247 27,657,420 23,345,854 1,618,437 578,862 1,114,187 358,299 1,898,472 28,914,111 24,513,147 1,666,990 579,487 1,169,896 365,465 1,936,441 30,231,426 25,738,804 1,717,000 579,932 1,228,391 372,774 1,975,170 31,612,071 Total Uses 26,458,067 27,657,420 28,914,111 30,231,426 31,612,071 1,620,721 1,077,908 2,698,630 1,230,871 1,077,908 2,308,780 947,709 1,077,908 2,025,617 778,778 1,077,908 1,856,686 732,327 1,077,908 1,810,235 Use of Funds: Ending Fund Balance Healthcare Claims Reserve Short Term Disability Total Ending Fund Balance Page 119 of 139 Budget by Fund 167 Healthcare Self-Insurance Fund Sources BUDGET BY FUND HEALTHCARE SELF-INSURANCE FUND SOURCES Healthcare Revenues Healthcare Revenues are comprised of contributions from the City (i.e., employer), employees, retirees, COBRA participants, medical leave conversion contributions, and interest earnings allocated to health care. The FY 2011/12 budget of $25.0 million is $0.8 million less than the FY 2010/11 forecast. Adopted Budget to Actual/Forecast* (in millions) Short Term Disability Revenues Short Term Disability Revenues represents the resources collected solely from employees participating in the City’s short term disability plan – no City (i.e., employer) contributions are made for short term disability coverage. In FY 2011/12 the STD benefits are to be provided on a fully insured basis through an outside insurance company. The FY 2011/12 revenue budget is $0. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 25.0 21.8 24.8 26.8 24.5 25.0 * 21.8 * 24.9 25.4 23.0 ADOPTED BUDGET ACTUAL / FORECAST* 0.3 0.3 0.3 0.3 -* -* 0.3 0.4 0.3 Transfers-In Transfers-In may be used to address unanticipated claim costs. In the FY 2011/12 adopted budget, there are no transfers-in planned to the Healthcare Self-Insurance Fund. Page 120 of 139 168 Budget by Fund BUDGET BY FUND Healthcare Self-Insurance Fund Uses HEALTHCARE SELF-INSURANCE FUND USES Healthcare Self-Insurance Fund Uses The direct operating expenditures of the Healthcare Self-Insurance Fund are divided into the following four major expenditure categories plus transfers-out: Personnel Services Personnel Services include the salaries and wages paid to employees, plus the City’s contribution for fringe benefits such as retirement, social security, health, and workers’ compensation insurance. The FY 2011/12 adopted budget of approximately $0.5 million is approximately the same as the FY 2010/11 forecast. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other City departments. The budget of $25.9 million represents approximately 98 percent of the FY 2011/12 Healthcare Self-Insurance Fund operating budget. The contractual services budget includes $24.5 million for health and dental claims and administration. Adopted Budget to Actual/Forecast* (in millions) Commodities Commodities include supplies, repair and replacement parts, small tools, and maintenance and repair materials that are not of a capital nature. The proposed FY 2011/12 commodities budget of approximately $13,500. Adopted Budget to Actual/Forecast* FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.5 0.6 0.3 - 0.5 * 0.5 * 0.3 0.3 - ADOPTED BUDGET ACTUAL / FORECAST* 25.9 25.1 24.5 26.8 24.9 25.9 * 23.6 * 24.3 24.5 18.3 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 2011/12 2010/11 2009/10 2008/09 2007/08 13,500 27,000 27,000 - 13,500 * 27,000 * 25,433 96,276 - Page 121 of 139 Budget by Fund 169 Healthcare Self-Insurance Fund Uses BUDGET BY FUND Capital Outlay Capital Outlay includes the purchase of land, the purchase or construction of buildings, structures, and facilities of all types, plus machinery and equipment. To qualify as capital outlay, an item must have an estimated useful life of more than two years, typically have a unit cost of $5,000 or more, and be a betterment or improvement. The capital outlay budget for FY 2011/12 is $50,000. HEALTHCARE SELF-INSURANCE FUND USES Adopted Budget to Actual/Forecast* FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 2011/12 2010/11 2009/10 2008/09 2007/08 50,000 50,000 - 50,000 * -* - Transfers-Out Transfers-Out is the authorized movement of cash to other funds, divisions, departments, and capital projects. The adopted FY 2011/12 budget has no transfers-out planned in the Healthcare Self-Insurance Fund. Healthcare Self-Insurance Fund Balance The Healthcare Self-Insurance Fund balance is maintained to provide for coverage of self-insured benefits. The required fund balance is actuarially determined on an annual basis. The projected FY 2011/12 total ending fund balance is approximately $2.7 million, which is a decrease of $1.5 million from the FY 2010/11 year end forecast and is within actuary recommendations. Page 122 of 139 170 Budget by Fund Grants, Trust & Special Districts BUDGET BY FUND GRANTS, TRUST & SPECIAL DISTRICTS Adopted Budget $1,236.9 Million (a) Operating Budgets $465.0M (a) Grants, Trust,& Special Districts $19.4M Capital Projects $572.4M Contingencies / Reserves $180.1M General Fund Grant Funds Community Facilities General Fund $217.4M $18.6M $24.6M $28.9M Special Revenue Trust & Special Districts Preservation Special Revenue $185.1M $1.5M $36.0M Debt Service Funds $74.4M $0.8M Neighborhood Drainage/Flood Cntrl $57.9M Grant Funds $10.5M Enterprise Funds Public Safety Enterprise Funds $122.9M $10.2M $62.0M Service Facilities Internal Service $13.7M $20.4M Transportation Capital Projects $128.4M $56.8M Internal Service $14.3M (a) $51.7M (b) Water/Wastewater $152.5M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $37.4M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $37.4M Page 123 of 139 Budget by Fund 171 Grants, Trust & Special Districts BUDGET BY FUND GRANTS, TRUST & SPECIAL DISTRICTS Grant Funds The Grant Funds receive and expend the City’s federal, state, and local grant revenues. The amount of grants received is generally based upon application to granting agencies by the City and through entitlement grants, contingent upon availability of funding by the grantors. Grant revenues may be used only for the stated purpose in the approved grant agreement and are subject to grantor expenditure guidelines and audits. The City will only expend grant funds that have been appropriately awarded by the granting agency and accepted in accordance with the City’s grant policy. Grant Fund Uses (in millions) Personnel Services Contractual Commodities Debt Service Capital Outlay Other (Reserves) Total Uses Grant Fund Uses $ $ $ $ $ $ $ 0.9 17.5 0.2 10.5 29.1 Contractual $17.5 60% Commodities $0.2 1% Other (Reserves) $10.5 36% Personnel Services $0.9 3% Trust Fund This fund is used to account for assets “held in trust” by the City. The City holds the funds in a trustee capacity as defined by the Governmental Accounting Standards Board (GASB) Statement No. 34. Special Districts Fund This fund is used to account for proceeds received by property owners in return for the City providing agreed-upon increased levels of municipal services beyond the standard level of core City services as allowed by statute. More specifically, the fund is used to account for the City’s streetlight districts. Special Districts Uses (in millions) Personnel Services Contractual Commodities Debt Service Capital Outlay Other Total Uses $ $ $ $ $ $ $ Special Districts Fund Uses 0.7 0.7 Contractual $0.7 100% Note: Amounts are rounded in millions; therefore, differences may occur. Page 124 of 139 172 Budget by Fund Grants Summary Grants Summary Grant Description CDBG HOME Section 8 ARRA Byrne JAG Grant - Court Autodialer ARRA CDBG-R Admin & Planning ARRA Energy Comm Audit Rebate Prog ARRA Public Safety Stabilization Program Arizona Criminal Justice Commission Full Service Forensic Crime Lab Arizona Criminal Justice Commission Paul Coverdell Forensic Science Improvement Program CAN-DO-FUND Community Baby Showers COS Awarded Grants DEA Task Force Library State Grant-In-Aid Mobile Web @ Scottsdale Public Library Preserve America Services to the Hispanic Community TLO Sustainment Partners for Paiute Neighborhood Center Playground 2010/11 12% Revenue Sharing Fort McDowell Indian Community 2008/09 12% Revenue Sharing Gila River Indian Community 2008/09 12% Revenue Sharing Gila River Indian Community - Ryan House 2007/08 12% Revenue Sharing Pascau Yaqui Tribe 2006/07 12% Revenue Sharing Salt River Pima Indian Community 2007/08 12% Revenue Sharing Salt River Pima Indian Community 2008/09 12% Revenue Sharing Salt River Pima Indian Community 2009/10 12% Revenue Sharing Salt River Pima Indian Community 2010/11 12% Revenue Sharing Salt River Pima Indian Community Subtotal Grants: Adopted 2011/12 3,788,522 1,621,719 6,655,124 3,084 19,683 207,000 74,984 105,673 4,000 15,500 3,000 486 122,220 16,000 7,400 35,800 5,000 10,578 10,712 5,500 10,000 100,000 4,878 9,965 36,840 15,000 80,000 121,740 13,090,408 Future Grant Description Community Services: 12% Revenue Sharing Fort McDowell Community Services: 12% Revenue Sharing Gila River Indian Community Community Services: 12% Revenue Sharing Salt River Pima Maricopa Indian Community Fire: FEMA Emergency Management Fire: State Homeland Security Grant Program Fire: UASI 2011 Library: Artist Series for Youth Library: Basic Investment Tools and Choices Library: Capacity Building for the Library Foundation Library: Collection Development Library: Collection Grant Library: Digital Content Development Library: Digital Humanities Start Up Grant for Innovative Projects Library: Game Creation Library: Literacy Readiness Initiative Library: Preparation of Print and Electronic Reading Lists Library: Preservation Assistance Grant Library: Regional Collection Development Grant Library: Training Programs for Teens Library: Website Improvements & Instructional Videos for Public Police: AATA Public Awareness Grant (VIN Etch) Police: Arizona Criminal Justice Commission Coverdell Formula Police: Arizona Criminal Justice Commission DNA Capacity Enhancement Police: Arizona Criminal Justice Commission Full Service Forensic Crime Lab Police: DNA Backlog Reduction Police: General Grants Police: Government Office of Highway Safety Plan Police: Government Office of Highway Safety: Click It or Ticket It Police: Governor's Office of Highway Safety Equipment Police: Justice Assistance Grant Other Future Grants Citywide Subtotal Grants: Adopted 2011/12 100,000 50,000 800,000 250,000 2,250,000 500,000 20,000 100,000 30,000 25,000 10,000 50,000 25,000 20,000 175,000 5,000 6,000 5,000 35,000 35,000 6,000 19,000 112,000 53,468 100,000 550,000 50,000 50,000 50,000 60,000 10,500,000 16,041,468 Total Grants: 29,131,876 Budget by Fund Page 125 of 139 173 Grant Funds Sources BUDGET BY FUND GRANT FUNDS SOURCES The City aggressively seeks grant funding to leverage City funds to address priority program and service needs. The major areas of the grant revenue budget are noted below: Community Development Block Grant (CDBG) and Housing Choice Voucher (Section 8) Community Development Block Grant (CDBG) and Housing Choice Voucher funds are awarded annually by the U.S. Department of Housing and Urban Development (HUD) through entitlement grants, based on formula allocations. These grant revenues may only be used for those projects specifically approved in the funding agreement meeting applicable federal regulations and are subject to agency expenditure guidelines and audits. Staff estimates the CDBG and Housing Choice Voucher allocations and prior year’s carryover for FY 2011/12 to be $3.8 million and $6.7 million respectively for a total of $10.5 million. Adopted Budget to Actual/Forecast* (in millions) HOME Funds HOME funds are received through the Maricopa County Home Consortium. Staff estimates the HOME allocation and prior year’s carryover for FY 2011/12 to total $1.6 million. Adopted Budget to Actual/Forecast* (in millions) Miscellaneous Federal, State and Local Grants Miscellaneous Federal, State and Local Grants include grants for law enforcement, fire services, community services, transportation, preservation projects and future grants contingency. The budget for these grants is estimated to total $17.1 million for FY 2011/12, of which $10.5 million is designated as future grants contingency revenue. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 10.5 8.9 9.5 7.2 7.5 10.5 * 8.9 * 7.1 6.7 7.7 ADOPTED BUDGET ACTUAL / FORECAST* 1.6 1.2 1.0 0.6 0.6 1.6 * 1.2 * 0.6 ADOPTED BUDGET ACTUAL / FORECAST* 17.1 14.9 14.6 11.5 11.3 17.1 * 14.9 * 1.7 1.7 1.8 Page 126 of 139 174 Budget by Fund Grant Funds Uses BUDGET BY FUND GRANT FUNDS USES Grant Fund Expenditures By Grant The City aggressively seeks grant funding to leverage City funds to address priority program and service needs. The major areas of the grants expenditures budget are noted below: Community Development Block Grants (CDBG) and Housing Choice Voucher Funds (Section 8) Community Development Block Grants (CDBG) and Housing Choice Voucher funds are used for social and housing services for the elderly, disabled and low-income families. The FY 2011/12 combined adopted budget is $10.4 million, reflecting an increase of $1.5 million from the FY 2010/11 adopted budget. Adopted Budget to Actual/Forecast* (in millions) HOME Funds HOME funds are used to provide affordable housing, expand the capacity of non-profit housing providers, strengthen the ability of local governments to provide housing, and leverage private-sector participation in housing. The FY 2011/12 adopted budget is $1.6 million, reflecting an increase of $0.4 million from the adopted FY 2010/11 budget. Adopted Budget to Actual/Forecast* (in millions) Miscellaneous Federal, State & Local Grants Miscellaneous Federal, State & Local Grants are typically used for the purchase of equipment and services related to the law enforcement, fire services, community services, transportation, preservation projects and future grants contingency. The FY 2011/12 adopted budget of $17.1 million reflects an increase of $2.2 million from the FY 2010/11 budget. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 10.4 8.9 9.5 7.2 7.5 10.4 * 8.9 * 7.0 7.2 6.6 ADOPTED BUDGET ACTUAL / FORECAST* 1.6 1.2 1.0 0.6 0.6 1.6 * 1.2 * 0.2 0.2 ADOPTED BUDGET ACTUAL / FORECAST* 17.1 14.9 14.6 11.5 11.3 17.1 * 14.9 * 2.2 1.6 1.4 Page 127 of 139 Budget by Fund 175 Trust Funds Summary TRUST FUNDS SUMMARY Source of Funds: Beginning Fund Balance Operating Contingency (A) Mayor's Committee for Employment of the Handicapped Total Beginning Fund Balance Revenues Mayor's Committee for Employment of the Handicapped Subtotal Total Sources Actual 2009/10 Adopted 2010/11 Forecast 2010/11 Adopted 2011/12 2,921 2,921 10,000 3,521 3,521 10,000 3,521 3,521 10,000 21 21 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 5,400 5,400 9,500 9,500 9,500 9,500 6,021 6,021 5,400 9,500 9,500 6,021 3,521 3,521 10,000 21 21 10,000 21 21 10,000 - Use of Funds: Expenditures Mayor's Committee for Employment of the Handicapped Subtotal Total Uses Ending Fund Balance Operating Contingency (A) Mayor's Committee for Employment of the Handicapped Total Ending Fund Balance (A) The Operating Contingency for the Trust Fund is an unfunded contingency that allows for the expenditure of unanticipated revenues and is not included in the beginning or ending fund balance. Any use of this unfunded contingency requires City Council's approval. Page 128 of 139 176 Budget by Fund Trust Funds Five Year Financial Forecast TRUST FUNDS FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance Operating Contingency (A) Mayor's Committee for Employment of the Handicapped Total Beginning Fund Balance Revenues Mayor's Committee for Employment of the Handicapped Subtotal Total Sources Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 10,000 21 21 10,000 - 10,000 - 10,000 - 10,000 - 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,021 6,021 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,000 6,021 6,000 6,000 6,000 6,000 10,000 - 10,000 - 10,000 - 10,000 - 10,000 - Use of Funds: Expenditures Mayor's Committee for Employment of the Handicapped Subtotal Total Uses Ending Fund Balance Operating Contingency (A) Mayor's Committee for Employment of the Handicapped Total Ending Fund Balance (A) The Operating Contingency for the Trust Fund is an unfunded contingency that allows for the expenditure of unanticipated revenues and is not included in the beginning or ending fund balance. Any use of this unfunded contingency requires City Council's approval. Page 129 of 139 Budget by Fund 177 Trust Fund Sources & Uses BUDGET BY FUND TRUST FUND SOURCES & USES All funds not expended in the current fiscal year are carried over to the next fiscal year to continue funding the intended purpose. The City maintains the following Trust Fund: Mayor’s Committee for Employment of the Handicapped This fund is used to account for proceeds for programs and activities to promote employment of handicapped individuals. The FY 2011/12 adopted budget for this trust fund is $6,021 and will be distributed to individuals in accordance with the program guidelines. Trust Fund Balance All balances not expended in the current fiscal year are carried over to the next fiscal year to continue funding for the intended purpose. Page 130 of 139 178 Budget by Fund FY 2011/12 Adopted Budget Budget by Fund 179 Special Districts Fund Summary SPECIAL DISTRICTS FUND SUMMARY Source of Funds: Beginning Fund Balance Streetlight Districts Total Beginning Fund Balance Actual 2009/10 Adopted 2010/11 Forecast 2010/11 Adopted 2011/12 624,164 624,164 352,554 352,554 377,599 377,599 286,026 286,026 Revenues Streetlight Districts Subtotal 291,716 291,716 574,387 574,387 482,814 482,814 724,643 724,643 Total Sources 291,716 574,387 482,814 724,643 538,281 538,281 574,387 574,387 574,387 574,387 724,643 724,643 Total Expenditures 538,281 574,387 574,387 724,643 Total Uses 538,281 574,387 574,387 724,643 377,599 377,599 352,554 352,554 286,026 286,026 286,026 286,026 Use of Funds: Expenditures Streetlight Districts Subtotal Ending Fund Balance Streetlight Districts Total Ending Fund Balance Page 132 of 139 180 Budget by Fund Special Districts Fund Five Year Financial Forecast SPECIAL DISTRICTS FUND FIVE YEAR FINANCIAL FORECAST Source of Funds: Beginning Fund Balance Streetlight Districts Total Beginning Fund Balance Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 286,026 286,026 286,026 286,026 286,026 286,026 286,026 286,026 286,026 286,026 Revenues Streetlight Districts Subtotal 724,643 724,643 724,643 724,643 782,614 782,614 845,224 845,224 912,841 912,841 Total Sources 724,643 724,643 782,614 845,224 912,841 724,643 724,643 724,643 724,643 782,614 782,614 845,224 845,224 912,841 912,841 Total Expenditures 724,643 724,643 782,614 845,224 912,841 Total Uses 724,643 724,643 782,614 845,224 912,841 286,026 286,026 286,026 286,026 286,026 286,026 286,026 286,026 286,026 286,026 Use of Funds: Expenditures Streetlight Districts Subtotal Ending Fund Balance Streetlight Districts Total Ending Fund Balance Page 133 of 139 Budget by Fund 181 Special Districts Sources & Uses SPECIAL DISTRICTS SOURCES & USES BUDGET BY FUND The revenue for these districts is a levy amount on the annual property tax bill of the property owners within the district. The levy is based on the relative value of each property tax parcel. All revenue not expended in the current fiscal year is carried over to the next fiscal year to continue funding the intended purpose. Special Districts Revenue Streetlight Districts Revenue represents the levy assessed on property owners within each of the City’s more than 350 streetlight districts. The FY 2011/12 revenue budget is $0.7 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2011/12 2010/11 2009/10 2008/09 2007/08 ADOPTED BUDGET ACTUAL / FORECAST* 0.7 0.6 0.6 0.6 0.6 0.7 * 0.5 * 0.3 0.7 0.6 Special Districts Fund Expenditures by District Streetlight District adopted FY 2011/12 expenditure budget is $0.7 million and will be used for electric costs and maintenance services of streetlights installed within certain areas throughout the community. Special Districts Fund Balance Special Districts Fund balance of approximately $0.3 million represents cash received from special district assessments and is restricted for the specific uses for which the district was established. All balances not expended in the current fiscal year are carried over to the next fiscal year to continue funding the intended purpose. Page 134 of 139 182 Budget by Fund CIP Funds BUDGET BY FUND CIP FUNDS Adopted Budget $1,236.9 Million (a) Operating Budgets $465.0M (a) Grants, Trust,& Special Districts $19.4M Capital Projects $572.4M Contingencies / Reserves $180.1M General Fund Grant Funds Community Facilities General Fund $217.4M $18.6M $24.6M $28.9M Special Revenue Trusts & Special Districts Preservation Special Revenue $185.1M $1.5M $36.0M Debt Service Funds $74.4M $0.8M Neighborhood Drainage/Flood Cntrl $57.9M Grant Funds $10.5M Enterprise Funds Public Safety Enterprise Funds $122.9M $10.2M $62.0M Service Facilities Internal Service $13.7M $20.4M Transportation Capital Projects $128.4M $56.8M Internal Service $14.3M (a) $51.7M (b) Water/Wastewater $152.5M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $37.4M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $37.4M Page 135 of 139 Budget by Fund 183 CIP Funds Summary CIP FUNDS SUMMARY (in thousands) Source of Funds: Beginning Fund Balance Revenues Bonds/Contracts Bond Proceeds General Obligation General Obligation Preserve Municipal Properties Corporation Lease Agreement Pay-As-You-Go Water & Water Reclamation Development Fees Regional Transportation Sales Tax (Prop 400) Grants Intergovernmental In-Lieu Fees Other Contributions Interest Earnings (A) Miscellaneous Subtotals Transfers In General Fund Transportation Fund Transportation Privilege Tax CIP Fund Preservation Privilege Tax Funds Bed Tax GO Bond Special Programs Fund Aviation Fund Water & Water Reclamation Fund Solid Waste Fund Fleet Fund Fleet Capital Project Fund Internal Service Funds Subtotals Total Revenues & Transfers In Total Sources of Funds 184 Actual 2009/10 Adopted 2010/11 Forecast 2010/11 Adopted 2011/12 180,930.3 296,006.8 235,402.2 173,113.8 50,800.0 - 200,000.0 - 22,525.0 20,000.0 13,750.0 - 3,351.2 3,548.7 2,097.2 4,272.9 (781.2) 63,288.9 3,410.0 50,184.9 25,208.7 37.0 21,284.0 2,006.8 302,131.4 3,172.6 22,298.4 41,534.5 151.7 1,037.6 1,808.6 112,528.4 3,410.0 24,311.0 31,160.2 153.8 16,960.0 1,029.5 90,774.5 11,923.7 7,514.5 5,922.6 22,174.8 1,023.4 243.1 108,480.6 31.6 666.9 36.2 158,017.3 2,239.2 7,707.0 1,588.7 1,584.2 47,062.0 1,469.4 31.2 10.2 61,691.9 1,977.0 7,644.0 432.0 804.1 175.0 1,297.1 1,583.2 25,907.8 1,467.5 29.2 7.2 41,324.0 2,000.0 7,675.5 103.0 5,110.0 1,815.5 3,091.8 650.9 92,413.7 477.0 8.3 1,100.0 2.3 114,448.0 221,306.2 363,823.3 153,852.4 205,222.5 402,236.5 659,830.1 389,254.6 378,336.3 Page 136 of 139 Budget by Fund CIP Funds Summary CIP FUNDS SUMMARY Actual 2009/10 (in thousands) Use of Funds: Program Expenditures Community Facilities Preservation Drainage & Flood Control Public Safety Service Facilities Transportation Water Management (B) Prior Year Unexpended Subtotal 14,924.3 7,928.0 1,498.4 5,171.6 21,944.9 30,629.4 36,505.6 118,602.2 Less: Estimated Capital Improvement Expenditures Subtotal: Unexpended at Year End Transfers Out To CIP General Fund To Operating General Fund To Fleet Capital Project Fund To General CIP Fund - Bond Exp Reimb To Transp Privilege Tax CIP Fund - Bond Exp Reimb To CIP Water & Water Reclamation Funds To Grant Fund To Preservation Privilege Tax Funds To Transportation Fund To Aviation Operating To Aviation CIP To Water & Water Reclamation Operating Funds To RWDS Subtotal 9,048.5 1,352.8 9,412.5 12,758.2 14,676.7 10.0 655.6 154.2 (0.1) 163.8 48,232.2 Total Use of Funds 166,834.3 Ending Fund Balance (C) Capital Grant Contingency (C) Capital Airport Grant Contingency (C) Capital Water Contingency Bond 2010 Contingency (C) Tourism Related Project Contingency (D) Reserved: Capital General Contingency (E) Reserved Fund Balance Total Ending Fund Balance 5,540.0 229,862.2 235,402.2 (A) Adopted 2010/11 37,742.6 208,232.7 44,625.4 20,597.1 18,354.9 167,610.6 180,506.5 677,669.8 Forecast 2010/11 9,178.1 46,185.9 4,536.7 5,041.5 20,422.6 45,187.6 62,610.4 193,162.9 Adopted 2011/12 24,569.5 185,151.7 57,934.2 10,205.6 13,662.4 128,371.8 152,510.4 572,405.6 (237,184.4) (199,405.7) 440,485.4 372,999.9 3,571.8 249.0 15,689.3 19,510.1 432.0 3,572.0 249.0 18,724.9 22,977.9 1,203.0 868.8 889.0 2,000.0 18,114.9 23,075.7 256,694.5 216,140.8 222,481.5 5,000.0 5,500.0 10,000.0 10,000.0 - 4,452.3 5,500.0 10,000.0 10,000.0 - 5,000.0 5,950.0 10,000.0 29,315.5 4,500.0 368,135.6 403,135.6 3,815.4 139,346.1 173,113.8 6,500.0 99,089.4 155,854.9 Amount represents receivables for deferred revenue. (B) Prior year unexpended sources and uses of funds are estimated and included in Beginning Fund Balance (Sources) or by program (Uses). Prior year unexpended uses are based on annual cashflow estimates. (C) Unfunded contingency that allows for the expenditure of unanticipated revenues and is not included in the beginning or ending fund balance. City Council approval is required before making expenditures from capital contingencies. (D) The Tourism Related Project Contingency is for planned expenditures, and revenue assumes transfers-in from the Bed Tax and MPC bond issuance pending Council approval to create new project(s). (E) The unused portion of the FY 2011/12 Capital Contingency will carry forward in the five year CIP financial plan up to $4.5 million. The annual $4.5 million Capital Contingency in 2012/13 to FY 2015/16 is used for planning purposes and does not represent additional cumulative funding of $18.0 million (i.e. 4 yrs x $4.5 million). Only the portion of the contingency amount used and replenished in a fiscal year is considered contingency funding. Budget by Fund Page 137 of 139 185 CIP Funds Five Year Financial Forecast CIP FUNDS FIVE YEAR FINANCIAL FORECAST (in thousands) Source of Funds: Beginning Fund Balance Revenues Bonds/Contracts Bond Proceeds General Obligation General Obligation Preserve Municipal Properties Corporation Lease Agreement Pay-As-You-Go Water & Water Reclamation Development Fees Regional Transportation Sales Tax (Prop 400) Grants Intergovernmental In-Lieu Fees Other Contributions Interest Earnings Miscellaneous Subtotals Transfers In General Fund Transportation Fund Transportation Privilege Tax CIP Fund Preservation Privilege Tax Funds Bed Tax GO Bond Special Programs Fund Aviation Fund Water & Water Reclamation Fund Solid Waste Fund Fleet Fund Fleet Capital Project Fund Internal Service Funds Subtotals Total Revenues & Transfers In Total Sources of Funds 186 Adopted 2011/12 Forecast 2012/13 Forecast 2013/14 127,055.2 Forecast 2014/15 173,113.8 155,854.9 13,750.0 - 19,529.0 - 3,410.0 24,311.0 31,160.2 153.8 16,960.0 1,029.5 90,774.5 5,512.9 10,137.7 14,189.3 156.0 21,228.2 1,348.4 72,101.5 7,420.2 7,706.1 5,367.5 158.3 5,156.0 2,605.7 28,413.8 9,125.9 17,127.9 5,745.4 160.7 4,056.0 3,577.8 39,793.7 11,402.1 2,123.4 163.1 32,351.3 3,966.9 50,006.8 2,000.0 7,675.5 103.0 5,110.0 1,815.5 3,091.8 650.9 92,413.7 477.0 8.3 1,100.0 2.3 114,448.0 1,998.0 7,822.9 2,975.0 579.2 48.6 2,496.2 44,491.0 309.1 8.4 2.2 60,730.6 2,008.0 8,014.4 100.0 78.5 85.9 45,386.6 7.4 10.1 2.8 55,693.7 2,018.1 8,250.2 50.0 95.0 144.2 46,164.6 10.0 13.9 3.9 56,749.9 2,028.2 8,506.4 72.2 45.7 45,915.4 8.9 12.3 3.4 56,592.5 205,222.5 132,832.1 84,107.6 96,543.5 106,599.3 378,336.3 288,686.9 211,162.7 193,432.4 178,273.7 - 96,888.9 Forecast 2015/16 71,674.4 - - Page 138 of 139 Budget by Fund CIP Funds Five Year Financial Forecast CIP FUNDS FIVE YEAR FINANCIAL FORECAST Adopted 2011/12 (in thousands) Source of Funds: Use of Funds: Program Expenditures Community Facilities Preservation Drainage & Flood Control Public Safety Service Facilities Transportation Water Management (A) Prior Year Unexpended Subtotal Less: Estimated Capital Improvement Expenditures Subtotal: Unexpended at Year End Transfers Out To CIP General Fund To Operating General Fund To Fleet Capital Project Fund To General CIP Fund - Bond Exp Reimb To Transp Privilege Tax CIP Fund - Bond Exp Reimb To CIP Water & Water Reclamation Funds To Grant Fund To Preservation Privilege Tax Funds To Transportation Fund To Aviation Operating To Aviation CIP To Water & Water Reclamation Operating Funds To RWDS Subtotal Total Use of Funds Ending Fund Balance Capital Grant Contingency (B) (B) Capital Airport Grant Contingency Capital Water Contingency (B) Bond 2010 Contingency (B) (C) Tourism Related Project Contingency Reserved: Capital General Contingency (D) Reserved Fund Balance Total Ending Fund Balance Forecast 2012/13 Forecast 2013/14 Forecast 2014/15 Forecast 2015/16 24,569.5 185,151.7 57,934.2 10,205.6 13,662.4 128,371.8 152,510.4 572,405.6 5,891.0 325.0 8,280.2 623.8 1,896.7 47,211.9 23,675.0 372,999.9 460,903.5 112.0 80.0 747.0 2,458.5 34,124.1 43,400.0 319,655.2 400,576.8 112.0 80.0 970.2 3,833.2 25,921.0 46,900.0 308,119.9 385,936.3 112.0 80.0 553.2 3,289.9 11,125.0 22,050.0 287,069.6 324,279.7 (199,405.7) (141,248.2) (92,457.0) (98,866.7) (50,439.2) 372,999.9 319,655.2 308,119.9 287,069.6 273,840.5 1,203.0 868.8 889.0 2,000.0 18,114.9 23,075.7 417.3 19,966.2 20,383.5 21,816.9 21,816.9 22,891.3 22,891.3 24,033.6 24,033.6 222,481.5 161,631.7 114,273.9 121,758.0 74,472.8 5,000.0 5,950.0 10,000.0 29,315.5 5,000.0 - 5,000.0 - 5,000.0 - 5,000.0 - 6,500.0 99,089.4 155,854.9 4,500.0 117,555.2 127,055.2 4,500.0 87,388.9 96,888.9 4,500.0 62,174.4 71,674.4 4,500.0 94,300.9 103,800.9 (A) Prior year unexpended sources and uses of funds are estimated and included in Beginning Fund Balance (Sources) or by program (Uses). Prior year unexpended uses are based on annual cashflow estimates. (B) Unfunded contingency that allows for the expenditure of unanticipated revenues and is not included in the beginning or ending fund balance. City Council approval is required before making expenditures from capital contingencies. (C) The Tourism Related Project Contingency is for planned expenditures, and revenue assumes transfers-in from the Bed Tax and MPC bond issuance pending Council approval to create new project(s). (D) The unused portion of the FY 2011/12 Capital Contingency will carry forward in the five year CIP financial plan up to $4.5 million. The annual $4.5 million Capital Contingency in 2012/13 to FY 2015/16 is used for planning purposes and does not represent additional cumulative funding of $18.0 million (i.e. 4 yrs x $4.5 million). Only the portion of the contingency amount used and replenished in a fiscal year is considered contingency funding. Budget by Fund Page 139 of 139 187 FY 2011/12 Adopted Budget 188 Budget by Fund How to Use This Section Preserve Management Indicates which of the Strategic goals the service area supports. Highlights the services provided by the service area. Describes the major accomplishments of the service area from the prior fiscal year. Indicates specifically what the service area would like to achieve in the current fiscal year. Describes the significant changes to the budget since last fiscal year. Strategic Goal(s) • Preserve Meaningful Open-Space • Value Scottsdale's Unique Lifestyle and Character Program Preserve Management is responsible for planning and managing all phases of the Description preservation effort to achieve the community's vision for acquiring and maintaining the McDowell Sonoran Preserve, with an extensive network of public trails and access points. FY 2010/11 • Updated the Preserve Strategic Acquisition Plan and acquired 2,000 acres of land Highlights from the Arizona State Land Department with funding assistance from the Arizona State Parks Growing Smarter Grant Program. • Completed the Phase II feasibility study for the Desert Discovery Center and initiated the Phase III study. • Established guidelines and policies related to the management of the Preserve, covering commercial use permits, naming of man-made features, special use permits and permitting of scientific research activities. FY 2011/12 • Acquire approximately 4,300 acres of land from the Arizona State Land Priorities Department for inclusion in the McDowell Sonoran Preserve, and enter into a Special Land Use Agreement for trail maintenance and operations in the northern area of the Preserve. • Complete construction of the Tom's Thumb Trailhead and open it for public use; continue planning the Brown's Ranch Trailhead. Budget Notes and Changes • Preserve Management total budget reduction of $0.1 million, or 22 percent, for FY 2011/12. • Personnel Services budget reduction due to changes in staff time charges and work order allocations. • Net overall reduction to Contractual, Commodities and Capital Outlays as part of reassessing budget needs and priorities for FY 2011/12. Community Services Divisions 189 How to Use This Section Preserve Management Staff Summary Summarizes the fulltime equivalent by service area, shows the % of City’s FTEs. Actual 2009/10 Approved 2010/11 3.00 3.00 Full-time Equivalents (FTE) % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 3.00 0.00 0.12 % Funding Source Highlights the specific revenue source(s) associated with a given service area. Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 General Fund 344,690 340,760 265,246 -75,514 Total Division Budget 344,690 340,760 265,246 -75,514 Actual 2009/10 Approved 2010/11 Personnel Services 248,746 242,664 191,530 -51,134 Contractual Services 53,220 55,370 57,716 2,346 Commodities 12,959 12,961 16,000 3,039 Expenditures By Type See the glossary for a description of the expenditure categories. Capital Outlays SubTotal Operating Budget 29,765 29,765 0 -29,765 344,690 340,760 265,246 -75,514 Operating Projects Total Division Budget Indicates how effectively and efficiently a service area performs it’s services over a period of time. Summarizes the duties performed by volunteers and the number of volunteer hours for the service area. Adopted Change 10/11 2011/12 to 11/12 0 0 0 0 344,690 340,760 265,246 -75,514 Projected 2010/11 Estimated 2011/12 Performance Measures Description Actual 2009/10 Acres added to the Preserve Provide access to the Preserve (number of visitors) 400 2,012 4,300 187,215 248,600 305,000 Volunteer Hours # of Volunteers # of Hours Trail patrol, trail construction and maintenance, educational outreach, trailhead hosts and administrative. 450 40,000 Total 450 Description Value of Volunteer Full-time Hours Equivalent $770,000 19.2 $770,000 19.2 The value of volunteer hours was calculated using an hourly rate of $19.25. Community Services 190 Divisions Authorized Positions - by Division Actual FY 2009/10 Adopted FY 2010/11 Approved FY 2010/11 Change Adopted FY 2011/12 MAYOR AND CITY COUNCIL Full Time Total FTE 10.00 10.00 10.00 10.00 10.00 10.00 0.00 0.00 10.00 10.00 CITY ATTORNEY Full Time Part Time Total FTE 56.00 1.50 57.50 56.00 1.50 57.50 56.00 1.50 57.50 -4.00 -0.50 -4.50 52.00 1.00 53.00 Full Time Total FTE 7.00 7.00 7.00 7.00 7.00 7.00 0.00 0.00 7.00 7.00 CITY CLERK Full Time Total FTE 10.00 10.00 10.00 10.00 9.00 9.00 -1.00 -1.00 8.00 8.00 CITY COURT Full Time Part Time Total FTE 60.00 2.48 62.48 60.00 2.48 62.48 60.00 2.48 62.48 4.00 -4.00 -0.50 -4.50 56.00 1.98 57.98 8.00 0.00 8.00 7.00 0.00 7.00 7.00 0.00 7.00 -2.00 0.00 -2.00 5.00 0.00 5.00 77.00 0.50 77.50 77 50 79.00 0.50 79.50 79 50 80.00 0.50 80 50 80.50 3.00 0.00 3 00 3.00 83.00 0.50 83.50 83 50 ADMINISTRATIVE SERVICES Full Time Part Time Total FTE 142.00 1.81 143.81 139.00 2.31 141.31 139.00 2.31 141.31 -2.00 0.50 -1.50 137.00 2.81 139.81 COMMUNITY AND ECONOMIC DEVELOPMENT Full Time Part Time Total FTE 226.00 2.50 228.50 226.00 2.50 228.50 226.00 2.50 228.50 -25.00 -1.00 -26.00 201.00 1.50 202.50 COMMUNITY SERVICES Full Time Part Time Grant Total FTE 285.00 192.57 11.75 489.32 285.00 190.83 11.75 487.58 285.00 190.83 11.75 487.58 -11.00 -17.37 0.25 -28.12 274.00 173.46 12.00 459.46 PUBLIC SAFETY - FIRE Full Time Total FTE 265.00 265.00 268.00 268.00 268.00 268.00 -11.00 -11.00 257.00 257.00 PUBLIC SAFETY - POLICE F ll Time Full Ti Part Time Grant Total FTE 686.00 686 00 2.60 0.00 688.60 686.00 686 00 2.60 0.00 688.60 686 00 686.00 2.60 1.00 689.60 14 00 -14.00 0.00 0.00 -14.00 672.00 672 00 2.60 1.00 675.60 PUBLIC WORKS Full Time Total FTE 295.00 295.00 295.00 295.00 295.00 295.00 -1.00 -1.00 294.00 294.00 WATER RESOURCES Full Time Total FTE 195.00 195.00 204.00 204.00 204.00 204.00 -2.00 2.00 -2.00 202.00 202.00 2,322.00 203.96 11.75 2,537.71 2,332.00 202.72 11.75 2,546.47 2,332.00 202.72 12.75 2,547.47 -74.00 -18.87 0.25 -92.62 2,258.00 183.85 13.00 2,454.85 CITY AUDITOR CITY MANAGER Full Time Part Time Total FTE CITY TREASURER - FINANCE AND ACCOUNTING Full Time Part Time T t l FTE Total Total Full-time Position FTE Total Part-time Position FTE Total Grant Funded Position FTE Total Citywide Position FTE Divisions NOTE: The budget includes funding for various services rendered by temporary or seasonal staffing, which is not included in the calculation of the full time equivalent (FTE) count. These slots are short‐term and/or transitional in nature such as those in the Police and Fire pipelines. The number of slots listed below represents the number of positions allocated to each service area. The Human Resources Division uses the number of slots allocated solely for administrative control purposes. Fiscal control for these slots is maintained through the budget. However, due to the limited nature of the services performed by these slots, they are not considered part of the count. City’s overall FTE count Recreation Specialists ‐ are for up to 227 seasonal slots throughout various times of the year. The funding for these slots is included in the Community Services Division budget. Police Pipeline Officers ‐ are used for up to 16 cadet slots while they are in the police academy or during the field training phases after the academy. These slots minimize the impact of police officer vacancies caused by attrition, transitional duty, military leave, and the extensive 9.5 month police officer training program. The funding for these slots is included in the Public Safety ‐ Police Division Budget. Fire Pipeline Firefighters ‐ are used for up to 24 cadet slots while they are in the fire academy or after completing the academy and waiting for a sworn fire position. There is no funding in FY 2011/12 for these slots as no academy is planned. Pro‐Tem Judges ‐ is used to compensate up to 24 Pro‐Tem Judge slots that serve on an “as needed” basis to support the City Judge and Associate City Judges. The funding for these slots is included in the City Court budget. WestWorld has 14 slots used to compensate up to 2 Custodial Workers, 4 Customer Service Clerks, 6 Maintenance Helpers and 2 Office Assistants. The funding for these slots is included in the WestWorld budget. Temporary Workers ‐ are slots used when the work circumstances necessitate a temporary assignment or reassignment of an employee. While the Human Resources Division manages these 20 slots slots, no funding is included in the budget for these slots. Funding would typically come from within a division’s accepted budget. 191 Authorized Positions - by Fund Adopted FY 2011/12 General Fund Transportation Special Revenue Enterprise Internal Service Total MAYOR AND CITY COUNCIL Full Time Total FTE 10.00 10.00 10.00 10.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 10.00 10.00 CITY ATTORNEY Full Time Part Time Total FTE 52.00 1.00 53.00 52.00 1.00 53.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 52.00 1.00 53.00 CITY AUDITOR Full Time Total FTE 7.00 7.00 7.00 7.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 7.00 7.00 CITY CLERK Full Time Total FTE 8.00 8.00 8.00 8.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 8.00 8.00 CITY COURT Full Time Part Time Total FTE 56.00 1.98 57.98 44.00 0.60 44.60 0.00 0.00 0.00 12.00 1.38 13.38 0.00 0.00 0.00 0.00 0.00 0.00 56.00 1.98 57.98 5.00 0.00 5.00 5.00 0.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 0.00 5.00 83.00 0.50 83.50 64.00 0.50 64.50 0.00 0.00 0.00 0.00 0.00 0.00 12.00 0.00 12.00 7.00 0.00 7.00 83.00 0.50 83.50 ADMINISTRATIVE SERVICES Full Time Part Time Total FTE 137.00 2.81 139.81 137.00 2.81 139.81 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 137.00 2.81 139.81 COMMUNITY AND ECONOMIC DEVELOPMENT Full Time Part Time Total FTE 201.00 1.50 202.50 166.00 1.50 167.50 21.00 0.00 21.00 0.00 0.00 0.00 14.00 0.00 14.00 0.00 0.00 0.00 201.00 1.50 202.50 COMMUNITY SERVICES Full Time Part Time Grant Total FTE 274.00 173.46 12.00 459.46 272.00 163.03 0.00 435.03 0.00 0.00 0.00 0.00 2.00 10.43 12.00 24.43 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 274.00 173.46 12.00 459.46 PUBLIC SAFETY - FIRE Full Time Total FTE 257.00 257.00 257.00 257.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 257.00 257.00 PUBLIC SAFETY - POLICE Full Time Part Time Grant Total FTE 672.00 2.60 1.00 675.60 668.00 2.60 0.00 670.60 0.00 0.00 0.00 0.00 4.00 0.00 1.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 672.00 2.60 1.00 675.60 PUBLIC WORKS Full Time Total FTE 294.00 294.00 99.00 99.00 60.00 60.00 0.00 0.00 89.00 89.00 46.00 46.00 294.00 294.00 WATER RESOURCES Full Time Total FTE 202.00 202.00 0.00 0.00 0.00 0.00 0.00 0.00 202.00 202.00 0.00 0.00 202.00 202.00 2,258.00 183.85 13.00 2,454.85 1,789.00 172.04 0.00 1,961.04 81.00 0.00 0.00 81.00 18.00 11.81 13.00 42.81 317.00 0.00 0.00 317.00 53.00 0.00 0.00 53.00 2,258.00 183.85 13.00 2,454.85 CITY MANAGER Full Time Part Time Total FTE CITY TREASURER - FINANCE AND ACCOUNTING Full Time Part Time Total FTE Total Full-time Position FTE Total Part-time Position FTE Total Grant Funded Position FTE Total Citywide Position FTE 192 See Note on previous page Divisions Authorized Personnel Positions by Division, Service Area & Title AUTHORIZED PERSONNEL POSITIONS - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs 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 2.50 2.00 0.50 City Attorney, Assistant, Sr. 5.00 5.00 0.00 City Attorney, Deputy 3.00 3.00 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 Systems Integrator 1.00 1.00 0.00 22.50 22.00 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 Systems Integrator 1.00 1.00 0.00 26.00 26.00 0.00 TOTAL MAYOR AND CITY COUNCIL CITY ATTORNEY - CIVIL Total CITY ATTORNEY - PROSECUTION Total Divisions 193 Authorized Personnel Positions by Division, Service AreaPOSITIONS & Title - BY DIVISION, SERVICE AREA, & AUTHORIZED PERSONNEL TITLE Division/Service Area 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 Services Manager 1.00 1.00 0.00 Total 4.50 4.00 0.50 53.00 52.00 1.00 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 2.00 2.00 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 Total 8.00 8.00 0.00 8.00 8.00 0.00 TOTAL CITY ATTORNEY CITY AUDITOR TOTAL CITY AUDITOR CITY CLERK TOTAL CITY CLERK 194 Divisions Authorized Personnel Positions & Title AUTHORIZED PERSONNEL POSITIONS -by BYDivision, DIVISION,Service SERVICEArea AREA, & TITLE Division/Service Area Job Title Total FTEs 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 3.00 3.00 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 29.00 29.00 0.00 Court Services Rep Court Services Rep, Sr. 6.60 6.00 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 Security Guard 1.88 1.00 0.88 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 57.98 56.00 1.98 57.98 56.00 1.98 Administrative Assistant 1.00 1.00 0.00 City Manager 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 5.00 5.00 0.00 5.00 5.00 0.00 Total TOTAL CITY COURT CITY MANAGER TOTAL CITY MANAGER Divisions 195 Authorized Personnel Positions by Division, Service Area & Title AUTHORIZED PERSONNEL POSITIONS - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs CITY TREASURER - FINANCE AND ACCOUNTING - ACCOUNTING Account Specialist 4.00 4.00 0.00 Account Specialist, Sr. 1.00 1.00 0.00 Accountant 1.00 1.00 0.00 Accounting Coordinator 5.00 5.00 0.00 Accounting Director 1.00 1.00 0.00 Enterprise Finance Mgr 1.00 1.00 0.00 Finance Analyst, Sr. 1.00 1.00 0.00 Financial Services Technician 1.00 1.00 0.00 Payroll Specialist 4.00 4.00 0.00 Payroll Specialist, Lead 1.00 1.00 0.00 Systems Integrator 4.00 4.00 0.00 Technology Specialist 1.00 1.00 0.00 25.00 25.00 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 Total CITY TREASURER - FINANCE AND ACCOUNTING - BUDGET CITY TREASURER - FINANCE AND ACCOUNTING - CITY TREASURER 196 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 Divisions Authorized Personnel Positions & Title AUTHORIZED PERSONNEL POSITIONS by - BYDivision, DIVISION,Service SERVICEArea AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs CITY TREASURER - FINANCE AND ACCOUNTING - CUSTOMER SERVICE Administrative Secretary 1.00 1.00 0.00 Customer Service Rep, Lead 3.00 3.00 0.00 Customer Service Director 1.00 1.00 0.00 Customer Service Manager 2.00 2.00 0.00 24.00 24.00 0.00 2.00 2.00 0.00 Customer Service Rep License Inspector Revenue Collector 4.00 4.00 0.00 Revenue Collector, Sr. 1.00 1.00 0.00 Systems Integrator 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 Technology Coordinator 1.00 1.00 0.00 Water Meter Reader Manager 1.00 1.00 0.00 44.00 44.00 0.00 Total CITY TREASURER - FINANCE AND ACCOUNTING - RISK MANAGEMENT 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 Coordinator 1.00 1.00 0.00 Safety Manager 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Worker's Comp Claims Adjuster 1.00 1.00 0.00 Total 7.00 7.00 0.00 83.50 83.00 0.50 TOTAL CITY TREASURER - FINANCE AND ACCOUNTING Divisions 197 Authorized Personnel Positions by Division, Service Area & Title AUTHORIZED PERSONNEL POSITIONS - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs ADMINISTRATIVE SERVICES - APPLICATION DEVELOPMENT & SUPPORT 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 Enterprise Systems Integrator 5.00 5.00 0.00 GIS Analyst I 1.00 1.00 0.00 GIS Analyst II 2.00 2.00 0.00 GIS Director 1.00 1.00 0.00 GIS Manager 1.00 1.00 0.00 GIS Technician 2.00 2.00 0.00 Graphics Design Coordinator 1.00 1.00 0.00 IT Project Manager 1.00 1.00 0.00 IT Technician, Sr. 1.00 1.00 0.00 Software Engineer 4.00 4.00 0.00 Software Engineer, Sr 3.00 3.00 0.00 Technician, Lead 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 30.00 30.00 0.00 Benefits Analyst, Lead 1.00 1.00 0.00 Benefits Analyst, Sr. 1.00 1.00 0.00 Benefits Manager 1.00 1.00 0.00 Human Resources Rep, Sr. 2.00 2.00 0.00 Total 5.00 5.00 0.00 Communictns & Pub Affairs Ofcr 1.00 1.00 0.00 Digital Content Specialist 1.00 1.00 0.00 Public Information Officer 2.50 1.00 1.50 Video Production Specialist 3.00 3.00 0.00 Video Production Supervisor 1.00 1.00 0.00 Total 8.50 7.00 1.50 Total ADMINISTRATIVE SERVICES - BENEFITS MANAGEMENT ADMINISTRATIVE SERVICES - COMMUNICATIONS 198 Divisions Authorized Personnel Positions by Division, Service Area & Title AUTHORIZED PERSONNEL POSITIONS - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs ADMINISTRATIVE SERVICES - HR INFRASTRUCTURE SUPPORT Exec Dir Human Resources 1.00 1.00 0.00 Human Resources Administrator 1.00 1.00 0.00 Human Resources Analyst, Lead 1.00 1.00 0.00 Human Resources Analyst, Sr. 5.00 5.00 0.00 Human Resources Rep 1.50 1.00 0.50 Human Resources Rep, Sr. 2.00 2.00 0.00 Office Coordinator 1.00 1.00 0.00 Office Coordinator Manager 1.00 1.00 0.00 Staffing Services Manager 2.00 2.00 0.00 Systems Integrator 1.00 1.00 0.00 Technology Coordinator 1.00 1.00 0.00 17.50 17.00 0.50 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 3.00 3.00 0.00 Buyer 3.00 3.00 0.00 Financial Services Technician 1.00 1.00 0.00 Graphics Designer 1.00 1.00 0.00 Graphics Technician, Sr. 1.00 1.00 0.00 Mail Services Courier 3.00 3.00 0.00 Purchasing Director 1.00 1.00 0.00 Purchasing Manager 1.00 1.00 0.00 Purchasing Operations Manager 2.00 2.00 0.00 Total ADMINISTRATIVE SERVICES - PURCHASING Stock Clerk 2.00 2.00 0.00 Stock Clerk, Lead 2.00 2.00 0.00 Technology Specialist 1.00 1.00 0.00 24.00 24.00 0.00 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 Total ADMINISTRATIVE SERVICES - TAX AUDIT Divisions 199 Authorized Personnel Positions by Division, Service Area & Title AUTHORIZED PERSONNEL POSITIONS - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs ADMINISTRATIVE SERVICES - TECHNOLOGY INFRASTRUCTURE SUPPORT Communications Director 1.00 1.00 0.00 Customer Support Rep, Sr. 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 Sys Integrator, Ld 1.00 1.00 0.00 Enterprise Systems Engineer 5.00 5.00 0.00 Enterprise Systems Integrator 5.00 5.00 0.00 Exec Dir Info Technology 1.00 1.00 0.00 Finance & Acctg Technology Dir 1.00 1.00 0.00 Information Technology Dir 1.00 1.00 0.00 IT Support Manager 1.00 1.00 0.00 IT Technician 6.00 6.00 0.00 IT Technician, Sr. 4.00 4.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Network Security Engineer 1.00 1.00 0.00 Office Coordinator Manager 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 Secretary 0.81 0.00 0.81 Systems Analyst, Sr. 1.00 1.00 0.00 Telecom Policy Coordinator 1.00 1.00 0.00 39.81 39.00 0.81 Total ADMINISTRATIVE SERVICES - WORKFORCE MANAGEMENT/EMPLOYEE PROGRAMS Administrative Secretary 1.00 1.00 0.00 Human Resources Rep, Sr. 3.00 3.00 0.00 Workforce Development Analyst 2.00 2.00 0.00 Total 6.00 6.00 0.00 139.81 137.00 2.81 TOTAL ADMINISTRATIVE SERVICES 200 Divisions Authorized Personnel Positions by Division, Service Area & Title AUTHORIZED PERSONNEL POSITIONS - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs COMMUNITY AND ECONOMIC DEVELOPMENT - AVIATION Administrative 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. 7.00 7.00 0.00 Aviation Director 1.00 1.00 0.00 Aviation Plan & Outreach Coord 1.00 1.00 0.00 Maintenance Technician II 1.00 1.00 0.00 Management Analyst 1.00 1.00 0.00 14.00 14.00 0.00 Total COMMUNITY AND ECONOMIC DEVELOPMENT - ECONOMIC VITALITY Administrative Secretary 2.00 2.00 0.00 Customer Relations Associate 1.00 1.00 0.00 Economic & Tourism Dev Mgr 1.00 1.00 0.00 Economic Vitality Director 1.00 1.00 0.00 Economic Vitality Specialist 2.00 2.00 0.00 Marketing & Research Specialst 1.00 1.00 0.00 Strategic Programs Manager 1.00 1.00 0.00 Tourism Development Coord 1.00 1.00 0.00 10.00 10.00 0.00 Total Divisions 201 Authorized Personnel Positions AUTHORIZED PERSONNEL by Division, Service AreaPOSITIONS & Title - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs COMMUNITY AND ECONOMIC DEVELOPMENT - PLANNING / NEIGHBORHOOD / TRANSPORTATION Administrative Assistant 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Building Inspection Supervisor 1.00 1.00 0.00 Citizen Advisor 1.00 1.00 0.00 Citizen Liaison 2.00 2.00 0.00 Citizen Services Assistant 2.00 2.00 0.00 Civil Engineer 1.00 1.00 0.00 Civil Engineer, Sr. 4.00 4.00 0.00 Code Enforcement Manager 1.00 1.00 0.00 Code Enforcement Specialist 2.00 2.00 0.00 11.00 11.00 0.00 Code Inspector II Code Inspector, Sr 3.00 3.00 0.00 Community Planner 1.00 1.00 0.00 Development Engineering Mgr 1.00 1.00 0.00 Development Services Manager 1.00 1.00 0.00 12.00 12.00 0.00 Development Services Rep, Lead 2.00 2.00 0.00 Drainage Inspector 2.00 2.00 0.00 Development Services Rep II Engineering Associate 1.00 1.00 0.00 Exec Asst for Spec Projects 2.00 2.00 0.00 Exec Dir Community & Econ Dev 1.00 1.00 0.00 Executive Secretary 1.00 1.00 0.00 Field Engineering Lead 1.00 1.00 0.00 Field Engineering Supervisor 1.00 1.00 0.00 Green Building Program Manager 1.00 1.00 0.00 Inspections Manager 1.00 1.00 0.00 15.00 15.00 0.00 1.00 1.00 0.00 Inspector II Maintenance Worker III 202 1.00 Management Analyst, Sr 1.00 1.00 0.00 Neighborhood Resource Supv 1.00 1.00 0.00 Office Coordinator 1.00 1.00 0.00 Plan Review Manager 1.00 1.00 0.00 Plan, Neighbrhd & Transp Dir 4.00 4.00 0.00 Planner 7.00 7.00 0.00 Planner, Associate 7.00 7.00 0.00 Planner, Environment 1.00 1.00 0.00 Planner, Principal 1.00 1.00 0.00 Planner, Sr. 9.50 9.00 0.50 Planning Administration Managr 1.00 1.00 0.00 Planning Assistant 2.00 2.00 0.00 Divisions Authorized Personnel Positions - AUTHORIZED PERSONNEL POSITIONS -by BYDivision, DIVISION,Service SERVICEArea AREA, & & Title TITLE Division/Service Area Job Title Total FTEs Planning Specialist 2.50 Full-Time Part-Time FTEs FTEs 2.00 0.50 Plans Examiner 3.00 3.00 0.00 Plans Examiner, Sr. 5.00 5.00 0.00 Pln, Neig, Trans Administrator 1.00 1.00 0.00 PNT Manager 4.00 4.00 0.00 Project Coordination Liaison 3.00 3.00 0.00 Right of Way Supervisor 1.00 1.00 0.00 Secretary 2.50 2.00 0.50 Stormwater Engineer, Sr 3.00 3.00 0.00 Stormwater Manager 1.00 1.00 0.00 Structural Engineer, Sr. 1.00 1.00 0.00 Structural Plans Examiner 2.00 2.00 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 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 Transit Supervisor 1.00 1.00 0.00 Transportation Planner, Sr. 3.00 3.00 0.00 Transportation Plnr, Principal 2.00 2.00 0.00 Transportation Rep, Sr. 1.00 1.00 0.00 160.50 159.00 1.50 2.00 0.00 Total COMMUNITY AND ECONOMIC DEVELOPMENT - WESTWORLD Customer Support Rep Customer Support Rep, Sr. 1.00 1.00 0.00 Events Contract Coordinator 1.00 1.00 0.00 Events Director - WestWorld 1.00 1.00 0.00 Facilities Manager 1.00 1.00 0.00 GM WestWorld 1.00 1.00 0.00 Maintenance Supervisor 1.00 1.00 0.00 Maintenance Worker III 8.00 8.00 0.00 Management Analyst 1.00 1.00 0.00 Special Events Manager 1.00 1.00 0.00 18.00 18.00 0.00 202.50 201.00 1.50 Total TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT Divisions 2.00 203 Authorized Personnel Positions by Division, PERSONNEL Service AreaPOSITIONS & Title - BY DIVISION, SERVICE AREA, & AUTHORIZED TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs COMMUNITY SERVICES - COMMUNITY SERVICES PLANNING AND ADMIN 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 Account Specialist, Sr. 1.00 1.00 0.00 Administrative Secretary 2.00 2.00 0.00 Community Assistance Manager 1.00 1.00 0.00 COMMUNITY SERVICES - HUMAN SERVICES Food Bank Specialist 1.00 1.00 0.00 Grant Program Specialist 3.00 3.00 0.00 Grant Program Specialist, Sr. 5.00 5.00 0.00 Grants Accountant 1.00 1.00 0.00 Housing Coordinator 2.00 2.00 0.00 Human Services Coordinator 4.00 4.00 0.00 Human Services Manager 4.00 4.00 0.00 Human Services Planner 1.00 1.00 0.00 Human Services Rep 8.65 8.00 0.65 Human Services Specialist 7.70 7.00 0.70 Job Preparation Specialist 1.00 1.00 0.00 Occupancy Specialist 1.00 1.00 0.00 Recreation Coordinator 4.00 4.00 0.00 Recreation Leader I 0.19 0.00 0.19 Recreation Leader II 20.15 1.00 19.15 Recreation Leader III 1.00 1.00 0.00 Resource Development Spec 0.50 0.00 0.50 Secretary 1.00 1.00 0.00 Service Support Worker 2.00 2.00 0.00 72.19 51.00 21.19 Total 204 Divisions Authorized Personnel Positions & Title AUTHORIZED PERSONNEL POSITIONS -by BYDivision, DIVISION,Service SERVICEArea AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs COMMUNITY SERVICES - LIBRARY SYSTEMS Account Specialist, Sr. 2.00 2.00 0.00 Administrative Secretary 1.00 1.00 0.00 Graphics Designer 1.00 1.00 0.00 17.00 13.00 4.00 Librarian Librarian II 7.00 7.00 0.00 Librarian III 4.00 4.00 0.00 Librarian IV 7.00 7.00 0.00 Library Aide 19.84 10.00 9.84 Library Assistant 21.87 12.00 9.87 Library Courier 2.00 2.00 0.00 Library Director 1.00 1.00 0.00 Library Monitor 4.25 0.00 4.25 13.34 0.00 13.34 Library Supervisor 9.00 9.00 0.00 Secretary 3.00 3.00 0.00 Senior Library Manager 3.00 3.00 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 Technology Specialist 1.00 1.00 0.00 120.30 79.00 41.30 Library Page Total Divisions 205 Authorized Personnel Positions AUTHORIZED PERSONNEL by Division, Service AreaPOSITIONS & Title - BY DIVISION, SERVICE AREA, TITLE Division/Service Area Job Title Total FTEs & Full-Time Part-Time FTEs FTEs COMMUNITY SERVICES - PARKS & RECREATION Administrative Secretary 1.00 1.00 0.00 Contracts Coordinator 1.00 1.00 0.00 Human Services Coordinator 1.00 1.00 0.00 Human Services Rep 0.50 0.00 0.50 Human Services Specialist 3.00 3.00 0.00 Irrigation Systems Coordinator 1.00 1.00 0.00 Irrigation Technician 9.00 9.00 0.00 Landscape Contracts Coord 3.00 3.00 0.00 20.10 0.00 20.10 Lifeguard/Instructor Maintenance Coord, Aquatics 1.00 1.00 0.00 Maintenance Coordinator 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 2.00 2.00 0.00 Maintenance Worker I 18.75 18.00 0.75 Maintenance Worker II 43.00 43.00 0.00 Maintenance Worker III 8.00 8.00 0.00 Parks & Recreation Director 1.00 1.00 0.00 Parks & Recreation Manager 5.00 5.00 0.00 Parks Laborer 2.75 2.00 0.75 Personnel Specialist 1.00 1.00 0.00 Pool Manager 4.22 4.00 0.22 Pool Manager, Assistant 7.55 0.00 7.55 Railroad & Mechanical Ops Spec 2.00 2.00 0.00 Recreation Coordinator 6.00 6.00 0.00 Recreation Leader I 16.95 0.00 16.95 Recreation Leader II 66.15 2.00 64.15 Recreation Leader III 21.00 21.00 0.00 Recreation Supervisor 7.00 7.00 0.00 Stadium Facilities Lead 1.00 1.00 0.00 Stadium Supervisor 1.00 1.00 0.00 Technology Specialist 1.00 1.00 0.00 260.97 150.00 110.97 Planner, Sr. 1.00 1.00 0.00 Preservation Coordinator 2.00 2.00 0.00 Total 3.00 3.00 0.00 459.46 286.00 173.46 Total COMMUNITY SERVICES - PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES 206 Divisions Authorized Personnel Positions - AUTHORIZED PERSONNEL POSITIONS -by BYDivision, DIVISION,Service SERVICEArea AREA, & & Title TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - FIRE - EMERGENCY MANAGEMENT Emergency Management Coord 1.00 1.00 0.00 Emergency Management Officer 1.00 1.00 0.00 Total 2.00 2.00 0.00 6.00 6.00 0.00 PUBLIC SAFETY - FIRE - FIRE EMERGENCY SERVICES Fire Battalion Chief (56) Fire Battalion Chief Day Asgn 3.00 3.00 0.00 54.00 54.00 0.00 Fire Captain Day Asgn 3.00 3.00 0.00 Fire Chief, Assistant 1.00 1.00 0.00 Fire Captain (56) Fire Chief, Deputy 3.00 3.00 0.00 Fire Engineer (56) 57.00 57.00 0.00 100.00 100.00 0.00 2.00 2.00 0.00 229.00 229.00 0.00 Account Specialist, Sr. 1.00 1.00 0.00 Admin Svcs Director - Fire 1.00 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Firefighter (56) Secretary Total PUBLIC SAFETY - FIRE - FIRE SUPPORT SERVICES Citizen Services Rep 1.00 1.00 0.00 Community Relations Manager 1.00 1.00 0.00 Equipment Coordinator - Fire 1.00 1.00 0.00 Facilities Management Coord 1.00 1.00 0.00 Fire Chief 1.00 1.00 0.00 Fire Chief, Deputy 1.00 1.00 0.00 Fire Inspector II 4.00 4.00 0.00 Fire Marshal, Assistant 1.00 1.00 0.00 Fire Marshal, Deputy 2.00 2.00 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 Public Education Officer 1.00 1.00 0.00 Safety / Wellness Coordinator 1.00 1.00 0.00 Secretary 1.00 1.00 0.00 Systems Integrator 2.00 2.00 0.00 26.00 26.00 0.00 257.00 257.00 0.00 Total TOTAL PUBLIC SAFETY - FIRE Divisions 207 Authorized Personnel Positions AUTHORIZED PERSONNEL by Division, Service AreaPOSITIONS & Title - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - POLICE - INVESTIGATIVE SERVICES Administrative Secretary 2.00 2.00 0.00 Crisis Intervention Specialist 6.00 6.00 0.00 Crisis Intervention Supervisor 1.00 1.00 0.00 Pawn Specialist 1.00 1.00 0.00 Police Aide 3.00 3.00 0.00 Police Commander 1.00 1.00 0.00 Police Intelligence Analyst 1.00 1.00 0.00 Police Intelligence Specialist 1.00 1.00 0.00 Police Lieutenant 4.00 4.00 0.00 Police Officer 90.00 90.00 0.00 Police Sergeant 14.00 14.00 0.00 124.00 124.00 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 Total PUBLIC SAFETY - POLICE - OFFICE OF THE POLICE CHIEF Police Chief, Assistant 3.00 3.00 0.00 Police Officer 1.00 1.00 0.00 Police Sergeant 3.00 3.00 0.00 Public Education Officer 1.00 1.00 0.00 Public Safety Budget Manager 1.00 1.00 0.00 Secretary 1.00 1.00 0.00 14.00 14.00 0.00 Total 208 Divisions Authorized Personnel Positions - AUTHORIZED PERSONNEL POSITIONS -by BYDivision, DIVISION,Service SERVICEArea AREA, & & Title TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - POLICE - POLICE ADMINISTRATIVE SERVICES Account Specialist 1.00 1.00 0.00 Administrative Secretary 2.00 2.00 0.00 Communications Dispatcher 42.00 42.00 0.00 Communications Supervisor 6.00 6.00 0.00 Communications Technician 2.00 2.00 0.00 Crime Analysis Unit Supervisor 1.00 1.00 0.00 Crime Laboratory Manager 1.00 1.00 0.00 Crime Scene Manager 1.00 1.00 0.00 Crime Scene Specialist 8.00 8.00 0.00 Crime Scene Specialist, Lead 2.00 2.00 0.00 Criminalist II 2.00 2.00 0.00 Criminalist III 8.00 8.00 0.00 Criminalist IV 1.00 1.00 0.00 Database Coordinator 1.00 1.00 0.00 Evidence Control Mgr 1.00 1.00 0.00 Fingerprint Technician 4.00 4.00 0.00 Logistics Technician 4.00 4.00 0.00 Photo Lab Technician 1.00 1.00 0.00 Photo Lab Technician, Sr. 1.00 1.00 0.00 Police Analyst 4.00 4.00 0.00 Police Analyst II 2.00 2.00 0.00 Police Communications Op Mgr 1.00 1.00 0.00 Police Forensic Services Dir 1.00 1.00 0.00 Police Op Support Dir 1.00 1.00 0.00 Police Plng Rsrch & Accred Dir 1.00 1.00 0.00 Police Records Supervisor 5.00 5.00 0.00 Police Supply & Equipment Mgr 1.00 1.00 0.00 Police Tech & Records Director 1.00 1.00 0.00 Property / Evidence Supervisor 1.00 1.00 0.00 Property / Evidence Tech, Lead 1.00 1.00 0.00 Property/Evidence Technician 3.50 3.00 0.50 Records Manager 1.00 1.00 0.00 Records Specialist 14.00 14.00 0.00 Records Specialist, Senior 10.00 10.00 0.00 Support Specialist - Police 2.00 2.00 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 0.00 145.50 145.00 0.50 Total Divisions 209 Authorized Personnel Positions by Division, Service AreaPOSITIONS & Title - BY DIVISION, SERVICE AREA, & AUTHORIZED PERSONNEL TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC SAFETY - POLICE - POLICE PERSONNEL DEVELOPMENT Administrative Secretary 2.00 2.00 0.00 Personnel Specialist 2.00 2.00 0.00 Personnel Supervisor 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 Police Sergeant 3.00 3.00 0.00 Polygraph Examiner 1.00 1.00 0.00 16.00 16.00 0.00 Administrative Secretary 3.00 3.00 0.00 Detention Manager 1.00 1.00 0.00 27.00 27.00 0.00 Detention Supervisor 9.00 9.00 0.00 Municipal Security Guard, Lead 1.00 1.00 0.00 Municipal Security Manager 1.00 1.00 0.00 Parking Control Checker 1.00 1.00 0.00 Photo Enforcement Program Mgr 1.00 1.00 0.00 37.00 37.00 0.00 5.00 5.00 0.00 13.00 13.00 0.00 233.00 233.00 0.00 38.00 38.00 0.00 1.00 1.00 0.00 Total PUBLIC SAFETY - POLICE - POLICE UNIFORMED SERVICES Detention Officer Police Aide Police Commander Police Lieutenant Police Officer Police Sergeant Records Specialist Security Guard 2.00 2.00 0.00 Security Project Coordinator 1.00 1.00 0.00 Wrangler 2.10 0.00 2.10 376.10 374.00 2.10 675.60 673.00 2.60 Total TOTAL PUBLIC SAFETY - POLICE 210 Divisions Authorized Personnel Positions by Division, Service Area & Title AUTHORIZED PERSONNEL POSITIONS - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC WORKS - CAPITAL PROJECT MANAGEMENT Asset Management Coordinator 1.00 1.00 0.00 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 Real Estate Mgmt Specialist 1.00 1.00 0.00 Right-Of-Way Agent 1.00 1.00 0.00 Secretary 1.00 1.00 0.00 SR Right-Of-Way Agent 1.00 1.00 0.00 41.00 41.00 0.00 Citizen Services Rep 1.00 1.00 0.00 Contracts Coordinator 4.00 4.00 0.00 Electrician 9.00 9.00 0.00 Energy Management Control Spec 2.00 2.00 0.00 Facilities Management Director 1.00 1.00 0.00 Facilities Management Spec 1.00 1.00 0.00 Facilities Supervisor 4.00 4.00 0.00 HVAC Technician 6.00 6.00 0.00 Total PUBLIC WORKS - FACILITIES MANAGEMENT Maintenance Technician II 21.00 21.00 0.00 Plumber 4.00 4.00 0.00 Service Area Manager 1.00 1.00 0.00 Space Planning Analyst 1.00 1.00 0.00 55.00 55.00 0.00 Total Divisions 211 Authorized Personnel Positions by Division, Service AreaPOSITIONS & Title - BY DIVISION, SERVICE AREA, & AUTHORIZED PERSONNEL TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC WORKS - FLEET MANAGEMENT Customer Support Rep, Sr. 1.00 1.00 0.00 Equip Parts Specialist 1.00 1.00 0.00 Equip Parts Specialist, Sr. 4.00 4.00 0.00 Equip Parts Supervisor 1.00 1.00 0.00 Equipment Coordinator - Fleet 1.00 1.00 0.00 Equipment Service Writer 2.00 2.00 0.00 Fleet Maint Superintendent 1.00 1.00 0.00 Fleet Management Director 1.00 1.00 0.00 Fleet Systems Coordinator 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 46.00 46.00 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 Citizen Services Rep 3.00 3.00 0.00 Container Repairer 5.00 5.00 0.00 Equipment Operator I 12.00 12.00 0.00 Equipment Operator II 11.00 11.00 0.00 Equipment Operator III 45.00 45.00 0.00 Office Coordinator Manager 1.00 1.00 0.00 Solid Waste Director 1.00 1.00 0.00 Solid Waste Program Rep 5.00 5.00 0.00 Solid Waste Services Mgr 5.00 5.00 0.00 Solid Waste Systems Mgr 1.00 1.00 0.00 89.00 89.00 0.00 Fleet Technician, Lead Total PUBLIC WORKS - PUBLIC WORKS ADMINISTRATION PUBLIC WORKS - SOLID WASTE MANAGEMENT Total 212 Divisions Authorized Personnel Positions by Division, Service Area & Title AUTHORIZED PERSONNEL POSITIONS - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs PUBLIC WORKS - STREET OPERATIONS Citizen Services Rep 2.00 2.00 0.00 Equipment Operator II-FS 1.00 1.00 0.00 Equipment Operator III-FS 6.00 6.00 0.00 ITS Manager 1.00 1.00 0.00 ITS Technician, Sr. 1.00 1.00 0.00 Maintenance Manager 1.00 1.00 0.00 Maintenance Supervisor 3.00 3.00 0.00 Maintenance Technician I 5.00 5.00 0.00 Maintenance Technician II 3.00 3.00 0.00 Maintenance Worker I 1.00 1.00 0.00 Maintenance Worker II 5.00 5.00 0.00 Motor Sweeper Operator 7.00 7.00 0.00 Public Works Inspector II 3.00 3.00 0.00 Sign Technician 4.00 4.00 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 Technology Specialist 1.00 1.00 0.00 Traffic Engineer, Sr. 1.00 1.00 0.00 Traffic Engineering Analyst 1.00 1.00 0.00 Traffic Signal Electronic Tech 2.00 2.00 0.00 Traffic Signal Technician I 5.00 5.00 0.00 Traffic Signal Technician II 2.00 2.00 0.00 Traffic Signals Manager 1.00 1.00 0.00 60.00 60.00 0.00 294.00 294.00 0.00 Total TOTAL PUBLIC WORKS Divisions 213 Authorized Personnel Positions by Division, Service AreaPOSITIONS & Title - BY DIVISION, SERVICE AREA, & AUTHORIZED PERSONNEL TITLE Division/Service Area Job Title Total FTEs 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 Specialist 5.00 5.00 0.00 Water Quality Specialist, Sr 1.00 1.00 0.00 Water Quality Technician 2.00 2.00 0.00 22.00 22.00 0.00 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 Electronic Technician, Sr 1.00 1.00 0.00 HVAC Technician 3.00 3.00 0.00 Total WATER RESOURCES - WATER RECLAMATION SERVICES 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 1.00 1.00 0.00 Water Maintenance Tech, Sr. 1.00 1.00 0.00 Water Maintenance Technician 3.00 3.00 0.00 Water/Wastewater Ops Supervisr 1.00 1.00 0.00 12.00 12.00 0.00 5.00 5.00 0.00 48.00 48.00 0.00 Wtr/Wstwtr Trtmnt Plnt Oper Wtr/Wstwtr Trtmnt Plnt Opr, Sr Total 214 Divisions Authorized Personnel Positions by Division, Service Area & Title AUTHORIZED PERSONNEL POSITIONS - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs WATER RESOURCES - WATER RESOURCES ENGINEERING & ADMINISTRATION Administrative Secretary 1.00 1.00 0.00 Citizen Services Rep 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 Public Information Officer 1.00 1.00 0.00 Water Audit Technician 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 1.00 1.00 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 22.00 22.00 0.00 Total Divisions 215 Authorized Personnel Positions AUTHORIZED PERSONNEL by Division, Service AreaPOSITIONS & Title - BY DIVISION, SERVICE AREA, & TITLE Division/Service Area Job Title Total FTEs Full-Time Part-Time FTEs FTEs WATER RESOURCES - WATER SERVICES 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 2.00 2.00 0.00 Systems Integrator, Lead 1.00 1.00 0.00 Telemetry Controls Specialist 3.00 3.00 0.00 Trng, Safety & Security Coord 1.00 1.00 0.00 Utilities Technology Manager 1.00 1.00 0.00 Water Campus Maintenance Spec 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 10.00 10.00 0.00 Water Meter Reader 11.00 11.00 0.00 Water Meter Reader, Lead 1.00 1.00 0.00 Water Operations Field Coord 3.00 3.00 0.00 Water Production Manager 1.00 1.00 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 4.00 4.00 0.00 Wtr/Wstwtr Field Rep 6.00 6.00 0.00 18.00 18.00 0.00 3.00 3.00 0.00 110.00 110.00 0.00 202.00 202.00 0.00 2,454.85 2,271.00 183.85 Wtr/Wstwtr Trtmnt Plnt Oper Wtr/Wstwtr Trtmnt Plnt Opr, Sr Total TOTAL WATER RESOURCES Grand Total 216 Divisions Classification/Compensation Plan Classification/Compensation Plan Job Code Job Title FTE's 0509 0510 1445 1418 2195 0425 2204 0255 2000 1005 0005 0251 0263 0254 0259 0260 0462 0600 2074 2078 0459 0460 2035 1677 0252 1421 0544 1581 2198 2220 2203 1909 2038 0178 1696 1343 1934 1531 1513 0591 0592 1022 1778 1779 1929 1847 0396 0409 0356 1025 1014 1731 1363 1391 1484 2054 1398 5.00 5.00 1.00 5.00 1.00 1.00 0.00 0.00 1.00 3.00 26.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 1.00 7.00 0.00 1.00 1.00 0.00 1.00 0.00 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 4.00 1.00 1.00 0.00 3.00 3.00 3.00 3.00 1.00 2.00 2.00 11.00 0.00 1.00 2.50 5.00 3.00 1.00 1.00 1.00 1.00 Account Specialist Account Specialist, Sr. Accountant Accounting Coordinator Accounting Director Accounting Technician, Sr. Acting Fire Chief, Asst * Adapted Recreation Specialist Admin Svcs Director - Fire 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 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. Aviation Director Aviation Plan & Outreach Coord Benefits Analyst, Lead 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 ** Chemist I ** Chemist II Citizen Advisor Citizen Liaison Citizen Services Assistant 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 Divisions Hourly Min $14.93 $15.69 $20.30 $25.73 $37.26 $20.60 $60.10 $12.20 $57.34 $18.38 $16.16 $16.14 $16.14 $15.72 $9.42 $11.03 $12.93 $13.21 $27.70 $22.18 $17.81 $16.16 $35.46 $31.43 $10.23 $25.83 $17.32 $28.47 $62.50 $25.73 $27.70 $25.73 $36.35 $14.63 $25.08 $23.41 $27.03 $32.93 $25.08 $21.11 $22.74 $20.30 $21.64 $24.47 $22.33 $28.47 $13.32 $14.63 $16.16 $74.52 $37.26 $39.15 $43.22 $53.73 $31.43 $32.12 $53.97 Hourly Max $22.09 $23.22 $28.84 $38.06 $55.13 $29.40 $60.10 $15.25 $57.34 $26.17 $23.10 $19.28 $16.14 $17.65 $9.42 $14.74 $21.08 $15.47 $40.99 $32.81 $25.38 $23.10 $52.47 $44.79 $18.61 $36.77 $25.64 $40.67 $62.50 $38.06 $40.99 $38.06 $53.79 $20.93 $37.12 $33.43 $40.00 $48.73 $37.12 $31.23 $33.63 $28.84 $32.01 $36.21 $31.78 $40.67 $19.33 $20.93 $23.10 $74.52 $57.86 $60.82 $67.14 $53.73 $44.79 $47.54 $53.97 Annual Minimum Annual Maximum $31,054.40 $32,635.20 $42,224.00 $53,518.40 $77,500.80 $42,848.00 $125,008.00 $25,376.00 $119,267.20 $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 $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 $130,000.00 $53,518.40 $57,616.00 $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 $45,011.20 $50,897.60 $46,446.40 $59,217.60 $27,705.60 $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 $45,947.20 $48,297.60 $59,987.20 $79,164.80 $114,670.40 $61,152.00 $125,008.00 $31,720.00 $119,267.20 $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 $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 $130,000.00 $79,164.80 $85,259.20 $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 $66,580.80 $75,316.80 $66,102.40 $84,593.60 $40,206.40 $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 $112,257.60 217 Classification/Compensation Plan Classification/Compensation Plan Job Code Job Title FTE's 0598 1455 1791 1769 1026 1933 1397 1480 1949 2142 1518 1308 2086 1469 2192 0458 1844 0437 0608 0609 0546 1931 0415 0416 0380 1031 1561 1632 2001 2176 0023 1424 1759 1777 0443 0024 0204 1383 0497 2067 2214 2215 0461 0577 1578 1625 1814 2057 0094 0337 0323 0467 0604 1886 0431 0601 1683 2.00 1.00 6.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 1.00 2.00 1.00 5.00 1.00 1.00 1.00 2.00 0.00 11.00 3.00 1.00 42.00 6.00 2.00 1.00 1.00 1.00 1.00 3.00 5.00 6.00 1.00 2.00 1.50 29.00 6.60 3.00 0.00 1.00 1.00 1.00 8.00 2.00 0.00 2.00 8.00 1.00 6.00 1.00 1.00 1.00 0.00 1.00 3.00 0.00 1.00 218 City Clerk Assistant City Clerk, Deputy City Councilman City Engineer City Judge City Judge, Associate City Manager 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 I ** Code Inspector II 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 Crime Analysis Technician Crime Analysis Unit Supervisor Crime Laboratory Manager Crime Scene Manager Crime Scene Specialist 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 Hourly Min $15.41 $27.17 $13.85 $42.14 $74.56 $68.08 $86.54 $43.22 $22.33 $67.31 $21.17 $26.37 $34.59 $30.58 $23.87 $18.70 $29.10 $15.69 $21.11 $22.74 $23.87 $38.20 $18.19 $23.87 $21.63 $57.70 $32.93 $25.83 $28.47 $28.40 $17.76 $23.87 $42.16 $29.83 $19.12 $15.69 $16.91 $22.18 $18.70 $27.03 $35.46 $27.03 $17.32 $19.12 $22.18 $25.01 $30.58 $32.93 $21.63 $24.62 $23.41 $17.81 $12.00 $22.33 $17.81 $16.00 $35.46 Hourly Max $21.91 $38.65 $13.85 $59.99 $74.56 $68.08 $86.54 $67.14 $31.78 $67.31 $30.28 $39.01 $51.20 $45.24 $35.34 $26.63 $43.06 $23.22 $31.23 $33.63 $35.34 $56.51 $26.93 $35.34 $30.80 $57.70 $48.73 $36.77 $40.67 $42.01 $26.27 $35.34 $62.38 $44.15 $28.28 $23.22 $25.03 $32.81 $26.63 $40.00 $52.47 $40.00 $25.64 $28.28 $32.81 $37.45 $45.24 $48.73 $30.80 $35.03 $33.43 $25.38 $12.00 $31.78 $25.38 $16.00 $52.47 Annual Minimum Annual Maximum $32,052.80 $56,513.60 $18,000.00 $87,651.20 $155,084.80 $141,606.40 $180,003.20 $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 $47,299.20 $49,649.60 $79,456.00 $37,835.20 $49,649.60 $44,990.40 $120,016.00 $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 $38,896.00 $56,222.40 $73,756.80 $56,222.40 $36,025.60 $39,769.60 $46,134.40 $52,020.80 $63,606.40 $68,494.40 $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 $45,572.80 $80,392.00 $18,000.00 $124,779.20 $155,084.80 $141,606.40 $180,003.20 $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 $69,950.40 $73,507.20 $117,540.80 $56,014.40 $73,507.20 $64,064.00 $120,016.00 $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 $55,390.40 $83,200.00 $109,137.60 $83,200.00 $53,331.20 $58,822.40 $68,244.80 $77,896.00 $94,099.20 $101,358.40 $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 Divisions Classification/Compensation Plan Classification/Compensation Plan Job Code Job Title FTE's 1276 0030 0421 0422 1704 1821 1494 0309 0412 1924 1051 0579 0580 0617 2152 2199 0583 2201 2212 2213 1876 0073 0348 0372 0611 2097 1554 0574 0489 0556 1711 1912 2084 2124 2116 1674 2108 0402 0342 1916 0535 1914 0043 0044 0805 0045 0806 0517 1878 1993 1866 1957 0297 2216 1985 2202 2128 2.00 24.00 2.00 3.00 2.00 1.00 1.00 27.00 9.00 1.00 1.00 0.00 12.00 2.00 0.00 1.00 2.00 1.00 0.00 1.00 2.00 9.00 1.00 10.00 1.00 1.00 1.00 2.00 0.00 1.00 2.00 1.00 1.00 1.00 5.00 10.00 0.00 1.00 4.00 1.00 1.00 1.00 12.00 11.00 1.00 45.00 6.00 2.00 1.00 0.00 0.00 1.00 0.00 1.00 2.00 1.00 1.00 Customer Service Manager Customer Service Rep Customer Support Rep Customer Support Rep, Sr. Database Administrator Database Coordinator Detention Manager Detention Officer Detention Supervisor Development Engineering Mgr Development Services Manager ** Development Services Rep I ** Development Services Rep II Development Services Rep, Lead Development Services Supv Digital Content Specialist Drainage Inspector Economic & Tourism Dev Mgr Economic Vitality Administratr Economic Vitality Director Economic Vitality Specialist Electrician Electrician - Water Electronic Technician - Water Electronic Technician, Sr Emergency Management Coord Emergency Management Officer Energy Management Control Spec Engineer In Training Engineering Associate Enterprise Communications Engr Enterprise Finance Manager Enterprise Sys Engineering Mgr Enterprise Sys Integrator, Ld 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 Director - Westworld Events Specialist Evidence Control Mgr Exec Asst for Spec Projects Exec Dir Community & Econ Dev Exec Dir Community Srvcs Divisions Hourly Min $24.47 $14.63 $15.41 $16.97 $34.65 $28.47 $28.47 $16.91 $22.18 $32.93 $28.40 $14.93 $16.91 $19.25 $25.80 $25.83 $21.63 $34.65 $69.71 $67.31 $24.62 $19.12 $19.12 $20.60 $21.64 $24.62 $52.89 $21.64 $23.84 $19.12 $36.40 $32.93 $36.40 $29.95 $34.65 $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 $34.65 $9.42 $27.70 $66.36 $74.52 $70.29 Hourly Max $36.21 $20.93 $22.31 $24.19 $49.43 $40.67 $40.67 $25.03 $32.81 $48.73 $42.01 $22.09 $25.03 $27.44 $36.84 $36.77 $31.23 $49.43 $69.71 $67.31 $35.03 $28.28 $28.28 $29.40 $32.01 $35.03 $52.89 $32.01 $33.96 $28.28 $51.88 $48.73 $51.88 $42.67 $49.43 $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 $49.43 $13.22 $40.99 $66.36 $74.52 $70.29 Annual Minimum Annual Maximum $50,897.60 $30,430.40 $32,052.80 $35,297.60 $72,072.00 $59,217.60 $59,217.60 $35,172.80 $46,134.40 $68,494.40 $59,072.00 $31,054.40 $35,172.80 $40,040.00 $53,664.00 $53,726.40 $44,990.40 $72,072.00 $145,000.00 $140,004.80 $51,209.60 $39,769.60 $39,769.60 $42,848.00 $45,011.20 $51,209.60 $110,011.20 $45,011.20 $49,587.20 $39,769.60 $75,712.00 $68,494.40 $75,712.00 $62,296.00 $72,072.00 $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 $72,072.00 $19,593.60 $57,616.00 $138,028.80 $155,001.60 $146,203.20 $75,316.80 $43,534.40 $46,404.80 $50,315.20 $102,814.40 $84,593.60 $84,593.60 $52,062.40 $68,244.80 $101,358.40 $87,380.80 $45,947.20 $52,062.40 $57,075.20 $76,627.20 $76,481.60 $64,958.40 $102,814.40 $145,000.00 $140,004.80 $72,862.40 $58,822.40 $58,822.40 $61,152.00 $66,580.80 $72,862.40 $110,011.20 $66,580.80 $70,636.80 $58,822.40 $107,910.40 $101,358.40 $107,910.40 $88,753.60 $102,814.40 $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 $102,814.40 $27,497.60 $85,259.20 $138,028.80 $155,001.60 $146,203.20 219 Classification/Compensation Plan Classification/Compensation Plan Job Code Job Title 2133 2218 2131 2130 2136 1058 0538 0524 1646 1944 1930 1668 2174 2154 2079 2118 2207 1936 0541 1867 0214 2002 1976 1978 0998 0995 0996 1947 1956 2014 1967 2092 0533 0530 0570 0571 1968 0997 0573 1979 1992 0534 0531 0532 0569 1913 1067 1773 2033 0563 0561 0557 0562 0432 2040 2044 1697 220 Exec Dir Human Resources Exec Dir Human Resources Actng Exec Dir Info Technology Exec Dir Public Works Exec Director Water Resources Executive Assistant Executive Secretary Executive Secretary to Mayor Facilities Management Coord Facilities Management Director Facilities Management Spec Facilities Manager Facilities Supervisor Field Engineering Lead Field Engineering Supervisor Finance & Acctg Technology Dir Finance Analyst, Sr. Finance Manager Financial Services Technician Financial Specialist - Water 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 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 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 GIS Analyst I GIS Analyst II GIS Director FTE's 1.00 0.00 1.00 1.00 1.00 1.00 6.00 1.00 1.00 1.00 1.00 1.00 4.00 1.00 1.00 1.00 1.00 1.00 2.00 0.00 4.00 0.00 6.00 3.00 0.00 54.00 3.00 1.00 1.00 0.00 4.00 0.00 0.00 57.00 0.00 4.00 1.00 2.00 2.00 2.00 1.00 0.00 100.00 0.00 0.00 1.00 1.00 1.00 2.00 0.00 7.00 20.00 4.00 1.00 1.00 2.00 1.00 Hourly Min $67.31 $67.31 $65.47 $68.35 $71.64 $38.47 $18.38 $20.30 $22.18 $34.65 $19.25 $27.03 $22.18 $25.08 $29.10 $34.59 $27.70 $31.33 $18.70 $21.17 $18.70 $36.60 $26.14 $36.60 $25.80 $18.43 $25.80 $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 $27.70 $34.59 $25.08 $23.29 $16.08 $19.12 $20.09 $21.11 $13.32 $23.87 $29.10 $38.20 Hourly Max $67.31 $67.31 $65.47 $68.35 $71.64 $38.47 $27.03 $28.84 $32.81 $49.43 $27.44 $40.00 $32.81 $37.12 $43.06 $51.20 $40.99 $46.37 $26.63 $30.89 $26.63 $52.22 $37.30 $52.22 $36.83 $26.31 $36.83 $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 $40.99 $51.20 $37.12 $34.48 $23.80 $28.28 $29.73 $31.23 $18.98 $35.34 $43.06 $56.51 Annual Minimum Annual Maximum $140,004.80 $140,004.80 $136,177.60 $142,168.00 $149,011.20 $80,017.60 $38,230.40 $42,224.00 $46,134.40 $72,072.00 $40,040.00 $56,222.40 $46,134.40 $52,166.40 $60,528.00 $71,947.20 $57,616.00 $65,166.40 $38,896.00 $44,033.60 $38,896.00 $76,119.68 $76,119.68 $76,119.68 $53,668.16 $53,668.16 $53,668.16 $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 $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 $49,649.60 $60,528.00 $79,456.00 $140,004.80 $140,004.80 $136,177.60 $142,168.00 $149,011.20 $80,017.60 $56,222.40 $59,987.20 $68,244.80 $102,814.40 $57,075.20 $83,200.00 $68,244.80 $77,209.60 $89,564.80 $106,496.00 $85,259.20 $96,449.60 $55,390.40 $64,251.20 $55,390.40 $108,617.60 $108,617.60 $108,617.60 $76,614.72 $76,614.72 $76,614.72 $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 $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 $73,507.20 $89,564.80 $117,540.80 Divisions Classification/Compensation Plan Classification/Compensation Plan Job Code Job Title FTE's 1485 0393 1848 2045 1982 0436 1710 1349 1729 0391 0294 2060 1654 1709 2138 1959 1898 0513 0511 1569 1078 1899 0428 1079 0324 1958 2146 0581 0582 0386 1083 2070 0439 2101 1680 0424 0423 2189 0527 2050 2023 1794 0606 1473 0400 0064 1085 2193 2165 2164 0066 0607 0067 1089 0495 0069 0605 1.00 4.00 1.00 0.00 1.00 3.00 5.00 1.00 1.00 2.00 1.00 1.00 2.00 2.00 1.00 1.00 5.00 1.50 7.00 5.00 4.00 1.00 9.15 10.70 9.00 1.00 1.00 0.00 17.00 0.00 0.00 1.00 9.00 1.00 1.00 6.00 5.00 1.00 1.00 1.00 1.00 3.00 0.00 2.00 7.00 5.00 17.00 7.00 4.00 7.00 19.84 21.87 2.00 1.00 4.25 13.34 0.00 GIS Manager GIS Technician GM WestWorld Government Relations Assistant Government Relations Director Grant Program Specialist Grant Program Specialist, Sr. Grants Accountant 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 Human Resources Rep, Sr. Human Services Coordinator Human Services Manager Human Services Planner Human Services Rep Human Services Specialist HVAC Technician 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 IT Technician, Sr. ITS Manager ITS Technician, Sr. Job Preparation Specialist Laboratory Manager Landscape Contracts Coord Latent Print Examiner 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 Divisions Hourly Min $31.43 $20.59 $68.33 $32.99 $59.68 $16.96 $20.30 $22.33 $24.62 $19.61 $16.16 $31.43 $31.33 $23.87 $58.94 $27.70 $25.73 $16.16 $17.81 $23.87 $28.47 $27.17 $14.93 $22.33 $19.12 $38.20 $36.35 $21.11 $22.74 $11.32 $24.62 $22.18 $17.81 $31.33 $32.93 $21.17 $23.41 $31.33 $23.41 $16.96 $32.93 $21.17 $22.88 $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 Hourly Max $44.79 $30.47 $68.33 $47.05 $59.68 $25.10 $28.84 $31.78 $35.03 $27.97 $23.10 $44.79 $46.37 $35.34 $58.94 $40.99 $38.06 $23.10 $25.38 $35.34 $41.32 $38.65 $22.09 $31.78 $28.28 $56.51 $53.79 $31.23 $33.63 $16.75 $35.03 $32.81 $25.38 $46.37 $48.73 $30.28 $33.43 $46.37 $33.43 $25.10 $48.73 $30.89 $32.43 $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 Annual Minimum Annual Maximum $65,374.40 $42,827.20 $142,126.40 $68,619.20 $124,134.40 $35,276.80 $42,224.00 $46,446.40 $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 $37,044.80 $49,649.60 $59,217.60 $56,513.60 $31,054.40 $46,446.40 $39,769.60 $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 $44,033.60 $48,692.80 $65,166.40 $48,692.80 $35,276.80 $68,494.40 $44,033.60 $47,590.40 $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 $93,163.20 $63,377.60 $142,126.40 $97,864.00 $124,134.40 $52,208.00 $59,987.20 $66,102.40 $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 $52,790.40 $73,507.20 $85,945.60 $80,392.00 $45,947.20 $66,102.40 $58,822.40 $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 $62,982.40 $69,534.40 $96,449.60 $69,534.40 $52,208.00 $101,358.40 $64,251.20 $67,454.40 $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 $26,686.40 221 Classification/Compensation Plan Classification/Compensation Plan Job Code Job Title FTE's 2194 0315 0485 0072 0361 0190 0615 1786 0602 2150 2173 0322 0325 0326 0327 0328 0519 0355 1918 2018 1983 2107 2210 1178 0578 0078 0547 2099 0555 2147 1788 0318 0603 2047 1352 1772 0079 1942 1945 0082 0475 0418 0539 0317 1819 2098 0493 0494 1984 2157 1107 1321 1639 1892 1142 2075 0367 9.00 2.00 0.00 20.10 4.00 3.00 1.00 1.00 0.00 1.00 4.00 2.00 7.00 27.00 22.75 48.00 0.00 17.00 3.00 5.00 1.00 1.00 1.00 1.00 1.00 7.00 2.00 1.00 0.00 1.00 1.00 1.00 0.00 5.00 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 3.00 10.50 1.00 2.00 222 Library Supervisor License Inspector Lifeguard, Head - Aquatics Lifeguard/Instructor Logistics Technician Mail Services Courier 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 Marketing & Research Specialst Mayor Meter Technician, Senior Motor Sweeper Operator Municipal Security Guard, Lead Municipal Security Manager Museum Attendant Neighborhood Resource Supv 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 Planner, Principal Planner, Sr. Planning Administration Managr Planning Assistant Hourly Min $16.91 $16.97 $10.31 $9.57 $18.70 $12.68 $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 $24.62 $27.69 $20.60 $15.69 $17.32 $27.70 $9.42 $25.83 $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 $34.59 $27.03 $27.03 $15.41 Hourly Max $25.03 $24.19 $13.44 $14.17 $26.63 $18.08 $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 $35.03 $27.69 $29.40 $23.22 $25.64 $40.99 $12.84 $36.77 $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 $51.20 $40.00 $40.00 $21.91 Annual Minimum Annual Maximum $35,172.80 $35,297.60 $21,444.80 $19,905.60 $38,896.00 $26,374.40 $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 $51,209.60 $36,000.00 $42,848.00 $32,635.20 $36,025.60 $57,616.00 $19,593.60 $53,726.40 $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 $71,947.20 $56,222.40 $56,222.40 $32,052.80 $52,062.40 $50,315.20 $27,955.20 $29,473.60 $55,390.40 $37,606.40 $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 $72,862.40 $36,000.00 $61,152.00 $48,297.60 $53,331.20 $85,259.20 $26,707.20 $76,481.60 $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 $106,496.00 $83,200.00 $83,200.00 $45,572.80 Divisions Classification/Compensation Plan Job Code Job Title 0230 0488 1806 2137 0075 2205 0092 1450 1815 1109 2058 2223 1932 2091 2219 1449 0505 0999 0096 0272 0456 2222 2224 0597 0599 0339 2056 2221 0227 0100 0009 2178 2087 2140 2025 2156 0560 1432 2085 1498 2217 0612 0518 0471 1384 1732 1572 2003 1973 2225 0593 0594 1562 1124 1125 1298 1487 Planning Specialist Plans Examiner Plans Examiner, Sr. Pln, Neig, Trans Administrator Plumber PNT Manager Police Aide Police Analyst Police Analyst II Police Chief Police Chief, Assistant (Sworn) Police Chief, Assistant (Non-Sworn) Police Commander Police Communications Op Mgr Police Forensic Services Dir Police Intelligence Analyst Police Intelligence Specialist Police Lieutenant Police Officer Police Officer Trainee Police Officer, Pipeline Police Op Support Dir Police Plng Rsrch & Accred Dir Police Rangemaster Police Records Supervisor Police Sergeant Police Supply & Equipment Mgr Police Tech & Records Director Polygraph Examiner Pool Manager Pool Manager, Assistant Preservation Coordinator Pretreatment Prgm Coordinator Pro-Tem Judge Process Control Chemist, Sr. Project Coordination Liaison Project Management Assistant Project Manager Project Manager, Principal Project Manager, Sr. Property / Evidence Supervisor Property / Evidence Tech, Lead Property / Evidence Technician Prosecution Specialist ** Prosecutor I ** Prosecutor II Public Affairs Manager Public Education Officer Public Information Officer Public Safety Budget Manager ** Public Works Inspector I ** Public Works Inspector II Public Works Planner Public Works Project Coord Purchasing Director Purchasing Manager Purchasing Operations Manager Divisions Classification/Compensation Plan FTE's 2.50 4.00 5.00 1.00 4.00 4.00 40.00 4.00 3.00 1.00 2.00 1.00 6.00 1.00 1.00 1.00 1.00 18.00 329.00 0.00 0.00 1.00 1.00 1.00 5.00 58.00 1.00 1.00 1.00 4.22 7.55 2.00 1.00 0.00 1.00 3.00 3.00 0.00 1.00 9.00 1.00 1.00 3.50 6.00 5.00 6.00 0.00 2.00 3.50 1.00 0.00 11.00 1.00 1.00 1.00 1.00 2.00 Hourly Min $17.76 $23.84 $25.83 $70.99 $19.12 $34.59 $17.32 $21.17 $24.62 $84.03 $68.41 $68.41 $52.06 $29.10 $39.15 $22.33 $16.97 $43.40 $23.98 $23.98 $0.00 $35.46 $29.95 $20.09 $20.59 $36.99 $25.73 $35.46 $25.73 $17.32 $12.55 $22.18 $24.47 $53.83 $29.83 $29.95 $21.64 $29.10 $34.59 $31.33 $22.18 $17.76 $16.16 $14.63 $30.58 $35.46 $32.99 $24.62 $27.17 $31.43 $21.11 $22.74 $27.17 $23.41 $35.46 $28.40 $23.87 Hourly Max $26.27 $33.96 $36.77 $70.99 $28.28 $51.20 $25.64 $30.28 $35.03 $84.03 $68.41 $68.41 $63.30 $43.06 $57.92 $31.78 $24.19 $52.09 $37.01 $37.01 $0.00 $52.47 $42.67 $29.73 $30.47 $43.41 $38.06 $52.47 $38.06 $25.64 $18.58 $32.81 $36.21 $53.83 $44.15 $42.67 $32.01 $43.06 $51.20 $46.37 $32.81 $26.27 $23.10 $20.93 $45.24 $54.09 $47.05 $35.03 $38.65 $44.79 $31.23 $33.63 $38.65 $33.43 $52.47 $42.01 $35.34 Annual Minimum Annual Maximum $36,940.80 $49,587.20 $53,726.40 $147,659.20 $39,769.60 $71,947.20 $36,025.60 $44,033.60 $51,209.60 $174,782.40 $142,292.80 $142,292.80 $108,284.80 $60,528.00 $81,432.00 $46,446.40 $35,297.60 $90,272.00 $49,878.40 $49,878.40 $0.00 $73,756.80 $62,296.00 $41,787.20 $42,827.20 $76,939.20 $53,518.40 $73,756.80 $53,518.40 $36,025.60 $26,104.00 $46,134.40 $50,897.60 $111,966.40 $62,046.40 $62,296.00 $45,011.20 $60,528.00 $71,947.20 $65,166.40 $46,134.40 $36,940.80 $33,612.80 $30,430.40 $63,606.40 $73,756.80 $68,619.20 $51,209.60 $56,513.60 $65,374.40 $43,908.80 $47,299.20 $56,513.60 $48,692.80 $73,756.80 $59,072.00 $49,649.60 $54,641.60 $70,636.80 $76,481.60 $147,659.20 $58,822.40 $106,496.00 $53,331.20 $62,982.40 $72,862.40 $174,782.40 $142,292.80 $142,292.80 $131,664.00 $89,564.80 $120,473.60 $66,102.40 $50,315.20 $108,347.20 $76,980.80 $76,980.80 $0.00 $109,137.60 $88,753.60 $61,838.40 $63,377.60 $90,292.80 $79,164.80 $109,137.60 $79,164.80 $53,331.20 $38,646.40 $68,244.80 $75,316.80 $111,966.40 $91,832.00 $88,753.60 $66,580.80 $89,564.80 $106,496.00 $96,449.60 $68,244.80 $54,641.60 $48,048.00 $43,534.40 $94,099.20 $112,507.20 $97,864.00 $72,862.40 $80,392.00 $93,163.20 $64,958.40 $69,950.40 $80,392.00 $69,534.40 $109,137.60 $87,380.80 $73,507.20 223 Classification/Compensation Plan Classification/Compensation Plan 224 Job Code Job Title FTE's 2049 1935 0610 2064 2117 2109 0575 0107 2127 1130 0588 0589 1333 0111 0112 0113 0256 2177 2022 1664 0115 0223 2151 1314 1495 1136 2115 0616 2093 2041 2042 0587 0586 0585 0117 0319 2100 0427 2163 1651 0392 0590 2094 2095 1640 0398 2170 2172 2200 0258 2229 2180 2208 2123 0123 0063 1921 1.00 1.00 0.00 1.00 1.00 1.00 2.00 0.00 1.00 1.00 15.00 10.00 10.00 17.14 86.30 22.00 0.00 7.00 1.00 0.50 4.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 0.00 2.00 0.00 0.00 0.00 12.31 3.88 1.00 0.00 3.00 1.00 2.00 4.00 4.00 3.00 1.00 5.00 5.00 1.00 1.00 0.00 1.00 1.00 1.00 2.00 2.00 2.00 0.00 Quality Assurance Coordinator Radio Communications Engineer Radio Communictions Tech, Sr 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 Coordinator Safety Manager ** Scientist ** Scientist, Senior * Seasonal Aquatic Pool Manager * Seasonal Instructor * Seasonal Lifeguard Secretary Security Guard Security Project Coordinator 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 Analyst * Specialty Class Instructor Special Events Manager Stadium Facilities Lead Stadium Supervisor Staffing Services Manager Stock Clerk Stock Clerk, Lead Storm Water Planner Hourly Min $25.08 $29.83 $23.41 $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 $32.93 $23.41 $17.76 $20.09 $29.83 $22.33 $25.83 $34.65 $24.62 $19.25 $27.70 $27.03 $28.40 $12.55 $10.90 $9.57 $13.95 $15.41 $21.11 $11.51 $30.58 $28.47 $11.33 $15.41 $29.95 $34.65 $34.59 $20.09 $23.41 $24.62 $28.47 $9.85 $21.17 $22.18 $23.87 $31.43 $14.63 $16.16 $27.17 Hourly Max $37.12 $44.15 $33.43 $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 $48.73 $33.43 $26.27 $29.73 $44.15 $31.78 $36.77 $49.43 $35.03 $27.44 $40.99 $40.00 $42.01 $14.09 $10.90 $10.06 $19.91 $21.91 $31.23 $17.18 $45.24 $41.32 $17.20 $22.03 $42.67 $49.43 $51.20 $29.73 $33.43 $35.03 $40.67 $19.77 $30.28 $32.81 $35.34 $44.79 $20.93 $23.10 $38.65 Annual Minimum Annual Maximum $52,166.40 $62,046.40 $48,692.80 $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 $68,494.40 $48,692.80 $36,940.80 $41,787.20 $62,046.40 $46,446.40 $53,726.40 $72,072.00 $51,209.60 $40,040.00 $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 $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 $59,217.60 $20,488.00 $44,033.60 $46,134.40 $49,649.60 $65,374.40 $30,430.40 $33,612.80 $56,513.60 $77,209.60 $91,832.00 $69,534.40 $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 $101,358.40 $69,534.40 $54,641.60 $61,838.40 $91,832.00 $66,102.40 $76,481.60 $102,814.40 $72,862.40 $57,075.20 $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 $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 $84,593.60 $41,121.60 $62,982.40 $68,244.80 $73,507.20 $93,163.20 $43,534.40 $48,048.00 $80,392.00 Divisions Classification/Compensation Plan Classification/Compensation Plan Job Code Job Title FTE's 1920 2036 2037 2191 2126 2169 2184 1807 1808 0124 0477 0247 1671 1612 1828 1827 2027 1681 1441 1442 1667 0499 0498 1744 0308 0138 2029 1966 1964 1965 2159 1504 0526 0175 2153 0276 0274 0273 2171 2148 1962 1961 1960 0516 0525 2062 2190 1884 1885 1906 1353 2187 0483 0482 2183 2112 0420 0.00 0.00 3.00 1.00 2.00 1.00 1.00 1.00 2.00 0.00 0.00 2.00 1.00 21.50 7.00 2.00 1.00 1.00 0.00 8.00 1.00 6.00 6.00 1.00 5.00 0.00 1.00 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 1.00 2.50 1.00 1.00 3.00 1.00 1.00 4.00 1.00 1.00 2.00 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 - 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 Specialist Telecom Policy Coordinator Telemetry Controls Specialist *** Temporary Worker Tourism Development Coord 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 Utilities Technology Manager Victim Advocate Victim Advocate, Sr. Victim Services Manager Video Production Specialist Video Production Supervisor Wastewater Collection Spec Wastewater Collection Tech Wastewater Services Director Wastewater Treatment Manager Water Audit Technician Divisions Hourly Min $31.43 $27.70 $30.58 $42.14 $38.24 $36.35 $31.33 $30.58 $25.83 $7.35 $12.68 $13.95 $25.83 $27.17 $29.95 $28.47 $26.37 $29.10 $21.64 $23.87 $31.43 $22.68 $20.60 $29.95 $22.68 $0.00 $27.70 $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 $32.93 $20.30 $22.33 $27.17 $21.17 $25.83 $21.63 $20.60 $42.14 $31.33 $15.41 Hourly Max $44.79 $40.99 $45.24 $59.99 $54.50 $53.79 $46.37 $45.24 $36.77 $10.54 $18.08 $21.28 $36.77 $38.65 $42.67 $40.67 $39.01 $43.06 $32.01 $35.34 $44.79 $32.33 $29.40 $42.67 $32.33 $0.00 $40.99 $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 $48.73 $28.84 $31.78 $38.65 $30.28 $36.77 $30.80 $29.40 $59.99 $46.37 $21.91 Annual Minimum Annual Maximum $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 $15,288.00 $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 $42,848.00 $62,296.00 $47,174.40 $0.00 $57,616.00 $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 $68,494.40 $42,224.00 $46,446.40 $56,513.60 $44,033.60 $53,726.40 $44,990.40 $42,848.00 $87,651.20 $65,166.40 $32,052.80 $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 $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 $61,152.00 $88,753.60 $67,246.40 $0.00 $85,259.20 $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 $101,358.40 $59,987.20 $66,102.40 $80,392.00 $62,982.40 $76,481.60 $64,064.00 $61,152.00 $124,779.20 $96,449.60 $45,572.80 225 Classification/Compensation Plan Classification/Compensation Plan Job Code Job Title 0484 0491 2063 1490 0369 2196 0466 0446 0465 0132 1277 0248 0506 2197 2043 2017 0383 2211 0377 2162 1188 1468 1809 2008 1602 2182 0224 0335 2181 2188 2077 2209 2179 0189 0290 0438 0435 0261 0307 Water Campus Compliance Spec Water Campus Maintenance Spec Water Conservation Coordinator Water Conservation Specialist Water Distribution Field Coord Water Distribution Manager 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 Production Manager Water Quality Coordinator Water Quality Director Water Quality Specialist Water Quality Specialist, Sr Water Quality Technician 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/Wastewater Ops Supervisr Web & Media Services Manager Web Services Engineer Worker's Comp Claims Adjuster Workforce Development Analyst Wrangler Wtr/Wstwtr Field Rep Wtr/Wstwtr Trtmnt Plnt Oper Wtr/Wstwtr Trtmnt Plnt Opr, Sr * Youth Sports Coach * Youth Sports Official Total FTEs FTE's 1.00 2.00 1.00 3.00 1.00 1.00 1.00 1.00 13.00 11.00 1.00 1.00 3.00 1.00 2.00 1.00 5.00 1.00 2.00 1.00 1.00 3.00 1.00 1.00 1.00 1.00 10.00 10.00 5.00 1.00 2.00 1.00 2.00 2.10 6.00 30.00 8.00 0.00 0.00 2,454.85 Hourly Min $19.61 $20.60 $24.47 $21.64 $20.60 $32.93 $17.81 $22.68 $18.70 $14.63 $23.87 $16.97 $20.60 $32.93 $24.47 $42.14 $20.60 $21.64 $19.61 $64.54 $24.62 $27.70 $30.58 $42.14 $31.43 $42.14 $15.41 $18.70 $24.47 $32.12 $29.10 $23.87 $25.73 $10.95 $16.97 $19.61 $22.68 $9.42 $10.63 Hourly Max $27.97 $29.40 $36.21 $32.01 $29.40 $48.73 $25.38 $32.33 $26.63 $20.93 $35.34 $24.19 $29.40 $48.73 $36.21 $59.99 $29.40 $32.01 $27.97 $64.54 $35.03 $40.99 $45.24 $59.99 $44.79 $59.99 $21.91 $26.63 $36.21 $47.54 $43.06 $35.34 $38.06 $15.63 $24.19 $27.97 $32.33 $11.77 $13.29 Annual Minimum Annual Maximum $40,788.80 $42,848.00 $50,897.60 $45,011.20 $42,848.00 $68,494.40 $37,044.80 $47,174.40 $38,896.00 $30,430.40 $49,649.60 $35,297.60 $42,848.00 $68,494.40 $50,897.60 $87,651.20 $42,848.00 $45,011.20 $40,788.80 $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 $50,897.60 $66,809.60 $60,528.00 $49,649.60 $53,518.40 $22,776.00 $35,297.60 $40,788.80 $47,174.40 $19,593.60 $22,110.40 $58,177.60 $61,152.00 $75,316.80 $66,580.80 $61,152.00 $101,358.40 $52,790.40 $67,246.40 $55,390.40 $43,534.40 $73,507.20 $50,315.20 $61,152.00 $101,358.40 $75,316.80 $124,779.20 $61,152.00 $66,580.80 $58,177.60 $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 $75,316.80 $98,883.20 $89,564.80 $73,507.20 $79,164.80 $32,510.40 $50,315.20 $58,177.60 $67,246.40 $24,481.60 $27,643.20 Notes: * Seasonal Classifications - Seasonal employees work only part of the year to perform recurring work at a set time of the year. Examples of seasonal work might include coaching or officiating youth/adult sports, teaching a specialty class through Parks and Recreation or being a lifeguard at the city's swimming pools. ** Flex Classifications - These classifications create advancement opportunities within a class series based on established and documented criteria. Such as degrees, technical certifications, and demonstrated professional experience and expertise. *** Temporary Classifications - Temporary employees ae assigned to a position that has an "end date" and are not seasonal. Examples of temporary work might include interns, student workers, custodial work or maintenance help at our WestWorld facility. 226 Divisions Operating Budget by Division, Operating Budget by Division, Service Area and Account Category Service Area and Account Category The following matrix provides a summary of the total Adopted FY 2011/12 Service Area Operating Budget by division and highlights each division's specific service area by account category. Additionally, the report includes the applicable number of full-time equivalent employees (FTE's) by service area and division. Division/Service Area FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2011/12 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL 10.00 492,305 368,322 19,700 0 0 880,327 TOTAL MAYOR AND CITY COUNCIL 10.00 492,305 368,322 19,700 0 0 880,327 CIVIL 22.50 2,498,235 98,054 49,200 0 0 2,645,489 PROSECUTION 26.00 2,317,877 136,358 33,500 0 0 2,487,735 4.50 350,257 17,074 4,994 0 0 372,325 53.00 5,166,369 251,486 87,694 0 0 5,505,549 CITY AUDITOR 7.00 689,639 29,534 2,250 0 0 721,423 TOTAL CITY AUDITOR 7.00 689,639 29,534 2,250 0 0 721,423 CITY CLERK 8.00 614,207 439,501 6,375 0 0 1,060,083 TOTAL CITY CLERK 8.00 614,207 439,501 6,375 0 0 1,060,083 CITY COURT 57.98 4,198,427 1,446,902 52,268 0 60,000 5,757,597 TOTAL CITY COURT 57.98 4,198,427 1,446,902 52,268 0 60,000 5,757,597 CITY MANAGER 5.00 671,795 213,654 13,865 0 0 899,314 TOTAL CITY MANAGER 5.00 671,795 213,654 13,865 0 0 899,314 CITY ATTORNEY VICTIM SERVICES TOTAL CITY ATTORNEY CITY AUDITOR CITY CLERK CITY COURT CITY MANAGER CITY TREASURER - FINANCE AND ACCOUNTING ACCOUNTING 25.00 1,826,771 706,357 8,561 0 0 2,541,689 BUDGET 4.50 336,649 21,064 2,400 0 0 360,113 CITY TREASURER 3.00 272,166 15,571 902 0 0 288,639 44.00 2,856,518 1,306,511 30,986 0 0 4,194,015 7.00 613,838 6,551,424 95,019 0 0 7,260,281 83.50 5,905,942 8,600,927 137,868 0 0 14,644,737 CUSTOMER SERVICE RISK MANAGEMENT TOTAL CITY TREASURER - FINANCE AND ACCOUNTING ADMINISTRATIVE SERVICES COMMUNICATIONS HR INFRASTRUCTURE SUPPORT WORKFORCE MANAGEMENT/EMPLOYEE PROGRAMS BENEFITS MANAGEMENT TECHNOLOGY INFRASTRUCTURE SUPPORT Divisions 8.50 716,389 20,878 8,515 0 0 745,782 17.50 1,487,668 237,331 30,818 0 0 1,755,817 6.00 432,908 184,136 113,582 0 0 730,626 5.00 743,759 25,974,353 13,500 50,000 0 26,781,612 39.81 3,799,773 1,210,731 183,824 992,849 387,000 6,574,177 227 Operating Budget by Division, Service Area and Account Category Operating Budget by Division, Service Area and Account Category Division/Service Area FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2011/12 Total APPLICATION DEVELOPMENT & SUPPORT 30.00 3,157,907 378,206 14,581 0 0 3,550,694 PURCHASING 24.00 1,607,512 186,948 207,523 0 0 2,001,983 9.00 665,398 37,308 2,870 0 0 705,576 139.81 12,611,314 28,229,891 575,213 1,042,849 387,000 42,846,267 14.00 1,040,139 599,370 66,150 0 0 1,705,659 TAX AUDIT TOTAL ADMINISTRATIVE SERVICES COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION ECONOMIC VITALITY 10.00 1,007,134 12,396,503 17,123 0 617,348 14,038,108 160.50 13,177,878 9,837,231 431,608 10,000 171,785 23,628,502 18.00 1,608,656 2,290,346 392,789 0 75,000 4,366,791 202.50 16,833,807 25,123,450 907,670 10,000 864,133 43,739,060 3.00 367,948 18,233 3,250 0 0 389,431 HUMAN SERVICES 72.19 4,357,656 12,897,255 341,024 0 0 17,595,935 LIBRARY SYSTEMS 120.30 7,097,091 1,003,614 1,339,667 0 0 9,440,372 PARKS & RECREATION 260.97 13,434,118 5,198,905 1,983,774 0 0 20,616,797 3.00 191,530 57,716 16,000 0 0 265,246 459.46 25,448,343 19,175,723 3,683,715 0 0 48,307,781 PLANNING / NEIGHBORHOOD / TRANSPORTATION WESTWORLD TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES PUBLIC SAFETY - FIRE EMERGENCY MANAGEMENT FIRE EMERGENCY SERVICES FIRE SUPPORT SERVICES 2.00 234,333 25,839 2,591 0 0 262,763 229.00 19,487,405 2,492,344 6,776 0 0 21,986,525 26.00 2,358,361 1,606,537 834,969 0 0 4,799,867 257.00 22,080,099 4,124,720 844,336 0 0 27,049,155 OFFICE OF THE POLICE CHIEF 14.00 1,773,375 81,402 27,800 0 0 1,882,577 POLICE UNIFORMED SERVICES 376.10 35,792,565 8,381,601 350,467 10,450 0 44,535,083 INVESTIGATIVE SERVICES 124.00 14,350,474 2,631,390 291,024 0 0 17,272,888 POLICE ADMINISTRATIVE SERVICES 145.50 10,441,852 2,485,379 704,488 0 0 13,631,719 TOTAL PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE POLICE PERSONNEL DEVELOPMENT TOTAL PUBLIC SAFETY - POLICE 16.00 1,755,873 266,698 228,454 0 0 2,251,025 675.60 64,114,139 13,846,470 1,602,233 10,450 0 79,573,292 PUBLIC WORKS CAPITAL PROJECT MANAGEMENT 41.00 194,510 90,547 2,870 0 0 287,927 FACILITIES MANAGEMENT 55.00 4,187,781 9,821,733 1,136,380 0 582,011 15,727,905 FLEET MANAGEMENT 46.00 3,315,851 1,517,267 6,614,878 5,605,538 0 17,053,534 PUBLIC WORKS ADMINISTRATION SOLID WASTE MANAGEMENT 228 3.00 234,464 13,781 4,500 0 0 252,745 89.00 5,818,620 8,962,643 428,498 0 0 15,209,761 Divisions Operating Budget by Division, Service Area and Account Category Operating Budget by Division, Service Area and Account Category Division/Service Area FTE STREET OPERATIONS Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2011/12 Total 60.00 3,938,464 6,536,688 678,602 51,500 0 11,205,254 294.00 17,689,690 26,942,659 8,865,728 5,657,038 582,011 59,737,126 WATER QUALITY 22.00 1,861,842 680,875 346,080 0 0 2,888,797 WATER RECLAMATION SERVICES 48.00 3,760,136 9,968,472 2,404,676 0 0 16,133,284 WATER RESOURCES ENGINEERING & ADMINISTRATION 22.00 1,941,536 4,348,593 2,613,331 0 0 8,903,460 TOTAL PUBLIC WORKS WATER RESOURCES WATER SERVICES 110.00 7,851,189 11,673,870 18,166,943 0 0 37,692,002 TOTAL WATER RESOURCES 202.00 15,414,703 26,671,810 23,531,030 0 0 65,617,543 2,454.85 191,930,779 155,465,049 40,329,945 6,720,337 1,893,144 396,339,254 Grand Totals Divisions 229 Operating Budget by Division, OperatingArea Budget by Division, Service Area and Funding Source Service and Funding Source The following matrix provides a summary of the total Adopted FY 2011/12 Service Area Operating Budget by division and highlights each division's specific service areas. The matrix includes the source(s) of funding for each service area by governmental fund accounting type plus it includes the applicable number of full-time equivalent employees (FTE's) by service area and division. Division/Service Area FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2011/12 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL 10.00 764,306 0 110,000 0 6,021 880,327 TOTAL MAYOR AND CITY COUNCIL 10.00 764,306 0 110,000 0 6,021 880,327 CIVIL 22.50 2,645,489 0 0 0 0 2,645,489 PROSECUTION 26.00 2,487,735 0 0 0 0 2,487,735 CITY ATTORNEY VICTIM SERVICES 4.50 372,325 0 0 0 0 372,325 53.00 5,505,549 0 0 0 0 5,505,549 CITY AUDITOR 7.00 721,423 0 0 0 0 721,423 TOTAL CITY AUDITOR 7.00 721,423 0 0 0 0 721,423 TOTAL CITY ATTORNEY CITY AUDITOR CITY CLERK CITY CLERK 8.00 1,060,083 0 0 0 0 1,060,083 TOTAL CITY CLERK 8.00 1,060,083 0 0 0 0 1,060,083 CITY COURT CITY COURT 57.98 3,769,007 1,985,506 0 0 3,084 5,757,597 TOTAL CITY COURT 57.98 3,769,007 1,985,506 0 0 3,084 5,757,597 CITY MANAGER CITY MANAGER 5.00 899,314 0 0 0 0 899,314 TOTAL CITY MANAGER 5.00 899,314 0 0 0 0 899,314 CITY TREASURER - FINANCE AND ACCOUNTING ACCOUNTING 25.00 2,328,677 0 208,620 4,392 0 2,541,689 BUDGET 4.50 355,383 0 0 4,730 0 360,113 CITY TREASURER 3.00 206,857 0 48,795 32,987 0 288,639 44.00 1,501,626 0 2,692,389 0 0 4,194,015 7.00 0 0 0 7,260,281 0 7,260,281 83.50 4,392,543 0 2,949,804 7,302,390 0 14,644,737 8.50 745,782 0 0 0 0 745,782 17.50 1,755,817 0 0 0 0 1,755,817 CUSTOMER SERVICE RISK MANAGEMENT TOTAL CITY TREASURER - FINANCE AND ACCOUNTING ADMINISTRATIVE SERVICES COMMUNICATIONS HR INFRASTRUCTURE SUPPORT 230 WORKFORCE MANAGEMENT/EMPLOYEE PROGRAMS 6.00 730,626 0 0 0 0 730,626 BENEFITS MANAGEMENT 5.00 327,937 0 0 26,453,675 0 26,781,612 Divisions Operating Budget by Division, Service Area and Funding Source Operating Budget by Division, Service Area and Funding Source Division/Service Area FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2011/12 Total TECHNOLOGY INFRASTRUCTURE SUPPORT 39.81 5,581,328 0 0 992,849 0 6,574,177 APPLICATION DEVELOPMENT & SUPPORT 30.00 3,550,694 0 0 0 0 3,550,694 PURCHASING 24.00 2,001,983 0 0 0 0 2,001,983 9.00 705,576 0 0 0 0 705,576 139.81 15,399,743 0 0 27,446,524 0 42,846,267 TAX AUDIT TOTAL ADMINISTRATIVE SERVICES COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION 14.00 0 0 1,705,659 0 0 1,705,659 ECONOMIC VITALITY 10.00 7,732,958 6,299,650 0 0 5,500 14,038,108 160.50 13,403,966 9,257,093 0 0 967,443 23,628,502 18.00 3,166,791 1,200,000 0 0 0 4,366,791 24,303,715 16,756,743 1,705,659 0 972,943 43,739,060 PLANNING / NEIGHBORHOOD / TRANSPORTATION WESTWORLD TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT 202.50 COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN 3.00 389,431 0 0 0 0 389,431 HUMAN SERVICES 72.19 4,451,121 670,145 0 0 12,474,669 17,595,935 LIBRARY SYSTEMS 120.30 8,947,371 446,101 0 0 46,900 9,440,372 PARKS & RECREATION 260.97 18,643,371 1,973,426 0 0 0 20,616,797 PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES 3.00 265,246 0 0 0 0 265,246 459.46 32,696,540 3,089,672 0 0 12,521,569 48,307,781 2.00 252,185 0 0 0 10,578 262,763 229.00 21,911,541 0 0 0 74,984 21,986,525 26.00 4,792,967 6,900 0 0 0 4,799,867 257.00 26,956,693 6,900 0 0 85,562 27,049,155 PUBLIC SAFETY - FIRE EMERGENCY MANAGEMENT FIRE EMERGENCY SERVICES FIRE SUPPORT SERVICES TOTAL PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF 14.00 1,869,572 13,005 0 0 0 1,882,577 POLICE UNIFORMED SERVICES 376.10 44,128,761 406,322 0 0 0 44,535,083 INVESTIGATIVE SERVICES 124.00 16,206,897 943,771 0 0 122,220 17,272,888 POLICE ADMINISTRATIVE SERVICES 145.50 13,239,211 282,835 0 0 109,673 13,631,719 POLICE PERSONNEL DEVELOPMENT 16.00 2,251,025 0 0 0 0 2,251,025 675.60 77,695,466 1,645,933 0 0 231,893 79,573,292 TOTAL PUBLIC SAFETY - POLICE PUBLIC WORKS CAPITAL PROJECT MANAGEMENT 41.00 287,927 0 0 0 0 287,927 FACILITIES MANAGEMENT 55.00 15,235,605 492,300 0 0 0 15,727,905 FLEET MANAGEMENT 46.00 0 0 0 17,053,534 0 17,053,534 3.00 252,745 0 0 0 252,745 PUBLIC WORKS ADMINISTRATION Divisions 0 231 Operating Budget by Division, Service Area and Funding Source Operating Budget by Division, Service Area and Funding Source Division/Service Area FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2011/12 Total SOLID WASTE MANAGEMENT 89.00 0 0 15,209,761 0 0 15,209,761 STREET OPERATIONS 60.00 0 11,205,254 0 0 0 11,205,254 15,776,277 11,697,554 15,209,761 17,053,534 0 59,737,126 TOTAL PUBLIC WORKS 294.00 WATER RESOURCES WATER QUALITY 22.00 0 0 2,888,797 0 0 2,888,797 WATER RECLAMATION SERVICES 48.00 0 0 16,133,284 0 0 16,133,284 WATER RESOURCES ENGINEERING & ADMINISTRATION 22.00 0 0 8,903,460 0 0 8,903,460 WATER SERVICES 110.00 0 0 37,692,002 0 0 37,692,002 TOTAL WATER RESOURCES 202.00 0 0 65,617,543 0 0 65,617,543 209,940,659 35,182,308 85,592,767 51,802,448 13,821,072 396,339,254 Total Add: Leave Accrual Payments Less: Estimated Personnel Savings from Vacant Positions Less: Car Allowance Savings Less: Public Safety Take Home Vehicle Savings Less: Office Supplies Savings Grand Total 232 2,454.85 1,800,000 -3,150,000 -53,743 -77,483 -100,000 208,359,433 Divisions Service Area Relationship with Strategic Goals Service Area 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. Enhance Neighborhoods: Scottsdale's residential and commercial neighborhoods are a major defining element of this community. The quality of our experience as a Scottsdale citizen is expressed first and foremost in the individual neighborhoods where we live, work, and play. Scottsdale is committed to maintaining and enhancing our existing and future neighborhoods. Development, revitalization, and redevelopment decisions, including rezoning and infrastructure planning, must meet the needs of our neighborhoods in the context of broader community goals. Preserve Meaningful Open Space: The City of Scottsdale is commited to promoting the acquisition, dedication, and setting aside of open space as a community amenity and in support of the tourism industry 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 future needs. Advance Transportation: The transportation system must be the backbone of Scottsdale, supporting its economy and serving and influencing its land use patterns in a positive way. Neighborhoods Open Space Sustainability Transportation Unique Lifestyle MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL Economic Vitality Scottsdale s Unique Lifestyle and Character: Scottsdale offers a superior and desirable Sonoran Desert lifestyle for Value Scottsdale's its citizens and visitors. The preservation of this unique lifestyle and character will be achieved through a respect for our natural and man‐made environment, while providing for the needs of our citizens. X X X X X X CITY ATTORNEY CIVIL PROSECUTION VICTIM SERVICES X X X CITY AUDITOR CITY AUDITOR X CITY CLERK CITY CLERK X CITY COURT CITY COURT CITY MANAGER CITY MANAGER Divisions X X X X X X X 233 COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION ECONOMIC VITALITY PLANNING / NEIGHBORHOOD / TRANSPORTATION WESTWORLD COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN HUMAN SERVICES LIBRARY SYSTEMS PARKS & RECREATION PRESERVE MANAGEMENT 234 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 PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF POLICE UNIFORMED SERVICES INVESTIGATIVE SERVICES POLICE ADMINISTRATIVE SERVICES POLICE PERSONNEL DEVELOPMENT X X X X X WATER RESOURCES WATER QUALITY WATER RECLAMATION SERVICES WATER RESOURCES ENGINEERING & ADMINISTRATION WATER SERVICES X X X X X X PUBLIC SAFETY - FIRE EMERGENCY MANAGEMENT FIRE EMERGENCY SERVICES FIRE SUPPORT SERVICES PUBLIC WORKS CAPITAL PROJECT MANAGEMENT FACILITIES MANAGEMENT FLEET MANAGEMENT PUBLIC WORKS ADMINISTRATION SOLID WASTE MANAGEMENT STREET OPERATIONS Unique Lifestyle ADMINISTRATIVE SERVICES COMMUNICATIONS HR INFRASTRUCTURE SUPPORT WORKFORCE MANAGEMENT/EMPLOYEE PROGRAMS BENEFITS MANAGEMENT TECHNOLOGY INFRASTRUCTURE SUPPORT APPLICATION DEVELOPMENT & SUPPORT PURCHASING TAX AUDIT Transportation CITY TREASURER - FINANCE AND ACCOUNTING ACCOUNTING BUDGET CITY TREASURER CUSTOMER SERVICE RISK MANAGEMENT Sustainability Open Space Neighborhoods Economic Vitality Service Area Relationship with Strategic Goals X X X X X X X X X X X X X X Divisions City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One Mayor and City Council Mayor and City Council Mayor and City Council 235 Mayor and City Council Mayor and City Council 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. Strategic Goals • Preserve Space Meaningful FY 2011/12 Priorities Open- • Enhance Neighborhoods • Seek Sustainability • Support Economic Vitality • Advance Transportation • Value Scottsdale's Unique Lifestyle and Character FY 2010/11 Highlights • An increase of 2 percent in the City's bed tax was approved by voters, and the funds will be used to enhance marketing, special events and attractions to increase visits to Scottsdale. • Revisions to the City Charter approved by voters were signed by the Governor. • Land was added to the McDowell Sonoran Preserve. • 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 preserves 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. Budget Notes and Changes • The Mayor and City Council Division budget increased this year primarily because items that support Mayor and Council initiatives which historically had been in the city manager, communications, human resources, water and wastewater areas were transferred in, such as citywide memberships in the Arizona League of Cities and Towns and the Arizona Municipal Water Users Association. Mayor and City Council Mayor and City Council Mayor Support Mayor and City Council 237 Mayor and City Council Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 10.00 10.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 10.00 0.00 0.41 % Funding Source Actual 2009/10 Approved 2010/11 673,828 610,066 764,306 154,240 5,400 9,500 6,021 -3,479 Water Fund 0 0 86,500 86,500 Water Reclamation Fund 0 0 23,500 23,500 679,228 619,566 880,327 260,761 Actual 2009/10 Approved 2010/11 Personnel Services 543,845 491,136 492,305 1,169 Contractual Services 116,514 109,830 368,322 258,492 18,869 18,600 19,700 1,100 0 0 0 0 679,228 619,566 880,327 260,761 0 0 0 0 679,228 619,566 880,327 260,761 Actual 2009/10 Projected 2010/11 Estimated 2011/12 57 50 45 General Fund Trust And Agency Fund Total Division Budget Adopted Change 10/11 to 11/12 2011/12 Expenditures By Type Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 to 11/12 2011/12 Performance Measures Description Number of City Council meetings (24 annually are statutorily required.) 238 Mayor and City Council City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One City Attorney Civil Prosecution Victim Services City Attorney 239 City Attorney City Attorney The City Attorney is the chief legal advisor of all offices, divisions and agencies and of all officers and employees in matters relating to their official powers and duties, and serves at the pleasure of the City Council. The office litigates civil claims and lawsuits filed on behalf of, or against, the City of Scottsdale and provides clients with legal advice to assist in preventing or limiting legal risks. In addition, the office prosecutes misdemeanor offenses in the City, including Driving Under the Influence (DUI), domestic violence, juvenile status offenses, minor traffic, and other misdemeanor offenses. The Prosecution staff supports Code Enforcement, Zoning, Airport and Photo Radar and represents the City in all court proceedings required to prosecute offenders and to support the mission and goals of the City Council. Through the Victim Services program, the office provides legally mandated victim notification services as well as professional level victim advocacy to misdemeanor crime victims in Scottsdale. • Continued ongoing efforts to scan and eliminate paper documents so as to minimize storage costs. Strategic Goal(s) • Seek Sustainability FY 2010/11 Highlights • The City Attorney's division undertook a number of cost savings and revenue enhancement measures to help maintain a high level of service within reduced budget constraints. • Eliminated phone. one Blackberry • Utilized “You Send It” service allowing large files to be emailed instead of sending via US mail, courier or hand-delivery. • Posted the Public Records Request form on the City’s website so that it can be completed and submitted online, thereby eliminating the need to print and deliver the form. This process has also standardized submissions. • Initiated and completed a renegotiation of the office’s Westlaw contract to maintain or reduce legal research costs for the next three years. City Attorney • Applied for and received authorization for unlimited, full access to On Base, the Maricopa County Superior Court’s electronic document management system. Scottsdale is the only City in the state that has been granted such access. This application eliminates the necessity of office personnel traveling to Superior Court to review case files and paying for file copying charges. Bruce Washburn City Attorney • Realized savings from revenue recovery efforts in 2010 (primarily tax collections) resulting in cash payments of over $114,000, not including commitments for future payments. • Assisted in the design and implementation of the City Court’s Home Detention program which has resulted in substantial cost savings for the public safety budget. 241 City Attorney FY 2011/12 Priorities • Continue to train City staff in support of the City Attorney’s goal of preventing legal claims against the City; assure that at least one person in each City division is trained to fully and promptly respond to Public Records Requests. • Continue to limit use of outside counsel for civil legal matters. • Continue resolving criminal matters in a competent and timely manner through effective Prosecution processes. • Continue to maintain the highest level of service for victims/ citizens within an environment of consistently increasing workload. 242 Budget Notes and Changes • Reduced City Attorney’s management team by 25 percent 1.0 FTE. • Reduced General Fund base budget by over $133,000. • Renegotiated Westlaw contract generating annual savings over $10,000 for the next three years. • Reduced City Attorney staff by 9 percent - 5.0 FTE’s. City Attorney Civil Prosecution Victim Services • Anticipating an increase in domestic violence cases, maintaining service levels to victims is becoming much more difficult with prior and current reductions in staffing. City Attorney City Attorney Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 57.50 57.50 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 53.00 -4.50 2.16 % Funding Source Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 General Fund 6,190,817 5,796,941 5,505,549 -291,392 Total Division Budget 6,190,817 5,796,941 5,505,549 -291,392 Actual 2009/10 Approved 2010/11 5,663,035 5,239,245 5,166,369 -72,876 453,946 469,502 251,486 -218,016 73,836 88,194 87,694 -500 0 0 0 0 6,190,817 5,796,941 5,505,549 -291,392 0 0 0 0 6,190,817 5,796,941 5,505,549 -291,392 Projected 2010/11 Estimated 2011/12 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Actual 2009/10 Performance Measures for the City Attorney's Division are listed within each individual service area. City Attorney 243 CITY ATTORNEY CITY ATTORNEY - CIVIL Civil Strategic Goal(s) • Program Description The City Attorney is the chief legal advisor of all offices, divisions and agencies and of all officers and employees in matters relating to their official powers and duties, and serves at the pleasure of the City Council. The office litigates civil claims and lawsuits filed on behalf of, or against, the City of Scottsdale and provides clients with legal advice to assist in preventing or limiting legal risks. FY 2010/11 Highlights • • • FY 2011/12 Priorities • Budget Notes and Changes • Seek Sustainability The City Attorney’s office sought to reduce the occurrence of claims against the City by conducting training of City staff in their legal obligations. One major effort was the training conducted by the public records request administrator, who is a member of the office staff. The Administrator, a trained paralegal, has developed in coordination with legal staff and others in the City’s organization training for staff members in each division to make sure they are aware of their responsibilities to promptly and fully respond to public records requests. She has also created efficient systems to track and coordinate the City’s responses. These efforts both reduce the City’s exposure to claims that the City has not complied with the public records laws and accomplish the Council’s goal of maintaining an open and responsive government. Scottsdale is far ahead of most, if not all, other cities in the state in this effort. Other training that took place included: Legal Update Training incorporating immigration enforcement for between 450 and 500 police employees; Contract Academy training for contract administrators; Real estate fundamentals training for the many divisions that have real property responsibilities; SB1070 training (prior to injunction) for Police Department sworn, communications and detention supervisors; Code Enforcement Court Room Testimony Training; and Fire Marshall Citation Writing Training. The office sought to minimize the City’s use of outside counsel. One significant piece of litigation handled by the Office was the successful conclusion of the Arts District case. Arts District brought suit against the City, claiming that it had a legal right to obtain City owned property in the Loloma area. The litigation clouded the City’s title to the property, but the City obtained a judgment from the trial court in the City’s favor without the necessity of going to trial, thereby freeing up the City’s property years ahead of the normal timeline for resolving litigation. Continue to train City staff in support of the City Attorney's goal of preventing legal claims against the City; assure that at least one person in each City division is trained to fully and promptly respond to Public Records Requests. CITY ATTORNEY CITY ATTORNEY - CIVIL • Continue Revenue Recovery efforts. • Continue to limit the use of outside counsel for civil legal matters. • • 244 Replacement of assistant city attorney will expand office expertise in tax matters and provide additional focus on revenue recovery. Civil Department reduced its budget for outside counsel by more than $133,000. Note that there may be a need to request contingency funds should unexpected legal fees occurs. Renegotiated Westlaw contract will generate annual savings of approximately $12,000 the first year. City Attorney Staff Summary Actual Approved Adopted Change 10/11 Civil Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 24.50 24.50 % of City's FTEs Adopted 2011/12 Change 10/11 to 11/12 22.50 -2.00 0.92 % Funding Source Actual 2009/10 Approved 2010/11 Adopted 2011/12 Change 10/11 to 11/12 General Fund 3,210,475 2,858,581 2,645,489 -213,092 Total Division Budget 3,210,475 2,858,581 2,645,489 -213,092 Actual 2009/10 Approved 2010/11 Adopted 2011/12 Change 10/11 to 11/12 2,853,795 2,500,945 2,498,235 -2,710 304,035 304,436 98,054 -206,382 52,645 53,200 49,200 -4,000 0 0 0 0 3,210,475 2,858,581 2,645,489 -213,092 0 0 0 0 3,210,475 2,858,581 2,645,489 -213,092 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Performance Measures Description Actual 2009/10 Projected 2010/11 Estimated 2011/12 26 26 27 2 1 0 100% 98% 98% Number of new civil litigation cases Number of new cases sent to outside counsel Percentage of clients with a satisfaction of "Good" or better as indicated by the Civil Survey Annually, Civil sends out a questionnaire to the clients we serve in the City departments. The responses are confidential and clients rate City Attorney staff on professionalism/attitude, response time, effective communication, requisite knowledge and expertise, and overall satisfaction. The goal of the division is to achieve a client satisfaction level of "Good" or better from 90 percent of the clients. For the 2009/2010 Civil survey, 247 surveys were sent out with 159 individuals responding. Volunteer Hours # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent The legal interns perform research and prepare legal memoranda on legal issues. They also assist in discovery, the drafting of pleadings, and in preparing for trial. In addition, they work with attorneys on other projects impacting cityrelated issues. 7 1,400 $26,950 0.7 Total 7 $26,950 0.7 Description The value of volunteer hours was calculated using an hourly rate of $19.25. City Attorney 245 CITY ATTORNEY CITY ATTORNEY - PROSECUTION Prosecution Strategic Goal(s) • Program Description The Prosecution Department of the City Attorney's office prosecutes misdemeanor offenses in the City, including Driving Under the Influence (DUI), domestic violence, juvenile status offenses, minor traffic, and other misdemeanor offenses. The Prosecution staff supports Code Enforcement, Zoning, Airport and Photo Radar and represents the City in all court proceedings required to prosecute offenders and to support the mission and goals of the City Council. FY 2010/11 Highlights • • • • • FY 2011/12 Priorities • Budget Notes and Changes • Seek Sustainability Maintained a strong cooperative team atmosphere working with other city divisions within the Criminal Justice Team, including members of the Police Department and Court. Worked closely with other city divisions such as Tax and License, Code Enforcement and Zoning, and the Fire Department providing training and assistance in filing cases in criminal court. Provided training to the Police Department. Partnered closely with members of the City’s Domestic Violence Action Team to address issues that arise in highly emotional and dangerous domestic violence cases. Worked closely with Police, Victim Services and Probation to provide the safest environment possible and secure the best outcome in extremely difficult cases. Remained committed to fair and even handed justice for all defendants while also focusing on moving cases efficiently and timely. Reviewed all available police reports prior to the first court date and when possible made offers of resolution at first court appearance. This allowed for approximately 33-40% of the cases to be resolved at the first contact. This allows defendants a quick resolution and avoids unnecessary and repeated trips to court. Continue resolving criminal matters in a competent and timely manner through effective Prosecution processes. • Continue to show consistency and fairness to all participants in Scottsdale's court system. CITY ATTORNEY ATTORNEY - PROSECUTION • Maintain open and effective communication toCITY ensure an atmosphere of cooperation and teamwork with all city divisions and team members. • • 246 Prosecution anticipates that the number of DUI cases and Domestic Violence cases will continue to rise. These trends continue due to a combination of stricter DUI penalties and hard economic times. An additional result of stricter DUI penalties is an increase in the number of cases going to trial. As this increase continues and with one less criminal courtroom, the backlog of jury trials continues to grow making it more difficult to comply with Supreme Court mandates of 180 days to completion. Stricter DUI penalties will result in an increase in the number of cases going to trial. As this increase continues, and with one less criminal courtroom, the backlog of jury trials will grow and make it more difficult to comply with Supreme Court mandates of 180 days to completion. With the elimination of a receptionist, those duties will be redistributed among staff, causing additional workload for remaining staff. City Attorney Staff Summary Actual Approved Adopted Change 10/11 Prosecution Staff Summary Actual 2009/10 Approved 2010/11 27.00 27.00 Full-time Equivalents (FTE) % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 26.00 -1.00 1.06 % Funding Source Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 General Fund 2,559,492 2,532,752 2,487,735 -45,017 Total Division Budget 2,559,492 2,532,752 2,487,735 -45,017 Actual 2009/10 Approved 2010/11 2,404,835 2,355,241 2,317,877 -37,364 135,526 147,511 136,358 -11,153 19,130 30,000 33,500 3,500 0 0 0 0 2,559,492 2,532,752 2,487,735 -45,017 0 0 0 0 2,559,492 2,532,752 2,487,735 -45,017 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Number of Driving Under the Influence (DUI) cases Percentage of increase in DUI cases Actual 2009/10 Projected 2010/11 Estimated 2011/12 2396 2493 2595 4% 4% 4% The number of DUI cases continue to increase each year. City Attorney 247 CITY ATTORNEY Victim Services Strategic Goal(s) • Program Description Victim Services provides legally mandated victim notification services as well as professional level victim advocacy to misdemeanor crime victims in Scottsdale. FY 2010/11 Highlights • • • • FY 2011/12 Priorities • • • Budget Notes and Changes • • • • 248 CITY ATTORNEY - VICTIM SERVICES Seek Sustainability Victim Services experienced an increase in direct contacts with victims. Made approximately 7,000 direct contacts with victims either by phone or in person. Created and sent approximately 6,700 victim notifications. Continued to work with members of Prosecution, Police, Police Crisis, 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 Criminal Justice partners to ensure a seamless response to crime victims. Victim Services anticipates an increase in domestic violence cases. These crimes account for the highest number of victim crimes and also require the most time intensive work with victim advocates. Requests by walk-in or call-in citizens in need of resources, advocacy, or assistance with Orders of Protection continue to increase as a direct correlation to the downturned economy and increased needs of victims. With the elimination of one notification specialist, mandatory notification and administrative duties will be distributed among other staff. With the elimination of two victim advocates, the level of service to victims will decrease to minimal service levels required by law for crime victims. Safety planning, assistance with Orders of Protection and resource and referral services will be eliminated. In addition, there would be limited resources to assist walk-in or call-in victims. City Attorney Victim Services Staff Summary Actual 2009/10 Approved 2010/11 6.00 6.00 Full-time Equivalents (FTE) % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 4.50 -1.50 0.18 % Funding Source Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 General Fund 420,850 405,608 372,325 -33,283 Total Division Budget 420,850 405,608 372,325 -33,283 Actual 2009/10 Approved 2010/11 404,405 383,059 350,257 -32,802 14,384 17,555 17,074 -481 2,061 4,994 4,994 0 0 0 0 0 420,850 405,608 372,325 -33,283 0 0 0 0 420,850 405,608 372,325 -33,283 Actual 2009/10 Projected 2010/11 Estimated 2011/12 Number of Domestic Violence (DV) cases 902 1044 1106 Percentage of increase in DV cases 1% 16% 6% 100% 98% 98% Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Percentage of clients satisfied with Victim Services (VS) as indicated by VS survey. Victim Services conducts a satisfaction survey at the disposition of each criminal case. The goal is a 90 percent client satisfaction level with services. For the 2009/2010 VS survey, 902 surveys were distributed and 126 people responded. City Attorney 249 FY 2011/12 Adopted Budget 250 City Attorney City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One City Auditor City Auditor City Auditor 251 City Auditor City Auditor The City Auditor conducts expanded scope audits to independently evaluate the operational efficiency and effectiveness, compliance and accountability of City divisions, 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. Strategic Goal(s) • Seek Sustainability FY 2010/11 Highlights • Maintained productivity with 17 reports issued in FY 2010/11 compared to 10 -16 reports issued in each of the four previous years. • Identified approximately $2.3 million in savings and/or revenue enhancements, while making 44 recommendations for improved controls and/or operational efficiencies or effectiveness. • Remained current with Audit Follow-up Program providing quarterly reports on the status of audit recommendations issued during the past five years, which encompassed 385 recommendations. • Recognized approximately $70,000 in office rent savings for the City's FY 2010/11 budget and approximately $78,000 savings for FY 2011/12 budget. An additional $25,000 in salary and other savings is expected for FY 2010/11. City Auditor FY 2011/12 Priorities • Develop an audit plan addressing the accountability, risks, and economy, efficiency and effectiveness of City programs and activities. City Auditor • 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, offices, boards, and agencies identify cost savings, revenue enhancements, and operational efficiencies. City Auditor Sharron Walker City Auditor • Streamline and enhance internal processes to ensure efficient, effective and timely audits. Budget Notes and Changes • City purchased McKnight building, which eliminated office rent expense. • Under-filled senior auditor position with an internal auditor. 253 City Auditor Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 7.00 7.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 7.00 0.00 0.29 % Funding Source Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 General Fund 785,877 821,330 721,423 -99,907 Total Division Budget 785,877 821,330 721,423 -99,907 Actual 2009/10 Approved 2010/11 Personnel Services 681,254 718,450 689,639 -28,811 Contractual Services 102,271 99,540 29,534 -70,006 2,352 3,340 2,250 -1,090 0 0 0 0 785,877 821,330 721,423 -99,907 0 0 0 0 785,877 821,330 721,423 -99,907 Actual 2009/10 Projected 2010/11 Estimated 2011/12 16 17 17 Percent of audits completed on the approved audit plan 94% 100% 90% Five year audit recommendation implementation rate 86% 87% 90% $1.4 million $2.3 million $0 Expenditures By Type Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Number of audits and special reports issued Cost savings/revenue enhancements identified through audits Percent of audits completed on the approved audit plan (1) 16 audits were scheduled for each year and are estimated for FY 2011/12. Five year audit recommendation implementation rate (2) The implementation rate has been revised to reflect the 5 years tracked in the Follow Up program. 467 recommendations tracked during FY 2009/10; projected 385 tracked during FY 2010/11 and 350 for FY 2011/12. 254 City Auditor City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One City Clerk City Clerk City Clerk 255 City Clerk City Clerk The City Clerk conducts all local elections, 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. Strategic Goal(s) Seek Sustainability FY 2010/11 Highlights • Prepared and posted approximately 1,300 legal notices and completed 80 sets of Council meeting minutes. All statutory requirements for posting and providing meeting notices were met. • Conducted, without challenge, the November 2, 2010 General/ Special Election for three Council seats. Seven propositions and two bond questions were submitted to the voters at the Special Election. Six of the seven propositions were approved by the voters; the two bond questions were not approved. • Researched, developed and posted on the City’s website a historical record of each Council member’s term(s), including whether a Mayor or Council member was elected or appointed; how many terms, and their length, each had served; and a list of major events and items of interest that occurred during each Council’s tenure. City Clerk City Clerk • Provided administrative support to the Council; maintained the Agenda Planner; and, coordinated the City's 39 boards, commissions, task forces, committees, and subcommittees. • Updated and published the City Records Management Manual. Carolyn Jagger City Clerk City Clerk 257 City Clerk FY2011/12 Priorities • Support the Council Broad Goal of Open and Responsive Government by ensuring: (1) Timely notice of all public meetings; (2) All required legal postings, including agendas, minutes, and marked agendas, are posted in compliance with State law and City policy; (3) Accurate accumulation, preservation, and accessibility of official City documents; (4) Accurate and timely preparation of the Council meeting minutes; and (5) Timely provision of public records to meet customer expectations. Budget Notes and Changes • In September 2010, the Clerk's Office transferred Passport Services to the Finance and Accounting Division, which included the transfer of 1.0 FTE budgeted position. The change has improved the operational efficiency of the Clerk’s Office, and should increase service and revenue to the City, with no increase in cost. • In March 2011, the Clerk's Office eliminated 1.0 FTE management position. • Support the Council Broad Goal of Open and Responsive Government by encouraging participation in the democratic process, preserving the integrity of election procedures, and fostering voter confidence. • Seek continuous improvement, operational efficiency, and service delivery, while sustaining, or, when possible, increasing levels of service in support of the Council’s Goals and the City’s Values. 258 City Clerk City Clerk Staff Summary Actual 2009/10 Approved 2010/11 Adopted 2011/12 Change 10/11 to 11/12 10.00 9.00 8.00 -1.00 Full-time Equivalents (FTE) % of City's FTEs 0.33 % Funding Source Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 General Fund 1,085,132 1,166,685 1,060,083 -106,602 Total Division Budget 1,085,132 1,166,685 1,060,083 -106,602 Actual 2009/10 Approved 2010/11 Personnel Services 748,181 716,263 614,207 -102,056 Contractual Services 333,773 443,947 439,501 -4,446 3,178 6,475 6,375 -100 0 0 0 0 1,085,132 1,166,685 1,060,083 -106,602 0 0 0 0 1,085,132 1,166,685 1,060,083 -106,602 Actual 2009/10 Projected 2010/11 Estimated 2011/12 1,342 1,300 1,300 81 80 80 1,881 291 0 631 550 550 2,000 1,900 1,900 Number of Board, Commission, and Task Force Appointments 55 55 60 Number of Board and Commission Applications Processed 82 100 100 143,307 143,307 145,000 87,000 86,982 174,000 40 39 37 Expenditures By Type Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Number of Legal Postings Number of Minutes Prepared for City Council Number of Passport Applications Processed Number of Council Reports Collected, Reviewed, Distributed and Posted to the Web Number of Documents Scanned Number of Scottsdale Registered Voters Number of Publicity Pamphlets/Sample Ballots Mailed to Registered Voter Households Boards, Commission and Task Forces City Clerk 259 FY 2011/12 Adopted Budget 260 City Clerk City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One City Court City Court City Court 261 City Court City Court Scottsdale City Court, a municipal court, is part of the integrated judicial system for Arizona, and is the judicial branch for the City of Scottsdale. Scottsdale City Court serves the community by providing a dignified professional forum for the efficient resolution of cases. The court hears civil traffic and misdemeanor violations, petty offenses, City ordinance and code violations, and the issuance of orders of protection and injunctions against harassment. Strategic Goal(s) Enhance Neighborhoods FY 2010/11 Highlights • Established Home Detention and Electronic Monitoring Program in October 2010 for nonviolent DUI offenders to serve a portion of court ordered jail time in home detention with an electronic tracking system; the program has exceeded the original cost savings estimate of $500,000. • Published statistics, reports and documents on the web site including CourTools © performance measures, the Court's "Annual Executive Summary," the "Court Customer Service Report," and a domestic violence safety plan brochure. • Enhanced external customer accessibility and services by the implementation of a Limited English Proficiency (LEP) plan, publishing the Court's web in Spanish, creating new web page content providing defendants with more information, and redeployed staff to meet critical customer needs. City Court • Implemented operational technologies - new modules for payment contracts, defendant treatment and home detention programs; electronic data transfers to/from treatment and home detention providers; electronic document sharing both within the court and with other criminal justice partners; as well as providing court records electronically. City Court City Court • Ensured budget management - by maintaining costs to FY 2009/10 levels and increased collections of outstanding fines, while handling an increased workload and maintaining customer service levels. Monte Morgan Presiding Judge 263 City Court FY 2011/12 Priorities Budget Notes and Changes • Maintain or reduce prior year spending levels through innovative cost saving techniques. • Increase specialty fund and grant use to save the General Fund $600,000. • Continue to improve criminal and civil court case processing efficiencies to maintain critical service delivery. • Eliminate 4.5 FTE positions. • Increase compliance of court ordered sanctions and implement fine/fee increases. • Continue to work with national, state and local justice partners through collaborative efforts to improve processes and increase intra-team efficiencies. • Realize $1.2M jail cost savings from Home Detention/Electronic Monitoring program. • Reduce spending: non-legally mandated contractual and commodities line items. • Implement Fine and Fee increases for additional revenue of $400,000. • Continue to expand performance measures reporting and accountability. 264 City Court City Court Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 62.48 62.48 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 57.98 -4.50 2.36 % Funding Source Actual 2009/10 Approved 2010/11 4,711,947 4,618,562 3,769,007 -849,555 4,715 3,084 3,084 0 Special Programs Fund 1,219,103 1,363,190 1,985,506 622,316 Total Division Budget 5,935,765 5,984,836 5,757,597 -227,239 Actual 2009/10 Approved 2010/11 Personnel Services 4,532,412 4,276,415 4,198,427 -77,988 Contractual Services 1,362,403 1,281,653 1,446,902 165,249 40,950 57,568 52,268 -5,300 0 0 0 0 5,935,765 5,615,636 5,697,597 81,961 0 369,200 60,000 -309,200 5,935,765 5,984,836 5,757,597 -227,239 General Fund Grants Fund Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget City Court Adopted Change 10/11 2011/12 to 11/12 265 City Court Performance Measures Actual 2009/10 Projected 2010/11 Estimated 2011/12 n/a 81% n/a 105% 104% 104% CourTools © 3: Time to Disposition 89% 98% 97% CourTools © 4: Age of Active Pending Caseload 96% 93% 93% CourTools © 5: Trial Date Certainty n/a 90% 91% CourTools © 6: Reliability and Integrity of Case Files n/a 95% 95% CourTools © 7: Collection of Monetary Penalties n/a 54% 55% CourTools © 8: Effective Use of Jurors n/a 33% 35% 81% 87% 89% CourTools © 10: Cost per Court Case $65.70 $72.09 $71.03 Total Cases filed per Judicial Officer 12,786 12,468 12,916 76,718 / 108,775 75,000 / 103,500 77,500 / 104,000 Description CourTools © 1: Access and Fairness Survey CourTools © 2: Clearance Rates for All Cases CourTools © 9: Court Employee Satisfaction Total Cases / Charges filed for City Court National Center for State Courts CourTools © performance measures are used. 1) Goal is 85% for overall rating by court visitors answering "Strongly Agree" or "Agree" to survey questions about fairness and accessibility. 180 surveys were received over a 1.5 day sample time frame. 2) Goal is 100%. The Court averages 6,268 incoming cases and 6,864 outgoing cases per month (Clearance rate equals outgoing cases / incoming cases). 3) Standard is 100%. Percentage of cases resolved within established guideline of 180 days. The average age of a disposed case is 58 days. 71% of all cases are disposed within 90 days while 80% of all cases are disposed within 120 days. The Court averages 6,864 outgoing cases per month. 4) Standard is 93% of all pending cases have an age less than 180 days. The average age of a pending case is 39 days. 81% of all pending cases have an age less than 90 days, while 94% of all pending cases have an age less than 120 days. The Court averages about 6,268 incoming cases a month. 5) Goal is 100% of bench and jury trials are held in less than 2 trial settings. The Court averages 38 trials per month with 31 cases, or 82% meeting the criteria (Jury - 4 cases, 57% and Bench - 27 cases, 84%) 6) Standard is 90%. Percentage of cases retrieved within established time frames that met standards for completeness and accuracy. The sample used for this measure was 200 cases (100 pending and 100 closed) . 7) Goal is 60%. Payments and restitution collected as a percentage of monetary penalties ordered prior to being sent to collection agency. Due to projected improving economic conditions, the Court feels this is an attainable goal. Sample period measured Jul - Dec of 2010 with $2.08 million ordered. 8) Goal is 30-35%. Goal is measured as a percentage of the total potential jurors available compared to the net actual jurors available. Reports from courts around the nation put the average juror yield between 20-30% with Phoenix Municipal Court having a 31% juror yield. 9) Goal is 85% of court staff answering "Strongly Agree" or "Agree" to workplace satisfaction questions about work environment and relationship with management. 43 surveys were received (out of a possible 63). 10) Goal is $70.00. Adjusted budget divided by total cases filed. 11) Number of cases filed per judicial officer. 12) Total Number of cases/charges filed for City Court. A Single case can have multiple charges. 266 City Court City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One City Manager City Manager City Manager 267 City Manager City Manager 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. Strategic Goal(s) • Preserve Meaningful OpenSpace • Enhance Neighborhoods • Seek Sustainability • Support Economic Vitality • Advance Transportation • Value Scottsdale’s Unique Lifestyle and Character FY 2010/11 Highlights • Developed balanced budget proposal that maintains core city services. • Conducted citizen survey in December and the overall quality of life in Scottsdale was rated “excellent” or “good” by 94 percent of survey participants. • Reorganized Community & Economic Development Division and filled key positions to improve focus and coordination on the City's economic vitality efforts. • Expanded McDowell Sonoran Preserve by 2,000 acres with 50% of funding coming via state land acquisition grant. • Filled Communications and Public Affairs Officer position to provide support to Mayor & City Council and City Manager’s office as well as assess city communication priorities and make improvements. City Manager FY 2011/12 Priorities • Maintain and enhance the economic and fiscal sustainability of the City while ensuring the City's strategic goals are accomplished. • Communications and Public Affairs Officer position and associated funds transferred to Administrative Services as part of a reorganization. • Continue implementation of performance management program to aid in improved policy and management decisionmaking processes. • Ensure City Council meetings and decision-making processes are managed as effectively and efficiently as possible while maximizing public input opportunities. City Manager City Manager David E. Richert City Manager Budget Notes and Changes • Eliminated Assistant City Manager position due to resignation and reassigned duties to other staff. • Transferred citywide memberships and expenses totaling $161,760 to the Mayor and City Council budget. These are Arizona Town Hall, League of Arizona Cities and Towns, Maricopa Association of Governments, National League of Cities, Scottsdale Sister Cities, World Affairs Council, and Valley Partnership. 269 City Manager Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 8.00 7.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 5.00 -2.00 0.20 % Funding Source Actual 2009/10 Approved 2010/11 Adopted Change 10/11 to 11/12 2011/12 General Fund 2,219,134 1,407,520 899,314 -508,206 Total Division Budget 2,219,134 1,407,520 899,314 -508,206 Actual 2009/10 Approved 2010/11 Adopted Change 10/11 to 11/12 2011/12 1,845,275 957,794 671,795 -285,999 359,098 430,376 213,654 -216,722 Commodities 9,570 19,350 13,865 -5,485 Capital Outlays 5,192 0 0 0 2,219,134 1,407,520 899,314 -508,206 0 0 0 0 2,219,134 1,407,520 899,314 -508,206 Expenditures By Type Personnel Services Contractual Services SubTotal Operating Budget Operating Projects Total Division Budget Performance Measures Description Actual 2009/10 Projected 2010/11 Estimated 2011/12 Population Estimate 242,337 217,385 217,385 2,538 2,547 2,455 10.5 10.5 10.1 $80,348 $77,542 $78,759 Citywide Full-Time Equivalents Citywide Full-Time Equivalents per 1000 residents Personnel Costs per Full-Time Equivalent Program Operating Budget (All Funds) $390,741,315 $413,162,868 $403,581,271 Program Operating Budget expense per resident 270 $1,612 $1,697 $1,657 Citizens rating the overall impression of employees as "excellent" or "good." (1) 80% 76% 83% Citizens rating the services provided by the City of Scottsdale as "excellent" or "good." 88% 81% 88% 1. Survey responses are for surveys conducted in 2004, 2006 and 2010. City Manager Commodities 9,570 19,350 13,865 -5,485 Capital Outlays 5,192 0 0 0 2,219,134 1,407,520 899,314 -508,206 0 0 2,219,134 1,407,520 SubTotal Operating Budget Operating Projects Total Division Budget 0City 0 Manager 899,314 -508,206 Performance Measures Description Actual 2009/10 Projected 2010/11 Estimated 2011/12 Population Estimate 242,337 217,385 217,385 2,538 2,547 2,455 10.5 10.5 10.1 $80,348 $77,542 $78,759 Citywide Full-Time Equivalents Citywide Full-Time Equivalents per 1000 residents Personnel Costs per Full-Time Equivalent Program Operating Budget (All Funds) $390,741,315 $413,162,868 $403,581,271 Program Operating Budget expense per resident $1,612 $1,697 $1,657 Citizens rating the overall impression of employees as "excellent" or "good." (1) 80% 76% 83% Citizens rating the services provided by the City of Scottsdale as "excellent" or "good." 88% 81% 88% 1. Survey responses are for surveys conducted in 2004, 2006 and 2010. Volunteer Hours # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Volunteers support Performance Management Program and the budget strategy program through analysis and special projects. 2 240 $4,620 0.1 Total 2 $4,620 0.1 Description The value of volunteer hours was calculated using an hourly rate of $19.25. City Manager 271 FY 2011/12 Adopted Budget 272 City Manager City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One City Treasurer Accounting Budget City Treasurer Customer Service Risk Management City Treasurer 273 City Treasurer City Treasurer The Finance and Accounting Division, under the direction of the City Treasurer, the City's Chief Financial Officer, is responsible for providing City Council and City management with timely financial reports and analysis and current information about economic conditions and their potential fiscal impact on Scottsdale. Strategic Goal(s) • Seek Sustainability FY 2010/11 Highlights • Updated the Indirect Cost Allocation methodology to reflect a more equitable distribution of allocated overhead expenses. • Updated and revised existing Financial Policies and drafted a new policy to govern spending of the City's share of Bed Taxes. • Incorporated Passport applications into the Tax and License program, expanding service hours and payment options offered to the public. FY 2011/12 Priorities • Maintain and enhance strategic financial plan elements and ensure the continued financial stability for the City of Scottsdale. • Seek optimum financing structure to mitigate debt service costs, while reinforcing the City's solid standing with credit rating agencies to maintain or improve Scottsdale's excellent bond ratings. • Focus on making site visits to delinquent high dollar sales tax accounts to enhance recovery results. • Update internal Rates and Fees schedule. • Deploy and implement an additional payment option to sales tax customers by offering online sales tax return filing. • Sought optimum financial structure to mitigate debt service costs by refunding $32.0 million of Preserve revenue bonds, saving $4.0 million of debt service over the life of the issue. • Developed appropriate longterm financing structure for the Preserve's acquisition of a 2,000 acre parcel. David N. Smith City Treasurer City Treasurer 275 City Treasurer Budget Notes and Changes • To achieve efficiencies and process improvements, the Enterprise Finance Manager position and Senior Finance Analyst position were transferred from Water Resources to the Finance and Accounting Division. In addition, the Meter Reading program, including all but one employee, was transferred from Finance and Accounting to Water Resources Division. • Changed the accounting practice of Capital Improvement Plan (CIP) allocation for City Treasurer, Finance Manager, Budget Manager, Accounting Coordinator and Senior Budget Analyst's salary. Allocation now completed through the work order credit process. 276 • Allocated a percentage of City Treasurer, Finance Manager, Accounting Director, Accounting Coordinator, Administrative Assistant and Senior Budget Analyst's salary to Enterprise Funds and/or Self Insurance Fund based on workload activity. • Updated allocation structure for Remittance Processing to be based on services performed resulting in an increase to the Enterprise Funds and a decrease to the General Fund. City Treasurer Accounting Budget City Treasurer Customer Service Risk Management • Increased Grants Fund (Funding Source) and Contractual Services (Expenditure by Type) to reflect an anticipated $2.5 million State Homeland Security Grant. City Treasurer City Treasurer Staff Staff Staff Staff Summary Summary Summary Summary Full-time Equivalents (FTE) Full-time Equivalents Equivalents (FTE) (FTE) Full-time % of City's FTEs Full-time Equivalents (FTE) % of of City's City's FTEs FTEs % % of City's FTEs Funding Funding Funding Funding Source Source Source Source General Fund General General Fund Fund Grants GeneralFund Fund Grants Fund Grants Fund Risk Management Self Insurance Fund Grants Fund Risk Management Management Self Self Insurance Insurance Fund Fund Risk Healthcare Self Insurance Fund Fund Risk Management Self Insurance Healthcare Self Self Insurance Insurance Fund Fund Healthcare Solid WasteSelf Management Healthcare Insurance Fund Solid Waste Waste Management Management Fund Fund Solid WaterWaste Fund Management Fund Solid Water Fund Water Fund Reclamation Fund Water Fund Water Water Reclamation Reclamation Fund Fund Total Division Budget Water Reclamation Fund Total Division Division Budget Budget Total Total Division Budget Expenditures Expenditures Expenditures Expenditures By By By By Type Type Type Type Personnel Services Personnel Services Services Personnel ContractualServices Services Personnel Contractual Contractual Services Services CommoditiesServices Contractual Commodities Commodities Capital Outlays Commodities Capital Capital Outlays Outlays SubTotal Operating Budget Capital Outlays SubTotal Operating Operating Budget Budget SubTotal Operating Operating Projects Budget SubTotal Operating Projects Operating Projects Total Division Budget Operating Projects Total Division Division Budget Budget Total Total Division Budget Performance Measures Performance Measures Measures Performance Performance Measures Description Description Description Update the internal Rates Description Update Update the the internal internal Rates Rates Update the internal Rates and and and and Fees Fees Fees Fees Actual Actual Actual 2009/10 2009/10 Actual 2009/10 2009/10 77.50 77.50 77.50 77.50 Approved Approved Approved 2010/11 2010/11 Approved 2010/11 2010/11 80.50 80.50 80.50 80.50 Adopted Adopted Adopted 2011/12 2011/12 Adopted 2011/12 2011/12 83.50 83.50 83.50 3.40 % 83.50 3.40 % % 3.40 3.40 % Change 10/11 Change Change 10/11 to 10/11 11/12 to 11/12 Change to 10/11 11/12 to 11/12 3.00 3.00 3.00 3.00 Actual Actual Actual 2009/10 2009/10 Actual 2009/10 2009/10 5,015,324 5,015,324 5,015,324 0 5,015,324 0 0 5,397,876 0 5,397,876 5,397,876 0 5,397,876 0 0 758,297 0 758,297 758,297 841,800 758,297 841,800 841,800 758,377 841,800 758,377 758,377 12,771,675 758,377 12,771,675 12,771,675 12,771,675 Approved Approved Approved 2010/11 2010/11 Approved 2010/11 2010/11 4,824,717 4,824,717 4,824,717 2,886,799 4,824,717 2,886,799 2,886,799 7,238,302 2,886,799 7,238,302 7,238,302 0 7,238,302 0 0 765,978 0 765,978 765,978 800,537 765,978 800,537 800,537 765,978 800,537 765,978 765,978 17,282,311 765,978 17,282,311 17,282,311 17,282,311 Adopted Adopted Adopted 2011/12 2011/12 Adopted 2011/12 2011/12 4,392,543 4,392,543 4,392,543 5,541,468 4,392,543 5,541,468 5,541,468 7,297,998 5,541,468 7,297,998 7,297,998 4,392 7,297,998 4,392 4,392 861,442 4,392 861,442 861,442 1,226,919 861,442 1,226,919 1,226,919 861,443 1,226,919 861,443 861,443 20,186,205 861,443 20,186,205 20,186,205 20,186,205 Change 10/11 Change 10/11 Change to 10/11 11/12 to 11/12 Change to 10/11 11/12 to 11/12 -432,174 -432,174 -432,174 2,654,669 -432,174 2,654,669 2,654,669 59,696 2,654,669 59,696 59,696 4,392 59,696 4,392 4,392 95,464 4,392 95,464 95,464 426,382 95,464 426,382 426,382 95,465 426,382 95,465 95,465 2,903,894 95,465 2,903,894 2,903,894 2,903,894 Actual Actual Actual 2009/10 2009/10 Actual 2009/10 2009/10 5,849,084 5,849,084 5,849,084 6,801,861 5,849,084 6,801,861 6,801,861 120,729 6,801,861 120,729 120,729 0 120,729 0 0 12,771,675 0 12,771,675 12,771,675 0 12,771,675 0 0 12,771,675 0 12,771,675 12,771,675 12,771,675 Approved Approved Approved 2010/11 2010/11 Approved 2010/11 2010/11 5,616,249 5,616,249 5,616,249 11,530,024 5,616,249 11,530,024 11,530,024 136,038 11,530,024 136,038 136,038 0 136,038 0 0 17,282,311 0 17,282,311 17,282,311 0 17,282,311 0 0 17,282,311 0 17,282,311 17,282,311 17,282,311 Adopted Adopted Adopted 2011/12 2011/12 Adopted 2011/12 2011/12 5,905,942 5,905,942 5,905,942 14,142,395 5,905,942 14,142,395 14,142,395 137,868 14,142,395 137,868 137,868 0 137,868 0 0 20,186,205 0 20,186,205 20,186,205 0 20,186,205 0 0 20,186,205 0 20,186,205 20,186,205 20,186,205 Change 10/11 Change Change 10/11 to 10/11 11/12 to 11/12 Change to 10/11 11/12 to 11/12 289,693 289,693 289,693 2,612,371 289,693 2,612,371 2,612,371 1,830 2,612,371 1,830 1,830 0 1,830 0 0 2,903,894 0 2,903,894 2,903,894 0 2,903,894 0 0 2,903,894 0 2,903,894 2,903,894 2,903,894 Actual Actual Actual 2009/10 2009/10 Actual 2009/10 Compliance 2009/10 Compliance Compliance Compliance Projected Projected Projected 2010/11 2010/11 Projected 2010/11 Initiated 2010/11 Initiated Initiated Review Review Initiated Review Review 0.58% 0.58% 0.58% 6,347 0.58% 6,347 6,347 6,347 128,440 128,440 128,440 128,440 9,553 9,553 9,553 9,553 0.50% 0.50% 0.50% 6,400 0.50% 6,400 6,400 6,400 132,850 132,850 132,850 132,850 9,600 9,600 9,600 9,600 Estimated Estimated Estimated 2011/12 2011/12 Estimated 2011/12 Enhanced 2011/12 Enhanced Enhanced Rates and Rates and Enhanced Rates and Fees Fees Rates and Fees Structure Structure Fees Structure 0.50% Structure 0.50% 0.50% 6,400 0.50% 6,400 6,400 6,400 131,000 131,000 131,000 131,000 9,600 9,600 9,600 9,600 schedule schedule schedule schedule Write-offs as a percent of total revenue collected Write-offs Write-offs as as a a percent percent of of total total revenue revenue collected collected Total Customer Serviceof customer contacts per Full-Time Write-offs as a percent total revenue collected Total Customer Service customer contacts per Full-Time Full-Time Total Customer Service customer contacts per Equivalent Equivalent Total Customer Service customer contacts per Full-Time Equivalent Total number of remittance payments processed per Full-Time Equivalent Total number of of remittance remittance payments payments processed processed per per Full-Time Full-Time Total number Equivalent Equivalent Total number of remittance payments processed per Full-Time Equivalent Number of Tax & License transactions per Full-Time Equivalent Equivalent Number of Tax Tax & & License License transactions transactions per per Full-Time Full-Time Equivalent Equivalent Number of Number of Tax & License transactions per Full-Time Equivalent City Treasurer In In In In 277 CITY TREASURER - FINANCE AND ACCOUNTING Accounting Strategic Goal(s) • Program Description Accounting maintains the City's financial system and fiscal controls for all general ledger funds, centers and accounts and prepares financial reports, both special and monthly. In addition, Accounting provides training and guidance to staff regarding financial controls, laws, policies and ensuring compliance with Generally Accepted Accounting Principles (GAAP). Accounting is also responsible for the coordination of financial statement audits and preparation of several annual financial statements. Lastly, Accounting is responsible for ensuring all grants and expenditure limitations are in compliance with Arizona Revised Statutes and City Code. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • • • Budget Notes and Changes • • • 278 ACCOUNTING Seek Sustainability Updated the Indirect Cost Allocation methodology to reflect a more equitable distribution of allocated overhead expenses. Implemented Governmental Accounting Standards Board (GASB) 54 to comply with the new Fund Balance Reporting Classifications. Worked with various divisions to centralize accounts receivable into the Finance and Accounting software and designed a policy for the write-offs of uncollectable accounts receivable. Update internal Rates and Fees schedule. Transition Enterprise Fund Accounting to be integrated with Finance and Accounting. Expand and diversify tasks in Finance and Accounting to allow for cross training in all functions. Ensure the Scottsdale Cash Investment Portfolio Yield-to-maturity at cost tracks favorably to the average two-year Treasury yield. Transferred Enterprise Finance Manager position and Senior Finance Analyst position from Water Resources to Finance and Accounting and transferred Accounting Specialist Senior position from Customer Service to Accounting to achieve efficiencies and process improvements. Changed Accounting practice of Capital Improvement Plan (CIP) allocation for Accounting Coordinator salary. Allocation now completed through the work order credit process. Allocated a percentage of Accounting Director and Accounting Coordinator's salary to Enterprise Fund and Self Insurance Fund based on workload activity. City Treasurer Accounting Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 21.00 22.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 25.00 3.00 1.02 % Funding Source Actual 2009/10 Approved 2010/11 2,419,769 2,401,709 2,328,677 -73,032 Healthcare Self Insurance Fund 0 0 4,392 4,392 Water Fund 0 0 208,620 208,620 2,419,769 2,401,709 2,541,689 139,980 Actual 2009/10 Approved 2010/11 1,561,366 1,550,242 1,826,771 276,529 851,992 845,056 706,357 -138,699 6,411 6,411 8,561 2,150 0 0 0 0 2,419,769 2,401,709 2,541,689 139,980 0 0 0 0 2,419,769 2,401,709 2,541,689 139,980 Projected 2010/11 Estimated 2011/12 General Fund Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Update the internal Rates and Fees schedule Actual 2009/10 In Compliance Initiated Enhanced Review Rate and Fee Structure Transition Enterprise Fund accounting to be integrated with Finance and Accounting n/a Initiated Process Transition Completed Expand and diversify tasks in Finance and Accounting to allow for cross training in all of the various functions n/a 77% 92% Ensure the Scottsdale Cash Investments Portfolio Yield-tomaturity at cost tracks favorably to the average two-year Treasury yield 2.53% vs 1.18% 1.02% vs 0.40% 1.20% vs 0.55% City Treasurer 279 CITY TREASURER - FINANCE AND ACCOUNTING Budget Strategic Goal(s) • Program Description The Budget Office coordinates the citywide development and ongoing monitoring of the operating and capital budgets with the City Manager. The Budget Office is responsible for the preparation and presentation of the City's annual budget per the terms and due dates mandated in the Arizona Revised Statutes and City Code. Embodied within this process is assisting City Council with the City's budget, soliciting and considering public input, preparing and monitoring of the Five-Year Financial Plan for all funds and responding to the requests of the City Council, the Budget Review Commission, citizens, media and other stakeholders regarding the budget. FY 2010/11 Highlights • • • • FY 2011/12 Priorities • • • Budget Notes and Changes • • • 280 BUDGET Seek Sustainability Worked with City Manager to develop a proposed FY 2011/12 balanced budget to resolve a $28.4 million projected deficit. Updated and revised existing Financial Policies and drafted a new policy to govern spending of the City's share of Bed Taxes. Supported the City Council's budget development process, providing citizens with several opportunities and methods of communicating their feedback and priorities to City Council, the Budget Review Commission and City staff during the FY 2011/12 budget development. Received the Government Finance Officers Association Distinguished Budget Presentation Award for the City's FY 2010/11 budget. Work with City Manager to develop a balanced operating and capital budget that effectively addresses City Council's broad goals, reflects citizens' priorities and complies with all applicable federal, state, local and Government Finance Officers Association (GFOA) requirements. Prepare a balanced Five-Year Financial Plan for each fund using conservative revenue and expenditure estimates and maintaining sufficient fund balances to 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. Changed accounting practice of Capital Improvement Plan (CIP) allocation for Budget Manager and Senior Budget Analyst's salary. Allocation now completed through the work order credit process. Allocated a percentage of Senior Budget Analyst's salary to Self Insurance Fund based on workload activity. Transferred Budget Review Commission expenses to the City Manager's Office to better reflect area of responsibility. City Treasurer Budget Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 3.50 4.50 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 4.50 0.00 0.18 % Funding Source Actual 2009/10 Approved 2010/11 419,480 471,365 355,383 -115,982 0 0 4,730 4,730 419,480 471,365 360,113 -111,252 Actual 2009/10 Approved 2010/11 389,504 445,242 336,649 -108,593 27,525 23,672 21,064 -2,608 2,451 2,451 2,400 -51 0 0 0 0 419,480 471,365 360,113 -111,252 0 0 0 0 419,480 471,365 360,113 -111,252 Actual 2009/10 Projected 2010/11 Estimated 2011/12 Average number of working days to post Monthly Financial Report to the City's website 14.8 13.0 13.0 Budget meets or exceeds all requirements and Government Finance Officers Association reporting excellence benchmarks Yes Yes Yes General Fund Risk Management Self Insurance Fund Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Produced a balanced five-year financial plan of revenues and expenditures that complies with the City's adopted financial policies City Treasurer In Compliance In Compliance In Compliance 281 CITY TREASURER - FINANCE AND ACCOUNTING City Treasurer Strategic Goal(s) • Program Description The City Treasurer's Office coordinates the Finance and Accounting operation and facilitates citywide financial planning. The municipal finance group manages the City's short-term and long-term debt, coordinates the financing of City projects and provides current information concerning economic conditions and their potential fiscal impact to Scottsdale. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • • • Budget Notes and Changes • • • 282 CITY TREASURER Seek Sustainability Reinforced the City's solid standing with credit rating agencies and maintained Scottsdale's excellent bond ratings, achieving an upgrade to a Preserve bond rating by Standard and Poor's. Sought optimum financial structure to reduce debt service by refunding $32.0 million of Preserve revenue bonds, saving $4.0 million of debt service over the life of the issue. Determined appropriate long-term financing structure for the Preserve's acquisition of a 2,000 acre parcel. Maintain and enhance strategic financial plan elements and ensure the continued financial stability for the City of Scottsdale. 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 to maintain or improve Scottsdale’s excellent bond ratings. Reduce expenses and debt service costs, evaluate cash flow and issue bonds when necessary to fund the City’s capital program. Changed accounting practice of Capital Improvement Plan (CIP) allocation for City Treasurer and Finance Manager's salary. Allocation now completed through the work order credit process. Reduced City Treasurer and Finance Manager's national and local subscriptions and memberships. Allocated a percentage of City Treasurer and Finance Manager's salary to Self Insurance Fund and Enterprise Fund based on workload activity. City Treasurer City Treasurer Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 3.00 3.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 3.00 0.00 0.12 % Funding Source Actual 2009/10 Approved 2010/11 475,108 357,045 206,857 -150,188 Risk Management Self Insurance Fund 0 0 32,987 32,987 Water Fund 0 0 48,795 48,795 475,108 357,045 288,639 -68,406 Actual 2009/10 Approved 2010/11 447,792 331,233 272,166 -59,067 26,197 24,693 15,571 -9,122 1,119 1,119 902 -217 0 0 0 0 475,108 357,045 288,639 -68,406 0 0 0 0 475,108 357,045 288,639 -68,406 General Fund Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget City Treasurer Adopted Change 10/11 2011/12 to 11/12 283 CITY TREASURER - FINANCE AND ACCOUNTING Customer Service CUSTOMER SERVICE Strategic Goal(s) • Seek Sustainability Program Description The Customer Service Office comprises five major programs, each requires daily interface with the public. Each area answers questions, investigates problems, educates and provides general assistance to citizens and businesses. - Tax and License oversees the billing, record maintenance, setup and related processing for Regulatory, Alarm, Business and Transaction Privilege licensing. In addition Tax and License provides Passport application processing and cashier services. - Utility Billing provides billing, record maintenance, setup and related processing of water, water reclamation and solid waste services. - Revenue Recovery collects delinquent revenue owed to the City for utility bills, sales tax and licensing fees, tax audit assessments, parking tickets, etc. - Remittance Processing processes payments for utilities, licenses and permits, tax returns, parking violations and alarm activations. This group also manages the document retention function for Customer Service. FY 2010/11 Highlights • • • • FY 2011/12 Priorities • • • Budget Notes and Changes • • • 284 Incorporated Passport applications from the City Clerk into the Tax and License program, expanding service hours and payment options. Services provided five days a week instead of two days a week. Implemented a third party web solution for processing of Automated Clearing House (ACH) payments for Utility Billing customers. Developed and implemented performance measurements for the Revenue Recovery Program. Upgraded payment processing software to allow for electronic deposits of payment receipts. Focus on making site visits to delinquent high dollar sales tax accounts to enhance recovery results. Deploy and implement an additional payment option for sales tax customers by offering on-line sales tax return filing. Work in collaboration with Water Resources to ensure seamless transition of Meter Reading program from Customer Service to Water Resources. Updated allocation structure for Remittance Processing to be based on services performed resulting in an increase to the Enterprise Funds and a decrease to the General Fund. Increased Personnel Services to reflect changes to work order credit accounting practice from Contractual Services to the appropriate account categories (i.e. Personnel Services). Increase in Contractual Services reflects service agreement with online utility billing payment and presentment provider. City Treasurer Customer Service Staff Summary Actual 2009/10 Approved 2010/11 43.00 44.00 Full-time Equivalents (FTE) % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 44.00 0.00 1.79 % Funding Source Actual 2009/10 Approved 2010/11 1,700,969 1,594,598 1,501,626 -92,972 Solid Waste Management Fund 758,297 765,978 861,442 95,464 Water Fund 841,800 800,537 969,504 168,967 Water Reclamation Fund 758,377 765,978 861,443 95,465 4,059,443 3,927,091 4,194,015 266,924 Actual 2009/10 Approved 2010/11 Personnel Services 2,820,109 2,708,541 2,856,518 147,977 Contractual Services 1,209,472 1,187,512 1,306,511 118,999 29,862 31,038 30,986 -52 0 0 0 0 4,059,443 3,927,091 4,194,015 266,924 0 0 0 0 4,059,443 3,927,091 4,194,015 266,924 Actual 2009/10 Projected 2010/11 Estimated 2011/12 0.58% 0.50% 0.50% Number of Tax & License transactions per Full-Time Equivalent 9,553 9,600 9,600 Total Customer Service customer contacts per Full-Time Equivalent 6,347 6,400 6,400 128,440 132,850 131,000 General Fund Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Write-offs as a percent of total revenue collected Total number of remittance payments processed per Full-Time equivalent City Treasurer 285 CITY TREASURER - FINANCE AND ACCOUNTING Risk Management 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 for employee health benefits. This budget is offset by internal service user rates charged to City operating divisions. FY 2010/11 Highlights • Worked with divisions to accomplish a 25 percent reduction in Workers’ Compensation expenses. FY 2011/12 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 286 RISK MANAGEMENT • Seek Sustainability Allocated a percentage of City Treasurer, Administrative Assistant and Senior Budget Analyst time to Risk Management Self Insurance Fund based on workload activity. City Treasurer Risk Management Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 7.00 7.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 7.00 0.00 0.29 % Funding Source Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 Risk Management Self Insurance Fund 5,397,876 7,238,302 7,260,281 21,979 Total Division Budget 5,397,876 7,238,302 7,260,281 21,979 Actual 2009/10 Approved 2010/11 630,313 580,991 613,838 32,847 4,686,676 6,562,292 6,551,424 -10,868 80,887 95,019 95,019 0 0 0 0 0 5,397,876 7,238,302 7,260,281 21,979 0 0 0 0 5,397,876 7,238,302 7,260,281 21,979 Actual 2009/10 Projected 2010/11 Estimated 2011/12 1.75% 2.00% 2.00% Citywide - Total Injury Incident Rate per 200,000 hours worked 4.92 4.75 4.75 Citywide - Number of worker days lost to injury per 200,000 hours worked 1.59 1.50 1.50 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Risk Management Budget as a percentage of total City divisional budgets. Goal is 2% or less. City Treasurer 287 FY 2011/12 Adopted Budget 288 City Treasurer City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One Administrative Services Communications HR Infrastructure Support Workforce Management/Employee Relations Benefits Management Technology Infrastructure Support Application Development & Support Purchasing Tax Audit Administrative Services 289 Administrative Services Administrative Services The Administrative Services division comprises several service areas that support the City's overall mission. The Office of Communication supports city programs, projects and services by creating and distributing timely, accurate and relevant information to the public, businesses, employees and other audiences. In support of all city divisions and charter officers, Human Resources recruits and hires talented staff at every level of the organization to sustain a diverse and productive work environment. This is achieved by implementing a competitive total compensation program, effectively managing employee relations and benefit programs, continuing to improve technology, promoting continuous learning, and placing more than 5,053 volunteers throughout the City. Various types of community partnerships are also supported through Human Resources to allow employees to give back to the community. Last year, employees donated more than 290 units of blood to United Blood Services which saved over 723 lives. These efforts encourage employee engagement and deliver excellent customer services to our employees and residents of Scottsdale. Information Technology provides technical design, support, and maintenance for a variety of systems and services needed to support City business functions and communications. The infrastructure includes the City’s telephone, computer and radio systems as well as the enterprise data storage devices and the wired and wireless networks. Among the services offered are custom software design and engineering, software support, design and management of databases, maintenance of GIS systems and maps, technical training for City staff, network and data security, technical support for microcomputers and peripherals, project management, Internet/ Intranet design and maintenance and providing direction for the communications standards and overall branding for the City. From left to right: Kelly Corsette, Communications and Public Affairs Officer Brent Stockwell, Strategic Initiatives Director Terry Welker, Executive Director - Human Resorces Phil Montalvo, Tax Audit Manager Brad Hartig, Executive Director - Information Technology Not Pictured Bill Yazel, Purchasing Director Administrative Services 291 Administrative Services Purchasing supports City divisions through: Purchasing Services which is responsible for the timely and best value acquisition and/or facilitating the acquisition of all materials, services, and construction required by the City and assists various contract administrators throughout the City; Stores/Warehouse Operations which 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; and Mail and Graphics & Printing which provides a variety of internal services to assist City divisions with all internal mail and incoming and outgoing postal mail, graphic design, print production and CD duplication as well as production and processing of utility billings. Tax Audit promotes accurate privilege (sales) and use tax self-assessments by taxpayers through education programs; provides guidance in tax code interpretations; evaluates local economic strength through analysis of privilege (sales), use, and property tax collections; and develops innovative solutions that will ensure the City's financial stability. 292 Strategic Goal(s) • Preserve Space Meaningful Open- • Enhance Neighborhoods $GPLQLVWUDWLYH 6HUYLFHV • Seek Sustainability • Support Economic Vitality • Advance Transportation • Value Scottsdale’s Unique Lifestyle and Character FY 2010/11 Highlights • Highlights for the Administrative Services Division are listed within each individual service area. FY 2011/12 Priorities • Priorities for the Administrative Services Division are listed within each individual service area. &RPPXQLFDWLRQV +5,QIUDVWUXFWXUH6XSSRUW :RUNIRUFH0DQDJHPHQW (PSOR\HH5HODWLRQV %HQHILWV0DQDJHPHQW 7HFKQRORJ\,QIUDVWUXFWXUH6XSSRUW $SSOLFDWLRQ'HYHORSPHQW 6XSSRUW 3XUFKDVLQJ 7D[$XGLW Budget Notes and Changes • Changes for the Administrative Services Division are listed within each individual service area. Administrative Services Administrative Services Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 143.81 141.31 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 139.81 -1.50 5.70 % Funding Source Adopted Change 10/11 2011/12 to 11/12 Actual 2009/10 Approved 2010/11 16,031,930 15,734,797 15,399,743 -335,054 0 0 992,849 992,849 24,676,258 25,879,719 26,453,675 573,956 Special Programs Fund 3,400 5,000 0 -5,000 Total Division Budget 40,711,588 41,619,516 42,846,267 1,226,751 Actual 2009/10 Approved 2010/11 Personnel Services 13,057,042 12,759,213 12,611,314 -147,899 Contractual Services 27,081,804 27,768,314 28,229,891 461,577 560,708 575,714 575,213 -501 12,034 55,475 1,042,849 987,374 40,711,588 41,158,716 42,459,267 1,300,551 0 460,800 387,000 -73,800 40,711,588 41,619,516 42,846,267 1,226,751 Projected 2010/11 Estimated 2011/12 General Fund PC Replacement Fund Healthcare Self Insurance Fund Expenditures By Type Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Actual 2009/10 Performance Measures for the Administrative Services Division are listed within each individual service area. Administrative Services 293 ADMINISTRATIVE SERVICES Communications Strategic Goal(s) • • • • • • Program Description The Office of Communication (OC) supports city programs, projects and services by creating and distributing timely, accurate and relevant information to the public, businesses, employees and other audiences. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • • • • Budget Notes and Changes 294 COMMUNICATIONS • Preserve Meaningful Open-Space Enhance Neighborhoods Seek Sustainability Support Economic Vitality Advance Transportation Value Scottsdale's Unique Lifestyle and Character Created new Office of Communication to maximize efficiency and effectiveness of city communications. Developed and launched new “Scottsdale Roundup” video program to highlight city programs and services in a web-friendly and share-able format. Created "Scottsdale is OPen for Business" video to showcase Scottsdale as a desirable destination for business location/relocation. Enhance existing internal and external communication tools to provide core services that support the City of Scottsdale’s communication needs. Identify and implement (as fiscal resources allow) new internal and external communication tools and services that strengthen the OC’s ability to support the city’s communication needs. Improve working relationships and information flow to assist clients within the city’s organization in achieving their internal and external communication goals. Establish performance measures that gauge OC’s effectiveness in supporting and facilitating the internal and external communication needs of the city. Align OC activities with organizational priorities as they are defined by the City Council and executive leadership. Office of Communication created through transfer of appropriate positions from other city areas. Administrative Services Communications Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 0.00 0.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 8.50 8.50 0.35 % Funding Source Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 General Fund 0 0 745,782 745,782 Total Division Budget 0 0 745,782 745,782 Actual 2009/10 Approved 2010/11 Personnel Services 0 0 716,389 716,389 Contractual Services 0 0 20,878 20,878 Commodities 0 0 8,515 8,515 Capital Outlays 0 0 0 0 SubTotal Operating Budget 0 0 745,782 745,782 Operating Projects 0 0 0 0 Total Division Budget 0 0 745,782 745,782 Actual 2009/10 Projected 2010/11 Estimated 2011/12 n/a $20,000 $120,000 Expenditures By Type Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Total Ad Value Equivalency generated Administrative Services 295 ADMINISTRATIVE SERVICES HR Infrastructure Support HR INFRASTRUCTURE SUPPORT Strategic Goal(s) • Seek Sustainability Program Description The Human Resources Infrastructure Support service area comprises four main programs: Administrative Services, Staffing Services/Employee Relations, Technology Services, and Operational Support Services. HR Administrative Services provides guidance and support to all Human Resources service areas through executive leadership with special emphasis 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 the Personnel Board and the Judicial Appointments Advisory Board is coordinated through Administrative Services. Staffing Services/Employee Relations provides human resources coordination to management and employees at all levels of the organization. This includes the hiring of staff, managing employee relations, the implementation of total compensation, and providing guidance and assistance with compliance of employment laws, practices, and policies to promote a healthy and productive work environment. Technology Services provides support to all Human Resources service areas and designs and maintains technological programs and systems that integrate with and enhance other department systems, eliminating duplication of effort and improving efficiencies. Operational Support Services provides administrative support to all Human Resources service areas with an emphasis on pre-employment services and being the first point of contact for visitors to the HR department. FY 2010/11 Highlights • • • • • 296 Met the budgetary reduction goals outlined for FY 2011/12 and held FY 2010/11 budget to prior year's actuals. Automated employment application process, tuition reimbursement application process and open enrollment benefits process; expanded Document Management for use between NEOGOV (on line application system) and Document Management. Benchmarked benefits, compensation, military leave, tuition reimbursement program, and other initiatives to provide sufficient data support to citywide recommended changes and revisions. Collaborated with Risk Management to develop CDL policies, procedures, recordkeeping and supervisory training. Collaborated with the Human Resources and Fire Departments of the Cities of Chandler and Tempe for a Tri-city Firefighter recruitment which resulted in a list of 1,294 candidates in the applicant pool for future Firefighter Academy recruitments. Administrative Services HR Infrastructure Support ADMINISTRATIVE SERVICES FY 2011/12 Priorities • • • • • Budget Notes and Changes • • HR INFRASTRUCTURE SUPPORT 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 for the delivery of quality and cost-effective HR services and policy compliance. Identify opportunities for automation and process improvement (FY 2011/12: exit process; internal customer service survey; volunteer database). Provide guidance and assistance to all City divisions to promote compliance of federal, state and City of Scottsdale employment laws and policies, and manage employee relations issues to promote a healthy and productive work environment. Review, revise and implement changes for the HR Ordinance and HR Administrative Regulations. Continue to strategically strengthen the quality and diversity of the workforce. Technology Services (3.0 FTEs), Staffing Services/Employee Relations (8 FTEs) and Operational Support Services (3.5 FTEs) merged with Human Resources Administrative Services due to the universal support provided to all HR and City service areas at a net impact of $0. The overall net increase of $12,272 is a result of the City Council-approved Total Compensation Study to be conducted collaboratively by internal HR staff and an outside vendor. Staff Summary Staff Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs % of City's FTEs Funding Source Funding Source General Fund General Fund Total Division Budget Total Division Budget Expenditures By Type Expenditures By Type Personnel Services Personnel Services Contractual Services Contractual Services Commodities Commodities Capital Outlays Capital Outlays SubTotal Operating Budget SubTotal Operating Budget Operating Projects Services Administrative Operating Projects Total Division Budget Total Division Budget Actual Actual 2009/10 2009/10 18.50 18.50 Approved Approved 2010/11 2010/11 17.50 17.50 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 17.50 0.00 17.50 0.00 0.71 % 0.71 % Actual Actual 2009/10 2009/10 1,930,442 1,930,442 1,930,442 1,930,442 Approved Approved 2010/11 2010/11 1,743,545 1,743,545 1,743,545 1,743,545 Adopted Change 10/11 Adopted 10/11 2011/12 Change to 11/12 2011/12 to 11/12 1,755,817 12,272 1,755,817 12,272 1,755,817 12,272 1,755,817 12,272 Actual Actual 2009/10 2009/10 1,701,158 1,701,158 187,671 187,671 41,613 41,613 0 0 1,930,442 1,930,442 0 0 1,930,442 1,930,442 Approved Approved 2010/11 2010/11 1,518,656 1,518,656 183,274 183,274 41,615 41,615 0 0 1,743,545 1,743,545 0 0 1,743,545 1,743,545 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 1,487,668 -30,988 1,487,668 -30,988 237,331 54,057 237,331 54,057 30,818 -10,797 30,818 -10,797 0 0 0 0 1,755,817 12,272 1,755,817 12,272 0 0 0 0 1,755,817 12,272 1,755,817 12,272 297 % of City's FTEs 0.71 % Funding Source Actual 2009/10 Approved 2010/11 General Fund 1,930,442 1,743,545 1,755,817 12,272 Total Division Budget 1,930,442 1,743,545 1,755,817 12,272 Actual 2009/10 Approved 2010/11 1,701,158 1,518,656 1,487,668 -30,988 187,671 183,274 237,331 54,057 41,613 41,615 30,818 -10,797 0 0 0 0 1,930,442 1,743,545 1,755,817 12,272 0 0 0 0 1,930,442 1,743,545 1,755,817 12,272 HR Infrastructure Support Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Percentage of expenditures that remain within approved budget amount annually (1) Actual 2009/10 Projected 2010/11 Estimated 2011/12 100% 100% 100% 100% 100% Percentage of automation initiatives completed by targeted deadlines (1) Percentage of favorable internal customer surveys received back (1) 90% (target) Percentage of favorable findings by Equal Employment Opportunity Commission (EEOC) on responses to formal complaints filed by employees. (2) 75% 100% 100% Citywide turnover (all employees) 9.5% 4.4% 7.5% Citywide turnover (without retirements) 4.8% 3.1% 4.5% Total number of HR Administrative Regulations (ARs) reviewed. 17 15 Total number of HR Administrative Regulations implemented with revisions (1) 17 15 10,846 12,000 12,000 383 175 150 26.42% 28% 28% 16% 25% 25% Total number of applicants seeking employment opportunities with the City of Scottsdale Toal number of applicants hired for positions Percentage of minority applicants Percentage of minorities hired (1) New performance measure. (2) Percentages are based on the number of resolved cases received each fiscal year; for FY 2009/10, six (6) resolved cases were received from the EEOC and four (4) had favorable findings. For FY 2010/11, 1 resolved case was received from the EEOC with a favorable finding. 298 Administrative Services FY 2011/12 Adopted Budget Administrative Services 299 ADMINISTRATIVE SERVICES Workforce Management/Employee WORKFORCE MANAGEMENT/EMPLOYEE PROGRAMS Programs Strategic Goal(s) • Seek Sustainability Program Description The Workforce Management/Employee Programs service area comprises three main program areas: Workforce Development, Diversity and Dialogue, and Employee Programs. Workforce Development 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. The Office of Diversity and Dialogue (D&D) cultivates an environment within the organization and community where differences are valued, respected and embraced through education, community outreach and deliberative dialogue. Signature community celebration events sponsored through D&D include the La Gran Fiesta in November and the Annual Martin Luther King Jr. Celebration in January. In addition, D&D sponsors various Cross Cultural and Communication Series sessions in the community each year and provides support to the Scottsdale Human Relations Commission. Employee Programs provides guidance and support to all Human Resource related programs with emphasis on volunteer services and employee engagement activities. 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 2010/11 Highlights • • • • • FY 2011/12 Priorities • • • • • 300 Automated the Tuition Reimbursement Program. Facilitated the development and implementation of the Public Records Request training academy. Launched the Above and Beyond Superior Performance Award Program. Centralized the Volunteer Program application process and created reporting database. Implemented a train the facilitator program and graduated twelve (12) new facilitators to assist with 'Beyond Race and Gender' training. Introduce and implement a method of coaching for performance. Begin integrating the foundational skills model into training classes at all levels. Complete Civil Treatment compliance training for the current workforce. Encourage employees and citizens to respect differences and seek understanding through dialogue and education. Assist with the resolution of employee relations issues and Equal Employment Opportunity (EEO) concerns. Administrative Services Workforce Management/Employee Programs Budget Budget Notes andNotes and Changes Changes • • • • The overall $545,000 reduction is the result of the suspension of the City's The overallPerformance $545,000 reduction is theand result of the suspension of the City's Superior Awards Tuition Reimbursement Programs and Superior Performance Awards and Tuition Reimbursement Programs and reductions in workforce development training courses. reductions workforce development training courses. The Officeinof Diversity and Dialogue was merged into the Workforce The Office of Diversity and Dialogue was merged into the Workforce Management/Employee Programs service area for FY 2011/12. Management/Employee Programs service area for FY 2011/12. Staff Summary Staff Summary Adopted Actual ActualApprovedApproved Adopted Change 10/11 Change 10/11 2009/10 2011/12 to 11/12 2009/102010/11 2010/11 2011/12 to 11/12 Full-time Equivalents (FTE) Full-time Equivalents (FTE) 6.50 6.50 7.50 % of City's FTEs 7.50 6.00 0.24 % % of City's FTEs -1.50 6.00 -1.50 0.24 % Funding Source Funding Source General Fund General SpecialFund Programs Fund Actual Approved Adopted Change 10/11 2009/10 Actual 2010/11Approved 2011/12 to 11/12 Change 10/11 Adopted 2009/10 1,241,902 1,270,600 1,245,302 3,400 1,275,600 Total Division Budget 1,245,302 Expenditures By Type Actual 2009/10 530,627 Contractual Services 568,510 Contractual Services Capital Outlays Commodities SubTotal Operating Budget Operating Projects Capital Outlays Total Division Budget SubTotal Operating Budget to 11/12 -539,974 730,626 5,000 -544,974 0 -5,000 730,626 -544,974 Adopted Change 10/11 2011/12 to 11/12 184,136 530,627146,192 569,546 146,165 113,582 Adopted Change 10/11 -136,638 2011/12 to 11/12 -375,726 432,908 -32,610 -136,638 0 184,136 0 -375,726 146,165 1,245,302 1,275,600 146,192 730,626 113,582 -544,974 -32,610 0 00 0 1,245,302 1,275,6001,275,600 730,626 1,245,302 -544,974 730,626 -544,974 568,510 0 0 Operating Projects Total Division Budget 559,862 -539,974 730,626 -5,000 1,275,600 Approved 2010/11 2011/12 0 Actual Approved 569,546 432,908 2009/10 2010/11 Personnel Services Personnel Services Commodities 730,626 1,241,902 5,0001,270,600 3,400 Total Programs Division Budget Special Fund Expenditures By Type 2010/11 0 0 559,862 0 0 0 0 0 0 1,245,302 1,275,600 730,626 -544,974 Projected Projected 2010/11 2010/11 Estimated Estimated 2011/12 2011/12 200 200 Performance Performance Measures Measures Description Description Number of of employees employees who Number who complete complete InsideOut InsideOut Coaching Coaching training. training. (1) (1) Percentage of of foundational foundational skills skills integrated integrated into into existing existing Percentage curriculum curriculum (1) (1) Percentage Percentage of of foundational foundational skills skills integrated integrated into into new new classes classes (1) (1) Percentage Percentage of of current current workforce workforce trained trained in in Civil Civil Treatment. Treatment. Number of city employees who attend Beyond Race Number of city employees who attend Beyond Race & & Gender Gender and Civil Treatment Classes (1) and Civil Treatment Classes (1) Number Number of of employee employee relations relations issues issues and and EEO EEO concerns concerns that that were resolved (1) were resolved (1) Actual Actual 2009/10 2009/10 25% 25% 100% 100% 100% 100% 835 835 480 480 141 141 145 145 (1) (1) New New performance performance measure measure Administrative Services 301 ADMINISTRATIVE SERVICES Benefits Management Strategic Goal(s) • Program Description Benefits Management is responsible for administering City benefit programs within budget and in accordance with existing provider contracts, plan document provisions and City Code. Included in this effort is development of benefit and wellness programs that contribute to employee retention and well-being while at the same time helping to hold the line on benefit costs. Benefits Management is also responsible for communication of employee benefit matters within the organization and working individually with employees to help them use their benefit programs effectively. Additionally, support for the Public Safety Personnel Retirement System Police and Fire Local Boards is provided through Benefits Management. FY 2010/11 Highlights • • • • FY 2011/12 Priorities • • • • Budget Notes and Changes 302 BENEFITS MANAGEMENT • Seek Sustainability Successful completion of benefit contract renewals for FY 2010/11. Implementation of automated benefit open enrollment system. Successful completion of benefit RFP processes for the following services: Benefits consulting; Actuarial services; Flexible spending account administration. Preparation of proposals to City Council that resulted in cost saving modifications to the City's medical and vacation accrual programs. Renewal of City benefit contracts with minimal increase in costs. Develop and promote programs that will increase employee wellness and productivity as well as reduce medical claims costs. Implement changes to medical benefit plans as required under the provisions of health care reform legislation. Encourage wellness program participation and develop methods to measure and report wellness program results. The overall $565,000 increase is a result of projected increases to medical claims and health insurance plan administration fees plus the transfer of $106,000 from the Fire Department to Human Resources Live Life Well Program to pay for required independent medical examinations of fire fighters. Administrative Services Benefits Management Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 5.00 5.50 % of City's FTEs Adopted Change 10/11 to 11/12 2011/12 5.00 -0.50 0.20 % Funding Source Actual 2009/10 Approved 2010/11 298,359 336,825 327,937 -8,888 Healthcare Self Insurance Fund 24,676,258 25,879,719 26,453,675 573,956 Total Division Budget 24,974,617 26,216,544 26,781,612 565,068 Actual 2009/10 Approved 2010/11 563,874 812,213 743,759 -68,454 24,385,056 25,327,078 25,974,353 647,275 25,687 27,253 13,500 -13,753 0 50,000 50,000 0 24,974,617 26,216,544 26,781,612 565,068 0 0 0 0 24,974,617 26,216,544 26,781,612 565,068 Actual 2009/10 Projected 2010/11 Estimated 2011/12 $9,090 $9,500 $9,950 62.3 65.0 65.0 $24.5 million $25.3 million $26.1 million General Fund Adopted Change 10/11 to 11/12 2011/12 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 to 11/12 2011/12 Performance Measures Description Annual medical/dental cost per employee/retiree (1) Average hours of medical leave used annually per employee (includes Family Medical Leave Act covered leave) Total medical and dental claim costs (2) Number of changes to medical benefit plans as a result of health care reform legislation (2) Individuals participating in annual biometric screening and health risk assessment event (2) 2 179 1,694 2,000 (1) Based on the average cost of all plans; for FY 2010/11, the city pays approximately 87% of total premium, employees pay approximately 13%; retirees pay 100% of total premium. For FY 2011/12, the city will pay approximately 84% of total premium, employees will pay approximately 16%, and retirees will pay 100%. (2) New performance measure. Administrative Services 303 ADMINISTRATIVE SERVICES Technology Infrastructure Support TECHNOLOGY INFRASTRUCTURE SUPPORT Strategic Goal(s) • Program Description The Technology Infrastructure Support service area comprises five main programs: Technology Support, Web and Creative Services, Network Security, Help Desk/Desktop Support, and the Project Management and Integration program. 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 including electronic monitoring on a 24-hour, 365 days per year basis for critical systems. The Web and Creative 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. The Network Security program works to protect the City's network and computing infrastructure from both external and internal threats through services including 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. 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. 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; systems implementations; and is the primary point of contact for technology projects working with both IT and Purchasing. FY 2010/11 Highlights • • • • • 304 Seek Sustainability Completed the transition of the City's Police radio users to the City's new Public Safety Radio System integrating the City into the greater Regional Wireless Cooperative (RWC). Completed Phase 1 of the multi-year Computer Facility Infrastructure Improvement Project which replaced all server racks, installed overhead cable management, modular power distribution units, environmental and power monitoring capabilities, replaced all data network cables to servers increasing overall bandwidth, and updated the functional level of the Windows Domain to allow the transition to next generation technology. Designed and implemented a new citywide intranet "Citylink" allowing for improved information management and functionality. Upgraded the City's primary firewall and email filter systems including the migration of the City's main perimeter firewall to a redundant high-availability platform. Planned the implementation of an improved IT Service Management process which involved the selection of a new software tool to manage IT’s work requests and inventory. Administrative Services ADMINISTRATIVE SERVICES FY 2011/12 Priorities • • • • • Budget Notes and Changes • • • • TECHNOLOGY INFRASTRUCTURE Technology Infrastructure Support SUPPORT Continue the transition of the City telephone system to VoIP (voice over IP) technology, which is less expensive to deploy and in the long term will be much less costly to maintain and support. Complete the Exchange 2010 upgrade and redesign project to provide improved features to email services for all City employees. Provide direction, guidance, graphics and technology support for the City’s electronic communications (Web, email, presentations and print) and web-related services, including starting the public outreach and research to plan an overhaul and upgrade of the public website. Provide day-to-day service and support for: the City’s enterprise technology infrastructure – Install, monitor and maintain the City’s network systems and the City’s desktop and peripheral infrastructure. Implement a new IT Service Management tool and work flow enhancements to improve the management of IT’s work request and inventory systems. As part of the integration of the new Scottsdale Public Safety Radio System with the RWC, became a Managing Maintenance Partner which will provide $360,000 in new revenue to perform system maintenance, and fix issues as they occur as well as pay for monthly ongoing operating costs. New operating expenditures from the Public Safety Radio Project increased IT budget by $1.1 million. From that $410,000 was transferred to Public Safety to pay for increases in ongoing annual radio subscription fees. The remaining $690,000 was reduced by $490,000 by consolidating system maintenance and reducing 3 new Radio System Integrator FTEs. Reduced Citywide cost of cell phone usage by $35,000 annually by implementing a new type of rate plan. Reductions in software maintenance due to a discontinued software program as well as additional reductions in the radio systems operating budget resulted in savings of $29,600. Administrative Services 305 Technology Infrastructure Support Staff Summary Staff Summary Staff Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs Full-time Equivalents (FTE) % of City's FTEs Funding Source % of City's FTEs Funding Source Approved 2010/11 Approved 2010/11 Approved 40.81 2010/11 40.81 41.81 40.81 Adopted Change 10/11 2011/12 Change to 11/12 Adopted 10/11 2011/12 to 11/12 Adopted 39.81 Change 10/11 -1.00 2011/12 to 11/12 39.81 -1.00 1.62 % 39.81 1.62 % -1.00 1.62 % General Fund General Fund PC Replacement Fund Actual 2009/10 Actual 2009/10 Actual 5,141,812 2009/10 5,141,812 0 Approved 2010/11 Approved 2010/11 Approved 5,340,842 2010/11 5,340,842 0 General Fund PC Replacement Fund Total Division Budget PC Replacement Fund Total Division Budget 5,141,812 0 5,141,812 0 5,141,812 5,340,842 0 5,340,842 0 5,340,842 Expenditures Type Total Division By Budget Expenditures By Type 5,141,812 Funding Source Adopted Change 10/11 2011/12 Change to 11/12 Adopted 10/11 2011/12 to 11/12 Adopted Change 10/11 5,581,328 240,486 2011/12 to 11/12 5,581,328 240,486 992,849 992,849 5,581,328 240,486 992,849 992,849 6,574,177 1,233,335 992,849 6,574,177 992,849 1,233,335 5,340,842 6,574,177 1,233,335 Personnel Services Personnel ContractualServices Services Actual 2009/10 Actual 2009/10 Actual 3,969,462 2009/10 3,969,462 1,041,747 Approved 2010/11 Approved 2010/11 Approved 3,779,271 2010/11 3,779,271 1,040,968 Personnel Services Contractual Services Commodities Contractual Services Commodities Capital Outlays 3,969,462 1,041,747 125,129 1,041,747 125,129 5,475 3,779,271 1,040,968 125,128 1,040,968 125,128 5,475 Adopted Change 10/11 2011/12 Change to 11/12 Adopted 10/11 2011/12 to 11/12 Adopted Change20,502 10/11 3,799,773 2011/12 to 11/12 3,799,773 20,502 1,210,731 169,763 3,799,773 20,502 1,210,731 169,763 183,824 58,696 Commodities Capital Outlays SubTotal Operating Budget Capital Outlays SubTotal Operating Operating Projects Budget 125,129 5,475 5,141,812 5,475 5,141,812 0 125,128 5,475 4,950,842 5,475 4,950,842 390,000 Expenditures By Type 306 Actual 2009/10 Actual 2009/10 Actual 41.81 2009/10 41.81 1,210,731 183,824 992,849 183,824 992,849 6,187,177 992,849 6,187,177 387,000 169,763 58,696 987,374 58,696 987,374 1,236,335 987,374 1,236,335 -3,000 SubTotal Operating Budget Operating Projects Total Division Budget Operating Projects Total Division Budget 5,141,812 0 5,141,812 0 5,141,812 4,950,842 390,000 5,340,842 390,000 5,340,842 6,187,177 387,000 6,574,177 387,000 6,574,177 1,236,335 -3,000 1,233,335 -3,000 1,233,335 Total Division Budget 5,141,812 5,340,842 6,574,177 1,233,335 Administrative Services Technology Infrastructure Support Performance Measures Performance Measures Actual 2009/10 Actual 2009/10 37% Projected 2010/11 Projected 2010/11 45% Estimated 2011/12 Estimated 2011/12 55% 37% 87% 45% 80% 55% 87% 2,200,000 80% 2,100,000 2,200,000 2,200,000 62.0TB 2,100,000 97.6TB 2,200,000 107.0TB 62.0TB 40% 97.6TB 45% 107.0TB 49% 40% 12,468 45% 12,500 49% 15,000 12,468 390:1 12,500 390:1 15,000 390:1 Ratio of PCsoftoaccounts Field Technicians Percentage migrated to Exchange 2010 390:1 n/a 390:1 0 390:1 100% accounts migrated Exchange 2010 Percentage of plan completed for to Internet Migration n/a 0 n/a 100% 50% Percentage of plan completed for Internet Migration n/a n/a 50% Description Percentage Description of City telephones transitioned to VoIP (voice over IP) technology Percentage of City telephones transitioned to VoIP (voice over IP) Percentage technology of internal employees who rated IT service good/excellent Percentage of internal employees who rated IT service Number of spam emails blocked monthly from entering the City good/excellent email system Number of spam emails blocked monthly from entering the City Total Storage allocated (Storage Area Network storage email Disk system managed by IT) in terabytes (TB) Total Disk Storage allocated (Storage Area Network storage Percentage that have managed byofIT)servers in terabytes (TB)been migrated from physical to virtual servers Percentage of servers that have been migrated from physical to Number of work orders completed virtual servers Number of work orders completed Ratio of PCs to Field Technicians Volunteer Hours Volunteer Hours Description Performs PC imaging and Hardware repair for PCs, laptops, Description and printers. Performs PC imaging and Hardware repair for PCs, laptops, Total and printers. # of Volunteers # of 1 Volunteers # of Hours # of 200 Hours 1 1 200 Total 1 The value of volunteer hours was calculated using an hourly rate of $19.25. Value of Volunteer Value of Hours Volunteer $3,850 Hours Full-time Equivalent Full-time 0.1 Equivalent $3,850 $3,850 0.1 0.1 $3,850 0.1 The value of volunteer hours was calculated using an hourly rate of $19.25. Administrative Services 307 ADMINISTRATIVE SERVICES Application Development & Support Strategic Goal(s) • Program Description Application Development & Support comprises five programs: Geographic Information Systems (GIS), Application Development, Application Support, Database Administration and Information Technology (IT) Training. The GIS team is responsible for the maintenance and administration of the City’s Enterprise Geodatabase that consolidates information on hundreds of location-based entities including streets, parcels, water and sewer infrastructure, planning and public safety information. Application Development & Support is responsible for the creation and maintenance of custom and off-the-shelf software solutions. Examples include eServices that allow the public to conduct business with the city online, enterprise systems such as document management and Employee Self Service as well as departmental systems like Water Work Order and Community Development Case & Permit Management. Database Administration is responsible for the maintenance of the infrastructure that supports the storage and reporting against the City’s 1,000+ databases. IT Training ensures that staff is able to leverage Scottsdale's investment in technology by providing training and consulting services for a variety of tools. The team also creates eLearning content that enables the efficient and timely delivery of training via computer on a wide variety of topics. Past examples include workplace safety, performance management and ethical standards. FY 2010/11 Highlights • • • • • FY 2011/12 Priorities • • • • 308 APPLICATION DEVELOPMENT & SUPPORT Seek Sustainability Upgraded the City’s Land Information System (LIS) application to improve functionality and ensure ongoing long term support. Provided custom reporting services to operating divisions enabling more efficient use for utilities such as water (irrigation), electricity and natural gas. Enhanced the Employee Self Service application to allow for the efficient administration of processes such as Benefits Open Enrollment and Tuition Reimbursement. Negotiated a partnership with the Maricopa County Flood Control District that allowed for the acquisition of new aerial photography saving over $100,000 when compared to previous projects. Replaced the interactive voice response system that services permitting customers which handles over 3,000 calls each month. Maintain high levels of performance and availability of the databases used throughout the City in the provision of essential services. Continue to migrate existing map based applications to newer technology to ensure availability and improve efficiency for the users. Continue the migration of existing interactive voice response systems over to current technologies. Provide support and incremental enhancements to a large inventory of software applications. Administrative Services Application Development & Support Budget Budget Budget Budget Notes Notes Notes Notes and andand and Changes Changes Changes Changes • •• • • •• • Reduced 5.0 FTEs and the associated expenses by the Cable Reduced 5.0FTEs FTEs and associated expenses by transferring transferring Cable 11 11 staff staff Reduced 5.0 and thethe associated expenses by transferring the Cablethe 11 staff Reduced 5.0 FTEs and the associated expenses by transferring the Cable 11 staff and a Digital Content Specialist to the newly formed Office of Communication. and a Digital Content Specialist to the newly formed Office of Communication. and a a Digital Content Specialist to the formedformed Office ofOffice Communication. and Digital Content Specialist tonewly theoperating newly of Communication. Eliminated Enhanced Web Services a of $70,000. Eliminated Enhanced Web Services operating project,project, a savings of $70,000. Eliminated Enhanced Web Services operating project, a savings savings of This $70,000. This This Eliminated Enhanced Web Services operating project, a savings of $70,000. This project provided additional web analytics, interactive media features, and project provided webweb analytics, interactive media features, and design project providedadditional additional analytics, interactive media features, and design design project additional webweb analytics, servicesprovided for Internet web site. services forthe theCity's City's Internet site. interactive media features, and design services for the City's Internet web site. services for the City's Internet web site. Staff Summary Staff Staff Summary Summary Staff Summary Actual Approved Adopted Change 10/11 Actual 2010/11 Approved2011/12 Adopted Adopted Change 10/11 10/11 2009/10 to 11/12 Actual Approved Change Actual 2009/10 2009/10 Full-time Equivalents (FTE) 2009/10 37.00 Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs Full-time Equivalents (FTE) % of of City's City's FTEs FTEs % Funding Source % of City's FTEs 37.00 37.00 37.00 Funding Funding Source Source Funding Source General Fund Total Division Budget General General Fund Fund General Fund By Type Expenditures Total Division Total Division Budget Budget Total Division Budget Expenditures Expenditures By By Type Type Expenditures By Type Personnel Services Contractual Services Commodities Personnel Personnel Services Services Capital Outlays Personnel Services Contractual Services Services Contractual SubTotal Operating Contractual Services Budget Commodities Commodities Operating Projects Commodities Capital TotalOutlays Division Budget Capital Outlays Capital Outlays SubTotal SubTotal Operating Operating Budget Budget SubTotal Operating Budget Operating Projects Operating Projects Operating Projects Total Division Division Budget Budget Total Total Division Budget Actual 2009/10 Approved 2010/11 2010/11 Adopted 10/11 2011/12 Change to 11/12 11/12 2011/12 to to 11/12 35.00 30.00 -5.00 35.00 1.22 % 30.00 -5.00 35.00 30.00 -5.00 1.22 % % 1.22 1.22 % 35.002010/11 30.00 2011/12-5.00 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 Actual Approved Adopted Change Change 10/11 10/11 Actual Approved Adopted 2009/10 2010/11 2011/12 to 11/12 2009/104,138,6622010/11 to 11/12 4,309,350 3,550,694 2011/12 -587,968 4,309,350 4,138,662 3,550,694 -587,968 4,309,350 4,138,662 3,550,694 -587,968 4,309,350 4,138,662 3,550,694 -587,968 4,309,350 4,138,662 3,550,694 -587,968 4,309,350 4,138,662 3,550,694 -587,968 4,309,350 Approved 4,138,662Adopted3,550,694 -587,968 Actual Change 10/11 4,309,350 3,550,694 Adopted -587,968 Actual 4,138,662 Approved Change 2009/10 2010/11 2011/12 to 10/11 11/12 2009/10 2010/11 2011/12 to 11/12 3,853,812 3,610,835 3,157,907 -452,928 Actual Approved Adopted Actual Approved Adopted Change Change 10/11 10/11 Actual Approved Adopted Change 10/11 434,304 435,794 378,206 -57,588 2009/10 2010/11 2011/12 to 2009/10 2010/11 2011/12 to 11/12 11/12 2009/10 2010/11 2011/12 to 11/12 21,235 21,233 14,581 -6,652 3,853,812 3,610,835 3,157,907 -452,928 3,853,812 3,610,835 3,157,907 -452,928 0 0 03,157,907 0 3,853,812 3,610,835 -452,928 434,304 435,794 378,206 -57,588 434,304 435,794 378,206 -57,588 4,309,350 3,550,694 378,206 -517,168 434,3044,067,862435,794 -57,588 21,235 -6,652 21,235 21,233 14,581 -6,652 0 70,800 21,233 0 14,581 -70,800 21,235 21,233 14,581 -6,652 0 0 0 0 4,309,350 3,550,694 -587,968 04,138,662 0 0 0 0 0 0 0 4,309,350 4,067,862 3,550,694 -517,168 4,309,350 4,067,862 3,550,694 -517,168 4,309,350 4,067,862 3,550,694 -517,168 0 70,800 0 -70,800 0 70,800 0 -70,800 0 70,800 0 -70,800 4,309,350 4,138,662 3,550,694 -587,968 4,309,350 4,138,662 3,550,694 -587,968 4,309,350 4,138,662 3,550,694 -587,968 Performance Measures Actual 2009/10 Projected 2010/11 Estimated 2011/12 126 140 155 1,187 1,300 1,500 Number of students completing instructor led IT training 597 650 650 Number of students completing IT generated eLearning 4,446 5,000 5,000 Number of software solutions supported 115 120 120 Percentage of IVR applications migrated to current technology n/a 25% 50% Percentage of successful database queries n/a 99.9% 99.9% Description Total Number of map layers maintained by City Staff Number of databases supported Administrative Services 309 ADMINISTRATIVE SERVICES Purchasing Strategic Goal(s) • Program Description Purchasing Services is responsible for the timely and best value acquisition and/or facilitating the acquisition of all materials, services, and construction required by the City and assists various contract administrators throughout the City. Purchasing Services will continue to implement flexible procurement processes, secure long-term contracts, advantageous pricing arrangements and educate City staff about best value procurement methods. Stores/Warehouse Operations 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. Mail and Graphics & Printing provides a variety of internal services to assist City divisions with all internal mail and incoming and outgoing postal mail, graphic design, print production and CD duplication as well as production and processing of utility billings. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • • • 310 PURCHASING Seek Sustainability Purchasing Services (Purchasing): Received the National Procurement Institute Award for Excellence in Procurement for the 12th consecutive year. Purchasing Services (Graphics & Printing): The digital production equipment has enabled staff to bring large projects back in-house, thus providing several benefits to the City in addition to cost savings (i.e. all carbonless forms, all business card shells, and all stationery). Purchasing Services: (all centers) Continued to provide an excellent level of support services with significant staff reductions due to recent budget reduction efforts. Purchasing Services (Purchasing): Train and develop newly hired staff; review and consolidate solicitation clauses / language. Purchasing Services (Graphics & Printing): Provide a full service professional print center that delivers a high quality and cost efficient product, using City assets, by ensuring that City print projects are designed and produced to specifications which allow an increasing number of projects to remain in-house at a cost savings to the City. Purchasing Services (Mail): Improve Citywide efficiency and overall use of mailing services by assisting customers with best mailing practices and monitoring usage in a manner which reduces waste. Purchasing Services (Stores/Warehouse Operations): Maintain the highest level of safety and customer service possible. Receive, process, and deliver inventory and supplies in a timely fashion in addition to administering the City's surplus equipment process and recycling of City materials. Administrative Services Purchasing Budget Budget Notes Budget Budget Notes and Notes Notes and and Changes and Changes Changes Changes • Purchasing Services (Purchasing): Purchasing staff was reduced by 1.0 FTE Bid & • Purchasing Services (Purchasing): staff wasinreduced byworkload 1.0 FTE for Bid & Contract Specialist position (mid FYPurchasing 2010/11) abyheavier • Services (Purchasing): Purchasing staff resulting was reduced 1.0 FTE Bid & • Purchasing Purchasing Services (Purchasing): Purchasing staff was reduced by 1.0 FTE Bid & • • • • • • • • Contract Specialist position FY 2010/11) resulting in a heavier for remaining staff. position Contract Specialist (mid(mid FY 2010/11) resulting in a heavier workloadworkload for Contract Specialist position (mid FY 2010/11) resulting in a heavier workload for remaining staff. remaining staff. Purchasing Services (Graphics & Printing): As a result of retirement in mid FY remaining staff. Purchasing Services (Graphics & Printing): As position a of result of retirement midbeen FY Purchasing Services (Graphics & Printing): As a result retirement in mid FYinhas 2010/11, 1.0 FTE Senior Graphics Technician is vacant and Purchasing Services (Graphics & Printing): As a result of retirement in mid FY 2010/11, 1.0 FTE Senior Graphics Technician position isFTE vacant been 2010/11, 1.0 FTE Senior Graphics Technician position issingle vacant and position hasand beenhas reduced by 0.5 FTE resulting in the approval of a to be shared 2010/11, 1.0 FTE Senior Graphics Technician isFTE vacant and has been reduced byby 0.5 FTE resulting in the of a single FTE position to be shared reduced 0.5 FTE resulting in approval the approval ofposition a single position to be shared by the Graphics and Warehouse operations. reduced by 0.5and FTE resulting in the approval of a single FTE position to be shared by the Graphics Warehouse operations. by the Graphics and Warehouse operations. Purchasing Services (Stores/Warehouse Operation): As aofresult of resignation in by the Graphics and Warehouse operations. Purchasing Services (Stores/Warehouse Operation): As a result resignation in Purchasing Services (Stores/Warehouse Operation): As a result of resignation in mid FY2010/11, 2010/11, FTE Stock position is vacant has been reduced by Purchasing Services (Stores/Warehouse Operation): abeen result of resignation in mid FY 1.01.0 FTE Stock ClerkClerk position is vacant and As hasand reduced by mid FY 2010/11, 1.0 FTE Stock Clerk position is vacant and has been reduced by 0.5 FTE resulting in the approval of a single FTE position to be shared by the 0.5 FTE in 1.0 the FTE approval of aClerk singleposition FTE position to be and shared bybeen the reduced by mid FY resulting 2010/11, Stock is vacant has 0.5 FTE resulting in the approval of a single FTE position to be shared by the Graphics and Warehouse operations. Graphics Warehouse 0.5 FTE and resulting in theoperations. approval of a single FTE position to be shared by the Graphics and Warehouse operations. Graphics and Warehouse operations. StaffSummary Summary Staff Staff Summary Staff Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs % of City's FTEs %Funding of City'sSource FTEs Funding Source Funding Source Funding Source General Fund Total Division General Fund Budget General Fund General Fund Budget Total Division Expenditures By Type Total Division Budget Total Division Budget Expenditures By Type Expenditures By Type Expenditures By Type Personnel Services Contractual Services Personnel Services Commodities Personnel Services Personnel Services Contractual Services Capital Outlays Contractual Services Contractual ServicesBudget Commodities SubTotal Operating Commodities Operating Projects Commodities Capital Outlays Capital Outlays Total Division BudgetBudget Capital Outlays SubTotal Operating SubTotal Operating Budget SubTotal Operating Operating Projects Budget Operating Projects Operating Projects Total Division Budget Total Division Budget Total Division Budget Administrative Services ActualActual Approved Change 10/11 ApprovedAdopted Adopted Change 10/11 2009/10 to 11/12 Actual 2010/11 Approved 2011/12 Adopted Change 10/11 2009/10 Actual 2009/10 26.00 26.00 26.00 26.00 2009/10 2010/11 2011/12 to 11/12 Approved Change 2010/11 24.00 Adopted 2011/12 -2.00 to 10/11 11/12 2011/12 to 11/12 26.00 24.00 -2.00 26.00 0.98 % 24.00 -2.00 26.00 24.00 -2.00 0.98 % 0.98 % 0.98 % 26.00 2010/11 Actual Approved Adopted Change 10/11 2009/10 to 11/12 Actual 2010/11 Approved 2011/12 Adopted Change 10/11 Actual Approved Adopted Change 10/11 2009/10 2010/11 2011/12 to 11/12 2,418,548 2,001,983 Adopted -181,214 Actual 2,183,197 Approved Change 10/11 2009/10 2010/11 2011/12 to 11/12 2009/10 2,183,197 2010/11 2011/12 to 11/12 2,418,548 2,001,983 -181,214 -181,214 2,418,548 2,183,197 2,001,983 2,418,548 2,183,197 2,001,983 2,418,548 2,183,197 2,001,983 2,418,548 2,183,197 2,001,983 2,418,548 Approved 2,183,197Adopted 2,001,983 Actual Change 10/11 2009/10 2010/11 2011/12 -181,214 -181,214 -181,214 -181,214 to 11/12 Actual Approved Adopted Change 10/11 1,764,587 1,607,512 Adopted -180,912 Actual 1,788,424 Approved 10/11 2009/10 2010/11 2011/12 Change to 11/12 Actual 183,350 Approved Change 10/11 2009/10 2010/11 186,948 Adopted 2011/12 3,598 to 11/12 448,766 2009/10 2010/11 2011/12 to 11/12 1,764,587 211,423 1,788,424 207,523 1,607,512-3,900 -180,912 198,636 1,764,587 1,788,424 1,607,512 -180,912 1,764,587 1,788,424 1,607,512 448,766 183,350 3,598 6,559 0 0 186,948 0 -180,912 448,766 183,350 186,948 3,598 448,766 3,598 198,636 2,183,197183,350 211,423 207,523 -3,900 2,418,548 2,001,983 186,948 -181,214 198,636 211,423 207,523 -3,900 06,559 0 0 207,523 0 198,636 211,423 -3,900 0 0 0 6,559 0 0 0 2,418,548 2,001,983 -181,214 6,559 2,183,197 0 0 0 2,418,548 2,183,197 2,001,983 -181,214 2,418,548 2,183,197 2,001,983 -181,214 2,418,548 2,183,197 2,001,983 -181,214 0 0 0 0 0 0 0 0 0 0 0 0 2,418,548 2,183,197 2,001,983 -181,214 2,418,548 2,183,197 2,001,983 -181,214 2,418,548 2,183,197 2,001,983 -181,214 311 Purchasing Performance Measures Actual 2009/10 Projected 2010/11 Estimated 2011/12 5,748 5,505 5,500 $154M $158M $130M 43% (129/296) 43% (129/296) 55% (164/196) 11,378 10,700 10,500 $695,323 $600,000 $575,000 6,619 7,000 6,500 372 390 450 Number of Graphic Requisitions Processed 2,128 2,550 2,600 Number of Impressions processed by Graphics & Printing 6.0M 6.3M 6.5M Number of Pieces of USPS and Inter-office Mail Processed 7.6M 7.5M 7.5M Description Number of Purchase Orders Processed Dollar Value of Purchase Orders Processed Percent of Contract Administrators trained in the Contract Administrators Academy Number of Warehouse Items Issued Dollar Value of Warehouse Items Issued Orders Received and Re-delivered by Warehouse Surplus Property Pick-up Requests 312 Administrative Services FY 2011/12 Adopted Budget Administrative Services 313 ADMINISTRATIVE SERVICES TAX AUDIT Tax Audit Strategic Goal(s) • Program Description The mission of Tax Audit is to promote accurate privilege (sales) and use tax selfassessments by taxpayers through education programs; provide guidance in tax code interpretations; evaluate local economic strength through analysis of privilege (sales), use and property tax collections; and develop innovative solutions that will ensure the City's financial stability. FY 2010/11 Highlights • • FY 2011/12 Priorities • • Budget Notes and Changes 314 • Seek Sustainability The speculative builder project continued with $1.5 million collected since the 11/2008 inception date, of which $0.6 million was collected for FY 2010/11. Tax Audit continued to provide revenue forecasts to budget staff for privilege/use and bed taxes. Provide taxpayer education through audit and review of taxpayer records to ensure tax code requirements are upheld. Provide privilege, use and property tax data to internal and external customers, including revenue forecasts to Budget staff. No significant changes are anticipated for FY 2011/12. Administrative Services Tax Audit Staff Summary Full-time Equivalents (FTE) Actual Actual 2009/10 Approved Approved 2010/11 9.00 9.00 9.00 9.00 % of City's FTEs % Adopted Adopted Change Change 10/11 10/11 2011/12 to 11/12 9.00 9.00 0.00 0.00 0.37 0.37 % % Funding Funding Source Source Actual 2009/10 2009/10 Approved 2010/11 Change 10/11 Adopted Change 2011/12 to 11/12 11/12 General Fund 691,517 721,126 705,576 -15,550 Total Division Budget 691,517 721,126 705,576 -15,550 Actual 2009/10 Approved 2010/11 673,523 680,268 665,398 -14,870 15,750 37,988 37,308 -680 -680 2,244 2,870 2,870 0 0 0 0 0 0 0 0 0 691,517 721,126 705,576 -15,550 0 0 0 0 691,517 691,517 721,126 721,126 705,576 705,576 -15,550 -15,550 Actual 2009/10 2009/10 Projected Projected 2010/11 2010/11 Estimated Estimated 2011/12 2011/12 $3.57 $1.15 $3.00 1.6% 1.8% 1.6% Expenditures By Type Personnel Services Contractual Services Commodities Capital Capital Outlays Outlays SubTotal Operating Budget Operating Projects Total Total Division Division Budget Budget Adopted Change 10/11 2011/12 to 11/12 Performance Performance Measures Measures Description Audit Collection Collection per per Dollar Dollar of of Cost Cost Audit Audit & Compliance Review of License Accounts (Footnote to first measure) - Due to a large refund, the projected "Audit Collection per Dollar of Cost" ratio is $1.15. Exclusive of the refund, the ratio would otherwise be $3.34. Administrative Services 315 FY 2011/12 Adopted Budget 316 Administrative Services City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One Community & Economic Development Aviation Economic Vitality Planning / Neighborhood / Transportation WestWorld Community & Economic Development 317 Community & Economic Development Community & Economic Development Work with citizens to build and preserve Scottsdale as a great community by stimulating economic activity and by offering a diverse range of value-added programs to build, revitalize and sustain the community's unique lifestyle and character. Strategic Goal(s) • Preserve Space Meaningful Open- • Enhance Neighborhoods • Seek Sustainability • Support Economic Vitality • Advance Transportation • Value Scottsdale’s Unique Lifestyle and Character FY 2010/11 Highlights • The Community & Economic Development Division was created to address the unique challenges facing the City of Scottsdale. • Hosted major tourism-driven events, such as the Waste Management Phoenix Open, Barrett Jackson Collector Car Auction, Arabian Horse Show, and the Fiesta Bowl ancillary events which attract significant numbers of visitors to the area and provide valuable exposure to potential visitors through media coverage. • WestWorld has initiated the Equidome expansion and upgrade project which was identified in the 2003 master plan. Community & Economic Development Aviation Economic Vitality Planning / Neighborhood / Transportation WestWorld • Completion of a citywide comprehensive economic analysis as part of the 2011 General Plan Update. Paul T. Katsenes Executive Director • Renovation of the Scottsdale Center for the Performing Arts facility and the completion of the Soleri Bridge/Plaza. Community & Economic Development 319 Community & Economic Development FY 2011/12 Priorities • Enhance the economic wellbeing and quality of life of the community by providing useful information and responsive services to targeted employers and industries. • Attract and expand businesses that increase revenues and act as employment generators through marketing and targeted recruitments. Budget Notes and Changes • The Community and Economic Development Division was created during FY 2010/11 to address the unique challenges facing the City of Scottsdale; it has a vigorous emphasis on attracting and retaining sustainable economic development in the community. • Support entrepreneurs and existing businesses. • Provide and make accessible high quality Scottsdale market information and development initiatives. 320 Community & Economic Development Community & Economic Development Staff Summary Actual 2009/10 Approved 2010/11 228.50 228.50 Full-time Equivalents (FTE) % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 202.50 -26.00 8.25 % Funding Source Actual 2009/10 Approved 2010/11 Aviation Fund 1,500,594 1,667,809 1,705,659 37,850 General Fund 24,921,660 29,388,621 24,303,715 -5,084,906 140,974 325,820 248,300 -77,520 13,208,021 12,063,783 9,104,296 -2,959,487 5,937,797 6,534,432 7,652,447 1,118,015 0 574,387 724,643 150,256 45,709,046 50,554,852 43,739,060 -6,815,792 Actual 2009/10 Approved 2010/11 Personnel Services 19,684,740 18,713,976 16,833,807 -1,880,169 Contractual Services 25,307,732 28,355,862 25,123,450 -3,232,412 Commodities 578,728 759,563 907,670 148,107 Capital Outlays 137,847 79,851 10,000 -69,851 45,709,046 47,909,252 42,874,927 -5,034,325 0 2,645,600 864,133 -1,781,467 45,709,046 50,554,852 43,739,060 -6,815,792 Actual 2009/10 Projected 2010/11 Estimated 2011/12 n/a 100% 100% Grants Fund Highway User Fund Special Programs Fund Streetlight Districts Fund Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Percent of projects committed to, based on City Council and departmental work plans, completed within established timelines Community & Economic Development 321 COMMUNITY AND ECONOMIC DEVELOPMENT Aviation Strategic Goal(s) • • Program Description Aviation comprises two major programs: Operations and Administration. Airport Operations is responsible for the day-to-day operations, safety, security and maintenance of the Airport. The Administration program carries out the financial and business relation functions for the Aviation Enterprise Fund. FY 2010/11 Highlights • • • • • FY 2011/12 Priorities • • • • Budget Notes and Changes • • 322 AVIATION Support Economic Vitality Advance Transportation Implemented a marketing program in partnership with aviation stakeholders to promote Scottsdale Airport as a world-class destination airport. Updated the Airport's regulatory documents and rates and fee structure to accommodate current needs. Resurfaced the runway to extend the serviceable life of the pavement. Began the Environmental Assessment for the runway rehabilitation to accommodate the long-term increased weight load of 100,000 pound aircraft. Evaluated the Airport structure, and streamlined internal processes to enhance customer service. Continue to provide a safe, secure and efficient operating environment for the airport users, tenants and customers. Ensure compliance with Federal Aviation Administration (FAA) standards and grant assurances. Formulate a division plan for cooperative marketing with airport, airpark, WestWorld and aviation stakeholders to drive economic development at the airport and surrounding airpark areas. 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. Annual aircraft operations (number of takeoffs and landings) decreased approximately 20 percent from last calendar year, due to the economic downturn and an 11-day runway closure to resurface the runway; however revenue projections remain on target. Aviation fuel flowage fees (a primary source of revenue for the Aviation Enterprise Fund) increased 9 percent in comparison to last calendar year. Community & Economic Development Aviation Staff Summary Actual 2009/10 Approved 2010/11 13.00 14.00 Full-time Equivalents (FTE) Adopted Change 10/11 2011/12 to 11/12 14.00 % of City's FTEs 0.00 0.57 % Funding Source Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 Aviation Fund 1,500,594 1,667,809 1,705,659 37,850 Total Division Budget 1,500,594 1,667,809 1,705,659 37,850 Actual 2009/10 Approved 2010/11 Personnel Services 945,808 947,399 1,040,139 92,740 Contractual Services 532,293 672,310 599,370 -72,940 22,493 48,100 66,150 18,050 0 0 0 0 1,500,594 1,667,809 1,705,659 37,850 0 0 0 0 1,500,594 1,667,809 1,705,659 37,850 Actual 2009/10 Projected 2010/11 Estimated 2011/12 156,896 120,000 130,000 0 2.2 million 2.0 million Expenditures By Type Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Annual Number of Total Aircraft Operations Dollar Value of FAA Grants Received Community & Economic Development 323 COMMUNITY AND ECONOMIC DEVELOPMENT Economic Vitality Strategic Goal(s) • Program Description Economic Vitality includes business retention, expansion and attraction; tax revenue generation and preservation; tourism development; initiatives that support our economic development mission; clear communications; and arts and cultural development. FY 2010/11 Highlights • • • • • FY 2011/12 Priorities • • • • • Budget Notes and Changes 324 ECONOMIC VITALITY • • • Support Economic Vitality Worked to initiate private development on McDowell Road. Established ongoing communication program between elected officials and CEOs of major Scottsdale companies. Provided assistance to over 150 small businesses regarding management, operations, working capital and related issues. Created sponsorship program to generate funding for City events and facilities. Provided funding and staff support in partnership with private parties and Scottsdale Convention and Visitors Bureau for Bowl Championship events and ESPN coverage. Increase focus to activate private enterprise along Bell Road corridor; facilitate downtown redevelopment via special programs and projects; and work to position automotive retail businesses for optimal sales tax generation. Increase emphasis on business attraction, retention and expansion efforts. Complete Phase III of Desert Discovery Center. Successfully recruit companies adding at least 450 jobs to Scottsdale. Initiate the development of new major events similar in impact to the Arabian Horse Show. Reduced the Scottsdale Cultural Council contract by $210,000. A plan was approved to close the Downtown Office for a savings of $75,000 on rent, maintenance and utilities; the savings will be realized in FY 2011/12. Saved $95,907 through the elimination of Economic Vitality rent from the purchase of the McKnight building. Community & Economic Development Economic Vitality Staff Summary Staff Summary Staff Staff Summary Summary Full-time Equivalents Full-time Equivalents (FTE) (FTE) Full-time Full-time Equivalents Equivalents (FTE) (FTE) % of City's FTEs % of City's FTEs % % of of City's City's FTEs FTEs Funding Source Funding Source Funding Funding Source Source General Fund General Fund General General Fund Fund Grants Fund Grants Fund Grants Fund Grants Fund Special Programs Programs Fund Fund Special Special Special Programs Programs Fund Fund Total Division Division Budget Budget Total Total Division Budget Total Division Budget Expenditures By Expenditures By Type Type Expenditures Expenditures By By Type Type Personnel Services Personnel Personnel Services Services Personnel Services Contractual Services Contractual Contractual Services Services Contractual Services Commodities Commodities Commodities Commodities Capital Outlays Capital Capital Outlays Outlays Capital Outlays SubTotal Operating Budget SubTotal SubTotal Operating Operating Budget Budget SubTotal Operating Budget Operating Projects Operating Projects Operating Operating Projects Projects Total Division Budget Total Division Budget Total Total Division Division Budget Budget Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 11.00 11.00 11.00 11.00 Approved Approved Approved 2010/11 Approved 2010/11 2010/11 2010/11 11.00 11.00 11.00 11.00 Adopted Adopted Adopted 2011/12 Adopted 2011/12 2011/12 2011/12 10.00 10.00 10.00 10.00 0.41 % 0.41 % 0.41 0.41 % % Change 10/11 10/11 Change Change 10/11 to 11/12 Change 10/11 to 11/12 to to 11/12 11/12 -1.00 -1.00 -1.00 -1.00 Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 5,947,945 5,947,945 5,947,945 5,947,945 84,749 84,749 84,749 84,749 5,890,110 5,890,110 5,890,110 5,890,110 11,922,804 11,922,804 11,922,804 11,922,804 Approved Approved Approved 2010/11 Approved 2010/11 2010/11 2010/11 9,974,376 9,974,376 9,974,376 9,974,376 83,020 83,020 83,020 83,020 6,209,432 6,209,432 6,209,432 6,209,432 16,266,828 16,266,828 16,266,828 16,266,828 Adopted Adopted Adopted 2011/12 Adopted 2011/12 2011/12 2011/12 7,732,958 7,732,958 7,732,958 7,732,958 5,500 5,500 5,500 5,500 6,299,650 6,299,650 6,299,650 6,299,650 14,038,108 14,038,108 14,038,108 14,038,108 Change Change 10/11 10/11 Change 10/11 to 11/12 Change 10/11 to 11/12 to to 11/12 11/12 -2,241,418 -2,241,418 -2,241,418 -2,241,418 -77,520 -77,520 -77,520 -77,520 90,218 90,218 90,218 90,218 -2,228,720 -2,228,720 -2,228,720 -2,228,720 Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 1,131,064 1,131,064 1,131,064 1,131,064 10,727,043 10,727,043 10,727,043 10,727,043 22,269 22,269 22,269 22,269 42,427 42,427 42,427 42,427 11,922,804 11,922,804 11,922,804 11,922,804 0 0 0 0 11,922,804 11,922,804 11,922,804 11,922,804 Approved Approved Approved 2010/11 Approved 2010/11 2010/11 2010/11 992,546 992,546 992,546 992,546 14,312,506 14,312,506 14,312,506 14,312,506 13,276 13,276 13,276 13,276 0 0 0 0 15,318,328 15,318,328 15,318,328 15,318,328 948,500 948,500 948,500 948,500 16,266,828 16,266,828 16,266,828 16,266,828 Adopted Adopted Adopted 2011/12 Adopted 2011/12 2011/12 2011/12 1,007,134 1,007,134 1,007,134 1,007,134 12,396,503 12,396,503 12,396,503 12,396,503 17,123 17,123 17,123 17,123 0 0 0 0 13,420,760 13,420,760 13,420,760 13,420,760 617,348 617,348 617,348 617,348 14,038,108 14,038,108 14,038,108 14,038,108 Change 10/11 Change 10/11 Change 10/11 to 11/12 Change 10/11 to 11/12 to 11/12 to 11/12 14,588 14,588 14,588 14,588 -1,916,003 -1,916,003 -1,916,003 -1,916,003 3,847 3,847 3,847 3,847 0 0 0 0 -1,897,568 -1,897,568 -1,897,568 -1,897,568 -331,152 -331,152 -331,152 -331,152 -2,228,720 -2,228,720 -2,228,720 -2,228,720 Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 $34M $34M $34M $34M 75 75 75 75 11 companies 11 companies 11 companies 740 11with companies with 740 jobs jobs with with 740 740 jobs jobs Projected Projected Projected 2010/11 Projected 2010/11 2010/11 2010/11 $50M $50M $50M $50M 100 100 100 100 7 companies 7 companies 7with companies 450 jobs 7 companies with 450 jobs with 450 jobs jobs with 450 Estimated Estimated Estimated 2011/12 Estimated 2011/12 2011/12 2011/12 $55M $55M $55M $55M 105 105 105 105 9 companies 9 companies 9with companies 300 jobs 9 companies with 300 jobs with 300 jobs jobs with 300 Performance Measures Performance Measures Performance Performance Measures Measures Description Description Description Description Dollar value of new construction south of Chaparral Road Dollar value of new construction south of Chaparral Road Dollar value value of of new new construction construction south south of of Chaparral Chaparral Road Road Dollar Annual number of downtown special events coordinated Annual number of downtown special events coordinated Annual number number of of downtown downtown special special events events coordinated coordinated Annual Targeted Job Creation Targeted Job Creation Targeted Job Job Creation Creation Targeted Community & Economic Development 325 COMMUNITY AND ECONOMIC DEVELOPMENT Planning / Neighborhood / Transportation PLANNING / NEIGHBORHOOD / TRANSPORTATION Strategic Goal(s) • • • • Program Description Work in partnership with community stakeholders to physically and aesthetically shape the city; safely, conveniently and efficiently move people, goods and information; and preserve, reinforce and revitalize commercial areas and residential neighborhoods to provide a high quality of life. FY 2010/11 Highlights • • • • • FY 2011/12 Priorities • • • • • Budget Notes and Changes • • • • 326 Preserve Meaningful Open-Space Enhance Neighborhoods Advance Transportation Value Scottsdale's Unique Lifestyle and Character Council adoption of the Greater Airpark Character Area Plan. Council adoption of the Southern Scottsdale Character Area Plan. Implementation of the Downtown Character Area Plan including: establishment of the Downtown Infill Incentive District, Council adoption of downtown parking ordinance amendments, Scottsdale Center for the Performing Arts facility renovation completion, and the Soleri Bridge/Plaza completion. Conducted community outreach and received Council acceptance of the Local Area Infrastructure Plan process. Completed an intergovernmental agreement with the Salt River Pima-Maricopa Indian Community (SRPMIC) for roadway and flood control improvements in the Pima Road corridor. Process text amendments to implement Greater Airpark, Downtown and Southern Scottsdale Character Area Plans. Provide timely and quality construction document review for building plan submittals. Initiate and process a major General Plan amendment for Council consideration and adoption of the Scottsdale 2011 General Plan. Enhance neighborhoods by Code Enforcement efforts. Plan and construct major transportation infrastructure and safety improvement projects. Streamlined services and reduced staff by 16 members. Continue to manage transportation needs in a fiscally responsible manner in order to reduce General Fund impacts. Duplicative efforts by other jurisdictions allowed for the elimination of the Downtown Drainage and Wet Crossing studies resulting in a savings of $345,300. To help support and improve the quality and effectiveness of city communications, the Office of Communications has been formed under the City Manager's Office. The Communications and Public Affairs Officer will head the department comprised of the video production and public information units. Public information staff members (2.5 FTEs) will be transferred from Planning, Neighborhood and Transportation to the Office of Communication. Community & Economic Development Planning / Neighborhood / Transportation Staff Summary Actual 2009/10 Approved 2010/11 Adopted 2011/12 Change 10/11 to 11/12 181.50 180.50 160.50 -20.00 Full-time Equivalents (FTE) % of City's FTEs 6.54 % Funding Source Actual 2009/10 Approved 2010/11 15,890,768 16,065,128 13,403,966 -2,661,162 56,225 242,800 242,800 0 13,208,021 12,063,783 9,104,296 -2,959,487 41,344 125,000 152,797 27,797 0 574,387 724,643 150,256 29,196,358 29,071,098 23,628,502 -5,442,596 Actual 2009/10 Approved 2010/11 Personnel Services 15,958,114 15,072,010 13,177,878 -1,894,132 Contractual Services 13,073,451 12,132,748 9,837,231 -2,295,517 144,087 308,304 431,608 123,304 20,705 5,136 10,000 4,864 29,196,358 27,518,198 23,456,717 -4,061,481 0 1,552,900 171,785 -1,381,115 29,196,358 29,071,098 23,628,502 -5,442,596 Actual 2009/10 Projected 2010/11 Estimated 2011/12 98% 100% 100% 2 3 3 Percent of construction document reviews for engineering and building plans completed within 20 calendar days 99% 100% 100% Percent of inspections performed within 24 hours 99% 100% 100% 6 2 10 3,600,000 3,700,000 3,000,000 .4 .5 .5 General Fund Grants Fund Highway User Fund Special Programs Fund Streetlight Districts Fund Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Percent of projects committed to be completed within established timelines, based on City Council and departmental work plans. Number of General Plan, Character/Community Area Plan, & Neighborhood Plan Creation/Adoption Programs Neighborhood Traffic projects completed Total Citywide transit ridership (bus, Dial-a-Ride, circulators, Cab Connection) Maintain initial case response time of 2 calendar days Community & Economic Development 327 COMMUNITY AND ECONOMIC DEVELOPMENT WestWorld Strategic Goal(s) • Program Description WestWorld is a nationally-recognized equestrian and special event facility providing recreational opportunities and family entertainment at the local, regional and national levels. FY 2010/11 Highlights • • FY 2011/12 Priorities • • • Budget Notes and Changes 328 WESTWORLD • • Support Economic Vitality One of the projects identified in the 2003 WestWorld master plan consisted of expanding and upgrading the Equidome; work has been initiated to complete the project. Completed horse stall repairs in two barns which included replacing stall fronts, panels and baseboards. Pursue final funding options and seek Council approval for the continuation of the Equidome project. Continue to pursue and fulfill the Council-approved 2003 WestWorld Master Plan. Provide a positive economic impact for the City of Scottsdale. Increase to Special Program Fund of $1,000,000 for renovations at TPC and Sanctuary Golf Courses. The horse barn repair operating project has been reduced by $69,200. Community & Economic Development WestWorld Staff Summary Actual 2009/10 Approved 2010/11 23.00 23.00 Full-time Equivalents (FTE) % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 18.00 -5.00 0.73 % Funding Source Actual 2009/10 Approved 2010/11 3,082,948 3,349,117 3,166,791 -182,326 Special Programs Fund 6,344 200,000 1,200,000 1,000,000 Total Division Budget 3,089,291 3,549,117 4,366,791 817,674 Actual 2009/10 Approved 2010/11 1,649,754 1,702,021 1,608,656 -93,365 Contractual Services 974,944 1,238,298 2,290,346 1,052,048 Commodities 389,878 389,883 392,789 2,906 74,715 74,715 0 -74,715 3,089,291 3,404,917 4,291,791 886,874 0 144,200 75,000 -69,200 3,089,291 3,549,117 4,366,791 817,674 Actual 2009/10 Projected 2010/11 Estimated 2011/12 Number of equestrian use days at WestWorld 261 263 271 Number of special event use days at WestWorld 253 156 145 General Fund Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Personnel Services Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Community & Economic Development 329 FY 2011/12 Adopted Budget 330 Community & Economic Development City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One Community Services Community Services Planning and Admin Human Services Library Systems Parks & Recreation Preserve Management Community Services 331 Community Services Community Services The Community Services Division strives to improve and preserve Scottsdale's quality of life by providing citizens with safe and highly maintained facilities and offering programs and services that focus on family interaction, cultural enrichment, community involvement and the development of lifetime skills and healthy lifestyles. The Division provides assistance and guidance to those in need and links citizens with information resources throughout the world. The Community Services Division consists of five service areas: Planning and Administration; Human Services; Library System; Preserve Management; and Parks and Recreation. Planning and Administration manages the Division's personnel, planning, general operations, capital improvement projects and financial analysis. Human Services operates two senior centers, the Paiute Neighborhood Center, Vista del Camino and the Community Assistance Office. Library System consists of five libraries: Civic Center, Mustang, Palomino, Arabian and Appaloosa. Preserve Management operates and manages the McDowell Sonoran Preserve consisting of more than 16,000 acres of dedicated open space, including more than 60 miles of multi-use trails and 10 trailhead/parking facilities. Parks and Recreation operates and manages 41 parks, four aquatic centers, four fitness centers, five community centers, two tennis centers, two skate facilities, eight urban lakes, three off-leash areas, eight specialty parks, and maintains the Downtown District, Civic Center Complex, 941 acres of developed parks, and more than 400 acres of medians and rights-of-way. Strategic Goal(s) • Preserve Meaningful OpenSpace • Enhance Neighborhoods • Support Economic Vitality • Value Scottsdale's Unique Lifestyle and Character FY 2010/11 Highlights • Allocated over $1.6 million in CDBG and HOME funds to non-profit agencies for public services, public facilities and housing activities; more than 400,000 seniors and community members attended a variety of classes and recreational opportunities at Granite Reef and Via Linda senior centers. • Increased hours of operation at Appaloosa Library from 45 to 52 hours per week and received three awards for Appaloosa Library: LEED Gold status from Green Building Council; 2010 RED (Real Estate Development Magazine) Award for "Sustainable Project of the Year" and 2010 American Institute of Architects (AIA) Western Mountain Region AIA Honor Award. • Updated the Preserve Strategic Acquisition Plan and acquired 2,000 acres of land from the Arizona State Land Department with funding assistance from the Arizona State Parks Growing Smarter Grant Program. Bill Murphy Executive Director Community Services 333 Community Services • Received national awards and recognition including: 15 year re-accreditation by the Commission for Accreditation of Park and Recreation Agencies; ranked by the Trust for Public Land as one of the nation's leading cities for parks and preserve land. • Actively pursued alternative means of service delivery, including growing volunteer base, and developed new revenue sources and fee structures to increase revenue and enhance utilization of programs and facilities. FY 2011/12 Priorities • Pursue additional sponsorships and other revenue generating activities and review cost recovery policies of programs and classes. • Provide access to basic needs and improve quality of life for Scottsdale residents by mitigating the causes of poverty and supporting independent living through support groups, case management, job search/career building, youth enrichment, health/wellness activities and socialization. open it for public use; continue planning the Brown's Ranch Trailhead. • Effectively maintain parks, pools, fountains, facilities and medians and rights of way and operate unique specialty parks. Budget Notes and Changes • Reduced Community Services General Fund budget by $3.3 million and 28.51 FTEs for FY 2011/12. &RPPXQLW\ 6HUYLFHV &RPPXQLW\6HUYLFHV 3ODQQLQJDQG$GPLQ +XPDQ6HUYLFHV /LEUDU\6\VWHPV 3DUNV 5HFUHDWLRQ 3UHVHUYH0DQDJHPHQW • Reduced non-profit grant funding for regional services and reduced operational services and activities at Paiute Neighborhood Center, Vista del Camino and Granite Reef Senior Center. • Partnered with IT to acquire lower educational rates instead of government rates for library computer software licensing. • Decreased library contractual and commodities budgets through operational and technology efficiencies. • Reduced service levels in recreation programming and parks maintenance and reduced playground and pool equipment lifecycle replacement budget. • Promote reading and early literacy. • Complete construction of the Tom's Thumb Trailhead and 334 Community Services Community Services Staff Summary Summary Staff Full-time Equivalents Equivalents (FTE) (FTE) Full-time Actual Actual 2009/10 2009/10 Approved Approved 2010/11 2010/11 489.32 489.32 487.58 487.58 % % of of City's City's FTEs FTEs Adopted Adopted Change Change 10/11 10/11 2011/12 to 2011/12 to 11/12 11/12 459.46 459.46 -28.12 -28.12 18.72 18.72 % % Funding Funding Source Source Adopted Change 10/11 Adopted Change 10/11 2011/12 to 2011/12 to 11/12 11/12 Actual Actual 2009/10 2009/10 Approved Approved 2010/11 2010/11 939,571 939,571 2,291,263 2,291,263 3,788,522 3,788,522 1,497,259 1,497,259 36,544,229 36,544,229 35,977,895 35,977,895 32,696,540 32,696,540 -3,281,355 -3,281,355 717,265 717,265 938,940 938,940 456,204 456,204 -482,736 -482,736 0 0 0 0 746,073 746,073 746,073 746,073 22,367 22,367 1,159,838 1,159,838 1,621,719 1,621,719 461,881 461,881 Section Section 8 8 Housing Housing Fund Fund 6,047,012 6,047,012 6,642,546 6,642,546 6,655,124 6,655,124 12,578 12,578 Special Programs Programs Fund Fund Special 1,959,802 1,959,802 2,336,792 2,336,792 2,343,599 2,343,599 6,807 6,807 Total Total Division Division Budget Budget 46,230,245 46,230,245 49,347,274 49,347,274 48,307,781 48,307,781 -1,039,493 -1,039,493 Actual Actual 2009/10 2009/10 Approved Approved 2010/11 2010/11 Personnel Services Services Personnel 27,444,695 27,444,695 26,082,351 26,082,351 25,448,343 25,448,343 -634,008 -634,008 Contractual Contractual Services Services 14,528,291 14,528,291 18,097,135 18,097,135 19,175,723 19,175,723 1,078,588 1,078,588 3,885,972 3,885,972 4,337,296 4,337,296 3,683,715 3,683,715 -653,581 -653,581 371,288 371,288 185,292 185,292 0 0 -185,292 -185,292 46,230,245 46,230,245 48,702,074 48,702,074 48,307,781 48,307,781 -394,293 -394,293 0 0 645,200 645,200 0 0 -645,200 -645,200 46,230,245 46,230,245 49,347,274 49,347,274 48,307,781 48,307,781 -1,039,493 -1,039,493 CDBG Fund Fund CDBG General General Fund Fund Grants Fund Fund Grants Highway Highway User User Fund Fund Home Fund Fund Home Expenditures By By Type Type Expenditures Commodities Commodities Capital Capital Outlays Outlays SubTotal Operating Operating Budget Budget SubTotal Operating Operating Projects Projects Total Division Division Budget Budget Total Community Services Adopted Adopted Change Change 10/11 10/11 2011/12 to 2011/12 to 11/12 11/12 335 Community Services Performance Measures Performance Measures Projected Actual Performance Measures Projected Actual 2009/10 2010/11 Description Projected Actual 2009/10 2010/11 Description Sponsorship $69,400 $78,000 2009/10 2010/11 Description revenue Sponsorship revenue $69,400 $78,000 Number of units addressing basic needs, housing, self-sufficiency, 45,173 45,896 Sponsorship revenue $69,400 $78,000 Number of recreation units addressing basic needs, housing, self-sufficiency, 45,173 45,896 education, & socialization. Number of recreation units addressing basic needs, housing, self-sufficiency, 45,173 45,896 education, & socialization. Participation in summer reading and early literacy programs 45,100 47,000 education, recreation & socialization. Participation in summer reading and early literacy programs 45,100 47,000 Provide access to the Preserve visitors) 187,215 248,600 Participation in summer reading (number and earlyofliteracy programs 45,100 47,000 Provide access to the Preserve (number of visitors) 187,215 248,600 Acres ofaccess parks maintained per employee 14.2 14.2 Provide to the Preserve (number of visitors) 187,215 248,600 Acres of parks maintained per employee 14.2 14.2 Squareoffeet of medians maintained (millions) 23.0 23.0 Acres parks maintained per employee 14.2 14.2 Square feet of medians maintained (millions) 23.0 23.0 Perception Educational Services of "excellent or 93% Square feetofofCultural mediansand maintained (millions) 23.0 23.0 Perception 93% good" (1) of Cultural and Educational Services of "excellent or Perception of Cultural and Educational Services of "excellent or 93% good" (1)of "excellent 93% Ratings or good" for parks and recreation Services good" (1) 93% Ratings of "excellent or good" for parks and recreation Services (1) 93% Ratings of "excellent or good" for parks and recreation Services (1) (1) (1) Result of ICMA and National Research Center "National Citizen Survey" for 2010 (1) Result of ICMA andyear National Research Centeror"National The following are prior ratings of "excellent" "good"; Citizen Survey" for 2010 (1) ofofICMA and National Research Center Citizen Survey" 2010 TheResult following are prior year ratings of "excellent" or"National "good"; Perception cultural activities and educational services 2006 - 88%, 2004 - for 91%, 2003 - 90% The following are prior year ratings of "excellent" or "good"; Perception of cultural and educational 2006 - 88%, 2004 - 91%, 2003 - 90% Parks services 2006 - activities 84%, 2004 - 89%, 2003 - services 90% Perception of cultural and educational 2006 - 88%, 2004 - 91%, 2003 - 90% Parks services 2006 - activities 84%, 2004 - 89%, 2003 - services 90% Parks services 2006 - 84%, 2004 - 89%, 2003 - 90% Volunteer Hours Volunteer Hours Value of Volunteer Hours Value of # of # of Volunteer Value of # of # of Volunteer Description Volunteers Hours Hours # of # of Volunteer Description Volunteers Hours Hours Human Services volunteers 877 73,153 $1,408,196 Description Volunteers Hours Hours Human Services volunteers 877 73,153 $1,408,196 Library volunteers 708 73,153 46,359 $892,410 Human Services volunteers 877 $1,408,196 Library volunteers 708 46,359 $892,410 Preserve volunteers 450 46,359 40,000 $770,000 Library volunteers 708 $892,410 Preserve volunteers 450 40,000 $770,000 Parks andvolunteers Recreation volunteers 3,563 35,438 $682,182 Preserve 450 40,000 $770,000 Parks and Recreation volunteers 3,563 35,438 $682,182 Total and Recreation volunteers 5,598 35,438 $3,752,788 Parks 3,563 $682,182 Total 5,598 $3,752,788 Total 5,598 $3,752,788 The value of volunteer hours was calculated using an hourly rate of $19.25. The value of volunteer hours was calculated using an hourly rate of $19.25. The value of volunteer hours was calculated using an hourly rate of $19.25. 336 Estimated Estimated 2011/12 Estimated 2011/12 $100,000 2011/12 $100,000 46,220 $100,000 46,220 46,220 49,500 49,500 305,000 49,500 305,000 14.2 305,000 14.2 23.1 14.2 23.1 23.1 Full-time Full-time Equivalent Full-time Equivalent 35.2 Equivalent 35.2 22.3 35.2 22.3 19.2 22.3 19.2 17.0 19.2 17.0 93.7 17.0 93.7 93.7 Community Services FY 2011/12 Adopted Budget Community Services 337 COMMUNITY SERVICES Community Services Planning and Strategic Goal(s) • • • • Program Description Community Services Planning and Administration manages the overall operations of the Division, including planning, personnel management, daily operations, capital improvement projects and financial monitoring and forecasting, while adhering to City Council and City leadership broad goals and objectives. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • Budget Notes and Changes 338 COMMUNITY SERVICES PLANNING AND ADMIN Admin • • • Preserve Meaningful Open-Space Enhance Neighborhoods Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Managed the Division's FY 2010/11 operating budget to keep expenditures below FY 2009/10 spending levels as part of City's budget balancing strategy. Monitored vacant positions to achieve salary savings and identified additional expenditure reductions throughout fiscal year. Managed development of the Division's General Fund budget for FY 2011/12 and identified additional budget reductions to meet the City's balanced budget initiative. Effectively manage and oversee planning, capital improvement projects, and financial activities for the Community Services Division that reflect the mission, goals and strategies outlined by City management, City Council and Scottsdale citizens. Pursue additional sponsorships and other revenue generating activities and review cost recovery policies of programs and classes. Personnel Services budget increase related to staff changes. Nominal increase in Contractual Services account due to higher Risk charges. Reductions in Commodities budget as part of overall budget savings objective. Community Services Community Services Planning and Admin Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 3.00 3.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 3.00 0.00 0.12 % Funding Source Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 General Fund 625,096 370,719 389,431 18,712 Total Division Budget 625,096 370,719 389,431 18,712 Actual 2009/10 Approved 2010/11 601,573 349,169 367,948 18,779 19,396 17,423 18,233 810 4,127 4,127 3,250 -877 0 0 0 0 625,096 370,719 389,431 18,712 0 0 0 0 625,096 370,719 389,431 18,712 Actual 2009/10 Projected 2010/11 Estimated 2011/12 15 13 8 $69,400 $78,000 $100,000 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Number of capital improvement projects managed Sponsorship revenue Community Services 339 COMMUNITY SERVICES Human Services Strategic Goal(s) • • Program Description Human Services operates two Senior Centers, the Paiute Neighborhood Center, Vista del Camino and the Community Assistance Office. The two senior centers (Granite Reef and Via Linda) 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. Paiute Neighborhood Center sits in the heart of one of the lowest income census tracts in Scottsdale and serves a culturally diverse neighborhood with services such as early childhood, After-school and teen programs, recreation, education and drug prevention programs, medical and dental services, social services, a center for senior adults and a police substation. Vista del Camino serves as the Scottsdale area Community Action Program through a partnership with Maricopa County and exists to meet unmet crises related to human services such as emergency rent, mortgage, utility assistance, food and clothing for residents of Scottsdale with a focus on helping individuals and families to return to self-sufficiency through the Job Preparation Program and Career Center. The Community Assistance Office provides over $5.5 million annually in Section 8 rental assistance to lowincome families and offers case management to residents enrolled in the Family SelfSufficiency Program in addition to managing more than $2.0 million in Community Development Block Grants (CDBG) and HOME federal grants and the operation of the City's Housing Rehabilitation Program and the Roof and Emergency Repair programs. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • 340 HUMAN SERVICES Enhance Neighborhoods Value Scottsdale's Unique Lifestyle and Character Allocated over $1.6 million in CDBG and HOME funds to non-profit agencies for public services, public facilities and housing activities and monitored 21 license agreements for agencies occupying space in Human Services facilities. More than 400,000 seniors and community members (an average of over 1,300 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. Completed social services intakes and case management for residents in need and provided referrals to outside agencies. Provide access to basic needs, promote self-sufficiency, mitigate the causes of poverty and support independent living. Improve quality of life for Scottsdale residents through education, recreation and socialization, and provide opportunities for residents to stay connected with the community. Community Services Human Services Budget Notes Budget and Notes Changes and Changes Total Human Services General Fund budget reduced $0.3 million for FY 2011/12. Reduced Personnel Services budget by monitoring vacant positions to achieve • Total Human Services Fund budget reduced $0.3hours milliontofor FY 2011/12. budget savings andGeneral charging staff administration Housing Rehabilitation • Reduced Personnel Services budget by monitoring vacant positions to achieve projects. budget savings and charging staff administration hours to Housing Rehabilitation • Reduced General Fund non-profit grant allocation for regional human services and projects. eliminated annual General Fund cash transfer out for affordable housing • Reduced General Fund non-profit grant allocation for regional human services and activities. • eliminated Reduced annual operational services and activities at Paiute Neighborhood Center, Vista General Fund cash transfer out for affordable housing activities. del Camino and Granite Reef • Reduced operational services and Senior activitiesCenter. at Paiute Neighborhood Center, Vista Caminoinand Senior Center. • del Increase theGranite CDBGReef Fund grant budget is for CDBG eligible expenditures • Increase in the CDBG Fund grant budget is for Neighborhood CDBG eligible expenditures attributed to the sale of the Civic Center Center and increase in the attributed to the sale of the Civic Center Neighborhood Center and increase2011/12 in the HOME Fund grant budget is needed in order to spend estimated HOME HOME Fund grant budget is needed in order to spend estimated 2011/12 HOME fund award. All of these grant expenditures are commodities and account for the fund award. All of these grant expenditures are commodities and account for the overall increase in the grant expenditure type. overall increase in the grant expenditure type. • • StaffSummary Summary Staff Actual ActualApprovedApproved Adopted Change 10/11 Adopted Change 10/11 2009/10 2010/11 2011/12 to 11/12 2009/10 Full-time Equivalents (FTE) Full-time Equivalents (FTE) 74.90 % of City's FTEs 74.90 2010/11 74.90 74.90 2011/12 72.19 2.94 % % of City's FTEs -2.71 72.19 to 11/12 -2.71 2.94 % Funding Source Funding Source Actual 2009/10 Approved 2010/11 Actual CDBG Fund General Fund CDBG Fund Adopted Change 10/11 2011/12 to 11/12 Approved 2009/10 939,571 2,291,263 2010/11 3,788,522 4,980,952 4,751,746 4,451,121 -300,625 939,571 2,291,263 3,788,522 Grants Fund 661,836 884,938 409,304 Home Fund 22,367 1,159,838 1,621,719 6,047,012 6,642,546 General Fund Grants Fund Section 8 Housing Fund Home Fund Special Programs Fund Section 8 Housing Fund Total Division Budget Special Programs Fund Expenditures By Type Total Division Budget Expenditures By Type 4,980,952 -300,625 884,938 409,304 -475,634 661,836 6,655,124 Total Division Budget Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Community Services 12,578 461,881 6,047,012 6,642,546 12,992,009 16,245,928 17,595,935 6,655,124 1,350,007 12,578 340,271 515,597 670,145 12,992,009Approved 16,245,928 Actual Adopted17,595,935 Change 10/11 2009/10 2010/11 2011/12 to 11/12 Contractual Services Operating Projects Commodities 461,881 1,159,838 340,27122,367 515,597 670,145 1,621,719 154,548 8,086,897Actual 11,506,362Approved 12,897,255 2009/10 2010/11 SubTotal Operating Contractual ServicesBudget 1,497,259 4,451,121 4,615,133 Commodities -475,634 4,751,746 Personnel Services Personnel Services Capital Outlays Adopted Change 10/11 to 11/12 2011/12 1,497,259 4,448,385 243,680 281,080 4,357,656 341,024 4,615,133 10,101 4,448,385 46,298 154,548 1,350,007 -90,729 Adopted Change 10/11 1,390,893 2011/12 to 11/12 59,944 0 4,357,656 -10,101 -90,729 12,992,009 16,245,928 17,595,93512,897,255 1,350,007 8,086,897 11,506,362 1,390,893 0 243,680 12,992,009 0 281,080 16,245,928 0 341,024 0 59,944 17,595,935 1,350,007 0 -10,101 46,298 10,101 12,992,009 16,245,928 17,595,935 1,350,007 0 0 0 0 12,992,009 16,245,928 17,595,935 1,350,007 341 Performance Performance Measures Measures Description Description Number Number of of units units of of social social services services that that address address basic basic needs needs (food (food boxes, utility/rent/mortgage assistance, clothing provided, boxes, utility/rent/mortgage assistance, clothing provided, Section Section 8 units units and and housing housing rehabs/repairs) rehabs/repairs) 8 Actual Actual 2009/10 2009/10 9,794 9,794 Projected Projected 2010/11 2010/11 9,871 9,871 Estimated Estimated 2011/12 2011/12 9,950 9,950 8,672 8,672 8,925 8,925 9,020 9,020 26,707 26,707 27,100 27,100 27,250 27,250 Number Number of of units units of of social social services services that that sustain sustain self-sufficiency self-sufficiency (visits to Career Center, attendance in Job (visits to Career Center, attendance in Job Workshops Workshops and and participants participants in in Section Section 8 8 Self-Sufficiency Self-Sufficiency Program) Program) Number of of units units that that improve improve quality quality of of life life through through education, education, Number recreation recreation & & socialization socialization (hours (hours of of homework homework tutoring; tutoring; senior senior support support group group attendance; attendance; senior senior fitness fitness center center attendance) attendance) Volunteer Volunteer Hours Hours Description Description Granite Granite Reef Reef and and Via Via Linda Linda Senior Senior Center Center volunteers: volunteers: Work Work in daily & weekly programs such as Brown in daily & weekly programs such as Brown Bag, Bag, Congregate Congregate Lunch, Computer Computer Lab, Lab, Lobby Lobby Concierge Concierge and and assist assist with with many many Lunch, special special events. events. Vista Vista del del Camino Camino and and Paiute Paiute Neighborhood Neighborhood Center Center volunteers: Work in many areas volunteers: Work in many areas such such as as the the Food Food and and Clothing Bank, Bank, Back Back to to School School and and Holiday Holiday programs programs and and Clothing various various community community special special events. events. Human Human Services Services Commission: Commission: Seven Seven member member citizen citizen advisory committee committee appointed appointed by by the the City City Council Council to to provide provide advisory recommendations recommendations to to the the staff staff and and City City Council Council on on human human services services priorities priorities and and programs programs and and funding funding allocations allocations for for Scottsdale Cares, CDBG, HOME, General and Scottsdale Cares, CDBG, HOME, General and Endowment Endowment Funds. Funds. Total Total # # of of Volunteers Volunteers 500 500 # # of of Hours Hours 55,026 55,026 Value Value of of Volunteer Volunteer Hours Hours $1,059,251 $1,059,251 Full-time Full-time Equivalent Equivalent 26.5 26.5 370 370 17,929 17,929 $345,133 $345,133 8.6 8.6 7 7 198 198 $3,812 $3,812 0.1 0.1 $1,408,196 $1,408,196 35.2 35.2 877 877 The The value value of of volunteer volunteer hours hours was was calculated calculated using using an an hourly hourly rate rate of of $19.25. $19.25. 342 Community Services FY 2011/12 Adopted Budget Community Services 343 COMMUNITY SERVICES Library Systems LIBRARY SYSTEMS Strategic Goal(s) • Enhance Neighborhoods Program Description The Scottsdale Public Library System serves and sustains the community by fostering learning, discovery and skill enhancement. With five accessible facilities and online resources, the library provides lifelong learning opportunities through book and media collections, cultural and educational programming, electronic resources and innovative technology. The Library teaches early literacy skills, fosters the love of reading and develops critical and creative thinking skills among children, teens and adults by offering services and programs that provide academic support and intellectual growth. The Library provides access to and training in technology and digital information and pursues partnerships that enrich services, expand outreach, and leverage public investment through private support. Library Operations staff manages the purchasing and processing of all items in the collection inventory and maintains the online systems and public technology. Library Support Services staff provides grant writing, marketing and program coordination. FY 2010/11 Highlights • • • • • Increased hours of operation at Appaloosa Library from 45 to 52 hours per week. Added mobile library services, such as Text a Librarian, texting customer notices and downloadable music. Completed "Future Thinking" strategic planning process. Increased number of volunteers as alternate service delivery strategy. Received three awards for Appaloosa Library: LEED Gold Status award from Green Building Council; 2010 RED (Real Estate Development Magazine) Award for "Sustainable Project of the Year" and 2010 American Institute of Architects (AIA) Western Mountain Region AIA Honor Award. FY 2011/12 Priorities • • • Enhance library collections. Help children acquire early literacy skills and promote reading. Maintain access to public technology and electronic resources. Budget Notes and Changes • • • Reduced Library System General Fund budget by $0.5 million for FY 2011/12. Monitored vacant positions to achieve budget savings in Personnel Services. Partnered with IT to acquire educational rates instead of government rates for computer software licensing resulting in cost savings. Decreased commodities budget for library materials as part of budget balancing initiative. Removed low usage telephone lines, back office computers and equipment to reduce costs. • • 344 Community Services Library Systems Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 122.80 122.80 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 120.30 -2.50 4.90 % Funding Source Actual 2009/10 Approved 2010/11 9,668,070 9,469,088 8,947,371 -521,717 55,429 54,002 46,900 -7,102 Special Programs Fund 186,813 326,100 446,101 120,001 Total Division Budget 9,910,312 9,849,190 9,440,372 -408,818 Actual 2009/10 Approved 2010/11 7,403,488 7,204,517 7,097,091 -107,426 969,528 1,007,818 1,003,614 -4,204 1,452,476 1,552,035 1,339,667 -212,368 84,820 84,820 0 -84,820 9,910,312 9,849,190 9,440,372 -408,818 0 0 0 0 9,910,312 9,849,190 9,440,372 -408,818 General Fund Grants Fund Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Community Services Adopted Change 10/11 2011/12 to 11/12 345 Library Systems Performance Measures Performance Measures Description Description Library check-out rates per capita Library check-out rates per capita Library visitation rates per capita Library visitation rates per capita Participation in summer reading program Participation in summer reading program Attendance at early literacy programs Attendance at early literacy programs Number of electronic materials checked-out Number of electronic materials checked-out Customers using public computers Customers using public computers Actual Actual 2009/10 2009/10 16.41 16.41 6.89 6.89 13,600 13,600 31,500 31,500 50,100 50,100 653,000 653,000 Projected Projected 2010/11 2010/11 17.00 17.00 7.25 7.25 14,000 14,000 33,000 33,000 100,000 100,000 670,000 670,000 Estimated Estimated 2011/12 2011/12 17.50 17.50 7.50 7.50 14,500 14,500 35,000 35,000 150,000 150,000 690,000 690,000 Volunteer Hours Volunteer Hours # of # of Volunteers Volunteers 493 493 Description Description Adult volunteers: Supplement library services for library Adult volunteers: Supplement library services for library shops, book and media shelving, children’s storytimes and shops, book and media shelving, children’s storytimes and other assistance as needed by individual branches. other assistance as needed by individual branches. 19 Adult Volunteers: Serve on the Library Board or Friends of Adult Volunteers: Serve on the Library Board or Friends of 19 the Library. the Library. Teen volunteers: Support the Library’s Summer Reading 196 Teen volunteers: Support the Library’s Summer Reading 196 program by assisting library staff in registrations, prize program by assisting library staff in registrations, prize handouts and customer service. handouts and customer service. Total 708 Total 708 The value of volunteer hours was calculated using an hourly rate of $19.25. The value of volunteer hours was calculated using an hourly rate of $19.25. 346 # of # of Hours Hours 38,461 38,461 Value of Value of Volunteer Volunteer Hours Hours $740,374 $740,374 Full-time Full-time Equivalent Equivalent 18.5 18.5 57 57 $1,097 $1,097 0.0 0.0 7,841 7,841 $150,939 $150,939 3.8 3.8 $892,410 $892,410 22.3 22.3 Community Services FY 2011/12 Adopted Budget Community Services 347 COMMUNITY SERVICES Parks & Recreation PARKS & RECREATION Strategic Goal(s) • • • Preserve Meaningful Open-Space Enhance Neighborhoods Value Scottsdale's Unique Lifestyle and Character Program Description Parks and Recreation provides exceptional recreation experiences to enrich the quality of life for Scottsdale residents and visitors while providing clean and attractive parks and facilities. Parks and Recreation is committed to providing park and recreation programming at the highest standards and contributing to the health and wellness of the community. This area manages and maintains 941 acres of developed parks, over 23 million square feet of medians and rights-of-way, the maintenance of the Civic Center Complex, the Downtown District and several hundred different recreation programs and services throughout Scottsdale. Parks and Recreation's responsibilities encompass: • 21 neighborhood-level parks covering 162 acres that provide primary recreation services that are easily accessible and serve local residents within a 15-minute walking distance radius. • 12 community-level parks totaling 526 acres that generally include a community center to serve intergenerational activities, lighted recreational amenities and sports fields that serve large regional areas of the city. • 8 specialty parks totaling 253 acres that preserve significant unique features of the community, ranging from large natural preserves to relatively small historic features and/or other specialized features, such as Pinnacle Peak Park and McCormickStillman Railroad Park. These parks draw visitors from across the country and overseas. • An intergovernmental agreement with Scottsdale Unified School District to allow for additional school ball field use for community youth sports groups at 10 of these neighborhood park sites that adjoin schools. • Managing all aspects of: Adapted Recreation Services; four Aquatic Centers; Scottsdale Stadium and three sports complexes; Youth and Adult Sports; the citywide Leisure Education Program; Youth and Family Services; eight After-school Programs; three Community Centers; citywide landscape contracts, irrigation systems, aquatic lakes and fountains; strategic planning and administration. FY 2010/11 Highlights • • • 348 Received national awards and recognition: Achieved 15 year re-accreditation by the Commission for Accreditation of Park and Recreation Agencies; ranked by "Parenting Magazine" as the "Best City in the United States for Babies;" named for the fourth time as one of the nation's 100 Best Communities for Young People by America's Promise Alliance; ranked by the Trust for Public Land as one of the nation's leading cities for parks and preserve land. Actively pursued alternative means of service delivery, including growing volunteer base, enhancing revenue opportunities and fostering cooperative community relationships. Developed and implemented new revenue sources and fee structures to increase revenue and enhance utilization of aquatic centers, sports fields and recreation facilities throughout the park system. Community Services Parks & Recreation Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 285.62 283.88 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 260.97 -22.91 10.63 % Funding Source Actual 2009/10 Approved 2010/11 20,925,421 21,045,582 18,643,371 -2,402,211 0 0 746,073 746,073 Special Programs Fund 1,432,718 1,495,095 1,227,353 -267,742 Total Division Budget 22,358,139 22,540,677 20,616,797 -1,923,880 Actual 2009/10 Approved 2010/11 14,575,754 13,837,616 13,434,118 -403,498 Contractual Services 5,399,250 5,510,162 5,198,905 -311,257 Commodities 2,172,730 2,487,093 1,983,774 -503,319 210,406 60,606 0 -60,606 22,358,139 21,895,477 20,616,797 -1,278,680 0 645,200 0 -645,200 22,358,139 22,540,677 20,616,797 -1,923,880 General Fund Highway User Fund Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Personnel Services Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Community Services Adopted Change 10/11 2011/12 to 11/12 349 Parks & Recreation Performance Performance Measures Measures Actual Actual 2009/10 2009/10 14.2 14.2 Description Description Acres Acres of of parks parks maintained maintained per per employee employee Square Square feet feet of of medians medians maintained maintained (millions) (millions) Adult registered program and service Adult registered program and service participants participants (unduplicated) (unduplicated) 23.0 23.0 22,192 22,192 Youth Youth registered registered program program and and service service participants participants (unduplicated) (unduplicated) Parks and Recreation total revenue (millions) Parks and Recreation total revenue (millions) 21,249 21,249 $5.1 $5.1 Percentage Percentage of of budget budget contracted contracted out out 25% 25% Projected Projected 2010/11 2010/11 Estimated Estimated 2011/12 2011/12 14.2 14.2 23.0 23.0 14.2 14.2 23.1 23.1 23,300 23,300 22,311 22,311 24,200 24,200 23,200 23,200 $5.3 $5.3 25% 25% $5.5 $5.5 25% 25% Volunteer Volunteer Hours Hours Description Description Program Program Volunteers: Volunteers: Provide Provide support support at at special special events, events, ongoing programs, trail maintenance, youth ongoing programs, trail maintenance, youth sports sports coaching coaching and and officiating, officiating, working working with with people people with with disabilities, disabilities, and and working working in in community community centers. centers. Adult Adult Probation Probation & & Sheriff's Sheriff's Volunteers: Volunteers: Perform Perform court-ordered court-ordered community restitution by working alongside community restitution by working alongside staff staff to to complete complete skilled skilled and and unskilled unskilled tasks tasks in in City City parks parks and and facilities. facilities. Youth Youth Community Community Service Service Volunteers: Volunteers: Perform Perform court-ordered court-ordered community restitution, self-initiated unpaid community restitution, self-initiated unpaid service service or or school school required by working alongside staff to complete skilled required by working alongside staff to complete skilled and and unskilled unskilled tasks tasks in in City City parks parks and and facilities. facilities. Youth Youth Corp Corp Volunteers: Volunteers: Explore Explore career career opportunities, opportunities, give give back to the community and receive school back to the community and receive school credit credit (with (with prior prior school school approval). approval). Opportunities Opportunities are are available available in in City City of of Scottsdale Scottsdale offices, offices, recreation recreation centers, centers, citizen citizen service service centers centers and and senior senior centers. centers. Board Board and and Commission Commission Members: Members: Serve Serve as as citizen citizen advisory advisory committee appointed by the City Council to provide committee appointed by the City Council to provide recommendations recommendations to to the the staff staff and and City City Council Council on on parks parks and and recreation programs and priorities. recreation programs and priorities. 1,280 1,280 # # of of Hours Hours 13,038 13,038 Value Value of of Volunteer Volunteer Hours Hours $250,982 $250,982 Full-time Full-time Equivalent Equivalent 6.3 6.3 378 378 1,968 1,968 $37,884 $37,884 0.9 0.9 1,387 1,387 2,587 2,587 $49,800 $49,800 1.2 1.2 511 511 17,616 17,616 $339,108 $339,108 8.5 8.5 7 7 229 229 $4,408 $4,408 0.1 0.1 $682,182 $682,182 17.0 17.0 # # of of Volunteers Volunteers Total 3,563 Total 3,563 The value of volunteer hours was calculated using an hourly rate of $19.25. The value of volunteer hours was calculated using an hourly rate of $19.25. 350 Community Services FY 2011/12 Adopted Budget Community Services 351 COMMUNITY SERVICES Preserve Management Strategic Goal(s) • • Program Description Preserve Management is responsible for planning and managing all phases of the preservation effort to achieve the community's vision for acquiring and maintaining the McDowell Sonoran Preserve, with an extensive network of public trails and access points. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • Budget Notes and Changes • • • 352 PRESERVE MANAGEMENT Preserve Meaningful Open-Space Value Scottsdale's Unique Lifestyle and Character Updated the Preserve Strategic Acquisition Plan and acquired 2,000 acres of land from the Arizona State Land Department with funding assistance from the Arizona State Parks Growing Smarter Grant Program. Completed the Phase II feasibility study for the Desert Discovery Center and initiated the Phase III study. Established guidelines and policies related to the management of the Preserve, covering commercial use permits, naming of man-made features, special use permits and permitting of scientific research activities. Acquire approximately 4,300 acres of land from the Arizona State Land Department for inclusion in the McDowell Sonoran Preserve, and enter into a Special Land Use Agreement for trail maintenance and operations in the northern area of the Preserve. Complete construction of the Tom's Thumb Trailhead and open it for public use; continue planning the Brown's Ranch Trailhead. Preserve Management total budget reduction of $0.1 million, or 22 percent, for FY 2011/12. Personnel Services budget reduction due to changes in staff time charges and work order allocations. Net overall reduction to Contractual, Commodities and Capital Outlays as part of reassessing budget needs and priorities for FY 2011/12. Community Services Preserve Management Staff Staff Summary Summary Staff Summary Full-time Full-time Equivalents Equivalents (FTE) (FTE) % of of City's City's FTEs FTEs % Full-time Equivalents (FTE) Actual Actual 2009/10 2009/10 Actual 3.00 3.00 2009/10 Approved Approved 2010/11 2010/11 Approved 3.00 3.00 2010/11 3.00 3.00 % of City'sSource FTEs Funding Funding Source 0.12 % General General Fund Fund Total Division Budget Total Division General Fund Budget Actual Actual 2009/10 2009/10 Actual 344,690 344,690 2009/10 344,690 344,690 344,690 Approved Approved 2010/11 2010/11 Approved 340,760 340,760 2010/11 340,760 340,760 340,760 Total Division By Budget Expenditures Type Expenditures By Type 344,690 340,760 Actual Actual 2009/10 2009/10 Actual 248,746 248,746 2009/10 53,220 53,220 248,746 12,959 12,959 53,220 29,765 29,765 12,959 344,690 344,690 29,765 0 0 344,690 344,690 344,690 0 Approved Approved 2010/11 2010/11 Approved 242,664 242,664 2010/11 55,370 55,370 242,664 12,961 12,961 55,370 29,765 29,765 12,961 340,760 340,760 29,765 0 0 340,760 340,760 340,760 0 344,690 340,760 Funding Source Expenditures By Type Personnel Personnel Services Services Contractual Services Contractual Services Personnel Services Commodities Commodities Contractual Services Capital Outlays Outlays Capital Commodities SubTotal Operating SubTotal Operating Budget Budget Capital Outlays Operating Projects Projects Operating SubTotal Operating Budget Total Division Budget Total Division Budget Operating Projects Total Division Budget Performance Performance Measures Measures Adopted Adopted Change Change 10/11 10/11 2011/12 to 2011/12 to 11/12 11/12 Adopted Change 10/11 3.00 0.00 3.00 0.00 2011/12 to 11/12 0.12 % % 0.12 3.00 0.00 Adopted Adopted Change Change 10/11 10/11 2011/12 to 2011/12 to 11/12 11/12 Adopted Change 10/11 265,246 -75,514 265,246 -75,514 2011/12 to 11/12 265,246 -75,514 265,246 -75,514 265,246 -75,514 265,246 -75,514 Adopted Adopted Change Change 10/11 10/11 2011/12 to 2011/12 to 11/12 11/12 Adopted Change 10/11 191,530 -51,134 191,530 -51,134 2011/12 to 11/12 57,716 2,346 57,716 2,346 191,530 -51,134 16,000 3,039 16,000 3,039 57,716 2,346 0 -29,765 0 -29,765 16,000 3,039 265,246 -75,514 265,246 -75,514 0 -29,765 0 0 0 0 265,246 -75,514 265,246 -75,514 265,246 -75,514 0 0 265,246 -75,514 Acres Acres added added to to the the Preserve Preserve Description Provide access to Preserve Provide access to the the Preserve (number (number of of visitors) visitors) Acres added to the Preserve Actual Actual 2009/10 2009/10 Actual 400 400 2009/10 187,215 187,215 400 Projected Projected 2010/11 2010/11 Projected 2,012 2,012 2010/11 248,600 248,600 2,012 Estimated Estimated 2011/12 2011/12 Estimated 4,300 4,300 2011/12 305,000 305,000 4,300 Provide access to the Preserve (number of visitors) 187,215 248,600 305,000 Performance Measures Description Description Volunteer Volunteer Hours Hours Volunteer Hours Description Description # # of of Volunteers Volunteers #450 of 450 Volunteers # # of of Hours Hours # of 40,000 40,000 Hours Trail Trail patrol, patrol, trail trail construction construction and and maintenance, maintenance, educational educational Description outreach, trailhead hosts and administrative. outreach, trailhead hosts and administrative. Trail 450 Total Totalpatrol, trail construction and maintenance, educational 450 40,000 outreach, trailhead hosts and administrative. The value of volunteer hours was calculated using an hourly rate of $19.25. The Totalvalue of volunteer hours was calculated using an hourly rate of $19.25. 450 Value Value of of Volunteer Volunteer Hours Hours Value of Volunteer $770,000 $770,000 Hours Full-time Full-time Equivalent Equivalent Full-time 19.2 19.2 Equivalent $770,000 $770,000 19.2 19.2 $770,000 19.2 The value of volunteer hours was calculated using an hourly rate of $19.25. Community Services 353 FY 2011/12 Adopted Budget 354 Community Services City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One Public Safety - Fire Emergency Management Fire Emergency Services Fire Support Services Public Safety - Fire 355 Public Safety - Fire Public Safety - Fire The purpose of the Fire Department is to reduce the incidence and severity of any emergencies. The Fire Chief provides leadership direction and oversight for all department personnel, programs and functions. Strategic planning, major initiatives, recommendations regarding emergency resource deployment, and employee development also are provided by this program. Strategic Goal(s) • Enhance Neighborhoods FY 2010/11 Highlights • Completed construction of the Cactus Acres Fire Station 8 and Eldorado Park Fire Station 1 under adopted budgets. • Coordinated a Volunteer Program with nearly 100 volunteers that contributed more than 6,800 hours to community outreach, education, deliveries and administration. • Received a $150,000 grant from the Governor’s Public Safety Stabilization Program for firefighter overtime and Department of Homeland Security grants totaling $1.1 million for the city’s new Emergency Operations Center (EOC) and to sustain existing emergency management programs. FY 2011/12 Priorities • Maintain service-delivery levels provided during FY 2010/11. • Focus on completing objectives identified in the updated Fire Department Strategic Plan. • Utilize the labor/management process to support and improve employee involvement in developing action plans and achieving strategic objectives. Public Safety Fire Emergency Mangement Fire Emergency Services Fire Support Services • Continue to monitor response times, maintain double-digit cardiac resuscitation rates and increase bystander CPR above 50 percent. • Updated the Department’s Strategic Plan and collaborated with the Scottsdale Police Department to develop joint initiatives and objectives that support the enhancement of public safety in the community. Garret Olson Fire Chief Public Safety - Fire 357 Public Safety - Fire Budget Notes and Changes • Eliminated five (5) sworn and five (5) civilian FTEs within the Fire Department, including the transfer of one (1) civilian FTE to Public Safety Police. • Redeployed existing staff to open a new fire station which reduced FTEs available in the rover pool to support all fire stations within the city resulting in an increase of $111,000 in minimum staffing overtime. 358 • Contractual Services increased $258,000 mostly attributed to fleet/property & liability rates, Phoenix Dispatch Contract, and land rents; a decrease of $107,000 resulted from the transfer of fire fighter medical exams to the City’s Health Care Trust Fund. • Capital Outlay decreased $203,000 by eliminating funding for decontamination stations and back-up generators for stations. Public Safety - Fire Public Safety - Fire Staff Staff Summary Summary Staff Summary Full-time Full-time Equivalents Equivalents (FTE) (FTE) Full-time Equivalents (FTE) % of City's FTEs % of City's FTEs % of City's FTEs Funding Funding Source Source Funding Source General General Fund Fund General Fund Grants Fund Grants Fund Grants Fund Special Special Programs Programs Fund Fund Special Programs Fund Total Total Division Division Budget Budget Total Division Budget Expenditures Expenditures By By Type Type Expenditures By Type Personnel Personnel Services Services Personnel Services Contractual Contractual Services Services Contractual Services Commodities Commodities Commodities Capital Capital Outlays Outlays Capital Outlays SubTotal SubTotal Operating Operating Budget Budget SubTotal Operating Budget Operating Projects Operating Projects Operating Projects Total Total Division Division Budget Budget Total Division Budget Actual Actual Actual 2009/10 2009/10 2009/10 Approved Approved Approved 2010/11 2010/11 2010/11 Adopted Adopted Adopted 2011/12 2011/12 2011/12 Change Change 10/11 10/11 Change 10/11 to to 11/12 11/12 to 11/12 265.00 265.00 265.00 268.00 268.00 268.00 257.00 257.00 257.00 10.47 10.47 % % 10.47 % -11.00 -11.00 -11.00 Actual Actual Actual 2009/10 2009/10 2009/10 Approved Approved Approved 2010/11 2010/11 2010/11 26,997,855 26,997,855 26,997,855 443,143 443,143 443,143 0 0 0 27,440,998 27,440,998 27,440,998 27,166,247 27,166,247 27,166,247 647,147 647,147 647,147 0 0 0 27,813,394 27,813,394 27,813,394 Actual Actual Actual 2009/10 2009/10 2009/10 Approved Approved Approved 2010/11 2010/11 2010/11 22,504,227 22,504,227 22,504,227 3,466,112 3,466,112 3,466,112 834,559 834,559 834,559 636,100 636,100 636,100 27,440,998 27,440,998 27,440,998 0 0 0 27,440,998 27,440,998 27,440,998 22,359,389 22,359,389 22,359,389 3,868,790 3,868,790 3,868,790 872,828 872,828 872,828 712,387 712,387 712,387 27,813,394 27,813,394 27,813,394 0 0 0 27,813,394 27,813,394 27,813,394 Performance Performance Measures Measures Performance Measures Description Description Description Total Total Incidents Incidents -- Reflects Reflects the the total total number number of of incidents incidents within within the the Total Incidents - Reflects the total number of incidents within the City City of of Scottsdale Scottsdale City of Scottsdale Confining Confining the the Fire Fire -- Percentage Percentage of of working working fires fires in in a a building building that that Confining the Fire - Percentage ofthey working fires in a building that were confined to the room where started were confined to the room where they started were confined to the room where they started Unit Reliability Reliability -- Percentage Percentage of of time time that that the the assigned assigned (first-due) (first-due) Unit Unit Reliability - Percentage of time an that the assigned (first-due) company company is is available available to to respond respond to to an incident incident within within its its district district company is available to respond to an incident within its district Total Building Inspections and Fire Plans Reviewed Number Total Building Inspections and Fire Plans Reviewed - Number of of Total Building Inspections and Fire reviewed Plans Reviewed - Number of structures structures inspected inspected and and fire fire plans plans reviewed structures inspected and fire plans reviewed Public Public Education Education & & Outreach Outreach -- Reflects Reflects the the total total contacts contacts made made in in Public Education & Outreach - Reflects the total contacts made in a classroom setting, one-on-one, or education opportunities a classroom setting, one-on-one, or education opportunities in in the the a classroom setting, one-on-one, or education opportunities in the public public public Public Safety - Fire Adopted Adopted Change Change 10/11 10/11 Adopted Change 10/11 2011/12 to 2011/12 to 11/12 11/12 2011/12 to 11/12 26,956,693 26,956,693 26,956,693 85,562 85,562 85,562 6,900 6,900 6,900 27,049,155 27,049,155 27,049,155 -209,554 -209,554 -209,554 -561,585 -561,585 -561,585 6,900 6,900 6,900 -764,239 -764,239 -764,239 Adopted Adopted Change Change 10/11 10/11 Adopted Change 10/11 2011/12 to 2011/12 to 11/12 11/12 2011/12 to 11/12 22,080,099 22,080,099 22,080,099 4,124,720 4,124,720 4,124,720 844,336 844,336 844,336 0 0 0 27,049,155 27,049,155 27,049,155 0 0 0 27,049,155 27,049,155 27,049,155 -279,290 -279,290 -279,290 255,930 255,930 255,930 -28,492 -28,492 -28,492 -712,387 -712,387 -712,387 -764,239 -764,239 -764,239 0 0 0 -764,239 -764,239 -764,239 Actual Actual Actual 2009/10 2009/10 2009/10 21,494 21,494 21,494 Projected Projected Projected 2010/11 2010/11 2010/11 22,150 22,150 22,150 Estimated Estimated Estimated 2011/12 2011/12 2011/12 22,013 22,013 22,013 n/a n/a n/a 90% 90% 90% 92% 92% 92% n/a n/a n/a 81% 81% 81% 82% 82% 82% 11,198 11,198 11,198 12,964 12,964 12,964 13,200 13,200 13,200 32,840 32,840 32,840 30,494 30,494 30,494 35,000 35,000 35,000 359 PUBLIC SAFETY - FIRE Emergency Management Strategic Goal(s) • Program Description Emergency Management provides emergency preparedness planning, training and policy and procedure development. Emergency Management ensures 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. This area manages emergency management and homeland security activities in collaboration with City divisions, private sector agencies, businesses, and the general public to keep essential City services operating in the event of a significant incident or disaster. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • • Budget Notes and Changes 360 EMERGENCY MANAGEMENT • • Enhance Neighborhoods Hosted 11 emergency management seminars that were commissioned or supported by City staff with more than 600 participants. Provided Emergency Operations Center (EOC) training to city staff such as orientation, responsibilities and communication requirements. Delivered 14 community emergency preparedness training sessions called “Ready Scottsdale” with more than 300 attendees. Solicit funding from FEMA and/or other grant opportunities for the enhancement of emergency management and public safety. Complete the renovation and testing of the city’s new grant-funded EOC. Train and develop qualified staff for each area of the EOC. Eliminated one (1) sworn unfunded FTE, Captain Day Assignment Terrorism Liaison position. FY 2010/11 received $500,000 in grant funding for renovation of the Emergency Operations Center. Public Safety - Fire Emergency Management Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 2.00 3.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 2.00 -1.00 0.08 % Funding Source Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 General Fund 201,517 205,151 252,185 47,034 Grants Fund 443,143 572,147 10,578 -561,569 Total Division Budget 644,660 777,298 262,763 -514,535 Actual 2009/10 Approved 2010/11 176,588 186,775 234,333 47,558 26,931 34,607 25,839 -8,768 8,202 46,691 2,591 -44,100 Capital Outlays 432,939 509,225 0 -509,225 SubTotal Operating Budget 644,660 777,298 262,763 -514,535 0 0 0 0 644,660 777,298 262,763 -514,535 Actual 2009/10 Projected 2010/11 Estimated 2011/12 $512,000 $1,233,447 $500,000 20% 80% 100% Expenditures By Type Personnel Services Contractual Services Commodities Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description The total funding applied and received from federal, state, local, tribal governments for emergency management and public safety The percentage of identified elected officials, policy makers, operations personnel and support personnel trained in Emergency Operations Center and Homeland Security Procedures Public Safety - Fire 361 PUBLIC SAFETY - FIRE Fire Emergency Services Strategic Goal(s) • Program Description Fire Emergency Services comprises Field Operations and Fire & Emergency Medical Services (EMS) Training. Field Operations provides staffing and equipment to prevent and manage emergencies, predominantly emergency medical incidents and fires. Actions that support this mission include structural fire suppression, wild land fire preplanning and suppression, hazardous materials mitigation, airport protection and rescue, technical rescue operations and advanced life support to ill or injured citizens. Fire Emergency Services is responsible for overall management of the department's fire, EMS and special operations training. FY 2010/11 Highlights • • • • FY 2011/12 Priorities • • • Budget Notes and Changes • • • 362 FIRE EMERGENCY SERVICES Enhance Neighborhoods Responding fire companies had an average city-wide travel time of 4 minutes and 20 seconds. Certification and education requirements maintained for more than 240 personnel including EMT-Basic, EMT- Paramedics and special operations. Completed a wild land triage program that provided fire safety feedback and education to businesses and residents at greater risk for wildfire exposure. Implemented electronic reporting of emergency medical services and fire company activities including patient care, training, equipment maintenance, community outreach and program support activities. Improve the average travel time for responding fire companies to emergency incidents. Deliver out-of-hospital cardiac arrest patients to the doors of an emergency room with a pulse at or above the national average, utilizing advanced cardiac care by Fire Department paramedics. Ensure firefighters receive the minimum required continuing education training hours per year in an economically conservative manner for all disciplines. Eliminated two (2) sworn positions and reallocated two (2) civilian FTEs to Fire Support Services. Discontinued staffing PMT Ambulance and reduced rover pool to staff new Fire Station 8. Significant increase in contractual services attributed to land rental for fire station, fleet rates and Property and Liability. Public Safety - Fire Fire Emergency Services Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 231.00 233.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 229.00 -4.00 9.33 % Funding Source Actual 2009/10 Approved 2010/11 21,210,673 21,465,211 21,911,541 446,330 0 75,000 74,984 -16 21,210,673 21,540,211 21,986,525 446,314 Actual 2009/10 Approved 2010/11 19,377,879 19,348,563 19,487,405 138,842 1,791,423 2,150,496 2,492,344 341,848 Commodities 19,115 18,895 6,776 -12,119 Capital Outlays 22,257 22,257 0 -22,257 21,210,673 21,540,211 21,986,525 446,314 0 0 0 0 21,210,673 21,540,211 21,986,525 446,314 Actual 2009/10 Projected 2010/11 Estimated 2011/12 n/a 19% 20% General Fund Grants Fund Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Personnel Services Contractual Services SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Description Return of Spontaneous Circulation - Percentage of patients who were in cardiac arrest, treated, transported, and delivered to the hospital with a pulse Public Safety - Fire 363 PUBLIC SAFETY - FIRE Fire Support Services FIRE SUPPORT SERVICES Strategic Goal(s) • Program Description Fire Support Services comprises four programs: Administrative Services, Resource Management, Fire and Life Safety and Community Relations. Administrative Services is responsible for the administration of fiscal control and accountability functions, payroll, research and planning, recruitment, promotional processes, personnel matters, safety and wellness and administrative support. Resource Management is responsible for the oversight of facilities maintenance, construction of new facilities and the acquisition and maintenance of fire equipment and apparatus. Fire and Life Safety is responsible of the delivery of fire prevention services to the community through risk evaluation, plan review, occupancy inspections and fire investigations. Community Relations is responsible for the delivery of child and adult injury prevention and safety programs, internal communications, public information and volunteers. FY 2010/11 Highlights • • • • FY 2011/12 Priorities • • • Budget Notes and Changes 364 • • Enhance Neighborhoods Evaluated the 2009 International Fire Code (IFC) and submitted Scottsdale Fire Ordinance updates to City Council. Developed and gained City Council approval for participation in the regional Maricopa County Wild Land Preparedness Plan. Completed 100 percent of high-risk Target Inspections for educational and institutional facilities. Provided life safety and injury prevention programs in Scottsdale pre-schools, elementary, middle and high schools. Seek ways to maintain and further reduce reportable injuries to on-duty Fire Department employees (60 percent reduction over the past three years). Partner with businesses, institutions, and the community to conduct safety evaluations at all Target Hazard facilities such as schools, hospitals, nursing homes, nightclubs, restaurants, hazardous materials sites and wild land interface areas. Recruit and train additional volunteers to assist with the department's logistical and community education needs. Eliminated three (3) sworn FTEs and five (5) civilian FTEs and increased two (2) civilian FTEs that were reallocated from Fire Emergency Services for a net loss of six (6) FTEs. Eliminated funding in the Capital Outlays previously established for decontamination stations and back-up generators for stations. Public Safety - Fire Fire Support Services Staff Summary Staff Summary Staff Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs Full-time Equivalents (FTE) % of City's FTEs % of City's FTEs Funding Source Funding Source Funding Source General Fund General Fund Special Programs Fund General Fund Special Programs Fund Total Division Budget Special Programs Fund Total Division Budget Total Division Budget Expenditures By Type Expenditures By Type Expenditures By Type Personnel Services Personnel Services Contractual Services Personnel Services Contractual Services Commodities Contractual Services Commodities Capital Outlays Commodities Capital Outlays SubTotal Operating Budget Capital Outlays SubTotal Operating Budget Operating Projects Budget SubTotal Operating Operating Projects Total Division Budget Operating Projects Total Division Budget Total Division Budget Public Safety - Fire Actual Actual 2009/10 Actual 2009/10 2009/10 32.00 32.00 32.00 Approved Approved 2010/11 Approved 2010/11 2010/11 32.00 32.00 32.00 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 26.00 -6.00 26.00 -6.00 1.06 % 26.00 -6.00 1.06 % 1.06 % Actual Actual 2009/10 Actual 2009/10 2009/10 5,585,665 5,585,665 0 5,585,665 0 5,585,665 0 5,585,665 5,585,665 Approved Approved 2010/11 Approved 2010/11 2010/11 5,495,885 5,495,885 0 5,495,885 0 5,495,885 0 5,495,885 5,495,885 Adopted Change 10/11 Adopted 10/11 2011/12 Change to 11/12 Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 4,792,967 -702,918 4,792,967 -702,918 6,900 6,900 4,792,967 -702,918 6,900 6,900 4,799,867 -696,018 6,900 6,900 4,799,867 -696,018 4,799,867 -696,018 Actual Actual 2009/10 Actual 2009/10 2009/10 2,949,761 2,949,761 1,647,758 2,949,761 1,647,758 807,242 1,647,758 807,242 180,905 807,242 180,905 5,585,665 180,905 5,585,665 0 5,585,665 0 5,585,665 0 5,585,665 5,585,665 Approved Approved 2010/11 Approved 2010/11 2010/11 2,824,051 2,824,051 1,683,687 2,824,051 1,683,687 807,242 1,683,687 807,242 180,905 807,242 180,905 5,495,885 180,905 5,495,885 0 5,495,885 0 5,495,885 0 5,495,885 5,495,885 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted 10/11 2011/12 Change to 11/12 2011/12 to 11/12 2,358,361 -465,690 2,358,361 -465,690 1,606,537 -77,150 2,358,361 -465,690 1,606,537 -77,150 834,969 27,727 1,606,537 -77,150 834,969 27,727 0 -180,905 834,969 27,727 0 -180,905 4,799,867 -696,018 0 -180,905 4,799,867 -696,018 0 0 4,799,867 -696,018 0 0 4,799,867 -696,018 0 0 4,799,867 -696,018 4,799,867 -696,018 365 Fire Support Services Performance Performance Measures Measures Performance Measures Description Description Description Property Property Saved Saved in in Response Response to to a a Fire Fire -- Reflects Reflects the the potential potential total total Propertyproperty Saved in Response to a Fire - Reflects the potential total value value of of property involved involved in in a a fire fire but but not not damaged. damaged. value of property involved in a fire but not damaged. Property Property Loss Loss Due Due to to a a Fire Fire -- Reflects Reflects the the total total value value of of property property Property Loss Due of to fire a Fire - Reflects the total value of property damaged because damaged because of fire damaged because of fire Work Work Related Related Injuries Injuries -- Reflects Reflects reportable reportable injuries injuries to to fire fire Work Related Injuries - Reflects reportable injuries to fire department department employees employees department employees Fire Fire Caused Caused Deaths/Injuries Deaths/Injuries -- Reflects Reflects total total injuries injuries and and deaths deaths to to Fire Caused Deaths/Injuries - Reflects total injuries and to deaths to citizens and firefighters due to fires, or the work related citizens and firefighters due to fires, or the work related to citizens and firefighters due to fires, or the work related to extinguishing extinguishing a a fire fire extinguishing a fire Actual Actual Actual 2009/10 2009/10 2009/10 $58,082,212 $58,082,212 $58,082,212 Projected Projected Projected 2010/11 2010/11 2010/11 $44,706,802 $44,706,802 $44,706,802 Estimated Estimated Estimated 2011/12 2011/12 2011/12 $85,819,652 $85,819,652 $85,819,652 $5,610,590 $5,610,590 $5,610,590 $2,497,677 $2,497,677 $2,497,677 $6,768,676 $6,768,676 $6,768,676 35 35 35 25 25 25 23 23 23 0/15 0/15 0/15 0/5 0/5 0/5 0/5 0/5 0/5 Volunteer Volunteer Hours Hours Volunteer Hours # # of of # of Volunteers Volunteers Volunteers 100 100 100 Description Description Description Fire Fire Department Department volunteers volunteers provide provide administrative administrative and and Fire Department volunteers provide administrative and community outreach support. Administrative community outreach support. Administrative duties duties include include community outreach support. Administrative duties 15 include mail mail and and equipment equipment deliveries deliveries and and clerical clerical duties duties to to 15 Fire Fire mail and equipment deliveries andprovide clerical community duties to 15 Fire Department locations. Volunteers Department locations. Volunteers provide community Department locations. Volunteers provideCPR community education education to to adults adults through through Hands-Only Hands-Only CPR presentations, presentations, education to adultsemergency through Hands-Only CPRprogram presentations, Ready Scottsdale preparedness Ready Scottsdale emergency preparedness program and and the the Ready Safe Scottsdale emergency preparedness program and the Home Home senior fall prevention initiative. Volunteers Home Safe Home senior fall prevention initiative. Volunteers Home Safe Home senior fall prevention initiative. Volunteers also also provide provide water water and and fire fire safety safety education education to to school-aged school-aged also provide water and the fire Fire safety education at to community school-aged children and represent Department children and represent the Fire Department at community and and children and represent the Fire Department at community and city city special special events. events. city special events. Total 100 Total 100 Total 100 The The value value of of volunteer volunteer hours hours was was calculated calculated using using an an hourly hourly rate rate of of $19.25. $19.25. The value of volunteer hours was calculated using an hourly rate of $19.25. 366 # # of of # of Hours Hours Hours 6,800 6,800 6,800 Value Value of of Value of Volunteer Volunteer Volunteer Hours Hours Hours $130,900 $130,900 $130,900 Full-time Full-time Full-time Equivalent Equivalent Equivalent 3.3 3.3 3.3 $130,900 $130,900 $130,900 3.3 3.3 3.3 Public Safety - Fire City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One Public Safety - Police Office of the Chief Police Uniformed Services Investigative Services Police Administrative Services Police Personnel Development Public Safety - Police 367 Public Safety - Police Public Safety - Police The Police Department provides efficient and effective delivery of police service throughout the community. The department is a professional organization that aggressively and creatively confronts community crime and service needs; responds to community needs; and actively seeks citizen involvement and partnerships, by emphasizing crime prevention as a cooperative effort. The Police Department consists of five service areas - Office of the Police Chief, Uniformed Police Services, Investigative Services, Police Administrative Services and Police Personnel Development. The Office of the Police Chief consists of Administration and Internal Affairs, while Uniformed Police Services is the most visible component - providing uniformed patrol services and specialized functions that augment police services. Investigative Services is responsible for completing thorough and complex investigations in a timely manner with an emphasis on crime prevention by targeting pattern crime through enforcement, regional community partnerships and use of technology. Police Administrative Services provides operational, administrative and logistical support through strategic planning, technology implementation, forensic services, communications and policy setting to all divisions in the department. Police Personnel Development is responsible for the recruitment and training of sworn and civilian personnel. Strategic Goal(s) • Enhance Neighborhoods FY 2010/11 Highlights • Maintained full staffing levels to provide quality customer service and preserve reduced overtime costs. • Recorded an 8 percent increase in Driving Under the Influence (DUI) arrests, and a 2.8 percent decrease in impairment related collisions. • Exceeded Western Region Uniform Crime Report clearance rates. • Obtained prison sentences for at least 90 percent of target repeat offenders through the Maricopa County Attorney's Office Gang/Repeat Offender Program. • Transitioned to new Regional Wireless Cooperative (RWC) public safety radio system that provides improved coverage, interoperability with other public safety agencies and increased bandwidth to handle growth in radio voice traffic. Alan Rodbell Chief of Police Public Safety - Police 369 Public Safety - Police FY 2011/12 Priorities • Continue to enhance community safety through crime prevention and enforcement. • Maintain full staffing levels to provide quality customer service. • Pursue these strategic directions: 1) Establish a collaborative public safety culture; 2) Strengthen communications; 3) Integrate training; and 4) Improve efficiencies. • Continue building community partnerships with citizens, community led organizations, businesses and other governmental agencies. Budget Notes and Changes • Eliminated nine (9) sworn and six (6) civilian FTEs within the Police Department, and transferred in one (1) civilian FTE from Public Safety Fire, at a net decrease of ($1.19 million) and (14) FTEs. • Reduced City wide security contract by $970,000 through: 1) Eliminating on site coverage at three City locations ($500,000); 2) Eliminating Water Resources Division cash transfer for contract security ($470,000) - Water Resources will pay directly for security. Public Safety Police Office of the Police Chief Police Uniformed Services Investigative Services Police Administrative Services Police Personnel Development • Jail contract reduction of $500,000 due to City Court home monitoring program. • Increase in Regional Wireless Cooperative (RWC) new public safety radio system operating and maintenance fee, at a net impact of $222,000. • Annual estimated revenue increase of $500,000 for Detention Out of Jurisdiction Confinements program. 370 Public Safety - Police Public Safety - Police Staff Summary Staff Summary Staff Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs Full-time Equivalents (FTE) % of City's FTEs % of City's FTEs Funding Source Funding Source Funding Source General Fund General Fund Grants Fund General Fund Grants Fund Special Programs Fund Grants Fund Special Programs Fund Special Programs Fund Total Division Budget Total Division Budget Total Division Budget Expenditures By Type Expenditures By Type Expenditures By Type Personnel Services Personnel Services ContractualServices Services Personnel Contractual Services Commodities Contractual Services Commodities Capital Outlays Commodities Capital Outlays Capital Outlays SubTotal Operating Budget SubTotal Operating Budget Operating Operating Projects Budget SubTotal Operating Projects Operating Projects Total Division Budget Total Division Budget Total Division Budget Public Safety - Police Actual Actual 2009/10 Actual 2009/10 2009/10 688.60 688.60 688.60 Approved Approved 2010/11 Approved 2010/11 2010/11 689.60 689.60 689.60 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 675.60 -14.00 675.60 -14.00 27.52 % 675.60 -14.00 27.52 % 27.52 % Actual Actual 2009/10 Actual 2009/10 2009/10 82,396,628 82,396,628 450,904 82,396,628 450,904 1,013,678 450,904 1,013,678 1,013,678 83,861,211 83,861,211 83,861,211 Approved Approved 2010/11 Approved 2010/11 2010/11 80,924,939 80,924,939 461,004 80,924,939 461,004 1,813,535 461,004 1,813,535 1,813,535 83,199,478 83,199,478 83,199,478 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 77,695,466 -3,229,473 77,695,466 -3,229,473 231,893 -229,111 77,695,466 -3,229,473 231,893 -229,111 1,645,933 -167,602 231,893 -229,111 1,645,933 -167,602 1,645,933 -167,602 79,573,292 -3,626,186 79,573,292 -3,626,186 79,573,292 -3,626,186 Actual Actual 2009/10 Actual 2009/10 2009/10 67,922,773 67,922,773 14,315,992 67,922,773 14,315,992 1,354,773 14,315,992 1,354,773 267,673 1,354,773 267,673 267,673 83,861,211 83,861,211 0 83,861,211 0 0 83,861,211 83,861,211 83,861,211 Approved Approved 2010/11 Approved 2010/11 2010/11 66,095,488 66,095,488 15,224,220 66,095,488 15,224,220 1,656,749 15,224,220 1,656,749 223,021 1,656,749 223,021 223,021 83,199,478 83,199,478 0 83,199,478 0 0 83,199,478 83,199,478 83,199,478 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 64,114,139 -1,981,349 64,114,139 -1,981,349 13,846,470 -1,377,750 64,114,139 -1,981,349 13,846,470 -1,377,750 1,602,233 -54,516 13,846,470 -1,377,750 1,602,233 -54,516 10,450 -212,571 1,602,233 -54,516 10,450 -212,571 10,450 -212,571 79,573,292 -3,626,186 79,573,292 -3,626,186 0 0 79,573,292 -3,626,186 0 0 0 0 79,573,292 -3,626,186 79,573,292 -3,626,186 79,573,292 -3,626,186 371 Public Safety - Police Performance Performance Measures Measures Performance Measures Description Description Description Part II (Violent/Property) (Violent/Property) Crime Crime Volume Volume Part Part I (Violent/Property) Crime Volume Part Part II Crime Crime Rate Rate per per 1,000 1,000 Residents Residents Part I Crime Rate per 1,000 Residents Homicide Clearance Rate Homicide Clearance Rate Homicide Clearance Rate Total Property Property Crime Crime Clearance Clearance Rate Rate Total Total Property Crime Clearance Rate Avg. Avg. Response Response Time Time to to Emergency Emergency Calls Calls for for Service Service Avg. Response Time to Emergency Calls for Service Calls Calls for for Service Service Calls for Service Arrests Arrests Arrests Incident Incident Reports Reports Incident Reports Total Total Arrests Arrests for for Driving Driving Under Under the the Influence Influence (DUI) (DUI) Total Arrests for Driving Under the Influence (DUI) Total Traffic Collisions Total Traffic Collisions Total Traffic Collisions Total Traffic Traffic Collisions Collisions with with Fatalities Fatalities Total Total Traffic Collisions with Fatalities Total Total Traffic Traffic Collisions Collisions with with Injuries Injuries Total Traffic Collisions with Injuries Actual Actual 2009/10 Actual 2009/10 2009/10 7,240 7,240 7,240 29.6 29.6 29.6 90% 90% 90% 18% 18% 18% 5:01 5:01 5:01 232,177 232,177 232,177 18,976 18,976 18,976 29,952 29,952 29,952 2,481 2,481 2,481 3,977 3,977 3,977 5 5 5 806 806 806 Projected Projected 2010/11 Projected 2010/11 2010/11 6,925 6,925 6,925 28.2 28.2 28.2 100% 100% 100% 18% 18% 18% 4:57 4:57 4:57 223,653 223,653 223,653 18,120 18,120 18,120 28,189 28,189 28,189 2,678 2,678 2,678 3,768 3,768 3,768 11 11 11 916 916 916 Estimated Estimated 2011/12 Estimated 2011/12 2011/12 6,832 6,832 6,832 27.8 27.8 27.8 100% 100% 100% 18% 18% 18% 5:01 5:01 5:01 229,024 229,024 229,024 18,704 18,704 18,704 30,043 30,043 30,043 2,744 2,744 2,744 4,065 4,065 4,065 9 9 9 897 897 897 These These statistics statistics are are representative representative of of core core measures measures for for law law enforcement enforcement agencies agencies as as recommended recommended by by the the International City/County Management Association's Center These same These statistics are representative of core measures (ICMA) for law enforcement agencies asManagement. recommended by the International City/County Management Association's (ICMA) Center for for Performance Performance Management. These same measures areCity/County used to to identify, identify, prevent and and reduce crime crime in the the City and and are submitted submittedManagement. to the the Federal Federal International Management Association's (ICMA) Center for Performance These same measures are used prevent reduce in City are to Government compile National Uniform Crime Reporting are on calendar measures areto to identify, prevent and reduce crime in(UCR). the CityMeasures and are submitted to the Federal Government toused compile National Uniform Crime Reporting (UCR). Measures are reported reported on a a calendar year year basis. Government to compile National Uniform Crime Reporting (UCR). Measures are reported on a calendar year basis. basis. Volunteer Hours Hours Volunteer Volunteer Hours # of of # Volunteers # of Volunteers Volunteers 7 7 7 Description Description Description miscellaneous community policing efforts for Clerical Clerical and and miscellaneous community policing efforts for Police Services. ClericalUniformed and miscellaneous Police Uniformed Services. community policing efforts for Police Uniformed Clerical support support to toServices. the Investigative Investigative Services. Services. 6 Clerical the 6 Clerical support to the Investigative Services. 6 Handicapped 3 Handicapped parking parking enforcement enforcement for for Police Police Uniformed Uniformed 3 Services. Handicapped parking enforcement for Police Uniformed 3 Services. Services. Clerical support, such as data entry services, for Police 4 Clerical support, such as data entry services, for Police 4 Administrative Services Laboratory. Clerical support, such asCrime data entry services, for Police 4 Administrative Services Crime Laboratory. Administrative Services Crime Laboratory. Police Museum Museum expansion expansion and and Honor Honor Guard Guard duties. duties. 3 Police 3 Police Museum expansion and Honor Guard duties. 3 Report 3 Report redaction redaction and and newsletter newsletter compilation compilation for for the the Office Office of of 3 the Police Chief'sand Public Information Office. for the Office of Report redaction newsletter compilation 3 the Police Chief's Public Information Office. the Police Chief's to Public Information Office. Delivery services Police Administrative Services Supply 2 Delivery services to Police Administrative Services Supply 2 Unit. Delivery services to Police Administrative Services Supply 2 Unit. Unit. Smart Card Card administration administration and and MAG MAG training training for for Investigative Investigative 1 Smart 1 Services Police Crisis Intervention Intervention Unit. Smart Card administration and MAG training for Investigative 1 Services Police Crisis Unit. Services Police Crisis Intervention Unit. Strategic planning consultation and assistance. 1 Strategic planning consultation and assistance. 1 Strategic planning consultation and assistance. 1 Total 30 Total 30 Total 30 The value value of of volunteer volunteer hours hours was was calculated calculated using using an an hourly hourly rate rate of of $19.25. $19.25. The The value of volunteer hours was calculated using an hourly rate of $19.25. 372 # of of # Hours # of Hours Hours 4,236 4,236 4,236 Value Value of of Volunteer Value of Volunteer Hours Volunteer Hours Hours $81,543 $81,543 $81,543 Full-time Full-time Equivalent Full-time Equivalent Equivalent 2.0 2.0 2.0 1,548 1,548 1,548 1,407 1,407 1,407 $29,799 $29,799 $29,799 $27,085 $27,085 $27,085 0.7 0.7 0.7 0.7 0.7 0.7 1,014 1,014 1,014 $19,520 $19,520 $19,520 0.5 0.5 0.5 982 982 982 542 542 542 $18,904 $18,904 $18,904 $10,434 $10,434 $10,434 0.5 0.5 0.5 0.3 0.3 0.3 447 447 447 $8,605 $8,605 $8,605 0.2 0.2 0.2 112 112 112 $2,156 $2,156 $2,156 0.1 0.1 0.1 44 44 44 $847 $847 $847 $198,893 $198,893 $198,893 0.0 0.0 0.0 5.0 5.0 5.0 Public Safety - Police FY 2011/12 Adopted Budget Public Safety - Police 373 PUBLICof SAFETY - POLICE Office the Police Chief OFFICE OF THE POLICE CHIEF Strategic Goal(s) • Program Description The Office of the Police 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 responsible for the coordination and administration of fiscal control and accountability. The Office of the Police Chief directs the Internal Affairs program which provides fair, impartial and objective investigations of internal and external complaints regarding the conduct of Police Department employees in an effort to maintain the support, trust and respect of the community. FY 2010/11 Highlights • • • • • FY 2011/12 Priorities • • • • • Budget Notes and Changes 374 • Enhance Neighborhoods Improved the Use of Force data collection process. Increased the organization and timeliness of the Internal and Chief’s Awards programs Coordinated/produced multiple press releases for numerous units throughout the year, getting the message to the media and the public of activities taking place in the community. Facilitated and coordinated the Annual Awards Ceremony and two Promotional Ceremonies. Assisted Police volunteers with the PD Museum as it has progressed to its current state with 12 displays. Ensure progress of strategic plan initiatives. Communicate outcomes to City leadership and the organization. Develop base and capital budgets in response to the economic conditions while maintaining critical service delivery through improved efficiency and effectiveness. Continue to enhance community outreach and education programs through safety fairs sponsored by each patrol district and gang awareness education. Maintain a positive relationship with the community by investigating all complaints and concerns brought forward to the Police Department. 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. Transferred in one (1) civilian FTE from Public Safety Fire, at an increase of $103,500. Public Safety - Police Office of the Police Chief Staff Summary Staff Summary Staff Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs Full-time Equivalents (FTE) % of City's FTEs % of City's FTEs Funding Source Funding Source Funding Source General Fund General Fund Special Programs Fund General Fund Special Programs Fund Total Division Budget Special Programs Fund Total Division Budget Total Division Budget Expenditures By Type Expenditures By Type Expenditures By Type Personnel Services Personnel Services ContractualServices Services Personnel Contractual Services Commodities Contractual Services Commodities Capital Outlays Commodities Capital Outlays SubTotal Operating Budget Capital Outlays SubTotal Operating Budget Operating Operating Projects Budget SubTotal Operating Projects Total Division Budget Operating Projects Total Division Budget Total Division Budget Public Safety - Police Actual Actual 2009/10 Actual 2009/10 2009/10 13.00 13.00 13.00 Approved Approved 2010/11 Approved 2010/11 2010/11 13.00 13.00 13.00 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted 10/11 2011/12 Change to 11/12 2011/12 to 11/12 14.00 1.00 14.00 1.00 0.57 % 14.00 1.00 0.57 % 0.57 % Actual Actual 2009/10 Actual 2009/10 2009/10 1,969,619 1,969,619 1,896 1,969,619 1,896 1,971,515 1,896 1,971,515 1,971,515 Approved Approved 2010/11 Approved 2010/11 2010/11 1,789,810 1,789,810 13,003 1,789,810 13,003 1,802,813 13,003 1,802,813 1,802,813 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted 2011/12 Change to 10/11 11/12 2011/12 to79,762 11/12 1,869,572 1,869,572 79,762 13,005 1,869,572 79,7622 13,005 2 1,882,577 79,764 13,005 2 1,882,577 79,764 1,882,577 79,764 Actual Actual 2009/10 Actual 2009/10 2009/10 1,775,798 1,775,798 182,049 1,775,798 182,049 13,668 182,049 13,668 13,6680 0 1,971,515 0 1,971,515 1,971,5150 0 1,971,515 0 1,971,515 1,971,515 Approved Approved 2010/11 Approved 2010/11 2010/11 1,681,037 1,681,037 95,211 1,681,037 95,211 26,565 95,211 26,565 26,5650 0 1,802,813 0 1,802,813 1,802,8130 0 1,802,813 0 1,802,813 1,802,813 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted 10/11 2011/12 Change to 11/12 2011/12 to92,338 11/12 1,773,375 1,773,375 92,338 81,402 -13,809 1,773,375 92,338 81,402 -13,809 27,800 1,235 81,402 -13,809 27,800 1,235 27,8000 1,2350 0 0 1,882,577 79,764 0 0 1,882,577 79,764 1,882,5770 79,7640 0 0 1,882,577 79,764 0 0 1,882,577 79,764 1,882,577 79,764 375 Office of the Police Chief Performance Performance Measures Measures Performance Measures Description Description Description Number of of citizen citizen academy academy programs programs conducted conducted Number Number of citizen academy programs conducted Number Number of of "Behind "Behind the the Badge" Badge" video video presentations presentations Number of "Behind the Badge" video presentations Number of Police Line newsletters produced Number of Police Line newsletters produced Number of Police Line newsletters produced Number of of crime crime prevention prevention safety safety events events conducted conducted Number Number of crime prevention safety events conducted Number Number of of externally externally initiated initiated investigations investigations Number of externally initiated investigations Number of internally initiated investigations Number of internally initiated investigations Number of internally initiated investigations Actual Actual 2009/10 Actual 2009/10 2009/10 2 2 2 6 6 6 12 12 12 290 290 290 6 6 6 247 247 247 Projected Projected 2010/11 Projected 2010/11 2010/11 2 2 2 6 6 6 12 12 12 400 400 400 6 6 6 245 245 245 Volunteer Volunteer Hours Hours Volunteer Hours # # of of Description Volunteers # of Description Volunteers Description Volunteers Police 3 Police Museum Museum expansion expansion and and Honor Honor Guard Guard duties duties for for the the 3 Office of the Chief. Police Museum expansion and Honor Guard duties for the 3 Office of the Chief. Office of the Chief. Report redaction redaction and and newsletter newsletter compilation compilation for for the the Office Office of of 3 Report 3 the Chief's Chief's Publicand Information Office. Report redaction newsletter compilation for the Office of 3 the Public Information Office. the Chief's Public Information Office. Total 6 Total 6 Total 6 The value value of of volunteer volunteer hours hours was was calculated calculated using using an an hourly hourly rate rate of of $19.25. $19.25. The The value of volunteer hours was calculated using an hourly rate of $19.25. 376 # # of of Hours # of Hours Hours 982 982 982 542 542 542 Value Value of of Volunteer Value of Volunteer Hours Volunteer Hours Hours $18,904 $18,904 $18,904 $10,434 $10,434 $10,434 $29,338 $29,338 $29,338 Estimated Estimated 2011/12 Estimated 2011/12 2011/12 2 2 2 6 6 6 12 12 12 400 400 400 6 6 6 245 245 245 Full-time Full-time Equivalent Full-time Equivalent Equivalent 0.5 0.5 0.5 0.3 0.3 0.3 1.0 1.0 1.0 Public Safety - Police FY 2011/12 Adopted Budget Public Safety - Police 377 PUBLIC SAFETY - POLICE Police Uniformed Services POLICE UNIFORMED SERVICES Strategic Goal(s) • Program Description Police Uniformed Services provides front line law enforcement, maintaining order and responding to emergencies in the City of Scottsdale. This includes initial criminal and traffic collision investigations, traffic control and enforcement and the implementation of community policing strategies. The Municipal Security and Emergency Preparedness program develops and administers police first responder security programs, including policies, procedures, employee training, education and physical security applications in order to provide a safe, secure work environment plus protect City employees and assets. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • • Budget Notes and Changes • • • • • 378 Enhance Neighborhoods Created and implemented the Innovative Municipal Police Community Team (IMPCT), focusing on the utilization of specially trained patrol personnel to suppress significant crime trends, attend crime prevention events, Neighborhood Watch Programs and other community events. Emphasized the importance of Driving Under the Influence (DUI) enforcement. Department wide there has been an 8 percent increase in DUI arrests and a decrease in impairment related collisions of 2.8 percent. Enhanced police emergency response capabilities and workplace security through policy and procedure development and employee training initiatives. Prevent crime and disorder by taking appropriate and proactive measures designed to reduce criminal activity and by maintaining the quality and effectiveness of police services. Develop safe neighborhoods through community partnerships and participation. Enhance traffic safety through enforcement and education. Eliminated six (6) police officer positions through attrition ($631,000), and two (2) vacant detention officer positions ($113,900), totaling $744,900. Reductions of approximately $533,600 in several significant service contracts such as Maricopa County Sheriff's Office (MCSO) jail contract and photo enforcement citation costs. Reduced City wide security contract by $970,000 through: 1) Eliminating on site coverage at three City locations ($500,000); 2) Eliminating Water Resources Division cash transfer for contract security ($470,000) - Water Resources will pay directly for security. Reduced General Funded phlebotomy services for 30-Day Tow Program ($16,000), by transitioning the budget to special revenue programs; Increased special revenue funded 30-Day Tow budget by $156,000 to replace aging equipment. Annual estimated revenue increase of $500,000 for Detention Out of Jurisdiction Confinements program. Public Safety - Police Police Uniformed Services Staff Summary Staff Summary Staff Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs Full-time Equivalents (FTE) % of City's FTEs % of City's FTEs Funding Source Funding Source Funding Source General Fund General Fund Grants GeneralFund Fund Grants Fund SpecialFund Programs Fund Grants Special Programs Fund Total Division Budget Special Programs Fund Total Division Budget Total Division Budget Expenditures By Type Expenditures By Type Expenditures By Type Personnel Services Personnel Services Contractual Services Personnel Services Contractual Services Commodities Contractual Services Commodities Capital Outlays Commodities Capital Outlays SubTotal Operating Budget Capital Outlays SubTotal Operating Budget Operating Projects Budget SubTotal Operating Operating Projects Total Division Budget Operating Projects Total Division Budget Total Division Budget Public Safety - Police Actual Actual 2009/10 Actual 2009/10 2009/10 384.10 384.10 384.10 Approved Approved 2010/11 Approved 2010/11 2010/11 384.10 384.10 384.10 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 376.10 -8.00 376.10 -8.00 15.32 % 376.10 -8.00 15.32 % 15.32 % Actual Actual 2009/10 Actual 2009/10 2009/10 47,229,637 47,229,637 68,131 47,229,637 68,131 575,612 68,131 575,612 47,873,380 575,612 47,873,380 47,873,380 Approved Approved 2010/11 Approved 2010/11 2010/11 46,782,629 46,782,629 53,192 46,782,629 53,192 660,614 53,192 660,614 47,496,435 660,614 47,496,435 47,496,435 Adopted Change 10/11 Adopted 10/11 2011/12 Change to 11/12 Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 44,128,761 -2,653,868 44,128,761 -2,653,868 0 -53,192 44,128,761 -2,653,868 0 -53,192 406,322 -254,292 0 -53,192 406,322 -254,292 44,535,083 -2,961,352 406,322 -254,292 44,535,083 -2,961,352 44,535,083 -2,961,352 Actual Actual 2009/10 Actual 2009/10 2009/10 38,125,959 38,125,959 9,564,468 38,125,959 9,564,468 163,346 9,564,468 163,346 19,607 163,346 19,607 47,873,380 19,607 47,873,380 0 47,873,380 0 47,873,380 0 47,873,380 47,873,380 Approved Approved 2010/11 Approved 2010/11 2010/11 37,396,851 37,396,851 9,884,777 37,396,851 9,884,777 204,367 9,884,777 204,367 10,440 204,367 10,440 47,496,435 10,440 47,496,435 0 47,496,435 0 47,496,435 0 47,496,435 47,496,435 Adopted Change 10/11 Adopted 10/11 2011/12 Change to 11/12 Adopted 10/11 2011/12 Change to 11/12 2011/12 to 11/12 35,792,565 -1,604,286 35,792,565 -1,604,286 8,381,601 -1,503,176 35,792,565 -1,604,286 8,381,601 -1,503,176 350,467 146,100 8,381,601 -1,503,176 350,467 146,100 10,450 10 350,467 146,100 10,450 10 44,535,083 -2,961,352 10,450 10 44,535,083 -2,961,352 0 0 44,535,083 -2,961,352 0 0 44,535,083 -2,961,352 0 0 44,535,083 -2,961,352 44,535,083 -2,961,352 379 Police Uniformed Services Performance Measures Performance Measures Performance Measures Description Description Part I (Violent/Property) Crime Volume Description Part I (Violent/Property) Crime Volume Part Crime Volume Part II (Violent/Property) Crime Rate per 1,000 Residents Part I Crime Rate per 1,000 Residents Part I CrimePartnerships Rate per 1,000 Residents Community Community Partnerships Community Total ArrestsPartnerships for Driving Under the Influence (DUI) Total Arrests for Driving Under the Influence (DUI) Total for Driving Under the Influence (DUI) Total Arrests Impairment-Related Collisions Total Impairment-Related Collisions Total Impairment-Related Collisions Actual Actual 2009/10 Actual 2009/10 2009/10 7,240 7,240 7,240 29.6 29.6 29.6 280 280 280 2,481 2,481 2,481 329 329 329 Projected Projected 2010/11 Projected 2010/11 2010/11 6,925 6,925 6,925 28.2 28.2 28.2 290 290 290 2,678 2,678 2,678 320 320 320 Volunteer Hours Volunteer Hours Volunteer Hours # of # of Description Volunteers # of Description Volunteers Clerical and miscellaneous community policing efforts to the 7 Description Volunteers Clerical and miscellaneous community policing efforts to the 7 Uniformed Services Bureau. Clerical andServices miscellaneous 7 Uniformed Bureau.community policing efforts to the Handicapped parkingBureau. enforcement to the Uniformed Services 3 Uniformed Services Handicapped parking enforcement to the Uniformed Services 3 Bureau. Handicapped parking enforcement to the Uniformed Services 3 Bureau. Total 10 Bureau. Total 10 Total 10 The value of volunteer hours was calculated using an hourly rate of $19.25. The value of volunteer hours was calculated using an hourly rate of $19.25. The value of volunteer hours was calculated using an hourly rate of $19.25. 380 # of # of Hours # of Hours 4,236 Hours 4,236 4,236 1,407 1,407 1,407 Value of Value of Volunteer Value of Volunteer Hours Volunteer Hours $81,543 Hours $81,543 $81,543 $27,085 $27,085 $27,085 $108,628 $108,628 $108,628 Estimated Estimated 2011/12 Estimated 2011/12 2011/12 6,832 6,832 6,832 27.8 27.8 27.8 305 305 305 2,744 2,744 2,744 311 311 311 Full-time Full-time Equivalent Full-time Equivalent 2.0 Equivalent 2.0 2.0 0.7 0.7 0.7 2.7 2.7 2.7 Public Safety - Police FY 2011/12 Adopted Budget Public Safety - Police 381 PUBLIC SAFETY - POLICE Investigative Services Strategic Goal(s) • Program Description Investigative Services comprises three investigative sections: Crimes Against Persons, Crimes Against Property and Special Investigations, as well as Police Crisis Intervention. The Crimes Against Persons Section is responsible for investigating homicides, robberies, assaults, kidnappings, threats, extortion, sexual assaults, gangrelated crimes, crimes against children, domestic violence and other crimes. The Crimes Against Property Section is responsible for investigating burglaries, and thefts, criminal damages, arson, auto crimes, financial crimes, computer crimes, repeat offender and other related crimes. Special Investigations is responsible for investigating drug-related crimes, major conspiracies, dismantling drug related criminal organizations, Drug Enforcement Agency (DEA) Task Force, asset forfeiture investigations, covert surveillance, special weapons and tactics (SWAT), vice-related crimes, criminal intelligence, FBI Joint Terrorism Task Force partnership, electronic and technical support and other crimes. Investigative Services is responsible for completing thorough and complex investigations in a timely manner with an emphasis on crime prevention by targeting pattern crime through enforcement, regionalcommunity partnerships and use of modern technology. Police Crisis Intervention provides crisis counseling and referral services for a variety of victim-related, accident-related and behavioral health emergencies. FY 2010/11 Highlights • • • • • FY 2011/12 Priorities • • • 382 INVESTIGATIVE SERVICES Enhance Neighborhoods Implemented a successful rotational detective position program for selected officers. Conducted multiple drug investigations that resulted in the indictment of numerous suspects and the seizure of illegal drugs and assets. Observed Sexual Assault Awareness Month by conducting various community outreach endeavors, distributing information to the citizens and collaborating with partner agencies. Obtained prison sentences on at least 90 percent of target repeat offenders through the Maricopa County Attorney's Office Gang/Repeat Offender Program. Exceeded Western Region Uniform Crime Report (UCR) clearance rates. Target pattern crime through enforcement, crime prevention, use of technology and coordination with federal and state task forces. Exceed West Region UCR clearance rates. Conduct prompt, thorough and effective investigations that positively impact Scottsdale neighborhoods, schools, and the community. Public Safety - Police Investigative Services Budget Budget Budget Notes Budget Notes Notes and Notes and and Changes and Changes Changes Changes • •• • • • • • • •• • •• • • •• • • Staff Summary Staff Summary Staff Summary Staff Summary Eliminated one secretary ($52,700) and one analyst position ($68,600) in Eliminated one secretary ($52,700) andanalyst one analyst ($68,600) in Eliminated one secretary ($52,700) and one positionposition ($68,600) in Investigations, totaling $121,300. Eliminated one secretary ($52,700) and one analyst position ($68,600) in Investigations, totaling $121,300. Investigations, totaling $121,300. Eliminated two (2) police officer positions through attrition, totaling $210,400. Investigations, totaling $121,300. Eliminated two (2)(2) police officer positions through attrition, totaling totaling $210,400. Eliminated two police officer positions through attrition, $210,400. Reduction in property, liability and worker's compensation internal service fund Eliminated two (2) police officer positions through attrition, totaling $210,400. Reduction in property, liability and worker's compensation internal service fund Reduction in property, liability and worker's compensation internal service fund rate of$141,900. $141,900. Reduction in property, liability and worker's compensation internal service fund rate of rate of $141,900. Reduction $68,800 in leased vehicle new contract and several Reduction ofof$68,800 in leased vehicle costscosts basedbased on newon contract and several rate of $141,900. Reduction of $68,800 in leased vehicle costs based on new contract and several vehicle exchanges. vehicle exchanges. Reduction of $68,800 in leased vehicle costs based on new contract and several vehicle exchanges. Decrease $408,500 in prior one-time special revenue funded expenses; Decrease ofof$408,500 in prior yearyear one-time special revenue funded expenses; vehicle exchanges. Decrease of $408,500 inprogram prior year one-time special revenue funded expenses; Increased revenue budget $420,000. Increasedspecial special revenue program budget $420,000. Decrease $408,500 in prior year one-time special revenue funded expenses; Increased of special revenue program budget $420,000. Increased special revenue program budget $420,000. Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs Full-time Equivalents (FTE) % of City's FTEs Full-time Equivalents (FTE) %Funding of City'sSource FTEs % of City's FTEs Funding Source Funding Source Funding Source General Fund Grants Fund General Fund General Special Fund Programs Fund Grants Fund General Fund Total Division Grants Fund Budget SpecialFund Programs Fund Grants Special Programs Fund Expenditures By Type Total Division Budget Special Programs Fund Total Division Budget Total Division Budget Expenditures By Type Expenditures By Type Personnel Services Expenditures By Type Contractual Services Commodities Personnel Services Personnel Services Capital Outlays Contractual Services Personnel Services SubTotal Operating Contractual Services Budget Commodities Contractual Services Operating Projects Commodities Capital Outlays Budget Commodities Total Division Capital Outlays SubTotal Operating Budget Capital Outlays SubTotal Operating Budget Operating Operating Projects Budget SubTotal Operating Projects Total Division Budget Operating Projects Total Division Budget Total Division Budget Public Safety - Police Actual Approved Adopted Change 10/11 Actual 2010/11 Approved2011/12 Adopted Change 10/11 2009/10 to 11/12 Actual 2009/10 Actual 2009/10 128.00 2009/10 128.00 128.00 128.00 Actual 2009/10 Actual Approved 2010/11 Adopted 2011/12 Change to 10/11 11/12 Approved Change 2010/11 124.00 Adopted 2011/12 -4.00 to 10/11 11/12 128.00 2010/11 2011/12 128.00 124.00 128.00 5.05 % 124.00 5.05 % 128.00 124.00 5.05 % 5.05 % Approved 2010/11 to 11/12 -4.00 -4.00 -4.00 Adopted Change 10/11 2011/12 to 11/12 Approved Adopted Change 10/11 Actual16,785,095 Approved Change 10/11 17,293,003 16,206,897 Adopted -578,198 2009/10 2010/11 2011/12 to 11/12 Actual 2009/10 Approved 2010/11 Adopted 2011/12 Change to 10/11 11/12 to 11/12 -578,198 17,293,003 927,186 16,785,095943,771 16,206,89716,585 -578,198 251,565 129,638 135,228 122,220 -13,008 17,293,003 16,785,095 16,206,897 -578,198 17,674,206 17,272,888 122,220 -574,621 129,63817,847,509135,228 -13,008 251,565 927,186 943,771 16,585 129,638 135,228 122,220 -13,008 251,565 927,186 943,771 16,585 17,674,206 17,847,509 17,272,888 -574,621 251,565 927,186 943,771 16,585 17,674,206 Approved 17,847,509Adopted 17,272,888 Actual Change 10/11 -574,621 17,674,206 2010/11 17,847,5092011/12 17,272,888 2009/10 to 11/12 -574,621 129,638 -13,008 2009/10 135,228 2010/11122,220 2011/12 17,293,003 16,785,095 16,206,897 15,239,995 14,350,474 Adopted -351,698 Actual14,702,172 Approved Change 10/11 Actual Approved Adopted Change 2009/10 2010/11 2011/12 to 10/11 11/12 2,024,787 2,536,075 2,631,390 95,315 Actual 2009/10 Approved 2010/11 Adopted 10/11 2011/12 Change to 11/12 to 11/12 -351,698 15,239,995 182,000 14,702,172 14,350,474 124,879 0 -182,000 -351,698 2,024,787 2,536,075 2,631,390 95,315 15,239,995 14,702,172 14,350,474 -351,698 17,674,206 17,272,8882,631,390 -574,621 2,024,78717,847,509 2,536,075 95,315 284,544 427,262 291,024 -136,238 2,024,787 2,536,075 2,631,390 95,315 0 0427,262 0 291,024 0 -136,238 284,544 124,87917,847,509427,262 182,000 0 -182,000 284,544 -136,238 17,674,206 17,272,888 291,024 -574,621 124,879 182,000 0 -182,000 17,674,206 17,847,509 17,272,888 -574,621 124,879 182,000 0 -182,000 17,674,206 17,847,509 17,272,888 -574,621 0 0 0 0 17,674,206 17,847,509 17,272,888 -574,621 0 0 0 0 17,674,206 17,847,509 17,272,888 -574,621 0 0 0 0 17,674,206 17,847,509 17,272,888 -574,621 17,674,206 17,847,509 17,272,888 -574,621 284,544 -136,238 2009/10 427,262 2010/11291,024 2011/12 15,239,995 14,702,172 14,350,474 383 Investigative Services Performance Measures Performance Measures Performance Measures Description Description Description Part I (Violent/Property) Crime Volume Part I (Violent/Property) Crime Volume Part I (Violent/Property) Crime Volume Part I Crime rate per 1,000 Residents Part I Crime rate per 1,000 Residents Part I Crime rate per 1,000 Residents Homicide Clearance rate Homicide Clearance rate Homicide Clearance rate Total Part I, Property Crime Clearance Rate Total Part I, Property Crime Clearance Rate Total Part I, Property Crime Clearance Rate Actual Actual 2009/10 Actual 2009/10 2009/10 7,240 7,240 7,240 29.6 29.6 29.6 90% 90% 90% 18% 18% 18% Volunteer Hours Volunteer Hours Volunteer Hours # of # of Volunteers # of Volunteers Volunteers 6 6 6 1 1 1 Description Description Description Clerical support to the Investigative Services Bureau. Clerical support to the Investigative Services Bureau. Clerical support to the Investigative Services Bureau. Smart Card administration and MAG training for the Smart Card administration and MAG training for the Investigative Services Bureau's Policetraining Crisis Intervention Smart Card administration and MAG for the Investigative Services Bureau's Police Crisis Intervention Unit. Investigative Services Bureau's Police Crisis Intervention Unit. Unit. Total 7 Total 7 Total 7 The value of volunteer hours was calculated using an hourly rate of $19.25. The value of volunteer hours was calculated using an hourly rate of $19.25. The value of volunteer hours was calculated using an hourly rate of $19.25. 384 # of # of Hours # of Hours Hours 1,548 1,548 1,548 112 112 112 Projected Projected 2010/11 Projected 2010/11 2010/11 6,925 6,925 6,925 28.2 28.2 28.2 100% 100% 100% 18% 18% 18% Estimated Estimated 2011/12 Estimated 2011/12 2011/12 6,832 6,832 6,832 27.8 27.8 27.8 100% 100% 100% 18% 18% 18% Value of Value of Volunteer Value of Volunteer Hours Volunteer Hours Hours $29,799 $29,799 $29,799 $2,156 $2,156 $2,156 Full-time Full-time Equivalent Full-time Equivalent Equivalent 0.7 0.7 0.7 0.1 0.1 0.1 $31,955 $31,955 $31,955 0.8 0.8 0.8 Public Safety - Police FY 2011/12 Adopted Budget Public Safety - Police 385 PUBLIC SAFETY - POLICE Police Administrative Services POLICE ADMINISTRATIVE SERVICES Strategic Goal(s) • Program Description Police Administrative Services comprises four major programs: Forensic Services; Operational Support; Planning, Research & Accreditation; and Technology, Records & Analysis. Forensic Services provides for the collection, identification, documentation, scientific analysis and preservation of physical evidence related to criminal investigations. Operational Support manages the department’s assets and services for equipment, supplies, vehicles, facilities, Public Safety radios and the operations of the 911 Communications Center. Planning, Research & Accreditation completes special projects and research, manages policy development, monitors trends and issues related to policing, coordinates accreditation compliance and manages the department’s Strategic Plan. Technology, Records & Analysis manages the acquisition, development, implementation and maintenance of police technology; oversees the administration, dissemination, security and retention of police records; and performs administrative, strategic and tactical analysis of crime data. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • • Budget Notes and Changes • • • • • 386 Enhance Neighborhoods Achieved International Organization for Standardization (ISO) accreditation for Forensic Laboratory Services. Implemented COPLINK investigative software, which allows sharing of investigative information with East Valley agencies. Transitioned to new Regional Wireless Cooperative (RWC) public safety radio system that provides improved coverage, interoperability with other public safety agencies and increased bandwidth to handle growth in radio voice traffic. Provide timely forensic and analytical support services to investigative and patrol enforcement personnel focusing on the identification of crime patterns and series, and the collection and analysis of evidence. Provide timely administrative and operational support services to the Police Department focusing on fleet management, technology enhancements, improved radio communications, expeditious handling of 911 calls, efficiency improvements in Records processing, timely delivery of policy and accreditation compliance. Facilitate internal and external partnerships that result in improved customer service, cost savings, greater efficiencies and open communications. Eliminated two (2) vacant crime analyst technician positions totaling $113,700. Decreased General Funded Crime Laboratory items ($58,500) by transitioning the budget to special revenue programs. Increase of $77,600 due to the Intergraph Records Management System/Computer Aided Dispatch maintenance agreement, and implementation of the COPLINK investigative software. Increase in Regional Wireless Cooperative (RWC) new public safety radio system operating and maintenance fee, at a net impact of $222,000. Secured Arizona Criminal Justice Commission grant for 1.0 FTE crime laboratory position; transitioned 2.0 FTE vacant police positions to meet higher service demands in the crime laboratory. Public Safety - Police Police Administrative Services Staff Summary Staff Summary Staff Summary Actual 2009/10 Actual 2009/10 Actual 146.50 2009/10 146.50 146.50 Approved 2010/11 Approved 2010/11 Approved 147.50 2010/11 147.50 147.50 Adopted Change 10/11 2011/12 Change to 10/11 11/12 Adopted 2011/12 Change to 10/11 11/12 Adopted 145.50 -2.00 2011/12 to 11/12 145.50 -2.00 5.93 % 145.50 -2.00 5.93 % 5.93 % General Fund General Fund Grants GeneralFund Fund Grants Fund Special Programs Fund Grants Fund Special Programs Fund Total Division Budget Special Programs Fund Total Division Budget Total Division By Budget Expenditures Type Actual 2009/10 Actual 2009/10 Actual 13,101,552 2009/10 13,101,552 197,939 13,101,552 197,939 184,605 197,939 184,605 13,484,097 184,605 13,484,097 13,484,097 Approved 2010/11 Approved 2010/11 Approved 13,011,325 2010/11 13,011,325 272,584 13,011,325 272,584 212,732 272,584 212,732 13,496,641 212,732 13,496,641 13,496,641 Adopted Change 10/11 2011/12 Change to 11/12 Adopted 10/11 2011/12 Change to 10/11 11/12 Adopted 13,239,211 227,886 2011/12 to 11/12 13,239,211 227,886 109,673 -162,911 13,239,211 227,886 109,673 -162,911 282,835 70,103 109,673 -162,911 282,835 70,103 13,631,719 135,078 282,835 70,103 13,631,719 135,078 13,631,719 135,078 Personnel Services Personnel Services Contractual Services Personnel Services Contractual Services Commodities Contractual Services Commodities Capital Outlays Commodities Capital Outlays SubTotal Operating Budget Capital Outlays SubTotal Operating Budget Operating Operating Projects Budget SubTotal Operating Projects Total Division Budget Operating Projects Total Division Budget Total Division Budget Actual 2009/10 Actual 2009/10 Actual 10,572,466 2009/10 10,572,466 2,216,949 10,572,466 2,216,949 571,495 2,216,949 571,495 123,187 571,495 123,187 13,484,097 123,187 13,484,097 0 13,484,097 0 13,484,097 0 13,484,097 13,484,097 Approved 2010/11 Approved 2010/11 Approved 10,314,152 2010/11 10,314,152 2,419,878 10,314,152 2,419,878 732,030 2,419,878 732,030 30,581 732,030 30,581 13,496,641 30,581 13,496,641 0 13,496,641 0 13,496,641 0 13,496,641 13,496,641 Adopted Change 10/11 2011/12 Change to 11/12 Adopted 10/11 2011/12 Change to 10/11 11/12 Adopted 10,441,852 127,700 2011/12 to 11/12 10,441,852 127,700 2,485,379 65,501 10,441,852 127,700 2,485,379 65,501 704,488 -27,542 2,485,379 65,501 704,488 -27,542 0 -30,581 704,488 -27,542 0 -30,581 13,631,719 135,078 0 -30,581 13,631,719 135,078 0 0 13,631,719 135,078 0 0 13,631,719 135,078 0 0 13,631,719 135,078 13,631,719 135,078 Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs Full-time Equivalents (FTE) % of City's FTEs % of City'sSource FTEs Funding Funding Source Funding Source Expenditures By Type Expenditures By Type Public Safety - Police 387 Police Administrative Services Performance Performance Measures Measures Performance Measures Description Description Description Percentage of of Blood Blood Alcohol Alcohol analysis analysis conducted conducted within within 10 10 days. days. Percentage Percentage of Blood Alcohol analysis conducted within 10 days. Percentage Percentage of of Police Police Department Department Compstat Compstat meetings meetings conducted conducted with assistance of ASB ASB Personnel.Compstat meetings conducted Percentage of Police Department with assistance of Personnel. with assistance of ASB Personnel. Percentage Percentage of of 911 911 calls calls answered answered within within 10 10 seconds. seconds. Percentage of 911 calls answered within 10 seconds. Percentage Percentage of of monthly monthly UCR UCR statistical statistical data data submitted submitted to to State State within 45 days days of month monthUCR end.statistical data submitted to State Percentage of monthly within 45 of end. within 45 days of month radio end. Number Number of of public public safety safety radio service service requests requests completed completed at at the the request of Scottsdale Fire Department personnel. Number of public safety radio service requests completed at the request of Scottsdale Fire Department personnel. request of Fire Department personnel. Number of Scottsdale contracts for for Law Enforcement forensic lab lab services services Number of contracts Law Enforcement forensic with external public safety partners. Number of contracts for Law Enforcement forensic lab services with external public safety partners. with external public safety partners. Actual Actual 2009/10 Actual 2009/10 2009/10 99% 99% 99% 100% 100% 100% 93.25% 93.25% 93.25% 100% 100% 100% n/a n/a n/a 3 3 3 Volunteer Hours Hours Volunteer Volunteer Hours # # of of Volunteers # of Volunteers Volunteers 4 4 4 Description Description Description Clerical Clerical support, support, such such as as data data entry entry services, services, for for the the Administrative Services Bureau's Crime Laboratory Clerical support, such as data entry services, for theand Administrative Services Bureau's Crime Laboratory and Property Administrative ServicesUnit. Bureau's Crime Laboratory and Property and and Evidence Evidence Unit. Property and Evidence Delivery services services to the the Unit. Administrative Services Services Bureau's Bureau's 2 Delivery to Administrative 2 Police Supply and Equipment Unit. Delivery services the Administrative Services Bureau's 2 Police Supply andtoEquipment Unit. Police Supply and Equipment Strategic planning consultationUnit. and assistance assistance for for the the 1 Strategic planning consultation and 1 Administrative Services Bureau's Planning, Research and Strategic planning consultation and assistance for the and 1 Administrative Services Bureau's Planning, Research Accreditation AdministrativeDivision. Services Bureau's Planning, Research and Accreditation Division. Accreditation Division. Total 7 Total 7 Total 7 The The value value of of volunteer volunteer hours hours was was calculated calculated using using an an hourly hourly rate rate of of $19.25. $19.25. The value of volunteer hours was calculated using an hourly rate of $19.25. 388 Projected Projected 2010/11 Projected 2010/11 2010/11 99% 99% 99% 100% 100% 100% 94.00% 94.00% 94.00% 100% 100% 100% 500 500 500 3 3 3 Estimated Estimated 2011/12 Estimated 2011/12 2011/12 100% 100% 100% 100% 100% 100% 94.50% 94.50% 94.50% 100% 100% 100% 550 550 550 3 3 3 # # of of Hours # of Hours Hours 1,014 1,014 1,014 Value Value of of Volunteer Value of Volunteer Hours Volunteer Hours Hours $19,520 $19,520 $19,520 Full-time Full-time Equivalent Full-time Equivalent Equivalent 0.5 0.5 0.5 447 447 447 44 44 44 $8,605 $8,605 $8,605 $847 $847 $847 0.2 0.2 0.2 0.0 0.0 0.0 $28,972 $28,972 $28,972 0.7 0.7 0.7 Public Safety - Police FY 2011/12 Adopted Budget Public Safety - Police 389 PUBLIC SAFETY - POLICE Police Personnel Development Strategic Goal(s) • Program Description Police Personnel Development comprises two programs: Recruiting & Personnel and Training. Recruiting & Personnel conducts pre-employment recruitment and selection testing, as well as background investigation in the hiring of sworn and civilian employees. The program also facilitates a wide variety of personnel-related issues for incumbent employees within the Police Department. Police Training conducts basic and advanced officer and civilian training for Police Department employees, and is responsible for ensuring certification and compliance for sworn and civilian positions. Police Training identifies training liability trends, develops training plans and forecasts required training based on current events. This area also manages all administrative functions relating to training at regional police academies and the Scottsdale Police/Fire Training Facility. FY 2010/11 Highlights • • • • FY 2011/12 Priorities • • • • Budget Notes and Changes • • • • 390 POLICE PERSONNEL DEVELOPMENT Enhance Neighborhoods The Modular Training Program was expanded to include a Civilian Training Module, a Supervisor Training Module, and a Command Staff Module. Efforts were increased to enhance employee career development through the delivery of a Sergeant School, Officer in Charge (OIC) School, Civilian Instructor School and Police Aide In-Service training. Worked with Fire personnel on their first multi-agency Fire Fighter recruitment and test. Reclassified 11 Police Officer Reserve positions and transferred them, along with the associated funding, to the pipeline program to meet current and future needs. Attain basic Peace Officer Standards and Training (POST) Board certifications for all newly hired sworn employees through the successful completion of one of the utilized police academies. Train, mentor, and prepare academy graduates to be solo officers through their successful completion of the Post-Academy and Field Training Program. Meet POST certification standards for all sworn officers as they relate to Proficiency and Continuing Training requirements. Develop and present workshops to expand outreach efforts in attracting a variety of qualified applicants for sworn and civilian positions. Reduced pipeline program funding totaling $200,000. Eliminated one police officer position through attrition, totaling $105,200. Reduction in property, liability and worker's compensation internal service fund rate of $44,500. Reclassified 11 Police Officer Reserve slots and transferred them, along with the associated funding, to the pipeline program to meet goal of maintaining full staffing. Public Safety - Police Police Personnel Development Staff Summary Staff Staff Summary Summary Staff Summary Full-time Equivalents Equivalents (FTE) (FTE) Full-time Full-time Full-time Equivalents Equivalents (FTE) (FTE) % % of of City's City's FTEs FTEs % of City's FTEs % of City's FTEs Funding Source Source Funding Funding Funding Source Source General General Fund Fund General General Fund Fund Grants Fund Grants Fund Grants Grants Fund Fund Total Division Division Budget Budget Total Total Division Total Division Budget Budget Expenditures By Expenditures By Type Type Expenditures Expenditures By By Type Type Personnel Personnel Services Services Personnel Personnel Services Services Contractual Services Contractual Contractual Services Services Contractual Services Commodities Commodities Commodities Commodities Capital Outlays Capital Outlays Outlays Capital Capital Outlays SubTotal Operating SubTotal Operating Operating Budget Budget SubTotal SubTotal Operating Budget Budget Operating Projects Projects Operating Operating Projects Operating Projects Total Division Budget Total Total Division Division Budget Budget Total Division Budget Actual Actual Actual Actual 2009/10 2009/10 2009/10 2009/10 Approved Approved Approved Approved 2010/11 2010/11 2010/11 2010/11 17.00 17.00 17.00 17.00 17.00 17.00 17.00 17.00 Actual Actual Actual Actual 2009/10 2009/10 2009/10 2009/10 2,802,817 2,802,817 2,802,817 2,802,817 55,196 55,196 55,196 55,196 2,858,013 2,858,013 2,858,013 2,858,013 Approved Approved Approved Approved 2010/11 2010/11 2010/11 2010/11 Actual Actual Actual Actual 2009/10 2009/10 2009/10 2009/10 2,208,554 2,208,554 2,208,554 2,208,554 327,739 327,739 327,739 327,739 321,720 321,720 321,720 321,720 0 0 0 0 2,858,013 2,858,013 2,858,013 2,858,013 0 0 0 0 2,858,013 2,858,013 2,858,013 2,858,013 Performance Measures Performance Performance Measures Measures Performance Measures Description Description Description Description Number of Number of recruitments recruitments which which led led to to civilian civilian personnel personnel hiring hiring Number Number of of recruitments recruitments which which led led to to civilian civilian personnel personnel hiring hiring Number Number of of applications applications processed processed for for positions positions within within the the Police Police Number of applications processed for positions within the Number of applications processed for positions within the Police Police Department Department Department Department Number of Number of officers officers successfully successfully graduating graduating from from the the police police Number Number of of officers officers successfully successfully graduating graduating from from the the police police academy academy academy academy Number of of outside outside training training classes classes attended attended by by sworn sworn and and civilian civilian Number Number Number of of outside outside training training classes classes attended attended by by sworn sworn and and civilian civilian employees employees employees employees Ensure Ensure 100% 100% of of officers officers maintain maintain their their POST POST certification certification Ensure Ensure 100% 100% of of officers officers maintain maintain their their POST POST certification certification Achieve 90% Achieve 90% or or higher higher of of officers officers successfully successfully graduating graduating the the Achieve Achieve 90% 90% or or higher higher of of officers officers successfully successfully graduating graduating the the academy academy academy academy Public Safety - Police 2,556,080 2,556,080 2,556,080 2,556,080 0 0 0 0 2,556,080 2,556,080 2,556,080 2,556,080 Approved Approved Approved Approved 2010/11 2010/11 2010/11 2010/11 2,001,276 2,001,276 2,001,276 2,001,276 288,279 288,279 288,279 288,279 266,525 266,525 266,525 266,525 0 0 0 0 2,556,080 2,556,080 2,556,080 2,556,080 0 0 0 0 2,556,080 2,556,080 2,556,080 2,556,080 Adopted Change 10/11 Adopted Change 10/11 Adopted Change 10/11 Adopted Change 10/11 2011/12 to 11/12 11/12 2011/12 to 2011/12 to 2011/12 to 11/12 11/12 16.00 -1.00 16.00 -1.00 16.00 -1.00 16.00 -1.00 0.65 % 0.65 % % 0.65 0.65 % Adopted Adopted Change Change 10/11 10/11 Adopted Change 10/11 Adopted Change 10/11 2011/12 to 2011/12 to 11/12 11/12 2011/12 to 11/12 2011/12 to 11/12 2,251,025 -305,055 2,251,025 -305,055 2,251,025 -305,055 2,251,025 -305,055 0 0 0 0 0 0 0 0 2,251,025 -305,055 2,251,025 -305,055 2,251,025 -305,055 2,251,025 -305,055 Adopted Change 10/11 Adopted Change 10/11 Adopted Change 10/11 Adopted Change 10/11 2011/12 to 11/12 2011/12 to 11/12 2011/12 to 11/12 2011/12 to 11/12 1,755,873 -245,403 1,755,873 -245,403 1,755,873 -245,403 1,755,873 -245,403 266,698 -21,581 266,698 -21,581 266,698 -21,581 266,698 -21,581 228,454 -38,071 228,454 -38,071 228,454 -38,071 228,454 -38,071 0 0 0 0 0 0 0 0 2,251,025 -305,055 2,251,025 -305,055 2,251,025 -305,055 2,251,025 -305,055 0 0 0 0 0 0 0 0 2,251,025 -305,055 2,251,025 -305,055 2,251,025 -305,055 2,251,025 -305,055 Actual Actual Actual Actual 2009/10 2009/10 2009/10 2009/10 7 7 7 7 1,399 1,399 1,399 1,399 Projected Projected Projected Projected 2010/11 2010/11 2010/11 2010/11 5 5 5 5 1,000 1,000 1,000 1,000 Estimated Estimated Estimated Estimated 2011/12 2011/12 2011/12 2011/12 6 6 6 6 1,200 1,200 1,200 1,200 10 10 10 10 10 10 10 10 10 10 10 10 378 378 378 378 380 380 380 380 385 385 385 385 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 100% 391 FY 2011/12 Adopted Budget 392 Public Safety - Police City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One Public Works Capital Project Management Facilities Management Fleet Management Public Works Administration Solid Waste Management Street Operations Public Works 393 Public Works Public Works The Public Works Division includes the following five service areas: Capital Projects Management: Capital Projects Management oversees the design, project management and construction of capital improvement projects including infrastructure improvements such as streets, parks, storm water, water and wastewater facilities, city and community buildings and WestWorld. The Real Estate program manages city-owned land through revocable licenses, permits and/or leases that provide a financial return to the city and is also responsible for the acquisition of real property interests that support the Capital Projects Management program. Solid Waste Management: Solid Waste Management provides residential refuse, curbside recycling, and brush/bulk collection services to more than 79,000 single family customers. They also provide commercial collection services six days a week to businesses, multi-family housing developments, and all city facilities and parks. Along with these collection programs Solid Waste provides landfill diversion programs such as Household Hazardous Waste, Electronics Recycling, moving box, white goods collections and cardboard baling. Fleet Management: Fleet Management provides administration and support for centralized fleet operations to ensure efficient and cost effective maintenance, repair, fueling and replacement of City owned vehicles and equipment. Street Operations: Street Operations provides cost effective maintenance and environmental compliance through efficient management of transportation, traffic control and drainage system components. Facilities Management: Facilities Management provides maintenance and repair services for more than 2.9 million square feet of city-owned buildings, pathway lighting for parks, and area lighting for parking lots. Skilled maintenance includes plumbing, electrical, HVAC, carpentry, concrete and metal work, and welding. The Strategic Space Planning service area develops, plans and implements Citywide space planning and management. Dan Worth Executive Director Public Works 395 Public Works Strategic Goal(s) • Seek Sustainability • Advance Transportation FY 2010/11 Highlights • Capital Projects Management completed initial round of American Recovery and Reinvestment Act (ARRA) projects and established a successful administration system for federal funding. ROW, field and administrative procedures were reviewed and passed by federal officials during onsite inspections. • Capital Projects Management completed several key projects on critical schedules including Soleri Bridge, McCormick-Stillman Railroad Museum, CAP water treatment expansion, and Indian School Road. • Fleet Management reviewed and analyzed an Outsourced/ Managed Competition opportunity from Request for Proposal for Parts Room Operations. • Facilities Management received almost $50,000 in rebates for incorporating energy-saving materials and equipment in City facilities. • Street Operations completed the new Traffic Signal controller upgrade in which 170 controllers were replaced with new controllers at 200 intersections. 396 FY 2011/12 Priorities • Capital Projects Management to complete programmed CIP projects within approved budget and schedule to the satisfaction of client divisions. • Fleet Management to analyze equipment utilization in efforts to "right-size" or increase efficiencies and reduce costs. • Facilities Management to perform preventative maintenance to protect the City's infrastructure investment and to keep City facilities aesthetically pleasing. • Street Operations to maintain City's paved street system at an average condition rating of 80 on a 100 point scale. • Solid Waste to negotiate and complete landfill contract with Salt River Pima Maricopa Indian Community to extend through the year 2020. Budget Notes and Changes • Majority of Contractual Services budget reductions are in Street Operations for Street Overlay treatments funded in CIP in FY 2011/12; completion of most of the ARRA Overlay projects in FY 2010/11; budget related to storm events; and budget for the number of unpaved roads receiving PM10 treatments. Solid Waste has Contractual Services reductions in Fleet rates of $450,000. • Majority of Commodities budget reductions are in Street Operations primarily for completed ARRA LED lighting project. • Majority of Capital Outlays budget increase is in Fleet Management for planned/scheduled vehicle and equipment replacements. • Facilities Management eliminated $247,400 from the operating project and tenant improvement projects budget. Public Works Capital Project Management Facilities Management Fleet Management Public Works Administration Solid Waste Management Street Operations Public Works Public Works Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 295.00 295.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 294.00 -1.00 11.98 % Funding Source Actual 2009/10 Approved 2010/11 Fleet Management Fund 13,527,206 15,304,526 17,053,534 1,749,008 General Fund 16,911,459 16,402,690 15,776,277 -626,413 495,757 666,514 0 -666,514 Highway User Fund 13,951,687 14,887,387 11,697,554 -3,189,833 Solid Waste Management Fund 15,272,986 15,657,995 15,209,761 -448,234 Total Division Budget 60,159,096 62,919,112 59,737,126 -3,181,986 Actual 2009/10 Approved 2010/11 Personnel Services 18,505,032 17,851,566 17,689,690 -161,876 Contractual Services 28,575,555 31,038,221 26,942,659 -4,095,562 Commodities 8,188,470 9,457,775 8,865,728 -592,047 Capital Outlays 4,890,039 3,742,139 5,657,038 1,914,899 60,159,096 62,089,701 59,155,115 -2,934,586 0 829,411 582,011 -247,400 60,159,096 62,919,112 59,737,126 -3,181,986 Grants Fund Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type SubTotal Operating Budget Operating Projects Total Division Budget Public Works Adopted Change 10/11 2011/12 to 11/12 397 Public Works Performance Measures Performance Measures Description Description Capital Project Management expense allocation as a percentage Capital Project Management expense allocation as a percentage of managed capital projects of managed capital projects Number of real estate leases/licenses managed per employee Number of real estate leases/licenses managed per employee (1.75 FTE committed to lease/license management) (1.75 FTE committed to lease/license management) Fleet maintenance/repair vehicles completed < 1 day Fleet maintenance/repair vehicles completed < 1 day Fleet direct labor hours billed as percent of hours available Fleet direct labor hours billed as percent of hours available Street Operations Road rehabilitation expenditures per paved lane Street Operations Road rehabilitation expenditures per paved lane mile mile Street Operations Operating and maintenance expenditures per Street Operations Operating and maintenance expenditures per linear mile swept linear mile swept Facilities Custodial services satisfaction rating (1) Facilities Custodial services satisfaction rating (1) Facilities scheduled preventive maintenance tasks completed (2) Facilities scheduled preventive maintenance tasks completed (2) Solid Waste Average monthly cost to the customer for residential Solid Waste Average monthly cost to the customer for residential solid waste services solid waste services Solid Waste Average pounds of recyclable material collected per Solid Waste Average pounds of recyclable material collected per account account Solid Waste Avoiding tipping fees and receive revenue through Solid Waste Avoiding tipping fees and receive revenue through tonnage from various annual diversion programs tonnage from various annual diversion programs Actual Actual 2009/10 2009/10 5.8% 5.8% Projected Projected 2010/11 2010/11 6.3% 6.3% Estimated Estimated 2011/12 2011/12 7.0% 7.0% 80 80 85 85 85 85 85.7% 85.7% 71% 71% $1,230 $1,230 88.0% 88.0% 72% 72% $2,700 $2,700 88.0% 88.0% 74% 74% $1,609 $1,609 $25.30 $25.30 $19.16 $19.16 $19.16 $19.16 95% 95% 95% 95% $15.96 $15.96 95% 95% 95% 95% $15.96 $15.96 95% 95% 95% 95% $15.96 $15.96 660 660 710 710 740 740 31,650 31,650 32,283 32,283 33,000 33,000 (1) Number of Custodial surveys completed annually = 780 (1) Number of Custodial surveys completed annually = 780 (2) Number of scheduled preventive maintenance completed annually = 1,248 (2) Number of scheduled preventive maintenance completed annually = 1,248 398 Public Works FY 2011/12 Adopted Budget Public Works 399 PUBLIC WORKS Capital Project Management CAPITAL PROJECT MANAGEMENT Strategic Goal(s) • Seek Sustainability Program Description The Capital Projects Management service area oversees design, project management and construction of capital improvement projects for the City. This includes infrastructure improvements such as streets, parks, storm water, and 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. The Real Estate Services program within Capital Projects Management manages city owned land uses through revocable licenses, permits and/or leases that provide a financial return to the city. The Real Estate program 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 divisions. In addition, the program is responsible for the purchase of privately held land parcels for the McDowell Sonoran Preserve. FY 2010/11 Highlights • • • FY 2011/12 Priorities • Complete programmed CIP projects within approved budget and schedule to the satisfaction of client divisions. Assist client divisions with the most efficient use of available capital and provide assistance in identifying new sources of capital for CIP projects. Review excess real estate assets to identify potential candidates for disposition. • No significant changes are anticipated for FY 2011/12. • • Budget Notes and Changes 400 Completed initial round of American Recovery and Reinvestment Act (ARRA) projects and established a successful administration system for federal funding. ROW, field and administrative procedures were reviewed and passed by federal officials during onsite inspections. Completed several key projects on critical schedules including Soleri Bridge, McCormick-Stillman Railroad Museum, CAP water treatment expansion, Indian School Road. Initiated and/or completed several strategic real asset transactions: Pepperwood/McKnight building exchange; Notre Dame land option; Senior Center sale. Public Works Capital Project Management Staff Summary Staff Summary Staff Staff Summary Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) Full-time Full-time Equivalents Equivalents (FTE) (FTE) % of City's FTEs % of City's FTEs % of City's FTEs % of City's FTEs Funding Source Funding Source Funding Funding Source Source General Fund General Fund General General Fund Fund Total Division Budget Total Division Total Division Division Budget Budget Total Budget Expenditures By Type Expenditures By Type Expenditures Expenditures By By Type Type Personnel Services Personnel Services Personnel Personnel Services Services Contractual Services Contractual Services Contractual Contractual Services Services Commodities Commodities Commodities Commodities Capital Outlays Capital Outlays Outlays Capital Capital Outlays SubTotal Operating Budget SubTotal SubTotal Operating Operating Budget Budget SubTotal Operating Budget Operating Projects Operating Operating Projects Projects Operating Projects Total Division Budget Total Division Total Division Division Budget Budget Total Budget Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 41.00 41.00 41.00 41.00 Approved Approved Approved 2010/11 Approved 2010/11 2010/11 2010/11 41.00 41.00 41.00 41.00 Adopted Adopted Adopted 2011/12 Adopted 2011/12 2011/12 2011/12 41.00 41.00 41.00 41.00 1.67 % 1.67 % 1.67 1.67 % % Change 10/11 Change 10/11 Change to 10/11 11/12 Change 10/11 to to 11/12 11/12 to 11/12 0.00 0.00 0.00 0.00 Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 188,904 188,904 188,904 188,904 188,904 188,904 188,904 188,904 Approved Approved Approved 2010/11 Approved 2010/11 2010/11 2010/11 280,691 280,691 280,691 280,691 280,691 280,691 280,691 280,691 Adopted Adopted Adopted 2011/12 Adopted 2011/12 2011/12 2011/12 287,927 287,927 287,927 287,927 287,927 287,927 287,927 287,927 Change 10/11 Change 10/11 Change to 10/11 11/12 Change 10/11 to 11/12 to to 11/12 11/12 7,236 7,236 7,236 7,236 7,236 7,236 7,236 7,236 Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 118,432 118,432 118,432 118,432 69,442 69,442 69,442 69,442 1,030 1,030 1,030 1,030 0 0 0 0 188,904 188,904 188,904 188,904 0 0 0 0 188,904 188,904 188,904 188,904 Approved Approved Approved 2010/11 Approved 2010/11 2010/11 2010/11 211,665 211,665 211,665 211,665 68,071 68,071 68,071 68,071 955 955 955 955 0 0 0 0 280,691 280,691 280,691 280,691 0 0 0 0 280,691 280,691 280,691 280,691 Adopted Change 10/11 Adopted Change 10/11 Adopted Change 10/11 2011/12 Change to 10/11 11/12 Adopted 2011/12 to 11/12 2011/12 to 2011/12 to 11/12 11/12 194,510 -17,155 194,510 -17,155 194,510 -17,155 194,510 -17,155 90,547 22,476 90,547 22,476 90,547 22,476 90,547 22,476 2,870 1,915 2,870 1,915 2,870 1,915 2,870 1,915 0 0 0 0 0 0 0 0 287,927 7,236 287,927 7,236 287,927 7,236 287,927 7,236 0 0 0 0 0 0 0 0 287,927 7,236 287,927 7,236 287,927 7,236 287,927 7,236 Performance Measures Performance Measures Performance Performance Measures Measures Description Description Description Description Capital Project Management expense allocation as a percentage Capital Project Management expense Capital Project Management expense allocation allocation as as a a percentage percentage of managed capital projects (1) Capital Project Management expense allocation as a percentage of managed capital projects (1) of managed capital projects (1) of managed capital projects (1) Number of real estate leases/licenses managed per employee Number of real estate leases/licenses managed per employee Number of real leases/licenses managed (1.75 FTE lease/license management) Number of committed real estate estateto leases/licenses managed per per employee employee (1.75 FTE committed to lease/license management) (1.75 FTE FTE committed committed to to lease/license lease/license management) management) (1.75 Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 5.8% 5.8% 5.8% 5.8% Projected Projected Projected 2010/11 Projected 2010/11 2010/11 2010/11 6.3% 6.3% 6.3% 6.3% Estimated Estimated Estimated 2011/12 Estimated 2011/12 2011/12 2011/12 7.0% 7.0% 7.0% 7.0% 80 80 80 80 85 85 85 85 85 85 85 85 (1) Projected increase in expense allocation is a function of having more projects with smaller budgets. Small (1) Projected increase in expense allocation is a function of having more projects with smaller budgets. Small (1) Projected increase in a more with Small projects require the same level andallocation hours of is coordination ashaving large projects which increases thebudgets. allocation per (1) Projected increase in expense expense allocation is a function function of of having more projects projects with smaller smaller budgets. Small projects require the same level and hours of coordination as large projects which increases the allocation projects require thecost. same level level and and hours hours of of coordination coordination as as large large projects projects which which increases increases the the allocation allocation per per dollar of require budgeted projects the same per dollar of budgeted cost. dollar dollar of of budgeted budgeted cost. cost. Public Works 401 PUBLIC WORKS Facilities Management FACILITIES MANAGEMENT Strategic Goal(s) • Seek Sustainability Program Description The Facilities Management service area provides maintenance and repair services for more than 2.9 million square feet of City-owned buildings, pathway lighting for parks and area lighting for parking lots. Skilled maintenance programs include plumbing, electrical, HVAC, carpentry, mill work, exterior and interior painting, concrete flat work, metal work, and welding. These programs also perform preventative maintenance on all facilities to protect the City’s investment in its infrastructure and to minimize the risk of major-system failures. The Strategic Space Planning program develops, plans and implements Citywide space planning and strategic space management and the integrated workplace management system. This 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. The Contract Administration program comprises 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 are fire alarm system, fire extinguisher maintenance, elevator maintenance and automatic/garage door maintenance. The citywide Custodial Services program manages routine and special janitorial services for 1.3 million square feet. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • • 402 Received almost $50,000 in rebates for incorporating energy-savings materials and equipment in City facilities. Reduced out-sourced, annual custodial costs by $90,000 without reducing service levels during contract rebid. Managed energy audits on 29 high, energy-use City facilities that identified energy consumption patterns and recommended energy-saving modifications projects for future, Provide timely maintenance and repair to all City facilities. Perform preventative maintenance to protect the City's infrastructure investment and to keep City facilities aesthetically pleasing. Continue to identify and implement energy- and water-saving opportunities in City facilities. Public Works Facilities Management Budget Notes Budget and Notes Changes and Changes Personnel Services increases for Health/Dental and Retirement. Also increases in FT wagesServices for a position vacant in FY 2009/10, filled mid-year FY 2010/11. • Personnel increases for Health/Dental and Retirement. Also increases in • FT Eliminated $500,000 from the operating project and tenant improvement project wages for a position vacant in FY 2009/10, filled mid-year FY 2010/11. list resulting in a $75,000 from the 2010/11 approved Contractual • Eliminated $500,000 from thereduction operating project andFY tenant improvement project list resultingbudget in a $75,000 reduction from 2010/11 approved Contractual Services and $247,400 fromthe theFYFY 2010/11 approved Operating projects Services budget. budget and $247,400 from the FY 2010/11 approved Operating projects • budget. Staff Summary Staff Summary Approved Change 10/11 ActualActual Approved Adopted Adopted Change 10/11 2009/10 2010/112010/112011/12 2011/12 to 11/12 2009/10 to 11/12 Full-timeEquivalents Equivalents (FTE) Full-time (FTE) 55.00 55.00 55.00 55.00 55.00 City'sFTEs FTEs %%ofofCity's 2.24 % 55.00 0.00 0.00 2.24 % Funding Source Funding Source General Fund General Fund Grants Fund Grants Fund Highway User Fund Total Division Budget Highway User Fund Total Division By Budget Expenditures Type Expenditures By Type Personnel Services Contractual Services Personnel Services Commodities Capital Outlays Contractual Services SubTotal Operating Budget Commodities Operating Projects Capital Outlays Total Division Budget SubTotal Operating Budget Operating Projects Total Division Budget Actual Approved Adopted Change 10/11 Approved2011/12 Adopted Change 10/11 2009/10Actual 2010/11 to 11/12 2009/10 16,378,605 2010/11 15,782,119 16,378,605 131,324 15,782,119 51,987 051,987 16,430,593 Actual 2009/10 to 11/12 15,235,605 0 -131,324 -546,514 0131,324 492,300 15,913,443 0 16,430,593 2011/12 15,235,605 15,727,905 0 15,913,443 Approved 2010/11 -546,514 0 492,300 -131,324 -185,538 492,300 492,300 15,727,905 -185,538 Adopted Change 10/11 2011/12 to 11/12 Approved Change 10/11 4,419,330Actual4,057,961 4,187,781 Adopted 129,820 2009/10 10,780,533 2010/11 9,901,390 9,821,733 2011/12 -79,657 4,419,3301,116,979 4,057,961 1,223,028 1,136,380 4,187,781 19,401 7,702 10,780,533 7,702 9,901,390 to 11/12 129,820 0 9,821,733 -7,702 -79,657 16,430,593 15,084,032 15,145,894 1,136,380 61,862 1,223,028 1,116,979 19,401 0 7,702 829,411 7,702582,011 -247,400 16,430,593 15,913,443 15,727,905 -185,538 0 -7,702 16,430,593 15,084,032 15,145,894 61,862 0 829,411 582,011 -247,400 16,430,593 15,913,443 15,727,905 -185,538 Performance Measures Actual 2009/10 Projected 2010/11 Estimated 2011/12 Facilities scheduled preventive maintenance tasks completed (1) 95% 95% 95% Custodial services satisfaction rating (2) 95% 95% 95% Description (1) Number of scheduled preventive maintenance completed annually = 1,248 (2) Number of Custodial surveys completed annually = 780 Public Works 403 PUBLIC WORKS Fleet Management FLEET MANAGEMENT Strategic Goal(s) • Seek Sustainability Program Description Fleet Management provides administration and support for centralized fleet operations to ensure efficient and cost-effective maintenance, repair, fueling, and replacement of City owned vehicles and equipment. Fleet Operations maintains more than 1,200 City owned vehicles and equipment at scheduled intervals and performs repairs as needed. Fleet Parts Supply purchases and supplies parts and accessories required to maintain and repair all City owned vehicles and equipment to technicians as well as City employees. The Fuel program provides and manages the inventory of fuel for City owned vehicles and equipment 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. The Vehicle Acquisition program's primary function is to purchase all vehicles and equipment required by City divisions. FY 2010/11 Highlights • • FY 2011/12 Priorities • • • Budget Notes and Changes 404 • • • Successful Fleet operation expansion into McKellips Service Center (MSC) as the primary light duty maintenance shop with existing staffing and resources. Customer satisfaction rating of 92 percent for MSC on completed work orders. Primary light duty customers consist of Police and Parks & Recreation vehicles. An Outsourced/Managed Competition opportunity from Request for Proposal Parts Room Operations was reviewed and analyzed. Analyze equipment utilization in efforts to "right-size" or increase efficiencies and reduce costs. (For example: establish motor pool, opportunity to expand into E85 alternative fuel usage, etc.) Continued customer education of equipment usage, fuel consumption, maintenance costs, replacement planning, etc. to support information sharing of "real-time" activity and costs being incurred through enhanced reporting and opportunity of creating new monthly direct billing process. Complete construction of North Corp Yard Fleet Maintenance Facility expansion and facilitate successful transition to re-centralize all maintenance operations with no reduced service impacts. Elimination of 1.0 FTE Equipment Parts Specialist position; Health/Dental and Retirement budgets increased. Commodities reduction in unleaded and diesel fuel accounts. Capital Outlays increase for planned/scheduled vehicle and equipment replacements. Public Works Fleet Management Staff Summary Staff Staff Summary Summary Full-time Equivalents (FTE) Full-time Full-time Equivalents Equivalents (FTE) (FTE) % of City's FTEs % of City's FTEs % of City's FTEs Funding Source Funding Funding Source Source Fleet Management Fund Fleet Fleet Management Management Fund Fund Total Division Budget Total Division Budget Total Division Budget Expenditures By Type Expenditures Expenditures By By Type Type Personnel Services Personnel Personnel Services Services Contractual Services Contractual Contractual Services Services Commodities Commodities Commodities Capital Outlays Capital Outlays Outlays Capital SubTotal Operating Budget SubTotal Operating Operating Budget Budget SubTotal Operating Projects Operating Projects Projects Operating Total Division Budget Total Division Division Budget Budget Total Actual Actual Actual 2009/10 2009/10 2009/10 47.00 47.00 47.00 Approved Approved Approved 2010/11 2010/11 2010/11 47.00 47.00 47.00 Adopted Change 10/11 Adopted Change 10/11 Adopted Change 2011/12 to 10/11 11/12 2011/12 to 2011/12 to 11/12 11/12 46.00 -1.00 46.00 -1.00 46.00 -1.00 1.87 % 1.87 % 1.87 % Actual Actual Actual 2009/10 2009/10 2009/10 13,527,206 13,527,206 13,527,206 13,527,206 13,527,206 13,527,206 Approved Approved Approved 2010/11 2010/11 2010/11 15,304,526 15,304,526 15,304,526 15,304,526 15,304,526 15,304,526 Adopted Change 10/11 Adopted Change 10/11 Adopted Change 10/11 2011/12 to 11/12 2011/12 to 11/12 2011/12 to 11/12 17,053,534 1,749,008 17,053,534 1,749,008 17,053,534 1,749,008 17,053,534 1,749,008 17,053,534 1,749,008 17,053,534 1,749,008 Actual Actual Actual 2009/10 2009/10 2009/10 3,242,943 3,242,943 3,242,943 1,175,546 1,175,546 1,175,546 5,622,711 5,622,711 5,622,711 3,486,007 3,486,007 3,486,007 13,527,206 13,527,206 13,527,206 0 0 0 13,527,206 13,527,206 13,527,206 Approved Approved Approved 2010/11 2010/11 2010/11 3,241,650 3,241,650 3,241,650 1,547,113 1,547,113 1,547,113 6,789,301 6,789,301 6,789,301 3,726,462 3,726,462 3,726,462 15,304,526 15,304,526 15,304,526 0 0 0 15,304,526 15,304,526 15,304,526 Adopted Change 10/11 Adopted Change 10/11 Adopted Change 10/11 2011/12 to 11/12 2011/12 to 2011/12 to 11/12 11/12 3,315,851 74,201 3,315,851 74,201 3,315,851 74,201 1,517,267 -29,846 1,517,267 -29,846 1,517,267 -29,846 6,614,878 -174,423 6,614,878 -174,423 6,614,878 -174,423 5,605,538 1,879,076 5,605,538 1,879,076 5,605,538 1,879,076 17,053,534 1,749,008 17,053,534 1,749,008 17,053,534 1,749,008 0 0 0 0 0 0 17,053,534 1,749,008 17,053,534 1,749,008 17,053,534 1,749,008 Performance Measures Performance Performance Measures Measures Description Description Description Fleet maintenance/repair vehicles completed < 1 day Fleet Fleet maintenance/repair maintenance/repair vehicles vehicles completed completed < <1 1 day day Fleet direct labor hours billed as percent of hours available Fleet Fleet direct direct labor labor hours hours billed billed as as percent percent of of hours hours available available Average budgeted fleet costs (including fuel) per fleet equipment Average budgeted fleet costs (including fuel) per fleet Average budgeted fleet costs (including fuel) per fleet equipment equipment Equipment availability (target 96%) Equipment availability (target 96%) Equipment availability (target 96%) Parts availability (target 88%) Parts Parts availability availability (target (target 88%) 88%) Public Works Actual Actual Actual 2009/10 2009/10 2009/10 85.7% 85.7% 85.7% 71% 71% 71% $8,033 $8,033 $8,033 96% 96% 96% 92% 92% 92% Projected Projected Projected 2010/11 2010/11 2010/11 88.0% 88.0% 88.0% 72% 72% 72% $9,072 $9,072 $9,072 96% 96% 96% 92% 92% 92% Estimated Estimated Estimated 2011/12 2011/12 2011/12 88.0% 88.0% 88.0% 74% 74% 74% $8,881 $8,881 $8,881 97% 97% 97% 92% 92% 92% 405 PUBLIC WORKS Public Works Administration Strategic Goal(s) • Program Description Public Works Administration manages Public Works operational, budget and financial activities. It also provides leadership, direction and support for all Service Areas in Public Works. Administration also coordinates all staffing requests for the division. FY 2010/11 Highlights • Monitor the monthly expenses in order to meet the FY 2010/11 adjusted target budget for each service area. FY 2011/12 Priorities • • Provide necessary resources to the service areas within Public Works for efficient delivery of service. Coordinate preparation and implementation of the budget. • Personnel Services budget reduction for CIP Work Order Credit allocation. Budget Notes and Changes 406 PUBLIC WORKS ADMINISTRATION Seek Sustainability Public Works Public Works Administration Staff Summary Staff Staff Summary Summary Full-time Full-time Equivalents Equivalents (FTE) (FTE) Full-time Equivalents (FTE) % of City's FTEs % % of of City's City's FTEs FTEs Funding Funding Source Source Funding Source General Fund General General Fund Fund Total Division Budget Total Division Total Division Budget Budget Expenditures By Type Expenditures Expenditures By By Type Type Personnel Personnel Services Services Personnel Services Contractual Services Contractual Contractual Services Services Commodities Commodities Commodities Capital Outlays Capital Capital Outlays Outlays SubTotal Operating Budget SubTotal SubTotal Operating Operating Budget Budget Operating Projects Operating Projects Projects Operating Total Division Budget Total Division Division Budget Budget Total Actual Actual Actual 2009/10 2009/10 2009/10 3.00 3.00 3.00 Approved Approved Approved 2010/11 2010/11 2010/11 3.00 3.00 3.00 Adopted Change Change 10/11 10/11 Adopted Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 2011/12 to 11/12 3.00 0.00 3.00 0.00 3.00 0.00 0.12 % 0.12 0.12 % % Actual Actual Actual 2009/10 2009/10 2009/10 343,950 343,950 343,950 343,950 343,950 343,950 Approved Approved Approved 2010/11 2010/11 2010/11 339,880 339,880 339,880 339,880 339,880 339,880 Adopted Change 10/11 Adopted Change 10/11 Adopted Change 10/11 2011/12 to 2011/12 to 11/12 11/12 2011/12 to 11/12 252,745 -87,135 252,745 -87,135 252,745 -87,135 252,745 -87,135 252,745 -87,135 252,745 -87,135 Actual Actual Actual 2009/10 2009/10 2009/10 323,647 323,647 323,647 14,773 14,773 14,773 5,530 5,530 5,530 0 0 0 343,950 343,950 343,950 0 0 0 343,950 343,950 343,950 Approved Approved Approved 2010/11 2010/11 2010/11 319,613 319,613 319,613 14,737 14,737 14,737 5,530 5,530 5,530 0 0 0 339,880 339,880 339,880 0 0 0 339,880 339,880 339,880 Adopted Change 10/11 Adopted Change 10/11 Adopted Change 10/11 2011/12 to 11/12 2011/12 to 2011/12 to 11/12 11/12 234,464 -85,149 234,464 -85,149 234,464 -85,149 13,781 -956 13,781 -956 13,781 -956 4,500 -1,030 4,500 -1,030 4,500 -1,030 0 0 0 0 0 0 252,745 -87,135 252,745 -87,135 252,745 -87,135 0 0 0 0 0 0 252,745 -87,135 252,745 -87,135 252,745 -87,135 Performance Measures Performance Performance Measures Measures Description Description Description % of approved operating budget to actual expenditures variance % of approved % of +/-5% approved operating operating budget budget to to actual actual expenditures expenditures variance variance with with +/-5% with +/-5% Public Works Actual Actual Actual 2009/10 2009/10 2009/10 10% 10% 10% Projected Projected Projected 2010/11 2010/11 2010/11 2% 2% 2% Estimated Estimated Estimated 2011/12 2011/12 2011/12 2% 2% 2% 407 PUBLIC WORKS Solid Waste Management SOLID WASTE MANAGEMENT Strategic Goal(s) • • Enhance Neighborhoods Seek Sustainability Program Description The Solid Waste Management service area provides cost-effective collection services through the following five major programs. Residential Collection Services consists of two service programs whose primary function is to provide weekly containerized refuse and recycling collection and monthly uncontained brush and bulk item collection services to more than 79,000 single family residential customers. Commercial Collection Services provides commercial refuse collection six days a week to business establishments, multi-family housing developments, all city facilities, and parks. Container Repair Services provides direct customer service to more than 79,000 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. Household Hazardous Waste (HHW) provides a safe, legal and convenient way for residents of Scottsdale to dispose of unwanted or unneeded HHW items. Transfer Station Operations 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 landfill or recycling facility. Along with these collection programs, Solid Waste provides landfill diversion programs such as Electronics Recycling, moving box and white goods collections, and cardboard baling. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • • 408 No user fee increases for residential or commercial customers, the citizens of Scottsdale. Produced a comparison study, confirmed by the City Auditor's division, which showed rates have remained low while production levels remain high. A poll in the Scottsdale Republic showed that 88 percent of their readers prefer to keep Solid Waste Management as their provider. Maintain effective and positive working relationship with the Salt River Pima Maricopa Indian Community landfill staff. Negotiate and complete landfill contract to extend through calendar year 2020. Upgrade failing scales system in the Transfer Station tunnel to a non-electric hydrostatic system, replacing original electrical wiring system that fails due to exposure to moisture and chemical residue common to the sub-elevation tunnel design, causing data loss and potential unsafe loads on the roadways. Public Works Solid Waste Management Budget Budget Budget Notes Notes Budget Notes and and Notes and Changes Changes and Changes Changes •• • • •• • • Personnel Services increase for for Health/Dental and retirement; reduction in Personnel Servicesbudget budget increase Health/Dental and retirement; reduction in Personnel Services budget increase for Health/Dental and retirement; reduction in overtime budgets off-set increases. overtime budgets off-set increases. Personnel Services budget increase for Health/Dental and retirement; reduction in overtime budgets off-set increases. Contractual Services reduction in Fleet rates. Contractual Services reduction in Fleet rates. overtime budgets off-set increases. Contractual Services reduction in Fleet rates. Contractual Services reduction in Fleet rates. Staff Summary Staff Summary Staff Summary Staff Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs % Funding of City's Source FTEs % of City's FTEs Funding Source Funding Source Funding Source Solid Waste Management Fund Total Division Budget Solid Waste Management Fund Solid Waste Management Fund Solid Waste Management Fund Total Division Budget Expenditures By Type Total Division Budget Total Division Budget Expenditures By Type Expenditures By Type Expenditures By Type Personnel Services Contractual Services Personnel Services Commodities Personnel Services Personnel Services Contractual Services Capital Outlays Contractual Services Contractual Services Commodities SubTotal Operating Budget Commodities Commodities Capital Outlays Operating Projects Capital Outlays Capital Outlays Total Division Budget SubTotal Operating Budget SubTotal Operating Budget SubTotal Operating Operating Projects Budget Operating Projects Operating Projects Total Division Budget Total Division Budget Total Division Budget Public Works Actual Actual 2009/10 Actual 2009/10 Actual 2009/10 89.00 2009/10 89.00 89.00 89.00 Approved Approved 2010/11 Approved 2010/11 Approved 2010/11 89.00 2010/11 89.00 89.00 89.00 Adopted Change 10/11 Adopted toChange 2011/12 11/12 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted Change 10/11 11/12 0.00to to 11/12 89.00 0.00 3.63 % 89.00 0.00 89.00 0.00 3.63 % 3.63 % 3.63 % 2011/12 89.00 2011/12 Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 Actual 2009/10 Approved 2010/11 Adopted Change 10/11 2011/12 to 11/12 Actual Approved Adopted Change 10/11 Actual Approved Adopted Change 10/11 2009/10 2010/11 2011/12 -448,234 to 11/12 15,272,986 Actual 15,657,995 Approved Adopted 2009/10 2010/1115,209,761 2011/12 Change to 10/11 11/12 2009/10 2010/11 2011/12 to 11/12 15,272,986 15,272,986 15,657,995 15,657,99515,209,761 15,209,761 -448,234 -448,234 15,272,986 15,657,995 15,209,761 -448,234 15,272,986 15,657,995 15,209,761 -448,234 15,272,986 15,657,995 15,209,761 -448,234 15,272,986 15,657,995 15,209,761 -448,234 15,272,986 15,657,995 15,209,761 -448,234 Actual Approved Adopted Change 10/11 5,816,285 5,818,620 2,335 10/11 Approved Adopted 2009/10 2010/11 2011/12 Change to 11/12 Actual Approved Adopted Change 10/11 2009/10 2010/11 2011/12 to 11/12 9,001,878 2009/10 9,411,212 2010/11 8,962,643 2011/12 -448,569to 11/12 5,882,730 5,816,285 5,818,620 2,335 388,378 430,498 5,882,730 5,816,285 428,498 5,818,620 -2,000 2,335 5,882,730 5,816,285 5,818,620 2,335 9,001,878 9,411,212 8,962,643 -448,569 0 0 0 0 9,001,878 9,411,212 8,962,643 -448,569 9,001,878 9,411,212 8,962,643 -448,569 388,378 15,657,995 430,49815,209,761 428,498 -448,234 -2,000 15,272,986 388,378 430,498 428,498 -2,000 388,378 430,498 428,498 -2,000 0 0 0 0 0 0 0 0 0 0 0 0 0 15,657,995 015,209,761 0 -448,234 0 15,272,986 15,272,986 15,657,995 15,209,761 -448,234 15,272,986 15,657,995 15,209,761 -448,234 15,272,986 15,657,995 15,209,761 -448,234 0 0 0 0 0 0 0 0 0 0 0 0 15,272,986 15,657,995 15,209,761 -448,234 15,272,986 15,657,995 15,209,761 -448,234 15,272,986 15,657,995 15,209,761 -448,234 5,882,730 Actual 409 Solid Waste Management Performance Performance Measures Measures Actual Actual 2009/10 2009/10 Projected Projected 2010/11 2010/11 Estimated Estimated 2011/12 2011/12 $15.96 $15.96 $15.96 $15.96 $15.96 $15.96 660 660 710 710 740 740 Avoiding Avoiding tipping tipping fees fees and and receive receive revenue revenue through through tonnage tonnage from from various various annual annual diversion diversion programs programs Satisfaction rate rate of of "excellent "excellent or or good" good" for for yard yard waste waste pick-up pick-up Satisfaction service service (1) (1) Satisfaction Satisfaction rate rate of of "excellent "excellent or or good" good" for for recycling recycling service service (1) (1) 31,650 31,650 32,283 32,283 33,000 33,000 86% 86% 86% 86% 87% 87% 87% 87% 87% 87% 88% 88% Satisfaction Satisfaction rate rate of of "excellent "excellent or or good" good" for for garbage garbage collection collection (1) (1) 92% 92% 92% 92% 93% 93% Description Description Average Average monthly monthly cost cost to to the the customer customer for for residential residential solid solid waste waste services services Average Average pounds pounds of of recyclable recyclable material material collected collected per per account account (1) (1) Result Result of of ICMA ICMA and and National National Research Research Center Center "National "National Citizen Citizen Survey" Survey" for for 2010 2010 The The following following are are prior prior year year ratings ratings of of utility utility services; services; Yard Yard waste waste pick-up pick-up 2006 2006 -- 75%, 75%, 2004 2004 -- 78%, 78%, 2003 2003 -- 76% 76% Recycling 2006 77%, 2004 82%, 2003 80% Recycling 2006 - 77%, 2004 - 82%, 2003 - 80% Garbage Garbage collection collection 2006 2006 -- 88%, 88%, 2004 2004 -- 89%, 89%, 2003 2003 -- 91% 91% 410 Public Works FY 2011/12 Adopted Budget Public Works 411 PUBLIC WORKS Street Operations STREET OPERATIONS Strategic Goal(s) • • Seek Sustainability Advance Transportation Program Description The Street Operations service area provides cost-effective maintenance and environmental compliance through efficient management of transportation, traffic control and drainage system components through nine major programs. The Intelligent Transportation Systems (ITS) program operates, coordinates and maintains the local and regional traffic signal and traffic control system through the Scottsdale Traffic Management Center (TMC). The TMC staff coordinates with Scottsdale Police and Fire departments, Arizona DOT, Maricopa County DOT and other municipalities to minimize traffic delays with coordinated signal timing and realtime signal adjustments to reduce driver delay, pollution, and collisions. 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 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 20,873,951 square-yard inventory of pavement. The Street Light Maintenance program provides maintenance and repair to Cityowned streetlights. The City has 13,720 streetlights, primarily along arterial and collector streets and in some neighborhood areas. 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. The Street Signs and Markings program maintains, repairs and routinely inspects the City’s traffic signs and roadway markings. The Emergency Response Team provides after-hours emergency response by nonuniformed City employees. Employees respond to emergencies such as storm cleanup, vehicle accidents, downed stop signs and large potholes. 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. The Alley Maintenance Program is responsible for dust control, vegetation control and grading to maintain safe access for City services and emergency vehicles. 412 Public Works PUBLIC WORKS FY 2010/11 Highlights • • • • • FY 2011/12 Priorities • • • • • Budget Notes and Changes • • • • Public Works Street Operations STREET OPERATIONS Completion of the new Traffic Signal controller upgrade in which 170 controllers were replaced at 200 intersections. Completion of an American Recovery and Reinvestment Act (ARRA) project to retrofit almost 1,500 streetlight fixtures to new energy-efficient light fixtures (LED). Replaced more than 5,100 worn street signs to maintain compliance with federal regulations for sign retro reflectivity. Responded to a total of 286 street-related trouble calls in calendar year 2010, an average of 5.5 calls per week. This total includes performing flood control and debris removal activities during five major storm events. Overlayed 11.83 miles (515,037 square yards) of arterial streets with rubberized asphalt using federal stimulus funds made available through the American Recovery and Reinvestment Act. Maintain City's paved street system at an average condition index rating of 80 on a 100 point scale. Maintain a 100 percent reliability rate for the City’s traffic signals, providing 24/7 emergency responses to traffic signal trouble calls. Track failure rates and running lumens output analysis to determine life expectancy for LED fixtures. Complete a comprehensive inventory of the street signs and pavement markings within the City of Scottsdale. Complete a comprehensive data collection and condition evaluation of 290 miles of arterial and collector streets within the City of Scottsdale street system. Personnel Services budget reduction for CIP Work Order Credit allocation. Contractual Services budget reduced for Street Overlay treatments funded in CIP in FY 2011/12; completion of most of the ARRA Overlay projects; budget related to storm events; and budget for the number of unpaved roads receiving PM10 treatments because the total traffic count fell below the requirements. Commodities budget reduction primarily for completed ARRA LED lighting project. Capital Outlays increase is budgeted for the remaining ARRA overlay projects. 413 Street Operations Staff Summary Actual 2009/10 Approved 2010/11 60.00 60.00 Full-time Equivalents (FTE) Adopted Change 10/11 2011/12 to 11/12 60.00 % of City's FTEs 0.00 2.44 % Funding Source Actual 2009/10 Approved 2010/11 443,770 535,190 0 -535,190 Highway User Fund 13,951,687 14,887,387 11,205,254 -3,682,133 Total Division Budget 14,395,457 15,422,577 11,205,254 -4,217,323 Actual 2009/10 Approved 2010/11 Personnel Services 4,517,951 4,204,392 3,938,464 -265,928 Contractual Services 7,533,383 10,095,698 6,536,688 -3,559,010 947,792 1,114,512 678,602 -435,910 1,396,330 7,975 51,500 43,525 14,395,457 15,422,577 11,205,254 -4,217,323 0 0 0 0 14,395,457 15,422,577 11,205,254 -4,217,323 Projected Estimated Grants Fund Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Commodities Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Performance Measures Performance Measures Description Description Road rehabilitation expenditures per paved lane mile Actual Actual 2009/10 Projected 2010/11 Estimated 2011/12 2009/10 2010/11 2011/12 $1,230 $2,700 $1,609 Road rehabilitation expenditures per paved lane mile $1,230 $2,700 $1,609 Operating and andmaintenance maintenanceexpenditures expenditures per linear mile swept Operating per linear mile swept $25.30 $25.30 $19.16 $19.16 $19.16 $19.16 Rating of of street streetrepair repairservice serviceofof"excellent "excellent good" Rating oror good" (1)(1) 67%67% 67%67% 68% 68% Rating of of street streetcleaning cleaningservice serviceofof"excellent "excellent good" Rating or or good" (1)(1) 82%82% 82%82% 83% 83% Rating good" (1)(1) Rating of of street streetlighting lightingofof"excellent "excellentoror good" 75%75% 75%75% 76% 76% Rating or or good" (1)(1) Rating of of sidewalk sidewalkmaintenance maintenanceofof"excellent "excellent good" 78%78% 78%78% 79% 79% Rating of traffic signal timing of "excellent or good" (1) 57% 57% 58% Rating of traffic signal timing of "excellent or good" (1) 57% 57% 58% (1) Result of ICMA and National Research Center "National Citizen Survey" for 2010 (1) Result of ICMA andyear National Center "National Citizen Survey" for 2010 The following are prior ratingsResearch of "excellent" or "good" for transportation services; Street repair 2006 60%, 2004 - 63%,of2003 - 63% or "good" for transportation services; The following are -prior year ratings "excellent" Street 2006 - 70%,2004 2004- -63%, 76%,2003 2003 -- 63% 74% Street cleaning repair 2006 - 60%, Street 2006 - NA, 20042004 - NA,- 76%, 2003 -2003 NA - 74% Street lighting cleaning 2006 - 70%, Sidewalk maintenance 2006 - 66%, 2004 - 74%, Street lighting 2006 - NA, 2004 - NA, 2003 - NA2003 - 70% Traffic signal timing 2006 - 48%, 2004 - 54%, 2003 - 53% 414 Sidewalk maintenance 2006 - 66%, 2004 - 74%, 2003 - 70% Traffic signal timing 2006 - 48%, 2004 - 54%, 2003 - 53% Public Works City of Scottsdale, Arizona Adopted FY 2011/12 Budget Operating Budget - Volume One Water Resources Water Quality Water Reclamation Services Water Resources Engineering & Administration Water Services Water Resources 415 Water Resources Water Resources The Water Resources Division is committed to providing efficient, high quality service to Scottsdale citizens by planning, managing and operating safe, reliable water systems. The Division is comprised of four major service areas: Engineering and Administration, Water Services, Water Reclamation Services, and Water Quality. Engineering and Administration provides engineering, financial, planning and management support for the division, as well as directly managing the Water Conservation program and Planet Ranch operations. Water Services manages the drinking water system, which provides service to approximately 95 percent of all incorporated areas within Scottsdale along with treatment and transport of potable water to neighboring areas of Maricopa County and Carefree. Water Reclamation Services manages the city's water reclamation system which includes the sewer collection system, sewage treatment facilities and re-use/recharge facilities. Most of the incorporated area within Scottsdale, along with neighboring communities including Paradise Valley, lies within the sewer collection area. Water Quality manages all aspects of water quality including laboratory services, management of the industrial pretreatment program and ensuring that the City meets or surpasses all regulatory compliance requirements. Water Resources Water Quality Water Reclamation Services Water Resources Engineering & Administration Water Services Marshall Brown Executive Director Water Resources 417 Water Resources Strategic Goal(s) • Seek Sustainability FY 2010/11 Highlights • Regulatory Compliance: Met all drinking water, reclaimed water and superfund program federal, state and local regulations. Published an annual report designed to communicate water quality information to customers in compliance with United States Environmental Protection Agency requirements. • Management: Partnered with other City of Scottsdale divisions to implement water conservation driven changes internal to the City’s operations. • Efficiency Efforts: Began negotiations with private industry representatives to establish a local facility that will reactivate spent Granular Activated Carbon (GAC). This reactivation facility will greatly reduce the future GAC costs that are projected to increase significantly due to disinfection by-product regulatory changes coming in 2012. An enhanced Asset Management Program (AMP) was established to improve maintenance strategies / budget forecasting and increased inspections of restaurant grease removal devices designed to protect the sewer system from blockages, odors and damage. 418 • System Optimization: Initiated the process to develop and implement strategies and tools to facilitate highly efficient operation of the City’s water and sewer systems, while recognizing a number of constraints including, but not limited to, water quality, supply sustainability and energy consumption. The initial phase has been completed and development/deployment phases are scheduled to begin. • System Improvements: Downtown water and sewer line improvements were completed as identified by system master planning. The Advanced Water Treatment (AWT) facility expansion was substantially completed to better manage local groundwater supplies and provide high quality water to the Reclaimed Water Distribution System (RWDS) golf courses for non-potable irrigation. Sewer lining efforts continued to proceed as scheduled to rehabilitate aging sewer collection lines mitigating infiltration impacts and ensuring collection system integrity to minimize line breaks/failures. FY 2011/12 Priorities • System Optimization: Continue to develop tools and systems designed to optimize collection and distribution systems. Steps include monitoring and assessing levels of compounds of concern (e.g. Hexavalent Chromium) to prepare for future regulation. • Efficiency Efforts: Continue negotiations with private industry representatives to establish a local facility that will reactivate spent Granular Activated Carbon (GAC). GAC is an integral part of the City’s water treatment process, but changing regulatory requirements and increases in GAC pricing justify exploring cost effective alternatives. The negotiations will include discussions with the City of Phoenix about additional opportunities for economies of scale that might be possible with a larger partnership. • Planet Ranch: Continue to complete the transfer of the Planet Ranch property for habitat conservation purposes. The City entered into a purchase contract with Freeport McMoran, which is now expected to close by mid FY 2011/12. Upon closing, the City will receive $12 million in cash and 50,000 acrefeet of Verde River water credits. Water Resources Water Resources • Continue to enhance water conservation and sewage pretreatment programs including an evaluation and enhancement of applicable City Codes and performance of the regular inspection of all restaurants and their grease removal devices. • Evaluation and implementation of water and water reclamation rates cost of service study findings. Budget Notes and Changes • While costs increased associated with new or expanded facilities (GAC Facility, CAP Water Treatment Plant and AWT), as well as cost increases in some commodity and/or contractual areas (increased federal, state, and County permit fees, raw water costs, etc.) the overall Water Resources Division budget was able to be decreased by $162,000 due to cost savings efforts and efficiencies. Water Resources • Personnel Services costs are increasing approximately $186,000. Seven new employees were hired part way through this current budget year to operate and maintain new and expanded treatment facilities. For FY 11/12 the salaries and benefits for these employees are budgeted for a full year instead of a partial year. • Contractual Services costs increased only $259,000 despite large increases in security costs of $509,000, and new licenses and permit fee increases of $432,000. Major reductions include $240,000 in consultants, $149,000 in electricity, $110,000 in City Memberships (transferred to Mayor and City Council budget) and $100,000 in remedial work at Planet Ranch. • Commodities costs decreased approximately $500,000 (even with the addition of over $400,000 in increased costs associated with delivery of raw water) due to cost savings efforts and efficiencies including GAC media bed life maximization and renegotiating commodity contracts. • To achieve efficiencies and process improvements, the Enterprise Finance Manager position and Senior Finance Analyst position were transferred from Water Resources to the Finance and Accounting Division. In addition, the Meter Reading program, including all but one employee, was transferred from Finance and Accounting to Water Resources Division. 419 Water Resources Staff Summary Full-time Equivalents (FTE) Actual 2009/10 Approved 2010/11 195.00 204.00 % of City's FTEs Adopted Change 10/11 2011/12 to 11/12 202.00 -2.00 8.23 % Funding Source Actual 2009/10 Approved 2010/11 GW Trtmnt Facility Fund 569,467 943,097 945,020 1,923 Inlet GC Irrigation Fund 58,981 51,880 51,880 0 905,245 934,610 917,798 -16,812 3,662,827 3,744,451 3,707,246 -37,205 Water Fund 36,669,958 44,177,252 44,605,421 428,169 Water Reclamation Fund 14,770,208 15,712,440 15,172,557 -539,883 324,817 215,820 217,621 1,801 56,961,503 65,779,550 65,617,543 -162,007 Actual 2009/10 Approved 2010/11 Personnel Services 14,917,221 15,228,778 15,414,703 185,925 Contractual Services 22,299,157 26,413,179 26,671,810 258,631 Commodities 19,661,047 24,015,593 23,531,030 -484,563 84,078 122,000 0 -122,000 56,961,503 65,779,550 65,617,543 -162,007 0 0 0 0 56,961,503 65,779,550 65,617,543 -162,007 IWDS Fund Non-Potable RWDS Fund WW Golf Fund Total Division Budget Adopted Change 10/11 2011/12 to 11/12 Expenditures By Type Capital Outlays SubTotal Operating Budget Operating Projects Total Division Budget 420 Adopted Change 10/11 2011/12 to 11/12 Water Resources Water Resources Performance Performance Measures Measures Performance Description Measures Description Drinking Drinking Water Water Delivered Delivered – – Million Million Gallons Gallons Per Per Day Day (MGD) (MGD) Description Reclaimed Reclaimed Water Water Reused Reused -- MGD MGD Drinking Water Delivered – Million Gallons Per Day (MGD) Water Recharged MGD Water Recharged - MGD Reclaimed Water Reused - MGD Sewage Treated Treated -- MGD MGD Sewage Water Recharged - MGD Customer Customer Accounts Accounts Per Per Employee Employee Sewage Treated - MGD Combined Water/Sewer Combined Water/Sewer Operation Operation and and Maintenance Maintenance (O&M) (O&M) Average Expenses Per MG Customer Accounts Per Employee Average Expenses Per MG Combined Water/Sewer Water/Sewer Water O&M Average Expenses Per Combined Operation and Maintenance (O&M) Water O&M Average Expenses Per Account Average Expenses Per MG Account Water Conservation Customer Combined Water/Sewer Water Contacts O&M Average Expenses Per Water Conservation Customer Contacts Account Water Water Meters Meters Replaced Replaced To To Increase Increase Revenue Revenue & & Water Water Accountability Water Conservation Customer Contacts Accountability Actual Actual 2009/10 2009/10 68.4 Actual 68.4 2009/10 11.2 11.2 68.4 6.6 6.6 11.2 21.0 21.0 6.6 768 768 21.0 $1,737 $1,737 768 Projected Projected 2010/11 2010/11 71.0 Projected 71.0 2010/11 11.4 11.4 71.0 7.0 7.0 11.4 21.5 21.5 7.0 761 761 21.5 $1,760 $1,760 761 Estimated Estimated 2011/12 2011/12 71.5 Estimated 71.5 2011/12 11.6 11.6 71.5 7.0 7.0 11.6 22.0 22.0 7.0 757 757 22.0 $1,760 $1,760 757 $386 $1,737 $386 $403 $1,760 $403 $403 $1,760 $403 37,632 $386 37,632 35,360 $403 35,360 36,000 $403 36,000 6,348 6,348 37,632 7,000 7,000 35,360 7,000 7,000 36,000 497 6,348 497 1,730 7,000 1,730 1,800 7,000 1,800 497 1,730 1,800 Restaurant Grease Removal Systems Inspected Water Meters Replaced To Increase & Water Restaurant Grease Removal SystemsRevenue Inspected Accountability Restaurant Grease Removal Systems Inspected Volunteer Hours Hours Volunteer Volunteer Hours # # of of Description Volunteers Description Volunteers Filing 1 # of Filing and and assembly assembly of of water water conservation conservation information information 1 packets Description Volunteers packets Total 1 Filing and assembly of water conservation information Total 1 packets The The value value of of volunteer volunteer hours hours was was calculated calculated using using an an hourly hourly rate rate of of $19.25. $19.25. Total 1 #80 of 80 Hours 80 80 Value Value of of Volunteer Volunteer Hours Hours Value of $1,540 Volunteer $1,540 Hours $1,540 $1,540 Equivalent Equivalent 0.0 0.0 Equivalent 0.0 0.0 80 $1,540 0.0 # # of of Hours Hours The value of volunteer hours was calculated using an hourly rate of $19.25. Water Resources 421 WATER RESOURCES Water Quality Strategic Goal(s) • Program Description The Water Quality program assures compliance with federal, state and local regulations for drinking water, reclaimed water, industrial pretreatment, Superfund, air quality and aquifer protection for all City Water Resources programs and facilities. The program also provides oversight and enforcement on seven permitted industries and over 2,000 commercial establishments that discharge into the City's sewer system. Through the in-house laboratory, the program performs analysis for most contaminants monitored by federal, state and local regulations and permits. Program staff provides 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 event. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • • Budget Notes and Changes 422 WATER QUALITY • • Seek Sustainability Met all drinking water, reclaimed water and superfund program requirements for federal, state and local regulations including distribution of an annual report designed to communicate water quality information to customers. Increased proactive inspections of restaurants using an upgraded database to assist in the tracking and monitoring of all requirements and compliance status for industries and restaurants. Completed successful sanitary survey inspections of one-third of the drinking water system. Continue compliance with all federal, state and local regulations. Determine potential impacts of the possible future regulation of Hexavlanet Chromium (hex chrome). Finish assessment of hex chrome in all water sources and distribution system. Incorporate new federal requirements in ordinance changes and improve protection of the system from sewer 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 $171,000 to include increased personnel costs and increased fees for permits with the State of Arizona and Maricopa County. With the existing unfunded mandates and possible regulation of Contaminants of Potential Concern, the budgetary impacts of this program will continue to increase. Water Resources Water Quality Staff Summary Staff Staff Summary Summary Staff Summary Full-time Equivalents (FTE) Full-time Full-time Equivalents Equivalents (FTE) (FTE) Full-time Equivalents (FTE) % of City's FTEs % of City's FTEs % of City's FTEs % of City's FTEs Funding Source Funding Funding Source Source Funding Source Water Fund Water Fund Fund Water Water Fund Water Reclamation Fund Water Reclamation Reclamation Fund Fund Water Water Reclamation Fund Total Division Budget Total Total Division Division Budget Budget Total Division Budget Expenditures By Type Expenditures Expenditures By By Type Type Expenditures By Type Personnel Services Personnel Personnel Services Services Personnel ContractualServices Services Contractual Contractual Services Services Contractual CommoditiesServices Commodities Commodities Commodities Capital Outlays Capital Capital Outlays Outlays Capital Outlays SubTotal Operating Budget SubTotal SubTotal Operating Operating Budget Budget SubTotal Operating Operating Projects Budget Operating Projects Operating Projects Operating Projects Total Division Budget Total Total Division Division Budget Budget Total Division Budget Performance Measures Performance Performance Measures Measures Performance Measures Description Description Description Description Restaurant Grease Removal System Inspected Restaurant Restaurant Grease Grease Removal Removal System System Inspected Inspected Restaurant Grease Removal System Inspected Water Resources Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 20.00 20.00 20.00 20.00 Approved Approved Approved 2010/11 Approved 2010/11 2010/11 2010/11 22.00 22.00 22.00 22.00 Adopted Adopted Adopted 2011/12 Adopted 2011/12 2011/12 2011/12 22.00 22.00 22.00 22.00 0.90 % 0.90 0.90 % % 0.90 % Change 10/11 Change 10/11 Change to 10/11 11/12 Change 10/11 to to 11/12 11/12 to 11/12 0.00 0.00 0.00 0.00 Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 1,838,580 1,838,580 1,838,580 1,838,580 568,939 568,939 568,939 568,939 2,407,519 2,407,519 2,407,519 2,407,519 Approved Approved Approved 2010/11 Approved 2010/11 2010/11 2010/11 1,912,730 1,912,730 1,912,730 1,912,730 805,354 805,354 805,354 805,354 2,718,084 2,718,084 2,718,084 2,718,084 Adopted Adopted Adopted 2011/12 Adopted 2011/12 2011/12 2011/12 2,060,651 2,060,651 2,060,651 2,060,651 828,146 828,146 828,146 828,146 2,888,797 2,888,797 2,888,797 2,888,797 Change 10/11 Change 10/11 10/11 Change to 11/12 Change 10/11 to 11/12 to 11/12 to 11/12 147,921 147,921 147,921 147,921 22,792 22,792 22,792 22,792 170,713 170,713 170,713 170,713 Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 1,684,744 1,684,744 1,684,744 1,684,744 414,428 414,428 414,428 414,428 291,710 291,710 291,710 291,710 16,636 16,636 16,636 16,636 2,407,519 2,407,519 2,407,519 2,407,519 0 0 0 0 2,407,519 2,407,519 2,407,519 2,407,519 Approved Approved Approved 2010/11 Approved 2010/11 2010/11 2010/11 1,722,906 1,722,906 1,722,906 1,722,906 596,488 596,488 596,488 596,488 366,690 366,690 366,690 366,690 32,000 32,000 32,000 32,000 2,718,084 2,718,084 2,718,084 2,718,084 0 0 0 0 2,718,084 2,718,084 2,718,084 2,718,084 Adopted Adopted Adopted 2011/12 Adopted 2011/12 2011/12 2011/12 1,861,842 1,861,842 1,861,842 1,861,842 680,875 680,875 680,875 680,875 346,080 346,080 346,080 346,080 0 0 0 0 2,888,797 2,888,797 2,888,797 2,888,797 0 0 0 0 2,888,797 2,888,797 2,888,797 2,888,797 Change 10/11 Change 10/11 Change 10/11 to 11/12 Change 10/11 to to 11/12 11/12 to 11/12 138,936 138,936 138,936 138,936 84,387 84,387 84,387 84,387 -20,610 -20,610 -20,610 -20,610 -32,000 -32,000 -32,000 -32,000 170,713 170,713 170,713 170,713 0 0 0 0 170,713 170,713 170,713 170,713 Projected Projected Projected 2010/11 Projected 2010/11 2010/11 2010/11 1,730 1,730 1,730 1,730 Estimated Estimated Estimated 2011/12 Estimated 2011/12 2011/12 2011/12 1,800 1,800 1,800 1,800 Actual Actual Actual 2009/10 Actual 2009/10 2009/10 2009/10 497 497 497 497 423 WATER RESOURCES Water Reclamation Services Strategic Goal(s) • Program Description Water Reclamation Services provides the operational leadership, direction and support to collect, treat and distribute for re-use the wastewater generated within the City. Services include continual 24/7 operation of two water reclamation plants, an advanced water treatment plant, 38 sewer lift stations, a high capacity sewer pumpback system and multiple recharge facilities. This area is also responsible for managing over 1,400 miles of sewer lines collecting sewage 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 nonpotable end uses including irrigation, power generation and groundwater replenishment. FY 2010/11 Highlights • • • FY 2011/12 Priorities • • • Budget Notes and Changes 424 WATER RECLAMATION SERVICES • Seek Sustainability Groundwater Replenishment/Recharge: Approximately 7,000 acre feet of water was recharged in calendar year 2010 helping the City achieve safe yield and ensure sustainable water supplies. Process Blower Replacement Project: Department of Energy Stimulus Grant was used to replace process blowers with more energy efficient turbo blowers at the Water Campus and Gainey Ranch Water Reclamation Plants to create electricity savings of up to 40 percent. Direct Irrigation Water Reuse: Approximately 12 million gallons a day (MGD) from the Water Campus and Gainey Ranch Water Reclamation Plants helped the City meet irrigation demands for 23 golf courses and two City recreation facilities. 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. Update the Sanitary Sewer Overflow Response Plan: Update the plan as part of 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. Costs associated with new or expanded facilities (Advanced Water Treatment Facility) have increased. The overall budget, however, decreased by approximately $225,000 due to cost savings efforts and efficiencies. These steps, which include blower replacements and pumpback system operations, will have an immediate impact to the cost of electricity. This reduction is augmented by reductions in materials to maintain and repair the expanded facilities. Water Resources Water Reclamation Services Staff Summary Staff Summary Staff Staff Summary Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs % of City's FTEs % of City's FTEs % of City's FTEs Funding Source Funding Source Funding Funding Source Source Water Fund Water Fund Water Fund Fund Water Reclamation Fund Water Reclamation Fund Water Reclamation Fund Water Reclamation Fund Total Division Budget Total Division Budget Total Total Division Division Budget Budget Expenditures By Type Expenditures By Type Expenditures Expenditures By By Type Type Personnel Services Personnel Services Personnel Personnel Services Services Contractual Services Contractual Services Contractual Services Contractual CommoditiesServices Commodities Commodities Commodities Capital Outlays Capital Outlays Capital Outlays Capital Outlays SubTotal Operating Budget SubTotal Operating Budget SubTotal Budget SubTotal Operating Operating Operating Projects Budget Operating Projects Operating Projects Operating Projects Total Division Budget Total Division Budget Total Division Budget Total Division Budget Performance Measures Performance Measures Performance Performance Measures Measures Description Description Description Sewage Treated - Million Gallons per Day (MGD) Description Sewage Treated - Million Gallons per Day (MGD) Sewage - Million per Day (MGD) Sewage Treated Treated Million -Gallons Gallons Reclaimed Water-Reuse MGD per Day (MGD) Reclaimed Water Reuse - MGD Reclaimed Reclaimed Water Water Reuse Reuse -- MGD MGD Water Resources Actual Actual 2009/10 Actual Actual 2009/10 2009/10 2009/10 61.00 61.00 61.00 61.00 Approved Approved 2010/11 Approved Approved 2010/11 2010/11 2010/11 54.00 54.00 54.00 54.00 Adopted Adopted 2011/12 Adopted Adopted 2011/12 2011/12 2011/12 48.00 48.00 48.00 48.00 1.96 % 1.96 % 1.96 1.96 % % Change 10/11 Change 10/11 to 10/11 11/12 Change Change to 10/11 11/12 to 11/12 to 11/12 -6.00 -6.00 -6.00 -6.00 Actual Actual 2009/10 Actual Actual 2009/10 2009/10 2009/10 1,600,835 1,600,835 1,600,835 1,600,835 13,996,149 13,996,149 13,996,149 13,996,149 15,596,983 15,596,983 15,596,983 15,596,983 Approved Approved 2010/11 Approved Approved 2010/11 2010/11 2010/11 2,015,317 2,015,317 2,015,317 2,015,317 14,342,701 14,342,701 14,342,701 14,342,701 16,358,018 16,358,018 16,358,018 16,358,018 Adopted Adopted 2011/12 Adopted Adopted 2011/12 2011/12 2011/12 2,260,621 2,260,621 2,260,621 2,260,621 13,872,663 13,872,663 13,872,663 13,872,663 16,133,284 16,133,284 16,133,284 16,133,284 Change 10/11 Change 10/11 to 10/11 11/12 Change Change to 10/11 11/12 to to 11/12 11/12 245,304 245,304 245,304 245,304 -470,038 -470,038 -470,038 -470,038 -224,734 -224,734 -224,734 -224,734 Actual Actual 2009/10 Actual Actual 2009/10 2009/10 2009/10 4,332,331 4,332,331 4,332,331 4,332,331 9,105,138 9,105,138 9,105,138 9,105,138 2,142,219 2,142,219 2,142,219 2,142,219 17,295 17,295 17,295 17,295 15,596,983 15,596,983 15,596,983 15,596,983 0 0 0 0 15,596,983 15,596,983 15,596,983 15,596,983 Approved Approved 2010/11 Approved Approved 2010/11 2010/11 2010/11 3,671,326 3,671,326 3,671,326 3,671,326 10,072,016 10,072,016 10,072,016 10,072,016 2,524,676 2,524,676 2,524,676 2,524,676 90,000 90,000 90,000 90,000 16,358,018 16,358,018 16,358,018 16,358,018 0 0 0 0 16,358,018 16,358,018 16,358,018 16,358,018 Adopted Adopted 2011/12 Adopted Adopted 2011/12 2011/12 2011/12 3,760,136 3,760,136 3,760,136 3,760,136 9,968,472 9,968,472 9,968,472 9,968,472 2,404,676 2,404,676 2,404,676 2,404,676 0 0 0 0 16,133,284 16,133,284 16,133,284 16,133,284 0 0 0 0 16,133,284 16,133,284 16,133,284 16,133,284 Change 10/11 Change 10/11 to 11/12 Change 10/11 Change to 10/11 11/12 to 11/12 to 11/12 88,810 88,810 88,810 88,810 -103,544 -103,544 -103,544 -103,544 -120,000 -120,000 -120,000 -120,000 -90,000 -90,000 -90,000 -90,000 -224,734 -224,734 -224,734 -224,734 0 0 0 0 -224,734 -224,734 -224,734 -224,734 Projected Projected 2010/11 Projected Projected 2010/11 2010/11 2010/11 21.5 21.5 21.5 21.5 11.4 11.4 11.4 11.4 Estimated Estimated 2011/12 Estimated Estimated 2011/12 2011/12 2011/12 22.0 22.0 22.0 22.0 11.6 11.6 11.6 11.6 Actual Actual 2009/10 Actual Actual 2009/10 2009/10 2009/10 21.0 21.0 21.0 21.0 11.2 11.2 11.2 11.2 425 WATER RESOURCES Water Resources Engineering WATER RESOURCES ENGINEERING & ADMINISTRATION & Administration Strategic Goal(s) • Program Description Water Resources Engineering and Administration provides the overall leadership and management of all City Water Resources programs to ensure the drinking water and water reclamation 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. Water Resources Engineering and Administration also includes management and administration of water rights, water conservation and multiple contracts and intergovernmental agreements for water deliveries and sewage treatment. FY 2010/11 Highlights • FY 2011/12 Priorities • Budget Notes and Changes • 426 Seek Sustainability Recharge: A detailed recharge plan was developed to provide greater flexibility in system operations required to meet recharge goals and in turn, Safe Yield. • System Optimization: Development of the system optimization plan was initiated. Staff selected and worked with a consultant team to analyze existing practices and began formulating strategies for optimizing operations. • Master Planning: Began development of the updated Water Reclamation Master Plan. Safe Yield: In compliance with the Groundwater Management Act, we remain committed to achieving Safe Yield for a sixth straight year. • Master Planning: This is a dynamic process critical for future capital improvements. Creation of newly updated Water Reclamation and Potable Water master plans is envisioned to take approximately two years. • System Optimization: Complete the system optimization plan by establishing recommended practices and deploying developed optimization tools and strategies. • Asset Management: Utilize the asset management program to develop comprehensive long-range cash flow models for capital projects and assist with the creation of operational budgets. The Engineering Services budget increased only $126,000 despite large increases for security of $509,000 and increases for state licenses and permits of $321,000. Major reductions included $371,000 in CIP workorder credits applied to personnel services, $150,000 reduction in consultants, $100,000 reduction in Planet Ranch remediation work and $110,000 decrease in City memberships due to the transfer of the Arizona Municipal Water Users Association citywide membership to the Mayor and City Council budget. Water Resources Water Resources Engineering & Administration Staff Summary Staff Summary Staff Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs % of City's FTEs % of City's FTEs Funding Source Funding Source Funding Source Inlet GC Irrigation Fund Inlet GC Irrigation Fund Inlet Irrigation Fund IWDSGC Fund IWDS Fund IWDS Fund RWDS Fund Non-Potable Non-Potable RWDS Fund Non-Potable Water Fund RWDS Fund Water Fund Water Water Fund Reclamation Fund Water Reclamation Fund Water Reclamation Fund WW Golf Fund WW Golf Fund WW Fund Budget TotalGolf Division Total Division Budget Total Division Budget Expenditures By Type Expenditures By Type Expenditures By Type Personnel Services Personnel Services Personnel ContractualServices Services Contractual Services Contractual CommoditiesServices Commodities Commodities Capital Outlays Capital Outlays Capital Outlays SubTotal Operating Budget SubTotal Operating Budget SubTotal Operating Operating Projects Budget Operating Projects Operating Projects Total Division Budget Total Division Budget Total Division Budget Water Resources Actual Actual 2009/10 Actual 2009/10 2009/10 24.00 24.00 24.00 Approved Approved 2010/11 Approved 2010/11 2010/11 21.00 21.00 21.00 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 22.00 1.00 22.00 1.00 22.00 1.00 0.90 % 0.90 % 0.90 % Actual Actual 2009/10 Actual 2009/10 2009/10 58,981 58,981 58,981 905,245 905,245 905,245 3,662,827 3,662,827 3,662,827 3,511,920 3,511,920 3,511,920 205,121 205,121 205,121 324,817 324,817 324,817 8,668,911 8,668,911 8,668,911 Approved Approved 2010/11 Approved 2010/11 2010/11 51,880 51,880 51,880 934,610 934,610 934,610 3,744,451 3,744,451 3,744,451 3,266,298 3,266,298 3,266,298 564,385 564,385 564,385 215,820 215,820 215,820 8,777,444 8,777,444 8,777,444 Adopted Change 10/11 Adopted Change 10/11 2011/12 Change to 11/12 Adopted 2011/12 to 10/11 11/12 2011/12 to 11/12 51,880 0 51,880 0 51,880 0 917,798 -16,812 917,798 -16,812 917,798 -16,812 3,707,246 -37,205 3,707,246 -37,205 3,707,246 -37,205 3,537,167 270,869 3,537,167 270,869 3,537,167 270,869 471,748 -92,637 471,748 -92,637 471,748 -92,637 217,621 1,801 217,621 1,801 217,621 1,801 8,903,460 126,016 8,903,460 126,016 8,903,460 126,016 Actual Actual 2009/10 Actual 2009/10 2009/10 2,352,301 2,352,301 2,352,301 3,555,152 3,555,152 3,555,152 2,737,686 2,737,686 2,737,686 23,771 23,771 23,771 8,668,911 8,668,911 8,668,911 0 0 0 8,668,911 8,668,911 8,668,911 Approved Approved 2010/11 Approved 2010/11 2010/11 2,217,489 2,217,489 2,217,489 3,997,322 3,997,322 3,997,322 2,562,633 2,562,633 2,562,633 0 0 0 8,777,444 8,777,444 8,777,444 0 0 0 8,777,444 8,777,444 8,777,444 Adopted Change 10/11 Adopted 2011/12 Change to 10/11 11/12 Adopted 2011/12 Change to 10/11 11/12 2011/12 to 11/12 1,941,536 -275,953 1,941,536 -275,953 1,941,536 -275,953 4,348,593 351,271 4,348,593 351,271 4,348,593 351,271 2,613,331 50,698 2,613,331 50,698 2,613,331 50,698 0 0 0 0 0 0 8,903,460 126,016 8,903,460 126,016 8,903,460 126,016 0 0 0 0 0 0 8,903,460 126,016 8,903,460 126,016 8,903,460 126,016 427 Water Resources Engineering & Administration Performance Performance Measures Measures Performance Measures Description Description Customer Description Customer Accounts Accounts per per Employee Employee Customer Accounts per Employee Water Water Conservation Conservation Customer Customer Contacts Contacts Water Conservation CustomerO&M Contacts Combined Combined Water/Wastewater Water/Wastewater O&M Average Average Expense Expense per per MG MG Combined Water/Wastewater O&M Average Expense per MG Expense per Account Combined Water/Wastewater O&M Expense per Account Combined Water/Wastewater O&M Expense per Account Actual Actual 2009/10 2009/10 Actual 2009/10 768 768 Projected Projected 2010/11 2010/11 Projected 2010/11 761 761 Estimated Estimated 2011/12 2011/12 Estimated 2011/12 757 757 768 37,632 37,632 37,632 $1,737 $1,737 761 35,360 35,360 35,360 $1,760 $1,760 757 36,000 36,000 36,000 $1,760 $1,760 $1,737 $386 $386 $386 $1,760 $403 $403 $403 $1,760 $403 $403 $403 Volunteer Volunteer Hours Hours Volunteer Hours # # of of Description Volunteers Description Volunteers # of Filing 1 Description Volunteers Filing and and assembly assembly of of water water conservation conservation information information 1 packets packets Filing and assembly of water conservation information 1 Total 1 packets Total 1 Total 1 The The value value of of volunteer volunteer hours hours was was calculated calculated using using an an hourly hourly rate rate of of $19.25. $19.25. # # of of Hours Hours # of 80 Hours 80 80 Value Value of of Volunteer Volunteer Value of Hours Hours Volunteer $1,540 Hours $1,540 $1,540 $1,540 $1,540 $1,540 Full-time Full-time Equivalent Equivalent Full-time 0.0 Equivalent 0.0 0.0 0.0 0.0 0.0 The value of volunteer hours was calculated using an hourly rate of $19.25. 428 Water Resources FY 2011/12 Adopted Budget Water Resources 429 WATER RESOURCES Water Services Strategic Goal(s) • Program Description Water Services provides treatment and distribution of potable water throughout the City including continual year-round operation of two surface water treatment plants, the Central Groundwater Treatment Facility, seasonal 24/7 operation of 23 active groundwater wells and 3 arsenic treatment facilities. The water distribution system includes over 2,000 miles of water lines, 44 reservoirs, 86 boosters pump stations and 360 pressure reducing valves serving over 88,500 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 2010/11 Highlights • • • • FY 2011/12 Priorities • • Budget Notes and Changes 430 WATER SERVICES • Seek Sustainability Central Arizona Project Water Treatment Plant: Successful commissioning of the 20.0 Million Gallons per Day (MGD) membrane treatment facility expansion bringing the total production capacity to 70.0 MGD. Completed rehabilitation work on original plant to ensure performance reliability. Developed a cost effective utilization schedule for Granular Activated Carbon (GAC) media to maximize bed life resulting in cost reductions in the operating budget. Changed out 6,500 water meters to ensure appropriate revenues and enhance water accountability. Completed approximately 900 backflow assembly inspections to ensure the mandated cross connection program is monitored per ordinance. Efficiency Efforts: Continue to identify, evaluate and implement improved efficiencies at all treatment plants including cost effective pre-treatment processes for the Chaparral Water Treatment Plant, overall system optimization, accelerated Automated Meter Reading (AMR) technology roll-out and strategies to minimize GAC and chemical costs. Asset Management: Focus on effective asset management program strategies to maximize the life of assets while minimizing costs. While costs increased associated with new or expanded facilities (GAC Facility, CAP Water Treatment Plant), the overall budget decreased by approximately $234,000 due to cost saving efforts and efficiencies. These cost savings efforts and efficiencies, which include GAC media bed life maximization and implementation of enhanced electrical usage monitoring tools, will have immediate impacts to the cost of electricity and filter media; the electric budgets decreased by $37,000 and filter media budgets decreased $900,000. Water Resources Water Services Staff Summary Staff Summary Staff Summary Staff Summary Full-time Equivalents (FTE) Full-time Equivalents (FTE) Full-time Equivalents (FTE) Full-time Equivalents (FTE) % of City's FTEs % of City's FTEs % of City's FTEs % of City's FTEs Funding Source Funding Source Funding Source Funding Source GW Trtmnt Facility Fund GW Trtmnt Facility Fund GW Trtmnt Facility Fund GW Trtmnt Water FundFacility Fund Water Fund Water Fund Water Fund Total Division Budget Total Division Budget Total Division Budget Total Division Budget Expenditures By Type Expenditures By Type Expenditures By Type Expenditures By Type Actual Actual 2009/10 Actual 2009/10 Actual 2009/10 2009/10 90.00 90.00 90.00 90.00 Approved Approved 2010/11 Approved 2010/11 Approved 2010/11 2010/11 107.00 107.00 107.00 107.00 Adopted Adopted 2011/12 Adopted 2011/12 Adopted 2011/12 2011/12 110.00 110.00 110.00 110.00 4.48 % 4.48 % 4.48 % 4.48 % Change 10/11 Change 10/11 to 10/11 11/12 Change to 10/11 11/12 Change to 11/12 to 11/12 3.00 3.00 3.00 3.00 Actual Actual 2009/10 Actual 2009/10 Actual 2009/10 2009/10 569,467 569,467 569,467 569,467 29,718,624 29,718,624 29,718,624 29,718,624 30,288,091 30,288,091 30,288,091 30,288,091 Approved Approved 2010/11 Approved 2010/11 Approved 2010/11 2010/11 943,097 943,097 943,097 943,097 36,982,907 36,982,907 36,982,907 36,982,907 37,926,004 37,926,004 37,926,004 37,926,004 Adopted Adopted 2011/12 Adopted 2011/12 Adopted 2011/12 2011/12 945,020 945,020 945,020 945,020 36,746,982 36,746,982 36,746,982 36,746,982 37,692,002 37,692,002 37,692,002 37,692,002 Change 10/11 Change 10/11 to 11/12 Change 10/11 to 10/11 11/12 Change to 11/12 to 11/12 1,923 1,923 1,923 1,923 -235,925 -235,925 -235,925 -235,925 -234,002 -234,002 -234,002 -234,002 Actual Actual 2009/10 Actual 2009/10 Actual 2009/10 2009/10 6,547,845 6,547,845 6,547,845 6,547,845 9,224,438 9,224,438 9,224,438 9,224,438 14,489,431 14,489,431 14,489,431 14,489,431 26,376 26,376 26,376 26,376 30,288,091 30,288,091 30,288,091 30,288,091 0 0 0 0 30,288,091 30,288,091 30,288,091 30,288,091 Approved Approved 2010/11 Approved 2010/11 Approved 2010/11 2010/11 7,617,057 7,617,057 7,617,057 7,617,057 11,747,353 11,747,353 11,747,353 11,747,353 18,561,594 18,561,594 18,561,594 18,561,594 0 0 0 0 37,926,004 37,926,004 37,926,004 37,926,004 0 0 0 0 37,926,004 37,926,004 37,926,004 37,926,004 Adopted Adopted 2011/12 Adopted 2011/12 Adopted 2011/12 2011/12 7,851,189 7,851,189 7,851,189 7,851,189 11,673,870 11,673,870 11,673,870 11,673,870 18,166,943 18,166,943 18,166,943 18,166,943 0 0 0 0 37,692,002 37,692,002 37,692,002 37,692,002 0 0 0 0 37,692,002 37,692,002 37,692,002 37,692,002 Change 10/11 Change 10/11 to 11/12 Change 10/11 to 10/11 11/12 Change to 11/12 to 11/12 234,132 234,132 234,132 234,132 -73,483 -73,483 -73,483 -73,483 -394,651 -394,651 -394,651 -394,651 0 0 0 0 -234,002 -234,002 -234,002 -234,002 0 0 0 0 -234,002 -234,002 -234,002 -234,002 Projected Projected 2010/11 Projected 2010/11 Projected 2010/11 71.0 2010/11 71.0 71.0 71.0 7,000 7,000 7,000 7,000 Estimated Estimated 2011/12 Estimated 2011/12 Estimated 2011/12 71.5 2011/12 71.5 71.5 71.5 7,000 7,000 7,000 7,000 Personnel Services Personnel Services Personnel Services Personnel ContractualServices Services Contractual Services Contractual Services Contractual CommoditiesServices Commodities Commodities Commodities Capital Outlays Capital Outlays Capital Outlays Capital Outlays SubTotal Operating Budget SubTotal Operating Budget SubTotal Operating Budget SubTotal Operating Operating Projects Budget Operating Projects Operating Projects Operating Projects Total Division Budget Total Division Budget Total Division Budget Total Division Budget Performance Measures Performance Measures Performance Measures Performance Measures Description Description Description Drinking Water Delivered - Million Gallons per Day (MGD) Description Drinking Water Delivered - Million Gallons per Day (MGD) Drinking Water Delivered - Million Gallons per Day (MGD) Drinking WaterReplaced Deliveredto- increase Million Gallons perand Daywater (MGD) Water Meters revenue Water Meters Replaced to increase revenue and water accountability Water Meters Replaced to increase revenue and water accountability Water Meters Replaced to increase revenue and water accountability accountability Water Resources Actual Actual 2009/10 Actual 2009/10 Actual 2009/10 68.4 2009/10 68.4 68.4 68.4 6,348 6,348 6,348 6,348 431 FY 2011/12 Adopted Budget 432 Water Resources Operating Projects Operating Projects - All Funds Operating Projects capture costs associated with the repair and maintenance of capital assets, replacement of non capital equipment, master plans, studies, public art, and all other project type costs that do not result in the acquisition or construction of a capital asset. Project Description ADMINISTRATIVE SERVICES IT - TELEPHONE EQUIPMENT The Telephone Operating Project is dedicated to providing systematic upgrades, maintenance and ongoing replacement of the City’s enterprise telephone system. This includes subsystems such as 911, Interactive Voice Response, Right Fax, and Voicemail. TOTAL FOR ADMINISTRATIVE SERVICES CITY COURT NEW JUSTICE FAC SPACE PRGRM STUDY Adopted FY 2011/12 387,000 387,000 This program is a request for a space planning consultant. Program study deliverables include: Needs assessment-growth trends/drivers and industry best practices Workload, resource, and service projections Facility/space future needs Project cost/benefits and risk analysis Analysis of existing supporting infrastructures Site opportunities and evaluation Development of costs and timetables Recommendations and alternatives Presentations to city leaders and council members 60,000 60,000 TOTAL FOR CITY COURT COMMUNITY AND ECONOMIC DEVELOPMENT ART IN PUBLIC PLACES This project supports, via an agreement between the City and the Scottsdale Cultural Council, Scottsdale's public art program. This project supports the acquisition, commissioning and programming of public art in Scottsdale. 482,948 CIP ADVANCE PLANNING PROGRAM Conduct studies, travel demand modeling, analysis and internal/external coordination to determine future capital improvement needs for major street, intersection, traffic management and transit projects. 49,000 STORMWATER QUALITY (AZPDES MS4) PERMIT COMPLIANCE Section 402 of the 1972 federal Clean Water Act creates the National Pollutant Discharge Elimination System, administered by the US Environmental Protection Agency, which has delegated primacy within Arizona to the Arizona Department of Environmental Quality (ADEQ). The City of Scottsdale, as owner and d operator t off a municipal i i l separate t storm t sewer system t (MS4), (MS4) has h been b issued an Arizona Pollutant Discharge Elimination System (AZPDES) permit from ADEQ. The City must comply with the provisions of this permit, which is an unfunded federal and state mandate. The purpose of the permit is to prevent polluted stormwater runoff from entering the city's MS4 and discharging to Waters of the United States. There are many permit requirements, such as wet weather stormwater sampling and monitoring, illicit discharge detection and elimination, inspection of municipal facilities and construction and industrial sites, MS4 mapping and maintenance, street sweeping, training, and preparation of a detailed annual report documenting all such compliance activities. This project will fund the on-going conservation and restoration of the City's public art collection. PUBLIC ART CONSV AND RESTORATION WW HORSE BARN REPAIRS This program is to replace and/or repair stall wall panels, metal fronts, and sliding doors on older permanent horse barns. TOTAL FOR COMMUNITY AND ECONOMIC DEVELOPMENT PUBLIC WORKS FACILITIES MGMT REPAIR & MAINT TOTAL FOR PUBLIC WORKS GRAND TOTAL Appendix 122,785 134,400 75,000 864,133 This project is for larger scale, preventive maintenance, equipment life-cycle replacement, and modernization projects at City facilities. Projects may include some or all building systems such as: HVAC, electrical, plumbing, roofing, painting, and floor coverings. 582,011 582,011 1,893,144 433 Debt Service Expense DEBT SERVICE EXPENSE - ALL FUNDS Forecast General Fund Contracts Payable U.S. Corps of Engineers - IBW US Patent Office BOR Administration/Westworld BOR Administration/TPC Nordstrom Garage Lease Nordstrom Garage Sales Tax Waterfront Construction Sales Tax Rebate Hotel Valley Ho Stacked 40's/Lund - Retail Sales Tax Rebate Stacked 40's/Lund - Construction Sales Tax Rebate Total General Fund Contracts Payable Certificates of Participation 2005 Certificates of Participation - Fire & Police Building Fiscal Agent Fees 2010/11 $ $ $ Forecast 2011/12 231,166 115,763 115,763 2,842,471 61,113 123,093 3,489,368 $ 916,790 2,000 $ $ Forecast 2012/13 231,166 121,551 121,551 2,386,837 51,317 126,786 50,000 3,089,207 $ 3,409,567 - $ $ Forecast 2013/14 231,166 127,628 127,628 2,482,310 53,370 130,590 1,378,413 4,531,105 $ - $ $ 2014/15 231,166 134,010 134,010 2,581,603 55,504 135,160 299,821 3,571,274 $ - $ $ Final Payment Forecast 2015/16 231,166 140,710 140,710 2,684,867 57,725 140,567 308,816 3,704,560 $ - $ $ Date 231,166 147,746 147,746 2,792,262 60,034 146,892 318,080 3,843,926 2032 2009 2033 2035 2028 2028 2015 2019 2014 2014 - 2011 2020 Leases Police/Fire Radio Communication Total Certificates of Participation and Leases $ 506,550 1,425,340 $ 2,548,680 5,958,247 $ 2,548,679 2,548,679 $ 2,548,679 2,548,679 $ 2,548,679 2,548,679 $ 2,548,679 2,548,679 Total General Fund $ 4,914,708 $ 9,047,454 $ 7,079,784 $ 6,119,953 $ 6,253,239 $ 6,392,605 $ 2,418,950 88,900 2,894,775 1,638,000 10,359,475 1,965,556 2,088,125 427,000 8,660,750 4,362,469 2,798,125 65,143 5,400 37,772,668 $ 1,398,725 7,702,000 1,438,244 2,088,125 3,142,000 9,520,750 4,362,469 2,879,125 4,475,900 9,040 37,016,377 $ 1,398,275 6,316,000 1,424,844 2,088,125 4,591,250 10,295,750 7,437,469 2,958,125 191,900 8,680 36,710,417 $ 1,424,250 6,319,500 6,088,125 1,601,250 10,520,750 7,612,531 3,035,125 191,900 8,320 36,801,751 $ 6,334,250 7,363,125 10,720,750 7,828,656 3,147,625 191,900 7,960 35,594,266 $ 609,000 8,269,125 11,895,750 8,400,031 3,255,625 1,601,900 7,960 34,039,391 2014 2011 2011 2011 2016 2013 2021 2014 2024 2028 2030 2018 3,430,693 2,108,300 7,550,628 1,629,119 1,339,469 863,500 2,773,350 1,540 5,708,333 2,000 25,406,932 2011 2011 2019 2025 2024 2024 2034 2034 2024 3,480,750 1,599,063 1,402,800 2,000 10 6,484,623 2010 2011 2016 2024 2022 Debt Service Funds General Obligation Bonds - Property Tax (Secondary) Supported 1997 G.O. Refunding Bonds 1989 G.O. Series I (1998) 2001 G.O. Refunding Bonds-6% & 20% 2002 Various Purpose G.O. Bonds-6% & 20% (28M iss. 5/02) 2002 G.O. Refunding Bonds-6% & 20% 2003 G.O. Refunding Bonds-6% & 20% (16,265,000 iss. 9/03) 2004 G.O. Var. Purpose-6% & 20% (48M iss. 4/04) 2005 G.O. Refunding Bonds-6% & 20% (8,542,000 iss. 3/05) 2005A G.O. Var. Purpose-6% & 20% (125M iss. 12/05) 2008A G.O. Var. Purpose-20% (100M iss. 4/08) 2010 G.O. Var. Purpose-20% (50,800,000 issued 4/7/2010) 2011 G.O. Refunding Bonds-20% Fiscal Agent Fees and Arbitrage Fees Total General Obligation Bonds Preserve General Obligation Bonds - Preserve Sales Tax Supported 2001 G.O. Refunding Bonds-Preservation Portion (1995 tax) 2002 G.O. Bonds-Preservation Portion (40M iss. 5/02, prev. 70M) (1995 tax) 2002 G.O. Refunding Bonds-Preservation Portion (1995 tax) 2004 Preservation GO (65.4M, iss. 4/04) (1995 tax) 2005 G.O. Refunding Bonds-Preservation Portion (66.088M 3/05) (1995 tax) 2005B G.O. Bonds-Preservation Portion (20M 12/05) (2004 tax) 2008B G.O. Bonds-Preservation Portion (20M 04/08) (2004 tax) 2011 G.O. Bonds 2011 G.O. Refunding Bonds Fiscal Agent Fees (1995 tax) Future G.O. Bond: $150M issue Nov 2011 (2004 tax) Fiscal Agent Fees (Future Bonds @ $1,000/bond) (2004 tax) Preserve General Obligation Bonds - Preserve Sales Tax Supported Scottsdale Preserve Authority Bonds - Preserve Sales Tax Supported 1998 Scottsdale Preserve Revenue Bonds (1995 tax) 2001 Scottsdale Preserve Revenue Refunding Bonds (1995 tax) 2004 Scottsdale Preserve Revenue Refunding Bonds (1995 tax) 2010 Scottsdale Preserve Revenue Refunding Bonds 2011 Scottsdale Preserve Revenue Refunding Bonds Fiscal Agent Fees Corporation Annual Report Total Scottsdale Preserve Authority Bonds 434 Forecast $ $ $ $ $ 744,456 138,806 360,693 7,323,300 2,838,128 1,662,619 1,325,281 376,694 961,654 2,100 1,000 15,734,731 1,201,360 3,503,500 1,114,902 114,089 2,000 10 5,935,861 $ $ $ $ $ 360,693 5,993,300 2,838,128 1,651,619 1,335,281 1,695,000 2,480,900 1,960 3,805,556 2,000 20,164,437 3,487,500 1,599,063 1,403,200 2,000 10 6,491,773 $ $ $ $ $ 360,693 4,418,300 2,838,128 1,655,369 1,319,531 1,687,800 4,978,400 1,820 5,708,333 2,000 22,970,374 3,475,750 1,599,062 1,404,800 2,000 10 6,481,622 $ $ $ $ $ 360,693 4,313,300 5,843,128 1,631,619 1,327,469 1,680,150 4,434,050 1,680 5,708,333 2,000 25,302,422 3,462,750 1,599,063 1,406,600 2,000 10 6,470,423 $ $ $ $ $ 360,692 2,108,300 7,532,878 1,631,619 1,334,594 1,672,050 2,737,750 1,540 5,708,333 2,000 23,089,756 3,473,250 1,599,062 1,397,500 2,000 10 6,471,822 $ $ $ $ $ 2034 Appendix Debt Service Expense DEBT SERVICE EXPENSE - ALL FUNDS Forecast McDowell Sonoran Preserve Contract - Preserve Sales Tax Supported (1995 tax) Municipal Property Corp. (MPC) Bonds - Excise Tax Supported 2004A MPC SkySong Bonds 2005 MPC Giants Practice Field MCSD and AZSTA funded 2005D MPC Westworld Land Acquisition (46.5Mil, Dec 2005) 2006 MPC Refunding WestWorld 2006 MPC Refunding SkySong 2006A MPC TPC (10Mil, Nov 2006) 2006B MPC Westworld Land Acquisition (32.5Mil, Nov 2006) Excise Tax Funded 2006B MPC Westworld Land Acquisition (32.5Mil, Nov 2006) Bed Tax Funded Fiscal Agent Fees Corporation Annual Report Future Bonds - Tourism Capital Project ($15M Mar 2012) Bed Tax funded Future Bonds - Tourism Capital Project ($15M Mar 2013) Bed Tax funded Future Bonds - Western Art Museum ($2.779M Mar 2013) Excise Tax funded Future Bonds - Western Art Museum ($3.75M Mar 2013) Bed Tax funded Fiscal Agent Fees (Future Bonds @ $1,000/bond) Special Assessments Series 104 Contract Existing Districts (excluding ID 104) Fiscal Agent Fees Total Special Assessments Total Debt Service Funds Forecast 2011/12 Forecast 2012/13 Forecast 2013/14 Final Payment Forecast 2014/15 2015/16 Date $ 954,175 $ 953,750 $ 955,500 $ - $ - $ - 2013 $ 1,323,275 337,144 1,128,750 1,274,250 1,498,250 650,706 800,594 600,000 9,625 10 $ 1,322,400 1,107,144 1,117,500 1,274,250 1,498,250 649,906 1,750,594 600,000 9,625 10 585,051 $ $ 1,320,150 1,590,689 1,695,000 1,274,250 1,498,250 647,106 1,772,594 600,000 9,625 10 1,188,663 1,147,292 212,555 286,823 3,000 $ 1,322,650 1,317,489 1,753,750 1,274,250 1,498,250 650,106 1,780,594 600,000 9,625 10 1,212,469 1,188,663 220,220 297,166 3,000 $ 1,322,400 2,672,883 1,807,500 1,274,250 1,498,250 644,356 1,775,594 600,000 9,625 10 1,230,656 1,212,469 224,630 303,117 3,000 2019 2021 2035 2030 2034 2031 2031 2031 1,000 1,320,550 862,144 1,106,250 1,274,250 1,498,250 648,706 1,762,594 600,000 9,625 10 1,147,292 585,051 108,390 146,263 3,000 7,623,535 1,185,051 1,107,144 7,731,625 2,478,606 862,144 Subtotal: MPC - General Fund/Excise Tax funded MPC - Bed Tax funded MPC - TSA funded Total Municipal Property Corp. Bonds Forecast 2010/11 6,685,460 600,000 337,144 8,432,540 3,222,778 1,590,689 8,512,455 3,298,298 1,317,489 2031 2032 2032 2032 8,559,615 3,346,242 2,672,883 $ 7,622,604 $ 9,915,730 $ 11,072,375 $ 13,246,007 $ 13,128,242 $ 14,578,740 $ $ $ - $ $ - $ $ 3,481 766,875 450 770,806 $ $ 2,917 800,625 450 803,992 $ $ 5,059 834,375 450 839,884 $ - $ 68,859,923 $ 75,346,059 $ 78,961,094 $ 81,820,603 $ 78,284,086 $ 80,509,686 $ 298,734 119,444 3,300,466 1,700,431 400 5,419,475 $ 299,452 123,953 3,308,398 1,704,272 400 5,436,475 $ 263,450 125,756 2,910,650 1,705,807 400 5,006,063 $ 86,245 145,392 952,855 3,793,646 400 4,978,538 $ 86,619 956,981 3,495,838 400 4,539,838 $ 87,150 962,850 3,491,638 400 4,542,038 2016 2014 2016 2023 2,824,800 3,216,500 4,937,178 1,027,200 588,322 5,793,995 1,793,380 942,772 3,215,905 3,625 $ 2,792,533 3,196,500 4,937,178 1,015,467 588,322 5,788,650 1,791,725 805,216 2,746,684 3,625 $ 2,763,383 3,171,500 4,937,178 1,004,867 588,322 5,778,150 1,788,475 831,196 2,835,304 3,625 $ 2,729,650 3,166,500 4,937,178 992,600 588,322 5,781,968 1,789,657 860,893 2,936,607 3,625 $ 3,155,250 8,153,872 971,628 5,780,059 1,789,066 890,908 3,038,992 3,000 $ 3,417,750 8,122,598 967,902 5,791,514 1,792,611 919,563 3,136,737 3,000 2014 2016 2030 2014 2030 2032 2032 2036 2036 2037 2039 2013 2013 Water and Water Reclamation Funds Water Sewer Revenue Bonds 2004 Water Sewer Revenue Refunding Bonds-Water Portion 2008 Water Sewer Revenue Refunding Bonds-Water Portion 2004 Water Sewer Revenue Refunding Bonds-Sewer Portion 2008 Water Sewer Revenue Refunding Bonds-Sewer Portion Fiscal Agent Fees Total Water Sewer Revenue Bonds Municipal Property Corp. (MPC) Bonds 2004 Water & Sewer MPC Bonds-Water Portion 2005E Water & Sewer MPC Bonds 2006 MPC Refunding Water/Sewer MPC Bonds-Water Portion 2004 Water & Sewer-Sewer Portion 2006 MPC Refunding Water/Sewer-Sewer Portion 2008A MPC Bonds-Water Portion 2008A MPC Bonds-Sewer Portion 2010 MPC Bonds-Water Portion 2010 MPC Bonds-Sewer Portion Fiscal Agent Fees Future Revenue Bonds - Water/Sewer ($67M 01/2013) Future Revenue Bonds - Water/Sewer ($41M 01/2015) Fiscal Agent Fees (Future Bonds @ $1,000/bond) Total MPC Bonds - Water and Sewer Supported $ $ $ 29,102,375 $ $ 31,705,725 $ 4,610,567 1,000 28,398,567 $ 33,377,105 $ $ $ Total Water and Water Reclamation Funds $ 29,763,152 TOTAL DEBT SERVICE ALL FUNDS $ 103,537,783 $ 113,495,888 $ 117,746,603 $ 121,317,660 $ 119,336,923 $ 123,092,349 18,297,519 2,988,900 21,286,419 16,639,604 6,794,456 23,434,060 15,056,063 8,685,233 23,741,296 16,989,224 8,669,421 25,658,645 16,475,232 8,676,546 25,151,778 19,575,784 8,678,921 28,254,705 Appendix $ 2,996,662 1,000 26,699,662 $ 24,343,677 Preserve Debt Service segregated by tax funding source: 1995 .20% Tax 2004 .15% Tax $ 23,665,900 $ $ 4,632,677 1,842,308 2,000 30,259,760 $ 4,655,893 2,838,452 2,000 31,648,020 $ 34,799,598 $ 36,190,058 435 Long-Term Debt Outstanding Long-Term Debt Outstanding - All Funds As of 6/30/11 through 6/30/15 Balance at 6/30/2011 General Fund Contracts Payable U.S. Corps of Engineers - IBW BOR Administration/Westworld BOR Administration/TPC Total General Fund Contracts Payable Balance at 6/30/2013 Balance at 6/30/2014 Final Payment Date Balance at 6/30/2015 2,706,967 4,680,333 5,409,246 12,796,546 2,614,288 4,558,782 5,287,695 12,460,765 2,516,868 4,431,154 5,160,067 12,108,089 2,414,464 4,297,145 5,026,057 11,737,666 2,306,821 4,156,434 4,885,347 11,348,602 2032 2033 2035 3,409,567 20,000,000 23,409,567 18,030,698 18,030,698 16,002,471 16,002,471 13,913,555 13,913,555 11,762,134 11,762,134 2011 2020 36,206,113 30,491,463 28,110,560 25,651,221 23,110,736 3,795,000 24,230,000 2,710,000 48,000,000 8,540,000 109,750,000 100,000,000 49,850,000 8,645,000 355,520,000 2,605,000 17,720,000 1,375,000 48,000,000 5,825,000 105,250,000 100,000,000 48,800,000 4,445,000 334,020,000 1,350,000 12,290,000 48,000,000 1,525,000 99,750,000 96,925,000 47,650,000 4,445,000 311,935,000 6,585,000 44,000,000 93,750,000 93,575,000 46,400,000 4,445,000 288,755,000 580,000 38,525,000 87,250,000 89,900,000 45,000,000 4,445,000 265,700,000 2014 2016 2013 2021 2014 2024 2028 2030 2018 Preserve General Obligation Bonds - Preserve Sales Tax Supported 2002 G.O. Refunding Bonds-Preservation Portion 8,100,000 2004 Preservation GO 52,200,000 2005 G.O. Refunding Bonds-Preservation Portion 66,090,000 2005B G.O. Bonds-Preservation Portion 15,800,000 2008B G.O. Bonds-Preservation Portion 18,675,000 2011 Preservation G.O. 22,525,000 2011 Preserve GO Refunding Bonds 33,830,000 Future Preservation G.O. Bonds Total Preserve General Obligation Bonds 217,220,000 8,100,000 48,700,000 66,090,000 14,875,000 18,150,000 21,785,000 32,705,000 150,000,000 360,405,000 8,100,000 46,600,000 66,090,000 13,900,000 17,625,000 21,030,000 29,060,000 150,000,000 352,405,000 8,100,000 44,500,000 63,085,000 12,900,000 17,075,000 20,260,000 25,850,000 150,000,000 341,770,000 8,100,000 44,500,000 58,240,000 11,850,000 16,500,000 19,475,000 24,240,000 150,000,000 332,905,000 2019 2025 2024 2024 2034 2034 2024 2034 Leases 2005 Certificates of Participation - Fire & Police Building Police/Fire Radio Communication Total Leases Total General Fund Debt Service Funds General Obligation Bonds - Property Tax (Secondary) Supported 1997 G.O. Refunding Bonds 2002 G.O. Refunding Bonds-6% & 20% 2003 G.O. Refunding Bonds-6% & 20% 2004 G.O. Var. Purpose-6% & 20% 2005 G.O. Refunding Bonds-6% & 20% 2005A G.O. Var. Purpose-6% & 20% 2008A G.O. Var. Purpose-6% & 20% 2010 G.O.Var. Purpose Bonds-20% 2011 G.O. Refunding Bonds-20% Total General Obligation Bonds Scottsdale Preserve Authority Bonds - Preserve Sales Tax Supported 2004 Scottsdale Preserve Revenue Refunding Bonds 2010 Scottsdale Preserve Revenue Refunding Bonds 2011 Scottsdale Preserve Revenue Refunding Bonds Total Scottsdale Preserve Authority Bonds 15,050,000 32,855,000 12,015,000 59,920,000 12,315,000 32,855,000 11,095,000 56,265,000 9,455,000 32,855,000 10,155,000 52,465,000 6,465,000 32,855,000 9,185,000 48,505,000 3,315,000 32,855,000 7,170,000 43,340,000 2016 2022 2022 McDowell Sonoran Preserve Contract - Preserve Sales Tax Supported 1,775,000 910,000 - - - 2013 7,915,000 19,334,928 19,475,000 25,485,000 29,965,000 8,585,000 32,500,000 143,259,928 6,935,000 18,679,092 19,250,000 25,485,000 29,965,000 8,305,000 31,550,000 14,664,949 154,834,041 5,925,000 18,069,092 19,025,000 25,485,000 29,965,000 8,015,000 30,550,000 60,754,254 197,788,346 4,875,000 17,549,092 18,200,000 25,485,000 29,965,000 7,715,000 29,500,000 59,111,869 192,400,961 3,770,000 17,284,092 17,275,000 25,485,000 29,965,000 7,400,000 28,400,000 118,005,129 247,584,220 2019 2021 2035 2030 2034 2031 2031 2032 6,036 1,500,000 1,506,036 3,481 750,000 753,481 - - - 2013 2013 779,200,964 907,187,522 914,593,346 871,430,961 889,529,220 Municipal Property Corp. (MPC) Bonds - Excise Tax Supported 2004A MPC SkySong Bonds 2005 MPC Giants Practice Field 2005D MPC WestWorld Land Acquisition 2006 MPC Refunding WestWorld 2006 MPC Refunding SkySong 2006A MPC TPC 2006B MPC Westworld Land Acquisition Future MPC Bonds Total Municipal Property Corp. Bonds Special Assessments Series 104 Contract Existing Districts (excluding ID 104) Total Special Assessments Total Debt Service Funds 436 Balance at 6/30/2012 Appendix Long-Term Debt Outstanding Long-Term Debt Outstanding - All Funds As of 6/30/11 through 6/30/15 Balance at 6/30/2011 Water and Water Reclamation Funds Water Sewer Revenue Bonds 2004 Water Sewer Revenue Refunding Bonds 2008 Water Sewer Revenue Refunding Bonds Total Water Sewer Revenue Bonds Municipal Property Corp. (MPC) Bonds 2004 Water & Sewer MPC Bonds 2005E Water & Sewer MPC Bonds 2006 MPC Refunding Water/Sewer MPC Bonds 2008A Water & Sewer MPC Bonds 2010 Water & Sewer MPC Bonds Future MPC Bonds Total MPC Bonds - Water and Sewer Supported Total Water and Water Reclamation Funds TOTAL LONG-TERM DEBT OUTSTANDING Balance at 6/30/2012 Balance at 6/30/2013 Balance at 6/30/2014 Balance at 6/30/2015 Final Payment Date 8,945,000 33,065,000 42,010,000 5,770,000 32,860,000 38,630,000 2,870,000 32,645,000 35,515,000 1,960,000 30,315,000 32,275,000 1,000,000 28,335,000 29,335,000 2016 2023 10,260,000 13,930,000 110,510,000 98,825,000 75,000,000 308,525,000 6,965,000 11,430,000 110,510,000 96,050,000 74,820,000 299,775,000 3,545,000 8,830,000 110,510,000 93,150,000 74,520,000 65,596,185 356,151,185 6,105,000 110,510,000 90,100,000 74,080,000 64,122,180 344,917,180 3,255,000 106,910,000 86,900,000 73,490,000 102,715,423 373,270,423 2014 2016 2030 2032 2036 2039 350,535,000 338,405,000 391,666,185 377,192,180 402,605,423 1,165,942,077 1,276,083,985 1,334,370,091 1,274,274,362 1,315,245,379 Sales Tax Agreements The City also has the following sales tax agreements, in which the City's payments are contingent upon the sales tax generated on the sites. These agreements are not included in the Long-term Debt Outstanding in accordance with generally accepted accounting principles. However, they are shown on the debt service schedule for purposes of budget expenditure authority and cash flow planning. Nordstrom Hotel Valley Ho Stacked 40's Appendix 2028 2019 2014 437 Legal Debt Margins COMPUTATION OF LEGAL DEBT MARGINS Forecast 6/30/2011 Net Secondary Assessed Valuation Forecasted as of June 30, 2011 $ 7,375,408,400 Debt Limit Equal to 20% of Assessed Valuation 1,475,081,680 General Obligation Bonded Debt Subject to 20% Debt Limit (net of amounts available in Debt Service Funds forecasted for payment on July 1, 2011): 1997 Refunding 2002 Refunding 2003 Refunding 2004 2005 Refunding 2005A 2005B 2008A 2008B 2010 2011 2011 Refunding $ 3,795,000 32,330,000 2,710,000 83,200,000 74,630,000 52,500,000 15,800,000 100,000,000 18,675,000 49,850,000 22,525,000 42,475,000 Net Outstanding Forecasted Bonded Debt Subject to 20% Limit 498,490,000 (A) (C) Forecasted Legal 20% Debt Margin (Available Borrowing Capacity) $ 976,591,680 Debt Limit Equal to 6% of Assessed Valuation $ 442,524,504 General Obligation Bonded Debt Subject to 6% Debt Limit (net of amounts available in Debt Service Funds forecasted for payment on July 1, 2011): 2004 2005A $ 17,000,000 57,250,000 Net Outstanding Forecasted Bonded Debt Subject to 6% Limit Forecasted Legal 6% Debt Margin (Available Borrowing Capacity) State Regulation The Arizona Constitution (Article 9, Section 8), provides that the general obligation bonded indebtedness for a city for general municipal purposes may not exceed 6% of the secondary assessed valuation of the taxable property in that city. In addition to the 6% limitation for general municipal purpose bonds, cities may issue general obligation bonds up to an additional 20% of the secondary assessed valuation for supplying such city with water, artificial light, or sewers, for the acquisition and development of land for open space preserves, parks, playgrounds and recreational facilities, public safety, law enforcement, fire and emergency services facilities and transportation facilities. $ 74,250,000 (B) 368,274,504 (D) City of Scottsdale Compliance with State Regulation This schedule indicates the secondary assessed valuation of property tax within the City of Scottsdale allows a maximum legal bonding capacity of $1,475,081,680 for projects subject to the 20% limitation and $442,524,504 for projects subject to the 6% limitation. Legal Debt Capacity Used Based on the City's current outstanding general obligation debt, it is forecasted as of June 30, 2011, the City has used (borrowed) the following legal debt capacity by percentage limitation: 20% limitation 6% limitation (A) $498,490,000 or 34% (B) $74,250,000 or 17% Legal Capacity Available Based on the City's current outstanding general obligation debt, it is forecasted as of June 30, 2011, the City has available (for borrowing) the following legal debt capacity by percentage limitation: 20% limitation 6% limitation 438 (C) $976,591,680 or 66% (D) $368,274,504 or 83% Appendix Acronyms ADA ADOT APS ARS ASRS ASU ASUF AZSTA BOR CAD CAFR CAP CDBG CDL CEF CFD CIP CMOM CNG CNR COP COS CVB DDC DM DMS DPB EEOC EMS EMT EOC EPA EPCR FAA FBI FCD FEMA Appendix Americans with Disabilities Act Arizona Department of Transportation Arizona Public Service Arizona Revised Statutes Arizona State Retirement System Arizona State University Arizona State University Foundation Arizona Sports and Tourism Authority Bureau of Reclamation Computer Aided Design; Computer Aided Dispatch (Police) Comprehensive Annual Financial Report Central Arizona Project Community Development Block Grant Commercial Driver’s License Court Enhancement Fund Community Facility District Capital Improvement Plan Capacity, Management, Operations & Maintenance Compressed Natural Gas Citizen and Neighborhood Resources Certificate of Participation City of Scottsdale Convention and Visitors Bureau Desert Discovery Center Document Management Document Management System Disinfection by Product Equal Employment Opportunity Commission Emergency Medical Services Emergency Medical Technician Emergency Operations Center Environmental Protection Agency Electronic Patient Care Reporting Federal Aviation Administration Federal Bureau of Investigation Flood Control District Federal Emergency Management Agency 439 Acronyms FT FTE FTG GAAP GAC GASB GFOA GIS GO HHW HR HUD HURF HVAC ICMA ID IGA ILM ISO IT ITD ITS IVR IWDS IWWMP JCEF LAN LEED LIMS LIS LTAF MAG MCSD MGD MPC NACSLB NPDES 440 Full Time Full Time Equivalent Fill The Gap Generally Accepted Accounting Principles Granular Activated Carbon Governmental Accounting Standards Board Government Finance Officers Association Geographic Information System General Obligation Household Hazardous Waste Human Resources U.S. Department of Housing and Urban Development Highway User Revenue Fund Heating, Ventilation, and Air Conditioning International City/County Management Association Improvement District Intergovernmental Agreement Information Lifecycle Management International Organization for Standardization Information Technology Inception to Date Intelligent Transportation System Interactive Voice Response System Irrigation Water Distribution System Integrated Water & Wastewater Master Plans Judicial Collections Enhancement Fund Local Area Network Leadership in Energy and Environmental Design Laboratory Information Management System Land Information System Local Transportation Assistance Fund Maricopa Association of Governments Maricopa County Stadium District Million Gallons per Day Municipal Property Corporation National Advisory Council on State and Local Budgeting National Pollution Discharge Elimination System Appendix Acronyms O&M PC PD PPB PSPRS PRV PT REV RFP RICO RMS ROW RV RWDS SCADA SB SPA SRO SROG SRP SRPMIC SVC SW SWAT TTHM TPC UCR WAN WRP WTP WWTP Appendix Operations and Maintenance Personal Computer Police Department Parts per Billion Public Safety Personnel Retirement System Pressure Relief Valve Part Time Revenue Request for Proposal Racketeering Influenced Corrupt Organizations Records Management System Right of way Recreational Vehicle Reclaimed Water Distribution System Supervisory Control and Data Acquisition Senate Bill Scottsdale Preserve Authority Salt River Outfall Sub Regional Operating Group Salt Rive Project Salt River Pima-Maricopa Indian Community Service Software Special Weapons and Tactics Total Trihalomethanes Tournament Players Club Uniform Crime Report Wide Area Network Water Reclamation Plant Water Treatment Plant Wastewater Treatment Plant 441 Glossary of Terms Accrual Basis A basis of accounting whereby transactions are recognized when they are incurred, as opposed to when cash is received or paid. Actual As used in the fund summaries and division summaries within the budget document, represents the actual costs results of operations. This category is presented on a modified accrual basis, with the exception that depreciation and amortization are not budgeted and principal payments on debt in the enterprise funds are budgeted as expenses. Adopted As used in the fund summaries and division summaries within the budget document, represents the budget as approved by formal action of the City Council. Appropriation An authorization made by the City Council, which permits the City to incur obligations and to expend resources for specific purposes. Assessed Valuation A value that is established annually by the County Assessor for real and personal property as a basis for levying taxes. Balanced Budget Arizona State law requires a “balanced” budget, which is “all-inclusive”. Arizona State Revised Statute (4217151) defines a “balanced” budget as follow: “Fix, levy and assess the amount to be raised from primary property taxation and secondary property taxation. This amount, plus all other sources of revenue, as estimated, and unencumbered balances from the preceding fiscal year, shall equal the total of amounts proposed to be spent in the budget for the current fiscal year.” 442 Under Arizona State law “all-inclusive” means if an item is not budgeted (i.e. does not have an appropriation), it cannot legally be spent during the fiscal year. Therefore, the budget must include sufficient appropriation provisions for expenditures related to revenues (e.g., possible future grants) that cannot be accurately determined or even anticipated when the budget is adopted in June. This budgetary flexibility allows the City to comply with the Arizona State law and to pro-actively pursue emerging revenue sources as the budget year unfolds. The contingent expenditure appropriations associated with items such as possible future grants/revenues may not be spent without prior City Council approval during a public meeting. Base Budget Cost of continuing the existing levels of service in the current budget year. Beginning Balance The residual funds brought forward from the previous fiscal year (ending balance). Bond 2000 General Obligation Bonds that were authorized by voters in calendar year 2000 and are secured by the full faith and credit of the issuer. General Obligation Bonds issued by local units of government are secured by a pledge of the issuer’s property taxing power, and must be authorized by the electorate. Bond Funds Established to account for bond proceeds to be used only for approved bond projects. Bonds Debt instruments, which require repayment of a specified principal amount on a certain date (maturity date), together with interest at a stated rate or according to a formula for determining the interest rate. Appendix Glossary of Terms Bond Rating The measure of the quality and safety of a bond. It indicates the likelihood that a debt issuer will be able to meet scheduled repayments and dictates the interest rate paid. Budget A plan of financial operation embodying an estimate of proposed expenditures and the means of financing them. Used without any modifier, the term usually indicates a financial plan for a single fiscal year. In practice, the term budget is used in two ways. Sometimes it designates the financial plan presented for adoption and other times it designates the plan finally approved. It is usually necessary to specify whether the budget under consideration is preliminary and tentative, or whether the appropriating body has approved it. Budget Calendar The schedule of key dates, which a government follows in the preparation and adoption of the budget. Budgetary Basis Budgets are adopted on a basis consistent with Generally Accepted Accounting Principles (GAAP), with the exception that (1) no depreciation is budgeted for proprietary funds; and (2) bond principal in the enterprise funds is subject to appropriation. The budgetary basis of accounting is used to present all proposed budget and forecast amounts in the budget document to facilitate meaningful comparisons. The differences between the budgetary and GAAP basis of accounting used by the City of Scottsdale are similar to those of many other local governments. The differences between budgetary basis and the GAAP basis exist largely because the budgetary basis provides a more conservative view of revenues and expenditures. Appendix Capital Expenditures The City defines a capital expenditure as using the following three criteria: (1) relatively high monetary values (equal to or greater than $25,000), (2) long asset life (equal to or greater than five years of useful life, and (3) results in the creation of a fixed asset, or the revitalization of a fixed asset. Capital Improvement Funds Established to account for financial resources to be used for the acquisition or construction of major capital facilities. The City maintains several Capital Project funds to ensure legal compliance and financial management for various restricted revenues. Capital Improvement Plan (CIP) A comprehensive plan that projects the capital needs of the community. Generally, it is a cyclical process that projects the needs for a set number of years. Capital improvement plans are essential to sound infrastructure and financial planning. The annual capital budget is derived from the long–term CIP. Capital Outlay Includes the purchase of land, the purchase or construction of buildings, structures, and facilities of all types, plus machinery and equipment. It includes expenditures that result in the acquisition or addition of a fixed asset or increase the capacity, efficiency, span of life, or economy of operating an existing fixed asset. For an item to qualify as a capital outlay expenditure it must meet all of the following requirements: (1) have an estimated useful life of more than two years; (2) typically have a unit cost of $5,000 or more; and (3) be a betterment or improvement. Replacement of a capital item is classified as a capital outlay under the same code as the original purchase. Replacement or repair parts are classified under commodities. 443 Glossary of Terms Capital Project Any project having assets of significant value and having a useful life of five years or more. Capital projects include the purchase of land, design, engineering and construction of buildings, and infrastructure items such as streets, bridges, drainage, street lighting, and water systems. Contractual Services Includes expenditures for services performed by firms, individuals, or other City divisions. Certificate of Participation (COP) Funding mechanism similar to bonds utilized for the purchase of capital items. Court Enhancement Fund A fund to accumulate fees imposed by the City Court on fines, sanctions, penalties and assessments for the purpose of enhancing the technological, operational and security capabilities of the City Court. Commodities Expendable items purchased through the Cityapproved centralized purchasing process and include supplies, repair and replacement parts, small tools, etc. Community Facilities Districts (CFD) CFDs are special purpose public improvement districts. By utilizing a variety of public funding options such as bonds, special assessments, taxes and user fees, CFDs provide a mechanism to finance public infrastructure, the operation and maintenance of public infrastructure, and enhanced municipal services in qualifying areas. 444 Cost Center An organizational budget/operating unit within each City division. Debt Service Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. Debt Service Funds Established to account for the accumulation of resources and for the payment of general long-term debt principal and interest that are not serviced by the General, Special Revenue, or Enterprise Funds. It does not include contractual obligations accounted for in the individual funds. Consumer Price Index (CPI) A statistical description of price levels provided by the U.S. Department of Labor. The index is used as a measure of the increase in the cost of living (i.e., economic inflation). Department A functional unit within a division consisting of one or more cost centers engaged in activities supporting the unit’s mission and objectives (e.g., Police and Fire departments within Public Safety Division). Contingency A budgetary reserve set aside for emergencies or unforeseen expenditures not otherwise budgeted. Contracts Payable – A liability reflecting amounts due on contracts of goods or services furnished to the City. Division The combination of departments and service areas of the City with a specific and unique set of goals and objectives (i.e., Public Safety, Finance and Accounting, Community Services, etc.). Appendix Glossary of Terms Encumbrance The legal commitment of appropriated funds in the form of purchase orders, contracts, or other commitments. They cease to be encumbrances when the obligations are paid or otherwise liquidated. Excise Debt Represents debt that is repaid by excise taxes. In this case, the excise taxes used to fund the debt service payments are a portion of the transaction privilege (sales) tax and transient occupancy tax. Encumbrance Rebudgets The balance of unliquidated purchase commitments brought forward from the previous fiscal year. Expenditure Outlay of funds for obtaining assets or goods and services. Expenditures represent decreases in net financial resources. Ending Balance The residual funds that are spendable or available for appropriation at the end of the fiscal year. Enterprise Capital Funds Used to account for utility rates and development fees for specific projects. Enterprise Funds Established to account for operations, including debt service that are financed and operated similarly to private businesses - where the intent is the service is self-sufficient, with all costs supported predominantly by user charges. The City maintains three Enterprise Funds to account for Water & Water Reclamation, Solid Waste, and Aviation activities. Equipment Rental Represents fees charged to other areas of the City for the maintenance, repair, and replacement of City vehicles. The fee for these charges is returned to the fleet management internal service fund as revenue. Estimate Represents the original adopted budget plus any contingency transfers, approved changes, and anticipated year-end savings. Appendix Expenditure Limitation An amendment to the Arizona State Constitution limiting annual expenditures for all municipalities. The Arizona Economic Estimates Commission sets the limit based on population growth and inflation. Fees Charges for specific services. Financial Policy A government’s directive with respect to operating, capital and reserve management and financial reporting as these relate to government services, programs and capital investment. Financial policy provides an agreed upon set of principles for the planning and programming of government budgets and its funding. Fiscal Year A twelve-month period designated as the operating year for accounting and budgeting purposes in an organization. The City of Scottsdale’s fiscal year is July 1 through June 30. Five-Year Financial Plan An estimation of sources and uses required by the City to operate for the next five–year period. 445 Glossary of Terms Forecast A prediction of a future outcome based on known and unknown factors. Franchise Fee Annual fees paid by utilities (electricity, cable TV and natural gas) for the use of City public rights of way. Franchise fees are also paid by the City’s water and water reclamation utility fund, as a reimbursement to the general fund for the utility’s use of City streets and right–of–ways. Franchise fees are typically a set percentage of gross revenue within the City. Fringe Benefits Contributions made by a government to meet commitments or obligations for employee-related expenses. Included is the government’s share of costs for social security and the various pension, medical, and life insurance plans. Full-Time Equivalent (FTE) A calculation used to convert part-time hours to equivalent full-time positions. Full-time employee salaries are based on 2,080 hours per year. The fulltime equivalent of a part-time employee is calculated by dividing the number of hours budgeted by 2,080. Full Cash Value Arizona Revised Statutes defines Full Cash Value (FCV) as being synonymous with market value. For assessment purposes, Full Cash Value approximates market value. Also see Secondary Assessed Valuation. Fund A fiscal and accounting entity with a self–balancing set of accounts. Records cash and other financial resources together with all related liabilities and residual equities or balances and changes therein. These are segregated for the purpose of carrying on specific activities or attaining certain objectives in accordance with special regulations, restrictions, or limitations. 446 Fund Balance The balance of net financial resources that are spendable or available for appropriation. As used in the budget, the excess of sources (revenues and cash transfers-in) over uses (expenditures, debt service, and cash transfers-out). The beginning fund balance is the residual funds brought forward from the previous fiscal year. The fund balance is comprised of a reserved fund balance and an unreserved fund balance. The reserved fund balance is restricted for specific purposes, while the unreserved fund balance is not restricted for a specific purpose and is available for general appropriation. Fund Summary A combined statement of sources, uses, and changes in fund balance for the prior year’s actual, adopted, estimated budgets, and the current year’s adopted budgets. GAAP Adjustments Differences arising from the use of a basis of accounting for budgetary purposes that differs from the basis of accounting applicable when reporting on operations in conformity with Generally Accepted Accounting Principles (GAAP). For example, depreciation and amortization in Enterprise Funds are not considered expenses on the budget basis of accounting, but are considered expenses on the GAAP basis. General Fund Primary operating fund of the City. It exists to account for the resources devoted to finance the services traditionally associated with local government. Included in these services are police and fire protection, parks and recreation, planning and economic development, general administration of the City, and any other activity for which a special fund has not been created. General Long-Term Debt – Represents any unmatured debt not considered to be a fund liability. Appendix Glossary of Terms General Obligation Bonds (G.O. Bonds) Bonds secured by the full faith and credit of the issuer. G.O. bonds issued by local units of government are secured by a pledge of the issuer’s property taxing power (secondary portion). They are usually issued to pay for general capital improvements such as parks and roads. Generally Accepted Accounting Principles (GAAP The uniform minimum standards and guidelines to financial accounting and reporting, which govern the form and content of the basic financial statements of an entity. GAAP encompass the conventions, rules, and procedures necessary to define the accepted accounting practices at a particular time. They include both broad guidelines of general application and detailed practices and procedures. GAAP provides standards by which to measure financial presentations. Goal A statement of broad direction, purpose or intent based on the needs of the community. A goal is general and timeless. Grant A contribution by one government unit or funding source to another. The contribution is usually made to aid in the support of a specified function (i.e., education or drug enforcement), but it is sometimes for general purposes. Grant Capital Funds Used to account for the proceeds of capital grants. Highway User Fuel Tax Gasoline tax shared with municipalities; a portion is distributed based upon the population of the City and a portion is distributed based upon the origin of the sales of the fuel. The Arizona State Constitution requires that this revenue be used solely for street and highway purposes. Appendix Improvement Districts Consists of property owners desiring improvements to their property. Bonds are issued to finance these improvements, which are repaid by assessments on affected property. Improvement District debt is paid for by a compulsory levy (special assessment) made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. Indirect Cost Allocation Funding transferred to the general fund from enterprise funds for specific central administrative functions, which benefit those funds (i.e., City Manager, Finance and Accounting, Human Resources, City Attorney, etc.). In-Lieu Property Tax Charges to the enterprise funds, which compensates the general fund for the property tax that would have been paid if the utilities were for–profit companies. Intergovernmental Revenues Levied by one government but shared on a predetermined basis with another government or class of governments. Internal Service Fund Established to account for the financing, on a costreimbursement basis, of commodities or services provided by one service area for the benefit of other service areas within the City. The City maintains three Internal Service Funds to account for Fleet, PC Replacement and Self-Insurance activities. Limited Property Value The Limited Property Value is calculated according to a statutory formula mandated by the Arizona State Legislation and cannot exceed the Full Cash Value (also known as Secondary Assessed Valuation). Also see Primary Assessed Valuation. 447 Glossary of Terms Mission Defines the primary purpose of the City and is intended to guide all organizational decisions, policies, and activities (internal and external) on a daily basis. Municipal Property Corporation (MPC) A non-profit corporation established to issue bonds to fund City capital improvements projects. Needs Assessment The foundation for determining what City customers feel is needed. Market surveys, public hearings, and boards and commission surveys are conducted. Objective Something to be accomplished in specific, welldefined, and measurable terms, and that is achievable within a specific time frame. Operating Budget The plan for current expenditures and the proposed means of financing them. The annual operating budget is the primary means by which most of the financing, acquisition, spending, and service delivery activities of a government are controlled. The use of annual operating budgets is required by law in Arizona and is a requirement of Scottsdale’s City Charter. Operating Revenue Funds that the government receives as income to pay for ongoing operations. It includes such items as taxes, fees from specific services, interest earnings, and grant revenues. Operating revenues are used to pay for day–to–day services. Ordinance A formal legislative enactment by the governing body of a municipality. If it is not in conflict with any higher form of law, such as a state statute or a constitutional provision, it has the full force and effect of law within the boundaries of the municipality to which it applies. 448 Other Fiscal Activity Refers to various trust and agency funds used to account for assets held by the City in a trustee capacity or as an agent for individuals, other governmental units, and other funds. Outstanding Debt The balance due at any given time resulting from the borrowing of money or from the purchase of goods and services. Pay-As-You-Go Capital Improvement Projects (PAYGO) Capital projects whose funding source is derived from City revenue sources other than through the sale of voter–approved bonds. Performance Measure Data collected to determine how effective or efficient a service area is in achieving its objectives. Personnel Services Includes the compensation paid periodically to employees plus employee fringe benefit costs, such as the City’s contributions to retirement, social security, health and life insurance. It also includes fees paid to elected officials, election judges, and clerks. Preserve Bonds Represent excise tax revenue bonds and G.O bonds. The bonds are special revenue obligations of the Scottsdale Preserve Authority payable solely from and secured by either a 0.20% sales tax approved by City voters in 1995 and issued for the purpose of acquiring land for the McDowell Sonoran Preserve or a 0.15% sales tax approved by City voters in 2004 and issued for the purpose of acquiring land and construction of essential preserve related necessities such as proposed trailheads for the McDowell Sonoran Preserve. Appendix Glossary of Terms Primary Assessed Valuation (Limited Property Value In Arizona, the Primary Assessed Valuation is used to compute primary taxes for the maintenance and operation of school districts, community college districts, municipalities, counties, and the state. The Limited Property Value is calculated according to a statutory formula mandated by the Arizona State Legislation and cannot exceed the Full Cash Value (also known as Secondary Assessed Valuation). Primary Assessment The amount of tax calculated according to a statutory formula based on the Primary Assessed Valuation. Primary Property Tax Levied for the purpose of funding general government operations. Annual increases are limited to 2.0% of the previous year’s maximum allowable primary property tax levy plus allowances for new construction and annexation of new property and tort litigation settlements. Property Tax Based according to value of property and is used as the source of monies to support the general fund (primary property tax) and to pay general obligation debt (secondary property tax). Each year the Maricopa County Assessor’s Office determines the value of all property, commercially and privately owned, within the county. These assessment values are then used on a pro-rata basis for levying property taxes. Property taxes are paid twice a year. The first half is due on October 1st and the second half is due on the following March 1st. Racketeered Influenced Corrupt Organizations (RICO) Funds Funds obtained from an anti–racketeering revolving fund maintained by either the Federal or State government as a result of asset forfeitures from criminal enterprises and are allocated to municipalities for approved non–recurring public safety expenditures. Refunding A procedure whereby an issuer refinances an outstanding bond issue by issuing new bonds. There are generally two major reasons for refunding: (1) to reduce the issuer’s interest costs or (2) to remove a burdensome or restrictive covenant imposed by the terms of the bonds being refinanced. The proceeds of the new bonds are either deposited into escrow to pay the debt service on the outstanding obligations when due, or they are used to immediately retire the outstanding obligations. The new obligations are referred to as the refunding bonds and the outstanding obligations being refinanced are referred to as the refunded bonds or the prior issue. Regional Sales Tax (Proposition 400) Represents revenues received from the 2004 voter approved 20-year extension of a half-cent transportation sales tax in Maricopa County that was first approved in 1985 to fund freeway construction. Reserve An account which records a portion of the fund balance which must be segregated for some future use and which is, therefore, not available for further appropriation or expenditure. Proposition 400 (Regional Sales Tax) Represents revenues received from the 2004 voter approved 20-year extension of a half-cent transportation sales tax in Maricopa County that was first approved in 1985 to fund freeway construction. Appendix 449 Glossary of Terms Revenue Bonds Bonds payable from a specific source of revenue, which do not pledge the full faith, and credit of the issuer. Revenue bonds are payable from identified sources of revenue and do not affect the property tax rate. Pledged revenues may be derived from operation of the financed project, grants, excise, or other specified non–property tax. Service Area Budget A budget, which allocates money to the functions or activities of a government, rather than to specific items of cost or to specific divisions. Secondary Assessed Valuation (Full Cash Value) In Arizona, the Secondary Assessed Valuation is used to compute secondary taxes, which may consist of bonds, budget overrides, and special districts such as fire, flood control, and other limited purpose districts. Full Cash Value is a reflection of the market value of property. Sinking Fund An account into which a debt issuer makes periodic deposits to ensure the timely availability of sufficient monies for the payment of debt service requirements. The revenues to be deposited into the sinking fund and payments from there are determined by the terms of the bond contract. Secondary Assessment The amount of tax calculated according to a statutory formula based on the Secondary Assessed Valuation. Special Assessment A compulsory levy made against certain properties to defray all or part of the cost of a specific capital improvement or service deemed to benefit primarily those properties. Secondary Property Tax Levied for the purpose of funding the principal, interest, and redemption charges on general obligation bonds of the City. The amount of this tax is determined by the annual debt service requirements on the City’s general obligation bonds. Self Insurance The retention by an entity of a risk of loss arising out of the ownership of property or from some other cause instead of transferring that risk through the purchase of an insurance policy. Service Area A group of related activities performed by one or more organizational units for the purpose of accomplishing a function for which the City is responsible. 450 Service Levels Describe the present services provided by a City division. Special Revenue Funds Established to account for the proceeds of specific revenue sources that are legally restricted to expenditures for specified purposes. The City maintains the following five Special Revenue Funds: Highway User Revenue, Preservation Privilege Tax, Transportation Privilege Tax, Special Programs, and Grants. Stakeholder Refers to anyone affected by or who has a stake in government. This term stakeholder includes, but is not limited to: citizens, customers, elected officials, board and commission members, management, employees, and their representatives (whether unions or other agents), businesses, vendors, other governments, and the media. Appendix Glossary of Terms Street Light Improvement Districts Formed to provide a means for properties within a district to maintain streetlights within their boundaries. A street light tax is levied against the property owner to cover the cost of electrical billings received and paid by the City. Tax Levy The total amount of revenue to be raised by general property taxes for purposes specified in the Tax Levy Ordinance. Tax Rate The amount of tax levied for each $100 of assessed valuation. Taxes Compulsory charges levied by a government for the purpose of financing services performed for common benefit. This term does not include specific charges made against particular persons or property for current or permanent benefits such as special assessments. Neither does the term include charges for services rendered only to those paying such charges, such as water service. Transfers The authorized exchanges of cash or other resources between funds, divisions, and/or capital projects. Trend Analysis Examines changes over time, which provides useful management information such as the City’s current financial situation and its future financial capacity to sustain service levels. Trust Funds Established to administer resources received and held by the City as the trustee or agent for others. Use of these funds facilitates the discharge of responsibility placed upon the City by virtue of law or other similar authority. Unreserved Fund Balance The portion of a fund’s balance that is not restricted for a specific purpose and is available for general appropriation. Unrestricted General Capital Fund Established to account for transfers-in from the General Fund and for any other activity for which a special capital fund has not been created. User Fee The fee charged for services to the party or parties who directly benefits from the service. Transportation Privilege Tax Capital Fund Established to account solely for transportation projects. Appendix 451 Budget Adoption Ordinance 452 Appendix Budget Adoption Ordinance Appendix 453 Budget Adoption Ordinance 454 Appendix CITY OF SCOTTSDALE Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2011/12 Budget Adoption Ordinance ADOPTED BUDGETED EXPENDITURES 2010/11 FUND FUND CITY OF SCOTTSDALE Summary Schedule of Estimated Revenues and Expenditures/Expenses DIRECT Fiscal Year ESTIMATED NET 2011/12 ACTUAL EXPENDITURES 2010/11* PROPERTY TAX REVENUES 2011/12 DIRECT ESTIMATED FUND BALANCE July 1, 2011** REVENUES OTHER OTHER THAN FINANCING PROPERTY TAXES SOURCES/(USES) 2011/12*** 2011/12 ESTIMATED INTERFUND TRANSFERS IN/(OUT) 2011/12 NET TOTAL FINANCIAL ADOPTED RESOURCES BUDGETED AVAILABLE EXPENDITURES 2011/12 TOTAL 2011/12 ENDING FUND BALANCE PRIMARY: ADOPTED PROPERTY REVENUES OTHER INTERFUND FINANCIAL ADOPTED BUDGETED ACTUAL ESTIMATED TAX OTHER THAN FINANCING TRANSFERS RESOURCES BUDGETED ENDING General Fund EXPENDITURES $ 263,667,810 $ 224,673,237 41,472,056 REVENUES $ 25,016,558 PROPERTY $ 194,720,668 $ (9,755,381) $ 246,292,719 $ 5,161,182 EXPENDITURES FUND $BALANCE TAXES$ SOURCES/(USES) IN/(OUT)$ 251,453,901 AVAILABLE EXPENDITURES FUND 2010/11 2010/11* July 1, 2011** 2011/12 2011/12*** 2011/12 2011/12 2011/12 2011/12 BALANCE Special Revenue Funds 66,043,646 55,823,912 30,255,189 94,778,543 PRIMARY: SECONDARY: 67,907,730 15,042,462$ General Fund Debt Service $Funds263,667,810 72,939,186 $ 224,673,237 $ 41,472,056 37,016,377 $ 194,720,668 2,292,664 25,016,558 $ 193,162,900 30,255,189 173,113,800 Special RevenueCapital FundsProjects Funds 66,043,646712,669,80055,823,912 Enterprise Funds 152,210,110 Debt Service Funds 72,939,186 Expendable Trust Funds 450,024,400 94,778,543 SECONDARY: 128,112,662 96,236,153 19,50067,907,730 9,500 15,042,462 21 174,886,318 37,016,377 2,292,664 16,000 32,538,841 Capital Projects Internal Funds Service Funds 712,669,800 18,429,213 193,162,9006,562,463 173,113,800 6,711,655 450,024,400 Enterprise FundsTOTAL ALL FUNDS 152,210,110 128,112,662 $ 1,285,979,265 $ 676,252,404 96,236,153 $ 388,658,522 $ Expendable Trust Funds Internal Service Funds 19,500 9,500 EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures 18,429,213 6,562,463 62,032,935 $ 174,886,318 923,430,248 $ 21 16,000 2010/11 32,538,841 $ 2011/12 1,285,979,265 $ 2. Add/subtract: estimated net reconciling items 4. Less: estimated exclusions $ 1,285,979,265 $ 676,252,404 $ 388,658,522 $ 5. Amount subject to the expenditure limitation $ 6. EEC or voter-approved alternative expenditure limitation $ EXPENDITURE LIMITATION COMPARISON 1. Budgeted expenditures 2. Add/subtract: estimated net reconciling items 3. Budgeted expenditures adjusted for reconciling items 90,006,128 67,398,282 22,607,846 - 35,464,796 74,394,291 15,422,008$ $ (9,755,381)89,816,299 $ 251,453,901 $ 246,292,719 5,161,182 13,750,000 - 91,372,210 728,260,41090,006,128 629,171,100 67,398,282 99,089,310 (35,027,604) 22,607,846 - - (81,768,473) - 189,353,998 35,464,796 - 184,931,270 4,422,728 16,02189,816,299 16,021 74,394,291 - 15,422,008 13,750,000 (285,548) 34,734,209 629,171,100 4,230,739 91,372,21038,964,948 728,260,410 99,089,310 13,750,000 - $ (81,768,473) 189,353,998 $ 1,387,871,705 $ 1,236,937,892 184,931,270 $ 150,933,813 4,422,728 - (285,548) 16,021 16,021 38,964,948 34,734,209 4,230,739 1,236,937,892 (899,410,155) (887,786,109) 62,032,935 $ 923,430,248 $ 386,569,110 $ 349,151,783 445,247,515 $ 428,321,758 2010/11 $ (35,027,604) - 1,285,979,265 3. Budgeted expenditures adjusted for reconciling items TOTAL ALL FUNDS 1,236,937,892 6,711,655 - - 13,750,000 $ - $ 1,387,871,705 $ 1,236,937,892 $ 150,933,813 2011/12 1,285,979,265 $ 1,236,937,892 - - 1,285,979,265 1,236,937,892 4. Less: estimated exclusions (899,410,155) (887,786,109) * Includes expenditure adjustments approved in FY 2010/11 from Schedule E 5. Amount subject to theactual expenditure $ prepared, 386,569,110 $ 349,151,783 ** Includes amountslimitation as of the date the proposed budget was adjusted for estimated activity for the remainder of the fiscal year. *** *Division Budgets exclude Grants which are reported under Other Activity 6. EEC or voter-approved alternative expenditure limitation $ Fiscal445,247,515 $ 428,321,758 **Includes adjustments approved in FYin2010/11 from Schedule E Includesexpenditure expenditure adjustments approved FY 2010/11 from Schedule E. SCHEDULE A ****Includes amounts as ofasthe the proposed budgetbudget was prepared, adjustedadjusted for estimated activity foractivitiy the remainder the fiscal year. Includesactual actual amounts of date the date the proposed was prepared, for estimated for the ofremainder of the fiscal year. Does not includeexclude transfers in. which are reported under Other Fiscal Activity *** *Division Budgets Grants *** Ordinance No. 3951 Page 1 of 12 SCHEDULE SCHEDULE AA Appendix Ordinance No. 3951 Page 1 of 12 455 CITY OF SCOTTSDALE Summary of Property Tax Levy and Property Tax Rate Information Fiscal Year 2011/12 CITY OF SCOTTSDALE Budget Adoption Ordinance Summary of Property Tax Levy and Property Tax2010/11 Rate Information Fiscal 2011/12 1. Maximum allowable primary property tax levy.Year A.R.S. §42-17051(A) $ 26,416,217 2011/12 25,016,558 2. Amount received from primary property taxation in 2010/11 2011/12 currentallowable year in excess of property the sum tax of that 1. the Maximum primary levy.year's A.R.S. maximum allowable primary property tax levy. A.R.S. $ §42-17051(A) 26,416,217 25,016,558 §42-17102(A)(18) $ 0 2. Amount received from primary property taxation in 3. Property taxyear levyinamounts the current excess of the sum of that year's maximum allowable A. Primary property primary taxes property tax levy. A.R.S. $ 26,416,217 25,016,558 §42-17102(A)(18) $ 0 B. Secondary property taxes 37,910,300 37,016,377 3. Property tax levy amounts C. Total property tax levy amounts $ 64,326,517 62,032,935 A. Primary property taxes $ 26,416,217 25,016,558 4. Property taxes collected* B. Secondary property taxes 37,910,300 37,016,377 A. Primary property taxes C. Total taxlevy levy amounts $ 64,326,517 62,032,935 (1)property 2010/11 25,095,406 Priorcollected* years’ levies 458,772 4. Property(2)taxes (3) Total primary property taxes $ 25,554,178 A. Primary property taxes B. Secondary property (1) 2010/11 levytaxes $ 25,095,406 (1) 2010/11 levylevies $ 36,014,785 (2) Prior years’ 458,772 (2) Prior years’ levies 570,147 (3) Total primary property taxes $ 25,554,178 (3) Total secondary property taxes $ 36,584,932 B. Secondary property taxes C. Total property taxes collected $ 62,139,110 (1) 2010/11 levy $ 36,014,785 570,147 5. Property(2)taxPrior ratesyears’ levies (3) Total secondary property taxes $ 36,584,932 A. City tax rate C. Total collected $ 62,139,110 (1)property Primarytaxes property tax rate 0.3836 0.4412 (2) Secondary property tax rate 0.5140 0.6503 5. Property tax rates Total city tax ratewhich are reported under Other Fiscal Activity *Division (3) Budgets exclude Grants 0.8976 1.0915 A. City tax rate (1) Primary property tax tax raterates 0.3836 0.4412 assessment district B. Special (2) Secondary property rate 0.5140 the city was 0.6503 Secondary property tax rates - tax As of the date the tentative budget was prepared, (3) Total city tax ratewhich aredistricts *Division Budgets exclude Grants reported(streetlight under Otherimprovement Fiscal Activitydistricts) 0.8976 operating 355 special assessment for which secondary 1.0915 property taxes are levied. For information pertaining to these special assessment districts and Special assessment districtthe taxCity rates B. their tax rates, please contact of Scottsdale Financial Services Department Accounting Division. Secondary property tax rates - As of the date the tentative budget was prepared, the city was operating specialtaxes assessment (streetlight improvement districts) for which plus secondary actual355 property collecteddistricts as of the date the proposed budget was prepared, estimated * Includes property taxes are levied. For information pertaining to these special assessment districts and property tax collections for the remainder of the fiscal year. their tax rates, please contact the City of Scottsdale Financial Services Department Accounting Division. * Includes actual property taxes collected as of the date the proposed budget was prepared, plus estimated property tax collections for the remainder of the fiscal year. SCHEDULE B Ordinance No. 3951 Page 2 of 12 SCHEDULE B Ordinance No. 3951 Page 2 of 12 Appendix 456 CITY OF SCOTTSDALE Summary By Fund of Revenues Other than Property Taxes Fiscal Year 2011/12 SOURCE OF REVENUES BUDGETED ACTUAL REVENUES REVENUES CITY OF SCOTTSDALE 2010/11 2010/11* Summary By Fund of Revenues Other than Property Taxes Fiscal Year 2011/12 Budget Adoption Ordinance GENERAL FUND Taxes - Local Privilege & Use Tax (1.0%) $ BUDGETED 80,514,720 $ Privilege & Use Tax - Public Safety (.10%) 7,809,928 REVENUES Transient Tax 10,591,667 SOURCE OFOccupancy REVENUES 2010/11 Electric and Gas Franchise Fee 8,200,000 Cable TVFUND Franchise Fee 3,300,000 GENERAL Salt -River Project In Lieu Fee 140,000 Taxes Local Stormwater Water 888,890 Privilege & Use TaxQuality (1.0%)Charge $ 80,514,720 $ Taxes - From Other Agencies Privilege & Use Tax - Public Safety (.10%) 7,809,928 State Shared Sales Tax 17,611,632 Transient Occupancy Tax 10,591,667 State Revenue 22,845,634 Electric and GasSharing Franchise Fee 8,200,000 Auto Tax 8,156,740 CableLieu TV Franchise Fee 3,300,000 Salt River Project In Lieu Charges Fee 140,000 Licenses/Permits/Service Stormwater Water Quality Charge 888,890 Building Permit Fees & Charges 8,220,000 Recreation 3,360,000 Taxes - From Fees Other Agencies WestWorld Equestrian 2,610,500 State Shared Sales TaxFacility Fees 17,611,632 Fire Charges 644,641 StateService Revenue Sharing 22,845,634 Business & Fees 1,709,167 Auto Lieu Licenses Tax 8,156,740 Fines and Forfeitures Licenses/Permits/Service Charges Court Fines 7,277,439 Building Permit Fees & Charges 8,220,000 Photo Enforcement 1,756,727 Recreation Fees Fines 3,360,000 Parking Fines 425,000 WestWorld Equestrian Facility Fees 2,610,500 Library FinesCharges & Fees 322,000 Fire Service 644,641 Business Licenses & FeesRental 1,709,167 Interest Earnings/Property Interest 958,956 Fines and Earnings Forfeitures Property Rental 2,776,170 Court Fines 7,277,439 Photo Enforcement Fines 1,756,727 Other Revenue/Resources Parking *DivisionFines Budgets exclude Grants which are reported under Other425,000 430,000 Fiscal Activity Library & Fees Plan Cost Allocation 322,000 Capital Fines Improvement 861,562 Out ofEarnings/Property Jurisdiction Confinement Interest RentalProgram Intergovernmental 850,584 Interest Earnings Revenue 958,956 Miscellaneous 500,000 Property Rental 2,776,170 Reimbursements 405,000 Other Revenue/Resources Indirect/Direct Costexclude Allocation 12,742,338 *Division Budgets Grants which are reported under Other 430,000 Fiscal Activity Enterprise Rate Stabilization Capital Improvement Plan Cost Allocation 861,562 Contingent / Reserve Appropriation 28,688,646 Out of Jurisdiction Confinement Program $ 234,597,941 $ Intergovernmental Revenue Total General Fund 850,584 Miscellaneous 500,000 SPECIAL REVENUE FUNDS Reimbursements 405,000 Indirect/Direct Cost Allocation 12,742,338 Transportation/HURF Fund Enterprise RateTax Stabilization Highway User $ 13,814,970 $ Contingent / Reserve 28,688,646 Privilege Tax (.20%) Appropriation 15,217,282 $ 234,597,941 $ Prop 400 Regional Sales Tax Total General Fund 300,000 Capital Improvement Plan Cost Allocation 819,926 SPECIAL FUNDS Federal REVENUE Grants 1,995,000 Miscellaneous 20,000 Transportation/HURF Fund Total Transportation/HURF Fund $ 32,167,178 $ Highway User Tax $ 13,814,970 $ Privilege Tax (.20%) Special Programs Fund Prop 400 City CourtRegional Sales Tax Capital Improvement Plan Cost Arts Allocation Downtown Cultural/Community Federal GrantsServices Administrative Miscellaneous Public Safety - Police Total Transportation/HURF Fund Community Services ESTIMATED REVENUES 2011/12 $ $ 15,217,282 300,000 1,079,508 819,926 150,000 1,995,000 5,600 20,000 3,589,317 32,167,178 1,740,900 $ 79,769,222 ACTUAL 7,729,638 REVENUES 12,481,552 2010/11* 7,800,000 3,102,000 160,337 888,705 79,769,222 $ ESTIMATED 80,885,817 7,837,836 REVENUES 12,247,000 2011/12 7,880,000 3,008,940 209,486 918,937 $ 80,885,817 6,839,425 7,820,000 1,885,885 3,622,000 237,568 2,555,500 450,000 690,116 1,709,167 1,577,956 2,816,170 6,839,425 1,885,885 237,568 430,000 450,000 675,917 6,151,679 8,380,000 1,904,744 3,838,000 238,694 2,514,500 430,000 447,932 1,717,713 446,401 2,833,358 6,151,679 1,904,744 238,694 430,000 500,000 786,839 446,401 810,000 2,833,358 410,000 8,197,165 - 7,729,638 17,611,632 12,481,552 22,845,634 7,800,000 7,470,000 3,102,000 160,337 888,705 7,820,000 3,622,000 2,555,500 17,611,632 690,116 22,845,634 1,709,167 7,470,000 7,837,836 16,446,566 12,247,000 18,348,213 7,880,000 7,330,848 3,008,940 209,486 918,937 8,380,000 3,838,000 2,514,500 16,446,566 447,932 18,348,213 1,717,713 7,330,848 812,207 1,577,956 500,000 2,816,170 405,000 12,742,338 430,000 675,917 205,627,969 812,207 500,000 405,000 12,742,338 13,400,000 15,092,337 205,627,969 520,000 883,227 3,950,000 20,000 33,865,564 13,400,000 15,092,337 520,000 1,109,819 883,227 150,000 3,950,000 5,600 20,000 3,589,317 33,865,564 1,950,000 $ $ $ $ $ $ $ 500,000 194,720,668 786,839 810,000 410,000 8,197,165 10,945,461 15,303,597 194,720,668 500,000 830,000 70,000 27,649,058 10,945,461 15,303,597 500,000 1,724,553 150,000 830,000 70,000 2,845,932 27,649,058 2,200,000 PublicPrograms Safety - Fire 500 500 400 Special Fund Community 200,000 18,000 1,200,000 City Court & Economic Development - WestWorld $ 1,079,508 1,109,819 $ 1,724,553 Contingent / Reserve Appropriation 1,500,000 1,500,000 Downtown Cultural/Community Arts 150,000 150,000 150,000 Total Special Programs $ 8,265,825 $ 6,823,236 $ 9,620,885 Administrative Services Fund 5,600 5,600 Safety -recognized Police on the modified accrual or accrual basis as of the 3,589,317 2,845,932 * IncludesPublic actual revenues date the budget was prepared, plus3,589,317 estimated revenues for the remainder of the year. Community Services 1,740,900 1,950,000 2,200,000 Ordinance No. 3951 Public Safety - Fire 500 500 400 C Page 3 of1,200,000 12 Community & Economic Development - WestWorld SCHEDULE 200,000 18,000 Contingent / Reserve Appropriation 1,500,000 1,500,000 Total Special Programs Fund $ 8,265,825 $ 6,823,236 $ 9,620,885 Appendix * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the budget was prepared, plus estimated revenues for the remainder of the year. Ordinance No. 3951 457 Interest Earnings/Property Rental CITY OF SCOTTSDALE Interest Earnings 958,956 1,577,956 446,401 Summary By Fund of Revenues Other than Property Taxes Property Rental 2,776,170 2,816,170 2,833,358 Fiscal Year 2011/12 Other Revenue/Resources *Division Budgets exclude Grants which are reported under Other430,000 Fiscal Activity 430,000 BUDGETED ACTUAL ESTIMATEDCapital Improvement Plan Cost Allocation 861,562 675,917 REVENUES REVENUES REVENUES Out of Jurisdiction Confinement Program 500,000 CITY OF SCOTTSDALE SOURCE OF REVENUES 2010/11 2010/11* 2011/12 Intergovernmental Revenue 850,584 812,207 786,839 Miscellaneous 500,000 810,000 Summary By Fund of Revenues500,000 Other than Property Taxes GENERAL FUND Reimbursements 405,000 405,000 410,000 Fiscal Year 2011/12 Taxes - Local Cost Allocation Indirect/Direct 12,742,338 12,742,338 8,197,165 Privilege & Rate Use Tax (1.0%) $ BUDGETED 80,514,720 $ 79,769,222 $ ESTIMATED 80,885,817 Enterprise Stabilization ACTUAL Privilege & Use Tax - Appropriation Public Safety (.10%) 7,809,928 7,729,638 7,837,836 Contingent / Reserve 28,688,646 REVENUES REVENUES REVENUES Transient Occupancy Tax 10,591,667 12,481,552 12,247,000 Total General Fund $ 234,597,941 $ 205,627,969 $ 194,720,668 SOURCE OF REVENUES 2010/11 2010/11* 2011/12 Electric and Gas Franchise Fee 8,200,000 7,800,000 7,880,000 Cable TV FranchiseFUNDS Fee 3,300,000 3,102,000 3,008,940 GENERAL FUND SPECIAL REVENUE Salt -River Project In Lieu Fee 140,000 160,337 209,486 Taxes Local Transportation/HURF Fund Stormwater Water 888,890 888,705 918,937 Privilege & Use TaxQuality (1.0%)Charge $ 80,514,720 $ 79,769,222 $ 80,885,817 Highway User Tax $ 13,814,970 $ 13,400,000 $ 10,945,461 Taxes - From Other Agencies Privilege & Use Tax - Public Safety (.10%) 7,809,928 7,729,638 7,837,836 Privilege Tax (.20%) 15,217,282 15,092,337 15,303,597 State Shared Sales Tax 17,611,632 17,611,632 16,446,566 Transient Occupancy Tax 10,591,667 12,481,552 12,247,000 Prop 400 Regional Sales Tax 300,000 520,000 500,000 State Revenue 22,845,634 22,845,634 18,348,213 Electric and GasSharing Franchise Fee 8,200,000 7,800,000 7,880,000 Capital Improvement Plan Cost Allocation 819,926 883,227 Auto Tax 8,156,740 7,470,000 7,330,848 CableLieu TV Franchise Fee 3,300,000 3,102,000 3,008,940 Federal Grants 1,995,000 3,950,000 830,000 Salt River Project In Lieu Charges Fee 140,000 160,337 209,486 Licenses/Permits/Service Miscellaneous 20,000 20,000 70,000 Stormwater Water Quality Charge 888,890 888,705 918,937 Building Permit Fees & Charges 8,220,000 7,820,000 8,380,000 Total Transportation/HURF Fund $ 32,167,178 $ 33,865,564 $ 27,649,058 Recreation 3,360,000 3,622,000 3,838,000 Taxes - From Fees Other Agencies Special Fund WestWorld Equestrian 2,610,500 2,555,500 2,514,500 State Programs Shared Sales TaxFacility Fees 17,611,632 17,611,632 16,446,566 City $ 1,079,508 1,109,819 $ 1,724,553 Fire Service Charges 644,641 690,116 447,932 StateCourt Revenue Sharing 22,845,634 22,845,634 18,348,213 Downtown Cultural/Community Arts 150,000 150,000 150,000 Business & Fees 1,709,167 1,709,167 1,717,713 Auto Lieu Licenses Tax 8,156,740 7,470,000 7,330,848 Administrative Services Charges 5,600 5,600 Fines and Forfeitures Licenses/Permits/Service Public Safety - Police 3,589,317 3,589,317 2,845,932 Court Fines 7,277,439 6,839,425 6,151,679 Building Permit Fees & Charges 8,220,000 7,820,000 8,380,000 Community ServicesFines 1,740,900 1,950,000 2,200,000 Photo Enforcement 1,756,727 1,885,885 1,904,744 Recreation Fees 3,360,000 3,622,000 3,838,000 Public Safety - Fire 500 500 400 Parking Fines 425,000 237,568 238,694 WestWorld Equestrian Facility Fees 2,610,500 2,555,500 2,514,500 Community & Economic Development WestWorld 200,000 18,000 1,200,000 Library FinesCharges & Fees 322,000 450,000 430,000 Fire Service 644,641 690,116 447,932 Contingent / Reserve Appropriation 1,500,000 1,500,000 Business Licenses & Fees 1,709,167 1,709,167 1,717,713 Interest Earnings/Property Rental Total Special Programs Fund $ 8,265,825 $ 6,823,236 $ 9,620,885 Interest 958,956 1,577,956 446,401 Fines and Earnings Forfeitures * IncludesProperty actual revenues recognized on the modified accrual or accrual basis as of the 2,776,170 date the budget was prepared, plus2,816,170 estimated revenues for the remainder of the Rental 2,833,358 Court Fines 7,277,439 6,839,425 6,151,679 year. Photo Enforcement Fines 1,756,727 1,885,885 1,904,744 Other Revenue/Resources Ordinance 238,694 No. 3951 Parking 237,568 *DivisionFines Budgets exclude Grants which are reported under Other425,000 430,000 Fiscal Activity 430,000 SCHEDULE C Page 3 of 12 Library & Fees Plan Cost Allocation 322,000 450,000 430,000 Capital Fines Improvement 861,562 675,917 Out ofEarnings/Property Jurisdiction Confinement 500,000 Interest RentalProgram Intergovernmental 850,584 812,207 786,839 Interest Earnings Revenue 958,956 1,577,956 446,401 Miscellaneous 500,000 500,000 810,000 Property Rental 2,776,170 2,816,170 2,833,358 Reimbursements 405,000 405,000 410,000 Other Revenue/Resources Indirect/Direct Costexclude Allocation 12,742,338 12,742,338 8,197,165 *Division Budgets Grants which are reported under Other 430,000 Fiscal Activity 430,000 Enterprise Rate Stabilization Capital Improvement Plan Cost Allocation 861,562 675,917 Contingent / Reserve Appropriation 28,688,646 Out of Jurisdiction Confinement Program 500,000 $ 234,597,941 $ 205,627,969 $ 194,720,668 Intergovernmental Revenue Total General Fund 850,584 812,207 786,839 Miscellaneous 500,000 500,000 810,000 SPECIAL REVENUE FUNDS Reimbursements 405,000 405,000 410,000 Indirect/Direct Cost Allocation 12,742,338 12,742,338 8,197,165 Transportation/HURF Fund Enterprise RateTax Stabilization Highway User $ 13,814,970 $ 13,400,000 $ 10,945,461 Contingent / Reserve 28,688,646 Privilege Tax (.20%) Appropriation 15,217,282 15,092,337 15,303,597 $ 234,597,941 $ 205,627,969 $ 194,720,668 Prop 400 Regional Sales Tax Total General Fund 300,000 520,000 500,000 Capital Improvement Plan Cost Allocation 819,926 883,227 SPECIAL FUNDS Federal REVENUE Grants 1,995,000 3,950,000 830,000 Miscellaneous 20,000 20,000 70,000 Transportation/HURF Fund Total Transportation/HURF Fund $ 32,167,178 $ 33,865,564 $ 27,649,058 Highway User Tax $ 13,814,970 $ 13,400,000 $ 10,945,461 Privilege Tax (.20%) 15,217,282 15,092,337 15,303,597 Special Programs Fund Prop 400 Regional Sales Tax 300,000 520,000 500,000 City Court $ 1,079,508 1,109,819 $ 1,724,553 Capital Improvement Plan Cost Arts Allocation 819,926 883,227 Downtown Cultural/Community 150,000 150,000 150,000 Federal Grants 1,995,000 3,950,000 830,000 Administrative Services 5,600 5,600 Miscellaneous 20,000 20,000 70,000 Public Safety - Police 3,589,317 3,589,317 2,845,932 Total Transportation/HURF Fund $ 32,167,178 $ 33,865,564 $ 27,649,058 Community Services 1,740,900 1,950,000 2,200,000 Budget Adoption Ordinance PublicPrograms Safety - Fire 500 500 400 Special Fund Community 200,000 18,000 1,200,000 City Court & Economic Development - WestWorld $ 1,079,508 1,109,819 $ 1,724,553 Contingent / Reserve Appropriation 1,500,000 1,500,000 Downtown Cultural/Community Arts 150,000 150,000 150,000 Total Special Programs $ 8,265,825 $ 6,823,236 $ 9,620,885 Administrative Services Fund 5,600 5,600 Safety -recognized Police on the modified accrual or accrual basis as of the 3,589,317 2,845,932 * IncludesPublic actual revenues date the budget was prepared, plus3,589,317 estimated revenues for the remainder of the Community Services 1,740,900 1,950,000 2,200,000 year. Ordinance No. 3951 Public Safety - Fire 500 500 400 C Page 3 of1,200,000 12 Community & Economic Development - WestWorld SCHEDULE 200,000 18,000 Contingent / Reserve Appropriation 1,500,000 1,500,000 Total Special Programs Fund $ 8,265,825 $ 6,823,236 $ 9,620,885 458 Appendix * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the budget was prepared, plus estimated revenues for the remainder of the year. Ordinance No. 3951 Budget Adoption Ordinance CITY OF SCOTTSDALE Summary By Fund of Revenues Other than Property Taxes Fiscal Year 2011/12 BUDGETED REVENUES 2010/11 SOURCE OF REVENUES Preservation Privilege Tax Funds Privilege Tax (.20%) Privilege Tax (.15%) Interest Earnings Total Preservation Privilege Tax Funds Grant Funds Community Development Block Grant HOME Funds Section 8 Housing Federal and State Grants Contingent / Reserve Appropriation Total Grant Funds Special Districts Street Light Districts Total Special Districts Total Special Revenue Funds $ ACTUAL REVENUES 2010/11* 15,619,856 12,077,208 234,680 27,931,744 $ $ 2,291,263 1,159,838 6,642,546 4,539,824 10,410,176 25,043,647 $ $ $ $ $ ESTIMATED REVENUES 2011/12 15,539,045 11,598,445 302,000 27,439,490 $ $ 2,291,263 1,159,838 6,642,546 4,539,824 $ $ 14,633,471 $ 3,788,522 1,621,719 6,655,124 6,566,511 10,500,000 29,131,876 574,387 574,387 $ $ 482,814 482,814 $ $ 724,643 724,643 93,982,781 $ 83,244,575 $ 94,778,543 $ $ 532,991 532,991 $ $ 201,528 201,528 $ $ 15,756,557 11,760,798 134,726 27,652,081 DEBT SERVICE FUNDS Interest Earnings $ $ Special Assessment Debt Fund Special Assessments - Principal Total Special Assessment Debt Fund MPC Excise Debt MCSD/AZ STA Contributions Spring Exhibition Surcharge Total MPC Excise Debt Fund Total Debt Service Funds - $ $ 839,884 839,884 $ $ 839,884 839,884 $ $ 803,992 803,992 $ $ $ 337,144 145,000 482,144 $ $ 337,144 145,000 482,144 $ 1,107,144 180,000 1,287,144 $ 1,322,028 $ 1,855,019 $ 2,292,664 $ 3,410,000 50,184,900 2,006,800 25,208,700 21,284,000 37,000 440,485,400 35,000,000 577,616,800 $ $ 3,410,000 24,311,000 1,029,500 31,160,200 16,960,000 153,800 $ 3,172,600 22,298,400 1,808,600 41,534,500 1,037,600 151,700 70,003,400 $ 34,215,775 95,210,411 880,541 445,106 5,318,544 136,070,377 CAPITAL PROJECT FUNDS Capital Improvement Program Development Fees Prop 400 Regional Sales Tax Interest Earnings Grant Revenue Contributions In-Lieu Fees Miscellaneous Estimated Unexpended Prior Year Budget Contingent / Reserve Appropriation Total Capital Project Funds $ $ 372,999,900 450,024,400 ENTERPRISE FUNDS Water and Sewer Utility Funds Sewer Charges Water Charges Effluent Sales Interest Earnings Miscellaneous Contingent / Reserve Appropriation Total Water and Sewer Funds $ $ 33,683,178 97,153,098 880,541 846,879 17,166,245 17,058,835 166,788,776 $ $ 34,244,184 98,442,324 900,793 302,543 17,571,953 151,461,797 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the budget was prepared, plus estimated revenues for the remainder of the year. SCHEDULE C Appendix Ordinance No. 3951 Page 4 of 12 459 CITY OF SCOTTSDALE Summary By Fund of Revenues Other than Property Taxes Fiscal Year 2011/12 BUDGETED ACTUAL REVENUES REVENUES CITY OF SCOTTSDALE SOURCE OF REVENUES 2010/11 2010/11* Summary By Fund of Revenues Other than Property Taxes Aviation Fund Airport Fees $ Year 2,977,304 $ 2,919,581 Fiscal 2011/12 Interest Earnings 70,000 80,497 Jet Fuel Tax 123,000 112,736 BUDGETED ACTUAL Contingent / Reserve Appropriation 4,436,278 REVENUES REVENUES Total Aviation Fund $ 2010/11 7,606,582 $ 3,112,814 SOURCE OF REVENUES 2010/11* Aviation Fund Solid Waste Fund Airport Fees $ 2,977,304 $ 2,919,581 Refuse Collection $ 19,409,471 $ 19,262,199 Interest Earnings 70,000 80,497 Interest 53,453 64,826 Jet Fuel Earnings Tax 123,000 112,736 Miscellaneous 687,242 975,720 Contingent / Reserve Appropriation 4,436,278 Contingent / Reserve 5,066,241 Total Aviation Fund Appropriation $ 7,606,582 $ 3,112,814 Total Solid Waste Fund $ 25,216,407 $ 20,302,745 Solid Waste Fund Total Enterprise Funds $ 199,611,765 $ 159,485,936 Refuse Collection $ 19,409,471 $ 19,262,199 Interest Earnings 53,453 64,826 EXPENDABLE TRUST FUNDS Miscellaneous 687,242 975,720 Trusts Contingent / Reserve Appropriation 5,066,241 Mayor's Committee for Emp of Handicapped $ 6,000 $ 6,000 Total Solid Waste Fund $ 25,216,407 $ 20,302,745 Contingent / Reserve Appropriation 10,000 Total Trust Funds $ 199,611,765 16,000 $ 6,000 Total Enterprise Funds $ $ 159,485,936 ESTIMATED REVENUES 2011/12 Budget Adoption Ordinance EXPENDABLE TRUSTFUNDS FUNDS INTERNAL SERVICE Trusts PC Replacement Mayor's Committee for Rates Emp of Handicapped Equipment/Acquisition Contingent / Reserve Appropriation Interest Earnings Total Trust Funds Internal Service Offset Total PC Replacement INTERNAL SERVICE FUNDS Fleet Management Fund PC Replacement Equipment M & O/Acquisition Equipment/Acquisition Rates Rates Miscellaneous Revenue Interest Earnings Interest Service EarningsOffset Internal Internal Offset Total PCService Replacement Contingent / Reserve Appropriation Total Fleet Management Fleet Management Fund Fund Equipment M & O/Acquisition Rates Self Insurance Fund Miscellaneous Revenue PropertyEarnings Casualty Revenues Interest Short-Term Disability Internal Service OffsetRevenues Group Health/Dental Contingent / ReserveRevenues Appropriation Internal Service Offset Total Fleet Management Fund Contingent / Reserve Appropriation Total Self Insurance Self Insurance Fund Fund Property Casualty Revenues Total Internal Disability Service Funds Short-Term Revenues Group Health/Dental Revenues Internal Service Offset TOTAL ALL FUNDS Contingent / Reserve Appropriation Total Self Insurance Fund $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 6,000 10,000 16,000 14,067,695 200,000 91,000 (14,067,695) 750,000 1,041,000 14,067,695 200,000 6,622,483 91,000 320,000 (14,067,695) 21,787,669 750,000 (21,630,537) 1,041,000 5,000,000 12,099,615 6,622,483 13,140,615 320,000 21,787,669 (21,630,537) 1,120,287,930 5,000,000 12,099,615 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 6,000 6,000 13,887,695 214,000 91,000 (13,887,695) 305,000 13,887,695 214,000 7,795,904 91,000 (13,887,695) 21,787,669 (24,124,389) 305,000 5,459,184 7,795,904 5,764,184 21,787,669 (24,124,389) 525,987,083 5,459,184 $ 2,950,023 25,744 113,863 ESTIMATED REVENUES$ 3,089,630 2011/12 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,950,023 19,348,599 25,744 38,286 113,863 948,006 3,089,630 20,334,891 174,886,318 19,348,599 38,286 948,006 6,000 20,334,891 10,000 16,000 174,886,318 6,000 10,000 16,000 (1,200,000) (1,200,000) 14,066,781 200,000 44,000 (1,200,000) (14,066,781) (1,200,000) 244,000 14,066,781 200,000 4,846,624 44,000 (14,066,781) 24,969,114 (22,148,083) 244,000 7,667,655 4,846,624 6,711,655 24,969,114 (22,148,083) 923,430,248 7,667,655 Total Internal Service Funds $ 13,140,615 $ 5,764,184 $ 6,711,655 TOTAL ALL FUNDS $ 1,120,287,930 $ 525,987,083 $ 923,430,248 * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the budget was prepared, plus estimated revenues for the remainder of the year. SCHEDULE C 460 Ordinance No. 3951 Page 5 of 12 Appendix * Includes actual revenues recognized on the modified accrual or accrual basis as of the date the budget was prepared, plus estimated revenues for the remainder of the year. Ordinance No. 3951 CITY OF SCOTTSDALE Summary By Fund Type of Other Financing Sources/(Uses) and Interfund Transfers Fiscal Year 2011/12 OTHER CITY OF SCOTTSDALE BudgetINTERFUND Adoption Ordinance FINANCING Summary By Fund Type of Other Financing Sources/(Uses) and Interfund Transfers SOURCES/(USES) TRANSFERS Fiscal Year2011/12 2011/12 2011/12 FUND IN OUT OTHER INTERFUND GENERAL FUND $ FINANCING $ 10,472,169 $ 20,227,550 SOURCES/(USES) TRANSFERS 2011/12 2011/12 SPECIAL REVENUE FUNDS FUND IN OUT Transportation/HURF Fund $ $ 1,551,267 $ 7,675,499 Special Programs Fund 6,403,500 3,540,662 GENERAL FUND $ $ 10,472,169 $ 31,766,210 20,227,550 Preservation Privilege Tax Funds Total Special Revenue Funds $ $ 7,954,767 $ 42,982,371 SPECIAL REVENUE FUNDS Transportation/HURF Fund $ $ 1,551,267 $ 7,675,499 DEBT SERVICE FUNDS Special Programs 6,403,500 $ 3,540,662 Debt Service FundFund $ $ 35,464,796 Preservation Privilege Tax Funds Total Debt Service Funds $ $ 35,464,796 $ 31,766,210 Total Special Revenue Funds $ $ 7,954,767 $ 42,982,371 CAPITAL PROJECTS FUNDS DEBT SERVICE FUNDS Capital Projects Fund $ 13,750,000 * $ 114,447,985 $ 23,075,775 Debt ServiceTotal Fund Capital Projects Funds 35,464,796 $ 23,075,775 $ 13,750,000 $ 114,447,985 Total Debt Service Funds $ $ 35,464,796 $ ENTERPRISE FUNDS CAPITAL FUNDS Water andPROJECTS Sewer Funds $ $ 18,241,699 $ 100,195,691 Capital Projects $ 13,750,000 * $ 114,447,985 Aviation Fund Fund 2,006,753 $ 23,075,775 1,051,141 $ 13,750,000 $ 114,447,985 Solid Waste Total Fund Capital Projects Funds 193,299 $ 23,075,775 963,392 Total Enterprise Funds $ $ 20,441,751 $ 102,210,224 ENTERPRISE FUNDS Water and Sewer Funds $ $ 18,241,699 $ 100,195,691 INTERNAL SERVICE FUNDS Aviation Fund 1,051,141 PC Replacement *Division $ Budgets exclude Grants $ 2,006,753 1,200,000 which are$reported under Other Fiscal Activity Solid Fund Fund 193,299 963,392 Fleet Waste Management 1,483,499 Total Enterprise Funds $ $ 20,441,751 Self Insurance Fund 251 $ 102,210,224 2,300 Total Internal Service Funds $ $ 1,200,251 $ 1,485,799 INTERNAL SERVICE FUNDS PC Replacement $ Budgets exclude Grants $ 189,981,719 1,200,000 which are$reported under Other Fiscal Activity TOTAL ALL FUNDS *Division 13,750,000 189,981,719 Fleet Management Fund 1,483,499 Self Insurance Fund 251 2,300 Total Internal Service Funds $ $ 1,200,251 $ 1,485,799 * Municipal Properties Corporation Bonds TOTAL ALL FUNDS $ 13,750,000 $ 189,981,719 $ 189,981,719 * Municipal Properties Corporation Bonds SCHEDULE D Ordinance No. 3951 Page 6 of 12 Appendix 461 SCHEDULE D Ordinance No. 3951 Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division of Expenditures/Expenses Within Each Fund Type Fiscal Year 2011/12 Adopted Budgeted Expenditures 2010/11 Fund/Divisions GENERAL FUND Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager Finance and Accounting Administrative Services Community & Economic Development Community Services Public Safety - Fire Public Safety - Police Public Works Leave Accrual Payments Estimated Division Savings Other Savings Bed Tax Encumbrance Debt Service Contingency / Reserve Appropriation Total General Fund $ $ 616,489 5,979,807 827,586 1,189,115 4,669,882 1,407,520 4,935,907 16,244,795 28,712,393 37,353,595 27,893,809 82,991,710 17,659,448 1,754,607 (3,000,000) 1,245,141 4,497,360 28,688,646 263,667,810 Expenditure Adjustments Approved 2010/11 $ $ SPECIAL REVENUE FUNDS Transportation/HURF Fund *Division Budgets exclude Grants which are reported under $ Other 12,063,783 Fiscal Activity $ Public Works 14,935,409 Community Services Leave Accrual Payments 43,100 Estimated Division Savings (135,000) Total Transportation/HURF Fund $ 26,907,292 $ Special Programs Fund City Court Admin. Svcs. - Human Resource Public Safety - Police Community Services Community & Economic Development Public Safety - Fire Estimated Division Savings Contingency / Reserve Appropriation Total Special Programs Fund Preservation Privilege Tax Funds Miscellaneous Debt Service Total Preservation Privilege Tax Funds Grant Funds City Court Finance & Accounting Community & Economic Development Community Services Public Safety - Fire Public Safety - Police Public Works CDBG/HOME/Section 8 Housing Other Federal & State Grants Contingency / Reserve Appropriation Total Grant Funds Special Districts Street Light Districts Total Special Districts $ $ $ $ 1,363,190 5,000 1,860,394 2,336,378 5,496,983 1,500,000 12,561,945 2,200 954,175 956,375 $ $ $ $ $ 3,084 2,949,000 243,800 10,555,845 215,228 666,514 10,410,176 25,043,647 $ $ 574,387 574,387 $ $ $ Actual Expenditures 2010/11* (6,423) (182,866) (6,256) (22,430) (51,320) (111,190) (509,998) (1,254,374) (1,375,700) (727,562) (2,066,771) (1,256,758) (1,114,779) (2,722,309) 685,461 417,348 (28,688,646) (38,994,573) $ (48,022) (35,564) (424,460) (508,046) $ (46,859) 414 1,037,449 (182,000) (1,500,000) (690,996) (62,201) 82,020 476,742 647,147 245,776 (10,410,176) (9,020,692) - Budget Expenditures 2011/12 610,066 5,796,941 821,330 1,166,685 4,618,562 1,407,520 4,824,717 15,734,797 27,458,019 35,977,895 27,166,247 80,924,939 16,402,690 639,828 (5,722,309) 1,930,602 4,914,708 224,673,237 $ $ $ 12,063,783 14,887,387 7,536 (559,460) 26,399,246 $ 1,363,190 5,000 1,813,535 2,336,792 6,534,432 (182,000) 11,870,949 $ $ $ $ 2,200 954,175 956,375 $ $ 764,306 5,505,549 721,423 1,060,083 3,769,007 899,314 4,392,543 15,399,743 24,303,715 32,696,540 26,956,693 77,695,466 15,776,277 1,800,000 (3,150,000) (231,226) 9,047,454 28,885,832 246,292,719 9,104,296 11,697,554 746,073 45,255 (141,750) 21,451,428 1,985,506 1,645,933 2,343,599 7,652,447 6,900 $ $ $ $ 1,500,000 15,134,385 2,200 953,750 955,950 $ 3,084 2,886,799 325,820 11,032,587 647,147 461,004 666,514 16,022,955 $ 3,084 5,541,468 248,300 12,521,569 85,562 231,893 10,500,000 29,131,876 $ $ 574,387 574,387 $ $ 724,643 724,643 * Includes actual expenditures recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures for the remainder of the fiscal year. SCHEDULE E 462 Ordinance No. 3951 Page 7 of 12 Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division of Expenditures/Expenses Within Each Fund Type Fiscal Year 2011/12 Adopted Budgeted Expenditures 2010/11 Fund/Divisions Total Special Revenue Funds Expenditure Adjustments Approved 2010/11 Actual Expenditures 2010/11* Budget Expenditures 2011/12 $ 66,043,646 $ (10,219,734) $ 55,823,912 $ 67,398,282 $ 57,519,940 7,878,257 7,540,989 $ (4,012,541) (255,653) (765,244) $ $ $ 72,939,186 $ (5,033,438) $ 53,507,399 7,622,604 6,775,745 1,982 67,907,730 57,180,814 9,915,730 7,295,765 1,982 74,394,291 $ $ $ 193,162,900 193,162,900 $ $ (484,506,900) (35,000,000) (519,506,900) $ $ 677,669,800 35,000,000 712,669,800 $ 572,405,600 56,765,500 629,171,100 $ 712,669,800 $ (519,506,900) $ 193,162,900 $ 629,171,100 $ 2,639,025 64,054,670 28,058,005 9,663,088 17,058,835 121,473,623 $ 802,144 1,705,147 (17,058,835) (14,551,544) $ 2,639,025 64,856,814 29,763,152 9,663,088 106,922,079 $ 110,000 2,088,362 65,617,543 29,102,375 6,531,635 52,048,849 155,498,764 1,729,622 415,195 154,500 4,436,278 6,735,595 $ DEBT SERVICE FUNDS GO Bonds/Revenue Bonds MPC Bonds Special Assessment Bonds Misc Expenses Total Debt Service Funds $ CAPITAL PROJECT FUNDS Capital Improvement Program Capital Projects Contingency / Reserve Appropriation Total Capital Projects Fund ENTERPRISE FUNDS Water and Sewer Utility Fund Mayor and City Council Finance and Accounting Water Resources Debt Service Indirect Cost Allocation Contingency / Reserve Appropriation Total Water and Sewer Fund Aviation Fund Community & Economic Development Direct Cost Allocation (Fire) Indirect Cost Allocation Contingency / Reserve Appropriation Total Aviation Fund Solid Waste Fund Finance and Accounting Public Works Indirect Cost Allocation Contingency / Reserve Appropriation Total Solid Waste Fund Total Enterprise Funds $ $ $ $ $ $ $ $ 765,978 15,659,117 2,509,556 5,066,241 24,000,892 $ $ (42,263) (4,436,278) (4,478,541) $ (1,122) (5,066,241) (5,067,363) 152,210,110 $ 9,500 10,000 19,500 $ $ $ $ $ 1,687,359 415,195 154,500 2,257,054 $ $ $ $ 1,705,659 183,571 6,128,886 8,018,116 $ 765,978 15,657,995 2,509,556 18,933,529 $ 861,442 15,209,761 1,481,959 3,861,228 21,414,390 (24,097,448) $ 128,112,662 $ 184,931,270 (10,000) (10,000) $ 9,500 9,500 $ 6,021 10,000 16,021 EXPENDABLE TRUST FUND Trusts Mayor's Com. For Emp. of the Handicapped Contingency / Reserve Appropriation Total Trust Fund $ $ $ $ INTERNAL SERVICE FUNDS PC Replacement Fund Administrative Services Internal Service Offset Total PC Replacement Fund Fleet Management Fund Public Works Internal Service Offset Leave Accrual Payments Estimated Division Savings Contingency / Reserve Appropriation $ $ $ 15,385,171 (14,067,695) 53,337 (237,034) 750,000 $ $ $ (37,850) 180,000 (7,571) (1,208,953) (750,000) $ $ $ - $ $ 15,347,321 (13,887,695) 45,766 (1,445,987) - $ 992,849 (1,200,000) (207,151) 17,053,534 (14,066,781) 48,051 (150,000) 6,136,174 * Includes actual expenditures recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures for the remainder of the fiscal year. SCHEDULE E Appendix Ordinance No. 3951 Page 8 of 12 463 CITY OF SCOTTSDALE Summary by Division of Expenditures/Expenses Within Each Fund Type Fiscal Year 2011/12 Adopted Expenditure Budgeted Adjustments Actual CITY OF SCOTTSDALEApproved Expenditures Expenditures Summary by Division of Expenditures/Expenses Within Each Fund Type Fund/Divisions 2010/11 2010/11 2010/11* Fiscal Year 2011/12 Total Fleet Management Fund $ 1,883,779 $ (1,824,374) $ 59,405 Budget Adoption Ordinance Self Insurance Fund Finance and Accounting Administrative Services Fund/Divisions Contingency / Reserve Appropriation Internal Service Offset Total Fleet Management Fund Total Self Insurance Fund Self Insurance Fund Finance and Accounting Total Internal Service Funds Administrative Services Contingency / Reserve Appropriation Internal Service Offset TotalALL SelfFUNDS Insurance Fund TOTAL Total Internal Service Funds TOTAL ALL FUNDS Budget Expenditures 2011/12 $ 9,020,978 Adopted Budgeted $ Expenditures 7,238,302 25,937,669 2010/11 5,000,000 (21,630,537) $ 1,883,779 $ 16,545,434 Expenditure Adjustments (845,015) Approved (1,703,509) 2010/11 (5,000,000) (2,493,852) $ (1,824,374) $ (10,042,376) Actual $ Expenditures 6,393,287 24,234,160 2010/11* (24,124,389) $ 59,405 $ 6,503,058 Budget $ Expenditures 7,302,390 26,453,675 2011/12 14,312,400 (22,148,083) $ 9,020,978 $ 25,920,382 $ $ $ $ $ $ $ $ $ 7,238,302 18,429,213 25,937,669 5,000,000 (21,630,537) 16,545,434 1,285,979,265 $ $ (845,015) (11,866,750) (1,703,509) (5,000,000) (2,493,852) (10,042,376) (609,728,843) $ 6,393,287 6,562,463 24,234,160 (24,124,389) 6,503,058 676,252,404 $ 7,302,390 34,734,209 26,453,675 14,312,400 (22,148,083) 25,920,382 1,236,937,892 $ 18,429,213 $ (11,866,750) $ 6,562,463 $ 34,734,209 $ 1,285,979,265 $ (609,728,843) $ 676,252,404 $ 1,236,937,892 * Includes actual expenditures recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures for the remainder of the fiscal year. SCHEDULE E 464 Ordinance No. 3951 Page 9 of 12 Appendix * Includes actual expenditures recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures for the remainder of the fiscal year. Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division of Expenditures/Expenses Fiscal Year 2011/12 Adopted Budgeted Expenditures 2010/11 Division/Fund MAYOR AND CITY COUNCIL General Fund Enterprise Fund - Water & Sewer Total Scottsdale City Council CITY ATTORNEY General Fund CITY AUDITOR General Fund CITY CLERK General Fund Actual Expenditures 2010/11* $ 616,489 $ (6,423) $ 610,066 $ 616,489 $ (6,423) $ Total City Attorney $ $ 5,979,807 5,979,807 $ $ (182,866) (182,866) Total City Auditor $ $ 827,586 827,586 $ $ Total City Clerk $ $ 1,189,115 1,189,115 $ $ 4,669,882 3,084 1,363,190 6,036,156 $ $ 1,407,520 1,407,520 CITY COURT General Fund Special Revenue Fund - Grants Special Revenue Fund - Special Programs Total City Court CITY MANAGER General Fund Expenditure Adjustments Approved 2010/11 Total City Manager FINANCE AND ACCOUNTING General Fund $ 4,935,907 Special Revenue Fund - Grants 2,949,000 *Division Budgets exclude Grants which are reported under Other Fiscal 2,639,025 Activity Enterprise Fund - Solid Waste 765,978 Internal Service Fund - Self-Insurance 7,238,302 Total Finance and Accounting $ 18,528,212 ADMINISTRATIVE SERVICES General Fund Special Revenue Fund - Special Programs Enterprise Fund - Water & Sewer Internal Service Fund - PC Replacement Internal Service Fund - Self-Insurance Total Administrative Services COMMUNITY & ECONOMIC DEVELOPMENT General Fund Special Revenue Fund - Transportation/HURF Special Revenue Fund - Grants Special Revenue Fund - Special Programs Enterprise Fund - Aviation Special Districts Total Community & Economic Development COMMUNITY SERVICES General Fund Special Revenue Fund - Transportation/HURF Special Revenue Fund - Grants Special Revenue Fund - Special Programs Total Community Services $ $ $ $ $ $ 16,244,795 5,000 25,937,669 42,187,464 764,306 110,000 874,306 $ $ 5,796,941 5,796,941 $ $ 5,505,549 5,505,549 (6,256) (6,256) $ $ 821,330 821,330 $ $ 721,423 721,423 $ $ (22,430) (22,430) $ $ 1,166,685 1,166,685 $ $ 1,060,083 1,060,083 $ $ $ 4,618,562 3,084 1,363,190 5,984,836 $ $ $ (51,320) (51,320) $ 3,769,007 3,084 1,985,506 5,757,597 $ $ - $ $ 1,407,520 1,407,520 $ $ 899,314 899,314 $ 4,824,717 2,886,799 2,639,025 765,978 6,393,287 17,509,806 $ 4,392,543 5,541,468 2,088,362 861,442 7,302,390 20,186,205 $ $ $ $ $ 37,353,595 10,555,845 2,336,378 50,245,818 $ $ $ 27,893,809 27,893,809 PUBLIC SAFETY - POLICE General Fund $ 82,991,710 $ 610,066 $ $ $ 28,712,393 12,063,783 243,800 5,496,983 2,144,817 574,387 49,236,163 PUBLIC SAFETY - FIRE General Fund Special Revenue Fund - Grants Special Revenue Fund - Special Programs Total Public Safety - Fire Budget Expenditures 2011/12 (111,190) (62,201) (845,015) (1,018,406) (509,998) (1,703,509) (2,213,507) $ $ $ (1,254,374) 82,020 1,037,449 (42,263) (177,168) $ (1,375,700) 476,742 414 (898,544) $ $ $ (727,562) 647,147 (80,415) $ (2,066,771) $ $ 15,734,797 5,000 24,234,160 39,973,957 $ $ $ 15,399,743 992,849 26,453,675 42,846,267 27,458,019 12,063,783 325,820 6,534,432 2,102,554 574,387 49,058,995 $ 35,977,895 11,032,587 2,336,792 49,347,274 $ $ $ 27,166,247 647,147 27,813,394 $ 26,956,693 85,562 6,900 27,049,155 $ 80,924,939 $ 77,695,466 $ $ $ $ 24,303,715 9,104,296 248,300 7,652,447 1,705,659 724,643 43,739,060 32,696,540 746,073 12,521,569 2,343,599 48,307,781 * Includes actual expenditures recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures for the remainder of the fiscal year. SCHEDULE F Appendix Ordinance No. 3951 Page 10 of 12 465 CITY OF SCOTTSDALE Summary by Division of Expenditures/Expenses Fiscal Year 2011/12 Adopted Expenditure Budgeted Adjustments CITY OF SCOTTSDALE Expenditures Approved Summary by Division of Expenditures/Expenses Division/Fund 2010/11 2010/11 Fiscal Year 2011/12 Special Revenue Fund - Grants 215,228 245,776 Adopted Expenditure Special Revenue Fund - Special Programs 1,860,394 (46,859) Total Public Safety - Police $ Budgeted 85,067,332 $ Adjustments (1,867,854) Expenditures Approved Division/Fund 2010/11 2010/11 PUBLIC WORKS General Fund $ 17,659,448 $ (1,256,758) Special Revenue Fund - Grants 215,228 245,776 666,514 Special Programs 1,860,394 (46,859) Special Revenue Fund - Transportation/HURF 14,935,409 (48,022) Total Public Safety - Police $ 85,067,332 $ (1,867,854) Enterprise Fund - Solid Waste 15,659,117 (1,132) Internal Service Fund - Fleet Management 15,385,171 (37,850) PUBLIC WORKS Total Public Works $ 64,305,659 $ (1,343,762) General Fund $ 17,659,448 $ (1,256,758) Special Revenue Fund - Grants 666,514 WATER RESOURCES Special Revenue 14,935,409 (48,022) Enterprise Fund - Fund Water- Transportation/HURF & Sewer $ 64,054,670 $ 802,144 Enterprise Fund - Solid Waste Total Water Resources 15,659,117 (1,132) $ 64,054,670 $ 802,144 Internal Service Fund - Fleet Management 15,385,171 (37,850) Total Public Works $ 64,305,659 $ (1,343,762) OTHER Leave Accrual Payments $ 1,851,044 $ (1,157,914) WATER RESOURCES Estimated Division Savings (3,372,034) (4,537,722) Enterprise Fund - Water & Sewer $ 64,054,670 $ 802,144 Other Savings Total Water Resources $ 64,054,670 $ 802,144 Bed Tax Encumbrance 1,245,141 685,461 Indirect Cost Allocation 12,327,144 OTHER Internal Offset (35,698,232) (2,313,852) Leave Accrual Payments $ 1,851,044 $ (1,157,914) Total Other (23,646,937) (7,324,027) Estimated Division Savings (3,372,034) (4,537,722) Other Savings Bed Tax Encumbrance 1,245,141 685,461 TOTAL DIVISIONS $ 393,928,863 $ (14,390,834) Indirect Cost Allocation 12,327,144 Internal Offset (35,698,232) (2,313,852) Total Other $ (23,646,937) $ (7,324,027) Budget Adoption Ordinance TOTAL DIVISIONS $ 393,928,863 $ (14,390,834) Actual Expenditures 2010/11* Budget Expenditures 2011/12 461,004 1,813,535 Actual $ 83,199,478 Expenditures 2010/11* 231,893 1,645,933 Budget $ 79,573,292 Expenditures 2011/12 $ $ $ $ 16,402,690 461,004 666,514 1,813,535 14,887,387 83,199,478 15,657,985 15,347,321 62,961,897 16,402,690 666,514 14,887,387 64,856,814 15,657,985 64,856,814 15,347,321 62,961,897 693,130 (7,909,756) 64,856,814 64,856,814 1,930,602 12,327,144 (38,012,084) 693,130 (30,970,964) (7,909,756) 1,930,602 379,538,029 12,327,144 (38,012,084) (30,970,964) $ 379,538,029 $ $ $ $ $ $ $ $ $ $ $ $ $ 15,776,277 231,893 1,645,933 11,697,554 79,573,292 15,209,761 17,053,534 59,737,126 15,776,277 11,697,554 65,617,543 15,209,761 65,617,543 17,053,534 59,737,126 1,893,306 (3,441,750) 65,617,543 (231,226) 65,617,543 8,197,165 (37,414,864) 1,893,306 (30,997,369) (3,441,750) (231,226) 370,877,332 8,197,165 (37,414,864) (30,997,369) $ 370,877,332 $ $ $ $ $ $ $ $ $ $ $ * Includes actual expenditures recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures for the remainder of the fiscal year. SCHEDULE F 466 Ordinance No. 3951 Page 11 of 12 Appendix * Includes actual expenditures recognized on the modified accrual or accrual basis as of the date the proposed budget was prepared, plus estimated expenditures for the remainder of the fiscal year. CITY OF SCOTTSDALE Summary of Specific Budget Appropriations Fiscal Year 2011/12 OTHER CITY OF SCOTTSDALE OPERATING CAPITAL FISCAL BUDGET BUDGET Summary of Specific Budget Appropriations ACTIVITY Division*: Fiscal Year 2011/12 Mayor and City Council $ 874,306 City Attorney 5,505,549 OTHER City Auditor 721,423 OPERATING CAPITAL FISCAL City Clerk 1,060,083 BUDGET BUDGET ACTIVITY City Court 5,754,513 Division*: City Manager 899,314 Mayor and City Council $ 874,306 Finance and Accounting 14,644,737 City Attorney 5,505,549 Administrative Services 42,846,267 City Auditor 721,423 Community 42,766,117 City Clerk and Economic Development 1,060,083 Community 35,786,212 City Court Services 5,754,513 Public Safety - Fire 26,963,593 City Manager 899,314 Public Safety - Police 79,341,399 Finance and Accounting 14,644,737 Public Works Services 59,737,126 Administrative 42,846,267 Water Resources 65,617,543 Community and Economic Development 42,766,117 Indirect/Direct Cost Allocation 8,197,165 Community Services 35,786,212 Internal Service Fund Offsets (37,414,864) Public Safety - Fire 26,963,593 Debt Service 113,500,070 Public Safety - Police 79,341,399 LeaveWorks Accrual Payments 1,893,306 Public 59,737,126 Estimated Department Savings (3,441,750) Water Resources 65,617,543 Other Unexpended (Savings) (231,226) Indirect/Direct Cost Allocation 8,197,165 Capital Improvements $ 572,405,600 Internal Service Fund Offsets (37,414,864) Other Activity: DebtFiscal Service 113,500,070 GrantsAccrual Payments $ 18,631,876 Leave 1,893,306 Trusts andDepartment Special Districts 730,664 Estimated Savings (3,441,750) Total 2011/12 Budget $ 465,020,883 $ 572,405,600 $ 19,362,540 Other Unexpended (Savings) (231,226) Contingency / Reserve Appropriation 112,873,369 56,765,500 10,510,000 Capital Improvements $ 572,405,600 Total Budget Appropriation $ 577,894,252 $ 629,171,100 $ 29,872,540 Other Fiscal Activity: Budget Adoption TOTAL Ordinance Grants *Division Budgets exclude Grants which are reported under Other Fiscal Activity Trusts and Special Districts Total 2011/12 Budget $ 465,020,883 $ 572,405,600 Contingency / Reserve Appropriation 112,873,369 56,765,500 Total Budget Appropriation $ 577,894,252 $ 629,171,100 $ 18,631,876 730,664 $ 19,362,540 10,510,000 $ 29,872,540 ACTIVITY $ $ $ $ $ $ 874,306 5,505,549 TOTAL 721,423 1,060,083 ACTIVITY 5,754,513 899,314 874,306 14,644,737 5,505,549 42,846,267 721,423 42,766,117 1,060,083 35,786,212 5,754,513 26,963,593 899,314 79,341,399 14,644,737 59,737,126 42,846,267 65,617,543 42,766,117 8,197,165 35,786,212 (37,414,864) 26,963,593 113,500,070 79,341,399 1,893,306 59,737,126 (3,441,750) 65,617,543 (231,226) 8,197,165 572,405,600 (37,414,864) 113,500,070 18,631,876 1,893,306 730,664 (3,441,750) 1,056,789,023 (231,226) 180,148,869 572,405,600 1,236,937,892 18,631,876 730,664 1,056,789,023 180,148,869 1,236,937,892 *Division Budgets exclude Grants which are reported under Other Fiscal Activity SCHEDULE G Ordinance No. 3951 Page 12 of 12 Appendix 467 Ordinance No. 3951 Property Tax Levy Ordinance 468 Appendix Property Tax Levy Ordinance Appendix 469 FY 2011/12 Adopted Budget 470 Appendix