Vol umeOne Oper at i ngBudget Ci t yofScot t sdal e, Ar i z ona Adopt edFY2013/ 14Budget INSTRUCTIONS FOR NAVIGATING IN ANNUAL BUDGET PDF FILES  Bookmarks for major sections are provided in the navigation pane on the left. Click on the bookmark to jump directly to that section.  If a “+”sign is at the left of a bookmark, click on the “+” to bring up subheadings.  All pages are linked to the Table of Contents. To jump to a specific page or subsections from the Table of Contents, put the pointer finger on the title or page number within and click the mouse.  Click the “Table of Contents” blue text located at the top right hand corner of any page or click the Table of Contents bookmark on the left to return to the Table of Contents at any time. FY 2013/14 Adopted Budget – Volume One Operating Budget Table of Contents Annual Report to Citizens ........................................i City Organization ....................................................v Mayor and City Council ......................................... vi Charter Officers .................................................... viii Demographics ........................................................ ix Community Profile ................................................ xiii Final Budget Transmittal .................................... xvii Proposed Budget Transmittal ............................... xix Budget Award .................................................... xxii ICMA Performance Measurers Award................ xxiii Overview Executive Summary .............................................. 1 How to Use This Book ......................................... 11 Budget Development Process ............................. 13 Budget Calendar .................................................. 25 Budget/CIP Liaisons............................................. 26 Comprehensive Financial Policies & Governing Guidance .................................... 27 Budget by Fund Fund Accounting - Fund Types ........................... 33 Total Budget Overview ......................................... 35 Total Budget Appropriation .................................. 38 General Fund ...................................................... 40 Special Revenue Funds: ...................................... 61 Transportation Fund ......................................... 63 Preservation Privilege Tax Fund ...................... 71 Special Programs Fund ................................... 77 Tourism Development Fund.............................. 89 Debt Service Funds ............................................. 95 Debt Service Expense ................................... 104 Long-term Debt Outstanding .......................... 106 Legal Debt Margins ........................................ 108 Enterprise Funds: ............................................... 110 Water & Water Reclamation Funds ................ 111 Solid Waste Fund .......................................... 119 Aviation Fund ................................................. 127 Internal Service: ................................................. 135 Fleet Management Fund ................................ 137 PC Replacement Fund.................................... 145 Risk Management Fund ................................. 149 Healthcare Self-Insurance Fund .................... 155 Grants, Trust, & Special Districts: ...................... 163 Grants Funds .................................................. 165 Trust Fund ..................................................... 168 Special Districts Fund ..................................... 169 CIP Funds........................................................... 173 Table of Contents Divisions How to Use This Section .................................... 179 Authorized Personnel Positions by Division ...................................................... 182 Authorized Personnel Positions by Division & Fund ......................................... 183 Authorized Personnel Positions by Division, Department &Title ....................... 184 FY 2013/14 Classification/Compensation Plan ................................................................ 210 Operating Budgets by Division, Department & Account Category ....................................... 222 Operating Budgets by Division, Department & Funding Source .......................................... 226 Division/Department Relationship to Strategic Goals........................................... 228 Division-Department Information: Mayor and City Council .................................. 231 City Attorney .................................................. 237 City Auditor .................................................... 251 City Clerk ....................................................... 257 City Court ....................................................... 263 City Manager ................................................. 269 City Treasurer - Finance and Accounting ....... 275 Administrative Services .................................. 295 Community and Economic Development ........ 317 Community Services ...................................... 333 Public Safety ................................................... 357 Public Safety - Fire ........................................ 371 Public Safety - Police ..................................... 385 Public Works .................................................. 403 Water Resources ........................................... 423 Appendix Operating Projects .............................................. 443 Acronyms ............................................................ 444 Glossary ............................................................. 447 Budget Adoption Ordinance ............................... 454 Property Tax Levy Ordinance ............................ 472 City of Scottsdale FY 2013/14 Adopted Budget - Volume One The City of Scottsdale A report to our citizens - Fiscal Year 2012/13 About Scottsdale The voters elect a mayor and six council members to govern Scottsdale. The Mayor is W.J. “Jim” Lane and City Council members are Suzanne Klapp, Virginia Korte, Robert Littlefield, Linda Milhaven, Guy Phillips and Dennis Robbins. The City Council appoints six officers to advise them on policy issues and run day-today operations. They are City Manager Fritz Behring, City Attorney Bruce Washburn, City Auditor Sharron Walker, City Clerk Carolyn Jagger, Presiding City Judge Joseph Olcavage, and City Treasurer Jeffery M. Nichols. Scottsdale has about 219,700 residents, and is the sixth largest city in Arizona. The city covers 184.5 square miles; 31 miles from north to south. The largest employer is Scottsdale Healthcare and other large employers include Mayo Clinic, General Dynamics, the Scottsdale Unified School District and the City of Scottsdale. The city employed 2,149 full-time and 316 part-time workers as of June 30, 2013. There were 23 fewer full-time, but 24 more part-time workers on payroll than the prior year. STRATEGI C GOALS CIXGOAL S OODS TY ES Y ALIT What was accomplished? Scottsdale Snapshot Value Scottsdale’s Unique Lifestyle and Character SUSTA N ARBAC I L ITTEYR C IT Y CIHA • Approved operating agreement and funding for Scottsdale Museum of the West construction • Hosted C I T Y C H ARmajor AC T E R golf tournaments, collector car auctions, major horse shows and Parada del Sol Support Economic Vitality POLICE 4 POLICE STATIONS 351 VEHICLES • Attracted and retained significant auto dealerships and assisted in development of their sites S IX STRAT EGIC G OALS EC O N OSP MIORTATI C V I TAL T R ANS P O RTAT I O N T RAN OINT Y • Created www.ChooseScottsdale.com website for businesses interested in relocating Enhance Neighborhoods • Remodeled the Mustang Library children’s area to transmit data to ER doctors to improve NE I G HB OR HO O D S • Acquired S U STAI NABI L I27 T Y heart C I T Yrate C H A Rmonitors AC T E R heart attack outcomes ES ALIT Y SUSTA A BRIAC L I TTYE R C IT Y CI NHA 2,963 LANE MILES OF ROADS Preserve Meaningful Open Space 303 TRAFFIC SIGNALS Seek Sustainability 42 PARKS 975 ACRES • Acquired 6,400 acres of land from the State Land Department with help from State Parks grants STRATEGI C GOALS CIXGOAL S • EOpened Trailhead, constructed Brown’s Ranch Trailhead O PE N S PAC E S C O NO M I C V ITom’s TA L I T Y Thumb T R AN S P O RTAT ION (pictured above) and opened 55 miles of trails OODS TY 15 FIRE STATIONS 10,779 FIRE HYDRANTS • Expanded alternate fuel fleet by adding four cargo vans and six garbage trucks • Expanded facility that treats groundwater and reclaimed water for golf course C I T Y C H AR AC T E R irrigation Advance Transportation • Opened North Scottsdale Park & Ride located at Scottsdale and Thunderbird • Replaced 64 miles of pavement, repaired 35,330 feet of sidewalk & replaced ECT ON OSMI C V I TAL T4,700 R ANS P Oworn RTAT I O Nstreet signs R AN PORTAT I OI TNY Note: These are selected accomplishments grouped by strategic goal. The strategic goals are the major divisions of the voter-approved 2001 General Plan. 27,800 120 PRESERVE ACRES MILES OF TRAILS How do we compare with our neighbors? Scottsdale is part of the Phoenix metropolitan area, and taxes and rates vary across the eight largest cities. Scottsdale’s taxes and rates are lower than all but two or three of the largest cities. Population Source: Arizona Office of Employment and Population Statistics Estimated City Property Tax on a $250,000 House Source: City budget offices. Based on July 1, 2013 rates Estimated City Sales Tax on a $25,000 Car Source: City budget offices. Based on July 1, 2013 rates Phoenix 1,464,727 Mesa 444,856 Chandler 241,214 Glendale 229,008 Scottsdale 219,713 Gilbert 219,666 Tempe 164,659 Peoria 157,653 Tempe $622 Glendale $573 Phoenix $455 Peoria $360 Scottsdale $323 Chandler $318 Gilbert $288 Mesa $216 Glendale $550 Phoenix $500 Tempe $500 Peoria $450 Mesa $438 Scottsdale $413 Chandler $375 Gilbert $375 Glendale $92 Phoenix $83 Tempe $80 Peoria $73 Mesa $72 Scottsdale $70 Chandler $64 Gilbert $61 Monthly Residential Utility Bill Source: City of Tempe. Typical water, garbage and sewer charges as of January 2013 SI X ST RAT E GIC GOA LS How are we doing? This is a snapshot of a few indicators tracked over time. More performance measures are in the budget book. Scottsdale Statistics Fiscal Year Ending June 30 N E I G H BO R H O O D S O PE N S PAC E S 2008 2013 vs. 2012 Acres of land acquired for the McDowell Sonoran Preserve 648 6,400 45% Annual attendance at parks, community centers and libraries (in millions) 7.9 8.2 -3% 219,980 90,016 -10% Responses by the Fire Department to calls for emergency services 22,936 27,075 3% Average Fire Dept. travel time to calls for emergency services (in minutes) 4:21 4:26 3% 35.6 29.1 -11% Average Police Department response time to emergency calls (in minutes) 5:07 4:54 -5% TR AN S PO RTAT I O N Drinking Water Supplied (million gallons per day) 73.7 67.6 -2% Homes serviced by residential refuse collections 78,024 80,013 0% New jobs created in targeted industries 1,374 1,593 9% Average hotel occupancy rate 65% 63% 2% Total citywide transit ridership (in millions) 2.6 2.6 4% Scottsdale Airport takeoffs & landings 201,958 146,432 0% Maintained landscaped medians and rights of way (in millions of square feet) 16.9 22.7 -3% Maintained city facilities (in millions of square feet) 2.8 3.2 4% SUSTAINAB ILIT Y EC O N O M IC VITALIT Y C I T Y C H A R AC T E R TR AN S PO RTAT I O N Total number of filed charges heard and resolved by the City Court SI X ST RAT E GIC GOA LS N E I G H BO R H O O D S SUSTAINAB ILIT Y C I T Y C H A R AC T E R Total crimes per thousand (Scottsdale Uniform Crime Report, Part 1) * ST RATE GIC GOA L S SIX STR O PE N S PAC E S C G OA L S HOODS OOD S IT Y ES ES S USTA STAIIN NAB ABIILLIITTYY SU C I T Y C H AR AC T E R ECO ON NO OM MIICC VVIITA TAL EC L IITTYY C G OA L S TALIT Y IT Y EC O N O M IC VITALIT Y ITYY CCH HARAC ARACTER TER CCIT TRANSPO ORTATIO RTATION N TRANSP T R AN S P O RTAT I O N C I T Y C H AR AC T E R *For the preceding calendar year. Additional statistics are available in the division section of the operating budget and in the Comprehensive Annual Financial Report What does it cost to run the city and how are those costs paid for? Scottsdale is required by law to adopt a budget each year, and cannot spend more than that total amount. This includes all city funds. 2013 actual $62.2 $206.8 $321.8 2014 What financial resources are available for budget the City of Scottsdale? (in millions of dollars) 5% $62.4 10% Property taxes are collected to support city services, and also to pay for debt service on property, buildings and infrastructure. 2013 actual $193.1 Other financing sources include funds carried over from prior years for capital and utilities designated purposes. 26% $359.3 $586.9 59% $1,372.9 $1,355.8 Total financial resources available $164.5 The city also sets aside about 14% of the total budget for contingency and reserves. This is the city’s savings account. $517.4 43% $504.8 $801.1 14% The capital budget is used to acquire or construct major facilities including buildings, roads and water infrastructure. The city receives revenue from local sales and business taxes (25% of total), and service charges from customers (30% of total). $782.2 What are the expenses for running the budget City of Scottsdale? (in millions of dollars) 43% $133.0 The fund balance consists of the accumulated surpluses from prior years held in contingency and reserve. 2014 The operating budget is used to pay for city services and to pay employees that provide those services. For key breakouts see charts below. $510.9 $1,284.7 $1,192.9 Maximum expenditure limit Two looks at the total operating budget 75% 22% Payments to private sector through contracts and direct purchases of products and services. 25% 63% 37% of budget 28% 22% long-term debt 28% Note, these numbers are as adopted by the City Council in June 2013. The city’s financial statements are audited annually by an independent auditor. The most recent audit for 2013 received a clean opinion. Complete financial information can be found at www.ScottsdaleAZ.gov/finance. Photo by: C. E. B. Imagery S IX ST RAT E G IC G OAL S S IX ST RAT E G IC G OAL S What are our priorities for Fiscal Year 2013/14? Challenges Moving Forward Each year, a list of key objectives to advance each strategic goal are developed by staff. N E I G H BO R H OOD S The next fiscal year anticipates a moderate increase in revenues with continued focus on efficient spending to maintain services to the community. CI T Y CH A R ACT E R N E I G H B OR H OOD S S U STA I N A B I L I T Y CI T Y CH A R ACT E R O PE N S PACE S E CON OM I C V I TA L I T Y R AN S P ORTAT I ON OP E N S PACE S OM I C V I TA L I T Y S P ORTAT I ON • Acquire 2,400 acres of Tmountainous •E CON Attract newT R ANdevelopment and jobs to State Trust land in the southern area Scottsdale, including Downtown, Bell of the Preserve and McDowell areas • Complete first phase of two trailheads • Improve ChooseScottsdale.com online S IX ST RAT E G IC G OAL S north of Dynamite: Granite Mountain and marketing efforts promoting and Fraesfield Scottsdale • Field locate and complete first phase • Coordinate activities of new five-year of construction of the northern Tourism Development and Marketing Preserve trails Strategic Plan S IX ST RAT E G IC G OAL S The key issues are as follows: • Watching city spending carefully • Reinvesting in the workforce • Catching up on deferred maintenance by using prior year savings • Continuing the multi-year effort to reduce charges to the enterprise funds N E I G H B OR H OOD S Because of sound financial practices and a robust local economy, the three major bond-rating agencies continue to rate Scottsdale’s general obligation bonds in the highest category – Scottsdale is one of a handful of cities in the nation to earn this distinction. The mayor and city council have also identified a number of priorities to focus on over the next year. These relate to revitalizing the McDowell Road corridor, ensuring financial sustainability, improving support of tourism events, developing economic development and transportation strategies, and building a high performance organization. Action plans are being developed for each priority. S U STA I N A B I L I T Y CI T Y CH A R ACT E R N E I G H BO R H OOD S S U STA I N A B I L I T Y OP E NCIST PACE CH ASR ACT EERCON OM I C V I TA L I T Y AN S P ORTAT I ON • Update five-year human Yservices • T RExpand access to transit by opening plan to address identified community Thunderbird Park & Ride, Mustang needs and SkySong transit centers • Finish renovation of community • Improve traffic flow through Airpark center at Chaparral Park that serves area by completing Northsight O PE N S PACE S E CON OM I C V I TA L I T Y T R AN S P ORTAT I ON persons with disabilities Roadway extension • Utilize fifth courtroom with pro tem • Complete Scottsdale Road judges to decrease driving under the improvements between Thompson influence (DUI) case backlog Peak and Pinnacle Peak roads SI X STR ATEG I C G OAL S N E I G H BO R H O O D S S U STA I N A B I L I T Y S IX ST RAT E G IC G OAL S U STA I N A BI L I T Y CI T Y CH A R ACT E R N E I G H B OR H OOD S • SIncrease investment in assets, S U STA I N A B I L I T Y T Y CH A R ACT E R • CIProvide significant opportunities for Please contact us if you have comments or widespread citizen involvement in infrastructure, and employees suggestions on how we can improve this General Plan update process through balanced, sustainable report. In addition, please let us know if • Enhance roadside appearance and budgets you like this report, or if you would like to bicycle accessibility through Thomas •E CReduce deferred maintenanceEbacklog O PE N S PAC E S O N O MI C V I TA L I T Y T R AN S P ORTAT I ON OP E N S PACE S CON OM I C V I TA L I T Y T R AN S P ORTAT I ON see other information included next year. Please contact the City Manager’s Office to provide your comments. Scottsdale’s City Manager’s Office 3939 N. Drinkwater Blvd. Scottsdale, AZ 85251 480-312-2800 feedback@ScottsdaleAZ.gov 11/2013 by providing timely maintenance and repair to city facilities • Stabilize fuel costs, emissions and dependence on foreign oil by increasing alternative-fuel fleet • Negotiate long-term landfill contract to ensure sustainable disposal location for refuse Road streetscape and bike lanes • Open Tony Nelssen Equestrian Center expansion by hosting new events and expanding existing shows • Continue efforts to develop new attractions such as Desert Discovery Center and Museum of the West This report provides a snapshot of information available in the budget and comprehensive annual financial report documents which are available at: www.ScottsdaleAZ.gov/finance Photo by: Archie Tucker Guiding Scottsdale Forward An Introduction to Our Leadership About Scottsdale The City Council is the governing body for Scottsdale. The council consists of the mayor and six council members who are elected to represent the city at large and serve overlapping, four-year terms. These seven citizens oversee the operations of city government and set policy, approve programs, appropriate funds, enact laws, select charter officers, and appoint residents to serve on advisory bodies. The mayor is the chair of the Scottsdale City Council and presides over its meetings, which are typically held on Tuesdays in the City Hall Kiva Forum located at 3939 N. Drinkwater Boulevard in downtown Scottsdale. The City Council hires six officers to advise them on policy issues and run day-to-day operations. They are collectively known as the charter officers, because their positions are spelled out in the City Charter, a voter-approved document which describes the organization and authority of city government in Scottsdale. These positions are the city attorney, city auditor, city clerk, city manager, city treasurer and presiding city judge. The city manager provides executive leadership over six divisions and the executive directors who are hired to lead those divisions. As a whole, the city employed 2,149 full-time and 316 part-time workers as of June 30, 2013. Citizens of Scottsdale Organization Chart July 2013 Scottsdale City Council City Attorney City Auditor City Clerk Boards, Commissions, Task Forces City Manager Civil Prosecution Victim Services City Treasurer Presiding Judge Finance & Accounting City Court City Treasurer & Finance Accounting Budget Business Services Risk Management Administrative Services Community Services Communications Human Resources Information Tech. Purchasing Planning & Admin. Human Services Library Systems Parks & Rec. Preserve Mgmt. Community & Economic Development Public Safety Aviation Economic Dev. Planning / Neighborhood / Transportation WestWorld Police Public Safety Fire -v- Public Works Water Resources Capital Proj. Mgmt. Facilities Mgmt. Fleet Mgmt. Solid Waste Mgmt. Street Operations Planning & Engineering Water Quality Tech. & Admin. Reclamation Svcs. Water Services Scottsdale City Council Councilwoman Virginia Korte Councilmember Virginia Korte began her first term on the Scottsdale City Council in January 2013. She has an extensive background in business and non-profit management as well as community service. In 1981 she joined her family business (Ray Korte Chevrolet) to work with and learn from her father where she served in various roles until becoming general manager and dealer in 1991. In 1996, Virginia was named to the Board of Directors of the Scottsdale Area Chamber of Commerce, and in 2002, she was hired as President and CEO. Virginia left the Chamber in 2008 to take on another challenge as President and CEO of Scottsdale Training and Rehabilitation Services (STARS), where she works today. STARS is Scottsdale’s premier provider of programs and work opportunities for individuals with developmental disabilities. Throughout her time in Scottsdale, Virginia has also served on a wide variety of volunteer boards and committees focused on serving the community. vkorte@ScottsdaleAZ.gov, 480-312-7456 Mayor W. J. “Jim” Lane 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. He was re-elected to the Mayor’s Office in 2012 and began his second term in January of 2013. 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, Chair of the Transportation Policy Committee, and Economic Development Committee. Mayor Lane also serves on the Scottsdale Leadership Advisory Board. Mayor Lane has owned and operated businesses in construction, mining, computer technology, telecommunications, regional aviation and in financial consulting. 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. jlane@ScottsdaleAZ.gov, 480-312-2466 Councilman Guy Phillips Councilman Guy Phillips began his first term on the Scottsdale City Council in January 2013. Councilman Phillips was raised in Phoenix where he graduated from Camelback High School in 1977. He moved to Scottsdale in 1994. He attended Maricopa Community College and subsequently started the air conditioning contracting business that he still owns and operates today. He is also a general contractor whose business was one of the first to implement Scottsdale’s Green Building Program. In addition to being a licensed contractor, Councilman Phillips is a licensed realtor. He is a member of the Better Business Bureau, the Arizona Small Business Association, the North Scottsdale Chamber of Commerce, the Heritage Foundation, the National Rifle Association, and the Arizona Archaeological Society. Scottsdale is where Guy Phillips met his wife Cora, and together they raised a family of five children who all attended Scottsdale public schools. gphillips@ScottsdaleAZ.gov, 480-312-2374 - vi - Councilwoman Suzanne Klapp Councilman Robert W. Littlefield Councilwoman Suzanne Klapp began her first term on the Scottsdale City Council in January 2009, and was reelected to a second term which began in January 2013. 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 moved to Scottsdale in 1998 and since then has owned custom framing retail stores in Scottsdale and Phoenix. 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. She also serves on the Maricopa Association of Governments Domestic Violence Council and the City Council’s Audit Subcommittee. She holds a Bachelor of Arts degree in English and Journalism from the University of Evansville and a Master of Business Administration from Southern Methodist University. Councilman 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 to a third term beginning in January 2011. He is the founder and president of NetXpert Systems, Inc., a Scottsdalebased computer company. He also is a commercial pilot and flight instructor. Councilman 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, a member of the American Legion and an Eagle Scout. A Vietnam combat veteran, Councilman Littlefield served in the U.S. Army from 1968 to 1970 and in the Arizona Army National Guard from 1971 to 1974. Councilman Littlefield holds a bachelor’s degree in engineering from Arizona State University. rlittlefield@ScottsdaleAZ.gov, 480-312-7840 sklapp@ScottsdaleAZ.gov, 480-312-7402 Councilwoman Linda Milhaven Councilman Dennis Robbins Councilwoman Linda Milhaven began her first term on the Scottsdale City Council in January 2011. She has served in numerous volunteer capacities including Chair of the Board of Trustees of the Scottsdale Cultural Council, Chair of the Board of the Scottsdale Area Chamber of Commerce and Chair of the Board of the Better Business Bureau. She was a member of Class VIII of Scottsdale Leadership and in 2009 earned their Frank B. Hodges Alumni Achievement Award. She returned to the area to make Scottsdale her home in 1989. As part of her 30-year banking career, she was a community bank president in Scottsdale from 1993 to 2005. She graduated from Paradise Valley High School. She holds a Bachelor of Arts degree in Psychology from Wellesley College and a Masters in Business Administration from Columbia University. lmilhaven@ScottsdaleAZ.gov, 480-312-7454 Councilman 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. 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; 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. He graduated from Chaparral High School, California Lutheran University and attended Pacific Lutheran Theological Seminary before graduating from Pepperdine School of Law in 1990. drobbins@ScottsdaleAZ.gov, 480-312-2468 - vii - Charter Officers Fritz Behring City Manager Bruce Washburn City Attorney Sharron Walker City Auditor Carolyn Jagger City Clerk Lee Guillory Acting City Treasurer Joseph Olcavage Presiding Judge fbehring@ScottsdaleAZ.gov 480-312-2800 cjagger@ScottsdaleAZ.gov 480-312-2411 bwashburn@ScottsdaleAZ.gov 480-312-2659 lguillory@ScottsdaleAZ.gov 480-312-2364 swalker@ScottsdaleAZ.gov 480-312-7867 jolcavage@ScottsdaleAZ.gov 480-312-7604 Executive Directors Brad Hartig Information Technology bhartig@ScottsdaleAZ.gov 480-312-7615 Alan Rodbell Public Safety Bruce Davis Human Resources Bill Murphy Community Services bdavis@ScottsdaleAZ.gov 480-312-2364 arodbell@ScottsdaleAZ.gov 480-312-1900 bmurphy@ScottsdaleAZ.gov 480-312-7954 Paul Katsenes Community and Economic Development pkatsenes@ScottsdaleAZ.gov 480-312-2890 - viii - Brian Biesemeyer Water Resources bbiesemeyer@ScottsdaleAZ.gov 480-312-5683 Dan Worth Public Works dworth@ScottsdaleAZ.gov 480-312-5555 Scottsdale By The Numbers A Demographic Summary Location Scottsdale is located in Maricopa County, Arizona. The city covers an area of 184.5 square miles; 31 miles from north to south, and 11.4 miles at its widest point. Neighboring communities include Phoenix and Paradise Valley to the west, Tempe to the south; the Salt River Pima-Maricopa Indian Community and Fountain Hills to the east, and Cave Creek and Carefree to the north. Tonto National Forest Cave Creek Carefree Unincorporated County Land Scottsdale McDowell Mountain Regional Park Phoenix Fountain Hills Paradise Valley Salt River Pima Indian Community Mesa Fort McDowell Indian Community Scottsdale is also bordered by the Tonto National Forest and unincorporated county land, including the McDowell Mountain Regional Park. Scottsdale’s elevation varies from a low of 1,150 feet to 4,877 feet, and at Scottsdale Airport is 1,510 feet above sea level. Climate Scottsdale averages 7.7 inches of rainfall per year, with the average monthly minimum and maximum temperatures ranging throughout the year from 42°F in December to 105°F degrees in July. Average Daily Maximum and Minimum Temperatures Tempe 66 43 Jan Glendale Phoenix 68 46 51 Feb 67 58 Mar Apr 103 105 76 82 May Jun 102 81 Jul Aug 98 75 87 75 63 Sep 52 Oct 64 42 Nov Dec Source: Western Regional Climate Center, Scottsdale Airport Weather Station, Nov. 2001-Dec. 2008 Scottsdale Mesa Chandler Tucson Population 76 93 83 According to the US Census, Scottsdale is the sixth largest city in Arizona and the 94th largest city in the United States. Scottsdale’s Population Growth 1951 1960 1970 1980 1990 2000 2010 2013 2,021 10,026 67,841 88,364 130,069 202,705 217,365 219,713 Source: U.S. Census, Population Division; Arizona Office of Employment and Population Statistics (2013) - ix - Scottsdale and its Residents Age Composition Timeline Birth to 5 2,223 20 29,828 Median Age: 46.4 25 9,040 Gender 55 75 84,611 residents 62,452 Race and Ethnic Origin 22,853 Hispanic or Latino (of any race) 22,398 - 10% Male Asian - 4% - 8,140 47% 53% Two or more races - 2% - 5,232 African American - 2% - 3,354 Native American - 1% - 3,028 Female Other - 1% - 3,066 White - 90% - 198,187 Housing Occupancy Total Housing Units - 125,329 Seasonal Housing & Vacant Units - 23,091 (18%) Occupied Housing Units - 102,238 (82%) Owner Occupied - 67,504 (66%) Renter Occupied 34,734 (34%) Homeowner vacancy rate 2.4% Rental vacancy rate 7.2% Educational Attainment Graduate or Bachelor’s Degree professional degree 49,556 (29%) 39,446 (23%) 169,916 (Population 25 years and older) Associate Degree/ Some College 49,798 (29%) Source: Except as noted, all information in this report is from the U.S. Census Bureau, 2007-2011 American Community Survey, 5-year estimates -x- High School Graduate 28,197 (17%) Less than High School Graduate 5,919 (3%) Household Income Distribution $200,000 + 10,165 10% Less than $25,000 18,319 18% General Plan Land Use Source: Scottsdale Community & Economic Development Division Residential 47% $50,000 - $99,999 29,982 29% $ $100,000 - $199,999 21,881 21% Open Space 43% Commercial/ Employment/Office/ Public (non-residential) 7% $25,000 - $49,000 21,893 21% Mixed Use 3% Median Household Income $65,020 Mean Household Income $98,442 Median Housing Value Phoenix Mesa Chandler Glendale Scottsdale Gilbert Tempe Peoria $201,000 $178,900 $255,100 $183,300 $430,500 $266,100 $233,400 $216,800 - xi - Worker Inflow & Outflow More workers enter Scottsdale than leave to work in other communities Source: U.S. Census Bureau, Center for Economic Studies (2010) 125,945 WORKERS ENTER 29,883 WORKERS ENTER 36,355 WORKERS ENTER 179 LIVE/WORK 26,782 LIVE/WORK WORKERS EXIT 1,181 WORKERS EXIT 68,985 City of Scottsdale 83,742 - Total Workforce 214 LIVE/WORK Downtown Scottsdale 28,881 - 34% WORKERS EXIT 1,729 Scottsdale Airpark 34,840 - 42% Occupational Composition Civilian employed population 16 and over: 110,586 Management, business, science and arts - 53,982 - 49% Sales and office - 34,047 - 31% Service - 15,141 - 14% Production, transportation and material moving - 4,802 - 4% Natural resources, construction and maintenance - 2,614 - 2% More demographic information is available in the comprehensive annual financial report document which is available at: www.ScottsdaleAZ.gov/finance - xii - Scottsdale Through The Years A Community Profile Scottsdale Today Scottsdale is a city steeped in superlatives, scenery and the Western spirit. Minutes from some of the state’s finest shopping and dining, mountain lions still roam rugged desert canyons. Ranches, hiking trails and cowboy bars share elbow room with five-star resorts, acclaimed art galleries and international fashion shows. Our residents enjoy a quality of life that attracts visitors from around the world. The city is home to 125 golf courses, 220 tennis courts, dozens of parks and hundreds of miles of bike paths and hiking trails. Many of those amenities occur along the Indian Bend Wash Greenbelt, a lush system of lakes and open space. The greenbelt runs from Scottsdale’s southern boundary, through the heart of the city and transitions into a trails system serving the Scottsdale McDowell Sonoran Preserve. The preserve encompasses some of the most scenic desert lands and mountains in Arizona and includes hundreds of miles of trails, including the award-winning Bajada Nature Trail, for explorers of all skill levels. Even those with limited mobility may experience the wonders of the desert. Ultimately the preserve is planned to span about 34,000 acres – about one-third the city’s land mass. While the preserve offers unspoiled nature and Old West solitude, Scottsdale’s eclectic downtown districts serve up buzz, bustle and sophistication. This blending of urban cool and natural beauty attracts more than just those pursuing the good life. Businesses find Scottsdale a great place to thrive, too. The Scottsdale Airpark is the second largest employment center in Arizona boasting about 48,000 employees in more than 2,000 businesses. - xiii - SkySong, located just a few miles south of downtown, is a high tech innovation center designed to help companies grow by providing services and programs offered or facilitated by Arizona State University. Scottsdale business also means tourism. More than 8 million people visit Scottsdale annually generating an economic impact of $3.7 billion. Scottsdale is home to some of the finest resort and hotel properties in the world, from the upscale Four Seasons and Princess to the trendy “W” in downtown. During winter and spring, Scottsdale becomes the special events capital of Arizona. The TPC Scottsdale plays host to the PGA’s Waste Management Phoenix Open, the best attended golf tournament in the world. The WestWorld special events complex hosts the Barrett-Jackson Collector Car Auction and some of the largest equestrian events in the nation including the Scottsdale All-Arabian. In March, Scottsdale Stadium is the spring training home of the San Francisco Giants. The unique urban environment and nearby events such as the Scottsdale Arts Festival attract thousands of visitors annually. Scottsdale’s Historic Roots 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. Scott’s purchase and subsequent farming of the land would eventually lead to 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. Completion of the Granite Reef Dam in 1908 and the Roosevelt Dam in 1911 transformed the Salt River Valley and allowed Scottsdale to share in the resulting population boom. 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 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. As the valley began to attract visitors from colder climates, Scottsdale was the only local community to formally embrace the western atmosphere that distinguished 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. - xiv - A community made great by its citizens It is not the mountains that make Scottsdale unique, nor is it the weather or any other gift of nature or geography. It is the people who had the vision and courage to make this a special place. Scottsdale’s strong sense of community developed early on, like it does in most small towns, but as artists and architects began to arrive, a certain sense of flair and creativity became part of the collective identity. As thousands of pilots trained for combat in the Second World War at what is today Scottsdale Airport, the military’s “can do” attitude was added to the mix. The results transformed a quiet desert suburb into an international destination. As the bustling town began to experience growing pains in the early 1960s, the grass roots Scottsdale Town Enrichment Program, or STEP, formed to tackle the city’s problems. Out of that process came a bold design for the world-renowned Indian Bend Wash Greenbelt and plans for what many consider Scottsdale’s heart and soul: the flower-laden Civic Center Mall. A culture of innovation Those innovations were just a beginning. Scottsdale helped pioneer the modern method of mechanized trash pickup in the 1960s when city staff created “Godzilla” – a truck sporting a mechanical arm that grabbed and emptied containers at the command of the driver. This technological breakthrough improved efficiency, reduced costs and became the model for the efficient systems used nationwide today. Scottsdale is both a destination for desert golf and a leader in water conservation. How? By pioneering total wastewater reuse and water banking. This high-tech purification system permits water to be recycled within our community – not used once and lost. The system reduces the need for imported water resources and allows participating golf courses to stay green while supporting our lifestyle and economy. These are only two examples of Scottsdale’s culture of innovation. Scottsdale was also at the forefront of comprehensive land planning, widespread adoption of fire sprinklers and ordinances governing signage and landscaping to preserve the community’s aesthetic. - xv - Photo by: CEB Imagery Scottsdale Accolades MSN Money Names Scottsdale No. 1 Spot for Retirees Scottsdale’s Aquatics Program Wins National Award Scottsdale Chosen as a “Best Run City” for Second Year Scottsdale Ranked in Top 50 U.S. Cities MSN Money came out with its top ten list of best places for retirees, and Scottsdale made No. 1. Scottsdale is one of the best-run cities in the nation, according to an analysis by 24/7 Wall St. Scottsdale ranked 10th in the list of 100 cities. It’s the second consecutive year Scottsdale has made the list. The city of Scottsdale’s Aquatics program received a “Best Overall Commitment to Aquatics” honor from Aquatics International magazine. According to Bloomberg Businessweek, Scottsdale came in 43rd among U.S. cities. Civic Center and Mustang Libraries Earn “Family Place Libraries” Designation Two Scottsdale libraries received national recognition for their support of early learning and parental involvement. Scottsdale at a Glance • Incorporated: 1951 • Motto: “The West’s Most Western Town” Scottsdale • Official Food: Chili, by 1994 Mayoral proclamation • Population: 219,713 (Sixth largest city in Arizona) • Size: 184.5 square miles; 31 miles from north to south Photo by: Janet Wunnicke - xvi - - xvii - - xviii - - xix - - xx - - xxi - Budget Award for Fiscal Year 2012/13 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, 2012. 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. The current budget continues to conform to program requirements and will be submitted to the GFOA to determine its eligibility for another award. - xxii - This Certificate of Excellence is presented to Scottsdale AZ for exceeding the standards established by the ICMA Center for Performance Measurement™ in the identification and public reporting of key outcome measures, surveying of both residents and employees, and the pervasiveness of performance measurement in the organization’s culture. Presented at the 99th ICMA Annual Conference Boston/New England 24 September 2013 Rob e rt J. O’Ne i ll Jr. I C MA Ex e c utive Di r e ctor Bon n i e Svr c e k I C M A Pr e s i de n t Wayn e Som m e r A cti ng 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 - xxiii - FY 2013/14 Adopted Budget - xxiv - Table of Contents Overview Executive Summary Executive Summary The City of Scottsdale’s two budget volumes provide a comprehensive picture of the city’s financial plan for FY 2013/14. This Executive Summary complements that information, highlighting items, issues and trends that shaped the budget. Current year City Council policy decisions The following are the major policy items included in the city’s adopted FY 2013/14 budget. Each of these items was discussed during City Council’s public budget review sessions:  $3.5 million for a pay program designed to reward employee performance and address other pay issues  $2.5 million in one-time funding to address Police Department employee salary inequity issues  No increase to property tax resulting from increasing taxes by the legally allowed maximum of two percent over the prior fiscal year’s primary levy  A 6 percent healthcare premium rate increase and no change to dental premiums (employees and applicable spouses can completely offset the impact of the healthcare premium increase by completing a wellness exam and health risk assessment)  A net increase of 6.85 Full-Time Equivalents (FTEs)  The use of unreserved fund balance for the following: o $3.0 million into the capital improvement plan for improvement and upkeep to infrastructure o $0.9 million for deferred maintenance of buildings and equipment o $0.5 million for the November 5, 2013 city election o $0.4 million for overtime in the Fire Department o $0.3 million for equipment replacement at playgrounds and pools o $0.3 million for a community services strategic master plan o $0.2 million for an IT business continuity plan o $0.1 million for the employee tuition reimbursement program o $0.1 million for the general plan update o $0.1 million to address the DUI backlog at the city court  Water Rate and Charges o a revised residential and non-residential rate structure that reduces the cost of lower tier consumption rate o a new irrigation specific tiered-rate structure for non-residential irrigation o revised water service charges o a flat stormwater fee  Water Reclamation Rate and Charges o 4 percent across-the-board rate increase City of Scottsdale FY 2013/14 Adopted Budget - Volume One -1- Table of Contents Overview Executive Summary o Incorporating the environmental fees into the basic rate structure component o Revised water reclamation service charges minimums  Rate/fee adjustments for WestWorld, Public Safety, Public Safety – Fire, Community and Economic Development – Planning & Development, Community Services and City Court How the adopted budget will affect citizens and taxpayers Within limited resources the city continuously strives to balance citizens’ expectations for high quality service levels and our need to use resources wisely and comply with federal and state mandates. The following is a summary of specific changes that will impact citizens or taxpayers in the coming fiscal year: Few program and service reductions. The budget was created with the intention of minimizing impacts to programs and services for citizens. The city targeted low-demand periods or services in those few cases where service levels were impacted. Property tax rate. The FY 2013/14 adopted primary property tax levy will be used to support General Fund activities such as police and fire protection, operation and maintenance of parks and libraries, and other general governmental functions. The primary property tax levy also includes a repayment to the SelfInsurance Fund reserve of $0.1 million for tort liability claim payments made during calendar year 2012. For FY 2013/14, the city’s total adopted primary property tax levy of $25.64 million is an increase of $0.17 million over the prior year levy (the total increase is the result of new growth on the tax roll partially offset by a decrease in the tort repayment in FY 2013/14). In addition, the levy reflects the Council’s direction to staff to not take the statutorily allowed “2 percent maximum increase” in the primary levy. The prior year primary property tax rate of $0.5027 cents increased by $0.0315 to $0.5342 cents per $100 of assessed valuation in FY 2013/14 (the rate increased due to the 5 percent decrease in the city’s primary assessed valuations). For FY 2013/14, the city’s adopted secondary property tax levy is slightly increasing over the FY 2012/13 adopted budget by approximately $0.01 million to $36.71 million. The prior year secondary tax rate of $0.7225 increased by $0.0379 to $0.7604 per $100 of assessed valuation in FY 2013/14 (mainly due to the 5 percent decrease in the city’s secondary assessed valuations). The combined tax levy is the aggregate of the primary (limited) and secondary (unlimited) levies. For FY 2013/14, the city’s total adopted combined property tax levy increased over FY 2012/13 by approximately $0.2 million. In FY 2013/14, citizen tax bills will reflect an estimated combined property tax rate of $1.2946 which is $0.0694 more than the adopted combined FY 2012/13 rate of $1.2252. The management of the combined property tax rate is included in the city’s adopted financial policies for debt management, which states that the combined tax rate will not exceed $1.50 per $100 of assessed value. Based on this combined rate, an owner of a home with a County Assessor’s real property value of $100,000 will pay approximately $129.46 in city property taxes, applying the proposed combined property tax rate. The Maricopa County Assessor’s Office, not the City of Scottsdale, determines real property values used to calculate property tax bills. Utility charges. The proposed water rate decrease is forecasted to offset the proposed water reclamation rate increase for the typical residential customer. How the adopted budget will affect staffing levels and compensation Staffing Changes - A handful of positions -- nearly 5.0 full-time equivalents (FTE) in the General Fund, 7.0 FTEs all funds -- are requested to address several years of deferrals. These include an enterprise communications engineer to provide depth coverage for our growing IT network and communications infrastructure, a senior human resources analyst to help with our continued focus on strategic compensation and recruitment, a facilities maintenance technician who will work on air condition systems at city buildings, and a deputy fire marshal to increase the number of new and existing site inspections per year. With these City of Scottsdale FY 2013/14 Adopted Budget - Volume One -2- Table of Contents Overview Executive Summary additions, the city’s total FTE count will be 2,430. This total is 13 percent lower than the city’s peak authorized staffing of 2,808 in FY 2008/09. These staffing changes are summarized in the schedule below, using full-time equivalent positions (FTEs). Summary of FTE Changes: FY 2012/13 Adopted FTEs FY 2013/14 Adopted FTEs: 2,422.87 HVAC Technician Forensic Scientist Supervisor 1.00 1.00 Mail Services Courier 1.00 HR Analyst, Sr. 1.00 Enterprise Comm. Engr. 1.00 Deputy Fire Marshal Finance Analyst, Sr. 1.00 1.00 Systems Integrator 1.00 Contracts Coordinator Video Prod. Specialist (1.00) (0.15) Net Change FY 2013/14 Adopted FTEs 6.85 Increase 2,429.72 0.3% Compensation and benefits – The budget includes $3.5 million ($2.8 million General Fund) for a pay program designed to reward employee performance and address other pay issues. One-time funding of $2.5 million (General Fund) is also included in the FY 2013/14 budget to address Police Department employee retention issues. Additionally, the budget includes funding for the previously discontinued tuition reimbursement program. Finally, the amounts that the city and employees will pay for health insurance premiums and retirement benefits have increased. The city will pay an additional $1.1 million (all funds) for health insurance premiums and an additional $1.8 million (all funds) in retirement contributions for FY 2013/14. Fund Highlights The remainder of this Executive Summary highlights the key elements of each fund in the FY 2013/14 budget. Because of the size and importance of the General Fund, it is presented first and in more detail. General Fund - Sources The General Fund supports core services and is the largest fund with the greatest potential for revenue fluctuations. Forecasted General Fund sources for FY 2013/14 are $238.8 million, approximately $10.2 million (4.5 percent) more than the FY 2012/13 adopted budget. The following chart summarizes the major revenues. City of Scottsdale FY 2013/14 Adopted Budget - Volume One -3- Table of Contents Overview Executive Summary General Fund Sources FY 2013/14: $238.8 ($ millions) Franchise Fees & In Lieu Charges for $11.7 Services/Other 5% $39.9 17% State Shared Revenue $50.3 21% Transfers In $10.9 4% Property Tax $25.5 11% Transaction Privilege (Sales) Tax $100.5 42% Listed below are the descriptions and forecasting context for these major revenues: Transaction Privilege (Sales) Tax – Scottsdale’s total city sales tax rate is 1.65 percent. Of that amount, 0.55 percent is dedicated to the specific purposes related to transportation and preservation (which are accounted for in Special Revenue Funds discussed later) and 0.10 percent is dedicated to public safety (accounted for in the General Fund). The remaining 1.0 percent of the sales tax is also accounted for in the General Fund and is available to fund basic municipal services such as police, fire, libraries, and parks. This general-purpose sales tax is the city’s single largest revenue source and is susceptible to peaks and valleys, based on events in the national, state and local economies. Since FY 2007/08, this revenue source has been negatively impacted by the recession. Specifically, the FY 2013/14 forecast amount of $100.5 million is about $19.7 million or 16.4 percent less than the peak amount of $120.2 million in FY 2006/07. State Shared Revenue – These revenues are derived from state sales and income taxes a portion of which is shared with Arizona cities and towns, based on a statutorily determined formula, primarily driven by population. Again, the recession had adversely affected these revenues. Charges for Services/Other – Certain components of this revenue source are subject to dramatic peaks and valleys from year to year. For example, building permit fees are based on developers’ interest in construction projects and ability to secure financing for the projects. Construction activity is expected to City of Scottsdale FY 2013/14 Adopted Budget - Volume One -4- Table of Contents Overview Executive Summary grow modestly as the economy slowly improves, but as the city reaches build-out this funding will transition from new construction to redevelopment. Franchise Fees/In-Lieu – This category represents revenues from the utility providers and is fairly constant from year-to-year. Transfers-In – This category represents authorized exchanges between funds, divisions, and/or capital projects. Enterprise in-lieu franchise fees of $7.0 million account for 65 percent of the General Fund transfers-in. Property Tax – For FY 2013/14, the city’s total adopted primary property tax levy of $25.64 million is an increase of $0.17 million over the prior year levy (the total increase is the result of new growth on the tax roll partially offset by a decrease in the tort repayment in FY 2013/14). In addition, the levy reflects the Council’s direction to not take the statutorily allowed ‘2 percent maximum’ increase in the primary levy. The prior year primary property tax rate of $0.5027 cents increased by $0.0315 to $0.5342 per $100 of assessed valuation in FY 2013/14 (the rate increased due to the 5 percent decrease in the city’s primary assessed valuations). General Fund - Uses The adopted FY 2013/14 General Fund uses budget is projected to be approximately $278.6 million (including $30.4 million in contingency and reserves) or $1.4 million (0.5 percent) less than the FY 2012/13 adopted budget. The following chart provides a summary of the General Fund uses. General Fund Uses FY 2013/14: $278.6 ($ millions) City of Scottsdale FY 2013/14 Adopted Budget - Volume One -5- Table of Contents Overview Executive Summary General Fund Balances and Reserves The FY 2013/14 budget includes the following: General Fund Reserve – This reserve is budgeted to be $25.4 million at June 30, 2013; or ten percent of annual General Fund and Transportation Fund expenses per City Council adopted financial policy. It is to be used to protect Scottsdale in times of emergency and to preserve Scottsdale’s highest possible bond ratings from all three major rating agencies. Operating Contingency – The budget includes a $5.0 million operating contingency to meet unforeseen expenses during the year. The operating contingency can only be used with City Council approval and would only be requested after it was determined existing resources could not be used. Unreserved Fund Balance – An unreserved fund balance of $2.1 million is expected at June 30, 2013, after using $9.4 million to fund City Council approved initiatives in the FY 2013/14 budget. The unreserved fund balance represents accumulated surpluses of prior years. Special Revenue Funds The city accounts for revenues earmarked for specific purposes – by law or city policy – through Special Revenue Funds. This category of funds includes four funds – Transportation Fund, Preservation Privilege Tax Fund, Special Programs Fund, and the Tourism Development Fund. The Transportation Fund accounts for Highway User Revenue Fund (HURF) dollars shared with cities from state gas taxes. The fund also includes revenues from the 0.20 percent local transportation transaction privilege tax (commonly referred to as the transportation sales tax). Total sources are expected to be about $32.3 million. Uses total about $32.3 million; $23.6 million represents operating expenses and $8.7 million (50 percent of the sales tax revenue) funds transportation capital projects. The operating expenses are those necessary to operate and maintain the city’s transportation system. The largest expenses include $6.4 million for transit contracts and $3.0 million for the street overlay program. The Preservation Privilege Tax Fund is used to account for sources and uses related to the acquisition of the Scottsdale McDowell Sonoran Preserve. Funding comes from the 1995 (0.20 percent) and 2004 (0.15 percent) voter-approved preservation transaction privilege tax (sales tax). Under the sales tax ballot language, the preservation privilege tax revenues are to be used only for preserve acquisition, preserverelated construction and trailheads. These sales tax revenues are forecasted to be $31.4 million. Approximately $30.9 million of this amount will be required for debt service payments for debt already issued for land purchases. The ending fund balance on June 30, 2013 is expected to be $15.7 million. The timing and amount of any future preservation bond issuances depends on revenue and the availability and price for state lands. The Special Programs Fund is a collection of smaller restricted sources dedicated to specific uses. The services included in these various programs are intended to be self-supporting and not subsidized by the General Fund. Examples of these funds include bed tax funds, Police Department racketeering influenced corrupt organization (RICO) funds, the City Court’s court enhancement funds, and the McCormick-Stillman Railroad Park funds. The Tourism Development Fund is a special revenue fund created to account for transient lodging (bed) tax revenues, Princess Hotel lease payments and Trolley sponsorship revenues all of which are to be used for tourism related activities and General Fund support. Ordinance 4018, approved by Scottsdale City Council in May 2012, identifies the authorized expenditures to be made from this fund. This fund became active after the start of FY 2012/13. City of Scottsdale FY 2013/14 Adopted Budget - Volume One -6- Table of Contents Overview Executive Summary Debt Service Fund Debt service funds are designated for payment of long-term debt not directly paid through the General, Enterprise or Special Revenue Funds. Total sources are $83.2 million for FY 2013/14. A total of about $83.5 million is planned for debt service payments in FY 2013/14, an increase of about $7.8 million over the FY 2012/13 forecast. This increase is mainly due to new issuances of debt for the Tony Nelssen Equestrian Center expansion. Enterprise Funds Enterprise funds account for the city’s water, sewer, solid waste collection and aviation services, operated as stand-alone businesses. User fees are assessed to cover cost of services. Water Fund - Revenue requirements are significantly impacted by the long term capital and associated operating impacts of federal water quality regulations, i.e., arsenic and disinfection by-product regulations enacted by the U.S. Environmental Protection Agency (EPA). Other cost factors affecting the Water Fund revenue requirements over the five-year planning period include:  Capital costs for rate-funded water distribution system improvements to address aging infrastructure replacement. This includes planned conversion of several sites from radio to fiber optics to improve system communication, reliability, security, and control; planned rehabilitation or replacement of various water lines, booster pump stations, chlorine facilities, large valves and meters.  Pretreatment infrastructure at the Chaparral treatment plant is needed to meet stricter water quality regulations associated with revised disinfection/disinfectant by-product rules and mitigate source water deterioration associated with fires in the watershed.  Asset management related rehab at water treatment facilities is increasing due to aging infrastructure.  Operating cost increases for purchased water and electricity. Sewer Fund – Revenue requirements over the five-year planning period are impacted by long term capital and operating impacts of federal regulations and the following:  Capital costs for sewer collection system improvements to address increasing aging infrastructure replacements. This includes lining of various sewer lines, planned rehabilitation or replacement of sewage lift stations, downtown area sewer system rehabilitation, increased system condition assessment efforts, and planned conversion of several sites from radio to fiber optics to improve system communication, reliability, security and control. Sewer collection system maintenance and improvements are essential to ensure regulatory compliance with new capacity, management, operations and maintenance regulations and minimize sewer system overflows.  Modification and improvements to the sewer line which transmits flow to the multi-city subregional operating group 91st Avenue sewer treatment plant in Phoenix were programmed. Solid Waste Fund - Existing rates and fees are expected to generate sufficient revenue to cover forecasted FY 2013/14 costs for both the Residential and Commercial Solid Waste programs. Therefore, no adjustments were made to the solid waste rates and fees for FY 2013/14. The Aviation Fund estimates sufficient revenues to cover expenses and maintain an operating reserve; therefore, no rate or fee increases are included for FY 2013/14. Airport operating sources and uses are forecasted to remain stable. In addition, the fund established a land purchase reserve to provide a funding mechanism for future land purchases. City of Scottsdale FY 2013/14 Adopted Budget - Volume One -7- Table of Contents Overview Executive Summary Internal Service Funds Internal Service Funds account for services and equipment provided to all city divisions by centralized departments. The Fleet Management Fund accounts for the costs of operating, maintaining, and acquiring all of the city’s vehicles and other rolling stock. User divisions are assessed operating ($7.9 million), replacement costs ($6.2 million), and fuel costs ($5.3 million). Fleet Management establishes, collects, and manages replacement funds to provide replacement of approved City of Scottsdale fleet assets based on life cycle cost analysis performed on each equipment class. Fleet Management, in cooperation with the using division, estimates the replacement for each individual asset based on condition, suitability for the service, current economy, the repair history, the actual utilization rate of each asset and other applicable factors. The fund balance of about $8.0 million as of June 30, 2014 represents funds previously collected for maintenance/operations and vehicle replacements that will be expended in future years. The PC Replacement Fund accounts for the expenditures associated with purchasing 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. For FY 2013/14, user divisions are assessed estimated costs of $1.0 million – leaving an ending fund balance of $1.0 million on June 30, 2014. The Risk Management Self-Insurance Fund accounts for the activity related to the city’s property, liability, and workers compensation programs. User divisions are assessed estimated costs of $7.0 million. The ending fund balance as of June 30, 2014 of about $12.4 million is within the actuarial estimate of the reserves required to ensure the long-term sustainability of the fund. The Healthcare Self-Insurance Fund accounts for the activity related to employee healthcare programs (medical and dental). The estimated $27.1 million in healthcare costs is shared by the city, its employees and retirees. For FY 2013/14, there was a 6 percent overall healthcare premium rate increase for active employees and no change to dental premiums. The ending fund balance as of June 30, 2014 of $5.4 million is the actuarial estimate of the reserves required to ensure the long-term sustainability of the fund. Grants, Trusts and Special Districts Budgets Each year the city receives Grant Funds from a variety of federal, state, regional and local agencies. Within the $17.1 million total grants are two larger grants – Section 8 Housing at $7.0 million and the Community Development Block Grants (CDBG) $3.1 million. In addition to numerous identified smaller grants, the city includes $7.0 million in the grant budget for unidentified future grants. This gives the City Council the budget authority to accept and spend grant funds that are not specifically known at the time the budget is adopted. This practice also allows the city to comply with state budget laws regarding annual expenditure limits. The ending fund balance of the individual grants is carried forward to future periods and is available to be spent solely for the intended purposes. The Trust Fund consists solely of the Mayor’s Committee for Employment of the Handicapped, which has FY 2013/14 revenues and expenditures of $6,000. Revenues for this fund come from citizens and businesses and the proceeds are used to provide educational scholarships to handicapped individuals. The goal is to provide the individuals with skills that increase their opportunities for future employment. The ending fund balance of the Trust Fund is carried forward to future periods and is available to be spent solely for the intended purposes. A Special Districts Fund is used to account for the proceeds received from property owners in the city’s 355 street light districts. The intention is that only the amount needed to provide the service is assessed to the customer. Revenues and expenses are estimated at $0.6 million. The ending fund balance of all Special City of Scottsdale FY 2013/14 Adopted Budget - Volume One -8- Table of Contents Overview Executive Summary Districts Fund is carried forward to future periods and is available to be spent solely for the intended purposes and could be used to lower assessments. Capital Improvement Plan A separate, key component of the city’s annual financial plan is the five-year Capital Improvement Plan for infrastructure and public facilities – including roads, water and sewer improvements, parks, buildings and information technology. Projects listed in the capital budget are funded by a combination of sources and typically take multiple years to complete. Some of the various funding sources include the city’s transportation sales tax, voter approved general obligation bond funds, user fees, grants, Proposition 400 regional transportation sales tax, voter-approved preservation sales tax, development impact fees and General Fund transfers. The city uses a variety of CIP specific funds to appropriately account for the diverse CIP financial resources used to fund the acquisition or construction of major capital facilities. The CIP funds are needed to ensure legal compliance and financial management for various restricted revenues. Some examples of restricted revenues are: bond funds, transportation sales tax, grants, development impact fees, contributions and enterprise funds. The CIP appropriations for FY 2013/14 total $517.4 million and consist of the following: $335.3 million (or 65 percent of the total CIP budget) is needed for carryover re-authorization from prior years for projects not yet completed. Under Arizona law, the city must re-authorize a capital project’s total budget until it is completed and capitalized. $182.1 million (or 35 percent of the total CIP budget) of new funding for new and existing projects. Below is a brief summary of the $517.4 million capital budget highlights by program, along with some notable examples in each capital program area: Community Facilities ($69.5 million) – this program focuses on providing parks, park improvements, multiuse paths, neighborhood enhancements, youth sports lighting, aquatic centers, library facilities and senior centers. Approximately 13.4 percent of the CIP addresses the needs of this program. Significant proposed Community Facilities projects include the completion of the Tony Nelssen Equestrian Center Expansion and the TPC Clubhouse and Stadium Course Renovations. Preservation ($106.7 million) – this program addresses the goal of preserving the character and environment of Scottsdale. This goal is met by land acquisition activities for the Scottsdale McDowell Sonoran Preserve for the purpose of maintaining scenic views, preserving native plants and wildlife, and providing public access to the McDowell Mountains and Sonoran Desert. Approximately 20.6 percent of the CIP addresses this program. Significant proposed preserve projects include the North Area Access Control and Stabilization, the North Area Trail Construction, the South Area Access Control and South Area Trail Construction. Drainage and Flood Control ($29.4 million) – this program addresses flood plain mapping, meeting regulatory requirements, and identifying and correcting hazards to reduce future flood damage potential. This is accomplished through the use of detention basins, culvert and channel projects, and a program of neighborhood drainage improvements. Approximately 5.7 percent of the CIP addresses the drainage and flood control needs of the city. Major Drainage and Flood Control projects include Upper Camelback Wash Watershed, Granite Reef Watershed, and East Union Hills Interceptor Channel. Public Safety ($8.1 million) – this program addresses the construction, acquisition, and purchase of capital assets for the Police and Fire Departments, such as fire and police stations, training facilities and automation systems related to fire and police operations. Approximately 1.6 percent of the CIP addresses the public safety needs of the city. The proposed Public Safety budget includes key projects such as the Special Investigations Section Buildout and the 9-1-1 Communication Equipment Replacement. City of Scottsdale FY 2013/14 Adopted Budget - Volume One -9- Table of Contents Overview Executive Summary Service Facilities ($16.2 million) – this program addresses the goal of coordinating land use and infrastructure planning. These programs achieve this goal through the renovation of current facilities and technology necessary for the efficient and effective operations of the city. Approximately 3.1 percent of the CIP addresses this program. Service Facilities projects include Facilities Repair and Maintenance Program, Network and Server Infrastructure replacement program and Solid Waste Vehicle Monitoring System. Transportation ($151.5 million) – this program addresses the multi-modal transportation needs. Approximately 29.3 percent of the CIP addresses the transportation needs of the city. Significant proposed Transportation projects include Aviation Land Acquisition of East Parcel, Reconstruction and Strengthening of Taxiways “A”, “B” and Exits, Pima Road – McDowell to 90th Street, Bikeways Program and Pavement Overlay Program. Water Management ($136.0 million) – this program focuses on the capital needs required to deliver safe, reliable water and providing wastewater services. This program also addresses the requirement to achieve federal and state regulations. Approximately 26.3 percent of the CIP addresses the water and wastewater needs of the city. Significant proposed projects such as Reclaimed Water Distribution System (RWDS), SROG Salt River Outfall/Southern Avenue Interceptor Odor Control and Chaparral Water Treatment Plant Pretreatment are included in the Water Management program. The five-year CIP uses conservative financial forecasts and reflects only those high priority projects expected to be completed during the next five years. This approach helps the city manage operating costs for new facilities and avoids raising expectations for projects that are not well defined. The budget continues the practice of leveraging one-time elastic revenue from the General Fund (e.g., construction sales tax and development fees) to help pay for capital projects. The municipal bond rating agencies view this as a sound fiscal practice. The slower economy has greatly limited the amount of anticipated year-end General Fund resources available to transfer to the CIP fund. In FY 2013/14, the budget assumes the General Fund will transfer a total of $5.5 million to the CIP. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 10 - Table of Contents Overview Overview How to Use This Book How to Use This Book The City of Scottsdale’s FY 2013/14 budget is comprised of two Volumes: Volume One – Operating Budget includes 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. 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, 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. The Budget by Fund and Divisions sections of Volume One represent the core of the City of Scottsdale’s FY 2013/14 adopted budget. The first part of the Budget by Fund section, entitled Fund Accounting-Fund Types provides 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 sources and uses for each of the funds, including a Five-Year Debt Service Schedule, Schedule of LongTerm Debt Outstanding, and a Computation of the Legal Debt Margin as of June 30, 2013. The Divisions section begins with a summary of authorized full-time and part-time FTEs by division and fund type. This section also includes the following:      A listing of all authorized personnel positions by division, program and title and the city’s FY 2013/14 adopted classification / compensation plan. Summaries of the operating budget by division, department and account category/funding source. A summary of each department’s relationship with the city’s strategic goals. Charted staffing and expenditure summaries, descriptions of services provided by each division and department, 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. Department operating budgets and their relationship with the broad goals, General Plan and CityShape 2020. Volume One concludes with the Appendix, which includes a list of operating projects. The Appendix 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 2013/14 budget and property tax levy. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 11 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 12 - Table of Contents Overview City of Scottsdale’s Budget Process Recommended Budget Practices The City of Scottsdale’s budget process incorporates the recommended practices promulgated by the National Advisory Council on State and Local Budgeting (NACSLB). 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. 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. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 13 - Table of Contents Overview 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. 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. 1) 2) 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. Budget Development Process Establish Broad Decision-Making broad goals that government and making. Goals to Guide Government – A government should have provide overall direction for the serve as a basis for decision- 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 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 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 14 - Table of Contents Overview 4) Evaluate Performance and Make Adjustments – Program and financial performance should be continually evaluated, and adjustments made, to encourage progress toward achieving goals. a) Monitor, measure, and evaluate performance b) Make adjustments, as needed 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 budget process attempts to incorporate all of the NACSLB’s recommended practices. Budget Roles and Responsibilities 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 program 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 program manager is responsible for preparing an estimate of 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 program 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 Budget Office on matters related to their specific operating budget. Budget liaisons are responsible for revenue and expenditure forecasts, monthly expenditure and revenue variance analysis, calculating user fees, monitoring the budget, support to the Accounting Office in the Comprehensive Annual Financial Report preparation, and preparing budget review materials for the city treasurer, executive Budget Development Process directors, city manager, City Council, 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 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 program data into a cohesive budget information package. 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, and administrative direction and program objectives are to be submitted to the budget staff. 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, calculating the indirect cost rate, 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 the Accounting Office in the Comprehensive Annual Financial Report preparation, asset monitoring, evaluating and City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 15 - Table of Contents Overview Budget Development Process summarizing budget requests from divisions and preparing budget review materials for the city treasurer, executive directors, city manager, City Council, media and citizens. budget, tentative budget adoption (mid-May) and final adoption of the budget (early June). All City Council budget hearings are open to the public for comment and are broadcast on CityCable 11 and the city’s web page. 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 responsible for reviewing the program operating budget and capital budget requests and working with program managers to develop service recommendations that are consistent with City Council’s broad goals, management strategies and the city’s adopted comprehensive financial policies. 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 City Council typically reviews the city’s proposed budget in detail from March through the early June adoption, they also provide input to the city manager and staff throughout the year in a series of work study sessions and regular City Council meetings. In these sessions, the City 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. 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. 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 City Council’s priorities and to provide guidance on key policy issues related to the budget development. The Mayor and City Council set the direction for staff related to the forthcoming budget by establishing broad goals for the organization, to serve as a basis for decision-making. The City 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. During the spring, the City Council 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. The budget process culminates in late spring with the Mayor and City Council holding public budget hearings. The Mayor and City Council are ultimately responsible for the review of the city manager’s proposed Traditionally, a retreat in the fall with City Council provides the groundwork and starting point for the staff to begin framing the program operating budget and the capital project budget. Needs Assessment and Financial Capacity Phase In this phase, which 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 multi-year 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 division budget service levels, capital budget operating impacts and capital infrastructure project budgets must be developed. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 16 - Table of Contents Overview Policy/Strategy Development and Prioritization Process Phase In the fall and winter, 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 City 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 decisionmaking. The executive directors and senior management staff updates city financial policies, plans, programs, 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 operating and capital budgets. Budget Development and Prioritization Process Phase In the early fall, the capital improvement plan (CIP) development begins in conjunction with the city’s multiyear 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 division 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 program objectives and work plans for the budget period. Budget Development Process 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 program operating budgets at this time, using a modified zero-based 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 programs 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 budget approach, any proposed changes in service levels, new programs, population/service growth, additional staff, and program trade-offs resulting in service level reductions/increases must be submitted to the Budget Office 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, 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 programs or non-profit organizations. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 17 - Table of Contents Overview City Management Review and Modification Phase In the early winter, the divisions submit their proposed 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 forecasted resources/limits). The city manager, executive directors, city treasurer, and budget staff collaborate on the development of a recommended five-year financial plan and proposed budget for each fund and then submit the plans to the City Council for review and adoption. The City Council also reviews the proposed multi-year revenue forecasts for reasonableness and the expenditure budgets for efficiencies and alignment with community needs and expectations. City Council Budget Review and Adoption Phase In the early spring, staff presents an overview of the proposed operating and capital budgets to the City Council 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 meetings, Internet and/or a combination of these formats. The City Council holds public hearings to review each division’s proposed budget and the city’s five-year financial plan. This review focuses on how the division’s program operating and capital budgets address citizens’ priorities and City Council’s broad goals. Additionally, the City Council holds meetings to review rates and fees, financial policies and compensation, including benefits. Budget Development Process 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 City 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 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.” 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) City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 18 - Table of Contents Overview 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. Sources and uses 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 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 operating budget and the capital improvement plan. The final operating budget and capital improvement plan books are typically published by September. Budget Development Process Scottsdale’s programs 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 programs 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 programs. The staff of every city program 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 program managers. Scottsdale’s culture, along with the city value of “listen, communicate, and take action” stresses open communication and stakeholder involvement determining satisfaction with programs and in identifying areas needing additional attention. Ongoing monitoring of the city’s financial performance is required of all program managers on a monthly basis. Written budget to actual expenditure variance reports must be submitted monthly by all city divisions explaining any significant variances and provide a solution for corrective action. Additionally, the divisions must be able to explain in writing to the Budget Office the projected year-end budget savings and/or fund balances. The City of Scottsdale’s 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 19 - Table of Contents Overview Budget Development Process Needs Assessment and Financial Capacity August - June Involve Public and Gather Input Forecast Multi-Year Revenues Identify and Evaluate Infrastructure Needs Create Fiscal Forecasting Assumptions Develop Financial Trends Review Monthly Financial Updates Policy/Strategy Development and Prioritization Process September - December Establish City Council's Broad Goals and Strategic Directives Update Financial Policies, Plans, Programs, Management Strategies Budget Development and Prioritization Phase October - December Capital Improvement Plan Five-Year Financial Plan Operating Budget City Management Review and Modification January - February Capital Improvement Plan Five-Year Financial Plan Operating Budget Address City Council's Broad Goals Strategic Directives Maintain Citywide Perspective Ensure Fiscal Integrity of the City City Council Budget Review and Adoption March - June Present Proposed Operating Budget and Capital Improvement Plan Division Presentations Implementation, Monitoring and Amending the Budget July - June Implement Adopted Budget Monitor Citywide Financial Performance Budget Process Review & Adjustment City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 20 - Hold Public Budget Forums and Hearings Present Key Issues Table of Contents Overview Use of Contingency/Reserve Funds Contingency/Reserve Funds are strictly defined in the city’s financial policies 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 division 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 basis generally consistent with Generally Accepted Accounting Principles (GAAP). The City’s Governmental Funds consist of the General Fund, Special Revenue Funds, Debt Service Funds and Capital Projects Funds. Governmental fund type budgets are developed using the modified accrual basis of accounting. Under the modified accrual basis, revenues are estimated for the fiscal year if they are accrued (amounts can be determined and will be collected within the current period). Principal and interest on general long-term debt is budgeted as expenditures when due, whereas other expenditures are budgeted for based on the timing of the receipt of the good or service. Proprietary Fund Budgets – Water, Sewer, Solid Waste and Internal Service Funds – are adopted using the full accrual basis of accounting whereby revenue projections are developed recognizing revenues earned in the period. Expenditure estimates are developed for all expenses incurred during the fiscal year. The major differences between the budget and the Comprehensive Annual Financial Report (CAFR) are: Budget Development Process  Certain revenues, expenditures, and transfers are not included in the budget, but are accrued and reported in the CAFR. For example, increases or decreases in compensated absences are not included for budget purposes, but are presented in the CAFR.  Franchise fees charged to the Enterprise Funds are accounted for as transfers in or out in the budget, but are recorded as revenues and expenses in the CAFR.  Capital outlays in the Enterprise Funds are presented as expenses in the budget, but are recorded as assets along with associated depreciation expenses in the CAFR.  Debt service principal payments in the Enterprise Funds are expenses in the budget, but reported as reduction of long-term debt liability in the CAFR.  Certain debt service principal and interest payments are accounted for as expenses in the General Fund for the budget, but are reported as expenses in the Debt Service Funds in the CAFR.  For budget purposes the Risk Fund presents claim expenditures on a cash basis, while in the CAFR 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. Operating and Capital Budget Relationship The City of Scottsdale’s Budget for FY 2013/14 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, executive summary, and adopted financial policies. Volume One also contains a budget by fund section which includes five-year financial forecasts that cover the period FY 2013/14 through FY 2017/18. This section also provides five-year historical summaries for revenues and expenditures by fund. A summary by division section is included and contains City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 21 - Table of Contents Overview descriptions of services provided by each division and department, 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 department 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 a budget basis, except for cash transfers in from the 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 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 Budget Development Process cash accumulates each year for planned larger capital expenditures in later fiscal years. For further information regarding capital project funding sources and uses, refer to Volume Two - Capital Improvement Plan. 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, Tourism Development, Special Districts, Debt Service, Water & Sewer, Solid Waste, Aviation, Fleet, PC Replacement, Risk Management, and Healthcare. 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 City Council with the updated five-year financial plans for their review and consideration. The staff works with the City Council 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. The five-year financial plans provide the 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 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 22 - Table of Contents Overview subjecting citizens to wide or irregular fluctuations in rates/fees and service levels. 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 rate 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 City 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. Revenue 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 Budget Development Process 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. To enhance the revenue forecasting process and gain the broader input into the planning process, the Budget Office 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. Expenditure and Year-End Savings Forecasting Each month throughout the fiscal year, the Budget Office staff works with the city divisions to monitor 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 23 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 24 - Table of Contents Overview Budget Calendar BUDGET PLANNING AND DEVELOPMENT FISCAL YEAR 2013/14 CALENDAR Strategic Planning Process Needs Assessment and Financial Capacity Forecast Multi-year Revenues Evaluate Infrastructure Needs Create Fiscal Forecasting Assumptions Develop Financial Trends Developing Broad Goals & Strategic Directives Citizen Input 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 City Council Review & Adoption Tentative/Final Budget 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 Division Budget Review Sessions With Council Tentative/Final Budget Public Hearings Final Budget Adoption Implement Adopted Budget Monitor Citywide Financial Performance Budget Process Review & Adjustment Jul Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 25 - Table of Contents Overview Budget Liaisons & CIP Liaisons Budget Liaisons and CIP Liaisons coordinate the budget within their respective divisions. The Budget Liaisons serve 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. Mayor & City Council ............................. Rachel Smetana Administrative Services .............................Jennifer Jensen* City Attorney ............................................ Jane Callahan* Community Services ................. Bryan Bundy/Tim Barnard* City Auditor ............................................. Sharron Walker Community & Economic Development ... Dan VandenHam* City Clerk ................................................ Karen Dingman Public Safety – Fire ....................................... Teresa Martin City Court....................................................... Jack Miller* Public Safety – Police ................................. Christy Alonzo* City Manager ........................................... Brent Stockwell Public Works ............................................... Monica Staats* Finance and Accounting ............................. Ryan Fielder* Water Resources ........................... Gina Kirklin/Ron Dolan* City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 26 - Table of Contents Overview Comprehensive Financial Policies & Governing Guidance Operating Management 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. 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. 2. 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. 10. Enterprise (Water, Water Reclamation, 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. 1. 5. 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. (On August 29, 2011 the City Council decommissioned the Budget Review Commission.) 6. The full City Council will solicit citizen input and review the operating and capital budget recommendations from a divisional, program, and goals perspective. 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. 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 development-related expenses and be approved by City Council. Any unfavorable balances in cost recovery will be highlighted in budget documents. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 27 - Table of Contents Overview Comprehensive Financial Policies & Governing Guidance 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. 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. 21A. One hundred percent (100%) of the transient lodging (bed) taxes received by the City shall be deposited into the Special Revenue Fund for Tourism Development. Additionally, the Special Revenue Fund for Tourism Development shall receive one hundred percent (100%) of Princess Hotel lease revenues. As approved by voters, fifty percent (50%) of the transient lodging (bed) tax revenues will be used for tourism-marketing. Use of the remaining Special Revenue Fund for Tourism Development revenues will be allocated annually as follows: $1,500,000 for the General Fund; $1,200,000 for Events and Event Development; $500,000 for tourism-related administration and research; $500,000 for one-time commitments to capital projects, events and event development, or administration and research; The balance for tourism-related capital projects, in the form of one-time commitments or multi-year annual commitments, not to exceed $600,000 per project. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 28 - Table of Contents Overview Comprehensive Financial Policies & Governing Guidance At the end of each fiscal year, any unused funds in the Special Revenue Fund for Tourism Development will be available for use in following years for any of the non-marketing tourism categories (except the general fund category) and may be allocated without limitations, except that they may not be leveraged for multi-year annual commitments, such as debt service payments. 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. 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. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 29 - Table of Contents Overview d Comprehensive Financial Policies & Governing Guidance 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. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 30 - Table of Contents Overview Comprehensive Financial Policies & Governing Guidance 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. 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. 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. 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. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 31 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 32 - Table of Contents Budget by Fund 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 self-sustaining “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. Special Revenue Trust 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 six Special Revenue Funds: Transportation Fund, Tourism Development Fund, Preservation Privilege Tax, Special Programs, Special Districts and Grants. 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. 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 finance-related legal requirements. Enterprise 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. Debt Service 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 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 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. 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. 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. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 33 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 34 - Table of Contents Budget by Fund Total Budget Overview Adopted Budget $1,192.9 Million (a) Grants, Trust,& Special Districts Operating Budgets $493.2M (a) $17.8M Capital Projects $517.4M Contingencies / Reserves $164.5M General Fund $230.8M Grant Funds $17.1M Community Facilities $69.4M General Fund $30.4M Special Revenue $40.6M Trusts & Special Districts $0.7M Preservation $106.7M Special Revenue $4.0M Debt Service Funds $83.5M Neighborhood Drianage/Flood Cntrl $29.4M Grant Funds $7.0M Enterprise Funds $129.1M Public Safety $8.1M Enterprise Funds $65.8M Internal Service $9.3M (a) $55.4M (b) Service Facilities $16.2M Internal Service $11.8M Transportation $151.5M Capital Projects $45.5M Water Management $136.0M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $46.0M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $46.0M City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 35 - Table of Contents Budget by Fund Total Budget Overview The total Scottsdale budget consists of $996.5 million in revenue, $242.6 million in prior year CIP unexpended funds, $133.0 million in anticipated bond proceeds, $62.4 million in property taxes, and $558.5 million in operating, capital, and contingent revenues. A complete detail of sources can be found on the Total Budget Appropriation schedule. Below are the sources breakdown by fund type. Revenue $996.5 Million by Fund Type Internal Service Funds $8.3 1% Enterprise Funds $184.7 18% Debt Service Funds $38.1 4% Special Revenue Funds $116.5 12% Capital Improvements $421.0 42% General Fund $227.9 23% The total Scottsdale adopted budget appropriates $1,192.9 in uses, with the Capital Improvement Funds accounting for the largest portion of the annual budget appropriation. This is a decrease of approximately $93 million or 7 percent from the FY 2012/13 adopted budget. Total Budget Appropriation $1,192.9 Million Internal Service Funds by Fund Type $21.1 2% Enterprise Funds $194.9 16% Capital Improvement Funds $562.9 47% Debt Service Funds $83.5 7% General Fund $261.2 22% Special Revenue Funds $69.3 6% City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 36 - Table of Contents Budget by Fund Total Budget Overview The largest expense category in the FY 2013/14 budget is for Capital Outlay/Improvements. Expenses for Personnel Services, Contractual, and Commodities together account for $425.5 million, or approximately 36 percent of the total authorized budget. Total Budget Appropriation $1,192.9 million by Expense Type Debt Service $116.1 10% Other* $125.5 10% Personnel $204.3 17% Contractual $176.2 15% Capital Outlay $525.7 44% Commodities $45.0 4% *Other includes Contingency, Reserve Appropriations, Internal Service Offset and Indirect Costs Sources Beginning Balance Revenue Uses Transfers In Contractual & Commodities Debt Service Personnel General Fund $ 41,870,630 227,913,086 10,912,512 Special Revenue Funds Transportation Grants Special Districts Preservation Special Programs Tourism Development $ 5,067,320 $ $ 257,570 $ 18,970,495 $ 9,116,524 $ 6,872,180 32,255,965 24,110,857 647,219 31,421,232 12,351,994 15,674,000 Debt Service Funds $ 15,614,202 Enterprise Funds Water/Water Reclamation $ 57,341,654 Solid Waste $ 11,266,792 Aviation $ 1,919,943 Capital Outlay Transfers Out Other* Ending Balance $ 165,138,987 57,347,996 7,895,314 371,900 30,435,026 17,455,758 $ 2,051,247 60,000 - $ $ $ $ $ $ 5,724,570 1,064,941 2,036,541 240,395 16,929,939 15,608,761 647,219 2,200 4,072,252 8,630,975 871,557 434,355 1,450,910 3,130 70,000 60,000 500,000 7,000,000 1,500,000 2,500,000 8,704,693 2,800 34,691,708 5,253,778 6,100,739 $ 5,022,526 $ $ 257,570 $ 15,697,819 $ 7,155,037 $ 4,570,941 38,096,269 45,152,632 $ - 83,455,841 - - - - $ 15,407,262 161,090,897 20,269,440 3,357,675 16,855,088 754,387 $ 17,925,326 $ 6,747,765 $ 1,089,348 58,603,240 10,736,432 782,872 25,219,636 602,397 58,750 155,000 1,175 85,000 63,053,730 5,821,143 4,010,935 56,462,100 843,600 5,100 $ 13,868,607 $ 6,783,720 $ - 267,300 449,734 7,589,710 - $ $ $ $ 3,244,774 765,279 309,159 1,461,028 7,242,029 26,746,324 8,413,617 84,571 10,500 842,633 6,194,700 50,000 (512,856) (12,878,634) (4,100,000) (16,771,240) 1,013,887 2,800 - Internal Service Funds PC Replacement Fleet Risk Health Self Insurance $ 861,575 $ 8,934,157 $ 13,429,254 $ 5,696,767 Trusts $ 4,021 16,000 - $ - 6,000 - - 10,000 - Capital Improvements $ 162,096,655 420,956,046 73,657,432 $ - - - 517,417,500 45,450,000 16,855,088 $ 4,021 $ $ 76,987,545 Total All Funds $ 359,319,739 $ 996,467,424 $ 147,392,051 $ 204,287,085 $ 292,273,108 $ 45,044,737 $ 525,747,908 $ 125,518,104 $ 147,392,051 $ 162,916,221 $ $ $ $ 531,798 1,752,085 9,884,309 2,941,734 Total Budget Appropriation** $1,192,870,942 *Other includes Operating Contingency, Reserve Appropriations, Internal Service Offsets and Indirect Costs **Total Budget Appropriation excludes Transfers Out City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 37 - Table of Contents Budget by Fund Beginning Fund Balance Revenues Taxes - Local Privilege Tax (1.0%) Privilege Tax - Transportation (.20%) Privilege Tax - McDowell Preserve (.20%) Privilege Tax - Preservation (.15%) Privilege Tax - Public Safety (.10%) Property Tax Transient Occupancy Tax Electric & Gas Franchise Cable TV License Fee 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 PC Replacement Charges 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 Sewer Charges Refuse/Recycling Airport Other Revenue Indirect/Direct Cost Allocation In-Lieu Fees Grant & Trust Streetlight Districts Intergovernmental Revenue Miscellaneous Reimbursements Special Programs Revenue Bond Proceeds/MPC Spring Exhibition Surcharge CIP Unexpended Year End Less Internal Service Funds Offset Subtotal Transfers In Operating Transfers From General Fund From Special Revenue Funds From Enterprise Funds From Internal Service Funds From Capital Improvement Fund Subtotal Other Activity Reserve Appropriations Operating Contingency / Reserves Subtotal Total Sources General Special Revenue 41,870,630 40,284,089 91,547,240 8,934,324 25,510,031 8,412,000 3,023,984 274,000 894,540 15,614,202 Enterprise 70,528,389 Internal Service Trusts 28,921,753 Capital 4,021 162,096,655 13,989,000 36,712,519 Total 359,319,739 91,547,240 17,332,585 17,868,644 13,401,483 8,934,324 62,367,284 13,989,000 8,412,000 3,023,984 274,000 894,540 17,332,585 17,868,644 13,401,483 18,783,710 24,252,542 7,246,102 Debt Service Total Appropriation 144,734 18,783,710 24,252,542 1,238,750 1,238,750 12,262,558 643,370 21,800,600 19,432,320 1,012,856 33,765,950 12,262,558 7,246,102 22,443,970 19,432,320 1,012,856 33,765,950 9,900,000 3,623,879 3,167,710 660,344 1,765,875 9,900,000 3,623,879 3,167,710 660,344 1,765,875 4,035,165 2,330,443 236,268 357,011 4,035,165 2,330,443 236,268 357,011 1,000,000 1,969,068 151,105 1,600,000 608,768 1,064,389 91,819,196 10,649,421 36,887,303 19,361,737 3,327,526 6,502,362 1,221,208 863,119 1,402,161 18,491,604 647,219 6,000 145,000 227,913,086 3,862,800 7,049,712 10,912,512 238,825,598 91,819,196 10,649,421 36,887,303 19,361,737 3,327,526 545,505 91,200 85,000 10,851,994 107,961,267 38,096,269 60,000 11,878,185 33,274,447 60,000 8,500,000 8,500,000 116,521,267 45,152,632 83,248,902 110,000 36,894,100 2,064,061 5,534,800 20,000,000 113,000,000 184,718,012 754,387 16,855,088 17,609,475 202,327,487 2,824,262 3,569,068 (46,049,116) 8,306,744 242,552,157 6,000 420,956,046 5,517,573 17,616,471 50,261,088 262,300 - - - 10,000 10,000 8,306,744 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 38 - 16,000 73,657,432 494,613,478 7,047,867 110,000 55,391,704 647,219 1,221,208 8,553,180 1,487,161 10,851,994 133,000,000 145,000 242,552,157 (46,049,116) 987,957,424 17,455,758 54,753,718 57,310,800 1,016,687 16,855,088 147,392,051 8,510,000 8,510,000 1,143,859,475 Table of Contents Budget by Fund General Expenditures 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 Public Safety - Fire Public Safety - Police Public Works Water Resources Planning, Neighborhoods, & Transportation Economic Vitality One Time Public Safety Compensation Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Merit Program Indirect/Direct Cost Allocation Less Internal Service Fund Offsets Subtotal 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 Wastewater Subtotal Debt Service Misc Operating Expenses General Obligation Bonds General Obligation Bonds-Preserve Preserve Authority Revenue Bonds Revenue Bonds MPC Bonds Certificates of Participation - Radio Financing Contracts Payable Subtotal Other Activity Reserve Appropriations Operating Contingency Solid Waste Aviation Self-Insurance Water/Sewer Subtotal TOTAL BUDGET Transfers Out Capital Improvement Program Operating Transfers To General Fund To Special Revenue Fund To Debt Service Fund To Enterprise Fund Enterprise Transfers Franchise Fee Subtotal Total Uses Ending Fund Balance* * Assuming Use of Reserve Appropriations 811,892 5,707,884 750,053 1,217,619 3,896,081 887,235 5,687,153 15,679,662 22,826,306 33,689,227 13,023,731 27,927,821 73,790,741 18,525,257 Special Revenue Internal Service Trusts Capital 22,112,014 1,050,671 300 1,461,247 13,888,668 2,989,186 1,997,150 8,083,732 27,948,215 17,085,234 69,892,586 19,423,279 - - 17,108,057 653,219 17,761,276 - 227,594,294 40,590,269 17,108,057 647,219 17,755,276 - 427,921 7,047,867 - - 36,712,519 24,396,795 6,474,913 2,548,679 611,224 3,159,903 2,200 2,200 30,435,026 11,000,000 30,435,026 11,000,000 261,189,223 69,347,745 5,517,573 17,616,471 99,549,944 - - 15,871,613 4,978,137 24,526,727 83,455,841 29,504,864 83,455,841 - - - 6,000 6,000 - - 69,444,300 106,704,100 29,419,000 8,079,300 16,207,100 151,534,300 136,029,400 517,417,500 - 10,000 45,450,000 33,274,447 17,455,758 54,753,718 278,644,981 124,101,463 2,051,247 32,703,893 36,712,519 24,396,795 6,474,913 4,978,137 40,398,340 2,548,679 613,424 116,122,807 58,044,127 65,837,941 11,786,386 10,000 45,450,000 194,892,749 21,101,884 16,000 562,867,500 1,192,870,942 50,261,088 262,300 73,657,432 754,387 16,855,088 3,862,800 60,000 45,152,632 17,609,475 11,786,386 3,862,800 60,000 11,878,185 69,444,300 106,704,100 29,419,000 8,079,300 16,207,100 151,534,300 136,029,400 517,417,500 86,895,026 4,181,282 3,612,532 11,786,386 58,044,127 164,519,353 4,181,282 3,612,532 - 33,200 (199,500) 75,688 (46,049,116) 9,315,498 Total 921,892 5,707,884 750,053 1,217,619 5,943,637 887,235 16,760,071 43,627,877 46,935,470 34,739,898 13,023,731 27,928,121 75,251,988 68,922,438 69,892,586 2,500,000 1,883,100 (4,255,800) 3,413,454 7,047,867 (46,049,116) 377,050,005 2,047,556 49,900 (156,300) 136,213 - Enterprise 110,000 2,500,000 1,800,000 (3,900,000) 2,773,632 - Debt Service Total Appropriation 7,049,712 57,310,800 1,016,687 - 16,855,088 7,049,712 147,392,051 83,455,841 252,203,549 22,118,571 16,000 579,722,588 1,340,262,993 15,407,263 20,652,327 15,109,926 4,021 76,987,545 162,916,221 - City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 39 - Table of Contents Budget by Fund General Fund Overview Adopted Budget $1,192.9 Million (a) Grants, Trust,& Special Districts Operating Budgets $493.2M (a) $17.8M Capital Projects $517.4M Contingencies / Reserves $164.5M General Fund $230.8M Grant Funds $17.1M Community Facilities $69.4M General Fund $30.4M Special Revenue $40.6M Trusts & Special Districts $0.7M Preservation $106.7M Special Revenue $4.0M Debt Service Funds $83.5M Neighborhood Drianage/Flood Cntrl $29.4M Grant Funds $7.0M Enterprise Funds $129.1M Public Safety $8.1M Enterprise Funds $65.8M Internal Service $9.3M (a) $55.4M (b) Service Facilities $16.2M Internal Service $11.8M Transportation $151.5M Capital Projects $45.5M Water Management $136.0M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $46.0M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $46.0M City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 40 - Table of Contents Budget by Fund General Fund Overview 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) Property Tax Transaction Privilege (Sales) Tax State Shared Revenue Charges for Services/Other Franchise Fees & In Lieu Total Revenue Transfers In Total Sources $ $ $ 25.5 100.5 50.3 39.9 11.7 227.9 10.9 238.8 Transfers In 4% Franchise Fees & In Lieu 5% Property Tax 11% Charges for Services/Other 17% Transaction Privilege (Sales) Tax 42% State Shared Revenue 21% General Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Debt Service Contingency/Reserves Adopted Budget Transfers Out Debt Service Transfers CIP Transfers Other Transfers Total Uses $ $ 165.1 54.2 7.9 0.4 3.2 30.4 261.2 $ 11.9 5.5 0.1 278.6 Commodities 3% Capital Outlays 0% Debt Service 1% Debt Service Transfers 4% Contractual Services 20% Contingency/Reserves 11% Personnel Services 59% Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 41 - CIP Transfers 2% Table of Contents Budget by Fund Beginning Fund Balance General Fund Reserve Operating Contingency Unreserved Fund Balance Actuals 2011/12 Transfers In CIP Funds - Operating Projects Special Programs Fund (30-Day Tow Program) Special Programs Fund (Green Building) Special Programs Fund / Other Tourism Development Fund Enterprise In Lieu Property Tax Enterprise Franchise Fees Direct Cost Allocation (Fire) Fleet Fund Adopted 2012/13 Forecast 2012/13 Adopted 2013/14 24,468,947 5,000,000 15,158,354 23,950,322 5,000,000 10,481,267 23,711,113 5,000,000 16,073,841 24,298,045 5,000,000 12,572,586 44,627,301 39,431,589 44,784,954 41,870,630 84,633,458 8,230,630 88,730,925 8,598,027 87,900,692 8,571,638 91,547,240 8,934,324 16,986,529 18,347,454 6,976,852 18,177,784 22,203,397 7,206,645 17,977,784 22,203,397 7,006,645 18,783,710 24,252,542 7,246,102 859,066 859,623 859,623 894,540 8,420,935 3,795,627 2,635,420 525,502 1,786,270 8,730,000 3,657,834 2,729,195 466,130 1,780,382 10,530,000 3,657,834 2,729,195 466,130 1,780,382 9,900,000 3,623,879 3,167,710 660,344 1,765,875 4,206,419 2,337,093 305,876 350,645 4,314,501 2,109,592 259,856 318,963 4,314,501 2,109,592 259,856 318,963 4,035,165 2,330,443 236,268 357,011 1,522,061 3,632,211 1,116,000 3,275,345 1,116,000 1,872,145 1,000,000 1,969,068 8,212,535 318,479 803,880 1,123,969 3,244,868 - 6,721,286 876,637 838,375 1,793,464 - 7,059,120 976,637 1,802,924 1,793,464 1,256,383 31,266,002 6,502,362 1,221,208 863,119 1,402,161 - 24,803,074 25,271,870 25,271,870 25,510,031 8,114,671 3,444,522 226,567 8,210,000 3,023,984 226,142 7,960,000 3,023,984 226,142 8,412,000 3,023,984 274,000 Subtotal 13,430,350 229,274,963 13,385,000 234,880,957 254,310,903 227,913,086 Subtotal 868,848 309,297 64,592 137,192 874,782 6,704,153 400,241 968,724 10,327,829 314,804 6,441,159 337,834 7,093,797 314,804 318,941 1,500,000 6,689,085 8,822,830 314,800 3,548,000 7,049,712 10,912,512 239,602,792 241,974,754 263,133,733 238,825,598 (b) Total Beginning Fund Balance Revenues Sales Taxes 1.00% General Purpose Sales Tax 0.10% Public Safety Sales Tax 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 (a) Other Revenue Indirect/Direct (Fire) Cost Allocation Out of Jurisdiction Confinement Program Intergovernmental Revenue Miscellaneous Reimbursements ASRS Settlement Bond Proceeds Property Tax Property Tax Franchise Fees and In-Lieu Taxes Electric and Gas Franchise Cable TV Franchise Salt River Project Lieu Tax Bed Tax Bed Tax (a) Total Sources General Fund Summary City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 42 - Table of Contents Budget by Fund General Fund Summary Actuals 2011/12 Adopted 2012/13 Forecast 2012/13 Adopted 2013/14 Expenditures Divisions Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager City Treasurer - Finance & Accounting Administrative Services (a) Community & Economic Development Community Services Public Safety Public Safety - Fire Public Safety - Police Public Works Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Estimated Division Savings Citywide Pay Program One-Time Public Safety Compensation 2% Pay-for-Performance Compensation Adjustments Healthcare - Assumed Migration Savings Subtotal 739,684 5,321,844 609,505 1,111,652 3,670,423 938,046 4,875,974 13,996,273 22,875,163 31,599,122 26,821,736 78,412,354 15,942,772 206,914,548 778,585 5,582,195 753,386 998,146 3,745,787 879,946 5,453,215 14,742,300 23,704,234 33,818,807 29,231,484 79,541,812 17,685,952 1,873,529 (3,307,500) 2,695,000 649,210 (500,000) 218,326,088 783,371 5,687,434 761,438 1,007,374 3,758,924 796,037 5,486,974 14,787,680 22,137,621 33,979,905 11,865,391 25,989,153 72,108,928 17,635,968 449,365 (1,818,466) (2,000,000) 649,210 (250,000) 213,816,307 811,892 5,707,884 750,053 1,217,619 3,896,081 887,235 5,687,153 15,679,662 22,826,306 33,689,227 13,023,731 27,927,821 73,790,741 18,525,257 1,800,000 (3,900,000) 2,773,632 2,500,000 227,594,294 Contracts Payable & Certificates of Participation (COPs) Contracts Payable Certificates of Participation - Radio Financing Certificates of Participation - Police/Fire HQ Subtotal 3,550,287 2,548,680 3,465,740 9,564,707 3,689,342 2,548,679 6,238,021 32,889,342 2,548,679 35,438,021 611,224 2,548,679 3,159,903 216,479,255 224,564,109 249,254,328 230,754,197 7,594,863 600,000 250,000 2,000,000 519,562 3,000,000 898,694 6,714,943 120,728 60,000 5,008 2,086 1,200,000 22,965,884 10,250,971 1,500,000 5,421,530 1,846,250 6,692,500 60,000 25,771,251 8,363,270 63,422 5,237,043 51,702 60,000 3,018,292 16,793,729 11,878,185 67,400 5,450,173 60,000 17,455,758 239,445,139 250,335,360 266,048,057 248,209,955 157,653 (8,360,606) (2,914,324) (9,384,357) 23,711,113 5,000,000 16,073,841 44,784,954 24,739,686 5,000,000 1,331,297 31,070,983 24,298,045 5,000,000 12,572,586 41,870,630 25,435,026 5,000,000 2,051,247 32,486,274 TOTAL OPERATING BUDGET Transfers Out Debt Service Fund - MPC Excise Debt Debt Service Fund - MPC Debt - Bed Tax (a) CIP - Stadium CIP - PAYGO CIP - Bed Tax Healthcare Fund Special Programs Fund - Art in Public Places (a) Special Programs Fund - Bed Tax Special Programs Fund - Community Services Special Programs Fund - SW Gas Special Programs Fund - Preservation Rehab Special Programs Fund - Police Tourism Development Fund (a) Grants Fund - Police PC Replacement Fund Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance General Fund Reserve Operating Contingency Unreserved Fund Balance Total Ending Fund Balance (b) (a) (b) Effective in FY 2012/13, bed tax related revenues and expenses are now reported in the Tourism Development Fund. Excludes revenue accruals of $8.6 million in FY 2011/12 and unknown revenue accrual amount in current and future years. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 43 - Table of Contents Budget by Fund Beginning Fund Balance General Fund Reserve Operating Contingency Unreserved Fund Balance Adopted 2013/14 Transfers In CIP Funds - Operating Projects Special Programs Fund (30-Day Tow Program) Special Programs Fund (Green Building) Special Programs Fund / Other Tourism Development Fund Enterprise In Lieu Property Tax Enterprise Franchise Fees Direct Cost Allocation (Fire) Fleet Fund Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 24,298,045 5,000,000 12,572,586 25,435,026 5,000,000 2,051,247 25,538,400 5,000,000 1,893,474 26,102,170 5,000,000 4,627,704 27,310,070 5,000,000 4,231,404 41,870,630 32,486,274 32,431,874 35,729,874 36,541,474 91,547,240 8,934,324 95,085,300 9,283,700 97,934,600 9,564,200 101,377,700 9,903,900 104,961,200 10,257,600 18,783,710 24,252,542 7,246,102 20,000,000 25,500,000 7,634,000 21,300,000 27,100,000 8,137,900 22,300,000 28,600,000 8,601,700 23,500,000 30,300,000 9,133,600 894,540 894,500 894,500 894,500 894,500 9,900,000 3,623,879 3,167,710 660,344 1,765,875 10,129,700 3,636,100 5,176,900 618,600 1,801,200 10,298,700 3,636,100 5,176,900 620,900 1,837,100 10,438,600 3,636,300 5,176,900 602,300 1,873,900 10,580,500 3,636,300 5,176,900 623,700 1,911,500 4,035,165 2,330,443 236,268 357,011 4,109,500 2,428,000 246,400 359,500 4,192,500 2,476,500 253,700 362,600 4,279,900 2,526,000 262,000 366,600 4,368,700 2,576,500 266,600 370,100 1,000,000 1,969,068 1,050,000 1,752,500 1,160,000 2,026,000 1,281,000 2,056,500 1,748,200 2,074,100 6,502,362 1,221,208 863,119 1,402,161 - 6,052,900 1,221,300 862,300 1,416,400 - 5,887,200 1,221,300 862,600 1,441,800 - 6,063,900 1,221,300 861,100 1,467,100 - 6,245,700 1,221,300 861,800 1,492,900 - 25,510,031 26,530,600 27,718,200 29,088,200 30,517,800 8,412,000 3,023,984 274,000 8,500,000 3,024,000 269,000 8,620,000 3,024,000 246,000 8,750,000 3,024,000 238,000 8,840,000 3,024,000 226,000 Subtotal 227,913,086 237,582,400 245,993,300 254,891,400 264,809,500 Subtotal 314,800 3,548,000 7,049,712 10,912,512 314,800 1,500,000 7,097,300 8,912,100 314,800 1,500,000 7,169,700 8,984,500 314,800 1,500,000 7,244,400 9,059,200 314,800 1,500,000 7,329,600 9,144,400 238,825,598 246,494,500 254,977,800 263,950,600 273,953,900 (b) Total Beginning Fund Balance Revenues Sales Taxes 1.00% General Purpose Sales Tax 0.10% Public Safety Sales Tax 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 (a) Other Revenue Indirect/Direct (Fire) Cost Allocation Out of Jurisdiction Confinement Program Intergovernmental Revenue Miscellaneous Reimbursements ASRS Settlement Bond Proceeds Property Tax Property Tax Franchise Fees and In-Lieu Taxes Electric and Gas Franchise Cable TV Franchise Salt River Project Lieu Tax Bed Tax Bed Tax (a) Total Sources General Fund Five-Year Financial Forecast City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 44 - Table of Contents Budget by Fund General Fund Five-Year Financial Forecast Adopted 2013/14 Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 Expenditures Divisions Mayor and City Council City Attorney City Auditor City Clerk City Court City Manager City Treasurer - Finance & Accounting Administrative Services (a) Community & Economic Development Community Services Public Safety Public Safety - Fire Public Safety - Police Public Works Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Estimated Division Savings Citywide Pay Program One-Time Public Safety Compensation 2% Pay-for-Performance Compensation Adjustments Healthcare - Assumed Migration Savings Subtotal 811,892 5,707,884 750,053 1,217,619 3,896,081 887,235 5,687,153 15,679,662 22,826,306 33,689,227 13,023,731 27,927,821 73,790,741 18,525,257 1,800,000 (3,900,000) 2,773,632 2,500,000 227,594,294 830,700 5,857,100 769,500 736,200 3,957,100 908,600 5,836,900 15,636,200 23,239,600 33,989,300 13,324,800 27,868,500 75,851,300 17,967,700 1,836,000 (4,095,000) 2,113,500 226,628,000 850,300 6,012,900 789,600 1,105,500 4,065,000 930,700 5,994,400 16,032,300 23,779,300 34,873,500 13,652,300 28,775,600 78,062,800 18,354,900 1,872,700 (4,299,800) 2,113,500 232,965,500 888,000 6,361,900 835,600 796,100 4,286,600 978,500 6,306,000 16,843,400 24,847,400 36,617,100 14,206,600 30,536,300 82,590,300 18,663,100 1,910,200 (4,514,800) 2,113,500 244,265,800 889,400 6,316,600 828,800 1,143,100 4,278,000 974,100 6,303,000 16,808,500 24,907,800 36,621,600 14,305,600 30,529,900 82,373,100 18,887,400 1,948,400 (4,740,500) 2,113,500 244,488,300 Contracts Payable & Certificates of Participation (COPs) Contracts Payable Certificates of Participation - Radio Financing Certificates of Participation - Police/Fire HQ Subtotal 611,224 2,548,679 3,159,903 2,116,600 2,548,700 4,665,300 872,000 2,548,700 3,420,700 900,500 2,548,700 3,449,200 930,400 2,548,700 3,479,100 230,754,197 231,293,300 236,386,200 247,715,000 247,967,400 11,878,185 67,400 5,450,173 60,000 17,455,758 12,675,200 67,400 2,453,000 60,000 15,255,600 12,797,300 67,400 2,368,900 60,000 15,293,600 12,904,000 67,400 2,392,600 60,000 15,424,000 13,027,300 67,400 2,416,500 60,000 15,571,200 248,209,955 246,548,900 251,679,800 263,139,000 263,538,600 Sources Over/(Under) Uses (9,384,357) (54,400) 3,298,000 811,600 10,415,300 Ending Fund Balance General Fund Reserve Operating Contingency Unreserved Fund Balance Total Ending Fund Balance (b) 25,435,026 5,000,000 2,051,247 32,486,274 25,538,400 5,000,000 1,893,474 32,431,874 26,102,170 5,000,000 4,627,704 35,729,874 27,310,070 5,000,000 4,231,404 36,541,474 27,370,530 5,000,000 14,586,244 46,956,774 TOTAL OPERATING BUDGET Transfers Out Debt Service Fund - MPC Excise Debt Debt Service Fund - MPC Debt - Bed Tax (a) CIP - Stadium CIP - PAYGO CIP - Bed Tax Healthcare Fund Special Programs Fund - Art in Public Places (a) Special Programs Fund - Bed Tax Special Programs Fund - Community Services Special Programs Fund - SW Gas Special Programs Fund - Preservation Rehab Special Programs Fund - Police Tourism Development Fund (a) Grants Fund - Police PC Replacement Fund Total Uses Subtotal (a) (b) Effective in FY 2012/13, bed tax related revenues and expenses are now reported in the Tourism Development Fund Excludes revenue accruals of $8.6 million in FY 2011/12 and unknown revenue accrual amount in current and future years. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 45 - Table of Contents 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 Programs, Tourism and Enterprise Funds. For FY 2013/14 estimated General Fund revenues and transfers-in equal $238.8 million, a decrease of approximately $3.1 million, or 1 percent, from the FY 2012/13 adopted budget of $242.0 million. This decrease is driven by the accounting change related to tourism related revenues. Tourism related revenues (as well as expenses) are now recorded in the Tourism Development Fund. Excluding this change, revenue in the General Fund is anticipated to increase approximately $4.8 million from FY 2012/13 adopted. These increases are attributed to a 3 percent increase in local sales tax revenues as well as a 6 percent increase in State Shared Tax Revenues. Transfers-in are anticipated to increase by $3.8 million from the FY 2012/13 adopted budget, of which $1.2 million is a one-time transfer in for support from the Tourism Development Fund, along with the $1.5 million General Fund portion of bed tax from the Tourism Development Fund. 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 $138.6 million represent 61 percent of the General Fund total operating resources and are the fund’s largest category of revenues. This category includes revenues received from property tax, local sales 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. 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 is showing slight recovery from the recent economic downturn; privilege tax is expected to grow moderately in the five-year revenue forecast. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 46 - Table of Contents Budget by Fund Privilege (Sales) Tax - General Purpose Privilege (Sales) Tax -General Purpose 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 2013/14, the anticipated revenue budget is $91.5 million, which is approximately a $3.6 million or a 4 percent increase over the FY 2012/13 year-end forecast of $87.9 million. General Fund Sources Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 91.5 88.7 80.9 80.5 75.9 91.5 * 87.9 * 84.6 80.1 78.3 2013/14 2012/13 2011/12 2010/11 2009/10 The five-year privilege tax forecast is shown in detail by major business category below. Staff forecast the privilege tax collections by category to arrive at more precise total sales tax revenue. 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 Busines Category Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 2011/12 % of Actual Total 9,793,520 12% 8,416,186 10% 6,374,882 8% 4,310,149 5% 9,070,270 11% 14,096,104 17% 6,237,012 7% 11,894,673 14% 7,738,723 9% 4,385,382 5% 2,316,558 3% 84,633,461 100% FY 2012/13 % of Forecast Total 10,893,812 12% 8,948,171 10% 6,453,200 7% 4,435,209 5% 9,165,397 10% 14,559,284 17% 6,465,512 7% 12,401,109 14% 7,973,071 9% 4,421,613 5% 2,184,315 2% 87,900,692 100% FY 2013/14 % of FY 2014/15 % of Adopted Total Forecast Total 11,823,067 13% 12,887,143 14% 9,800,691 11% 9,812,145 10% 6,582,273 7% 6,713,918 7% 4,612,617 5% 4,850,539 5% 9,532,013 10% 9,913,293 10% 15,287,248 17% 16,051,610 17% 6,616,305 7% 6,748,631 7% 12,286,969 13% 12,636,061 13% 8,291,994 9% 8,623,674 9% 4,510,046 5% 4,600,247 5% 2,204,000 2% 2,248,081 2% 91,547,222 100% 95,085,342 100% Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 2015/16 % of Forecast Total 13,531,500 14% 9,475,471 10% 6,848,196 7% 5,062,712 5% 10,309,825 11% 16,854,191 17% 6,883,603 7% 13,015,143 13% 8,968,621 9% 4,692,251 5% 2,293,043 2% 97,934,557 100% FY 2016/17 % of Forecast Total 14,208,075 14% 9,570,225 9% 6,985,160 7% 5,315,848 5% 10,722,218 11% 17,696,900 17% 7,021,275 7% 13,405,597 13% 9,327,366 9% 4,786,097 5% 2,338,904 2% 101,377,666 100% FY 2017/18 % of Forecast Total 14,918,479 14% 9,665,928 9% 7,124,864 7% 5,581,640 5% 11,151,107 11% 18,581,745 18% 7,161,701 7% 13,807,765 13% 9,700,460 9% 4,881,818 5% 2,385,681 2% 104,961,188 100% City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 47 - Table of Contents Budget by Fund 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. The Public Safety sales tax revenue budget for FY 2013/14 revenues is $8.9 million versus an expected FY 2012/13 year-end forecast of approximately $8.6 million. This designated sales tax only covers 7.8 percent of the FY 2013/14 Public Safety Police and Fire General Fund budgets. General Fund Sources Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 8.9 8.6 7.8 7.8 7.4 8.9 * 8.6 * 8.2 7.8 7.6 2013/14 2012/13 2011/12 2010/11 2009/10 The same business category analysis used for the General Fund 1.0 percent tax was applied when forecasting the Public Safety Privilege Tax Public Safety 0.10% Privilege (Sales) Tax Five-Year Forecast by Busines Category Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 2011/12 % of Actual Total 978,181 12% 841,632 10% 637,480 8% 431,014 5% 907,026 11% 1,409,608 17% 624,492 8% 1,188,788 14% 773,872 9% 438,537 5% 0% 8,230,630 100% FY 2012/13 % of Forecast Total 1,089,381 13% 894,817 10% 645,320 8% 443,521 5% 916,540 11% 1,455,928 17% 646,551 8% 1,240,111 14% 797,307 9% 442,161 5% 0% 8,571,638 100% FY 2013/14 % of FY 2014/15 % of Adopted Total Forecast Total 1,182,307 13% 1,288,714 14% 980,069 11% 981,215 11% 658,227 7% 671,392 7% 461,262 5% 485,054 5% 953,201 11% 991,329 11% 1,528,725 17% 1,605,161 17% 661,630 7% 674,863 7% 1,228,697 14% 1,263,606 14% 829,200 9% 862,367 9% 451,006 5% 460,025 5% 0% 0% 8,934,324 100% 9,283,726 100% Revenue Category Automotive Construction Food Hotel/Motel Major Dept Stores Misc. Retail Other Taxable Rental Restaurants Utilities Other Total FY 2015/16 % of Forecast Total 1,353,150 14% 947,547 10% 684,820 7% 506,271 5% 1,030,982 11% 1,685,419 18% 688,360 7% 1,301,514 14% 896,862 9% 469,225 5% 0% 9,564,150 100% FY 2016/17 % of Forecast Total 1,420,808 14% 957,023 10% 698,516 7% 531,585 5% 1,072,222 11% 1,769,690 18% 702,128 7% 1,340,560 14% 932,737 9% 478,611 5% 0% 9,903,880 100% FY 2017/18 % of Forecast Total 1,491,848 15% 966,593 9% 712,486 7% 558,164 5% 1,115,111 11% 1,858,174 18% 716,170 7% 1,380,776 13% 970,046 9% 488,183 5% 0% 10,257,551 100% City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 48 - Table of Contents Budget by Fund General Fund Sources Property Tax (Primary) Property Tax (Primary) represents the General Fund’s portion of the 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. For the third year in a row, Scottsdale is not imposing a levy increase for FY 2013/14. Primary property tax accounts for approximately 10 percent of the total adopted FY 2013/14 General Fund sources. The FY 2013/14 revenue forecast of $25.5 million represents an increase of $0.2 million from the FY 2012/13 year-end forecast of $25.3 million, attributable to valuations of new construction. The proposed primary property tax rate of approximately 53 cents per $100 of assessed valuation represents a 3 cent increase from the FY 2012/13 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 three percent to five 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 three percent to five percent, effective July 1, 2010. During FY 2012/13 Bed Tax revenue was moved to a newly created Tourism Development Fund, with a transfer-out to the General Fund of $1.5 million. Adopted Budget to Actual/Forecast* (in millions) 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 2013/14. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 25.5 25.3 25.0 24.7 23.7 25.5 * 25.3 * 24.8 24.6 23.3 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 13.4 12.2 10.6 8.2 -* -* 13.4 13.1 7.1 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.9 0.9 0.9 0.9 0.9 0.9 * 0.9 * 0.9 0.8 0.8 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 49 - Table of Contents Budget by Fund 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. Of the $11.7 million budgeted for FY 2013/14, the electric and gas franchise tax revenue budget is $8.4 million which is approximately $0.5 million higher than the FY 2012/13 year-end forecast. Another component of the $11.7 million budgeted for FY 2013/14 is the cable TV franchise fees, which are remaining relatively flat with the FY 2012/13 year-end forecast of $3.0 million. The final component of the $11.7 million is the Salt River Project In-Lieu Tax of $0.3 million, which is slightly higher than the FY 2012/13 year-end forecast of $0.2 million. General Fund Sources Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 11.7 11.5 11.1 11.6 12.1 11.7 * 11.2 * 11.8 11.2 11.5 2013/14 2012/13 2011/12 2010/11 2009/10 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 these distribution methods, mature cities reaching build-out will see their portion of shared tax revenues decrease, as rapidly growing cities receive a greater share of the revenue distribution. The 2010 US census had an adverse effect on the city’s share, as faster growing cities and towns within the region received an increased proportion of the overall pool of shared revenues. The State Department of Revenue collects and distributes funds and provides revenue forecasts to cities and towns for these revenue sources. 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 FY 2013/14 revenue budget is $18.8 million versus the FY 2012/13 year-end forecast of $18.0 million, an increase of $0.8 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 18.8 18.2 16.4 17.6 18.0 18.8 * 18.0 * 17.0 17.8 17.3 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 50 - Table of Contents Budget by Fund General Fund Sources 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. There is a two-year lag between the time citizens report income to the State and when the State remits shared income tax revenues to cities and towns. Revenue from State Shared Income Tax is budgeted at $24.3 million for FY 2013/14, an increase of $2.0 million from the FY 2012/13 year-end forecast of $22.2 million. Adopted Budget to Actual/Forecast* (in millions) 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 to the cities and towns based on population. The only stipulation on the use of this revenue is that it must be spent on a public purpose. The revenue budget for FY 2013/14 is $7.2 million, which is $0.2 million more than the FY 2012/13 year-end forecast of $7.0 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 24.2 22.2 18.3 22.8 30.3 24.2 * 22.2 * 18.3 22.8 30.3 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 7.2 7.2 7.3 8.2 8.0 7.2 * 7.0 * 7.0 7.7 7.9 2013/14 2012/13 2011/12 2010/11 2009/10 Licenses, Permits & Fees Revenue Licenses, Permits and 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. The attractiveness of Scottsdale, low commercial vacancy rates and low mortgage interest rates are major contributors to the Licenses, Permits and Fees Revenue. Building Permits Fees & Charges Building Permits Fees and 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 2013/14 revenue budget is $9.9 million, a decrease of $0.6 million from the FY 2012/13 year-end forecast. FY 2012/13 favorable activity was attributed to large multifamily residential projects. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 9.9 8.7 8.4 8.2 8.1 9.9 * 10.5 * 8.4 6.9 6.9 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 51 - Table of Contents Budget by Fund General Fund Sources Recreation Fees Recreation Fees are budgeted at $3.6 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 $3.2 million are budgeted in FY 2013/14 versus the FY 2012/13 year-end forecast of $2.7 million. The FY 2012/13 revenue budget is based on future confirmed bookings for WestWorld, feed and bedding as well as historical activity and fee increases effective July 1, 2013. In addition, the completion of the Tony Nelssen Equestrian Center WestWorld expansion is anticipated during FY 2013/14, which will produce additional revenue that has been included in the FY 2013/14 budget. 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 inspections, ambulance staffing, and medical enhancement costs associated with the ambulance agreement. In addition, the department collects fees for CPR classes, permits and incident reports. For FY 2013/14 revenues are budgeted at $0.7 million. Adopted Budget to Actual/Forecast* (in millions) Business Licenses & Fees Business Licenses and Fees include the licensing of business activity and the associated fees relating to the licensure and regulation of specific activity. Revenues of $1.8 million are budgeted for FY 2013/14, which is flat with the FY 2012/13 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 3.6 3.7 3.8 3.4 3.0 3.6 * 3.7 * 3.8 3.6 3.3 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 3.2 2.7 2.5 2.6 2.9 3.2 * 2.7 * 2.6 2.6 2.5 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.7 0.5 0.4 0.6 2.4 0.7 * 0.5 * 0.5 0.8 1.8 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.8 1.8 1.7 1.7 1.7 1.8 * 1.8 * 1.8 1.7 1.8 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 52 - Table of Contents Budget by Fund General Fund Sources Fines and Forfeiture Revenues Fines and Forfeiture Revenues include court, photo enforcement, parking and library fines. In aggregate, the revenue for these items in FY 2013/14 is budgeted at $7.0 million, which is flat with the FY 2012/13 year-end forecast. 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 $4.0 million are budgeted for FY 2013/14, which reflects a $0.3 million decrease from the FY 2012/13 year-end forecast of $4.3 million. This decrease is the result of a decline in civil filings. Adopted Budget to Actual/Forecast* (in millions) Photo Enforcement Fines Photo Enforcement Fines are the General Fund's 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 $2.3 million for FY 2013/14, which is an increase of $0.2 million from the FY 2012/13 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 budgeted at $0.2 million for FY 2013/14. The revenue budget is developed based on historical trends. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 4.0 4.3 6.2 7.3 7.2 4.0 * 4.3 * 4.2 4.3 7.5 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 2.3 2.1 1.9 1.8 1.7 2.3 * 2.1 * 2.3 2.0 1.8 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.2 0.3 0.2 0.4 0.5 0.2 * 0.3 * 0.3 0.3 0.3 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 53 - Table of Contents Budget by Fund Library Fines & Fees Library Fines and Fees are monies collected when library materials are returned after their due date, lost and/or damaged. The FY 2013/14 revenues are budgeted at $0.4 million, which is a slight decrease from the FY 2012/13 year-end forecast. General Fund Sources Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.4 0.3 0.4 0.3 0.4 0.4 * 0.3 * 0.4 0.4 0.4 2013/14 2012/13 2011/12 2010/11 2009/10 Other Revenues Other Revenues include revenue from interest earnings, property rentals, indirect cost allocations received from the Enterprise operations, reimbursements from outside sources, expense recovery, Intergovernmental Agreements and miscellaneous non-operating revenue such as copies of materials and passport fees. In aggregate, the revenue for these items in FY 2013/14 is budgeted at $13.0 million, which is a decrease of approximately $1.6 million from the FY 2012/13 adopted budget. The FY 2012/13 year-end forecast does not serve as a valid comparison since it includes receipt of onetime unanticipated revenues related to a settlement with the Arizona State Retirement System of $1.3 million, bond proceeds of $31.2 million related to the Nordstrom Garage payoff and other one-time reimbursements totaling $0.9 million. Interest Earnings Interest Earnings are generated on General Fund cash balances throughout the year. This revenue is a function of the relationship between the city’s available cash balance and the 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, high-grade corporate notes 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 funds and are not included in General Fund revenues. Interest Earnings Revenue is budgeted at $1.0 million for FY 2013/14. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.0 1.1 0.4 1.0 1.7 1.0 * 1.1 * 1.5 1.2 2.1 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 54 - Table of Contents 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 for percent of revenue on gross sales agreements. The FY 2013/14 revenue of $2.0 million is slightly more than the FY 2012/13 year-end forecast of $1.9 million. The adopted FY 2012/13 budget included amounts received from the Princess Hotel based on a percent of gross sales; those amounts have been moved to the Tourism Development Fund. 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 2013/14 miscellaneous revenue is $0.9 million, which is slightly higher than the FY 2012/13 adopted budget of $0.8 million. The FY 2012/13 year-end forecast includes a one-time utility sales tax refund for water consumption on government activities, as well as well as a recovery on a bad investment. Adopted Budget to Actual/Forecast* (in millions) Out of Jurisdiction Confinement Program Presently, non-violent-misdemeanor defendants sentenced in Scottsdale City Court can serve their mandated sentences in the Scottsdale city jail. This program was expanded to include defendants from not only Scottsdale City Court but from any jurisdiction in the State with the respective Court’s approval. This alternative, amongst other things, provided 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. This program was only in place for FY 2011/12. This program was reevaluated for FY 2012/13 and it was determined that utilization of the facility was not enough to warrant continued service of this program. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 2.0 3.3 2.8 2.8 3.2 2.0 * 1.9 * 3.6 3.2 2.9 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.9 0.8 0.8 0.5 1.0 0.9 * 1.8 * 1.1 0.6 0.6 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.5 - -* -* 0.3 - 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 55 - Table of Contents Budget by Fund General Fund Sources Reimbursements This category represents General Fund reimbursements from outside sources. FY 2013/14 revenues are budgeted at $1.4 million. The most significant reimbursement revenue is related to jail fees. Reimbursements from defendants for jail housing and booking fees is approximately $1.1 million for FY 2013/14. The FY 2012/13 forecast includes an Arizona State Retirement settlement of $1.3 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 shared use of Palomino Library and revenue received from the County Library District for reciprocal inter-library use. FY 2013/14 revenues are budgeted at $1.2 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.4 1.8 0.4 0.4 1.0 1.4 * 3.0 * 3.2 3.4 2.1 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.2 0.9 0.8 0.9 1.0 1.2 * 1.0 * 0.8 0.9 1.1 2013/14 2012/13 2011/12 2010/11 2009/10 Indirect/Direct Cost Allocation The indirect component of this revenue is 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 indirect cost allocation methodology has been revised over the course of the past three fiscal years to capture more accurately the cost of services. Factors such as full-time equivalents (FTE) for Human Resources overhead, Information Technology (IT) equipment counts for the IT overhead calculations and square footage calculations to determine building maintenance costs are now utilized. The direct component of this revenue is a reimbursement from the Aviation Fund for the direct cost of fire service at the Scottsdale Airport. During FY 2012/13, this cost reimbursement was realigned to be reported in this revenue grouping with the indirect costs. This direct cost reimbursement was previously reported as a transfer-in to the General Fund from the Aviation Fund. Indirect/Direct Cost Allocation Of the $6.5 million budgeted for FY 2013/14 for this revenue group, the indirect cost allocation component is $6.2 million, which reflects a $0.5 million decrease from the FY 2012/13 year-end forecast of $6.7 million. The FY 2013/14 budgeted revenue for the direct cost of fire services at the Scottsdale Airport is $0.3 million, which is relatively flat with the FY 2012/13 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 6.5 6.7 8.2 12.3 14.8 6.5 * 7.1 * 8.2 12.3 11.7 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 56 - Table of Contents Budget by Fund General Fund Sources Transfers-In The budget for Transfers-In to the General Fund includes ongoing franchise fees from the Enterprise Funds, reimbursement of Police Tow costs from the Special Programs Fund and bed tax from the Tourism Development Fund. Franchise fees charged to the Enterprise Funds represent an estimate of the fees a private utility organization would incur while conducting business within the city. There is also a $1.2 million one-time transfer- in to the General Fund from the Tourism Development Fund for anticipated revenue shortfalls at WestWorld during the construction of the Tony Nelssen Equestrian Center. In total, the transfers-in for FY 2013/14 are budgeted at $3.5 million. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 57 - Table of Contents Budget by Fund General Fund Uses General Fund Expenditures By Expenditure Type 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 and healthcare. The FY 2013/14 adopted budget of $165.1 million is $7.4 million more than the FY 2012/13 adopted budget. Of this increase, $2.7 million is driven by increases in healthcare and retirement rates. The remaining increase is driven by changes in employee compensation which includes $2.7 million allocated for a pay for performance program, which is partially offset by an allowance for vacancy savings. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals or other city divisions. The FY 2013/14 adopted budget of $52.2 million is $2.7 million, or 5 percent, greater than the FY 2012/13 adopted budget. Major contractual expenses include software maintenance and licensing, fleet maintenance and operations, utilities and property, liability and Worker's Compensation coverage. The most significant increases in this category are related to property, liability and worker's compensation, as well as utilities and building maintenance. Adopted Budget to Actual/Forecast* (in millions) Commodities Commodities are expendable items including supplies, repair and replacement parts, small tools and maintenance and repair materials that are not of a capital nature. The FY 2013/14 adopted budget of $7.7 million is slightly less than the FY 2012/13 adopted budget. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 165.1 157.8 153.8 162.5 171.9 165.1 * 157.2 * 154.2 158.0 167.5 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 52.2 49.6 45.4 54.8 53.8 52.2 * 45.8 * 43.9 46.4 48.8 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 7.7 7.8 7.3 8.9 9.3 7.7 * 7.7 * 7.2 7.2 7.7 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 58 - Table of Contents Budget by Fund General Fund Uses Capital Outlay Capital Outlay includes the purchase of land, the 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 $10,000 or more and must be a betterment or improvement. The FY 2013/14 adopted budget of $0.2 million has been identified for ongoing replacement of office furniture and equipment, as well as one-time vehicle purchases for new positions in Facilities- HVAC Maintenance and Fire and Life Safety Services. Adopted Budget to Actual/Forecast* Capital - Operating Projects Operating Projects capture costs associated with the repair and maintenance of capital assets, replacement of non-capital assets, master plans, studies and all other project type costs that do not result in the acquisition or construction of a capital asset. The FY 2013/14 adopted budget is $2.3 million. Of this budget, $1.9 million is allocated for contractual expenses, $0.2 million is allocated for commodities and $0.2 million is allocated for capital outlay. Adopted Budget to Actual/Forecast* (in millions) Debt Service - Contracts Payable Contracts Payable is paid from the General Fund, 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 2013/14 Contracts Payable budget of $0.6 million is related to sales tax development agreements such as the Hotel Valley Ho. Adopted Budget to Actual/Forecast* (in millions) Debt Service - Certificates of Participation Certificates of Participation (COPs) 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 2010/11 the city issued $20.0 million of COPs for a public safety radio system. The FY 2013/14 budget of $2.5 million is related to the FY 2010/11 COPs issuance. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 156,900 53,400 20,450 348,905 353,602 156,900 * 53,400 * 169,129 193,566 509,342 ADOPTED BUDGET ACTUAL / FORECAST* 2.3 3.2 1.8 3.9 - 2.3 * 3.2 * 2.5 2.8 - 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.6 3.7 3.1 3.1 2.7 0.6 * 32.9 * 3.6 3.5 1.5 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 2.5 2.5 5.9 1.4 2.0 2.5 * 2.5 * 6.0 1.5 0.9 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 59 - Table of Contents Budget by Fund General Fund Uses Transfers-Out Transfers-Out are the authorized movement of cash to other funds, divisions, departments and/or capital projects. Transfers-Out in FY 2013/14 total $17.5 million and include: $11.8 million to the MPC Excise Debt Fund, $5.5 million to the Capital Improvement Plan to cover the cost of on-going capital maintenance and $60,000 to the Special Programs Fund 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. 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 they are allocated or spent as budgeted expenditures. The specific make-up of the city’s fund balance, reserves and operating contingencies are noted below. 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 considered financially prudent to have a minimum General Fund Reserve of 10 percent of the General and Transportation Funds total annual operating costs. Based on the revenue and expenditure estimates included in the adopted budget, the ending FY 2013/14 General Fund Reserve is $24.4 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 2013/14 ending unreserved fund balance is $2.1 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 one-time expenditures. Under prudent fiscal management practices, this amount should not be used to fund new or expanded programs with ongoing operating expenses. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 60 - Table of Contents Budget by Fund Special Revenue Overview Adopted Budget $1,192.9 Million (a) Grants, Trust,& Special Districts $17.8M Operating Budgets $493.2M (a) Capital Projects $517.4M Contingencies/ Reserves $164.5M General Fund $230.8M Grant Funds $17.1M Community Facilities $69.4M General Fund $30.4M Special Revenue $40.6M Trusts & Special Districts $0.7M Preservation $106.7M Special Revenue $4.0M Debt Service Funds $83.5M Neighborhood Drianage/Flood Cntrl $29.4M Grant Funds $7.0M Enterprise Funds $129.1M Public Safety $8.1M Enterprise Funds $65.8M Internal Service $9.3M (a) $55.4M (b) Service Facilities $16.2M Internal Service $11.8M Transportation $151.5M Capital Projects $45.5M Water Management $136.0M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $46.0M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $46.0M City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 61 - Table of Contents Budget by Fund Special Revenue Overview 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, Transient Occupancy (Bed) Tax, and Special Programs, such as Police 30-Day Towing. 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 future 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 - Transportation $ Privilege (Sales) Tax - Preservation State Shared Revenue Transient Occupancy (Bed) Tax Intergovernmental Revenue Fines, Fees, Forfeitures Other Total Revenues $ Transfers In Total Sources $ 17.3 31.3 12.3 14.0 7.5 1.5 8.5 92.4 0.1 92.4 Special Revenue Funds Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Debt Service Contingency/Reserves Adopted Budget Transfers Out General Fund Transfers Debt Service Transfers CIP Transfers Total Uses $ $ 8.0 30.3 2.3 0.6 4.0 45.2 $ 3.9 33.3 17.6 100.0 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 62 - Table of Contents Budget by Fund Transportation Fund Overview 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 Intergovernmental Revenue Grants Other Total Revenues Transfers In Total Sources $ $ $ 17.3 12.3 0.6 1.4 0.6 32.3 32.3 Transportation Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Adopted Budget Transfers Out CIP Transfers Total Uses $ $ 5.7 16.9 0.9 0.1 23.6 $ 8.7 32.3 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 63 - Table of Contents Budget by Fund Actual 2011/12 Beginning Fund Balance Unreserved Fund Balance Total Beginning Fund Balance (a) Transportation Fund Summary Adopted 2012/13 Forecast 2012/13 Adopted 2013/14 2,297,552 2,297,552 4,331,863 4,331,863 5,045,188 5,045,188 5,067,320 5,067,320 Subtotal 10,884,619 15,984,956 2,106,259 2,114 637,841 88,883 29,704,672 12,233,886 16,787,891 500,000 700,000 610,000 50,000 30,881,777 12,233,886 16,628,977 500,000 700,000 610,000 557,776 50,000 31,280,639 12,262,558 17,332,585 643,370 737,377 643,370 545,505 91,200 32,255,965 Subtotal 1,033,144 179,429 482,867 1,695,440 557,776 557,776 31,400,112 31,439,553 31,280,639 32,255,965 8,737,433 11,154,465 739,976 20,631,874 9,250,167 12,508,773 1,052,426 47,518 (148,838) 94,954 27,754 22,832,754 9,357,442 12,560,836 1,052,426 (72,339) 27,754 22,926,119 8,916,082 13,638,668 1,050,671 49,900 (156,300) 97,045 23,596,066 20,631,874 22,832,754 22,926,119 23,596,066 7,996,902 23,700 8,020,602 8,393,946 17,900 8,411,846 8,314,489 17,900 8,332,389 8,666,293 38,400 8,704,693 28,652,476 31,244,600 31,258,508 32,300,759 Sources Over/(Under) Uses 2,747,636 194,953 22,132 (44,794) Ending Fund Balance Unreserved Fund Balance Total Ending Fund Balance (a) 5,045,188 5,045,188 4,526,816 4,526,816 5,067,320 5,067,320 5,022,526 5,022,526 Revenues Highway User Revenue Tax Transportation Privilege Tax (0.2%) Proposition 400 Regional Sales Tax Federal Grants State Grants Solid Waste - Alley Maintenance Miscellaneous Transfers In Transportation CIP Fund Savings Fleet Fund Solid Waste - Alley Maintenance Total Sources Expenditures Divisions Community & Economic Development Public Works Community Services Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Merit Program 2% Pay-for-Performance Compensation Adjustments Subtotal TOTAL OPERATING BUDGET Transfers Out CIP Fund - Privilege Tax Allocation CIP Fund - Tech. Replacement Total Uses Subtotal City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 64 - - - Table of Contents Budget by Fund Adopted 2013/14 Beginning Fund Balance Unreserved Fund Balance Total Beginning Fund Balance (a) Revenues Highway User Revenue Tax Transportation Privilege Tax (0.2%) Proposition 400 Regional Sales Tax Federal Grants State Grants Solid Waste - Alley Maintenance Miscellaneous Subtotal Transfers In Transportation CIP Fund Savings Fleet Fund Solid Waste - Alley Maintenance Subtotal Total Sources Expenditures Divisions Community & Economic Development Public Works Community Services Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Merit Program 2% Pay-for-Performance Compensation Adjustments Subtotal TOTAL OPERATING BUDGET Transfers Out CIP Fund - Privilege Tax Allocation CIP Fund - Tech. Replacement Total Uses Sources Over/(Under) Uses Ending Fund Balance Unreserved Fund Balance Total Ending Fund Balance (a) Subtotal Transportation Fund Five Year Financial Forecast Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 5,067,320 5,067,320 5,022,526 5,022,526 5,255,426 5,255,426 5,650,576 5,650,576 6,041,026 6,041,026 12,262,558 17,332,585 643,370 737,377 643,370 545,505 91,200 32,255,965 12,630,400 18,010,400 675,500 752,100 649,800 558,900 91,200 33,368,300 13,009,300 18,554,500 709,300 752,100 656,300 572,800 91,200 34,345,500 13,399,600 19,213,500 709,300 752,100 656,300 593,800 91,200 35,415,800 13,801,600 19,899,600 709,300 752,100 656,300 600,800 91,200 36,510,900 - - - - - 32,255,965 33,368,300 34,345,500 35,415,800 36,510,900 8,916,082 13,638,668 1,050,671 49,900 (156,300) 97,045 23,596,066 9,100,300 13,955,500 1,072,700 52,400 (164,100) 73,900 24,090,700 9,299,800 14,283,800 1,095,300 55,000 (172,300) 73,900 24,635,500 9,556,000 14,760,600 1,118,300 57,800 (180,900) 73,900 25,385,700 9,706,200 14,945,300 1,141,700 60,700 (189,900) 73,900 25,737,900 23,596,066 24,090,700 24,635,500 25,385,700 25,737,900 8,666,293 38,400 8,704,693 9,005,200 39,500 9,044,700 9,277,250 37,600 9,314,850 9,606,750 32,900 9,639,650 9,949,800 23,500 9,973,300 32,300,759 33,135,400 33,950,350 35,025,350 35,711,200 (44,794) 232,900 395,150 390,450 799,700 5,022,526 5,022,526 5,255,426 5,255,426 5,650,576 5,650,576 6,041,026 6,041,026 6,840,726 6,840,726 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 65 - Table of Contents Budget by Fund Transportation Fund Sources Transportation Fund Revenues and Transfers-In Transportation Fund sources include both revenues and transfers-in from other funds. Sources for FY 2013/14 equal $32.3 million, which is an increase of $1.0 million from the FY 2012/13 year-end forecast. The General Fund will transfer funds to eliminate deficits any fiscal year where Transportation Fund revenues are not sufficient to cover expenditures. Even though Transportation revenues are slightly less than budgeted expenditures, there is no transfer from the General Fund budgeted for FY 2013/14 since the Transportation Fund balance is sufficient to bridge the gap. 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 "county of origin" of gasoline sales and the relation of Scottsdale's population to the total incorporated population of Maricopa County. The adopted FY 2013/14 budget of $12.3 million represents a negligible increase from the FY 2012/13 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) Privilege (Sales) Tax - Transportation Privilege (Sales) Tax - Transportation represents the 0.20 percent of the city’s privilege (sales) tax dedicated solely to transportation. Please note there is a difference between the transportation and preservation privilege tax revenue amounts, which is attributable to differences in the taxing provisions for each of the revenues. The adopted FY 2013/14 budget of $17.3 million represents an increase of $0.7 million or 4 percent over the FY 2012/13 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”) was distributed by the State of Arizona based upon population as well as city and town participation in the lottery. These state shared revenues were eliminated as of February 2010. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 12.3 12.2 10.9 13.8 14.2 12.3 * 12.2 * 10.9 13.4 13.4 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 17.3 16.8 15.3 15.2 14.3 17.3 * 16.6 * 16.0 15.0 14.6 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.1 -* -* 0.9 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 66 - Table of Contents Budget by Fund Transportation Fund Sources 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 information from regional agencies, the city will receive $0.6 million from this regional sales tax in the FY 2013/14, which is slightly higher than the FY 2012/13 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) Grants/Other Revenue Revenue for Federal and State Grants and Miscellaneous Reimbursements for FY 2013/14 is $1.5 million. Scottsdale is able to leverage grants received to offset transportation fund operating expenditures. Adopted Budget to Actual/Forecast* (in millions) Direct Cost Allocation - Alley Maintenance Solid Waste transfers funds to cover the cost associated with alley maintenance performed by the Transportation Department for the benefit of Solid Waste operations. Prior to FY 2012/13, this revenue was recorded as a transfer-in to the Transportation Fund. During FY 2012/13, this funding source was realigned to be captured as Direct Cost Allocation The budget for this revenue for FY 2013/14 is $0.5 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.6 0.5 0.5 0.3 0.3 0.6 * 0.5 * 2.1 0.6 0.8 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.5 1.4 0.9 2.0 - 1.5 * 1.4 * 0.7 4.6 0.4 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.5 - 0.5 * 0.6 * - 2013/14 2012/13 2011/12 2010/11 2009/10 Transfers-In Historically, transfers-in have occurred from the Solid Waste Fund to cover the cost associated with alley maintenance performed by the Transportation Division for the benefit of Solid Waste operations. Starting with FY 2012/13, this transaction is now recorded as revenue (see Direct Cost Allocation – Alley Maintenance). City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 67 - Table of Contents Budget by Fund Transportation Fund Uses Transportation Fund Expenditures by Expenditure Type The Transportation Fund expenditures are presented by four major expenditure categories: personnel services, contractual services, commodities, and 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, and healthcare. The adopted FY 2013/14 personnel services budget of $5.7 million is an increase of $0.3 million, or approximately 6 percent, from the FY 2012/13 adopted budget. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals or other city divisions. Supplies are not included in the contractual services account. The adopted FY 2013/14 contractual services budget of $16.9 million is an increase of $0.3 million, or approximately 2 percent, from the FY 2012/13 adopted budget. The most significant increase in this category is related to streets overlay. 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 2013/14 commodities budget of $0.9 million is an increase of $0.1 million from the FY 2012/13 adopted budget. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 5.7 5.4 5.3 6.2 6.5 5.7 * 5.4 * 5.1 6.3 6.5 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 16.9 16.6 15.3 19.7 23.9 16.9 * 16.6 * 14.7 15.4 18.7 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.9 0.7 0.8 0.8 0.8 0.9 * 0.7 * 0.6 0.6 0.6 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 68 - Table of Contents 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 $10,000 or more, and be a betterment or improvement. The adopted FY 2013/14 of $0.1 million is related to capital contractual engineering and computer equipment. Transportation Fund Uses Adopted Budget to Actual/Forecast* FISCAL YEAR 2013/14 2012/13 2011/12 2010/11 2009/10 ADOPTED BUDGET ACTUAL / FORECAST* 70,000 60,000 100,500 256,975 18,235 70,000 * 60,000 * 168,129 2,970,259 1,396,330 Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, divisions, departments and/or capital projects. The FY 2013/14 budget includes approximately $8.7 million of the Transportation Privilege Tax revenue (50 percent of budgeted revenue) as a transfer to the Capital Projects Fund to fund transportation system improvement costs. Transportation Fund Balance The adopted FY 2013/14 Transportation Fund ending balance is projected to be just over $5.0 million. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 69 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 70 - Table of Contents Budget by Fund Preservation Privilege Tax Fund Overview 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 Revenue $ Total Sources $ 31.3 0.2 31.4 31.4 Preservation Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlay Other Adopted Budget Transfers Out Debt Service Transfers CIP Transfers Total Uses $ $ - $ 30.9 3.8 34.7 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 71 - Table of Contents Budget by Fund Actual 2011/12 Beginning Fund Balance Unreserved Fund Balance Total Beginning Fund Balance (a) Revenues Privilege Tax (0.20%) Privilege Tax (0.15%) Interest Earnings Debt Service McDowell Sonoran Contract Sources Over/(Under) Uses Ending Fund Balance Unreserved Fund Balance Total Ending Fund Balance (a) (a) Adopted 2013/14 24,093,557 24,093,557 18,970,495 18,970,495 16,463,065 12,345,959 284,077 29,093,101 17,284,784 12,901,477 250,000 30,436,261 17,143,276 12,857,457 250,000 30,250,733 17,868,644 13,401,483 151,105 31,421,232 29,093,101 30,436,261 30,250,733 31,421,232 Subtotal 6,867 6,867 2,200 2,200 2,200 2,200 2,200 2,200 Subtotal - 955,500 955,500 - - 6,867 957,700 2,200 2,200 14,716,658 6,464,623 953,750 5,077,325 27,212,356 22,139,617 6,486,113 3,650,800 32,276,530 19,332,030 6,486,113 9,553,452 35,371,595 24,396,795 6,474,913 3,820,000 34,691,708 27,219,223 33,234,230 35,373,795 34,693,908 1,873,878 (2,797,969) (5,123,062) (3,272,676) 24,093,557 24,093,557 17,408,076 17,408,076 18,970,495 18,970,495 15,697,819 15,697,819 TOTAL OPERATING BUDGET Transfers Out Debt Service Fund (Preserve GO Bonds) Debt Service Fund (Preserve Revenue Bonds) Debt Service Fund (McDowell Sonoran Contract) CIP Fund (General Capital Projects) Forecast 2012/13 20,206,045 20,206,045 Subtotal Expenditures Operating Miscellaneous Adopted 2012/13 22,219,679 22,219,679 Total Sources Total Uses Preservation Privilege Tax Fund Summary Subtotal Excludes revenue accruals of $2.2 million in FY 2011/12 and unknown revenue accrual amount in current and future years. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 72 - Table of Contents Budget by Fund Preservation Privilege Tax Fund Five Year Financial Forecast Adopted 2013/14 Beginning Fund Balance Unreserved Fund Balance Total Beginning Fund Balance (a) Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 18,970,495 18,970,495 15,697,819 15,697,819 15,173,072 15,173,072 13,980,666 13,980,666 14,620,585 14,620,585 17,868,644 13,401,483 151,105 31,421,232 18,567,500 13,903,600 78,800 32,549,900 19,128,300 14,324,400 111,800 33,564,500 19,807,800 14,834,300 179,300 34,821,400 20,515,100 15,365,100 241,100 36,121,300 31,421,232 32,549,900 33,564,500 34,821,400 36,121,300 Subtotal 2,200 2,200 2,200 2,200 2,200 2,200 2,200 2,200 2,200 2,200 Subtotal - - - - - 2,200 2,200 2,200 2,200 2,200 24,396,795 6,474,913 3,820,000 34,691,708 25,446,147 6,476,300 1,150,000 33,072,447 25,485,606 6,489,100 2,780,000 34,754,706 24,782,881 6,116,400 3,280,000 34,179,281 26,210,843 6,130,500 3,280,000 35,621,343 Total Uses 34,693,908 33,074,647 34,756,906 34,181,481 35,623,543 Sources Over/(Under) Uses (3,272,676) (524,747) (1,192,406) 639,919 497,757 Ending Fund Balance Unreserved Fund Balance Total Ending Fund Balance (a) 15,697,819 15,697,819 15,173,072 15,173,072 13,980,666 13,980,666 14,620,585 14,620,585 15,118,342 15,118,342 Revenues Privilege Tax (0.20%) Privilege Tax (0.15%) Interest Earnings Subtotal Total Sources Expenditures Operating Miscellaneous Debt Service McDowell Sonoran Contract TOTAL OPERATING BUDGET Transfers Out Debt Service Fund (Preserve GO Bonds) Debt Service Fund (Preserve Revenue Bonds) Debt Service Fund (McDowell Sonoran Contract) CIP Fund (General Capital Projects) Subtotal City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 73 - Table of Contents Budget by Fund Preservation Privilege Tax Fund Sources Preservation Fund Revenues The Preservation Privilege Tax Fund revenues for FY 2013/14 are budgeted at $31.4 million, an increase of $1.2 million from the FY 2012/13 year-end forecast. The same methodology for developing the transaction privilege (sales) tax budgeted in the General Fund is also used for the Preservation Fund. 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 2013/14 budget of $17.9 million represents an increase of $0.7 million from the FY 2012/13 year-end forecast. The increase in revenues is based on the 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 land within the McDowell Sonoran Preserve, plus construction of essential preserve related necessities such as proposed trailheads. The FY 2013/14 budget of $13.4 million represents an increase of $0.5 million from the FY 2012/13 year-end forecast. The increase in revenues is based on the economic recovery in sales activity for Scottsdale. Adopted Budget to Actual/Forecast* (in millions) Interest Earnings Interest Earnings is a function of the relationship between the available cash balance and interest rate. The city earns interest on funds through various investments in accordance with Arizona Revised Statutes and City Ordinance. The city’s investment policy stresses safety above yield. The FY 2013/14 budget of $0.2 million is developed by staff based on current interest rates and the available cash balance. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 17.9 17.3 15.8 15.6 14.7 17.9 * 17.1 * 16.5 15.5 15.2 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 13.4 12.9 11.8 12.1 11.4 13.4 * 12.9 * 12.3 11.7 11.3 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.2 0.3 0.1 0.2 0.3 0.2 * 0.3 * 0.3 0.3 0.8 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 74 - Table of Contents Budget by Fund Preservation Privilege Tax Fund Uses Preservation Privilege Tax Special Revenue Fund Expenditures All of the expenditures in this fund are 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 assets such as proposed trailheads. Contracts Payable The last payment for the contractual debt for the purchase of land in the McDowell Sonoran Preserve was adopted in FY 2012/13 for $1.0 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.0 1.0 1.0 1.0 -* 1.0 * 1.0 1.0 1.0 2013/14 2012/13 2011/12 2010/11 2009/10 Transfers-Out Transfers-Out is authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The FY 2013/14 adopted budget of $34.7 million consists of $30.9 million in transfers-out to the Debt Service Fund for debt payments on Preservation bonds and $3.8 million in transfers-out to the Capital Project Fund. Preservation Privilege Tax Fund Balance The projected ending fund balance for FY 2013/14 is $15.7 million. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 75 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 76 - Table of Contents Budget by Fund Special Programs Fund Overview Fund Purpose In accordance with the Governmental Accounting Standards Board (GASB) 54, this fund is used to account for dedicated funding sources and donations earmarked for specific purposes pursuant to constraints imposed by formal action of the City Council or restricted by an outside source. 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) City Court $ Public Works Community & Economic Development Public Safety Community Services Contingency/Reserves Total Revenue $ Transfers In Total Sources $ 1.7 0.3 0.7 5.7 2.5 1.5 12.4 0.1 12.4 Special Programs Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Adopted Budget Transfers Out General Fund Transfers CIP Transfers Total Uses $ $ 2.0 4.1 1.5 0.1 1.5 9.1 $ 0.3 4.9 14.4 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 77 - Table of Contents Budget by Fund Special Programs Fund Summary Actual 2011/12 1,500,000 Adopted 2012/13 1,500,000 Forecast 2012/13 1,500,000 Adopted 2013/14 1,500,000 4,176,190 293,506 392,912 6,101 3,990,411 (625,102) 7,336 8,241,354 3,991,647 267,356 300,115 6,100 2,006,712 1,491,125 1,095 721,542 8,785,692 4,013,506 318,941 422,834 382,381 1,512,097 89,913 1,980 50,000 898,694 7,690,346 3,703,004 396,684 382,381 1,785,113 38,496 885 50,000 1,328,182 1,380,078 51,702 9,116,525 Subtotal 1,777,427 141,554 2,335,506 3,025,120 925 60,496 7,341,028 1,627,369 150,000 2,940,911 6,123,921 400 500,000 11,342,601 1,627,369 150,000 75,000 2,940,911 6,123,921 400 449,291 500,000 250,000 12,116,892 1,691,962 150,000 75,000 2,544,292 5,700,440 300 440,000 250,000 10,851,994 Subtotal 6,714,943 60,000 120,728 898,694 5,225 7,799,590 6,692,500 60,000 429,488 1,380,078 8,562,066 60,000 51,702 429,488 1,380,078 1,921,268 60,000 60,000 15,140,618 19,904,667 14,038,160 10,911,994 Operating Contingency (a) Beginning Fund Balance City Court Community & Ec. Development - EV (CVB) (b) Community & Ec. Development (DT Cultural/Comm. Arts) Community and Economic Development Admin. Services - HR (Cultural Diversity) Community Services Public Safety - Police (c) Public Safety - Fire Community & Economic Development - WestWorld Community & Economic Development - AIPP Public Works - AIPP Public Works - SW Gas Franchise Fee Agreement Total Beginning Fund Balance (d) Revenues City Court Community & Ec. Development (DT Cultural/Comm. Arts) Community & Ec. Development Operation Fix It Community Services Public Safety - Police Public Safety - Fire Public Safety - Fire (Heart Monitors) Community & Economic Development - WestWorld Public Works - SW Gas Franchise Agreement Transfers In GF - Community & Ec. Development - EV (CVB) GF - Community & Economic Development GF - Community Services GF - Community & Economic Development - AIPP GF - Public Works SW Gas Franchise Agreement CIP Fund - Court Enhancement Fund CIP Fund - Community & Economic Development - AIPP CIP Fund - Public Works - AIPP Total Sources City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 78 - Table of Contents Budget by Fund Special Programs Fund Summary Actual 2011/12 Expenditures Programs City Court Community & Ec. Development - EV (CVB) Community & Economic Development Community & Ec. Development - DT Cultural/Comm. Arts Community & Ec. Development - Operation Fix It Admin Services - HR (Cultural Diversity) Community Services Public Safety - Police Public Safety - Fire Public Safety - Fire (Heart Monitors) Community & Economic Development - WestWorld Community & Economic Development - AIPP Public Works - AIPP Public Works - SW Gas Franchise Agreement Merit Program Market Adjustment / Pay for Performance Subtotal TOTAL OPERATING BUDGET Transfers Out GF - Community & Ec. Development (Green Building) GF - Community Services (Parks) GF - Public Safety - Police (30-Day Tow) GF - Community & Economic Development - EV CIP Fund - City Court CIP Fund - Community Services CIP Fund - Public Safety - Police CIP Fund - Public Safety - Police (RICO) CIP Fund - Public Works - AIPP Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance Operating Contingency (a) Reserved City Court Community & Ec. Development - EV (CVB) (b) Community & Ec. Development - DT Cultural/Comm. Arts Community & Ec. Development - Operation Fix It Community & Economic Development Admin Services - HR (Cultural Diversity) Community Services Public Safety - Police (c) Public Safety - Fire Public Safety - Fire (Heart Monitors) Community & Economic Development - WestWorld Community & Economic Development - AIPP Public Works - AIPP Public Works - SW Gas Franchise Agreement Total Ending Fund Balance (d) Adopted 2012/13 Forecast 2012/13 Adopted 2013/14 1,934,236 6,714,943 5,938 12,225 6,101 2,279,128 1,420,073 6,281 10,496 12,389,421 1,921,341 6,692,500 60,000 176,150 2,658,998 1,830,073 1,495 500,000 482,948 1,380,078 46,222 15,749,805 1,937,871 60,000 176,150 75,000 2,667,595 1,834,368 1,495 449,291 500,000 250,000 7,951,770 2,047,556 60,000 176,150 75,000 2,681,345 1,461,247 300 350,000 482,948 250,000 35,157 7,619,703 12,389,421 15,749,805 7,951,770 7,619,703 64,592 59,000 309,797 11,100 2,596,420 77,237 502,998 3,621,145 314,804 300 113,500 2,930,700 3,359,304 314,804 318,941 300 110,000 3,916,166 4,660,211 314,800 115,000 800 100,000 3,343,100 1,380,078 5,253,778 16,010,566 19,109,109 12,611,981 12,873,481 (869,949) 795,558 1,426,179 (1,961,487) 1,500,000 1,500,000 1,500,000 1,500,000 4,013,506 0 422,834 382,381 1,512,097 89,913 1,980 50,000 898,694 7,371,405 3,697,675 241,206 300,115 6,100 2,288,325 2,425,969 668,082 9,581,250 3,703,004 396,684 382,381 1,785,113 38,496 885 50,000 1,328,182 1,380,078 51,702 9,116,525 3,232,410 370,534 382,381 1,647,260 519,789 885 140,000 845,234 51,702 7,155,038 (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. (b) Reflects the liability for the CVB contract stated on a CAFR versus Budget basis. (c) Negative balances result of a timing issue on Racketeer Influenced and Corrupt Organizations (RICO) reimbursements. (d) Excludes revenue accruals of $0.1 million in FY 2011/12 and unknown revenue accrual amount in current and future years. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 79 - Table of Contents Budget by Fund Operating Contingency (a) Beginning Fund Balance City Court Community & Ec. Development - EV (CVB) (b) Community & Ec. Development (DT Cultural/Comm. Arts) Community and Economic Development Admin. Services - HR (Cultural Diversity) Community Services Public Safety - Police (c) Public Safety - Fire Community & Economic Development - WestWorld Community & Economic Development - AIPP Public Works - AIPP Public Works - SW Gas Franchise Fee Agreement Total Beginning Fund Balance (d) Revenues City Court Community & Ec. Development (DT Cultural/Comm. Arts) Community & Ec. Development Operation Fix It Community Services Public Safety - Police Public Safety - Fire Public Safety - Fire (Heart Monitors) Community & Economic Development - WestWorld Public Works - SW Gas Franchise Agreement Transfers In GF - Community & Ec. Development - EV (CVB) GF - Community & Economic Development GF - Community Services GF - Community & Economic Development - AIPP GF - Public Works SW Gas Franchise Agreement CIP Fund - Court Enhancement Fund CIP Fund - Community & Economic Development - AIPP CIP Fund - Public Works - AIPP Total Sources Special Programs Fund Five-Year Finacial Forecast Adopted 2013/14 1,500,000 Forecast 2014/15 1,500,000 Forecast 2015/16 1,500,000 Forecast 2016/17 1,500,000 Forecast 2017/18 1,500,000 3,703,004 396,684 382,381 1,785,113 38,496 885 50,000 1,328,182 1,380,078 51,702 9,116,525 3,232,410 370,534 382,381 1,647,260 519,789 885 140,000 845,234 51,702 7,190,195 2,982,010 345,034 382,381 1,606,160 496,389 885 180,000 845,234 51,702 6,889,795 2,764,710 319,534 382,381 1,548,660 178,189 885 220,000 845,234 51,702 6,311,295 2,532,310 294,034 382,381 1,389,760 191,789 885 260,000 845,234 51,702 5,948,095 1,691,962 150,000 75,000 2,544,292 5,700,440 300 440,000 250,000 10,851,994 1,716,000 150,700 75,000 2,574,000 1,834,700 300 390,000 250,000 6,990,700 1,777,500 150,700 75,000 2,606,000 1,841,600 300 390,000 250,000 7,091,100 1,844,500 150,700 75,000 2,574,200 1,841,600 300 390,000 250,000 7,126,300 1,920,800 150,700 75,000 2,609,900 1,851,500 300 390,000 250,000 7,248,200 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 60,000 10,911,994 7,050,700 7,151,100 7,186,300 7,308,200 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 80 - Table of Contents Budget by Fund Special Programs Fund Five-Year Finacial Forecast Adopted 2013/14 Expenditures Programs City Court Community & Ec. Development - EV (CVB) Community & Economic Development Community & Ec. Development - DT Cultural/Comm. Arts Community & Ec. Development - Operation Fix It Admin Services - HR (Cultural Diversity) Community Services Public Safety - Police Public Safety - Fire Public Safety - Fire (Heart Monitors) Community & Economic Development - WestWorld Community & Economic Development - AIPP Public Works - AIPP Public Works - SW Gas Franchise Agreement Merit Program Market Adjustment / Pay for Performance Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 2,047,556 60,000 176,150 75,000 2,681,345 1,461,247 300 350,000 482,948 250,000 35,157 7,619,703 1,966,400 60,000 176,200 75,000 2,614,300 1,473,300 300 350,000 250,000 26,800 6,992,300 1,994,800 60,000 176,200 75,000 2,662,700 1,395,000 300 350,000 250,000 26,800 6,990,800 2,076,900 60,000 176,200 75,000 2,732,400 1,489,700 300 350,000 250,000 26,800 7,237,300 2,067,700 60,000 176,200 75,000 2,761,600 1,439,700 300 350,000 250,000 26,800 7,207,300 7,619,703 6,992,300 6,990,800 7,237,300 7,207,300 314,800 115,000 800 100,000 3,343,100 1,380,078 5,253,778 314,800 800 70,000 385,600 314,800 800 50,000 400,000 765,600 314,800 700 23,500 339,000 314,800 500 20,000 335,300 Total Uses 12,873,481 7,377,900 7,756,400 7,576,300 7,542,600 Sources Over/(Under) Uses (1,961,487) (327,200) (605,300) (390,000) (234,400) 1,500,000 1,500,000 1,500,000 1,500,000 1,500,000 3,232,410 370,534 382,381 1,647,260 519,789 885 140,000 845,234 51,702 7,155,038 2,982,010 345,034 382,381 1,606,160 496,389 885 180,000 845,234 51,702 6,862,995 2,764,710 319,534 382,381 1,548,660 178,189 885 220,000 845,234 51,702 6,284,495 2,532,310 294,034 382,381 1,389,760 191,789 885 260,000 845,234 51,702 5,921,295 2,385,410 268,534 382,381 1,237,560 268,789 885 300,000 845,234 51,702 5,713,695 TOTAL OPERATING BUDGET Transfers Out GF - Community & Ec. Development (Green Building) GF - Community Services (Parks) GF - Public Safety - Police (30-Day Tow) GF - Community & Economic Development - EV CIP Fund - City Court CIP Fund - Community Services CIP Fund - Public Safety - Police CIP Fund - Public Safety - Police (RICO) CIP Fund - Public Works - AIPP Ending Fund Balance Operating Contingency (a) Reserved City Court Community & Ec. Development - EV (CVB) (b) Community & Ec. Development - DT Cultural/Comm. Arts Community & Ec. Development - Operation Fix It Community & Economic Development Admin Services - HR (Cultural Diversity) Community Services Public Safety - Police (c) Public Safety - Fire Public Safety - Fire (Heart Monitors) Community & Economic Development - WestWorld Community & Economic Development - AIPP Public Works - AIPP Public Works - SW Gas Franchise Agreement Total Ending Fund Balance (d) (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. (b) Reflects the liability for the CVB contract stated on a CAFR versus Budget basis. (c) Negative balances result of a timing issue on Racketeer Influenced and Corrupt Organizations (RICO) reimbursements. (d) Excludes revenue accruals of $0.1 million in FY 2011/12 and unknown revenue accrual amount in current and future years. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 81 - Table of Contents Budget by Fund Special Programs Fund Sources Special Programs Revenues Revenues received in the Special Programs Fund consist of various Fines, Fees, Forfeitures and Permits of approximately $3.3 million, Racketeering Influenced Corrupt Organization (RICO) revenue of $4.9 million, Contributions/Donations of $0.8 million, and Other Revenues of $3.4 million. The revenue by program area is detailed in the following sections. City Court Court Revenue originates from three sources: Court Enhancement, Judicial Collections Enhancement Fund (JCEF) and Fill-the-Gap (FTG). The Court Enhancement is established by Scottsdale City Ordinance 2570 section 9-7.2 and provides funding to enhance the technological, operational, and security facilities of the Court. JCEF and FTG were established by Arizona Revised Statutes (ARS) 12-116 (A) (B) and Senate Bill (SB) 1013, which provide funding for maintaining and enhancing the Court’s ability to collect and manage monies. The FY 2013/14 budget for restricted Court Revenue is $1.7 million, which is $0.1 million more than the FY 2012/13 adopted budget. Adopted Budget to Actual/Forecast* (in millions) Downtown Cultural/Community Arts (CED) 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 2013/14 budget for this revenue source is $63,250. Adopted Budget to Actual/Forecast* (in millions) Community Arts Trust Revenue - This account hold funds that are generated by the lease agreement with the Scottsdale Artists' School at Loloma. The FY 2013/14 budget for this revenue source is $86,750. FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.7 1.6 1.7 1.1 1.1 1.7 * 1.6 * 1.8 1.1 1.2 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.2 0.2 0.2 0.2 0.2 0.2 * 0.2 * 0.2 0.1 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 82 - Table of Contents Budget by Fund Public Safety - Police Revenue estimated through restricted revenue sources for FY 2013/14 is $5.7 million, a decrease from the previous fiscal year. The decrease is primarily attributed to the decrease in anticipated Racketeering Influenced Corrupt Organization (RICO) funds from Federal Forfeitures. Special Programs Fund Sources Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 5.7 6.1 2.8 3.6 3.4 5.7 * 6.1 * 3.0 1.9 1.1 2013/14 2012/13 2011/12 2010/11 2009/10 Police revenue is generated from the following seven (7) sources:1) Racketeering Influenced Corrupt Organization (RICO) funds, which are strictly regulated for law enforcement purposes only; 2) Forensic Services Intergovernmental Agreements (IGA) with communities neighboring Scottsdale for full cost recovery of services provided at the crime laboratory; 3) donations made specifically for the Mounted Unit and Family Advocacy Center, as well as general donations to the Police Department that includes the Canine Unit; 4) drug conviction assessments, for the purpose of crime laboratory analysis; 5) Police 30-Day Tow Program that enforces and enhances the State Statute related to suspended driver’s licenses, driving under the influence offenses, and driving without insurance; 6) Officer Safety Equipment established by Senate Bill 1398 that imposes a $13 assessment, ($4 to the investigating/arresting agency) on all criminal charges, civil traffic and parking charges to purchase additional safety equipment for officers, and 7) Second Hand and Pawn Transaction Fee established by Ordinance 3966 in May 2012 that requires electronically processed pawn tickets and related fees that will be used to recover costs related the administration of the program. Community Services Community Services special revenues include donations, contributions, user fees and charges that are restricted to specific uses per the revenue source. Restricted uses of special revenue include library and human services, enhancing parks, youth sports field and pool sponsored team allocations, Handlebar Helpers, Silverado Golf Surcharge, 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 2013/14 special revenues are estimated at $2.5 million. Adopted Budget to Actual/Forecast* (in millions) Public Safety - Fire 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 2013/14 budget for this restricted revenue source is $300. Adopted Budget to Actual/Forecast* FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 2.5 2.9 2.2 1.7 2.0 2.5 * 2.9 * 2.3 2.1 1.9 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 300 400 400 500 500 300 * 400 * 925 395 265 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 83 - Table of Contents Budget by Fund Community & Economic Development - WestWorld WestWorld Special Revenue reflects revenues from Bureau of Reclamation for Sanctuary Golf Course reimbursements and Tournament Players Club reimbursements to be used for specific projects. The FY 2013/14 budget for this restricted revenue source is $0.4 million. Special Programs Fund Sources Adopted Budget to Actual/Forecast* FISCAL YEAR 2013/14 2012/13 2011/12 2010/11 2009/10 ADOPTED BUDGET ACTUAL / FORECAST* 440,000 500,000 1,200,000 200,000 - 440,000 * 500,000 * 60,496 10,000 - Transfers-In Transfers-in to the Special Programs Fund represent support for specific programs from the General Fund. The FY 2013/14 budget includes a transfer in of $60,000 which consists of $50,000 for the General Fund match related to WestWorld BOR funded projects, as well as $10,000 for the preservation and maintenance of properties on Scottsdale's Historic Register. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 84 - Table of Contents Budget by Fund Special Programs Fund Uses Special Programs Fund Expenditures The expenditures by Program area are as follows: Community & Economic Development - EV (CVB) Prior to July 2010 the use of bed tax was restricted for tourism and hospitality purposes and to pay for contracts to increase tourism and pay debt service for destination attractions. Beginning in July 2010 the use of this tax is strictly used for destination marketing purposes. During FY 2012/13 this budget was moved to a new fund to provide more transparent reporting of tourism related expenditures. Please see the Tourism Development Fund section located after the Special Programs Fund section. Adopted Budget to Actual/Forecast* (in millions) City Court Court Expenditure budget for FY 2013/14 is approximately $2.0 million and includes the following specific uses: 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. 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. Adopted Budget to Actual/Forecast* (in millions) Downtown Cultural/Community Arts (CED) The adopted budget for FY 2013/14 Downtown Cultural/Community Arts Expenditures special programs is $0.2 million and will support the arts and special events in the downtown. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 6.7 6.1 5.0 6.0 -* -* 6.7 6.3 5.8 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 2.0 1.9 2.0 1.4 1.4 2.0 * 1.9 * 1.9 1.3 1.2 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.2 0.2 0.2 0.2 0.2 0.2 * 0.2 * 0.1 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 85 - Table of Contents Budget by Fund Special Programs Fund Uses Public Safety - Police Police expenditures budget for FY 2013/14 is $1.5 million and includes the following specific uses: 1) Law enforcement enhancements through the use of Racketeering Influenced Corrupt Organization (RICO) funds; 2) Expenses incurred by the city for Crime Laboratory Services provided to surrounding communities. The city recovers the full cost of the crime laboratory service through Forensic Services Intergovernmental Agreements (IGA’s); 3) Crime laboratory analysis as outlined in drug conviction assessments; 4) Veterinary costs, specific training, education and supplies as specified by the donor for the Mounted Unit, Canine Unit, School Resource Education and Family Advocacy Center; 5) Administrative costs including transportation, associated with administering the 30-Day Tow Program that enforces ARS §28-3511, 6) Equipment that enhances officer’s safety while on duty; and 7) Cost recovery for administration and enforcement of City Ordinance 3966 (Second Hand and Pawn Transaction Fees). 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. Adopted Budget to Actual/Forecast* (in millions) Community Services Community Services expenditures budget for FY 2013/14 is $2.7 million. Expenditures include youth sports field and pool maintenance, Silverado golf course maintenance/improvements, Handlebar Helpers program, special events, providing memorials, 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 and the Operation Fix It program. The FY 2013/14 adopted budget is $135,000. This funding includes resources available for the city’s Preservation Rehabilitation and Historic Preservation special programs. Adopted Budget to Actual/Forecast* FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.5 1.8 1.6 1.9 1.2 1.5 * 1.8 * 1.4 1.4 1.0 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 2.7 2.7 2.3 2.3 2.6 2.7 * 2.7 * 2.3 1.9 2.0 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR 2013/14 2012/13 2011/12 2010/11 2009/10 ADOPTED BUDGET ACTUAL / FORECAST* 135,000 60,000 152,797 125,000 140,000 135,000 * 135,000 * 5,938 21,459 41,344 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 86 - Table of Contents Budget by Fund Special Programs Fund Uses Public Safety - Fire Fire expenditures include public education support, equipment acquisition, and fire station enhancements. The FY 2013/14 adopted budget is $300. Adopted Budget to Actual/Forecast* Community & Economic Development - WestWorld WestWorld expenditure budget for FY 2013/14 is $0.4 million. Expenditures made from this fund are to be used for projects related to maintaining and preserving the assets at the Sanctuary and TPC golf courses. Emergency issues that arise can also be funded. Approval must be obtained from the Bureau of Reclamation prior to any funds being used. Adopted Budget to Actual/Forecast* Community & Economic Development - AIPP Art In Public Places (AIPP) supports vendors and exhibits of Public Art. The $0.5 million budget represents the former program for AIPP that Community & Economic Development will administer until funds are depleted. Effective FY 2012/13, the Art in Public Places (AIPP) was moved to the Capital Improvement Plan. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 300 1,495 6,900 500 300 * 1,495 * 6,281 - 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 350,000 500,000 1,200,000 200,000 - 350,000 * 500,000 * 10,496 10,000 6,344 ADOPTED BUDGET ACTUAL / FORECAST* 0.5 0.5 - 0.5 * -* - 2013/14 2012/13 2011/12 2010/11 2009/10 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 2013/14 budget for transfersout of $5.3 million consists of $3.4 million to the Capital Improvement Fund for Police and RICO projects; $1.4 million is to fund Arts in Public Places program in the CIP; $0.3 million goes to the General Fund Police for the 30-Day Tow program support; $0.1 million to the CIP program for Courts related improvements. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 87 - Table of Contents Budget by Fund Special Programs Fund Uses Special Programs Fund Balance Special Programs Fund ending balance of $7.2 million for FY 2013/14 represents the following individual ending fund balances: $3.2 million for City Court, $0.4 million for Downtown Cultural/Community Arts (CED), $0.5 million for Public Safety - Police, $1.6 million for Community Services, $0.8 million for Community & Economic Development - AIPP, $0.5 million for Community & Economic Development, and $0.1 million for Public Works - Southwest Gas Franchise Capital Program. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 88 - Table of Contents Budget by Fund Tourism Development Fund Overview Fund Purpose The Tourism Development Fund is a special revenue fund created to account for transient lodging (bed) tax revenues, Princess Hotel lease payments and Trolley sponsorship revenues all of which are to be used for tourism related activities and General Fund support. Ordinance 4018, approved by Scottsdale City Council in May 2012, identifies the authorized expenditures to be made from this fund. This fund became active after the start of FY 2012/13. Tourism Development Fund Sources (in millions) Transient Occupancy (Bed) Tax Scottsdale Princess Lease Hospitality Trolley Donations Total Revenue Transfers In Total Sources $ $ $ 14.0 1.6 0.1 15.7 15.7 Tourism Development Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Adopted Budget Transfers Out General Fund Transfers Debt Service Transfers CIP Transfers Total Uses $ $ 0.2 8.6 0.0 0.5 2.5 11.9 $ 3.5 2.4 0.2 18.0 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 89 - Table of Contents Budget by Fund Tourism Development Fund Summary Actuals 2011/12 Beginning Fund Balance (a) Adopted 2012/13 Forecast 2012/13 Adopted 2013/14 - - Subtotal - - 13,385,000 90,000 1,503,200 14,978,200 Subtotal - - 3,018,292 3,018,292 - - 17,996,492 15,674,000 - - 6,692,500 1,063,309 180,000 500,000 8,435,809 6,994,500 1,200,000 180,000 495,989 500,000 4,011 9,374,500 - - 8,435,809 9,374,500 - - 1,500,000 1,188,503 2,688,503 3,548,000 2,402,739 150,000 6,100,739 Total Uses - - 11,124,312 15,475,239 Sources Over / (Under) Uses - - 6,872,180 198,761 Ending Fund Balance Operating Contingency Unreserved Fund Balance Total Ending Fund Balance - - 6,872,180 2,500,000 4,570,941 7,070,941 Revenues Bed Tax Hospitality Trolley Scottsdale Fairmont-Princess Hotel Transfers In General Fund Total Sources Expenditures Division Community & Economic Development Marketing - SCVB Events & Event Development Hospitality Trolley Administration and Research Capital - Undesignated Merit Program Subtotal TOTAL OPERATING BUDGET Transfers Out General Fund Debt Service Fund CIP - Tourism Projects (a) Subtotal This was a new fund beginning in FY 2012/13. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 90 - - 6,872,180 13,989,000 85,000 1,600,000 15,674,000 - Table of Contents Budget by Fund Tourism Development Fund Five Year Financial Forecast Adopted 2013/14 Beginning Fund Balance (a) Revenues Bed Tax Hospitality Trolley Scottsdale Fairmont-Princess Hotel Subtotal Transfers In General Fund Subtotal Total Sources Expenditures Division Community & Economic Development Marketing - SCVB Events & Event Development Hospitality Trolley Administration and Research Capital - Undesignated Merit Program Subtotal TOTAL OPERATING BUDGET Transfers Out General Fund Debt Service Fund CIP - Tourism Projects Subtotal Total Uses Sources Over / (Under) Uses Ending Fund Balance Operating Contingency Unreserved Fund Balance Total Ending Fund Balance (a) Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 6,872,180 7,070,941 8,687,741 10,587,441 12,867,341 13,989,000 85,000 1,600,000 15,674,000 14,716,000 85,000 1,600,000 16,401,000 15,364,000 85,000 1,600,000 17,049,000 16,132,000 85,000 1,600,000 17,817,000 16,939,000 85,000 1,600,000 18,624,000 - - - - - 15,674,000 16,401,000 17,049,000 17,817,000 18,624,000 6,994,500 1,200,000 180,000 495,989 500,000 4,011 9,374,500 7,358,000 1,200,000 180,000 496,900 500,000 3,100 9,738,000 7,682,000 1,200,000 180,000 496,900 500,000 3,100 10,062,000 8,066,000 1,200,000 180,000 496,900 500,000 3,100 10,446,000 8,469,500 1,200,000 180,000 496,900 500,000 3,100 10,849,500 9,374,500 9,738,000 10,062,000 10,446,000 10,849,500 3,548,000 2,402,739 150,000 6,100,739 1,500,000 3,546,200 5,046,200 1,500,000 3,587,300 5,087,300 1,500,000 3,591,100 5,091,100 1,500,000 3,593,800 5,093,800 15,475,239 14,784,200 15,149,300 15,537,100 15,943,300 198,761 1,616,800 1,899,700 2,279,900 2,680,700 2,500,000 4,570,941 7,070,941 2,500,000 6,187,741 8,687,741 2,500,000 8,087,441 10,587,441 2,500,000 10,367,341 12,867,341 2,500,000 13,048,041 15,548,041 This was a new fund beginning in FY 2012/13. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 91 - Table of Contents Budget by Fund Tourism Development Fund Sources Tourism Development Revenues There are three main revenue sources for the Tourism Development Fund: Transient Occupancy (Bed) Tax, lease revenue from the Scottsdale Fairmont-Princess Hotel and Hospitality Trolley sponsorship revenue. More specific information on these revenues is detailed below. Transient Occupancy (Bed) Tax Transient Occupancy (“Bed”) Tax 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. Prior to FY 2012/13 Bed Tax revenue was accounted for in the General Fund. More detailed history on bed tax receipts can be found in the General Fund section. Adopted Budget to Actual/Forecast* (in millions) Scottsdale Fairmont - Princess Hotel Lease The Fairmont Scottsdale Princess Hotel has a ground lease agreement with the City of Scottsdale. During the current period of the lease, the Princess Hotel shall pay a rate of 1.25 percent of all hotel gross sales at or above seventy five million dollars in addition to a set amount of $1.5 million annually. Adopted Budget to Actual/Forecast* (in millions) Hospitality Trolley Donations This revenue comes from businesses who participate in the Hospitality Trolley route. In exchange for payment, advertising is available on the trolleys. Prior to FY 2012/13 this revenue was captured in the General Fund as part of Other Miscellaneous Revenue Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 14.0 - 14.0 * 13.4 * - 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.6 - 1.6 * 1.5 * - 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.1 - 0.1 * 0.1 * - 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 92 - Table of Contents Budget by Fund Tourism Development Fund Uses Tourism Development Expenses Tourism Development Fund expenditures are presented by four major expenditure categories: personnel services, contractual services, commodities, and capital outlay. In addition, there are also 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, and healthcare. The adopted FY 2013/14 personnel services budget of $0.2 million is unchanged from the FY 2012/13 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 divisions. The adopted FY 2013/14 contractual services budget of $8.6 million is an increase of $0.4 million, or 5 percent from the FY 2012/13 year-end forecast. Of this budgeted amount, $7.0 million is for the Destination Marketing Contract with the Scottsdale Convention and Visitors Bureau, which is an increase of $0.3 million from the FY 2012/13 year-end forecast. The amount of this contract is equal to 50 percent of the annual bed tax receipts. Adopted Budget to Actual/Forecast* (in millions) Capital Outlay Capital Outlays are typically one-time expenses and include 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 $10,000 or more, and be a betterment or improvement. The FY 2013/14 adopted budget includes an allowance of $500,000 in the event that capital purchases arise over the course of the fiscal year. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.2 - 0.2 * 0.2 * - 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 8.6 - 8.6 * 8.2 * - 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.5 - 0.5 * -* - 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 93 - Table of Contents Budget by Fund Tourism Development Fund Uses Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The FY 2013/14 budget includes $6.1 million in transfers out, of which $1.5 million is a transfer to the General Fund for bed tax support, $2.0 million is a transfer to the General Fund to cover an anticipated shortfall in WestWorld revenues based on the disruption anticipated from the final construction of the Tony Nelssen Equestrian Center, $2.4 million is a transfer to the Debt Service Fund to cover debt expenses related to tourism funded projects, and $0.1 million is a transfer to the CIP fund to fund tourism projects. Tourism Fund Balance The adopted FY 2013/14 Tourism Fund ending balance is $7.1 million. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 94 - Table of Contents Budget by Fund Debt Service Funds Overview Adopted Budget $1,192.9 Million (a) Grants, Trust,& Special Districts $17.8M Operating Budgets $493.2M (a) Capital Projects $517.4M Contingencies / Reserves $164.5M General Fund $230.8M Grant Funds $17.1M Community Facilities $69.4M General Fund $30.4M Special Revenue $40.6M Trusts & Special Districts $0.7M Preservation $106.7M Special Revenue $4.0M Debt Service Funds $83.5M Neighborhood Drianage/Flood Cntrl $29.4M Grant Funds $7.0M Enterprise Funds $129.1M Public Safety $8.1M Enterprise Funds $65.8M Internal Service $9.3M (a) $55.4M (b) Service Facilities $16.2M Internal Service $11.8M Transportation $151.5M Capital Projects $45.5M Water Management $136.0M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $46.0M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $46.0M City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 95 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 96 - Table of Contents Budget by Fund Debt Service Funds Overview 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) MCSD & AZSTA Contributions Total Revenue Transfers In Total Sources $ $ $ 36.7 1.4 38.1 45.2 83.2 Debt Service Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlay Debt Service Adopted Budget Transfers Out General Fund Transfers CIP Transfers Other Transfers Total Uses $ $ 83.5 83.5 $ 83.5 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 97 - Table of Contents Budget by Fund Actual 2011/12 Beginning Fund Balance G.O. Debt Service MPC Excise Debt SPA Debt Service Special Assessment Debt Total Beginning Fund Balance Revenues and Other Sources Property Tax (Secondary) Special Assessments MCSD and AZSTA Contributions Spring Exhibition Surcharge Miscellaneous - GO Preserve Miscellaneous - MPC Miscellaneous - Special Assessment Miscellaneous - SPA Transfers In Preservation Privilege Tax Fund - G.O. Bonds Preservation Privilege Tax Fund - Rev Bonds General Fund - MPC Bonds Tourism Fund - MPC Bonds Forecast 2012/13 Adopted 2013/14 6,787,124 8,372,989 36,644 516,705 15,713,462 5,789,012 9,087,891 429,351 15,306,255 5,930,653 9,477,232 206,316 15,614,202 Subtotal 36,567,777 719,994 708,254 158,555 2,522,663 43 5 16 40,677,308 36,701,738 771,321 678,167 145,000 38,296,226 36,701,738 548,286 1,106,485 145,000 2,427,084 40,928,593 36,712,519 1,238,750 145,000 38,096,269 Subtotal 14,716,658 6,464,623 7,594,863 600,000 29,376,144 22,139,617 6,486,113 10,250,971 1,500,000 40,376,701 19,332,030 6,486,113 8,097,268 1,188,503 35,103,913 24,396,795 6,474,913 11,878,185 2,402,739 45,152,632 70,053,452 78,672,927 76,032,506 83,248,902 37,011,030 17,794,180 801,075 6,278 6,501,283 9,330,852 71,444,698 36,710,417 22,139,617 767,325 3,996 6,486,113 12,613,115 78,720,583 36,560,097 19,332,030 767,325 3,996 6,486,113 10,147,915 73,297,476 36,712,519 24,396,795 6,474,913 15,871,613 83,455,841 71,444,698 78,720,583 73,297,476 83,455,841 Subtotal Total Operating Budget Transfers Out GO Bond Premium to Preserve Fund Adopted 2012/13 6,787,124 9,357,028 36,644 516,705 16,697,501 Total Sources Debt Service by Type General Obligation Bonds Preserve G. O. Bonds Special Assessment Bonds Special Assessment - Series 104 Preserve Revenue Bonds (SPA) MPC Bonds Debt Service Funds Summary Subtotal - - 2,427,084 2,427,084 - Total Uses 71,444,698 78,720,583 75,724,560 83,455,841 Sources Over/(Under) Uses (1,391,246) (47,656) 307,947 (206,939) Ending Fund Balance G.O. Debt Service MPC Excise Debt SPA Special Assessment Debt Total Ending Fund Balance 5,789,012 9,087,891 429,351 15,306,255 6,778,445 8,334,012 36,644 516,705 15,665,806 5,930,653 9,477,232 206,316 15,614,202 5,930,653 9,270,293 206,316 15,407,263 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 98 - Table of Contents Budget by Fund Debt Service Funds Five Year Financial Forecast Adopted 2013/14 Beginning Fund Balance G.O. Debt Service MPC Excise Debt SPA Debt Service Special Assessment Debt Total Beginning Fund Balance Revenues and Other Sources Property Tax (Secondary) Special Assessments MCSD and AZSTA Contributions Spring Exhibition Surcharge Miscellaneous - GO Preserve Miscellaneous - MPC Miscellaneous - Special Assessment Miscellaneous - SPA Transfers In Preservation Privilege Tax Fund - G.O. Bonds Preservation Privilege Tax Fund - Rev Bonds General Fund - MPC Bonds Tourism Fund - MPC Bonds Total Uses Forecast 2016/17 Forecast 2017/18 5,930,653 9,270,293 206,316 15,407,263 5,930,653 9,367,493 206,316 15,504,463 5,930,653 8,140,993 206,316 14,277,963 5,930,653 8,753,393 206,316 14,890,363 Subtotal 36,712,519 1,238,750 145,000 38,096,269 35,566,900 1,269,700 145,000 36,981,600 33,956,800 1,301,500 145,000 35,403,300 34,832,000 4,148,800 145,000 39,125,800 34,910,100 4,622,300 145,000 39,677,400 Subtotal 24,396,795 6,474,913 11,878,185 2,402,739 45,152,632 25,446,100 6,476,300 12,675,200 3,546,200 48,143,800 25,485,600 6,489,100 12,797,300 3,587,300 48,359,300 24,782,900 6,116,400 12,904,000 3,591,100 47,394,400 26,210,800 6,130,500 13,027,300 3,593,800 48,962,400 83,248,902 85,125,400 83,762,600 86,520,200 88,639,800 36,712,519 24,396,795 6,474,913 15,871,613 83,455,841 35,566,900 25,446,100 6,476,300 17,538,900 85,028,200 33,956,800 25,485,600 6,489,100 19,057,600 84,989,100 34,832,000 24,782,900 6,116,400 20,176,500 85,907,800 34,910,100 26,210,800 6,130,500 21,058,500 88,309,900 83,455,841 85,028,200 84,989,100 85,907,800 88,309,900 Subtotal Total Operating Budget Transfers Out GO Bond Premium to Preserve Fund Forecast 2015/16 5,930,653 9,477,232 206,316 15,614,202 Total Sources Debt Service by Type General Obligation Bonds Preserve G. O. Bonds Special Assessment Bonds Special Assessment - Series 104 Preserve Revenue Bonds (SPA) MPC Bonds Forecast 2014/15 Subtotal - - - - - 83,455,841 85,028,200 84,989,100 85,907,800 88,309,900 Sources Over/(Under) Uses (206,939) 97,200 (1,226,500) 612,400 329,900 Ending Fund Balance G.O. Debt Service MPC Excise Debt SPA Special Assessment Debt Total Ending Fund Balance 5,930,653 9,270,293 206,316 15,407,263 5,930,653 9,367,493 206,316 15,504,463 5,930,653 8,140,993 206,316 14,277,963 5,930,653 8,753,393 206,316 14,890,363 5,930,653 9,083,293 206,316 15,220,263 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 99 - Table of Contents Budget by Fund Debt Service Funds Sources Debt Service Fund Sources Property Tax (Secondary) Property Tax (Secondary) represents the portion of the property tax that is limited to pay debt service. While the growth is unlimited, the city’s use of this portion of the property tax is restricted by State Statute to solely pay debt service on voter-approved general obligation bonds. The FY 2013/14 revenue of $36.7 million is flat with the FY 2012/13 year-end forecast of $36.7 million, since General Obligation debt service will remain relatively consistent with FY 2012/13. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 36.7 36.7 37.0 37.9 31.8 36.7 * 36.7 * 36.6 37.5 31.6 2013/14 2012/13 2011/12 2010/11 2009/10 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. Expenditure appropriations to construct the specific capital improvements and to pay the debt service on bonds is included as part of the city’s budget. The property owners repay the debt service 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 Assessments Scottsdale currently has improvement districts with special assessments levied on property owners to pay debt associated with improvements. There will be no assessments levied to collect payments towards debt service for FY 2013/14, since debt associated with improvement district has been fully paid effective FY 2012/13. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.8 0.8 0.9 -* 0.8 * 0.5 0.7 0.7 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 100 - Table of Contents Budget by Fund Debt Service Funds Sources Maricopa County Stadium District (MCSD) and Arizona Sports and Tourism Authority (AZSTA) Maricopa County Stadium District (MCSD) and Arizona Sports and Tourism Authority (AZSTA) contributions are made to the city to pay debt service associated with the Cactus League spring training facilities (San Francisco Giants professional baseball practice facility). MCSD 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). Adopted Budget to Actual/Forecast* (in millions) Spring Exhibition Surcharge Spring Exhibition Surcharge represents the $1 ticket surcharge assessed on San Francisco Giants spring training games held in Scottsdale. The FY 2013/14 budgeted revenue is $0.1 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) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.2 0.7 1.1 0.3 0.6 1.2 * 1.1 * 0.7 0.1 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 0.2 0.1 0.1 0.1 * 0.1 * 0.2 0.2 0.1 2013/14 2012/13 2011/12 2010/11 2009/10 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 Tourism Development Fund for MPC debt service payments, 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 2013/14 equal $45.2 million, consisting of $24.4 million from Preservation Privilege Tax Fund-G.O. Bonds, $6.5 million from Preservation Privilege Tax Fund-Revenue Bonds, $11.9 million from General Fund-MPC Bonds, and $2.4 million from Tourism Development-MPC Bonds/Bed Tax Funds. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 101 - Table of Contents Budget by Fund Debt Service Funds Uses Debt Service Fund Expenditures by Debt Type General Obligation (GO)/Preserve GO 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 debt is repaid by a dedicated 0.20 percent sales tax authorized by voters in 1995 and a 0.15 percent sales tax authorized in 2004. The FY 2013/14 budget totals $61.1 million, which represents an increase of approximately $5.2 million from the FY 2012/13 year-end forecast of $55.9 million. The increase in debt service can be attributed to the inclusion of a full year of debt service payments for the 2013 GO Preserve bond issuance, principal payments due for the 2005 GO Preserve Refunding bonds, and the planned 2014 issuance of GO Preserve debt to finance Preserve land acquisitions Adopted Budget to Actual/Forecast* (in millions) Special Assessment Bonds 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 appropriation to construct the specific capital improvements and to pay the debt service on bonds is included as part of the City’s budget. The property owners repay the debt service through a special assessment on their improved property. The last debt service payments occurred in FY 2012/13. Adopted Budget to Actual/Forecast* (in millions) Preserve Authority Revenue Bonds 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 2013/14 total $6.5 million which is unchanged from the FY 2012/13 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 61.1 58.9 57.2 57.5 51.3 61.1 * 55.9 * 54.8 53.5 50.1 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.8 0.8 0.9 -* 0.8 * 0.8 0.8 0.9 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 6.5 6.5 6.5 6.7 6.7 6.5 * 6.5 * 6.5 5.9 6.7 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 102 - Table of Contents Budget by Fund 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 and Tourism Development Fund bed tax receipts. Obligations for FY 2013/14 total $15.9 million, a $5.7 million increase over FY 2012/13 year-end forecast due to the full year debt service related to the debt to pay off the Scottsdale Fashion Square Garage and the Tony Nelssen Equestrian Center project as well as a proposed new bond issuance for the Western Art Museum in FY 2013/14. Debt Service Funds Uses Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 15.9 12.6 9.9 7.9 7.9 15.9 * 10.1 * 9.3 7.6 7.9 2013/14 2012/13 2011/12 2010/11 2009/10 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 2013/14 fund balance is approximately $15.4 million, which is slightly lower than the FY 2012/13 forecasted ending balance of $15.6 million. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 103 - Table of Contents Budget by Fund Debt Service Expense - All Funds Debt Service Expense - All Funds Budget 2012/13 General Fund Contracts Payable U.S. Corps of Engineers - IBW BOR Administration/Westworld BOR Administration/TPC Nordstrom Garage Lease Nordstrom Garage Sales Tax Hotel Valley Ho Stacked 40's/Lund - Retail Sales Tax Rebate Stacked 40's/Lund - Construction Sales Tax Rebate Total General Fund Contracts Payable Leases Police/Fire Radio Communication Total Certificates of Participation and Leases Total General Fund Forecast 2012/13 Adopted 2013/14 Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Final Payment Date Forecast 2017/18 231,166 127,628 127,628 3,024,267 65,022 113,631 3,689,342 231,166 127,628 127,628 1,263,370 27,163 113,631 1,890,586 231,166 134,010 134,010 112,038 611,224 231,166 140,710 140,710 116,500 1,437,561 50,000 2,116,647 231,166 147,746 147,746 121,200 224,228 872,086 231,166 155,133 155,133 126,000 233,197 900,629 231,166 162,889 162,889 131,000 242,525 930,469 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2,548,679 2032 2033 2035 2013 2013 2019 2024 2024 2020 6,238,021 4,439,265 3,159,903 4,665,326 3,420,765 3,449,308 3,479,148 Debt Service Funds General Obligation Bonds - Property Tax (Secondary) Supported 1997 G.O. Refunding Bonds 2002 G.O. Refunding Bonds 2003 G.O. Refunding Bonds ($16.265M 9/03) 2004 G.O. Var. Purpose ($48M 4/04) 2005 G.O. Refunding Bonds ($8.542M 3/05) 2005A G.O. Var. Purpose ($125M 12/05) 2008A G.O. Var. Purpose ($100M 4/08) 2010 G.O. Var. Purpose ($50.8 4/10) 2011 G.O. Refunding Bonds 2012 G.O. Refunding Bonds Fiscal Agent Fees and Arbitrage Fees Total General Obligation Bonds 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 1,398,275 6,316,000 1,424,844 419,000 4,591,250 10,295,750 7,437,469 2,958,125 191,900 1,518,805 8,680 36,560,097 1,424,250 6,319,500 4,419,000 1,601,250 10,520,750 7,612,531 3,035,125 191,900 1,579,893 8,320 36,712,519 6,334,250 5,694,000 10,720,750 7,828,656 3,147,625 191,900 1,641,711 8,050 35,566,942 609,000 11,895,750 8,400,031 3,255,625 1,601,900 8,186,428 8,050 33,956,784 12,495,750 8,750,031 3,409,125 1,601,400 8,567,628 8,050 34,831,984 12,545,750 9,041,782 3,506,625 1,617,200 8,191,178 7,600 34,910,135 2014 2016 2013 2015 2014 2024 2028 2030 2018 2021 Preserve General Obligation Bonds - Preserve Sales Tax Supported 2002 G.O. Refunding Bonds Preserve 2004 G.O. Preserve ($65.4M 4/04) 2005 G.O. Refunding Bonds Preserve ($66.088M 3/05) 2005B G.O. Bonds Preserve ($20M 12/05) 2008B G.O. Bonds Preserve ($20M 04/08) 2011 G.O. Bonds Preserve 2011 G.O. Refunding Bonds Preserve 2012 G.O. Bonds Preserve ($50M 02/12) 2012 G.O. Refunding Bonds Preserve 2013 G.O. Bonds Preserve ($75M 02/13) Fiscal Agent Fees Future G.O. Bond: $75M issue Jan 2014 Preserve General Obligation Bonds - Preserve Sales Tax Supported 360,693 4,418,300 2,838,128 1,655,369 1,319,531 1,687,800 4,978,400 1,601,250 3,278,326 1,820 22,139,617 360,693 2,310,000 2,838,128 1,655,369 1,319,531 1,687,800 4,978,400 1,601,250 1,660,879 918,160 1,820 19,332,030 360,693 2,205,000 5,843,128 1,631,619 1,327,469 1,680,150 4,434,050 1,601,250 1,730,682 2,395,200 3,530 1,184,025 24,396,795 360,692 7,532,878 1,631,619 1,334,594 1,672,050 2,737,750 1,601,250 1,808,764 3,395,200 3,300 3,368,050 25,446,147 3,430,693 7,550,628 1,629,119 1,339,469 863,500 2,773,350 1,601,250 1,581,047 2,365,200 3,300 2,348,050 25,485,606 1,832,193 7,570,903 1,624,119 1,340,469 1,673,500 2,842,850 1,601,250 1,581,047 2,365,200 3,300 2,348,050 24,782,881 1,822,192 7,589,928 1,616,619 1,338,907 1,661,100 2,883,250 3,001,250 1,581,047 2,365,200 3,300 2,348,050 26,210,843 2019 2014 2024 2024 2034 2034 2024 2034 2025 2034 3,475,750 1,599,063 1,404,800 6,500 6,486,113 3,475,750 1,599,063 1,404,800 6,500 6,486,113 3,462,750 1,599,063 1,406,600 6,500 6,474,913 3,473,250 1,599,062 1,397,500 6,500 6,476,312 3,480,750 1,599,063 1,402,800 6,500 6,489,113 4,709,063 1,401,800 5,500 6,116,363 4,725,763 1,399,200 5,500 6,130,463 2016 2024 2022 955,500 955,500 - - - - - 2013 1,320,550 1,498,250 862,144 506,250 600,000 1,274,250 648,706 2,362,594 115,486 1,250,451 900,000 11,785 1,262,649 - 1,320,550 1,498,250 862,144 506,250 600,000 1,274,250 648,706 2,362,594 452,008 22,875 588,503 11,785 - 1,320,150 1,498,250 1,590,689 1,095,000 600,000 1,274,250 647,106 2,372,594 2,009,150 104,675 1,545,225 1,200,000 11,785 602,739 - 1,322,650 1,498,250 1,317,489 1,153,750 600,000 1,274,250 650,106 2,380,594 2,069,250 108,325 1,543,925 1,200,000 11,785 465,550 173,000 846,226 900,000 23,774 1,322,400 1,498,250 2,672,883 1,207,500 600,000 1,274,250 644,356 2,375,594 2,132,650 106,325 1,524,125 1,200,000 11,785 480,679 173,000 887,329 900,000 46,434 104,400 2,703,250 3,681,383 131,250 600,000 2,379,250 646,356 2,404,594 2,196,900 103,825 1,505,375 1,200,000 11,785 480,328 173,000 891,113 900,000 63,671 1,384,400 1,438,000 4,437,445 131,250 600,000 2,419,000 649,356 2,418,344 2,260,400 106,325 1,479,375 1,200,000 11,785 480,045 173,000 893,791 900,000 76,006 2019 2034 2021 2035 2035 2030 2031 2031 2028 2033 2033 2033 10,250,971 1,500,000 862,144 12,613,115 8,097,268 1,188,503 862,144 10,147,915 11,878,185 2,402,739 1,590,689 15,871,613 12,675,209 3,546,226 1,317,489 17,538,924 12,797,348 3,587,329 2,672,883 19,057,560 12,903,984 3,591,113 3,681,383 20,176,480 13,027,286 3,593,791 4,437,445 21,058,522 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 Fiscal Agent Fees Total Scottsdale Preserve Authority Bonds McDowell Sonoran Preserve Contract - Preserve Sales Tax Supported (1995 tax) Municipal Property Corp. (MPC) Bonds - Excise Tax Supported 2004A MPC SkySong 2006 MPC Refunding SkySong 2005 MPC Spring Training MCSD and AZSTA funded 2005D MPC WW/TPC Land Acquisition 80-acres ($46.5M) 2005D MPC WW/TPC Land Acquisition 80-acres Tourism Funded 2006 MPC Refunding WW/TPC Land Acquisition 80-acres 2006A MPC TPC ($10M) 2006B MPC WW/TPC Land Acquisition 52- and 17-acres ($32.5M) 2013A MPC SFS Garage Payoff ($31M) 2013B MPC McDowell Golf ($1.625M) 2013C MPC TNEC ($41.935M) 2013C MPC TNEC Tourism funded Fiscal Agent Fees Future Bonds - TNEC ($3.5M and $3.5M Reserve Aug 2014) Excise Tax funded Future Bonds - TPC ($16.2M Aug 2014) Excise Tax funded Future Bonds - TPC ($16.2M Aug 2014) Tourism (Princess) funded Future Bonds - Western Art Museum ($15.0M Jan 2014) Tourism funded Future Bonds - Western Art Museum ($15.0M Jan 2014) Excise Tax funded Subtotal: MPC - General Fund/Excise Tax funded MPC - Toursim funded MPC - MCSD and AZSTA funded Total Municipal Property Corp. Bonds City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 104 - 2034 2034 2034 2034 2033 2033 Table of Contents Budget by Fund Debt Service Expense - All Funds Debt Service Expense - All Funds Budget 2012/13 Special Assessments Series 104 Contract Existing Districts (excluding ID 104) Fiscal Agent Fees Total Special Assessments Forecast 2012/13 Adopted 2013/14 Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Final Payment Date Forecast 2017/18 3,996 766,875 450 771,321 3,996 766,875 450 771,321 - - - - - 79,676,083 74,252,976 83,455,841 85,028,325 84,989,063 85,907,708 88,309,963 3,174,100 1,831,563 850 5,006,513 3,174,100 1,831,563 850 5,006,513 1,039,100 3,939,038 850 4,978,988 1,043,600 3,495,838 750 4,540,188 1,050,000 3,491,638 750 4,542,388 4,549,438 300 4,549,738 4,564,688 300 4,564,988 2016 2014 3,768,250 3,171,500 5,525,500 7,566,625 3,666,500 10,125 23,708,500 3,768,250 3,171,500 5,525,500 7,566,625 3,666,500 10,125 23,708,500 3,722,250 3,166,500 5,525,500 7,571,625 3,797,500 10,125 731,376 1,000 24,525,876 3,155,250 9,125,500 7,569,125 3,929,900 8,125 1,056,458 1,000 24,845,358 3,417,750 9,090,500 7,584,125 4,056,300 8,125 1,073,558 752,618 2,000 25,984,976 12,693,250 7,565,375 4,196,700 6,825 1,091,046 1,098,095 2,000 26,653,291 12,626,500 7,589,125 4,350,300 6,825 1,108,675 1,114,084 2,000 26,797,509 2014 2016 2030 2032 2036 Total Water and Sewer Funds 28,715,013 28,715,013 29,504,864 29,385,546 30,527,364 31,203,029 31,362,497 Total Debt Service 114,629,117 107,407,254 116,120,608 119,079,197 118,937,192 120,560,045 123,151,609 Total Debt Service Funds Water and Sewer Funds Water Sewer Revenue Bonds 2004 Water Sewer Revenue Refunding Bonds 2008 Water Sewer Revenue Refunding Bonds Fiscal Agent Fees Total Water Sewer Revenue Bonds Municipal Property Corp. (MPC) Bonds 2004 MPC Bonds 2005E MPC Bonds 2006 MPC Refunding Bonds 2008A MPC Bonds 2010 MPC Bonds Fiscal Agent Fees Future Revenue Bonds - Water/Sewer ($20M 01/2014) Future Revenue Bonds - Water/Sewer ($20M 01/2016) Fiscal Agent Fees (Future Bonds @ $1,000/bond) Total MPC Bonds - Water and Sewer Supported City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 105 - 2013 2013 2038 2040 Table of Contents Budget by Fund Long-Term Debt Outstanding - All Funds Long-Term Debt Outstanding - All Funds As of 6/30/13 through 6/30/17 Balance at 6/30/13 General Fund Contracts Payable U.S. Corps of Engineers - IBW BOR Administration/Westworld BOR Administration/TPC Total General Fund Contracts Payable Balance at 6/30/14 Balance at 6/30/15 Balance at 6/30/16 Balance at 6/30/17 Final Payment Date 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 2,193,671 4,008,689 4,737,602 10,939,962 2,074,732 3,853,556 4,582,469 10,510,757 2032 2033 2035 16,002,471 16,002,471 13,913,555 13,913,555 11,762,134 11,762,134 9,546,338 9,546,338 7,264,240 7,264,240 2020 28,110,560 25,651,221 23,110,736 20,486,300 17,774,997 1,350,000 12,290,000 9,475,000 1,525,000 99,750,000 96,925,000 47,650,000 4,445,000 38,434,416 311,844,416 6,585,000 5,475,000 93,750,000 93,575,000 46,400,000 4,445,000 38,321,740 288,551,740 580,000 87,250,000 89,900,000 45,000,000 4,445,000 38,144,993 265,319,993 79,250,000 85,525,000 43,450,000 3,035,000 31,419,993 242,679,993 70,250,000 80,625,000 41,700,000 1,555,000 24,074,993 218,204,993 2014 2016 2015 2014 2024 2028 2030 2018 2021 Preserve General Obligation Bonds - Preserve Sales Tax Supported 2002 G.O. Refunding Bonds-Preserve 2004 G.O. Preserve 2005 G.O. Refunding Bonds-Preserve 2005B G.O. Bonds-Preserve 2008B G.O. Bonds-Preserve 2011 G.O. Bonds-Preserve 2011 G.O. Refunding Bonds-Preserve 2012 G.O. Bonds-Preserve 2012 G.O. Refunding Bonds-Preserve 2013 G.O. Bonds-Preserve Future G.O. Bonds Total Preserve General Obligation Bonds 8,100,000 2,100,000 66,090,000 13,900,000 17,625,000 21,030,000 29,060,000 50,000,000 44,385,584 75,000,000 327,290,584 8,100,000 63,085,000 12,900,000 17,075,000 20,260,000 25,850,000 50,000,000 44,243,260 75,000,000 75,000,000 391,513,260 8,100,000 58,240,000 11,850,000 16,500,000 19,475,000 24,240,000 50,000,000 44,020,007 74,000,000 74,000,000 380,425,007 5,030,000 53,135,000 10,750,000 15,900,000 19,475,000 22,530,000 50,000,000 44,020,007 74,000,000 74,000,000 368,840,007 3,405,000 47,780,000 9,600,000 15,275,000 18,665,000 20,665,000 50,000,000 44,020,007 74,000,000 74,000,000 357,410,007 2019 2014 2024 2024 2034 2034 2024 2034 2025 2034 2034 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 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 8,195,000 44,365,000 32,855,000 7,170,000 40,025,000 29,745,000 6,105,000 35,850,000 2016 2024 2022 5,925,000 29,965,000 23,690,000 19,025,000 25,485,000 8,015,000 30,550,000 65,000,000 207,655,000 4,875,000 29,965,000 23,170,000 18,200,000 25,485,000 7,715,000 29,500,000 62,915,000 14,592,652 216,417,652 3,770,000 29,965,000 22,905,000 17,275,000 25,485,000 7,400,000 28,400,000 60,705,000 36,343,492 232,248,492 2,610,000 29,965,000 21,275,000 16,250,000 25,485,000 7,075,000 27,250,000 58,365,000 34,850,853 223,125,853 2,610,000 28,760,000 18,555,000 16,250,000 24,380,000 6,735,000 26,025,000 55,865,000 33,318,886 212,498,886 2019 2034 2021 2035 2030 2031 2031 2033 2034 899,255,000 944,987,652 922,358,492 874,670,853 823,963,886 Certificates of Participation 2010 Certificates of Participation - Public Safety Communications Total Certificates of Participation Total General Fund Debt Service Funds General Obligation Bonds - Property Tax (Secondary) Supported 1997 G.O. Refunding Bonds 2002 G.O. Refunding Bonds 2004 G.O. Var. Purpose 2005 G.O. Refunding Bonds 2005A G.O. Var. Purpose 2008A G.O. Var. Purpose 2010 G.O.Var. Purpose Bonds 2011 G.O. Refunding Bonds 2012 G.O. Refunding Bonds Total General Obligation Bonds Municipal Property Corp. (MPC) Bonds - Excise Tax Supported 2004A MPC SkySong Bonds 2006 MPC Refunding SkySong 2005 MPC Giants Practice Field 2005D MPC WW/TPC Land Acquisition 80-acres 2006 MPC Refunding WW/TPC 80-acres 2006A MPC TPC 2006B MPC WW/TPC Land Acquisition 52- and 17-acres 2013 MPC Future MPC Bonds Total Municipal Property Corp. Bonds Total Debt Service Funds City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 106 - Table of Contents Budget by Fund Long-Term Debt Outstanding - All Funds Long-Term Debt Outstanding - All Funds As of 6/30/13 through 6/30/17 Balance at 6/30/13 Water and Sewer 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 Sewer Funds TOTAL LONG-TERM DEBT OUTSTANDING Balance at 6/30/14 Balance at 6/30/15 Balance at 6/30/16 Balance at 6/30/17 Final Payment Date 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 26,280,000 26,280,000 23,085,000 23,085,000 2016 2023 3,545,000 8,830,000 110,510,000 93,150,000 74,520,000 290,555,000 6,105,000 110,510,000 90,100,000 74,080,000 19,576,997 300,371,997 3,255,000 106,910,000 86,900,000 73,490,000 19,132,844 289,687,844 103,165,000 83,525,000 72,750,000 38,243,480 297,683,480 95,630,000 80,000,000 71,840,000 37,309,649 284,779,649 2014 2016 2030 2032 2036 2040 326,070,000 332,646,997 319,022,844 323,963,480 307,864,649 1,253,435,560 1,303,285,870 1,264,492,072 1,219,120,633 1,149,603,531 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. Hotel Valley Ho Stacked 40's 2020 2024 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 107 - Table of Contents Budget by Fund Legal Debt Margins COMPUTATION OF LEGAL DEBT MARGINS Forecast June 30, 2013 Net Secondary Assessed Valuation Forecasted as of June 30, 2013 $ Debt Limit Equal to 20% of Assessed Valuation 5,079,994,629 1,015,998,926 General Obligation Bonded Debt Subject to 20% Debt Limit (net of amounts available in Debt Service Funds forecasted for payment on July 1, 2013): 1997 Refunding 2002 Refunding 2004 2005 Refunding 2005A 2005B 2008A 2008B 2010 2011 2011 Refunding 2012 2012 Refunding 2013 $ 1,350,000 20,390,000 2,100,000 67,615,000 52,500,000 13,900,000 96,925,000 17,625,000 33,800,000 21,030,000 33,505,000 50,000,000 75,385,584 75,000,000 Net Outstanding Forecasted Bonded Debt Subject to 20% Limit 561,125,584 (A) Forecasted Legal 20% Debt Margin (Available Borrowing Capacity) $ 454,873,342 (C) Debt Limit Equal to 6% of Assessed Valuation $ 304,799,678 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. General Obligation Bonded Debt Subject to 6% Debt Limit (net of amounts available in Debt Service Funds forecasted for payment on July 1, 2013): 2004 2005A 2010 2012 Refunding $ 9,475,000 47,250,000 13,850,000 7,434,416 Net Outstanding Forecasted Bonded Debt Subject to 6% Limit Forecasted Legal 6% Debt Margin (Available Borrowing Capacity) 78,009,416 (B) $ 226,790,262 (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 $1,015,998,926.00 for projects subject to the 20% limitation and $304,799,678.00 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, 2013, the City has used (borrowed) the following legal debt capacity by percentage limitation: 20% limitation (A) $561,125,584.00 or 55% 6% limitation (B) $78,009,416.00 or 26% Legal Capacity Available Based on the City's current outstanding general obligation debt, it is forecasted as of June 30, 2013, the City has available (for borrowing) the following legal debt capacity by percentage limitation: 20% limitation (C) $454,873,342.00 or 45% 6% limitation (D) $226,790,262.00 or 74% City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 108 - Table of Contents Budget by Fund Enterprise Funds Overview Adopted Budget $1,192.9 Million (a) Grants, Trust,& Special Districts $17.8M Operating Budgets $493.2M (a) Capital Projects $517.4M Contingencies / Reserves $164.5M General Fund $230.8M Grant Funds $17.1M Community Facilities $69.4M General Fund $30.4M Special Revenue $40.6M Trusts & Special Districts $0.7M Preservation $106.7M Special Revenue $4.0M Debt Service Funds $83.5M Neighborhood Drianage/Flood Cntrl $29.4M Grant Funds $7.0M Enterprise Funds $129.1M Public Safety $8.1M Enterprise Funds $65.8M Internal Service $9.3M (a) $55.4M (b) Service Facilities $16.2M Internal Service $11.8M Transportation $151.5M Capital Projects $45.5M Water Management $136.0M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $46.0M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $46.0M City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 109 - Table of Contents Budget by Fund Enterprise Funds Overview Enterprise Funds Description Scottsdale uses three separate Enterprise Funds to account for the activity of the proprietary funds. The individual funds are Water and Water Reclamation, Solid Waste, and Aviation. In 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 costs to specific users of services and avoiding general taxation. The applicable revenues of the individual funds, along with each fund’s purpose, are described in the sections that follow. Overview of User Fees Revenue Policy Rate adjustments for Enterprise User Fees are recommended 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 product or service • Rate Stability – to level distribution of necessary cost increases to avoid large rate increases in any one year • Financing – to 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 efficient use of city resources and conservation where applicable Enterprise Funds Sources (in millions) Water & Water Reclamation Solid Waste Aviation Total Revenue Transfers In Total Sources $ $ $ 161.1 20.3 3.4 184.7 17.6 202.3 Enterprise Funds Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Debt Service Direct/Indirect Costs Contingency/Reserves Adopted Budget Transfers Out General Fund Transfers CIP Transfers Total Uses $ $ 25.8 40.6 25.9 0.2 29.5 7.0 65.8 194.9 $ 7.0 50.3 252.2 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 110 - Table of Contents Budget by Fund Water & Water Reclamation Funds Overview Fund Purpose These funds account 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 Non-Potable Water Charges Interest Earnings Miscellaneous Revenue Total Revenue Other Financing Transfers In Total Sources $ $ $ 91.8 36.9 10.6 0.5 1.2 141.1 20.0 16.9 177.9 Water & Water Reclamation Funds Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Debt Service Direct/Indirect Costs Contingency/Reserves Adopted Budget Transfers Out General Fund Transfers CIP Transfers Total Uses $ $ 17.9 29.1 25.2 0.2 29.5 5.0 58.0 165.0 $ 7.0 49.4 221.4 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 111 - Table of Contents Budget by Fund Actual 2011/12 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 Non-Potable Water Charges Interest Earnings Miscellaneous Revenue Subtotal Other Financing Sources Bond Proceeds Subtotal Transfers In Development Fees Transfer for Debt Service Fleet Reclaimed Water Distribution System/Water Debt Service Revenue Bonds MPC Bonds Contracts Payable Adopted 2013/14 19,540,540 30,868,162 5,419,075 3,754,457 15,283,416 13,901,104 28,173,550 5,436,077 4,227,834 - 13,985,918 33,140,414 5,436,075 5,021,973 7,507,705 14,419,498 33,140,414 5,005,663 4,776,079 - 74,865,651 51,738,565 65,092,085 57,341,654 89,174,791 35,226,153 10,668,653 616,295 11,207,375 146,893,267 86,544,981 34,085,166 10,395,148 382,337 1,714,827 133,122,459 91,646,620 35,392,788 8,751,773 253,497 1,839,104 137,883,781 91,819,196 36,887,303 10,649,421 524,682 1,210,295 141,090,897 - - - 20,000,000 20,000,000 15,673,824 900,000 16,573,824 15,955,088 900,000 16,855,088 163,840,392 149,696,283 154,457,605 177,945,985 Subtotal 94,682 1,770,623 62,783,497 6,531,635 71,180,437 110,000 2,042,228 67,917,399 395,348 5,413,261 75,878,236 110,000 2,065,813 68,180,173 386,170 5,413,261 76,155,417 110,000 2,096,976 69,892,586 298,776 5,009,603 77,407,941 Subtotal 5,436,075 23,673,640 29,109,715 5,006,513 23,708,500 28,715,013 5,006,513 23,708,500 28,715,013 4,978,137 24,526,727 29,504,864 100,290,152 104,593,249 104,870,430 106,912,805 871,257 6,704,153 84,700 53,056,465 11,390,785 72,107,360 6,441,159 78,600 37,648,809 44,168,568 6,689,085 78,600 50,569,921 57,337,606 7,049,712 121,500 43,159,495 6,131,393 56,462,100 172,397,512 148,761,817 162,208,036 163,374,905 Subtotal Subtotal Total Uses Other GAAP Adjustments (1) Unreconciled Variance Forecast 2012/13 15,673,824 900,000 16,573,824 TOTAL OPERATING BUDGET Transfers Out In Lieu Property Tax Franchise Fee CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) MPC Bond Proceeds To CIP Adopted 2012/13 15,995,353 126,772 825,000 16,947,125 Total Sources Expenditures Division Mayor's Office Finance and Accounting Water Resources Pay For Performance/Compensation Adj. Merit Program Indirect Cost Allocation Water & Water Reclamation Funds Summary GAAP to Budget Adjustments 1,216,444 1,216,444 - - - (1) impacts fund balance but does not affect revenues or expense Sources Over/(Under) Uses (9,773,564) 934,466 (7,750,431) 14,571,080 Ending Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Fund Balance Unreserved Balance Total Ending Fund Balance 13,985,918 33,140,414 5,436,075 5,021,973 7,507,705 65,092,085 14,419,498 28,586,906 5,005,663 4,660,963 52,673,030 14,419,498 33,140,414 5,005,663 4,776,079 57,341,654 14,619,076 33,471,818 4,774,026 5,179,207 13,868,607 71,912,734 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 112 - Table of Contents Budget by Fund Water & Water Reclamation Funds Five Year Financial Forecast Adopted 2013/14 Beginning Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Funds Unreserved Fund Balance Other Financing Sources Bond Proceeds Transfers In Development Fees Transfer for Debt Service Fleet Reclaimed Water Distribution System/Water Debt Service Revenue Bonds MPC Bonds Contracts Payable 15,497,000 34,144,600 4,616,500 5,985,500 198,300 16,200,600 34,486,000 4,616,500 6,388,600 14,194,000 57,341,654 71,912,700 60,015,700 60,441,900 75,885,700 Subtotal 91,819,196 36,887,303 10,649,421 524,682 1,210,295 141,090,897 91,492,400 38,007,000 10,895,800 527,300 1,183,100 142,105,600 92,139,300 39,160,600 11,183,700 531,300 1,216,000 144,230,900 92,316,000 40,349,400 11,494,400 538,000 1,257,500 145,955,300 92,485,300 41,625,600 11,793,500 547,300 1,285,200 147,736,900 Subtotal 20,000,000 20,000,000 Subtotal 15,955,088 900,000 16,855,088 15,312,100 900,000 16,212,100 15,401,600 900,000 16,301,600 16,021,400 900,000 16,921,400 16,146,800 900,000 17,046,800 177,945,985 158,317,700 160,532,500 182,876,700 164,783,700 Subtotal 110,000 2,096,976 69,892,586 298,776 5,009,603 77,407,941 112,800 2,194,000 71,217,600 227,700 4,642,900 78,395,000 115,600 2,212,900 74,768,200 227,700 4,782,200 82,106,600 116,200 2,310,000 78,084,500 227,700 4,925,700 85,664,100 119,700 2,325,200 80,871,300 227,700 5,073,400 88,617,300 Subtotal 4,978,137 24,526,727 29,504,864 4,540,200 24,845,400 29,385,600 4,542,400 25,985,000 30,527,400 4,549,800 26,653,300 31,203,100 4,565,000 26,797,500 31,362,500 106,912,805 107,780,600 112,634,000 116,867,200 119,979,800 7,049,712 121,500 43,159,495 6,131,393 56,462,100 7,097,300 124,700 42,520,600 12,691,300 62,433,900 7,169,700 119,000 39,122,900 1,060,800 47,472,400 7,244,400 104,000 37,217,300 6,000,000 50,565,700 7,329,600 74,400 36,131,000 13,000,000 56,535,000 163,374,905 170,214,500 160,106,400 167,432,900 176,514,800 Subtotal Total Uses Other GAAP Adjustments (1) Unreconciled Variance Forecast 2017/18 14,692,900 33,806,500 4,687,400 5,582,300 1,246,600 TOTAL OPERATING BUDGET Transfers Out In Lieu Property Tax Franchise Fee CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) MPC Bond Proceeds To CIP Forecast 2016/17 14,619,100 33,471,800 4,774,000 5,179,200 13,868,600 Total Sources Expenditures Division Mayor's Office Finance and Accounting Water Resources Pay For Performance/Compensation Adj. Merit Program Indirect Cost Allocation Forecast 2015/16 14,419,498 33,140,414 5,005,663 4,776,079 - Total Beginning Fund Balance Revenues Water Charges Water Reclamation Charges Non-Potable Water Charges Interest Earnings Miscellaneous Revenue Forecast 2014/15 GAAP to Budget Adjustments - - - - 20,000,000 20,000,000 - - - - (1) impacts fund balance but does not affect revenues or expense Sources Over/(Under) Uses 14,571,080 (11,896,800) 426,100 15,443,800 (11,731,100) Ending Fund Balance Operating Reserve Repair/Replacement Reserve Revenue Bond Debt Service Reserve Special Contractual Fund Balance Unreserved Balance Total Ending Fund Balance 14,619,076 33,471,818 4,774,026 5,179,207 13,868,607 71,912,734 14,692,900 33,806,500 4,687,400 5,582,300 1,246,600 60,015,700 15,497,000 34,144,600 4,616,500 5,985,500 198,300 60,441,900 16,200,600 34,486,000 4,616,500 6,388,600 14,194,000 75,885,700 16,522,800 34,830,900 4,616,500 6,791,700 1,392,700 64,154,600 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 113 - Table of Contents Budget by Fund Water & Water Reclamation Funds Sources Water and Water Reclamation Funds Sources Water Charges Revenue Water Charges Revenue in the FY 2013/14 adopted budget totals $91.8 million, reflecting a $0.2 million increase from the FY 2012/13 year-end forecast. Modifications in various charges authorized for FY 2013/14 will have minimal impact on water charges revenues. Monthly water billings consist of a base charge according to meter size and a monthly quantity usage charge 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 in the FY 2013/14 adopted budget totals $36.9 million, reflecting a 4 percent increase, or $1.5 million increase from the FY 2012/13 year-end forecast. This increase is the result of changes to rates authorized for FY 2013/14. 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 by 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) Non-Potable Water Revenue Non-Potable Water Revenue in the FY 2013/14 adopted budget totals $10.6 million, reflecting a 20 percent or $1.9 million increase from the FY 2012/13 year-end forecast. Non-Potable water revenue includes effluent sales related 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. Other non-potable water sales include three golf courses in north Scottsdale that are part of the Irrigation Water Distribution System (IWDS), the McDowell Mountain golf course and three city recreation facilities. All contractual obligations to provide 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) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 91.8 86.5 98.4 97.2 95.5 91.8 * 91.6 * 89.2 86.5 94.8 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 36.9 34.1 34.2 33.7 34.7 36.9 * 35.4 * 34.5 34.5 35.4 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 10.6 10.4 0.9 0.9 0.9 10.6 * 8.8 * 10.7 7.6 0.6 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 114 - Table of Contents Budget by Fund Water & Water Reclamation Funds Sources Interest Earnings Revenue Interest Earnings Revenue in the FY 2013/14 adopted budget totals $0.5 million, reflecting a $0.2 million increase from the FY 2012/13 year-end forecast. Interest earnings are generated on Water and 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 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 FY 2013/14 adopted budget totals $1.2 million, reflecting a $0.6 million decrease from the FY 2012/13 year-end forecast. The sale of the Planet Ranch property and water rights occurred in FY 2011/12, which caused the large fluctuation in revenue between fiscal years. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.5 0.4 0.3 0.8 2.1 0.5 * 0.3 * 0.6 1.3 2.9 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.2 1.7 17.6 17.2 3.6 1.2 * 1.8 * 11.2 1.3 2.7 2013/14 2012/13 2011/12 2010/11 2009/10 Other Financing Sources The Water Reclamation Fund will tentatively issue $20 million of MPC debt in FY 2013/14 to fund capital improvement projects that will address aging infrastructure and growth. Transfers-In Transfers-In is the authorized movement of cash or other resources from other funds, divisions, departments, and/or capital projects. The transfers-in FY 2013/14 adopted budget totals $16.9 million, reflecting a 2 percent or $0.3 million increase from the FY 2012/13 year-end forecast. The increase in transfers-in is related to the increase in debt service payments funded by development fee impact funds. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 115 - Table of Contents Budget by Fund Water & Water Reclamation Funds Uses Water and Water Reclamation Funds Expenditures By Expenditure Type The Water and 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, and healthcare. The FY 2013/14 adopted budget of $17.9 million reflects a 2 percent or $0.3 million increase from the FY 2012/13 adopted budget. The increase is the result of higher healthcare and retirement rates, as well as anticipated employee pay for performance. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city divisions. The FY 2013/14 adopted budget of $29.1 million reflects approximately a 4 percent or $1.0 million increase from the FY 2012/13 adopted budget. The increase is primarily due to increased costs associated with equipment and machinery maintenance and repair, electricity costs, and property, liability and workers' compensation rates. 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 FY 2013/14 adopted budget of $25.2 million reflects a 3 percent or $0.6 million increase from the FY 2012/13 adopted budget. The increase is primarily related to increased purchased water costs. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 17.9 17.6 16.7 16.5 16.7 17.9 * 17.6 * 16.1 15.5 15.6 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 29.1 28.1 27.6 27.4 28.6 29.1 * 28.1 * 25.1 22.2 23.3 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 25.2 24.6 23.5 24.0 21.2 25.2 * 24.6 * 23.4 22.1 19.7 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 116 - Table of Contents Budget by Fund Water & Water Reclamation Funds Uses 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 FY 2013/14 adopted budget of $0.2 million is for the purchase of tow vactor trucks, a scissor lift, and two industrial electric carts for operations staff. 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 FY 2013/14 adopted budget of $29.5 million reflects a 3 percent or $0.8 million increase from the FY 2012/13 adopted budget. The increase is related to the proposed future MPC bond issuances. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.2 0.2 0.1 - 0.2 * 0.2 * 0.1 0.2 0.1 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 29.5 28.7 29.1 28.1 25.7 29.5 * 28.7 * 29.1 29.8 25.7 2013/14 2012/13 2011/12 2010/11 2009/10 Indirect Cost Allocation Indirect Cost Allocation represents 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 FY 2013/14 adopted budget of $5.0 million reflects a $0.4 million decrease from the FY 2012/13 adopted 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 2013/14 budget of $56.5 million reflects a $12.3 million increase from the FY 2012/13 adopted budget, which is a result of an increase in transfers to the water and water reclamation CIP funds, as well as a transfer of unspent bond proceeds to the water and water reclamation CIP funds. The transfer to the General Fund for Franchise Fees is also increasing slightly; since this transfer is driven by water and water reclamation revenues, any increase in those revenues will result in increased franchise fees paid to the General Fund. 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 budgeting expenditures. The specific make-up of the city’s fund balance and reserves are noted below: City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 117 - Table of Contents Budget by Fund Water & Water Reclamation Funds Uses Operating Reserve Operating Reserve of $14.6 million is projected for the end of FY 2013/14. The purpose of this reserve is to provide for emergencies, unforeseen fluctuations in the revenue and expenditure cycles and ensure adequate funding for operations for a minimum of 60 days and a maximum period of 90 days. Repair/Replacement Reserve Repair/Replacement Reserve of $33.5 million is projected for the end of FY 2013/14. 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. There shall be deposited an amount equal to at least 2.0 percent of the revenues received during the year into the reserve until such time as the reserve equals 2.0 percent of the value of total tangible assets. The reserve may be used in times of unusual circumstances for replacement or extension of the assets. Revenue Bond Debt Service Reserve Revenue Bond Debt Service Reserve of $4.8 million is projected for the end of FY 2013/14. 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. The amount reserved shall be equal to the highest year’s principal and interest requirements borne by the bonds. Special Contractual Fund Balance Special Contractual Fund Balance of $5.2 million is projected for the end of FY 2013/14. This balance reflects reserves established and funded in accordance with various contractual agreements for delivery of non-potable water by the Water Resources Division. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 118 - Table of Contents Budget by Fund Solid Waste Fund Overview 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 Total Reveue Transfers In Total Sources $ $ $ 20.2 0.1 20.3 20.3 Solid Waste Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Direct/Indirect Costs Contingency/Reserves Adopted Budget Transfers Out CIP Transfers Total Uses $ $ 6.7 10.7 0.6 0.0 1.6 4.2 23.9 $ 0.8 24.8 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 119 - Table of Contents Budget by Fund Actual 2011/12 Beginning Fund Balance Operating Reserve Unreserved Fund Balance Revenues Refuse Collection Charges Interest Earnings Miscellaneous Revenue Transfers In Fleet Adopted 2013/14 3,861,228 6,628,770 3,996,457 7,270,335 6,945,128 8,827,944 10,489,998 11,266,792 Subtotal 20,741,819 78,984 2,127 20,822,930 19,313,960 46,065 930,781 20,290,806 19,161,481 46,065 819,791 20,027,337 19,361,737 53,937 853,766 20,269,440 Subtotal 193,299 193,299 Subtotal TOTAL OPERATING BUDGET Transfers Out In Lieu Property Tax CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Transp Fund - Alley Maintenance Other Transfers / CIP Water Forecast 2012/13 3,821,725 5,006,219 Total Sources Expenditures Division Finance and Accounting Public Works Indirect Cost Allocation Pay For Performance/Compensation Adj. Merit Program Transp Fund - Alley Maintenance Adopted 2012/13 4,566,241 2,378,887 Total Beginning Fund Balance Subtotal Total Uses Other GAAP Adjustments(1) Unreconciled Variance Solid Waste Fund Summary GAAP to Budget Adjustments - - - 21,016,229 20,290,806 20,027,337 20,269,440 738,869 15,294,692 1,481,959 482,867 17,998,387 876,781 16,116,245 1,118,361 143,117 18,254,504 885,969 16,212,537 1,118,361 557,776 18,774,643 892,210 17,085,234 1,094,356 110,325 545,505 19,727,630 17,998,387 18,254,504 18,774,643 19,727,630 3,525 17,000 460,000 480,525 15,900 292,000 557,776 865,676 15,900 460,000 475,900 10,600 742,500 90,500 843,600 18,478,912 19,120,180 19,250,543 20,571,230 1,007,554 1,007,554 - - - (1) impacts fund balance but does not affect revenues or expense Sources Over/(Under) Uses 3,544,871 1,170,626 776,794 (301,790) Ending Fund Balance Operating Reserve Unreserved Balance Total Ending Fund Balance 3,861,228 6,628,770 10,489,998 3,996,457 6,002,113 9,998,570 3,996,457 7,270,335 11,266,792 4,181,282 6,783,720 10,965,002 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 120 - Table of Contents Budget by Fund Adopted 2013/14 Beginning Fund Balance Operating Reserve Unreserved Fund Balance Total Beginning Fund Balance Revenues Refuse Collection Charges Interest Earnings Miscellaneous Revenue Subtotal Transfers In Fleet Subtotal Total Sources Expenditures Division Finance and Accounting Public Works Indirect Cost Allocation Pay For Performance/Compensation Adj. Merit Program Transp Fund - Alley Maintenance Subtotal TOTAL OPERATING BUDGET Transfers Out In Lieu Property Tax CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Transp Fund - Alley Maintenance Other Transfers / CIP Water Subtotal Total Uses Other GAAP Adjustments(1) Unreconciled Variance Solid Waste Fund Five Year Financial Forecast GAAP to Budget Adjustments Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 3,996,457 7,270,335 4,181,300 6,783,700 4,395,300 6,765,100 4,672,300 6,356,800 4,907,300 5,252,100 11,266,792 10,965,000 11,160,400 11,029,100 10,159,400 19,361,737 53,937 853,766 20,269,440 19,472,900 54,200 890,300 20,417,400 19,571,300 54,600 927,200 20,553,100 19,719,100 55,300 939,000 20,713,400 19,831,800 56,300 943,500 20,831,600 - - - - - 20,269,440 20,417,400 20,553,100 20,713,400 20,831,600 892,210 17,085,234 1,094,356 110,325 545,505 19,727,630 910,800 17,444,600 1,014,300 84,100 558,900 20,012,700 930,800 18,041,600 1,044,700 84,100 572,800 20,674,000 947,400 18,872,700 1,076,000 84,100 593,800 21,574,000 963,200 19,232,200 1,108,300 84,100 600,800 21,988,600 19,727,630 20,012,700 20,674,000 21,574,000 21,988,600 10,600 742,500 90,500 843,600 10,800 162,500 36,000 209,300 10,400 10,400 9,100 9,100 6,500 6,500 20,571,230 20,222,000 20,684,400 21,583,100 21,995,100 - - - - - (1) impacts fund balance but does not affect revenues or expense Sources Over/(Under) Uses (301,790) 195,400 (131,300) (869,700) (1,163,500) Ending Fund Balance Operating Reserve Unreserved Balance Total Ending Fund Balance 4,181,282 6,783,720 10,965,002 4,395,300 6,765,100 11,160,400 4,672,300 6,356,800 11,029,100 4,907,300 5,252,100 10,159,400 4,907,300 4,088,600 8,995,900 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 121 - Table of Contents Budget by Fund Budget by Fund Solid Waste Fund Sources Solid Waste Fund Sources Solid Waste Fund Sources Refuse Collection Revenue Refuse Collection Revenue in the FY 2013/14 adopted budget totals $20.2 million, remaining flat with the FY 2012/13 adopted budget. The revenue budget assumes no fee increases in FY 2013/14. 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 in the FY 2013/14 adopted budget of $0.1 million, slightly higher than the FY 2012/13 year-end forecast. Interest earnings are generated on 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 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 investment 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) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 20.2 20.2 20.3 20.1 20.3 20.2 * 20.0 * 20.7 20.2 20.4 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 0.1 0.1 * -* 0.1 0.1 0.2 2013/14 2012/13 2011/12 2010/11 2009/10 Transfers-In Transfers-In is the authorized movement of cash or other resources from other funds, divisions, departments, and/or capital projects. There are no transfers-in planned for FY 2013/14. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 122 - Table of Contents Budget by Fund Budget by Fund Solid Waste Fund Uses Solid Waste Fund Uses Solid Waste Fund Expenditures By Expenditure Type The Solid Waste 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, and healthcare. The FY 2013/14 adopted budget of $6.7 million reflects a 3 percent or $0.2 million increase from the FY 2012/13 adopted budget. This increase is the result of higher healthcare and retirement rates, as well as anticipated employee pay for performance. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city divisions. The FY 2013/14 adopted budget of $10.7 million reflects a 6 percent or $0.6 million increase from the FY 2012/13 adopted budget. The increase is primarily related to increases in Fleet charges for maintenance and replacement, as well as increases in property, liability and worker’s compensation premiums. 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, maintenance and repair materials, and refuse containers. The FY 2013/14 adopted budget of $0.6 million is a 23 percent or $0.1 million increase from the FY 2012/13 adopted budget. The increase is primarily driven by refuse containers needing to be replaced, as well as new containers needed for growth. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 6.7 6.5 6.3 5.8 6.0 6.7 * 6.5 * 6.6 5.9 5.9 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 10.7 10.1 9.3 10.2 10.6 10.7 * 10.1 * 9.0 9.7 9.7 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.6 0.5 0.4 0.4 0.5 0.6 * 0.5 * 0.4 0.3 0.4 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 123 - Table of Contents Budget by Fund 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. There are no capital outlay expenditures planned for FY 2013/14 budget. Solid Waste Fund Uses Solid Waste Fund Uses Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* - -* -* - 2013/14 2012/13 2011/12 2010/11 2009/10 Indirect/Direct Cost Allocation Indirect Cost Allocation represents 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 on relative benefits received. The FY 2013/14 adopted budget of $1.1 million is unchanged from the FY 2012/13 adopted budget. The Direct Cost Allocation represents Solid Waste Fund charges for the direct cost of alley maintenance performed by the Street Operations function for the benefit of the Solid Waste operations. The budget for this allocation for FY 2013/14 is $0.5 million, which is slightly lower than the FY 2012/13 adopted budget of $0.6 million. This allocation is determined by the alley maintenance center expenditure budget in the transportation fund, which receives 100 percent cost recovery from solid waste for this function. Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The FY 2013/14 adopted budget of $0.8 million reflects a slight decrease from the FY 2012/13 adopted budget. However, the FY 2012/13 adopted budget included the direct cost allocation for alley maintenance, which has been removed from transfers-out and included as a direct cost allocation for the FY 2013/14 adopted budget. The transfers-out to the CIP Fund have increased by $0.5 million in the FY 2013/14 adopted budget, which is offsetting the decrease for the direct cost allocation. The increase in CIP transfers is primarily driven by a Solid Waste Vehicle Monitoring System capital project. 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. Fund balances are similar to a company’s net equity (assets less liabilities). Prudent fiscal management dictates fund balances should only be used of nonrecurring (non-operational) expenditures. Once fund balances are spent, they are only replenished by future year sources in excess of uses. 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 An Operating Reserve of $4.2 million is projected for the end of FY 2013/14. The purpose of this reserve is to provide for emergencies, unforeseen fluctuations in the revenue and expenditure cycles, and ensure adequate funding for operations for a minimum of 60 days and a maximum period of 90 days. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 124 - Table of Contents Budget by Fund Budget by Fund Solid Waste Fund Uses Solid Waste Fund Uses Unreserved Fund Balance The FY 2013/14 ending fund balance includes an Unreserved Fund Balance of $6.8 million. The unreserved balance represents the net financial resources that are expendable or available for budgeting. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 125 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 126 - Table of Contents Budget by Fund Aviation Fund Overview 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 Revenue $ Total Sources $ 3.2 0.1 0.0 3.4 0.8 4.1 Aviation Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Direct/Indirect Costs Contingency/Reserves Adopted Budget Transfers Out General Fund Transfers CIP Transfers Total Uses $ $ 1.1 0.8 0.1 0.1 0.4 3.6 6.0 - $ 6.0 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 127 - Table of Contents Budget by Fund Actual 2011/12 Beginning Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve Land Purchase Reserve Unreserved Fund Balance Transfers In Fleet 390,855 1,529,088 - 3,827,878 5,764,766 5,902,940 1,919,943 2,979,523 115,002 3,463 2,979,523 115,002 40,000 3,181,300 146,226 30,149 Subtotal 3,243,370 132,448 42,753 13,512 3,432,083 3,097,988 3,134,525 3,357,675 Subtotal 6,753 6,753 Subtotal Subtotal Total Uses Other GAAP Adjustments(2) Unreconciled Variance Adopted 2013/14 565,760 2,598,936 2,176,435 561,809 TOTAL OPERATING BUDGET Transfers Out Direct Cost Allocation (Fire) CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Forecast 2012/13 565,760 2,598,936 2,371,901 228,169 Total Sources Expenditures Division Community & Economic Development - Aviation Pay For Performance/Compensation Adj. Fleet Replacement/Purchases Merit Program Indirect Cost Allocation Direct Cost Allocation (Fire) Adopted 2012/13 569,815 3,255,606 2,457 Total Beginning Fund Balance Revenues Aviation Fees Jet Fuel Tax Interest Earnings Miscellaneous Revenue Aviation Fund Summary GAAP to Budget Adjustments - - 754,387 754,387 3,438,836 3,097,988 3,134,525 4,112,062 1,824,623 198,941 400,241 2,423,805 1,828,407 25,016 189,665 2,043,088 1,845,604 189,665 337,834 2,373,103 1,912,150 85,000 18,820 141,177 257,226 2,414,373 2,423,805 2,043,088 2,373,103 2,414,373 5,000 645,900 650,900 337,834 4,600 5,217,500 5,559,934 4,600 4,739,819 4,744,419 5,100 5,100 3,074,705 7,603,022 7,117,522 2,419,473 1,710,931 1,710,931 - - - Sources Over/(Under) Uses (1,346,800) (4,505,034) (3,982,997) 1,692,589 Ending Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve Land Purchase Reserve Unreserved Balance Total Ending Fund Balance* 565,760 2,598,936 2,176,435 561,809 5,902,940 588,211 671,521 1,259,732 390,855 1,529,088 1,919,943 397,722 2,188,222 1,026,588 3,612,532 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 128 - Table of Contents Budget by Fund Aviation Fund Five Year Financial Forecast Adopted 2013/14 Beginning Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve Land Purchase Reserve Unreserved Fund Balance Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 390,855 1,529,088 - 397,700 2,188,200 1,026,600 - 415,500 3,241,800 1,301,600 (6,500,000) 419,600 270,100 1,621,700 (3,000,000) 613,300 638,800 735,200 (3,000,000) Total Beginning Fund Balance 1,919,943 3,612,500 (1,541,100) (688,600) (1,012,700) Revenues Aviation Fees Jet Fuel Tax Interest Earnings Miscellaneous Revenue 3,181,300 146,226 30,149 3,213,100 147,700 30,300 3,245,200 149,200 30,500 3,277,700 150,700 30,900 3,310,500 152,200 31,400 Subtotal 3,357,675 3,391,100 3,424,900 3,459,300 3,494,100 Subtotal 754,387 754,387 Transfers In Fleet Total Sources Expenditures Division Community & Economic Development - Aviation Pay For Performance/Compensation Adj. Fleet Replacement/Purchases Merit Program Indirect Cost Allocation Direct Cost Allocation (Fire) Subtotal TOTAL OPERATING BUDGET Transfers Out Direct Cost Allocation (Fire) CIP Fund (General Capital Projects) CIP Fund (Enterprise Capital Projects) Subtotal Total Uses Other GAAP Adjustments(2) Unreconciled Variance GAAP to Budget Adjustments - - - - 4,112,062 3,391,100 3,424,900 3,459,300 3,494,100 1,912,150 85,000 18,820 141,177 257,226 2,414,373 2,052,800 45,100 14,300 130,800 264,900 2,507,900 2,110,600 14,300 149,800 272,900 2,547,600 2,208,100 1,068,900 14,300 154,300 281,100 3,726,700 2,227,000 37,900 14,300 158,900 289,500 2,727,600 2,414,373 2,507,900 2,547,600 3,726,700 2,727,600 5,100 5,100 5,200 6,031,600 6,036,800 5,000 19,800 24,800 4,400 52,300 56,700 3,200 3,200 2,419,473 8,544,700 2,572,400 3,783,400 2,730,800 - - - - - Sources Over/(Under) Uses 1,692,589 (5,153,600) 852,500 (324,100) 763,300 Ending Fund Balance Operating Reserve Repair/Replacement Reserve Fleet Replacement Reserve Land Purchase Reserve Unreserved Balance Total Ending Fund Balance* 397,722 2,188,222 1,026,588 3,612,532 415,500 3,241,800 1,301,600 (6,500,000) (1,541,100) 419,600 270,100 1,621,700 (3,000,000) (688,600) 613,300 638,800 735,200 (3,000,000) (1,012,700) 448,900 126,300 875,400 (1,700,000) (249,400) City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 129 - Table of Contents Budget by Fund Aviation Fund Sources Aviation Fees Revenue Aviation Fees Revenue in the FY 2013/14 adopted budget totals $3.2 million reflecting a $0.2 million increase from the FY 2012/13 year-end forecast. The revenue budget assumes no fee increases in FY 2013/14, simply an increase in activity. Aviation fees 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) Jet Fuel Tax Revenue Jet Fuel Tax Revenue in the FY 2013/14 adopted budget totals $0.1 million, remaining flat with the FY 2012/13 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) Interest Earnings Revenue Interest Earnings Revenue in the FY 2013/14 adopted budget totals $30,000 or 1 percent of the fund’s revenue. Interest earnings are generated on the Aviation 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 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 investment 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) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 3.2 3.0 3.0 3.0 2.7 3.2 * 3.0 * 3.2 2.8 2.9 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 0.1 0.1 0.1 0.1 * 0.1 * 0.1 0.1 0.1 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 -* -* 0.1 0.1 2013/14 2012/13 2011/12 2010/11 2009/10 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 2013/14 will be $0.8 million from the Fleet Fund and represents the accumulation of replacement funds for fire apparatus at the airport. Effective in FY 2013/14, the Aviation Fund will take over managing replacement of these motor vehicle assets. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 130 - Table of Contents Budget by Fund Aviation Fund Uses Aviation Fund Expenditures By Expenditure Type 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, and healthcare. The FY 2013/14 adopted budget of $1.1 million reflects a 1 percent increase from the FY 2012/13 adopted budget. This increase is the result of increases to healthcare and retirement contribution rates, as well as anticipated employee pay for performance. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city divisions. The FY 2013/14 adopted budget of $0.8 million reflects a 9 percent or $0.1 million increase from the FY 2012/13 adopted budget primarily related to increases in payments to U.S. Customs and Border patrol for seven day a week service, as well as a mandated upgrade to the U.S. Customs International Flight Clearing software. The U.S. Customs Service costs are recovered through the user customs fees revenue. 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 FY 2013/14 adopted budget of $0.1 million is flat with the FY 2012/13 adopted budget. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.1 1.1 1.0 1.0 1.1 1.1 * 1.1 * 1.0 1.0 0.9 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.7 0.6 0.7 0.5 0.8 * 0.7 * 0.7 0.6 0.5 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 0.1 - 0.1 * 0.1 * - 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 131 - Table of Contents 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 FY 2013/14 adopted budgeted is primarily for the purchase of motor vehicle replacements. Aviation Fund Uses Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.1 - 0.1 * -* - 2013/14 2012/13 2011/12 2010/11 2009/10 Indirect/Direct Cost Allocation Indirect Cost Allocation represents 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 on relative benefits received. The FY 2013/14 adopted budget of $0.1 million is slightly less than the FY 2012/13 adopted budget. The Direct Cost Allocation represents Aviation Fund charges for the direct cost of fire service at the airport performed by General Fund personnel. The FY 2013/14 adopted budget for this allocation is $0.3 million, which is 24 percent lower than the FY 2012/13 adopted budget. Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. The FY 2013/14 transfers-out of $5,100 is to fund General Capital Projects related to technology that will benefit aviation. 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. Fund balances are similar to a company’s net equity (assets less liabilities). Prudent fiscal management dictates fund balances should only be used of nonrecurring (non-operational) expenditures. Once fund balances are spent, they are only replenished by future year sources in excess of uses. 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 $0.4 million is projected for the end of FY 2013/14. The purpose of this reserve is to provide for emergencies, unforeseen fluctuations in the revenue and expenditure cycles, and ensure adequate funding for operations for a minimum of 60 days and a maximum period of 90 days. Repair and Replacement Reserve Repair and Replacement Reserve of $2.2 million is projected for the end of FY 2013/14. This reserve is intended to ensure adequate funding for emergency repair and replacement needs at the airport. Effective for FY 2013/14 is the designation of a separate Fleet Replacement Reserve of $1.0 million to ensure adequate funding for motor vehicles and fire apparatus replacement. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 132 - Table of Contents Budget by Fund Aviation Fund Uses Unreserved Fund Balance The FY 2013/14 ending fund balance has no Unreserved Fund Balance. The unreserved balance represents the net financial resources that are expendable or available for budgeting. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 133 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 134 - Table of Contents Budget by Fund Internal Service Funds Overview Adopted Budget $1,192.9 Million (a) Grants, Trust,& Special Districts $17.8M Operating Budgets $493.2M (a) Capital Projects $517.4M Contingencies / Reserves $164.5M General Fund $230.8M Grant Funds $17.1M Community Facilities $69.4M General Fund $30.4M Special Revenue $40.6M Trusts & Special Districts $0.7M Preservation $106.7M Special Revenue $4.0M Debt Service Funds $83.5M Neighborhood Drianage/Flood Cntrl $29.4M Grant Funds $7.0M Enterprise Funds $129.1M Public Safety $8.1M Enterprise Funds $65.8M Internal Service $9.3M (a) $55.4M (b) Service Facilities $16.2M Internal Service $11.8M Transportation $151.5M Capital Projects $45.5M Water Management $136.0M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $46.0M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $46.0M City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 135 - Table of Contents Budget by Fund Internal Service Funds Overview Fund Purpose Internal Service Funds 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 and Healthcare. 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 by Fund (in millions) Fleet Risk Healthcare PC Replacement $ Total Sources $ 19.4 7.0 26.9 1.0 54.4 Internal Service Funds Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Internal Serivce Offsets Adopted Budget Transfers Out Aviation Transfers CIP Transfers Total Uses $ $ 4.3 35.4 8.5 7.1 11.8 (46.0) 21.1 $ 0.8 0.3 22.1 Graph excludes the Internal Service Offset of ($46.0) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 136 - Table of Contents Budget by Fund Fleet Management Fund Overview 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 Internal Rates - Fuel Miscellaneous Revenue Total Revenue Tranfers In Total Sources $ $ $ 6.9 6.6 5.8 0.3 19.4 19.4 Fleet Management Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Internal Service Offset Adopted Budget Transfers Out Aviation Transfers CIP Transfers Total Uses $ $ 3.2 1.5 8.4 6.2 6.3 (19.2) 6.4 $ 0.8 0.3 7.4 *Graph exludes the Internal Service Offset of ($19.2) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 137 - Table of Contents Budget by Fund Fleet Management Fund Summary Actual 2011/12 Beginning Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Beginning Fund Balance Adopted 2012/13 Forecast 2012/13 Adopted 2013/14 700,000 8,122,003 3,035,166 11,857,169 500,000 4,836,174 2,396,692 7,732,866 500,000 4,836,174 3,986,706 9,322,880 500,000 4,929,806 3,504,351 8,934,157 3,096,595 6,846,841 4,990,946 585,996 (16,149) 15,504,228 5,650,632 6,576,912 5,950,800 200,000 51,786 18,430,130 5,650,632 6,910,991 4,949,724 325,800 17,837,147 6,851,280 6,555,756 5,757,984 267,300 19,432,320 Total Sources 15,504,228 18,430,130 17,837,147 19,432,320 Expenditures Vehicle Acquisition/Capital Outlay Fleet Operations Fuel Merit Program Pay for Performance Compensation Adjustments Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Subtotal 4,977,675 7,235,919 4,339,953 16,553,546 5,557,000 8,043,671 5,178,110 60,800 17,772 33,000 (190,000) 18,700,353 5,557,000 7,477,970 4,434,300 17,469,270 6,194,700 7,891,730 5,336,849 57,140 33,200 (199,500) 19,314,119 TOTAL OPERATING BUDGET 16,553,546 18,700,353 17,469,270 19,314,119 8,300 1,476,671 1,484,971 6,600 750,000 756,600 6,600 750,000 756,600 14,200 245,300 754,387 1,013,887 18,038,517 19,456,953 18,225,870 20,328,006 Sources Over/(Under) Uses (2,534,289) (1,026,823) (388,723) (895,686) Ending Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Ending Fund Balance 1,300,000 4,836,174 3,186,706 9,322,880 500,000 4,929,806 1,276,237 6,706,043 500,000 4,929,806 3,504,351 8,934,157 700,000 4,831,999 2,506,472 8,038,471 Revenues Rates - Vehicle Acquisition Rates - Maintenance & Operation Rates - Fuel Miscellaneous Revenue Interest Earnings Subtotal Transfers Out CIP Fund - General Capital Projects CIP Fund - Fleet Projects Fleet One-Time Transfer to Aviation Fund Fleet One-Time Cash Adjustment For All Other Funds Subtotal Total Uses City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 138 - Table of Contents Budget by Fund Fleet Management Fund Five Year Financial Forecast Adopted 2013/14 Beginning Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Beginning Fund Balance Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 500,000 4,929,806 3,504,351 8,934,157 700,000 4,831,999 2,506,472 8,038,471 700,000 5,314,799 2,208,222 8,223,021 700,000 5,808,299 1,930,322 8,438,621 700,000 6,312,399 1,645,272 8,657,671 6,851,280 6,555,756 5,757,984 267,300 19,432,320 7,193,800 6,801,700 5,873,100 372,600 20,241,200 7,553,500 7,050,200 5,990,600 315,900 20,910,200 7,931,200 7,301,400 6,110,400 344,250 21,687,250 8,327,800 7,555,400 6,232,600 361,500 22,477,300 Total Sources 19,432,320 20,241,200 20,910,200 21,687,250 22,477,300 Expenditures Vehicle Acquisition/Capital Outlay Fleet Operations Fuel Merit Program Pay for Performance Compensation Adjustments Leave Accrual Payments Estimated Personnel Savings from Vacant Positions Subtotal 6,194,700 7,891,730 5,336,849 57,140 33,200 (199,500) 19,314,119 6,711,000 8,020,050 5,443,600 43,500 33,500 (209,500) 20,042,150 7,060,000 8,211,100 5,552,400 43,500 33,800 (220,000) 20,680,800 7,427,100 8,519,100 5,663,300 43,500 34,100 (231,000) 21,456,100 7,813,300 8,590,700 5,776,600 43,500 34,400 (242,600) 22,015,900 TOTAL OPERATING BUDGET 19,314,119 20,042,150 20,680,800 21,456,100 22,015,900 14,200 245,300 754,387 1,013,887 14,500 14,500 13,800 13,800 12,100 12,100 8,700 8,700 20,328,006 20,056,650 20,694,600 21,468,200 22,024,600 (895,686) 184,550 215,600 219,050 452,700 700,000 4,831,999 2,506,472 8,038,471 700,000 5,314,799 2,208,222 8,223,021 700,000 5,808,299 1,930,322 8,438,621 700,000 6,312,399 1,645,272 8,657,671 700,000 6,826,899 1,583,472 9,110,371 Revenues Rates - Vehicle Acquisition Rates - Maintenance & Operation Rates - Fuel Miscellaneous Revenue Interest Earnings Subtotal Transfers Out CIP Fund - General Capital Projects CIP Fund - Fleet Projects Fleet One-Time Transfer to Aviation Fund Fleet One-Time Cash Adjustment For All Other Funds Subtotal Total Uses Sources Over/(Under) Uses Ending Fund Balance Contingency Reserve Designated for Future Acquisition Unreserved, Undesignated Total Ending Fund Balance City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 139 - Table of Contents Budget by Fund Fleet Management Fund Sources Rates - Vehicle Acquisition Revenue Rates - Vehicle Acquisition Revenue represents the “rental” rate charged to other city funds and programs sufficient for the acquisition and replacement of city vehicles. For FY 2013/14, 31 percent of the Fleet Management Fund’s operating revenues come from rates related to vehicle acquisition. The vehicle acquisition rates for FY 2013/14 total $6.9 million and represent a $1.2 million increase from the FY 2012/13 year-end revenue forecast. The increase is to ensure a more realistic and sustainable funding for future acquisition and replacement. Adopted Budget to Actual/Forecast* (in millions) Rates - Maintenance & Operation Revenue Rates - Maintenance & Operation Revenue represents charges to other city programs based on the usage of city vehicles. For FY 2013/14, 34 percent of the Fleet Management Fund’s operating revenues are derived from rates related to vehicle maintenance and operation. The FY 2013/14 hourly rate is billed at $76.50 per hour and parts are marked up 22 percent. The maintenance and operation rates revenue for FY 2013/14 totals $6.6 million, which is a decrease of $0.3 million from the FY 2012/13 year-end revenue forecast. Adopted Budget to Actual/Forecast* (in millions) Rates - Fuel Revenue Rates – Fuel Revenue represents the charges to other city programs based on the fuel consumption of city vehicles. Rates are determined based on historical as well as future consumption. Included in this methodology are local and national fuel cost trends. The cost basis for this revenue is $4.42/gallon for bio-diesel and $3.45/gallon for unleaded. To offset costs associated with the fuel program a markup of $0.13 per gallon is applied for nonCompressed Natural Gas (CNG) fuels cost when charged to the divisions. CNG is charged at $0.19 per gallon due to a difference in operation cost of the CNG site. The FY 2013/14 adopted budget of $5.8 million represents an increase of $0.8 million from the FY 2012/13 year-end forecast. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 6.9 5.7 3.1 2.9 1.7 6.9 * 5.7 * 3.1 2.9 1.7 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 6.6 6.6 7.0 6.8 8.5 6.6 * 6.9 * 6.8 6.9 8.2 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 5.8 6.0 4.0 4.4 3.4 5.8 * 4.9 * 5.0 4.3 3.4 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 140 - Table of Contents Budget by Fund Miscellaneous Revenue Miscellaneous Revenue comes from the liquidation of surplus property as well as any insurance recoveries received. The FY 2013/14 budget is $0.3 million, which remains flat with the FY 2012/13 year-end forecast. Fleet Management Fund Sources Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.3 0.2 0.2 0.2 0.2 0.3 * 0.3 * 0.6 0.4 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 141 - Table of Contents Budget by Fund Fleet Management Fund Uses Fleet Management Fund Expenditures by Category The direct operating expenditures of the Fleet Management Fund are divided into the following four major expenditure categories: personnel services, contractual services, commodities and capital outlay. 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, and healthcare. The FY 2013/14 adopted personnel services budget totals $3.2 million, which is a decrease of $0.1 million from the FY 2012/13 adopted budget as a result of personnel changes. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city divisions. The FY 2013/14 adopted budget of $1.5 million remains flat with the FY 2012/13 year-end forecast. 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 FY 2013/14 adopted budget of $8.4 million is $0.1 million higher than the FY 2012/13 adopted budget as a result of unstable fuels costs. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 3.2 3.3 3.2 3.1 3.5 3.2 * 3.1 * 3.1 3.2 3.2 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.5 1.5 1.5 1.5 1.6 1.5 * 1.5 * 1.5 1.3 1.2 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 8.4 8.3 6.6 6.8 6.7 8.4 * 7.3 * 7.0 6.4 5.6 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 142 - Table of Contents 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 FY 2013/14 adopted capital outlay budget of $6.2 million is $0.6 million higher than the FY 2012/13 adopted budget based on planned vehicle replacement purchases for FY 2013/14. Fleet Management Fund Uses Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 6.2 5.6 5.6 3.7 2.1 6.2 * 5.6 * 5.0 1.6 3.5 2013/14 2012/13 2011/12 2010/11 2009/10 Transfers-Out Transfers-Out is the authorized movement of cash or other resources to other funds, divisions, departments, and/or capital projects. Transfers-Out for FY 2013/14 includes $0.3 million to the CIP funds and $0.8 million to the Aviation Fund for the future replacement funding of fire apparatus motor vehicles at the airport. 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, this 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 FY 2013/14 ending fund balance is $8.0 million, which is a $0.9 million decrease from the FY 2012/13 forecasted ending balance. A majority of this change is the result of a $0.8 million transfer to the Aviation Fund to establish replacement reserve funding for Airport Fire apparatus. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 143 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 144 - Table of Contents Budget by Fund PC Replacement Fund Overview 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 (in millions) Internal Rates - PC Replacement Total Revenue Transfers In Total Sources $ $ $ 1.0 1.0 1.0 PC Replacement Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Internal Service Offset Transfers Out $ 0.8 0.5 Adopted Budget $ Total Uses $ (1.0) 0.3 0.3 Graph excludes the Internal Service Offset of ($1.0) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 145 - Table of Contents Budget by Fund PC Replacement Fund Summary Actual 2011/12 Beginning Fund Balance (a) Revenues Rates - Computer Hardware Acquisition General Fund Transportation Fund Grants Fund (CDBG) Grants Fund (Section 8 Housing) Special Programs Fund (RICO) Special Programs Fund (Court Enhancement) Tourism Development Water Fund Groundwater Treatment Facility Fund Water Reclamation Fund Aviation Fund Solid Waste Enterprise Fund Fleet Management Fund Risk Management Fund Benefits Self Insurance Transfers In General Fund Subtotal Subtotal Total Sources Adopted 2012/13 Forecast 2012/13 Adopted 2013/14 - 207,151 754,784 861,575 - 243,963 39,864 646 1,293 499,972 127,478 323 15,221 3,195 8,473 11,187 1,593 953,208 243,963 39,864 646 1,293 381,277 127,478 323 15,221 3,195 8,473 11,187 1,593 834,513 784,630 40,595 704 1,408 2,785 704 142,977 1,337 11,867 3,204 8,904 11,874 1,691 176 1,012,856 1,200,000 1,200,000 - - - 1,200,000 953,208 834,513 1,012,856 Expenditures Division Administrative Services - Information Technology CPU Purchases Laptop Purchases Ruggedized CF-31 Purchases Ruggedized CF-19 Purchases Ruggedized HPE274 Purchases Monitors - 17" Purchases Monitors - 19" Purchases Monitors - 24" Purchases Printers - Network B/W Printers - Network Color Subtotal 304,883 13,497 101,163 757 21,719 1,351 1,846 445,216 252,747 77,814 301,870 3,475 29,380 17,628 4,591 26,199 14,018 727,722 252,747 77,814 301,870 3,475 29,380 17,628 4,591 26,199 14,018 727,722 392,700 87,072 259,697 11,365 47,000 4,600 26,200 14,000 842,633 TOTAL OPERATING BUDGET 445,216 727,722 727,722 842,633 Total Uses 445,216 727,722 727,722 842,633 Sources Over / (Under) Uses 754,784 225,486 106,791 170,223 Ending Fund Balance Contingency Reserve (b) Unreserved Total Ending Fund Balance 754,784 432,637 861,575 500,000 531,798 1,031,798 (a) (b) This was a new fund beginning in FY 2011/12 and is used to account for computer equipment. Contingency Reserve was established beginning in FY 2013/14. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 146 - Table of Contents Budget by Fund PC Replacement Fund Five Year Financial Forecast Adopted 2013/14 Beginning Fund Balance (a) Revenues Rates - Computer Hardware Acquisition General Fund Transportation Fund Grants Fund (CDBG) Grants Fund (Section 8 Housing) Special Programs Fund (RICO) Special Programs Fund (Court Enhancement) Tourism Development Water Fund Groundwater Treatment Facility Fund Water Reclamation Fund Aviation Fund Solid Waste Enterprise Fund Fleet Management Fund Risk Management Fund Benefits Self Insurance Transfers In General Fund Subtotal Subtotal Total Sources Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 861,575 1,031,798 1,468,198 1,626,098 1,271,198 784,630 40,595 704 1,408 2,785 704 142,977 1,337 11,867 3,204 8,904 11,874 1,691 176 1,012,856 784,600 40,600 700 1,400 2,800 700 143,000 1,300 11,900 3,200 8,900 11,900 1,700 200 1,012,900 784,600 40,600 700 1,400 2,800 700 143,000 1,300 11,900 3,200 8,900 11,900 1,700 200 1,012,900 784,600 40,600 700 1,400 2,800 700 143,000 1,300 11,900 3,200 8,900 11,900 1,700 200 1,012,900 784,600 40,600 700 1,400 2,800 700 143,000 1,300 11,900 3,200 8,900 11,900 1,700 200 1,012,900 - - - - - 1,012,856 1,012,900 1,012,900 1,012,900 1,012,900 Expenditures Division Administrative Services - Information Technology CPU Purchases Laptop Purchases Ruggedized CF-31 Purchases Ruggedized CF-19 Purchases Ruggedized HPE274 Purchases Monitors - 17" Purchases Monitors - 19" Purchases Monitors - 24" Purchases Printers - Network B/W Printers - Network Color Subtotal 392,700 87,072 259,697 11,365 47,000 4,600 26,200 14,000 842,633 446,900 23,400 14,400 47,000 4,600 26,200 14,000 576,500 233,000 100,100 307,800 94,700 27,600 39,800 11,800 26,200 14,000 855,000 423,300 83,200 769,500 39,800 11,800 26,200 14,000 1,367,800 502,700 118,300 803,100 11,400 39,800 11,800 26,200 14,000 1,527,300 TOTAL OPERATING BUDGET 842,633 576,500 855,000 1,367,800 1,527,300 Total Uses 842,633 576,500 855,000 1,367,800 1,527,300 Sources Over / (Under) Uses 170,223 436,400 157,900 (354,900) (514,400) 500,000 531,798 1,031,798 500,000 968,198 1,468,198 500,000 1,126,098 1,626,098 500,000 771,198 1,271,198 500,000 256,798 756,798 Ending Fund Balance Contingency Reserve (b) Unreserved Total Ending Fund Balance (a) (b) This was a new fund beginning in FY 2011/12 and is used to account for computer equipment. Contingency Reserve was established beginning in FY 2013/14. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 147 - Table of Contents Budget by Fund Rates - Computer Hardware Acquisition Rates - Computer Hardware Acquisition revenue represents the rates charged to other city funds and programs sufficient for the acquisition and replacement of city computer hardware. This program was established in FY 2011/12. FY 2012/13 was the first year where user rates were charged to operating divisions. The revenue for FY 2013/14 is $1.0 million. PC Replacement Fund Sources & Uses Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.0 1.0 - 1.0 * 0.8 * - 2013/14 2012/13 2011/12 2010/11 2009/10 PC Replacement Fund Expenditures by Category 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 2013/14 capital outlay budget is $0.8 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.7 1.0 - 0.8 * 0.7 * 1.0 - 2013/14 2012/13 2011/12 2010/11 2009/10 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 2013/14 fund balance is budgeted at $1.0 million, and includes a contingency amount of $0.5 million. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 148 - Table of Contents Budget by Fund Risk Management Fund Overview Fund Purpose The Risk Management 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 division programs and is captured as internal rates. Payments for unemployment, workers’ compensation, and property and liability claims are made from this fund. Risk Management Fund Sources (in millions) Internal Rates Unemployment Rates Recoveries/Reimbursements Property Tax - Tort Claims Total Revenue Transfers In Total Sources $ $ $ 6.5 0.1 0.3 0.1 7.0 7.0 Risk Management Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Internal Service Offset Adopted Budget Transfers Out Total Uses $ $ $ 0.8 7.2 0.1 2.5 (6.6) 4.0 4.0 Graph excludes the Internal Service Offset of ($6.6) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 149 - Table of Contents Budget by Fund Risk Management Fund Summary Actual 2011/12 Beginning Fund Balance Accruals (Short Term) Accruals (Long Term) (a) Property Casualty Claims Reserve Total Beginning Fund Balance Revenues and Other Sources Property, Liability, Work Comp Rates Unemployment Taxes Interest - Property Casualty Property Tax (Tort Claims) Insurance/Claim Recoveries Special Event Reimbursements Other Sources Authorized Rate Reduction Transfer-In from Fleet Adopted 2012/13 Forecast 2012/13 Adopted 2013/14 3,559,177 5,636,326 9,967,718 19,163,221 3,560,000 5,600,000 7,861,034 17,021,034 3,560,000 5,600,000 6,268,436 15,428,436 3,560,000 5,600,000 4,269,254 13,429,254 Subtotal 5,104,877 282,313 (24,936) 146,474 63,486 5,572,214 4,000,000 200,000 104,805 212,914 250,000 53,000 4,820,719 4,000,000 200,000 212,914 250,000 53,000 4,715,914 6,500,000 100,000 144,734 250,000 55,000 7,049,734 Subtotal (1,000,000) 251 (999,749) Total Sources - - - 4,572,465 4,820,719 4,715,914 7,049,734 1,149,388 2,408,413 1,494,894 437,180 1,722,689 92,386 7,304,950 1,159,960 1,475,000 3,064,130 275,000 1,836,706 150,000 7,960,796 1,159,960 228,000 3,064,130 275,000 1,836,706 150,000 6,713,796 1,107,598 1,622,500 2,964,130 375,000 1,909,334 100,000 13,317 8,091,879 7,304,950 7,960,796 6,713,796 8,091,879 2,300 1,000,000 1,002,300 1,300 1,300 1,300 1,300 2,800 2,800 Total Uses 8,307,250 7,962,096 6,715,096 8,094,679 Sources Over/(Under) Uses (3,734,785) (3,141,377) (1,999,182) (1,044,945) Ending Fund Balance Accruals (Short Term) Accruals (Long Term) Unreserved Fund Balance Total Ending Fund Balance 3,560,000 5,600,000 6,268,436 15,428,436 3,560,000 5,600,000 4,719,657 13,879,657 3,560,000 5,600,000 4,269,254 13,429,254 3,560,000 5,600,000 3,224,309 12,384,309 Expenditures and Other Uses Risk Mgmt - Operating Budget Risk Mgmt - Excess Ins. Premiums Claims (General Liability) Claims (Property) Claims (Workers' Compensation) Claims (Unemployment) Merit Program Subtotal TOTAL OPERATING BUDGET Other Uses Transfer-Out to CIP Fund (Tech. Replacement) Transfer-Out to Healthcare Self-Insurance Fund (a) Subtotal Long Term Accruals not separated from Unreserved Fund Balance until FY 2011/12 Forecast. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 150 - Table of Contents Budget by Fund Risk Management Fund Five Year Financial Forecast Adopted 2013/14 Beginning Fund Balance Accruals (Short Term) Accruals (Long Term) (a) Property Casualty Claims Reserve Total Beginning Fund Balance Revenues and Other Sources Property, Liability, Work Comp Rates Unemployment Taxes Interest - Property Casualty Property Tax (Tort Claims) Insurance/Claim Recoveries Special Event Reimbursements Subtotal Other Sources Authorized Rate Reduction Transfer-In from Fleet Subtotal Total Sources Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 3,560,000 5,600,000 4,269,254 13,429,254 3,560,000 5,600,000 3,224,309 12,384,309 3,560,000 5,600,000 3,138,084 12,298,084 3,560,000 5,600,000 3,780,478 12,940,478 3,560,000 5,600,000 4,193,932 13,353,932 6,500,000 100,000 144,734 250,000 55,000 7,049,734 7,000,000 100,000 250,000 250,000 55,000 7,655,000 7,500,000 100,000 250,000 250,000 55,000 8,155,000 7,500,000 100,000 250,000 250,000 55,000 8,155,000 7,500,000 100,000 250,000 250,000 55,000 8,155,000 - - - - - 7,049,734 7,655,000 8,155,000 8,155,000 8,155,000 1,107,598 1,622,500 2,964,130 375,000 1,909,334 100,000 13,317 8,091,879 1,138,100 1,703,625 2,500,000 300,000 1,986,600 100,000 10,100 7,738,425 1,169,900 1,788,806 2,075,000 300,000 2,066,100 100,000 10,100 7,509,906 1,227,200 1,878,246 2,075,000 300,000 2,148,700 100,000 10,100 7,739,246 1,233,100 1,972,158 2,075,000 300,000 2,234,700 100,000 10,100 7,925,058 8,091,879 7,738,425 7,509,906 7,739,246 7,925,058 2,800 2,800 2,800 2,800 2,700 2,700 2,300 2,300 1,600 1,600 Total Uses 8,094,679 7,741,225 7,512,606 7,741,546 7,926,658 Sources Over/(Under) Uses (1,044,945) (86,225) 642,394 413,454 228,342 Ending Fund Balance Accruals (Short Term) Accruals (Long Term) Unreserved Fund Balance Total Ending Fund Balance 3,560,000 5,600,000 3,224,309 12,384,309 3,560,000 5,600,000 3,138,084 12,298,084 3,560,000 5,600,000 3,780,478 12,940,478 3,560,000 5,600,000 4,193,932 13,353,932 3,560,000 5,600,000 4,422,274 13,582,274 Expenditures and Other Uses Risk Mgmt - Operating Budget Risk Mgmt - Excess Ins. Premiums Claims (General Liability) Claims (Property) Claims (Workers' Compensation) Claims (Unemployment) Merit Program Subtotal TOTAL OPERATING BUDGET Other Uses Transfer-Out to CIP Fund (Tech. Replacement) Transfer-Out to Healthcare Self-Insurance Fund (a) Subtotal Long Term Accruals not separated from Unreserved Fund Bala City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 151 - Table of Contents Budget by Fund Risk Management 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 Risk Management Fund for the 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 Fund and therefore, the reimbursement becomes revenue to this fund. The budgeted tort claims recoveries total $0.1 million for FY 2013/14. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 6.9 4.6 4.8 5.8 7.3 6.9 * 4.6 * 4.6 6.0 7.6 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.2 0.7 1.9 0.1 * 0.2 * 1.7 1.9 2013/14 2012/13 2011/12 2010/11 2009/10 Transfers-In Transfers-In may be used to address anticipated claim costs. There are no transfers-in budgeted for FY 2013/14. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 152 - Table of Contents Budget by Fund Risk Management Fund Uses Risk Management Self-Insurance Fund Expenditures By Category 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, and healthcare. The adopted budget for this category is $0.8 million for FY 2013/14, which is unchanged from the FY 2012/13 adopted budget. Contractual Services Contractual Services include expenditures for excess insurance premiums, claim payments, services performed by firms, individuals, or other city divisions. The adopted budget for FY 2013/14 of $7.2 million is $0.1 million more than the adopted FY 2012/13 budget. This increase is attributed to the increase for insurance and bond premiums. 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 2013/14 commodities budget of approximately $0.1 million remains consistent with the adopted FY 2012/13 budget. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.8 0.6 0.6 0.5 0.8 * 0.8 * 0.7 0.6 0.6 2013/14 2012/13 2011/12 2010/11 2009/10 Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 7.2 7.1 6.6 6.5 6.9 7.2 * 5.9 * 6.5 4.6 4.7 2013/14 2012/13 2011/12 2010/11 2009/10 Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.1 0.1 0.1 0.1 0.1 0.1 * 0.1 * 0.1 0.1 0.1 2013/14 2012/13 2011/12 2010/11 2009/10 Transfers-Out Transfers-Out is the authorized movement of cash to other funds, divisions, departments, and capital projects. The transfers-out of $2,800 are planned to help cover the cost of general capital projects related to technology that will benefit Risk Management. Risk Management Self-Insurance Fund Balance The Risk Management 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 2013/14 total ending fund balance is approximately $12.4 million, which is a decrease of $1.0 million from the FY 2012/13 year-end forecast and is in compliance with actuarial recommendations. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 153 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 154 - Table of Contents Budget by Fund Healthcare Self-Insurance Fund Overview 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 premiums collected through charges (payroll deductions) to division programs, which consists of both city and employee components. Revenue is also collected through premium charges to retirees as well as pharmacy rebates and stop loss insurance recoveries. This fund provides payment of actual healthcare expenses (medical, prescription and dental claims) as well as claims administration and other benefit plan expenses. Healthcare Self-Insurance Fund Sources (in millions) Employer Contributions Employee Contributions Retiree Contributions Recoveries/Reimbursements Total Revenue Transfers In Total Sources $ $ $ 19.3 6.5 0.8 0.4 26.9 26.9 Healthcare Self-Insurance Fund Uses (in millions) Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Internal Service Offset Adopted Budget Transfers Out Total Uses $ $ $ 0.3 26.7 0.0 0.1 2.5 (19.3) 10.3 10.3 Graph excludes the Internal Service Offset of ($19.3) million Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 155 - Table of Contents Budget by Fund Healthcare Self-Insurance Fund Summary Actual 2011/12 Beginning Fund Balance Healthcare - Beginning Claims Reserve Total Beginning Fund Balance Adopted 2012/13 Forecast 2012/13 Adopted 2013/14 3,331,492 3,331,492 4,950,092 4,950,092 4,983,720 4,983,720 5,696,767 5,696,767 Subtotal 15,948,806 4,482,122 2,102,003 818,654 775,996 376,285 24,503,866 17,954,920 (639,280) 5,576,860 (458,750) 3,815,550 848,340 803,370 350,000 28,251,010 17,550,620 5,580,999 921,880 814,280 771,970 326,360 93,120 26,059,229 18,455,230 5,934,440 (232,850) 763,290 816,010 774,830 250,000 100,000 26,860,950 Subtotal 3,000,000 1,000,000 4,000,000 273,490 273,490 - - Total Sources 28,503,866 28,524,500 26,059,229 26,860,950 Expenditures and Other Uses Healthcare - Medical Claims- Actives Provider Administrative Expenses Behavioral Health Claims Stop Loss Insurance COS Administrative Expenses Live Life Well Program (LLW) Wellness Incentive Subtotal Active Employees 18,891,105 1,435,891 480,482 423,494 310,858 222,628 178,570 21,943,028 20,072,300 1,457,490 522,220 502,900 316,221 130,202 195,020 23,196,353 19,757,060 1,303,100 514,920 504,920 316,221 140,202 22,536,423 21,434,130 1,319,628 563,210 538,060 348,736 211,349 24,415,113 Healthcare - Medical Claims -Retirees Provider Administrative Expenses- Retirees Behavioral Health Claims - Retirees Stop Loss Insurance - Retirees COS Administrative Expenses - Retirees Live Life Well Program (LLW) - Retirees Subtotal Retirees 3,062,534 170,414 52,501 41,471 34,540 12,408 3,373,868 3,565,800 175,290 59,470 50,880 35,002 10,277 3,896,719 1,118,840 49,830 18,960 16,100 35,002 10,277 1,249,009 1,029,130 40,105 14,750 17,180 30,747 6,758 1,138,670 Dental Claims Dental Administrative Expenses Subtotal Dental 1,444,995 89,747 1,534,742 1,471,250 90,950 1,562,200 1,471,250 89,500 1,560,750 1,471,250 90,950 1,562,200 Subtotal All Groups 26,851,638 28,655,272 25,346,182 27,115,983 26,851,638 28,655,272 25,346,182 27,115,983 Sources Over/(Under) Uses 1,652,228 (130,772) 713,047 (255,033) Ending Fund Balance Healthcare Claims Reserve Total Ending Fund Balance 4,983,720 4,983,720 4,819,320 4,819,320 5,696,767 5,696,767 5,441,734 5,441,734 Revenues and Other Sources Healthcare Premiums - COS Anticipated Migration Reduction - COS Healthcare Premiums- EE Anticipated Migration Reduction - EE Healthcare premium wellness incentives Healthcare Premiums - Retiree Healthcare Premiums - Retiree Subsidy Dental Premiums - COS Dental Premiums - EE Other - Recovery , Rebates, Interest (Active) Other - Recovery , Rebates, Interest (Retiree) Transfers-In Gen Fund Transfer In: Disabled Reitree Subsidy Transfer-In from General Fund Transfer-In from Risk Self-Insurance Fund Total Uses City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 156 - Table of Contents Budget by Fund Healthcare Self-Insurance Fund Five Year Financial Forecast Adopted 2013/14 Beginning Fund Balance Healthcare - Beginning Claims Reserve Total Beginning Fund Balance Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 5,696,767 5,696,767 5,441,734 5,441,734 5,239,034 5,239,034 5,032,534 5,032,534 4,804,334 4,804,334 Subtotal 18,455,230 5,934,440 (232,850) 763,290 816,010 774,830 250,000 100,000 26,860,950 19,839,000 6,380,000 824,000 840,000 798,000 250,000 100,000 29,031,000 21,327,000 6,859,000 890,000 865,000 822,000 250,000 100,000 31,113,000 22,927,000 7,373,000 961,000 891,000 847,000 250,000 100,000 33,349,000 24,647,000 7,926,000 1,038,000 918,000 872,000 250,000 100,000 35,751,000 Subtotal - - - - - Total Sources 26,860,950 29,031,000 31,113,000 33,349,000 35,751,000 Expenditures and Other Uses Healthcare - Medical Claims- Actives Provider Administrative Expenses Behavioral Health Claims Stop Loss Insurance COS Administrative Expenses Live Life Well Program (LLW) Wellness Incentive Subtotal Active Employees 21,434,130 1,319,628 563,210 538,060 348,736 211,349 24,415,113 23,120,800 1,522,400 608,200 581,100 356,100 215,900 26,404,500 24,942,400 1,545,600 656,900 627,600 365,000 220,600 28,358,100 26,909,800 1,569,300 709,400 677,800 381,200 227,300 30,474,800 29,034,700 1,593,400 766,100 732,100 382,300 229,500 32,738,100 Healthcare - Medical Claims -Retirees Provider Administrative Expenses- Retirees Behavioral Health Claims - Retirees Stop Loss Insurance - Retirees COS Administrative Expenses - Retirees Live Life Well Program (LLW) - Retirees Subtotal Retirees 1,029,130 40,105 14,750 17,180 30,747 6,758 1,138,670 1,103,500 44,700 15,900 18,500 31,400 7,000 1,221,000 1,183,800 45,500 17,200 20,000 32,200 7,100 1,305,800 1,270,500 46,300 18,600 21,600 33,800 7,300 1,398,100 1,364,200 47,100 20,000 23,300 33,700 7,300 1,495,600 Dental Claims Dental Administrative Expenses Subtotal Dental 1,471,250 90,950 1,562,200 1,515,400 92,800 1,608,200 1,560,900 94,700 1,655,600 1,607,700 96,600 1,704,300 1,655,900 98,500 1,754,400 Subtotal All Groups 27,115,983 29,233,700 31,319,500 33,577,200 35,988,100 27,115,983 29,233,700 31,319,500 33,577,200 35,988,100 Sources Over/(Under) Uses (255,033) (202,700) (206,500) (228,200) (237,100) Ending Fund Balance Healthcare Claims Reserve Total Ending Fund Balance 5,441,734 5,441,734 5,239,034 5,239,034 5,032,534 5,032,534 4,804,334 4,804,334 4,567,234 4,567,234 Revenues and Other Sources Healthcare Premiums - COS Anticipated Migration Reduction - COS Healthcare Premiums- EE Anticipated Migration Reduction - EE Healthcare premium wellness incentives Healthcare Premiums - Retiree Healthcare Premiums - Retiree Subsidy Dental Premiums - COS Dental Premiums - EE Other - Recovery , Rebates, Interest (Active) Other - Recovery , Rebates, Interest (Retiree) Transfers-In Gen Fund Transfer In: Disabled Reitree Subsidy Transfer-In from General Fund Transfer-In from Risk Self-Insurance Fund Total Uses City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 157 - Table of Contents Budget by Fund Healthcare Self-Insurance Fund Sources Healthcare Premiums - COS This revenue represents the city's contribution towards employee healthcare premiums. The city's premium cost sharing varies for the three healthcare plans offered. The city contributes 80 percent of the employee only premium for the costliest plan, 85 percent for the middle cost plan, and 90 percent of the lowest cost plan. For all three plans, the city contributes 75 percent of the difference in cost from employee to dependent coverage. Rising healthcare costs are resulting in increased premiums overall. NOTE: The FY 2009/10 adopted amount includes the employee portion of premiums. Adopted Budget to Actual/Forecast* (in millions) Healthcare Premiums - Employee This revenue captures the employee portion of healthcare premiums collected through payroll deductions, as well as cobra and state retirement subsidies. Historically the premium cost sharing has shifted a larger share of total cost to the employees. Prior to FY 2012/13, the retiree portion of premiums was included in the employee amounts. Effective FY 2012/13 retirees are accounted for separately. FY 2009/10 adopted revenue is zero since it was included in the city premium contribution budget. Adopted Budget to Actual/Forecast* (in millions) Healthcare Premiums - Retiree This revenue captures the retiree healthcare premiums collected through direct collections as well as state retirement subsidies. The premiums are set to recover 100 percent of the cost of claims and administration. There is no city contribution for retirees; however, public safety disabled retirees premiums are charged at the same rate as an active employee (with the disabled retiree paying both the employee and the city portion). With the large increases in the cost of coverage, many retirees have not elected to continue insurance coverage through the city, which is creating the large variance between the FY 2012/13 adopted budget and forecasted actuals. Prior to FY 2012/13, the retiree portion of premiums was included in the employee amounts. Effective FY 2012/13 retirees are budgeted separately. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 18.5 17.3 16.8 16.6 24.2 18.5 * 17.6 * 15.9 13.7 18.1 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 5.9 5.1 6.4 2.9 - 5.9 * 5.6 * 4.5 4.5 4.1 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.8 4.1 - 0.8 * 0.9 * 2.1 - 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 158 - Table of Contents Budget by Fund Healthcare Self-Insurance Fund Sources Dental Premiums - COS This revenue is comprised of the city's contribution to the dental premiums. The city contributes 88 percent of the employee portion of premium cost, and 12 percent of the dependent portion of the premium for coverage that includes dependents. Adopted Budget to Actual/Forecast* (in millions) Dental Premiums - Employee This revenue captures the employee portion of dental premiums collected through payroll deductions, as well as cobra elections. Adopted Budget to Actual/Forecast* (in millions) Other - Recovery, Rebates Miscellaneous revenues are the result of pharmacy rebates and reimbursements on medical claims over the city's stop loss limit. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.8 0.8 1.5 - 0.8 * 0.8 * 0.8 0.7 0.9 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.8 0.8 0.8 0.8 - 0.8 * 0.8 * 0.8 0.7 0.8 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.4 0.4 - 0.4 * 0.4 * 0.3 0.5 0.9 2013/14 2012/13 2011/12 2010/11 2009/10 Transfers-In Transfers-In may be used to address unanticipated claim costs. In FY 2013/14 there are no transfers-in budgeted for the Healthcare Self-Insurance Fund. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 159 - Table of Contents Budget by Fund Healthcare Self-Insurance Fund Uses Healthcare Self-Insurance Fund Expenditures By Category 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, and healthcare. The FY 2013/14 adopted budget of approximately $0.3 million is lower than the FY 2012/13 adopted budget as a result of removing the wellness incentive expense budget for FY 2013/14. In FY 2013/14, the wellness incentive will be a reduction in employee premiums paid rather than a payroll payout. Adopted Budget to Actual/Forecast* (in millions) Contractual Services Contractual Services include expenditures for services performed by firms, individuals, or other city division. The budget of $26.7 million represents approximately 90 percent of the FY 2013/14 Healthcare Self-Insurance Fund operating budget. The contractual services budget for medical and dental claims accounts for $23.9 million of this 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 proposed FY 2013/14 commodities budget of approximately $10,500. Adopted Budget to Actual/Forecast* FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.3 0.4 0.5 0.6 0.3 0.3 * 0.3 * 0.5 0.3 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 26.7 28.2 25.9 25.1 24.5 26.7 * 25.1 * 26.0 24.5 24.3 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 10,500 10,500 13,500 27,000 27,000 10,500 * 10,500 * 13,500 25,433 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 160 - Table of Contents 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 for FY 2013/14 is $50,000. Healthcare Self-Insurance Fund Uses Adopted Budget to Actual/Forecast* FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 50,000 50,000 50,000 - 50,000 * -* - 2013/14 2012/13 2011/12 2010/11 2009/10 Transfers-Out Transfers-Out is the authorized movement of cash to other funds, divisions, departments, and capital projects. The adopted FY 2013/14 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 2013/14 total ending fund balance is approximately $5.4 million, which is a decrease of $0.3 million from the FY 2012/13 year-end forecast and is within actuary recommendations. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 161 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 162 - Table of Contents Budget by Fund Grants, Trust & Special Districts Overview Adopted Budget $1,192.9 Million (a) Grants, Trust,& Special Districts $17.8M Operating Budgets $493.2M (a) Capital Projects $517.4M Contingencies / Reserves $164.5M General Fund $230.8M Grant Funds $17.1M Community Facilities $69.4M General Fund $30.4M Special Revenue $40.6M Trusts & Special Districts $0.7M Preservation $106.7M Special Revenue $4.0M Debt Service Funds $83.5M Neighborhood Drianage/Flood Cntrl $29.4M Grant Funds $7.0M Enterprise Funds $129.1M Public Safety $8.1M Enterprise Funds $65.8M Internal Service $9.3M (a) $55.4M (b) Service Facilities $16.2M Internal Service $11.8M Transportation $151.5M Capital Projects $45.5M Water Management $136.0M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $46.0M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $46.0M City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 163 - Table of Contents Budget by Fund Grants, Trust & Special Districts Overview 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 Personnel Services Contractual Services Commodities Capital Outlays Contingency/Reserves Adopted Budget Transfers Outs Total Uses $ $ $ 1.1 11.1 0.4 11.5 24.1 0.0 24.1 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 Fund Uses Contractual Services Contingency/Reserves Adopted Budget Transfers Out Total Uses $ $ $ 0.6 0.6 0.6 Note: Amounts are rounded in millions; therefore, differences may occur. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 164 - Table of Contents Budget by Fund Grants Summary Grant Description Adopted FY 2013/14 CDBG CDBG REHAB HOME SECTION 8 BRIGHT BLUE BOXES DEA TASK FORCE FY 13 FULL SERVICE FORENSIC CRIME LAB FY12/13 BOOKS FOR AZ LIBRARIES FY13 GOHS DUI ENFORCEMENT SRP-MIC LOCAL REV SHARING 2011/12 STATE GRANT-IN-AID 01A19 Subtotal: Grants 2,070,160 1,016,660 1,594,068 7,038,261 2,000 138,000 109,906 3,000 17,252 580,000 13,000 12,582,307 GRANTS ANTICIPATED FY 2013/14 GRANT CONTINGENCY Subtotal: Future Grants 4,525,750 7,000,000 11,525,750 Total Grants 24,108,057 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 165 - Table of Contents Budget by Fund Grant Funds Sources The City determinedly 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 projects specifically approved in the funding agreement that meet 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 2013/14 to be $3.1 million and $7.0 million respectively for a total of $10.1 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 2013/14 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 $12.4 million for FY 2013/14, of which $11.5 million is designated as future grants contingency revenue. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 10.1 11.4 10.5 8.9 9.5 10.1 * 11.4 * 8.1 7.0 7.1 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.6 1.5 1.6 1.2 1.0 1.6 * 1.5 * 0.5 - 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 12.4 19.5 17.1 14.9 14.6 12.4 * 19.5 * 2.8 2.4 1.7 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 166 - Table of Contents Budget by Fund Grant Funds Uses Grant Fund Expenditures By Grant Types The City determinedly 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 2013/14 combined adopted budget is $10.1 million. 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 2013/14 adopted budget is $1.6 million, reflecting an increase of $0.1 million from the adopted FY 2012/13 budget. Adopted Budget to Actual/Forecast* (in millions) Miscellaneous Federal, State & Local Grants Miscellaneous Federal, State and Local Grants are typically used for the purchase of equipment and services related to law enforcement, fire services, community services, transportation, preservation projects, and future grants contingency. The FY 2013/14 adopted budget of $12.4 million reflects a decrease of $7.1 million from the FY 2012/13 budget. The majority of this decrease is the result of reducing the contingency and anticipated grants by $5.9 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 10.1 11.3 10.4 8.9 9.5 10.1 * 11.3 * 8.1 7.0 7.0 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 1.6 1.5 1.6 1.2 1.0 1.6 * 1.5 * 0.5 - 2013/14 2012/13 2011/12 2010/11 2009/10 FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 12.4 19.5 17.1 14.9 14.6 12.4 * 19.5 * 2.6 2.4 2.2 2013/14 2012/13 2011/12 2010/11 2009/10 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 167 - Table of Contents Budget by Fund Trust Fund Sources & Uses Fund Purpose 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. 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 2013/14 adopted budget for this trust fund is $6,000 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 168 - Table of Contents Budget by Fund Special Districts Fund Sources & Uses Special Districts Fund Revenues 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 adopted FY 2013/14 revenue budget is $0.6 million. Adopted Budget to Actual/Forecast* (in millions) FISCAL YEAR ADOPTED BUDGET ACTUAL / FORECAST* 0.6 0.6 0.7 0.6 0.6 0.6 * 0.6 * 0.6 0.6 0.3 2013/14 2012/13 2011/12 2010/11 2009/10 Special Districts Fund Expenditures by District The Streetlight District FY 2013/14 adopted expenditure budget is $0.6 million and will be used for electric costs and maintenance services of streetlights installed within certain areas throughout the city. Special Districts Fund Balance The FY 2013/14 Special Districts ending 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 169 - Table of Contents Budget by Fund Special Districts Fund Summary Actual 2011/12 Beginning Fund Balance Streetlight Districts Total Beginning Fund Balance Adopted 2012/13 Forecast 2012/13 Adopted 2013/14 278,131 278,131 278,131 278,131 257,570 257,570 257,570 257,570 551,295 551,295 646,728 646,728 646,728 646,728 647,219 647,219 551,295 646,728 646,728 647,219 571,856 571,856 646,728 646,728 646,728 646,728 647,219 647,219 Total Uses 571,856 646,728 646,728 647,219 Sources Over/(Under) Uses (20,561) Ending Fund Balance Streetlight Districts Total Ending Fund Balance 257,570 257,570 Revenues Streetlight Districts Subtotal Total Sources Expenditures Operating Streetlight Districts Subtotal 278,131 278,131 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 170 - 257,570 257,570 257,570 257,570 Table of Contents Budget by Fund Beginning Fund Balance Streetlight Districts Total Beginning Fund Balance Revenues Streetlight Districts Total Sources Expenditures Operating Streetlight Districts Total Uses Sources Over/(Under) Uses Ending Fund Balance Streetlight Districts Total Ending Fund Balance Special Districts Fund Five Year Financial Forecast Adopted 2013/14 Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 257,570 257,570 257,570 257,570 257,570 257,570 257,570 257,570 257,570 257,570 647,219 647,219 699,000 699,000 754,900 754,900 815,300 815,300 880,500 880,500 647,219 699,000 754,900 815,300 880,500 647,219 647,219 699,000 699,000 754,900 754,900 815,300 815,300 880,500 880,500 647,219 699,000 754,900 815,300 880,500 257,570 257,570 257,570 257,570 257,570 257,570 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 171 - 257,570 257,570 257,570 257,570 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 172 - Table of Contents Budget by Fund CIP Funds Overview Adopted Budget $1,192.9 Million (a) Grants, Trust,& Special Districts $17.8M Operating Budgets $493.2M (a) Capital Projects $517.4M Contingencies / Reserves $164.5M General Fund $230.8M Grant Funds $17.1M Community Facilities $69.4M General Fund $30.4M Special Revenue $40.6M Trusts & Special Districts $0.7M Preservation $106.7M Special Revenue $4.0M Debt Service Funds $83.5M Neighborhood Drianage/Flood Cntrl $29.4M Grant Funds $7.0M Enterprise Funds $129.1M Public Safety $8.1M Enterprise Funds $65.8M Internal Service $9.3M (a) $55.4M (b) Service Facilities $16.2M Internal Service $11.8M Transportation $151.5M Capital Projects $45.5M Water Management $136.0M (a) Adopted Budget and Operating Budgets include Internal Service Fund offsets (reductions) of $46.0M (b) Internal Service Funds Budget prior to Internal Service Funds offsets of $46.0M City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 173 - Table of Contents Budget by Fund CIP Funds Summary Actual 2011/12 Beginning Fund Balance (A) Revenues Bonds/Contracts General Obligation Preserve Municipal Properties Corporation Municipal Properties Corporation-Sewer Pay-As-You-Go Water & Sewer Development Fees Regional Transportation Sales Tax (Prop 400) Grants Intergovernmental In-Lieu Fees Other Contributions Interest Earnings Miscellaneous Transfers In General Fund General Fund CIP Fund In-Lieu Stormwater CIP Fund Transportation Fund Transportation Privilege Tax CIP Fund Preservation Privilege Tax Funds Bed Tax GO Bond Special Programs Fund Aviation Fund Water & Sewer Fund Water Development Fund Fees Grants Solid Waste Fund Fleet Fund Fleet Capital Project Fund Internal Service Funds Total Sources Adopted 2012/13 Forecast 2012/13 Adopted 2013/14 204,606.1 136,763.8 168,708.8 162,118.1 49,925.1 11,390.8 150,000.0 56,800.0 - 75,000.0 38,200.0 - 75,000.0 38,000.0 - Subtotal 3,073.4 50,846.4 5,278.0 1,011.0 708.6 11,216.1 133,449.4 21,544.4 29,594.7 140.0 19,768.8 879.6 278,727.5 5,542.3 32,278.4 195.0 3,458.0 853.7 155,527.4 21,800.6 36,894.1 110.0 5,534.8 1,064.4 178,403.9 Subtotal 2,769.6 2,595.4 73.2 8,020.6 32.6 5,077.3 11,900.1 3,131.4 650.9 53,141.3 15,703.7 16.2 477.0 8.3 1,100.0 2.3 104,699.7 5,421.5 8,411.8 3,650.8 1,846.3 3,044.5 5,222.1 37,727.4 1.3 307.9 756.6 1.3 66,391.5 5,361.3 8,293.0 9,553.5 4,026.5 4,744.4 50,648.5 1.3 475.9 756.6 1.3 83,862.3 5,517.6 8,686.1 3,820.0 150.0 4,939.0 5.1 49,412.4 2.8 843.6 259.5 2.8 73,638.8 238,149.1 345,119.0 239,389.7 252,042.8 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 174 - Table of Contents Budget by Fund CIP Funds Summary Actual 2011/12 Expenditures Program Community Facilities Preservation Drainage & Flood Control Public Safety Service Facilities Transportation Water Management Prior Year Unexpended (A) Subtotal Adopted 2012/13 7,827.6 91,313.8 4,074.5 2,629.1 5,466.8 23,558.2 72,223.7 207,093.7 67,622.6 174,607.5 36,074.7 8,998.6 15,788.5 167,478.7 116,313.6 586,884.2 Forecast 2012/13 31,000.0 99,625.9 7,407.3 5,839.0 7,955.5 26,585.2 50,564.1 228,977.0 Adopted 2013/14 69,444.3 106,704.1 29,419.0 8,079.3 16,207.1 151,534.3 136,029.4 517,417.5 Less: Estimated Capital Improvement Expenditures - (362,536.1) - (274,865.3) Subtotal: Unexpended at Year End - 224,348.1 - 242,552.2 Transfers Out CIP General Fund Operating General Fund General CIP Fund - Bond Exp Reimb Transp Privilege Tax CIP Fund - Bond Exp Reimb CIP Water & Water Reclamation Funds CIP Bed Tax Fund Transportation Fund CIP Transportation Fund Water & Sewer Operating Funds Stadium CIP Fund To Special Programs Fund Subtotal Total Uses Ending Fund Balance (B) Capital Grant Contingency Capital Airport Grant Contingency (B) Capital Water Contingency (B) (C) Capital General Contingency Reserved: Reserved Fund Balance Total Ending Fund Balance 1,205.8 868.8 7,732.3 4,167.8 15,703.6 2,530.5 1,033.1 1.4 33,640.8 63.4 5.2 66,952.7 16,573.8 1,809.6 18,383.4 16,573.8 429.5 17,003.3 16,855.1 16,855.1 274,046.4 380,919.5 245,980.3 291,720.4 4,456.6 5,950.0 10,000.0 1,563.6 5,000.0 5,950.0 10,000.0 62,000.0 4,624.0 5,507.3 10,000.0 5,772.6 5,000.0 5,950.0 34,500.0 168,708.8 168,708.8 100,963.3 100,963.3 162,118.1 162,118.1 122,440.5 122,440.5 (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) Capital Grant Contingency, Capital Airport Grant Contingency and Capital Water Contingency are unfunded contingencies that allow for the expenditure of unanticipated revenues and are not included in the beginning or ending fund balance. City Council approval is required before making expenditures from capital contingencies. (C) The unused portion of the FY 2013/14 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 FY 2014/15 to FY 2017/18 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 175 - Table of Contents Budget by Fund Adopted 2013/14 Beginning Fund Balance (A) 162,118.1 Revenues Bonds/Contracts General Obligation Preserve Municipal Properties Corporation Municipal Properties Corporation-Sewer Pay-As-You-Go Water & Sewer Development Fees Regional Transportation Sales Tax (Prop 400) Grants Intergovernmental In-Lieu Fees Other Contributions Interest Earnings Miscellaneous Transfers In General Fund General Fund CIP Fund In-Lieu Stormwater CIP Fund Transportation Fund Transportation Privilege Tax CIP Fund Preservation Privilege Tax Funds Bed Tax GO Bond Special Programs Fund Aviation Fund Water & Sewer Fund Water Development Fund Fees Grants Solid Waste Fund Fleet Fund Fleet Capital Project Fund Internal Service Funds Total Sources 75,000.0 38,000.0 - CIP Funds Five-Year Financial Forecast Forecast 2014/15 122,440.5 - Forecast 2015/16 97,860.1 - Forecast 2016/17 63,545.6 - Forecast 2017/18 42,559.4 - Subtotal 21,800.6 36,894.1 110.0 5,534.8 1,064.4 178,403.9 22,062.0 3,180.8 110.0 5,778.8 531.8 31,663.4 17,223.0 2,355.2 110.0 16,034.8 734.1 36,457.1 3,204.0 6,018.7 110.0 2,534.8 1,168.2 13,035.7 25,170.0 110.0 19,816.5 1,544.9 46,641.4 Subtotal 5,517.6 8,686.1 3,820.0 150.0 4,939.0 5.1 49,412.4 2.8 843.6 259.5 2.8 73,638.8 2,520.5 9,030.5 1,150.0 70.8 6,036.8 55,336.6 2.8 209.3 14.5 2.8 74,374.6 2,436.3 9,300.7 2,780.0 450.8 24.8 40,302.7 2.7 10.4 13.8 2.7 55,324.9 2,460.0 9,625.7 3,280.0 24.2 56.7 43,321.3 2.3 9.1 12.1 2.3 58,793.7 2,483.9 9,959.6 3,280.0 20.5 3.2 49,205.4 1.6 6.5 8.7 1.6 64,971.0 252,042.8 106,038.0 91,782.0 71,829.4 111,612.4 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 176 - Table of Contents Budget by Fund CIP Funds Five-Year Financial Forecast Adopted 2013/14 Expenditures Program Community Facilities Preservation Drainage & Flood Control Public Safety Service Facilities Transportation Water Management Prior Year Unexpended (A) Forecast 2014/15 Forecast 2015/16 Forecast 2016/17 Forecast 2017/18 69,444.3 106,704.1 29,419.0 8,079.3 16,207.1 151,534.3 136,029.4 517,417.5 202.2 1,150.0 5,050.0 1,057.5 3,761.8 28,497.9 34,235.0 242,552.2 316,506.6 202.2 2,780.0 13,050.0 603.0 3,908.3 23,837.0 31,250.0 202,100.3 277,730.8 202.2 3,280.0 17,885.4 336.0 2,689.1 22,515.0 17,575.0 167,935.8 232,418.5 202.2 3,280.0 50.0 1,300.2 2,878.1 35,418.0 21,180.0 156,524.3 220,832.8 Less: Estimated Capital Improvement Expenditures (274,865.3) (114,406.2) (109,795.0) (75,894.2) (117,009.7) Subtotal: Unexpended at Year End 242,552.2 202,100.3 167,935.8 156,524.3 103,823.1 16,855.1 16,855.1 16,212.1 16,212.1 16,301.6 16,301.6 16,921.4 16,921.4 17,046.8 17,046.8 291,720.4 130,618.4 126,096.6 92,815.6 134,056.5 5,000.0 5,950.0 34,500.0 5,000.0 4,500.0 5,000.0 4,500.0 5,000.0 4,500.0 5,000.0 4,500.0 122,440.5 122,440.5 97,860.1 97,860.1 63,545.6 63,545.6 42,559.4 42,559.4 20,115.2 20,115.2 Subtotal Transfers Out CIP General Fund Operating General Fund General CIP Fund - Bond Exp Reimb Transp Privilege Tax CIP Fund - Bond Exp Reimb CIP Water & Water Reclamation Funds CIP Bed Tax Fund Transportation Fund CIP Transportation Fund Water & Sewer Operating Funds Stadium CIP Fund To Special Programs Fund Subtotal Total Uses Ending Fund Balance (B) Capital Grant Contingency Capital Airport Grant Contingency (B) Capital Water Contingency (B) (C) Capital General Contingency Reserved: Reserved Fund Balance Total Ending Fund Balance (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) Capital Grant Contingency, Capital Airport Grant Contingency and Capital Water Contingency are unfunded contingencies that allow for the expenditure of unanticipated revenues and are not included in the beginning or ending fund balance. City Council approval is required before making expenditures from capital contingencies. (C) The unused portion of the FY 2013/14 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 FY 2014/15 to FY 2017/18 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 177 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 178 - Table of Contents Divisions How to Use This Section Community Services | Library Systems Description Highlights the services provided by the program. The Scottsdale Public Library System serves the community by fostering learning, discovery and skill enhancement. With 5 accessible facilities and online resources, the library provides lifelong learning opportunities through book and media collections, cultural and educational programming, electronic resources, innovative technology and knowledgeable staff. Scottsdale libraries teach early literacy skills, foster the love of reading and develop 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. Strategic Goal(s) Indicates which strategic goal(s) the program supports. Enhance Neighborhoods Services Provided Describes each of the significant services provided.     Serve 1.4 million people annually with an array of services including books, DVDs, CDs, eresources, databases, computers, print copier service and adult/youth programs. Provide physical and electronic materials used 3.4 million times annually. Offer an array of programs for all ages attended by 90,000 people annually. Provide public computers accessed 384,000 times annually. FY 2012/13 Achievements  Describes major accomplishments from the prior fiscal year.   Completed the infrastructure changes needed to enhance and expand bandwidth at all libraries and replaced one self-check machine. Received a $165,000 grant from First Things First Northeast Regional Council for CommunityBased Parent Education emphasizing early literacy throughout the Northeast Maricopa region. Entered into an agreement with Arizona State University Venture Catalyst to create a collaborative community co-working space at the library free to anyone with an interest in problem solving, inventing, small business or entrepreneurship. Other opportunities include digital and face-to-face mentoring, training and educational programs, and networking opportunities. FY 2013/14 Objectives Indicates specifically what the program would like to achieve in the fiscal year.    Market the expanded wireless capacity and higher speeds at public libraries in response to increased customer demand. Increase library material usage by using Collection HQ program to guide materials selection. Increase adult program attendance by offering more programs aimed at a diverse audience. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 179 - Table of Contents Divisions How to use this section How to Use This Section Community Services | Library Systems Summarizes the full-time equivalents by program and shows the percent of city’s FTEs. Highlights the specific revenue source(s) associated with the given program Staff Summary Full-time Equivalents (FTE) Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 120.30 118.30 118.30 0.00 % of City's FTEs 4.87 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 8,558,890 8,881,545 8,896,897 15,352 Grant Funds 201,941 262,949 18,000 (244,949) Special Programs Fund 343,416 657,001 343,800 (313,201) 9,104,247 9,801,495 9,258,697 (542,798) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 6,835,996 7,206,735 7,128,414 (78,321) 875,245 916,538 832,114 (84,424) 1,335,881 1,661,222 1,298,169 (363,053) 57,125 17,000 0 (17,000) 9,104,247 9,801,495 9,258,697 (542,798) 0 0 0 0 9,104,247 9,801,495 9,258,697 (542,798) Expenditures By Fund General Fund Total Budget See Glossary in Appendix for a description of the expenditure types. Actual 2011/12 Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes • Describes the significant changes to the budget since last fiscal year. • • • changes in Personnel Services are due to a reduction of approximately $129,000 in Grant funding, which is offset by increases of approximately $49,000 for adjustments to healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Reduction in Contractual Services is due to reduced carryover expenses in Grants from previous year as well as the expiration of some grant funding. Reduction in Commodities is primarily due to a decrease in planned expenses for minor equipment in the Discovery Zone funded by the Special Programs Fund. Capital Outlays budget reflects elimination of one-time funding for automated self-check machine. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 180 - Table of Contents Divisions How to Use This Section Community Services | Library Systems Performance Measures Library check-out rates for physical items (books, CDs, DVDs) per capita Actual 2011/12 Actual 2012/13 Projected 2013/14 16.5 14.1 12.5 200,000 289,068 395,265 15,194 15,222 19,205 41,184 49,015 45,000 Note: Scottsdale has the highest per capita circulation in the Phoenix metropolitan area and ranks in the upper quartile in the nation. Physical circulation has declined with the shift to e-reading. Physical circulation FY 2011/12 was 3,400,374; FY 2012/13 estimated 3,060,336 and FY 2013/14 projected 2,746,412. Number of electronic materials checked-out (e-books, emusic and e-movies) Note: The increase in e-material circulation is trending at 46 percent. The library has added additional e-vendors to supplement and expand the assortment of the regional consortium, which purchases materials from Overdrive. Participation in adult programs Note: A staff member is dedicated to re-structuring, planning and enhancing the adult programs offered to increase adult participation. Attendance at early literacy programs Note: Increased participation due to $165,000 grant from Arizona's First Things First program for early literacy training for youth and their caregivers in the northeast valley. This grant provides 4 part-time temporary employees: three who work 70 hours a week 10 months a year and one who works 20 hours a week 12 months a year. # of Hours Adult Volunteers: Supplement library services for library shops, book and media shelving, children’s story times and other assistance as needed by individual branches. Volunteers also serve on the Library Board and Friends of the Library. 424 33,411 $670,893 16.1 Teen Volunteers: Support the library’s summer reading program by assisting library staff with registrations, prize handouts and customer service. 304 7,247 $145,520 3.5 Total 728 $816,413 19.6 Volunteer Hours Summarizes the volunteer information of the program. Value of Volunteer Full-time Hours Equivalent # of Volunteers "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 181 - Table of Contents Authorized Personnel Positions by Division Divisions Authorized Personnel Positions - By Division Actual FY 2011/12 Adopted FY 2012/13 Approved FY 2012/13 Change Adopted FY 2013/14 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 52.00 1.00 53.00 52.00 1.50 53.50 52.00 1.50 53.50 0.00 0.00 0.00 52.00 1.50 53.50 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 8.00 8.00 8.00 8.00 8.00 8.00 0.00 0.00 8.00 8.00 CITY COURT Full Time Part Time Total FTE 56.00 1.98 57.98 55.00 1.48 56.48 55.00 1.48 56.48 0.00 0.00 0.00 55.00 1.48 56.48 5.00 5.00 5.00 5.00 5.00 5.00 0.00 0.00 5.00 5.00 92.00 0.50 92.50 93.00 0.00 93.00 93.00 0.00 93.00 0.00 0.00 0.00 93.00 0.00 93.00 ADMINISTRATIVE SERVICES Full Time Part Time Total FTE 128.00 1.81 129.81 122.00 2.56 124.56 122.00 2.56 124.56 3.00 -0.15 2.85 125.00 2.41 127.41 COMMUNITY AND ECONOMIC DEVELOPMENT Full Time Part Time Total FTE 201.00 1.50 202.50 188.00 1.50 189.50 188.00 1.50 189.50 1.00 0.00 1.00 189.00 1.50 190.50 COMMUNITY SERVICES Full Time Part Time Grant Total FTE 275.00 172.46 12.00 459.46 273.00 169.23 12.00 454.23 275.00 167.23 12.00 454.23 -4.00 4.00 0.00 0.00 271.00 171.23 12.00 454.23 80.00 80.00 78.00 78.00 76.00 76.00 2.00 2.00 78.00 78.00 PUBLIC SAFETY - FIRE Full Time Total FTE 248.00 248.00 248.00 248.00 248.00 248.00 4.00 4.00 252.00 252.00 PUBLIC SAFETY - POLICE Full Time Part Time Grant Total FTE 602.00 2.60 1.00 605.60 595.00 2.60 1.00 598.60 597.00 2.60 1.00 600.60 -4.00 0.00 0.00 -4.00 593.00 2.60 1.00 596.60 CITY AUDITOR CITY MANAGER Full Time Total FTE CITY TREASURER - FINANCE AND ACCOUNTING Full Time Part Time Total FTE PUBLIC SAFETY Full Time Total FTE PUBLIC WORKS Full Time Total FTE 294.00 294.00 293.00 293.00 293.00 293.00 1.00 1.00 294.00 294.00 WATER RESOURCES Full Time Total FTE 202.00 202.00 204.00 204.00 204.00 204.00 0.00 0.00 204.00 204.00 2,260.00 181.85 13.00 2,454.85 2,231.00 178.87 13.00 2,422.87 2,233.00 176.87 13.00 2,422.87 3.00 3.85 0.00 6.85 2,236.00 180.72 13.00 2,429.72 Total Full-time Position FTE Total Part-time Position FTE Total Grant Funded Position FTE Total Citywide Position FTE 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 City’s overall FTE count. Recreation Specialists ‐ are for up to 219 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 2013/14 for these slots as no academy is planned. Pro‐Tem Judges ‐ are 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 Feed and Bedding Workers, 7 Maintenance Helpers and 1 Office Assistant. The funding for these slots is included in the WestWorld budget. Water Resources Pipeline – are used for up to 5 slots for high turn‐over positions that require significant training. The funding for these slots is included in the Water Resources 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, no funding is included in the budget for these slots. Funding would typically come from within a division’s accepted budget. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 182 - Table of Contents Authorized Personnel Positions by Division and Fund Divisions Authorized Personnel Positions - By Division & Fund General Fund Transportation Special Revenue Enterprise Internal Service Adopted FY 2013/14 MAYOR AND CITY COUNCIL Full Time Total FTE 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 1.50 53.50 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 1.50 53.50 CITY AUDITOR Full Time Total FTE 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 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 44.00 0.60 44.60 0.00 0.00 0.00 11.00 0.88 11.88 0.00 0.00 0.00 0.00 0.00 0.00 55.00 1.48 56.48 5.00 5.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 5.00 5.00 74.00 74.00 0.00 0.00 0.00 0.00 12.00 12.00 7.00 7.00 93.00 93.00 ADMINISTRATIVE SERVICES Full Time Part Time Total FTE 124.00 2.41 126.41 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 1.00 0.00 1.00 125.00 2.41 127.41 COMMUNITY AND ECONOMIC DEVELOPMENT Full Time Part Time Total FTE 151.00 1.50 152.50 22.00 0.00 22.00 2.00 0.00 2.00 14.00 0.00 14.00 0.00 0.00 0.00 189.00 1.50 190.50 COMMUNITY SERVICES Full Time Part Time Grant Total FTE 269.00 160.80 0.00 429.80 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 0.00 271.00 171.23 12.00 454.23 78.00 78.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 78.00 78.00 PUBLIC SAFETY - FIRE Full Time Total FTE 252.00 252.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 0.00 252.00 252.00 PUBLIC SAFETY - POLICE Full Time Part Time Grant Total FTE 589.00 2.60 0.00 591.60 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 0.00 593.00 2.60 1.00 596.60 98.00 98.00 60.00 60.00 0.00 0.00 90.00 90.00 46.00 46.00 294.00 294.00 0.00 0.00 0.00 0.00 0.00 0.00 204.00 204.00 0.00 0.00 204.00 204.00 1,761.00 169.41 0.00 1,930.41 82.00 0.00 0.00 82.00 19.00 11.31 13.00 43.31 320.00 0.00 0.00 320.00 54.00 0.00 0.00 54.00 2,236.00 180.72 13.00 2,429.72 CITY MANAGER Full Time Total FTE CITY TREASURER - FINANCE AND ACCOUNTING Full Time Total FTE PUBLIC SAFETY Full Time Total FTE PUBLIC WORKS Full Time Total FTE WATER RESOURCES Full Time Total FTE Total Full-time Position FTE Total Part-time Position FTE Total Grant Funded Position FTE Total Citywide Position FTE City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 183 - See Note on previous page Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs City Councilman 6.00 6.00 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 Mayor's Chief of Staff 1.00 1.00 0.00 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 1.00 1.00 0.00 Legal Assistant 2.00 2.00 0.00 Legal Secretary 2.00 2.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Paralegal, Senior 1.00 1.00 0.00 Public Records Request Admin 1.00 1.00 0.00 Systems Integrator, Lead 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 Division/Department/Job Title Part-Time FTEs MAYOR AND CITY COUNCIL Total TOTAL MAYOR AND CITY COUNCIL CIVIL Total PROSECUTION Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 184 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs Victim Advocate 2.50 2.00 0.50 Victim Advocate, Sr. 1.00 1.00 0.00 Victim Assistance Notif Spec 0.50 0.00 0.50 Victim Services Manager 1.00 1.00 0.00 Total 5.00 4.00 1.00 53.50 52.00 1.50 Auditor, Sr. 5.00 5.00 0.00 City Auditor 1.00 1.00 0.00 City Auditor, Assistant 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 Executive Secretary 2.00 2.00 0.00 Office Coordinator Manager 1.00 1.00 0.00 Technology Specialist 1.00 1.00 0.00 Total 8.00 8.00 0.00 8.00 8.00 0.00 Division/Department/Job Title Part-Time FTEs VICTIM SERVICES TOTAL CITY ATTORNEY CITY AUDITOR TOTAL CITY AUDITOR CITY CLERK TOTAL CITY CLERK City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 185 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs 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 1.00 1.00 0.00 28.00 28.00 0.00 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 56.48 55.00 1.48 56.48 55.00 1.48 Administrative Assistant 1.00 1.00 0.00 Assistant to the City Manager 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 Total 5.00 5.00 0.00 5.00 5.00 0.00 Division/Department/Job Title Part-Time FTEs CITY COURT Court Services Rep Total TOTAL CITY COURT CITY MANAGER TOTAL CITY MANAGER City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 186 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time 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 3.00 3.00 0.00 Accounting Director 1.00 1.00 0.00 Accounting Manager 2.00 2.00 0.00 Accounting Technician, Sr. 1.00 1.00 0.00 Financial Services Technician 1.00 1.00 0.00 Office Coordinator 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 24.00 24.00 0.00 Budget Analyst, Sr. 3.00 3.00 0.00 Budget Director 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Total 5.00 5.00 0.00 Total CITY TREASURER - FINANCE AND ACCOUNTING - BUDGET CITY TREASURER - FINANCE AND ACCOUNTING - BUSINESS SERVICES 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 20.00 20.00 0.00 License Inspector 2.00 2.00 0.00 Revenue Collector 3.00 3.00 0.00 Revenue Collector, Sr. 3.00 3.00 0.00 Systems Integrator 3.00 3.00 0.00 Systems Integrator, Lead 1.00 1.00 0.00 Tax and License Manager 1.00 1.00 0.00 Tax Audit Manager 1.00 1.00 0.00 Tax Auditor, Sr. 8.00 8.00 0.00 Technology Specialist 2.00 2.00 0.00 Water Meter Reader Manager 1.00 1.00 0.00 52.00 52.00 0.00 Customer Service Rep Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 187 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs CITY TREASURER - FINANCE AND ACCOUNTING - CITY TREASURER AND FINANCE Accounting Coordinator 1.00 1.00 0.00 City Treasurer 1.00 1.00 0.00 Enterprise Finance Manager 1.00 1.00 0.00 Finance Analyst, Sr. 1.00 1.00 0.00 Finance Director 1.00 1.00 0.00 Total 5.00 5.00 0.00 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 93.00 93.00 0.00 TOTAL CITY TREASURER - FINANCE AND ACCOUNTING City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 188 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs Communicatns & Pub Affairs Dir 1.00 1.00 0.00 Public Affairs Manager 1.00 1.00 0.00 Public Information Officer 2.50 2.00 0.50 Video Engineer 0.60 0.00 0.60 Video Production Specialist 2.00 2.00 0.00 Video Production Supervisor 1.00 1.00 0.00 Total 8.10 7.00 1.10 Benefits Analyst, Lead 1.00 1.00 0.00 Benefits Analyst, Sr. 1.00 1.00 0.00 Diversity & Dialogue Director 1.00 1.00 0.00 Exec Dir Human Resources 1.00 1.00 0.00 Human Resources Analyst 3.00 3.00 0.00 Human Resources Analyst, Lead 1.00 1.00 0.00 Human Resources Analyst, Sr. 7.00 7.00 0.00 Human Resources Manager 3.00 3.00 0.00 Human Resources Rep 1.00 1.00 0.00 Human Resources Rep, Sr. 1.50 1.00 0.50 Management Analyst 2.00 2.00 0.00 Systems Integrator 1.00 1.00 0.00 Technology Coordinator 1.00 1.00 0.00 24.50 24.00 0.50 Division/Department/Job Title Part-Time FTEs ADMINISTRATIVE SERVICES - COMMUNICATIONS ADMINISTRATIVE SERVICES - HUMAN RESOURCES Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 189 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs Application Development Mgr 1.00 1.00 0.00 Business Intelligence Manager 1.00 1.00 0.00 Communications Director 1.00 1.00 0.00 Customer Support Rep, Sr. 1.00 1.00 0.00 Database Administrator 1.00 1.00 0.00 Digital Media Designer 2.00 2.00 0.00 Enterprise Communications Engr 3.00 3.00 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 11.00 11.00 0.00 Exec Dir Info Technology 1.00 1.00 0.00 Finance & Acctg Technology Dir 1.00 1.00 0.00 GIS Analyst 2.00 2.00 0.00 GIS Director 1.00 1.00 0.00 GIS Manager 1.00 1.00 0.00 GIS Technician 3.00 3.00 0.00 Information Technology Dir 1.00 1.00 0.00 IT Project Manager 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 Software Engineer 4.00 4.00 0.00 Software Engineer, Sr 4.00 4.00 0.00 Systems Analyst, Sr. 1.00 1.00 0.00 Telecom Policy Coordinator 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 70.81 70.00 0.81 Division/Department/Job Title Part-Time FTEs ADMINISTRATIVE SERVICES - INFORMATION TECHNOLOGY Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 190 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs 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 Buyer Aide 1.00 1.00 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 2.00 2.00 0.00 Purchasing Director 1.00 1.00 0.00 Purchasing Operations Manager 2.00 2.00 0.00 Stock Clerk, Lead 2.00 2.00 0.00 Technology Specialist 1.00 1.00 0.00 Warehouse Mail Technician 3.00 3.00 0.00 24.00 24.00 0.00 127.41 125.00 2.41 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 Division/Department/Job Title Part-Time FTEs ADMINISTRATIVE SERVICES - PURCHASING Total TOTAL ADMINISTRATIVE SERVICES COMMUNITY AND ECONOMIC DEVELOPMENT - AVIATION Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 191 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs COMMUNITY AND ECONOMIC DEVELOPMENT - ECONOMIC DEVELOPMENT Administrative Secretary 2.00 2.00 0.00 Bus & Econ Vitality Dir, Asst 1.00 1.00 0.00 Downtown Business Specialist 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 1.00 1.00 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 COMMUNITY AND ECONOMIC DEVELOPMENT - PLANNING / NEIGHBORHOOD / TRANSPORTATION Administrative Assistant 1.00 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, Sr. 4.00 4.00 0.00 Code Enforcement Specialist 2.00 2.00 0.00 Code Enforcement Supervisor 3.00 3.00 0.00 10.00 10.00 0.00 Code Inspector, Sr 1.00 1.00 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 10.00 10.00 0.00 Development Services Rep, Lead 2.00 2.00 0.00 Drainage Inspector 2.00 2.00 0.00 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 Finance Analyst, Sr. 1.00 1.00 0.00 Green Building Program Manager 1.00 1.00 0.00 Inspections Manager 1.00 1.00 0.00 Code Inspector II Development Services Rep II City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 192 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs 13.00 13.00 0.00 Maintenance Worker III 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 5.00 5.00 0.00 Planner 6.00 6.00 0.00 Planner, Associate 3.00 3.00 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 Planning Specialist 2.50 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 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 0.00 149.50 148.00 1.50 Division/Department/Job Title Inspector II Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 193 - Part-Time FTEs Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs COMMUNITY AND ECONOMIC DEVELOPMENT - WESTWORLD Customer Service Rep 1.00 1.00 0.00 Customer Support Rep, Sr. 1.00 1.00 0.00 Events Contract Coordinator 1.00 1.00 0.00 Facilities Manager 1.00 1.00 0.00 Feed & Bedding Store Supervisr 1.00 1.00 0.00 GM WestWorld 1.00 1.00 0.00 Maintenance Worker III 8.00 8.00 0.00 Management Analyst 1.00 1.00 0.00 WestWorld Business Manager 1.00 1.00 0.00 WestWorld Director 1.00 1.00 0.00 17.00 17.00 0.00 190.50 189.00 1.50 Total TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 194 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time 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 1.00 1.00 0.00 Community Assistance Manager 1.00 1.00 0.00 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 3.00 3.00 0.00 Human Services Planner 1.00 1.00 0.00 Human Services Rep 9.00 9.00 0.00 Human Services Specialist 8.70 8.00 0.70 Job Preparation Specialist 1.00 1.00 0.00 Occupancy Specialist 1.00 1.00 0.00 Recreation Coordinator 2.00 2.00 0.00 Recreation Leader I 0.19 0.00 0.19 Recreation Leader II 18.05 1.00 17.05 Recreation Leader III 1.00 1.00 0.00 Recreation Supervisor 1.00 1.00 0.00 Secretary 1.00 1.00 0.00 Service Support Worker 2.00 2.00 0.00 67.94 50.00 17.94 COMMUNITY SERVICES - HUMAN SERVICES Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 195 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs 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 12.00 5.00 Librarian II 7.00 7.00 0.00 Librarian III 3.00 3.00 0.00 Librarian IV 6.00 6.00 0.00 Library Aide 19.84 8.00 11.84 Library Assistant 21.87 11.00 10.87 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 Management Analyst, Sr 1.00 1.00 0.00 Secretary 2.00 2.00 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 Coordinator 1.00 1.00 0.00 118.30 73.00 45.30 Division/Department/Job Title Part-Time FTEs COMMUNITY SERVICES - LIBRARY SYSTEMS Librarian Library Page Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 196 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs Administrative Secretary 2.00 2.00 0.00 Contracts Coordinator 1.00 1.00 0.00 Human Services Coordinator 1.00 1.00 0.00 Human Services Rep 1.00 1.00 0.00 Human Services Specialist 3.00 3.00 0.00 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 20.39 0.00 20.39 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 3.00 3.00 0.00 Maintenance Worker I 18.75 18.00 0.75 Maintenance Worker II 43.00 43.00 0.00 Maintenance Worker III 7.00 7.00 0.00 Parks & Rec and Human Svcs Dir 1.00 1.00 0.00 Parks & Recreation Manager 6.00 6.00 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 10.10 0.00 10.10 2.00 2.00 0.00 Division/Department/Job Title Part-Time FTEs COMMUNITY SERVICES - PARKS & RECREATION Lifeguard/Instructor Pool Manager, Assistant Railroad & Mechanical Ops Spec Recreation Coordinator 5.00 5.00 0.00 Recreation Leader I 16.25 0.00 16.25 Recreation Leader II 60.53 1.00 59.53 Recreation Leader III 21.00 21.00 0.00 Recreation Supervisor 9.00 9.00 0.00 Stadium Facilities Lead 1.00 1.00 0.00 Stadium Supervisor 1.00 1.00 0.00 Technology Coordinator 2.00 2.00 0.00 261.99 154.00 107.99 Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 197 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs Planner, Sr. 1.00 1.00 0.00 Preservation Coordinator 2.00 2.00 0.00 Total 3.00 3.00 0.00 454.23 283.00 171.23 Division/Department/Job Title Part-Time FTEs COMMUNITY SERVICES - PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES PUBLIC SAFETY - PUBLIC SAFETY EMERGENCY MANAGEMENT SERVICES Administrative Secretary 2.00 2.00 0.00 Emergency Management Coord 1.00 1.00 0.00 Fire Chief, Assistant 1.00 1.00 0.00 Municipal Security Guard, Lead 1.00 1.00 0.00 Municipal Security Manager 1.00 1.00 0.00 Police Lieutenant 1.00 1.00 0.00 Police Sergeant 1.00 1.00 0.00 Security Guard 2.00 2.00 0.00 Security Project Coordinator 1.00 1.00 0.00 11.00 11.00 0.00 Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 198 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs PUBLIC SAFETY - PUBLIC SAFETY OPERATIONAL SUPPORT SERVICES Account Specialist 1.00 1.00 0.00 Administrative Secretary 1.00 1.00 0.00 Communications Technician 2.00 2.00 0.00 Crime Analysis Unit Supervisor 1.00 1.00 0.00 Database Coordinator 1.00 1.00 0.00 Equipment Coordinator - Fire 1.00 1.00 0.00 Facilities Management Coord 1.00 1.00 0.00 Logistics Technician 4.00 4.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Personnel Specialist 1.00 1.00 0.00 Personnel Supervisor 1.00 1.00 0.00 Police Analyst 1.00 1.00 0.00 Police Analyst II 3.00 3.00 0.00 Police Chief, Assistant 1.00 1.00 0.00 Police Records Supervisor 4.00 4.00 0.00 Polygraph Examiner 1.00 1.00 0.00 Pub Saf Oper Support Dir 1.00 1.00 0.00 Pub Saf Plan Rsrch & Acred Dir 1.00 1.00 0.00 Pub Saf Records Mngr 1.00 1.00 0.00 Pub Saf Records Spc, Sr 7.00 7.00 0.00 Pub Saf Resource Mngr 1.00 1.00 0.00 Pub Saf Tech & Records Dir 1.00 1.00 0.00 Public Safety Analyst 3.00 3.00 0.00 Public Safety Analyst, Senior 2.00 2.00 0.00 Public Safety Budget Manager 1.00 1.00 0.00 Public Safety Comm Systems Mgr 1.00 1.00 0.00 Public Safety Personnel Mgr 1.00 1.00 0.00 Records Specialist 9.00 9.00 0.00 Records Specialist, Senior 3.00 3.00 0.00 Secretary 1.00 1.00 0.00 Systems Integrator 6.00 6.00 0.00 Systems Integrator, Lead 2.00 2.00 0.00 Systems Integrator, Sr. 1.00 1.00 0.00 67.00 67.00 0.00 78.00 78.00 0.00 Total TOTAL PUBLIC SAFETY City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 199 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs Account Specialist, Sr. 1.00 1.00 0.00 Fire Battalion Chief (56) 6.00 6.00 0.00 54.00 54.00 0.00 Fire Captain Day Asgn 3.00 3.00 0.00 Fire Chief, Deputy 1.00 1.00 0.00 Fire Division Chief 5.00 5.00 0.00 Fire Engineer (56) 57.00 57.00 0.00 102.00 102.00 0.00 Safety Fitness Wellness Coord 1.00 1.00 0.00 Secretary 2.00 2.00 0.00 232.00 232.00 0.00 Administrative Secretary 1.00 1.00 0.00 Citizen Services Rep 1.00 1.00 0.00 Fire Chief 1.00 1.00 0.00 Fire Chief, Deputy 1.00 1.00 0.00 Fire Chief, Exec Asst 1.00 1.00 0.00 Fire Division Chief 1.00 1.00 0.00 Fire Inspector II 4.00 4.00 0.00 Fire Marshal, Deputy 3.00 3.00 0.00 Fire Marshal, Senior Deputy 2.00 2.00 0.00 Fire Plans Reviewer 2.00 2.00 0.00 Fire Plans Reviewer, Sr. 1.00 1.00 0.00 Public Education Officer 2.00 2.00 0.00 20.00 20.00 0.00 252.00 252.00 0.00 Division/Department/Job Title Part-Time FTEs PUBLIC SAFETY - FIRE - FIRE EMERGENCY SERVICES Fire Captain (56) Firefighter (56) Total PUBLIC SAFETY - FIRE - FIRE SUPPORT SERVICES Total TOTAL PUBLIC SAFETY - FIRE City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 200 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs Administrative Secretary 4.00 4.00 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 Crisis Intervention Specialist 6.00 6.00 0.00 Crisis Intervention Supervisor 1.00 1.00 0.00 Evidence Control Mgr 1.00 1.00 0.00 Fingerprint Technician 4.00 4.00 0.00 Forensic Laboratory Manager 1.00 1.00 0.00 Forensic Scientist II 2.00 2.00 0.00 Forensic Scientist III 8.00 8.00 0.00 Forensic Scientist Supervisor 2.00 2.00 0.00 Pawn Specialist 1.00 1.00 0.00 Photo Lab Technician 1.00 1.00 0.00 Photo Lab Technician, Sr. 1.00 1.00 0.00 Police Aide 3.00 3.00 0.00 Police Commander 1.00 1.00 0.00 Police Forensic Services Dir 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 5.00 5.00 0.00 93.00 93.00 0.00 2.00 2.00 0.00 17.00 17.00 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 Specialist 2.00 2.00 0.00 174.50 174.00 0.50 Executive Secretary 1.00 1.00 0.00 Police Chief 1.00 1.00 0.00 Police Chief, Assistant 2.00 2.00 0.00 Police Officer 1.00 1.00 0.00 Police Sergeant 3.00 3.00 0.00 Public Education Officer 1.00 1.00 0.00 Total 9.00 9.00 0.00 Division/Department/Job Title Part-Time FTEs PUBLIC SAFETY - POLICE - INVESTIGATIVE SERVICES Police Officer Police Rangemaster Police Sergeant Total PUBLIC SAFETY - POLICE - OFFICE OF THE POLICE CHIEF City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 201 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs 1.00 1.00 0.00 Communications Dispatcher 39.00 39.00 0.00 Communications Supervisor 6.00 6.00 0.00 Detention Manager 1.00 1.00 0.00 22.00 22.00 0.00 Detention Supervisor 9.00 9.00 0.00 Parking Control Checker 1.00 1.00 0.00 Photo Enforcement Program Mgr 1.00 1.00 0.00 38.00 38.00 0.00 Police Commander 5.00 5.00 0.00 Police Communications Op Mgr 1.00 1.00 0.00 12.00 12.00 0.00 234.00 234.00 0.00 1.00 1.00 0.00 37.00 37.00 0.00 Records Specialist 3.00 3.00 0.00 Wrangler 2.10 0.00 2.10 413.10 411.00 2.10 596.60 594.00 2.60 Division/Department/Job Title Part-Time FTEs PUBLIC SAFETY - POLICE - POLICE UNIFORMED SERVICES Administrative Secretary Detention Officer Police Aide Police Lieutenant Police Officer Police Records Supervisor Police Sergeant Total TOTAL PUBLIC SAFETY - POLICE City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 202 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs Administrative Secretary 1.00 1.00 0.00 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 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 Exec Dir Public Works 1.00 1.00 0.00 Management Analyst, Sr 1.00 1.00 0.00 Office Coordinator 1.00 1.00 0.00 Plans Examiner 1.00 1.00 0.00 Plans Examiner, Sr. 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 Right-Of-Way Agent, Sr. 1.00 1.00 0.00 Secretary 1.00 1.00 0.00 44.00 44.00 0.00 Division/Department/Job Title Part-Time FTEs PUBLIC WORKS - CAPITAL PROJECT MANAGEMENT Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 203 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs Citizen Services Rep 1.00 1.00 0.00 Contracts Coordinator 4.00 4.00 0.00 Electrician 8.00 8.00 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 20.00 20.00 0.00 Management Analyst, Sr 1.00 1.00 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 54.00 54.00 0.00 Customer Support Rep, Sr. 1.00 1.00 0.00 Equip Parts Specialist 1.00 1.00 0.00 Equip Parts Specialist, Sr. 5.00 5.00 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 3.00 3.00 0.00 Fleet Technician II 6.00 6.00 0.00 Fleet Technician III 20.00 20.00 0.00 3.00 3.00 0.00 46.00 46.00 0.00 Division/Department/Job Title Part-Time FTEs PUBLIC WORKS - FACILITIES MANAGEMENT Maintenance Technician II Total PUBLIC WORKS - FLEET MANAGEMENT Fleet Technician, Lead Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 204 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs 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 Systems Integrator 1.00 1.00 0.00 90.00 90.00 0.00 Division/Department/Job Title Part-Time FTEs PUBLIC WORKS - SOLID WASTE MANAGEMENT Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 205 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs 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 Analyst 1.00 1.00 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 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 Division/Department/Job Title Part-Time FTEs PUBLIC WORKS - STREET OPERATIONS Total TOTAL PUBLIC WORKS City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 206 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Division/Department/Job Title Total FTEs Full-Time FTEs Part-Time FTEs WATER RESOURCES - WATER PLANNING AND ENGINEERING Engineer In Training 1.00 1.00 0.00 Exec Director Water Resources 1.00 1.00 0.00 Financial Specialist - Water 1.00 1.00 0.00 Management Analyst, Sr 1.00 1.00 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 Resources Advisor 1.00 1.00 0.00 Water Resources Analyst 1.00 1.00 0.00 Water Resources Engineer 2.00 2.00 0.00 Water Resources Engineer, Sr. 2.00 2.00 0.00 Water Resources Plng & Eng Dir 1.00 1.00 0.00 Water Resources Principal Eng 3.00 3.00 0.00 21.00 21.00 0.00 Chemist II 1.00 1.00 0.00 Pretreatment Prgm Coordinator 1.00 1.00 0.00 Quality Assurance Coordinator 1.00 1.00 0.00 Scientist 1.00 1.00 0.00 Scientist, Principal 3.00 3.00 0.00 Scientist, Senior 1.00 1.00 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 Wtr Quality Laboratory Manager 1.00 1.00 0.00 Wtr Quality Regulatory Manager 1.00 1.00 0.00 21.00 21.00 0.00 Total WATER RESOURCES - WATER QUALITY Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 207 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs Wastewater Treatment Manager 1.00 1.00 0.00 Water Maintenance Tech II 3.00 3.00 0.00 Water Maintenance Tech III 5.00 5.00 0.00 Water Maintenance Tech IV 1.00 1.00 0.00 Water Wastewater Main Tech IV 1.00 1.00 0.00 Water/Wastewater Ops Supervisr 1.00 1.00 0.00 Wtr Reclmation Services Dir 1.00 1.00 0.00 Wtr/Wstwtr Trtmnt Plnt Oper II 11.00 11.00 0.00 Wtr/Wstwtr Trtmnt Plnt Oper IV 4.00 4.00 0.00 28.00 28.00 0.00 Cross Connection Contrl Spc II 1.00 1.00 0.00 Cross Connection Control Spc I 1.00 1.00 0.00 HVAC Technician 1.00 1.00 0.00 W/WW Maintenance Tech III 1.00 1.00 0.00 W/WW Treatment Plant Op III 2.00 2.00 0.00 Water Distribution Manager 1.00 1.00 0.00 Water Electronic Tech III 1.00 1.00 0.00 Water Maintenance Tech I 1.00 1.00 0.00 Water Maintenance Tech II 3.00 3.00 0.00 Water Maintenance Tech IV 1.00 1.00 0.00 10.00 10.00 0.00 Water Meter Reader, Lead 1.00 1.00 0.00 Water Production Manager 1.00 1.00 0.00 Water Service Worker V 1.00 1.00 0.00 Water Services Director 1.00 1.00 0.00 Water Services Worker I 2.00 2.00 0.00 Water Services Worker II 10.00 10.00 0.00 Water Services Worker III 6.00 6.00 0.00 Water Services Worker IV 9.00 9.00 0.00 Water/Wastewater Ops Supervisr 3.00 3.00 0.00 Wtr/Wstwtr Trtmnt Plnt Oper II 17.00 17.00 0.00 Wtr/Wstwtr Trtmnt Plnt Oper IV 4.00 4.00 0.00 78.00 78.00 0.00 Division/Department/Job Title Part-Time FTEs WATER RESOURCES - WATER RECLAMATION SERVICES Total WATER RESOURCES - WATER SERVICES Water Meter Reader I Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 208 - Authorized Personnel Positions by Division, Department and Title Divisions Table of Contents Authorized Personnel Positions - By Division, Department & Title Total FTEs Full-Time FTEs Administrative Secretary 3.00 3.00 0.00 Citizen Services Rep 4.00 4.00 0.00 GIS Technician 2.00 2.00 0.00 HVAC Contracts Coordinator 1.00 1.00 0.00 Office Coordinator 1.00 1.00 0.00 Office Coordinator Manager 1.00 1.00 0.00 Systems Integrator 1.00 1.00 0.00 Systems Integrator, Lead 1.00 1.00 0.00 Technology Coordinator 1.00 1.00 0.00 Telemetry Controls Spec, Sr. 1.00 1.00 0.00 Telemetry Controls Specialist 4.00 4.00 0.00 Trng, Safety & Security Coord 2.00 2.00 0.00 Utility Technology Supervisor 1.00 1.00 0.00 Water Asset Mgmt Tech I 1.00 1.00 0.00 Water Asset Mgmt Tech II 1.00 1.00 0.00 Water Electronic Tech I 1.00 1.00 0.00 Water Electronic Tech II 9.00 9.00 0.00 Water Electronic Tech III 1.00 1.00 0.00 Water Maintenance Manager 1.00 1.00 0.00 Water Maintenance Tech II 8.00 8.00 0.00 Water Maintenance Tech III 1.00 1.00 0.00 Water Resources Administrator 1.00 1.00 0.00 Water Services Worker IV 1.00 1.00 0.00 Water Systems Advisor 2.00 2.00 0.00 Water Systems Analyst 4.00 4.00 0.00 Water Systems Supervisor 1.00 1.00 0.00 Water/Wastewater Ops Supervisr 1.00 1.00 0.00 56.00 56.00 0.00 204.00 204.00 0.00 2,429.72 2,249.00 180.72 Division/Department/Job Title Part-Time FTEs WATER RESOURCES - WATER TECHNOLOGY & ADMIN Total TOTAL WATER RESOURCES Grand Total City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 209 - Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 0509 0510 1445 1418 2195 2055 0425 0255 1005 0005 0251 0263 0254 0259 0260 0462 0600 2074 2078 0459 0460 2035 0252 1421 2292 0544 1581 2198 2220 2203 1909 0178 1696 1343 1934 1881 1513 0591 0592 2226 2236 1022 0014 1778 1779 1929 1847 0396 0409 0356 1025 Title Account Specialist Account Specialist, Sr. Accountant Accounting Coordinator Accounting Director Accounting Manager Accounting Technician, Sr. Adapted Recreation Specialist 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 Aquatics Instructor Asset Management Coordinator Assistant to the City Manager Audit Associate Auditor, Sr. Aviation Director Aviation Plan & Outreach Coord Benefits Analyst, Lead Benefits Analyst, Sr. Bid & Contract Assistant Bid & Contract Coordinator Bid & Contract Specialist Budget Analyst, Sr. Budget Director Building Inspection Supervisor Building Inspector I Building Inspector II Bus & Econ Vitality Dir, Asst Business Intelligence Manager Buyer Buyer Aide Chemist I Chemist II Citizen Advisor Citizen Liaison Citizen Services Assistant Citizen Services Rep Citizen Services Specialist City Attorney FTE's 5.00 5.00 1.00 4.00 1.00 2.00 2.00 3.00 23.00 1.00 1.00 7.00 1.00 1.00 1.00 5.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 4.00 1.00 1.00 3.00 1.00 1.00 3.00 1.00 1.00 1.00 2.00 2.00 11.00 1.00 Hourly Minimum $ 15.44 $ 16.22 $ 20.70 $ 25.16 $ 43.02 $ 33.71 $ 19.71 $ 12.10 $ 18.77 $ 17.03 $ 15.44 $ 15.44 $ 15.44 $ 12.10 $ 10.98 $ 12.71 $ 13.34 $ 37.17 $ 25.16 $ 18.77 $ 15.44 $ 40.98 $ 11.52 $ 33.71 $ 45.18 $ 17.03 $ 32.11 $ 52.30 $ 30.58 $ 29.12 $ 27.73 $ 16.22 $ 27.73 $ 26.41 $ 30.58 $ 43.02 $ 32.11 $ 22.82 $ 25.16 $ 43.02 $ 40.98 $ 22.82 $ 17.88 $ 23.96 $ 27.73 $ 26.41 $ 30.58 $ 15.44 $ 15.44 $ 15.44 $ 76.01 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Hourly Maximum 22.39 23.51 30.01 36.48 62.39 48.88 28.58 17.55 27.22 24.69 22.39 22.39 22.39 17.55 15.91 18.42 19.34 53.89 36.48 27.22 22.39 59.42 16.71 48.88 65.51 24.69 46.55 75.83 44.34 42.23 40.21 23.51 40.21 38.30 44.34 62.39 46.55 33.08 36.48 62.39 59.42 33.08 25.92 34.74 40.21 38.30 44.34 22.39 22.39 22.39 76.01 $ $ $ $ $ $ $ Annual Minimum 32,115.20 33,737.60 43,056.00 52,332.80 89,481.60 70,116.80 40,996.80 $ $ $ $ $ $ $ Annual Maximum 46,571.20 48,900.80 62,420.80 75,878.40 129,771.20 101,670.40 59,446.40 $ 39,041.60 $ 56,617.60 $ 35,422.40 $ 51,355.20 $ $ $ $ $ 77,313.60 52,332.80 39,041.60 32,115.20 85,238.40 $ $ $ $ $ 112,091.20 75,878.40 56,617.60 46,571.20 123,593.60 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 70,116.80 93,974.40 35,422.40 66,788.80 108,784.00 63,606.40 60,569.60 57,678.40 33,737.60 57,678.40 54,932.80 63,606.40 89,481.60 66,788.80 47,465.60 52,332.80 89,481.60 85,238.40 47,465.60 37,190.40 49,836.80 57,678.40 54,932.80 63,606.40 32,115.20 32,115.20 32,115.20 158,100.80 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 101,670.40 136,260.80 51,355.20 96,824.00 157,726.40 92,227.20 87,838.40 83,636.80 48,900.80 83,636.80 79,664.00 92,227.20 129,771.20 96,824.00 68,806.40 75,878.40 129,771.20 123,593.60 68,806.40 53,913.60 72,259.20 83,636.80 79,664.00 92,227.20 46,571.20 46,571.20 46,571.20 158,100.80 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 210 - Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 1014 1731 2273 2261 1363 1391 1484 1398 0598 1455 1791 1769 1026 1933 1397 1480 2293 2294 2260 2142 1308 2086 1469 2192 0437 2254 0608 0609 0546 2274 1931 0415 0416 0380 1561 1632 2176 0023 1424 1759 1777 0443 0024 0204 1383 0497 2067 2215 0461 0577 0094 Title City Attorney, Assistant City Attorney, Assistant, Sr. City Attorney, Assistant, Sr. I City Attorney, Assistant, Sr. II City Attorney, Deputy City Auditor City Auditor, Assistant City Clerk City Clerk Assistant City Clerk, Deputy City Councilman City Engineer City Judge City Judge, Associate City Manager City Prosecutor City Prosecutor, Assistant I City Prosecutor, Assistant II City Prosecutor, Assistant, Sr. City Treasurer Civil Engineer Civil Engineer, Principal Civil Engineer, Sr. Claims Adjuster Code Enforcement Specialist Code Enforcement Supervisor Code Inspector I Code Inspector II Code Inspector, Sr Comm & Public Affairs Director Communications Director Communications Dispatcher Communications Supervisor Communications Technician Community Assistance Manager Community Planner 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 Scene Manager Crime Scene Specialist Crime Scene Specialist, Lead Crisis Intervention Specialist Hourly FTE's Minimum 2.50 $ 40.98 5.00 $ 39.02 $ 43.02 $ 47.43 3.00 $ 49.81 1.00 $ 57.07 1.00 $ 43.02 1.00 $ 56.71 2.00 $ 17.88 1.00 $ 33.71 6.00 $ 13.85 1.00 $ 52.30 1.00 $ 72.12 3.00 $ 70.60 1.00 $ 86.54 1.00 $ 49.81 $ 35.40 $ 39.02 $ 40.98 1.00 $ 68.66 1.00 $ 29.12 35.40 1.00 $ 5.00 $ 32.11 1.00 $ 29.12 2.00 $ 17.03 3.00 $ 30.58 $ 21.73 10.00 $ 23.96 1.00 $ 26.41 1.00 $ 45.18 1.00 $ 43.02 39.00 $ 19.71 6.00 $ 25.16 2.00 $ 21.73 1.00 $ 32.11 1.00 $ 26.41 3.00 $ 30.58 5.00 $ 17.88 6.00 $ 25.16 1.00 $ 40.98 2.00 $ 32.11 1.00 $ 18.77 28.00 $ 15.44 6.60 $ 17.88 3.00 $ 22.82 $ 22.82 1.00 $ 29.12 1.00 $ 29.12 8.00 $ 19.71 2.00 $ 22.82 6.00 $ 23.96 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Hourly Maximum 59.42 56.59 62.39 68.78 72.22 57.07 62.39 56.71 25.92 48.88 13.85 75.83 72.12 70.60 86.54 72.22 51.33 56.59 59.42 68.66 42.23 51.33 46.55 42.23 24.69 44.34 31.51 34.74 38.30 65.51 62.39 28.58 36.48 31.51 46.55 38.30 44.34 25.92 36.48 59.42 46.55 27.22 22.39 25.92 33.08 33.08 42.23 42.23 28.58 33.08 34.74 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 211 - Annual Minimum 85,238.40 81,161.60 89,481.60 98,654.40 103,604.80 118,705.60 89,481.60 117,956.80 37,190.40 70,116.80 18,000.00 108,784.00 150,009.60 146,848.00 180,003.20 103,604.80 73,632.00 81,161.60 85,238.40 142,812.80 60,569.60 73,632.00 66,788.80 60,569.60 35,422.40 63,606.40 45,198.40 49,836.80 54,932.80 93,974.40 89,481.60 40,996.80 52,332.80 45,198.40 66,788.80 54,932.80 63,606.40 37,190.40 52,332.80 85,238.40 66,788.80 39,041.60 32,115.20 37,190.40 47,465.60 47,465.60 60,569.60 60,569.60 40,996.80 47,465.60 49,836.80 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Maximum 123,593.60 117,707.20 129,771.20 143,062.40 150,217.60 118,705.60 129,771.20 117,956.80 53,913.60 101,670.40 18,000.00 157,726.40 150,009.60 146,848.00 180,003.20 150,217.60 106,766.40 117,707.20 123,593.60 142,812.80 87,838.40 106,766.40 96,824.00 87,838.40 51,355.20 92,227.20 65,540.80 72,259.20 79,664.00 136,260.80 129,771.20 59,446.40 75,878.40 65,540.80 96,824.00 79,664.00 92,227.20 53,913.60 75,878.40 123,593.60 96,824.00 56,617.60 46,571.20 53,913.60 68,806.40 68,806.40 87,838.40 87,838.40 59,446.40 68,806.40 72,259.20 Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 0337 0637 0638 0604 0431 1683 1276 0030 0422 0253 1704 1821 1494 0309 0412 1924 1051 0579 0580 0617 2199 2245 1882 2231 0583 2201 2213 1876 0073 0372 2097 0574 0489 0556 1711 1912 2084 2124 2116 1674 0402 0342 1916 0535 1914 0043 0044 0805 0045 0806 0517 Title Crisis Intervention Supervisor Cross Connection Contrl Spc II Cross Connection Control Spc I Custodial Worker Customer Service Rep, Lead Customer Service Director Customer Service Manager Customer Service Rep Customer Support Rep, Sr. Data Entry Specialist 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 Digital Content Specialist Digital Media Designer Diversity & Dialogue Director Downtown Business Specialist Drainage Inspector Economic & Tourism Dev Mgr Economic Vitality Director Economic Vitality Specialist Electrician Electronic Technician ‐ Water Emergency Management Coord 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 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 Hourly FTE's Minimum 1.00 $ 29.12 1.00 $ 25.16 1.00 $ 21.73 $ 13.34 3.00 $ 20.70 1.00 $ 43.02 2.00 $ 30.58 21.00 $ 14.71 3.00 $ 18.77 $ 12.10 1.00 $ 37.17 1.00 $ 35.40 1.00 $ 29.12 22.00 $ 17.88 9.00 $ 23.96 1.00 $ 37.17 1.00 $ 37.17 $ 16.22 10.00 $ 18.77 2.00 $ 21.73 $ 26.41 26.41 2.00 $ 1.00 $ 39.02 1.00 $ 26.41 2.00 $ 21.73 1.00 $ 40.98 1.00 $ 52.30 1.00 $ 33.71 8.00 $ 22.82 $ 20.70 1.00 $ 33.71 2.00 $ 25.16 1.00 $ 23.96 1.00 $ 20.70 3.00 $ 37.17 1.00 $ 35.40 1.00 $ 40.98 1.00 $ 35.40 5.00 $ 37.17 11.00 $ 30.58 1.00 $ 17.03 5.00 $ 17.03 1.00 $ 25.16 1.00 $ 18.77 1.00 $ 22.82 12.00 $ 15.44 11.00 $ 17.03 1.00 $ 17.88 45.00 $ 18.77 6.00 $ 18.77 2.00 $ 20.70 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Hourly Maximum 42.23 36.48 31.51 19.34 30.01 62.39 44.34 21.33 27.22 17.55 53.89 51.33 42.23 25.92 34.74 53.89 53.89 23.51 27.22 31.51 38.30 38.30 56.59 38.30 31.51 59.42 75.83 48.88 33.08 30.01 48.88 36.48 34.74 30.01 53.89 51.33 59.42 51.33 53.89 44.34 24.69 24.69 36.48 27.22 33.08 22.39 24.69 25.92 27.22 27.22 30.01 Annual Annual Minimum Maximum $ 60,569.60 $ 87,838.40 $ 52,332.80 $ 75,878.40 $ 45,198.40 $ 65,540.80 $ $ $ $ $ 43,056.00 89,481.60 63,606.40 30,596.80 39,041.60 $ $ $ $ $ 62,420.80 129,771.20 92,227.20 44,366.40 56,617.60 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 77,313.60 73,632.00 60,569.60 37,190.40 49,836.80 77,313.60 77,313.60 33,737.60 39,041.60 45,198.40 54,932.80 54,932.80 81,161.60 54,932.80 45,198.40 85,238.40 108,784.00 70,116.80 47,465.60 43,056.00 70,116.80 52,332.80 49,836.80 43,056.00 77,313.60 73,632.00 85,238.40 73,632.00 77,313.60 63,606.40 35,422.40 35,422.40 52,332.80 39,041.60 47,465.60 32,115.20 35,422.40 37,190.40 39,041.60 39,041.60 43,056.00 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 112,091.20 106,766.40 87,838.40 53,913.60 72,259.20 112,091.20 112,091.20 48,900.80 56,617.60 65,540.80 79,664.00 79,664.00 117,707.20 79,664.00 65,540.80 123,593.60 157,726.40 101,670.40 68,806.40 62,420.80 101,670.40 75,878.40 72,259.20 62,420.80 112,091.20 106,766.40 123,593.60 106,766.40 112,091.20 92,227.20 51,355.20 51,355.20 75,878.40 56,617.60 68,806.40 46,571.20 51,355.20 53,913.60 56,617.60 56,617.60 62,420.80 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 212 - Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 1878 0297 2216 1985 2202 2128 2133 2131 2130 2136 0538 0524 1646 1944 1930 1668 2174 0622 0618 2154 2079 2118 2207 2246 0541 1867 0214 2002 1976 1978 0998 0995 0996 1947 1956 1967 2228 2289 0533 0530 0570 0571 1968 0997 0573 1979 1992 0534 0531 0532 0569 Title Events Contract Coordinator Events Specialist Evidence Control Mgr Exec Asst for Spec Projects Exec Dir Community & Econ Dev Exec Dir Community Srvcs Exec Dir Human Resources Exec Dir Info Technology Exec Dir Public Works Exec Director Water Resources Executive Secretary Executive Secretary to Mayor Facilities Management Coord Facilities Management Director Facilities Management Spec Facilities Manager Facilities Supervisor Feed & Bedding Store Supervisr Feed & Bedding Worker Field Engineering Lead Field Engineering Supervisor Finance & Acctg Technology Dir Finance Analyst, Sr. Finance Director 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, Deputy Fire Chief, Exec Asst Fire Division Chief 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 Hourly FTE's Minimum 1.00 $ 23.96 $ 9.03 1.00 $ 29.12 2.00 $ 54.91 1.00 $ 60.54 1.00 $ 60.54 1.00 $ 57.66 1.00 $ 57.66 1.00 $ 60.54 1.00 $ 60.54 6.00 $ 20.70 1.00 $ 25.16 1.00 $ 26.41 1.00 $ 40.98 1.00 $ 18.77 1.00 $ 26.41 4.00 $ 27.73 1.00 $ 21.73 $ 16.22 1.00 $ 25.16 1.00 $ 32.11 1.00 $ 43.02 2.00 $ 30.58 1.00 $ 43.02 2.00 $ 17.88 1.00 $ 23.96 4.00 $ 18.77 $ 42.16 6.00 $ 30.11 $ 42.16 $ 33.03 54.00 $ 23.59 3.00 $ 33.03 1.00 $ 57.66 1.00 $ 51.24 2.00 $ 48.80 1.00 $ 53.80 6.00 $ 44.26 $ 29.96 57.00 $ 21.40 $ 21.73 4.00 $ 26.41 $ 42.16 3.00 $ 29.96 2.00 $ 33.03 2.00 $ 25.16 1.00 $ 29.12 $ 23.47 102.00 $ 16.76 $ 18.39 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Hourly Maximum 34.74 13.09 42.23 79.62 87.78 87.78 83.60 83.60 87.78 87.78 30.01 36.48 38.30 59.42 27.22 38.30 40.21 31.51 23.51 36.48 46.55 62.39 44.34 62.39 25.92 34.74 27.22 56.91 40.65 56.91 44.59 31.85 44.59 83.60 69.18 65.88 72.64 59.76 40.45 28.89 31.51 38.30 56.91 40.45 44.59 36.48 42.23 31.69 22.64 24.83 Annual Annual Minimum Maximum $ 49,836.80 $ 72,259.20 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 213 - 60,569.60 114,212.80 125,923.20 125,923.20 119,932.80 119,932.80 125,923.20 125,923.20 43,056.00 52,332.80 54,932.80 85,238.40 39,041.60 54,932.80 57,678.40 45,198.40 33,737.60 52,332.80 66,788.80 89,481.60 63,606.40 89,481.60 37,190.40 49,836.80 39,041.60 87,692.80 87,692.80 87,692.80 68,702.40 68,702.40 68,702.40 119,932.80 106,579.20 101,504.00 111,904.00 92,060.80 62,316.80 62,316.80 45,198.40 54,932.80 87,692.80 62,316.80 68,702.40 52,332.80 60,569.60 48,817.60 48,817.60 38,251.20 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 87,838.40 165,609.60 182,582.40 182,582.40 173,888.00 173,888.00 182,582.40 182,582.40 62,420.80 75,878.40 79,664.00 123,593.60 56,617.60 79,664.00 83,636.80 65,540.80 48,900.80 75,878.40 96,824.00 129,771.20 92,227.20 129,771.20 53,913.60 72,259.20 56,617.60 118,372.80 118,372.80 118,372.80 92,747.20 92,747.20 92,747.20 173,888.00 143,894.40 137,030.40 151,091.20 124,300.80 84,136.00 84,136.00 65,540.80 79,664.00 118,372.80 84,136.00 92,747.20 75,878.40 87,838.40 65,915.20 65,915.20 51,646.40 Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 2143 1913 1067 1773 2033 0563 0561 0557 0562 0432 2266 2263 2264 2265 2248 1697 1485 0393 1848 1982 0436 1710 1349 0391 0294 2060 0264 1654 1709 1905 1959 1898 1925 0513 0511 1569 1078 1899 0428 1079 0621 0324 1958 2146 0581 0582 1083 0614 0439 2101 1680 Title Fleet Coordinator Fleet Maint Superintendent Fleet Management Director Fleet Systems Coordinator Fleet Technician Crew Chief Fleet Technician I Fleet Technician II Fleet Technician III Fleet Technician, Lead Food Bank Specialist Forensic Laboratory Manager Forensic Scientist II Forensic Scientist III Forensic Scientist Supervisor GIS Analyst GIS Director GIS Manager GIS Technician GM Westworld Government Relations Director Grant Program Specialist Grant Program Specialist, Sr. Grants Accountant Graphics Designer Graphics Technician, Sr. Green Building Program Manager Group Leader Hearing Officer Housing Coordinator Human Resources Analyst Human Resources Analyst, Lead Human Resources Analyst, Sr. Human Resources Manager Human Resources Rep Human Resources Rep, Sr. Human Services Coordinator Human Services Manager Human Services Planner Human Services Rep Human Services Specialist HVAC Contracts Coordinator HVAC Technician Information Technology Dir Inspections Manager Inspector I Inspector II Internal Auditor Irrigation Systems Coordinator Irrigation Technician IT Project Manager IT Support Manager FTE's 1.00 1.00 1.00 3.00 6.00 20.00 3.00 1.00 1.00 2.00 8.00 2.00 2.00 1.00 1.00 5.00 1.00 1.00 3.00 5.00 1.00 2.00 1.00 1.00 2.00 2.00 3.00 1.00 7.00 3.00 1.00 1.50 5.00 3.00 1.00 10.00 11.70 1.00 7.00 1.00 1.00 13.00 1.00 9.00 1.00 1.00 Hourly Minimum $ 20.70 $ 29.12 $ 40.98 $ 27.73 $ 25.16 $ 17.03 $ 18.77 $ 20.70 $ 22.82 $ 13.34 $ 39.02 $ 27.73 $ 32.11 $ 35.40 $ 30.58 $ 43.02 $ 39.02 $ 25.16 $ 49.81 $ 45.18 $ 17.88 $ 19.71 $ 23.96 $ 22.82 $ 17.88 $ 33.71 $ 8.60 $ 45.18 $ 26.41 $ 22.82 $ 29.12 $ 27.73 $ 43.02 $ 15.44 $ 17.88 $ 26.41 $ 30.58 $ 30.58 $ 14.71 $ 22.82 $ 25.16 $ 22.82 $ 43.02 $ 37.17 $ 21.73 $ 23.96 $ 25.16 $ 25.16 $ 17.88 $ 35.40 $ 39.02 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Hourly Maximum 30.01 42.23 59.42 40.21 36.48 24.69 27.22 30.01 33.08 19.34 56.59 40.21 46.55 51.33 44.34 62.39 56.59 36.48 72.22 65.51 25.92 28.58 34.74 33.08 25.92 48.88 12.47 65.51 38.30 33.08 42.23 40.21 62.39 22.39 25.92 38.30 44.34 44.34 21.33 33.08 36.48 33.08 62.39 53.89 31.51 34.74 36.48 36.48 25.92 51.33 56.59 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Minimum 43,056.00 60,569.60 85,238.40 57,678.40 52,332.80 35,422.40 39,041.60 43,056.00 47,465.60 27,747.20 81,161.60 57,678.40 66,788.80 73,632.00 63,606.40 89,481.60 81,161.60 52,332.80 103,604.80 93,974.40 37,190.40 40,996.80 49,836.80 47,465.60 37,190.40 70,116.80 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Maximum 62,420.80 87,838.40 123,593.60 83,636.80 75,878.40 51,355.20 56,617.60 62,420.80 68,806.40 40,227.20 117,707.20 83,636.80 96,824.00 106,766.40 92,227.20 129,771.20 117,707.20 75,878.40 150,217.60 136,260.80 53,913.60 59,446.40 72,259.20 68,806.40 53,913.60 101,670.40 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 93,974.40 54,932.80 47,465.60 60,569.60 57,678.40 89,481.60 32,115.20 37,190.40 54,932.80 63,606.40 63,606.40 30,596.80 47,465.60 52,332.80 47,465.60 89,481.60 77,313.60 45,198.40 49,836.80 52,332.80 52,332.80 37,190.40 73,632.00 81,161.60 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 136,260.80 79,664.00 68,806.40 87,838.40 83,636.80 129,771.20 46,571.20 53,913.60 79,664.00 92,227.20 92,227.20 44,366.40 68,806.40 75,878.40 68,806.40 129,771.20 112,091.20 65,540.80 72,259.20 75,878.40 75,878.40 53,913.60 106,766.40 117,707.20 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 214 - Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 0424 0423 1797 2189 0527 2050 1794 0606 1473 0400 0064 1085 2193 2165 2164 0066 0607 0067 1089 0495 0069 0605 2194 0315 0485 0072 0361 0190 0615 1786 0602 2150 2173 0322 0325 0326 0327 0328 0519 0355 1918 2018 1983 2107 2210 1178 2233 0078 0547 2099 0555 Title IT Technician IT Technician, Sr. ITS Analyst ITS Manager ITS Technician, Sr. Job Preparation Specialist 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 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 Mayor's Chief of Staff Motor Sweeper Operator Municipal Security Guard, Lead Municipal Security Manager Museum Attendant FTE's 6.00 4.00 1.00 1.00 1.00 1.00 3.00 1.00 8.00 3.00 17.00 7.00 3.00 6.00 19.84 21.87 2.00 1.00 4.25 13.34 9.00 2.00 20.39 4.00 2.00 1.00 1.00 1.00 3.00 2.00 7.00 27.00 19.75 48.00 16.00 4.00 8.00 1.00 1.00 1.00 1.00 1.00 7.00 2.00 1.00 Hourly Minimum $ 21.73 $ 25.16 $ 27.73 $ 33.71 $ 25.16 $ 16.22 $ 25.16 $ 22.82 $ 25.16 $ 18.77 $ 17.88 $ 21.73 $ 23.96 $ 26.41 $ 29.12 $ 12.10 $ 16.22 $ 12.71 $ 40.98 $ 10.98 $ 10.45 $ 8.60 $ 18.77 $ 18.77 $ 12.10 $ 10.98 $ 18.77 $ 12.10 $ 25.16 $ 25.16 $ 13.34 $ 26.41 $ 25.16 $ 22.82 $ 17.88 $ 21.73 $ 13.34 $ 16.22 $ 17.03 $ 19.71 $ 26.41 $ 30.58 $ 25.16 $ 25.16 $ 26.41 $ 27.69 $ 39.02 $ 18.77 $ 17.88 $ 29.12 $ 9.03 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Hourly Maximum 31.51 36.48 40.21 48.88 36.48 23.51 36.48 33.08 36.48 27.22 25.92 31.51 34.74 38.30 42.23 17.55 23.51 18.42 59.42 15.91 15.16 12.47 27.22 27.22 17.55 15.91 27.22 17.55 36.48 36.48 19.34 38.30 36.48 33.08 25.92 31.51 19.34 23.51 24.69 28.58 38.30 44.34 36.48 36.48 38.30 27.69 56.59 27.22 25.92 42.23 13.09 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Minimum 45,198.40 52,332.80 57,678.40 70,116.80 52,332.80 33,737.60 52,332.80 47,465.60 52,332.80 39,041.60 37,190.40 45,198.40 49,836.80 54,932.80 60,569.60 25,168.00 33,737.60 26,436.80 85,238.40 22,838.40 21,736.00 17,888.00 39,041.60 39,041.60 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Maximum 65,540.80 75,878.40 83,636.80 101,670.40 75,878.40 48,900.80 75,878.40 68,806.40 75,878.40 56,617.60 53,913.60 65,540.80 72,259.20 79,664.00 87,838.40 36,504.00 48,900.80 38,313.60 123,593.60 33,092.80 31,532.80 25,937.60 56,617.60 56,617.60 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 39,041.60 25,168.00 52,332.80 52,332.80 27,747.20 54,932.80 52,332.80 47,465.60 37,190.40 45,198.40 27,747.20 33,737.60 35,422.40 40,996.80 54,932.80 63,606.40 52,332.80 52,332.80 54,932.80 36,000.00 81,161.60 39,041.60 37,190.40 60,569.60 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 56,617.60 36,504.00 75,878.40 75,878.40 40,227.20 79,664.00 75,878.40 68,806.40 53,913.60 65,540.80 40,227.20 48,900.80 51,355.20 59,446.40 79,664.00 92,227.20 75,878.40 75,878.40 79,664.00 36,000.00 117,707.20 56,617.60 53,913.60 87,838.40 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 215 - Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 2147 1788 0318 0603 2047 1352 1772 0640 0644 0079 2247 2256 1945 0082 0475 0418 0539 0317 1819 2098 0493 0494 1984 2157 1107 1321 1639 1892 1142 2075 0367 0230 0488 1806 2137 0075 2205 0092 1450 1815 1109 2058 2223 1932 2091 2219 1449 0505 0999 0096 0272 Title Neighborhood Resource Supv Network Security Engineer Occupancy Specialist Office Assistant Office Coordinator Office Coordinator Manager Office Coordinator Mgr ‐ Law Paralegal Paralegal, Senior Parking Control Checker Parks & Rec and Human Svcs Dir Parks & Rec Operations Supervisor 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 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 Police Chief, Assistant Police Commander Police Communications Op Mgr Police Forensic Services Dir Police Intelligence Analyst Police Intelligence Specialist Police Lieutenant Police Officer Police Officer Trainee Hourly FTE's Minimum 1.00 $ 29.12 1.00 $ 40.98 1.00 $ 17.88 $ 15.44 4.00 $ 19.71 5.00 $ 22.82 $ 23.96 $ 21.73 1.00 $ 25.16 1.00 $ 15.44 1.00 $ 54.91 $ 25.16 6.00 $ 30.58 2.75 $ 9.95 1.00 $ 17.88 4.00 $ 17.03 1.00 $ 20.70 2.00 $ 18.77 1.00 $ 29.12 1.00 $ 25.16 1.00 $ 18.77 1.00 $ 21.73 1.00 $ 37.17 5.00 $ 43.02 6.00 $ 25.16 3.00 $ 21.73 1.00 $ 29.12 1.00 $ 35.40 10.50 $ 27.73 1.00 $ 33.71 2.00 $ 17.03 2.50 $ 18.77 4.00 $ 25.16 6.00 $ 27.73 1.00 $ 49.81 4.00 $ 22.82 4.00 $ 37.17 41.00 $ 18.77 1.00 $ 25.16 3.00 $ 27.73 1.00 $ 63.57 2.00 $ 54.91 1.00 $ 54.91 6.00 $ 47.43 1.00 $ 30.58 1.00 $ 43.02 1.00 $ 25.16 1.00 $ 18.77 18.00 $ 39.02 328.00 $ 26.41 $ 23.96 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Hourly Maximum 42.23 59.42 25.92 22.39 28.58 33.08 34.74 31.51 36.48 22.39 79.62 36.48 44.34 14.43 25.92 24.69 30.01 27.22 42.23 36.48 27.22 31.51 53.89 62.39 36.48 31.51 42.23 51.33 40.21 48.88 24.69 27.22 36.48 40.21 72.22 33.08 53.89 27.22 36.48 40.21 92.17 79.62 79.62 68.78 44.34 62.39 36.48 27.22 56.59 38.30 34.74 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 216 - Annual Minimum 60,569.60 85,238.40 37,190.40 32,115.20 40,996.80 47,465.60 49,836.80 45,198.40 52,332.80 32,115.20 114,212.80 52,332.80 63,606.40 20,696.00 37,190.40 35,422.40 43,056.00 39,041.60 60,569.60 52,332.80 39,041.60 45,198.40 77,313.60 89,481.60 52,332.80 45,198.40 60,569.60 73,632.00 57,678.40 70,116.80 35,422.40 39,041.60 52,332.80 57,678.40 103,604.80 47,465.60 77,313.60 39,041.60 52,332.80 57,678.40 132,225.60 114,212.80 114,212.80 98,654.40 63,606.40 89,481.60 52,332.80 39,041.60 81,161.60 54,932.80 49,836.80 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Maximum 87,838.40 123,593.60 53,913.60 46,571.20 59,446.40 68,806.40 72,259.20 65,540.80 75,878.40 46,571.20 165,609.60 75,878.40 92,227.20 30,014.40 53,913.60 51,355.20 62,420.80 56,617.60 87,838.40 75,878.40 56,617.60 65,540.80 112,091.20 129,771.20 75,878.40 65,540.80 87,838.40 106,766.40 83,636.80 101,670.40 51,355.20 56,617.60 75,878.40 83,636.80 150,217.60 68,806.40 112,091.20 56,617.60 75,878.40 83,636.80 191,713.60 165,609.60 165,609.60 143,062.40 92,227.20 129,771.20 75,878.40 56,617.60 117,707.20 79,664.00 72,259.20 Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 0456 2222 2224 0597 0599 0339 2056 2221 0227 0100 0009 2178 2087 2156 0560 1432 2085 1498 2217 0612 0518 0471 1384 1732 0653 2278 2280 2285 2290 2291 2140 1572 2003 1973 0647 2258 2259 2225 2242 2239 0593 0594 1562 1124 1125 1487 2049 1935 0610 2064 2117 Title 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 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 Pub Saf Records Spc, Sr Pub Saf Oper Support Dir Pub Saf Records Mngr Pub Saf Tech & Records Dir Pub Saf Resource Mngr Pub Saf Plan Rsrch & Acred Dir Pro‐Tem Judge Public Affairs Manager Public Education Officer Public Information Officer Public Records Request Admin Public Safety Analyst Public Safety Analyst, Senior Public Safety Budget Manager Public Safety Comm Systems Mgr Public Safety Personnel Mgr Public Works Inspector I Public Works Inspector II Public Works Planner Public Works Project Coord Purchasing Director Purchasing Operations Manager Quality Assurance Coordinator Radio Communications Engineer Radio Communictions Tech, Sr Radio Engineering Manager Radio Systems Integrator FTE's 2.00 5.00 58.00 1.00 4.22 10.10 2.00 1.00 3.00 3.00 1.00 9.00 1.00 1.00 3.50 6.00 5.00 6.00 7.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 3.50 1.00 3.00 2.00 1.00 1.00 1.00 11.00 1.00 1.00 1.00 2.00 1.00 1.00 1.00 1.00 Hourly Minimum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 40.98 35.40 20.70 21.73 35.40 29.12 43.02 27.73 17.88 13.34 22.82 26.41 30.58 21.73 29.12 35.40 32.11 22.82 18.77 17.03 15.44 30.58 35.40 17.88 40.98 29.12 43.02 29.12 35.40 52.30 32.11 25.16 29.12 25.16 25.16 27.73 35.40 30.58 37.17 22.82 26.41 27.73 26.41 40.98 29.12 29.12 30.58 23.96 40.98 29.12 Hourly Maximum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 59.42 51.33 30.01 31.51 51.33 42.23 62.39 40.21 25.92 19.34 33.08 38.30 44.34 31.51 42.23 51.33 46.55 33.08 27.22 24.69 22.39 44.34 51.33 25.92 59.42 42.23 62.39 42.23 51.33 75.83 46.55 36.48 42.23 36.48 36.48 40.21 51.33 44.34 53.89 33.08 38.30 40.21 38.30 59.42 42.23 42.23 44.34 34.74 59.42 42.23 Annual Minimum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 217 - 85,238.40 73,632.00 43,056.00 45,198.40 73,632.00 60,569.60 89,481.60 57,678.40 37,190.40 27,747.20 47,465.60 54,932.80 63,606.40 45,198.40 60,569.60 73,632.00 66,788.80 47,465.60 39,041.60 35,422.40 32,115.20 63,606.40 73,632.00 37,190.40 85,238.40 60,569.60 89,481.60 60,569.60 73,632.00 108,784.00 66,788.80 52,332.80 60,569.60 52,332.80 52,332.80 57,678.40 73,632.00 63,606.40 77,313.60 47,465.60 54,932.80 57,678.40 54,932.80 85,238.40 60,569.60 60,569.60 63,606.40 49,836.80 85,238.40 60,569.60 Annual Maximum $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 123,593.60 106,766.40 62,420.80 65,540.80 106,766.40 87,838.40 129,771.20 83,636.80 53,913.60 40,227.20 68,806.40 79,664.00 92,227.20 65,540.80 87,838.40 106,766.40 96,824.00 68,806.40 56,617.60 51,355.20 46,571.20 92,227.20 106,766.40 53,913.60 123,593.60 87,838.40 129,771.20 87,838.40 106,766.40 157,726.40 96,824.00 75,878.40 87,838.40 75,878.40 75,878.40 83,636.80 106,766.40 92,227.20 112,091.20 68,806.40 79,664.00 83,636.80 79,664.00 123,593.60 87,838.40 87,838.40 92,227.20 72,259.20 123,593.60 87,838.40 Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 2109 0575 0107 2127 1130 0588 0589 1333 0111 0112 0113 0256 2177 0115 0223 2151 1314 1495 1136 0616 2238 2093 2041 2255 2042 0587 0668 0586 0585 0669 0670 0117 0319 2100 0427 2163 1651 0392 0590 2094 2095 1640 0398 2170 2172 2200 0258 0671 0672 2180 2208 Title 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 Revenue Collector Revenue Collector, Sr. Right of Way Supervisor Right‐Of‐Way Agent Right‐Of‐Way Agent, Sr. Risk Management Director Safety Coordinator Safety Fitness Wellness Coord Safety Manager Scientist Scientist, Principal Scientist, Senior Seasonal Aquatic Pool Manager Seasonal Assistant Pool Manager Seasonal Instructor Seasonal Lifeguard Seasonal Rec Leader I Seasonal Rec Leader II 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 Specialty Class Instructor I Specialty Class Instructor II Stadium Facilities Lead Stadium Supervisor Hourly FTE's Minimum 1.00 $ 30.58 2.00 $ 22.82 $ 12.10 1.00 $ 25.16 $ 29.12 14.00 $ 16.22 3.00 $ 17.88 7.00 $ 22.82 16.44 $ 8.60 78.58 $ 13.34 22.00 $ 17.88 10.00 3.00 3.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 1.00 3.00 1.00 10.31 3.88 1.00 3.00 1.00 2.00 4.00 4.00 4.00 1.00 5.00 5.00 1.00 1.00 1.00 1.00 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 25.16 18.77 20.70 30.58 23.96 26.41 43.02 18.77 29.12 33.71 23.96 32.11 27.73 17.88 13.34 11.52 10.98 8.60 13.34 15.44 15.44 22.82 15.44 32.11 32.11 12.71 17.03 30.58 37.17 40.98 19.71 26.41 29.12 29.12 9.85 9.48 14.71 25.16 26.41 $ $ $ $ $ $ $ $ $ $ $ Hourly Maximum 44.34 33.08 17.55 36.48 42.23 23.51 25.92 33.08 12.47 19.34 25.92 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 36.48 27.22 30.01 44.34 34.74 38.30 62.39 27.22 42.23 48.88 34.74 46.55 40.21 25.92 19.34 16.71 15.91 12.47 19.34 22.39 22.39 33.08 22.39 46.55 46.55 18.42 24.69 44.34 53.89 59.42 28.58 38.30 42.23 42.23 19.77 13.75 21.33 36.48 38.30 Annual Annual Minimum Maximum $ 63,606.40 $ 92,227.20 $ 47,465.60 $ 68,806.40 $ $ $ $ $ $ $ $ 52,332.80 60,569.60 33,737.60 37,190.40 47,465.60 17,888.00 27,747.20 37,190.40 $ $ $ $ $ $ $ $ 75,878.40 87,838.40 48,900.80 53,913.60 68,806.40 25,937.60 40,227.20 53,913.60 $ $ $ $ $ $ $ $ $ $ $ $ $ 52,332.80 39,041.60 43,056.00 63,606.40 49,836.80 54,932.80 89,481.60 39,041.60 60,569.60 70,116.80 49,836.80 66,788.80 57,678.40 $ $ $ $ $ $ $ $ $ $ $ $ $ 75,878.40 56,617.60 62,420.80 92,227.20 72,259.20 79,664.00 129,771.20 56,617.60 87,838.40 101,670.40 72,259.20 96,824.00 83,636.80 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 32,115.20 32,115.20 47,465.60 32,115.20 66,788.80 66,788.80 26,436.80 35,422.40 63,606.40 77,313.60 85,238.40 40,996.80 54,932.80 60,569.60 60,569.60 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 46,571.20 46,571.20 68,806.40 46,571.20 96,824.00 96,824.00 38,313.60 51,355.20 92,227.20 112,091.20 123,593.60 59,446.40 79,664.00 87,838.40 87,838.40 $ 52,332.80 $ 75,878.40 $ 54,932.80 $ 79,664.00 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 218 - Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 0063 1921 2036 2037 2191 2227 2126 2169 2184 1807 1808 0124 1671 1612 1828 1827 2027 1681 1441 1442 0499 0498 1744 0496 0308 0138 2029 1966 1964 1965 2159 1504 0526 0175 2153 0276 0274 0273 2171 2148 1962 1961 1960 0516 0525 2062 2243 1884 1885 0504 1906 Title Stock Clerk, Lead Storm Water Planner Stormwater Engineer Stormwater Engineer, Sr Stormwater Manager Strategic Initiatives Director Strategic Programs Manager Street Operations Director Street Operations Manager Structural Engineer, Sr. Structural Plans Examiner Student Worker Systems Analyst, Sr. Systems Integrator Systems Integrator, Lead Systems Integrator, Sr. Tax and License Manager Tax Audit Manager Tax Auditor Tax Auditor, Sr. Technology Coordinator Technology Specialist Telecom Policy Coordinator Telemetry Controls Spec, Sr. 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 Utility Technology Supervisor Victim Advocate Victim Advocate, Sr. Victim Assistance Notif Spec Victim Services Manager Hourly FTE's Minimum 2.00 $ 16.22 $ 25.16 $ 29.12 3.00 $ 32.11 1.00 $ 37.17 $ 45.18 1.00 $ 40.98 1.00 $ 40.98 1.00 $ 35.40 1.00 $ 32.11 2.00 $ 25.16 $ 7.80 1.00 $ 26.41 22.00 $ 29.12 7.00 $ 35.40 2.00 $ 33.71 1.00 $ 30.58 1.00 $ 33.71 $ 21.73 8.00 $ 25.16 9.00 $ 22.82 20.70 6.00 $ 1.00 $ 30.58 1.00 $ 26.41 4.00 $ 23.96 1.00 $ $ 1.00 $ 5.00 $ 1.00 $ $ 3.00 $ $ 1.00 $ 2.00 $ 5.00 $ 2.00 $ 1.00 $ 1.00 $ $ 3.00 $ 2.00 $ $ 1.00 $ 2.00 $ 1.00 $ 2.50 $ 1.00 $ 0.50 $ 1.00 $ 33.71 29.12 35.40 32.11 39.02 25.16 22.82 19.71 27.73 22.82 21.73 23.96 30.58 30.58 25.16 29.12 35.40 17.88 20.70 25.16 27.73 22.82 25.16 12.71 29.12 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Hourly Maximum 23.51 36.48 42.23 46.55 53.89 65.51 59.42 59.42 51.33 46.55 36.48 11.31 38.30 42.23 51.33 48.88 44.34 48.88 31.51 36.48 33.08 30.01 44.34 38.30 34.74 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 48.88 42.23 51.33 46.55 56.59 36.48 33.08 28.58 40.21 33.08 31.51 34.74 44.34 44.34 36.48 42.23 51.33 25.92 30.01 36.48 40.21 33.08 36.48 18.42 42.23 $ $ $ $ $ $ $ $ $ $ $ Annual Minimum 33,737.60 52,332.80 60,569.60 66,788.80 77,313.60 93,974.40 85,238.40 85,238.40 73,632.00 66,788.80 52,332.80 $ $ $ $ $ $ $ $ $ $ $ Annual Maximum 48,900.80 75,878.40 87,838.40 96,824.00 112,091.20 136,260.80 123,593.60 123,593.60 106,766.40 96,824.00 75,878.40 $ $ $ $ $ $ $ $ $ $ $ $ $ 54,932.80 60,569.60 73,632.00 70,116.80 63,606.40 70,116.80 45,198.40 52,332.80 47,465.60 43,056.00 63,606.40 54,932.80 49,836.80 $ $ $ $ $ $ $ $ $ $ $ $ $ 79,664.00 87,838.40 106,766.40 101,670.40 92,227.20 101,670.40 65,540.80 75,878.40 68,806.40 62,420.80 92,227.20 79,664.00 72,259.20 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 70,116.80 60,569.60 73,632.00 66,788.80 81,161.60 52,332.80 47,465.60 40,996.80 57,678.40 47,465.60 45,198.40 49,836.80 63,606.40 63,606.40 52,332.80 60,569.60 73,632.00 37,190.40 43,056.00 52,332.80 57,678.40 47,465.60 52,332.80 26,436.80 60,569.60 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 101,670.40 87,838.40 106,766.40 96,824.00 117,707.20 75,878.40 68,806.40 59,446.40 83,636.80 68,806.40 65,540.80 72,259.20 92,227.20 92,227.20 75,878.40 87,838.40 106,766.40 53,913.60 62,420.80 75,878.40 83,636.80 68,806.40 75,878.40 38,313.60 87,838.40 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 219 - Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 2268 1353 2187 0658 0438 0667 0619 0482 2112 0641 0642 0420 2063 1490 2196 0625 0626 0627 2288 0633 0634 0635 0636 0465 0639 1277 0248 2197 2043 2017 0383 2211 0377 2162 2253 1188 1468 1809 0265 2008 2257 0632 2182 0224 0628 0629 0630 0631 2232 0620 2234 Title Video Engineer Video Production Specialist Video Production Supervisor W/WW Maintenance Tech III W/WW Treatment Plant Op I W/WW Treatment Plant Op III Warehouse Mail Technician Wastewater Collection Tech Wastewater Treatment Manager Water Asset Mgmt Tech I Water Asset Mgmt Tech II Water Audit Technician Water Conservation Coordinator Water Conservation Specialist Water Distribution Manager Water Electronic Tech I Water Electronic Tech II Water Electronic Tech III Water Maintenance Manager Water Maintenance Tech I Water Maintenance Tech II Water Maintenance Tech III Water Maintenance Tech IV Water Maintenance Technician Water Meter Reader I Water Meter Reader Manager Water Meter Reader, Lead Water Production Manager Water Quality Coordinator Water Quality Director Water Quality Specialist Water Quality Specialist, Sr Water Quality Technician Water Resources Administrator Water Resources Advisor Water Resources Analyst Water Resources Engineer Water Resources Engineer, Sr. Water Resources Pipeline Water Resources Plng & Eng Dir Water Resources Principal Eng Water Service Worker V Water Services Director Water Services Worker Water Services Worker I Water Services Worker II Water Services Worker III Water Services Worker IV Water Systems Advisor Water Systems Analyst Water Systems Supervisor FTE's 0.60 2.00 1.00 1.00 2.00 3.00 1.00 1.00 1.00 2.00 1.00 3.00 1.00 1.00 9.00 2.00 1.00 1.00 14.00 6.00 2.00 10.00 1.00 1.00 1.00 2.00 1.00 5.00 1.00 2.00 1.00 1.00 1.00 2.00 2.00 1.00 3.00 1.00 1.00 2.00 10.00 6.00 10.00 2.00 4.00 1.00 Hourly Minimum $ 27.73 $ 26.41 $ 29.12 $ 20.70 $ 17.88 $ 21.73 $ 14.01 $ 20.70 $ 35.40 $ 20.70 $ 22.82 $ 17.88 $ 26.41 $ 23.96 $ 35.40 $ 18.77 $ 20.70 $ 22.82 $ 35.40 17.03 $ $ 19.71 $ 20.70 $ 22.82 $ 18.77 $ 14.71 $ 22.82 $ 18.77 $ 35.40 $ 27.73 $ 43.02 $ 21.73 $ 23.96 $ 19.71 $ 54.91 $ 37.17 $ 26.41 $ 29.12 $ 32.11 43.02 35.40 20.70 43.02 16.22 14.01 15.44 17.03 18.77 37.17 26.41 29.12 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Hourly Maximum 40.21 38.30 42.23 30.01 25.92 31.51 20.31 30.01 51.33 30.01 33.08 25.92 38.30 34.74 51.33 27.22 30.01 33.08 51.33 24.69 28.58 30.01 33.08 27.22 21.33 33.08 27.22 51.33 40.21 62.39 31.51 34.74 28.58 79.62 53.89 38.30 42.23 46.55 $ $ $ $ $ $ $ $ $ $ $ $ 62.39 51.33 30.01 62.39 23.51 20.31 22.39 24.69 27.22 53.89 38.30 42.23 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Minimum 57,678.40 54,932.80 60,569.60 43,056.00 37,190.40 45,198.40 29,140.80 43,056.00 73,632.00 43,056.00 47,465.60 37,190.40 54,932.80 49,836.80 73,632.00 39,041.60 43,056.00 47,465.60 73,632.00 35,422.40 40,996.80 43,056.00 47,465.60 39,041.60 30,596.80 47,465.60 39,041.60 73,632.00 57,678.40 89,481.60 45,198.40 49,836.80 40,996.80 114,212.80 77,313.60 54,932.80 60,569.60 66,788.80 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Maximum 83,636.80 79,664.00 87,838.40 62,420.80 53,913.60 65,540.80 42,244.80 62,420.80 106,766.40 62,420.80 68,806.40 53,913.60 79,664.00 72,259.20 106,766.40 56,617.60 62,420.80 68,806.40 106,766.40 51,355.20 59,446.40 62,420.80 68,806.40 56,617.60 44,366.40 68,806.40 56,617.60 106,766.40 83,636.80 129,771.20 65,540.80 72,259.20 59,446.40 165,609.60 112,091.20 79,664.00 87,838.40 96,824.00 $ $ $ $ $ $ $ $ $ $ $ $ 89,481.60 73,632.00 43,056.00 89,481.60 33,737.60 29,140.80 32,115.20 35,422.40 39,041.60 77,313.60 54,932.80 60,569.60 $ $ $ $ $ $ $ $ $ $ $ $ 129,771.20 106,766.40 62,420.80 129,771.20 48,900.80 42,244.80 46,571.20 51,355.20 56,617.60 112,091.20 79,664.00 87,838.40 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 220 - Table of Contents FY 2013/14 Classification/Compensation Plan Divisions FY 2013/14 Classification/Compensation Plan Job Code 0651 0657 0643 2181 2188 2077 2241 2244 2209 2179 0189 2249 2252 2251 0623 0624 0261 0307 Title Water Wastewater Main Tech I Water Wastewater Main Tech II Water Wastewater Main Tech IV Water/Wastewater Ops Supervisr Web & Media Services Manager Web Services Engineer WestWorld Business Manager WestWorld Director Worker's Comp Claims Adjuster Workforce Development Analyst Wrangler Wtr Quality Laboratory Manager Wtr Quality Regulatory Manager Wtr Reclmation Services Dir Wtr/Wstwtr Trtmnt Plnt Oper II Wtr/Wstwtr Trtmnt Plnt Oper IV Youth Sports Coach Youth Sports Official Total FTE's 1.00 5.00 1.00 2.00 1.00 1.00 1.00 2.10 1.00 1.00 1.00 28.00 8.00 Hourly Minimum $ 17.03 $ 18.77 $ 22.82 $ 27.73 $ 39.02 $ 33.71 $ 27.73 $ 37.17 $ 29.12 $ 27.73 $ 11.52 $ 35.40 $ 35.40 $ 43.02 $ 19.71 $ 26.41 $ 9.48 $ 10.45 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Hourly Maximum 24.69 27.22 33.08 40.21 56.59 48.88 40.21 53.89 42.23 40.21 16.71 51.33 51.33 62.39 28.58 38.30 13.75 15.16 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ 2,429.72 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 221 - Annual Minimum 35,422.40 39,041.60 47,465.60 57,678.40 81,161.60 70,116.80 57,678.40 77,313.60 60,569.60 57,678.40 23,961.60 73,632.00 73,632.00 89,481.60 40,996.80 54,932.80 $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ $ Annual Maximum 51,355.20 56,617.60 68,806.40 83,636.80 117,707.20 101,670.40 83,636.80 112,091.20 87,838.40 83,636.80 34,756.80 106,766.40 106,766.40 129,771.20 59,446.40 79,664.00 Table of Contents Operating Budget by Division, Department and Account Category Divisions Operating Budget By Division, Department & Account Category The following matrix provides a summary of the total adopted FY 2013/14 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 department and division. Division/Department FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2013/14 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL 10.00 534,886 373,206 19,800 0 0 927,892 TOTAL MAYOR AND CITY COUNCIL 10.00 534,886 373,206 19,800 0 0 927,892 CIVIL 22.50 2,654,252 111,205 49,200 0 0 2,814,657 PROSECUTION 26.00 2,305,056 155,023 19,788 0 0 2,479,867 CITY ATTORNEY VICTIM SERVICES 5.00 389,538 19,828 3,994 0 0 413,360 53.50 5,348,846 286,056 72,982 0 0 5,707,884 CITY AUDITOR 7.00 710,766 36,937 2,350 0 0 750,053 TOTAL CITY AUDITOR 7.00 710,766 36,937 2,350 0 0 750,053 CITY CLERK 8.00 595,880 617,164 4,575 0 0 1,217,619 TOTAL CITY CLERK 8.00 595,880 617,164 4,575 0 0 1,217,619 CITY COURT 56.48 4,292,875 1,603,093 47,669 0 0 5,943,637 TOTAL CITY COURT 56.48 4,292,875 1,603,093 47,669 0 0 5,943,637 CITY MANAGER 5.00 688,450 177,960 20,825 0 0 887,235 TOTAL CITY MANAGER 5.00 688,450 177,960 20,825 0 0 887,235 5.00 542,284 261,070 1,447 0 0 804,801 24.00 1,744,482 707,033 10,909 0 0 2,462,424 5.00 411,968 24,351 0 0 0 436,319 52.00 3,615,938 1,357,982 28,417 0 0 5,002,337 7.00 729,272 7,240,399 84,519 0 0 8,054,190 93.00 7,043,944 9,590,835 125,292 0 0 16,760,071 TOTAL CITY ATTORNEY CITY AUDITOR CITY CLERK CITY COURT CITY MANAGER CITY TREASURER - FINANCE AND ACCOUNTING CITY TREASURER AND FINANCE ACCOUNTING BUDGET BUSINESS SERVICES RISK MANAGEMENT TOTAL CITY TREASURER - FINANCE AND ACCOUNTING ADMINISTRATIVE SERVICES COMMUNICATIONS 8.10 722,800 36,020 9,250 0 0 768,070 HUMAN RESOURCES 24.50 2,342,526 27,403,606 134,815 50,000 0 29,930,947 INFORMATION TECHNOLOGY 70.81 7,311,394 1,901,467 163,217 842,633 387,000 10,605,711 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 222 - Table of Contents Operating Budget by Division, Department and Account Category Divisions Operating Budget By Division, Department & Account Category Division/Department FTE PURCHASING TOTAL ADMINISTRATIVE SERVICES Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2013/14 Total 24.00 1,645,855 431,009 210,285 36,000 0 2,323,149 127.41 12,022,575 29,772,102 517,567 928,633 387,000 43,627,877 14.00 1,070,528 782,872 58,750 85,000 0 1,997,150 10.00 1,132,796 13,610,803 14,878 0 617,348 15,375,825 149.50 12,874,885 8,976,474 388,732 9,950 172,095 22,422,136 COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION ECONOMIC DEVELOPMENT PLANNING / NEIGHBORHOOD / TRANSPORTATION WESTWORLD 17.00 1,651,741 1,751,878 460,395 0 95,000 3,959,014 190.50 16,729,950 25,122,027 922,755 94,950 884,443 43,754,125 3.00 395,344 268,506 1,262 0 0 665,112 HUMAN SERVICES 67.94 4,149,472 12,165,817 636,130 0 0 16,951,419 LIBRARY SYSTEMS 118.30 7,128,414 832,114 1,298,169 0 0 9,258,697 PARKS & RECREATION 261.99 13,937,370 6,166,990 2,199,995 0 255,000 22,559,355 3.00 193,866 67,766 26,700 0 0 288,332 454.23 25,804,466 19,501,193 4,162,256 0 255,000 49,722,915 PUBLIC SAFETY EMERGENCY MANAGEMENT SERVICES 11.00 1,039,817 723,176 14,787 0 0 1,777,780 PUBLIC SAFETY OPERATIONAL SUPPORT SERVICES 67.00 5,247,614 4,369,303 1,629,034 0 0 11,245,951 TOTAL PUBLIC SAFETY 78.00 6,287,431 5,092,479 1,643,821 0 0 13,023,731 232.00 21,553,102 4,030,030 37,217 0 0 25,620,349 20.00 2,057,296 175,457 45,019 30,000 0 2,307,772 252.00 23,610,398 4,205,487 82,236 30,000 0 27,928,121 TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN PRESERVE MANAGEMENT TOTAL COMMUNITY SERVICES PUBLIC SAFETY PUBLIC SAFETY - FIRE FIRE EMERGENCY SERVICES FIRE SUPPORT SERVICES TOTAL PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF 9.00 1,344,045 99,693 26,800 0 0 1,470,538 POLICE UNIFORMED SERVICES 413.10 42,014,234 8,254,339 235,628 10,450 0 50,514,651 INVESTIGATIVE SERVICES 174.50 19,038,971 3,603,760 826,826 60,000 0 23,529,557 TOTAL PUBLIC SAFETY - POLICE 596.60 62,397,250 11,957,792 1,089,254 70,450 0 75,514,746 CAPITAL PROJECT MANAGEMENT 44.00 430,570 364,341 5,870 0 0 800,781 FACILITIES MANAGEMENT 54.00 4,298,688 11,548,072 1,108,541 70,500 1,340,975 18,366,776 PUBLIC WORKS City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 223 - Table of Contents Operating Budget by Division, Department and Account Category Divisions Operating Budget By Division, Department & Account Category Division/Department FTE Personnel Services Contractual Services Commodities Capital Outlays Operating Projects Adopted FY 2013/14 Total FLEET MANAGEMENT 46.00 3,353,934 1,461,028 8,413,617 6,194,700 0 19,423,279 SOLID WASTE MANAGEMENT 90.00 6,109,590 10,377,979 596,490 1,175 0 17,085,234 STREET OPERATIONS 60.00 4,191,056 8,200,035 845,277 10,000 0 13,246,368 294.00 18,383,838 31,951,455 10,969,795 6,276,375 1,340,975 68,922,438 WATER QUALITY 21.00 1,864,330 687,700 341,100 0 0 2,893,130 WATER RECLAMATION SERVICES 28.00 2,546,932 13,135,342 5,708,601 105,000 0 21,495,875 WATER PLANNING AND ENGINEERING 21.00 1,974,819 1,158,292 396,907 0 0 3,530,018 WATER TECHNOLOGY & ADMIN 56.00 4,230,458 1,123,082 434,584 0 0 5,788,124 TOTAL PUBLIC WORKS WATER RESOURCES WATER SERVICES TOTAL WATER RESOURCES Grand Totals 78.00 5,660,360 12,149,711 18,325,368 50,000 0 36,185,439 204.00 16,276,899 28,254,127 25,206,560 155,000 0 69,892,586 2,429.72 200,728,454 168,541,913 44,887,737 7,555,408 2,867,418 424,580,930 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 224 - Table of Contents Divisions Operating Budget By Division, Department & Funding Source Operating Budget by Division, Department and Funding Source The following matrix provides a summary of the total adopted FY 2013/14 operating budget by division and highlights each division's specific departments. The matrix includes the source(s) of funding for each department by governmental fund accounting type plus it includes the applicable number of full-time equivalent employees (FTE's) by division and department. Division/Department FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2013/14 Total MAYOR AND CITY COUNCIL MAYOR AND CITY COUNCIL 10.00 811,892 0 110,000 0 6,000 927,892 TOTAL MAYOR AND CITY COUNCIL 10.00 811,892 0 110,000 0 6,000 927,892 CIVIL 22.50 2,814,657 0 0 0 0 2,814,657 PROSECUTION 26.00 2,479,867 0 0 0 0 2,479,867 CITY ATTORNEY VICTIM SERVICES 5.00 413,360 0 0 0 0 413,360 53.50 5,707,884 0 0 0 0 5,707,884 CITY AUDITOR 7.00 750,053 0 0 0 0 750,053 TOTAL CITY AUDITOR 7.00 750,053 0 0 0 0 750,053 CITY CLERK 8.00 1,217,619 0 0 0 0 1,217,619 TOTAL CITY CLERK 8.00 1,217,619 0 0 0 0 1,217,619 CITY COURT 56.48 3,896,081 2,047,556 0 0 0 5,943,637 TOTAL CITY COURT 56.48 3,896,081 2,047,556 0 0 0 5,943,637 CITY MANAGER 5.00 887,235 0 0 0 0 887,235 TOTAL CITY MANAGER 5.00 887,235 0 0 0 0 887,235 5.00 534,898 0 250,509 19,394 0 804,801 24.00 2,457,254 0 0 5,170 0 2,462,424 5.00 431,341 0 0 4,978 0 436,319 52.00 2,263,660 0 2,738,677 0 0 5,002,337 7.00 0 0 0 8,054,190 0 8,054,190 93.00 5,687,153 0 2,989,186 8,083,732 0 16,760,071 TOTAL CITY ATTORNEY CITY AUDITOR CITY CLERK CITY COURT CITY MANAGER CITY TREASURER - FINANCE AND ACCOUNTING CITY TREASURER AND FINANCE ACCOUNTING BUDGET BUSINESS SERVICES RISK MANAGEMENT TOTAL CITY TREASURER - FINANCE AND ACCOUNTING ADMINISTRATIVE SERVICES COMMUNICATIONS 8.10 768,070 0 0 0 0 768,070 HUMAN RESOURCES 24.50 2,825,365 0 0 27,105,582 0 29,930,947 INFORMATION TECHNOLOGY 70.81 9,763,078 0 0 0 10,605,711 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 225 - 842,633 Table of Contents Divisions Operating Budget By Division, Department & Funding Source Operating Budget by Division, Department and Funding Source Division/Department FTE PURCHASING TOTAL ADMINISTRATIVE SERVICES General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2013/14 Total 24.00 2,323,149 0 0 0 0 2,323,149 127.41 15,679,662 0 0 27,948,215 0 43,627,877 14.00 0 0 1,997,150 0 0 1,997,150 10.00 5,846,238 9,529,587 0 0 0 15,375,825 149.50 13,371,054 9,051,082 0 0 0 22,422,136 3,609,014 350,000 0 0 0 3,959,014 22,826,306 18,930,669 1,997,150 0 0 43,754,125 COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION ECONOMIC DEVELOPMENT PLANNING / NEIGHBORHOOD / TRANSPORTATION WESTWORLD 17.00 TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT 190.50 COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN 3.00 665,112 0 0 0 0 665,112 HUMAN SERVICES 67.94 4,244,542 423,205 0 0 12,283,672 16,951,419 LIBRARY SYSTEMS 118.30 8,896,897 343,800 0 0 18,000 9,258,697 PARKS & RECREATION 261.99 19,594,344 2,965,011 0 0 0 22,559,355 PRESERVE MANAGEMENT 3.00 288,332 0 0 0 0 288,332 454.23 33,689,227 3,732,016 0 0 12,301,672 49,722,915 PUBLIC SAFETY EMERGENCY MANAGEMENT SERVICES 11.00 1,777,780 0 0 0 0 1,777,780 PUBLIC SAFETY OPERATIONAL SUPPORT SERVICES 67.00 11,245,951 0 0 0 0 11,245,951 TOTAL PUBLIC SAFETY 78.00 13,023,731 0 0 0 0 13,023,731 232.00 25,620,349 0 0 0 0 25,620,349 20.00 2,307,472 300 0 0 0 2,307,772 252.00 27,927,821 300 0 0 0 27,928,121 TOTAL COMMUNITY SERVICES PUBLIC SAFETY PUBLIC SAFETY - FIRE FIRE EMERGENCY SERVICES FIRE SUPPORT SERVICES TOTAL PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF 9.00 1,457,538 13,000 0 0 0 1,470,538 POLICE UNIFORMED SERVICES 413.10 50,203,267 294,458 0 0 16,926 50,514,651 INVESTIGATIVE SERVICES 174.50 22,129,936 1,153,789 0 0 245,832 23,529,557 TOTAL PUBLIC SAFETY - POLICE 596.60 73,790,741 1,461,247 0 0 262,758 75,514,746 CAPITAL PROJECT MANAGEMENT 44.00 550,781 250,000 0 0 0 800,781 FACILITIES MANAGEMENT 54.00 17,974,476 392,300 0 0 0 18,366,776 FLEET MANAGEMENT 46.00 0 0 0 19,423,279 0 19,423,279 PUBLIC WORKS City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 226 - Table of Contents Divisions Operating Budget By Division, Department & Funding Source Operating Budget by Division, Department and Funding Source Division/Department FTE General Fund Special Revenue Enterprise Grants Trusts Special Districts Internal Service Adopted FY 2013/14 Total SOLID WASTE MANAGEMENT 90.00 0 0 17,085,234 0 0 17,085,234 STREET OPERATIONS 60.00 0 13,246,368 0 0 0 13,246,368 18,525,257 13,888,668 17,085,234 19,423,279 0 68,922,438 TOTAL PUBLIC WORKS 294.00 WATER RESOURCES WATER QUALITY 21.00 0 0 2,893,130 0 0 2,893,130 WATER RECLAMATION SERVICES 28.00 0 0 21,495,875 0 0 21,495,875 WATER PLANNING AND ENGINEERING 21.00 0 0 3,530,018 0 0 3,530,018 WATER TECHNOLOGY & ADMIN 56.00 0 0 5,788,124 0 0 5,788,124 78.00 0 0 36,185,439 0 0 36,185,439 204.00 0 0 69,892,586 0 0 69,892,586 224,420,662 40,060,456 92,074,156 55,455,226 12,570,430 424,580,930 WATER SERVICES TOTAL WATER RESOURCES TOTAL 2,429.72 NON-DIVISIONAL **FUTURE GRANTS ESTIMATED PERSONNEL SAVINGS FROM VACANT POSITIONS 0 0 0 0 4,525,750 4,525,750 -3,900,000 -156,300 0 -199,500 0 -4,255,800 LEAVE ACCRUAL PAYMENTS 1,800,000 49,900 0 33,200 0 1,883,100 MERIT PROGRAM 2,773,632 136,213 427,921 75,688 17,877 3,431,331 ONE TIME PUBLIC SAFETY COMPENSATION 2,500,000 0 0 0 0 2,500,000 INDIRECT/DIRECT COST ALLOCATION 0 0 7,047,867 0 0 7,047,867 TOURISM - UNSPECIFIED CAPITAL 0 500,000 0 0 0 500,000 SPECIAL DISTRICTS 0 647,219 0 0 0 647,219 0 0 0 -46,049,116 0 -46,049,116 9,315,498 17,114,057 394,811,281 LESS INTERNAL SERVICE FUND OFFSETS GRAND TOTAL 227,594,294 41,237,488 99,549,944 ** These are for future grants and have not been applied to a program at this time. This funding is included to give the maximum, legal flexibility. When and if a grant is awarded, it will be assigned to a specific division and program. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 227 - Table of Contents Division/Department Relationship with Strategic Goals Divisions Division/Department 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 committed 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 Value Scottsdale's Unique Lifestyle and Character: Scottsdale offers a superior and desirable Sonoran Desert lifestyle for 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 X X X X City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 228 - X X X Table of Contents Division/Department Relationship with Strategic Goals COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION ECONOMIC DEVELOPMENT PLANNING / NEIGHBORHOOD / TRANSPORTATION WESTWORLD COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN HUMAN SERVICES LIBRARY SYSTEMS PARKS & RECREATION PRESERVE MANAGEMENT X X X X X X X X X PUBLIC SAFETY - FIRE FIRE EMERGENCY SERVICES FIRE SUPPORT SERVICES X X PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF POLICE UNIFORMED SERVICES INVESTIGATIVE SERVICES X X X X Sustainability Open Space 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 WATER RESOURCES WATER PLANNING AND ENGINEERING WATER QUALITY WATER RECLAMATION SERVICES WATER SERVICES WATER TECHNOLOGY & ADMIN X X PUBLIC SAFETY PUBLIC SAFETY EMERGENCY MANAGEMENT SERVICES PUBLIC SAFETY OPERATIONAL SUPPORT SERVICES PUBLIC WORKS CAPITAL PROJECT MANAGEMENT FACILITIES MANAGEMENT FLEET MANAGEMENT SOLID WASTE MANAGEMENT STREET OPERATIONS X X X X X X X X X X X X Unique Lifestyle ADMINISTRATIVE SERVICES COMMUNICATIONS HUMAN RESOURCES INFORMATION TECHNOLOGY PURCHASING Transportation CITY TREASURER - FINANCE AND ACCOUNTING CITY TREASURER AND FINANCE ACCOUNTING BUDGET BUSINESS SERVICES RISK MANAGEMENT Neighborhoods Division/Department Relationship with Strategic Goals Economic Vitality Divisions X X X X X City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 229 - X X X X X X X X X X X X Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 230 - Table of Contents MAYOR AND CITY COUNCIL Expenditures By Department Actual 2011/12 Approved 2012/13 MAYOR AND CITY COUNCIL 838,866 899,371 927,892 28,521 Total Budget 838,866 899,371 927,892 28,521 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 231 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 232 - Table of Contents Division Summary MAYOR AND CITY COUNCIL Mayor and City Council DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 233 - Table of Contents Division Summary MAYOR AND CITY COUNCIL Mayor and City Council DIVISION SUMMARY Description The voters elect the mayor and six councilmembers to enact local legislation, adopt budgets and determine policies. The City Council appoints six officers to advise them on policy issues and run day-to-day operations. The City Council establishes the city's mission, goals, programs and policies to serve the needs of the citizens of Scottsdale. Strategic Goal(s) Advance Transportation           Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Services Provided Enact local legislation and determine policies. Appoint charter officers and board and commission members. Represent constituents and respond to citizen issues. FY 2012/13 Achievements 6,400 acres of land was added to the Scottsdale McDowell Sonoran Preserve. Held a strategic planning workshop that focused on Scottsdale’s successes and challenges and identified key priority areas for the City Council to work on over the next year. Approved construction for expanded Tony Nelssen Equestrian Center at WestWorld. Reorganized and re-launched Operation Fix-It to broaden help for needy homeowners. FY 2013/14 Objectives The City Council's priorities are neighborhoods, environmental sustainability and preservation, transportation, the economy, public safety, fiscal and resource management and open and responsive government. Examine and adopt a fiscally sound budget that preserves the city's long-term fiscal stability. Pursue policies that preserve and enhance the quality of life and economic prosperity for Scottsdale. Charted Performance Measures 24 annually are statutorily required City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 234 - Table of Contents Division Summary MAYOR AND CITY COUNCIL Staff Summary Full-time Equivalents (FTE) Mayor and City Council DIVISION SUMMARY Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 10.00 10.00 10.00 0.00 % of City's FTEs 0.41 % Expenditures By Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 739,684 783,371 811,892 28,521 23,789 23,500 23,500 0 4,500 6,000 6,000 0 Water Funds 70,893 86,500 86,500 0 Total Budget 838,866 899,371 927,892 28,521 Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 497,457 526,820 534,886 8,066 Contractual Services 323,343 352,951 373,206 20,255 17,919 19,600 19,800 200 148 0 0 0 838,866 899,371 927,892 28,521 0 0 0 0 838,866 899,371 927,892 28,521 Sewer Fund Trusts Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes   Changes in Personnel Services include citywide increases in healthcare and retirement rates. Changes in Contractual Services is related to the increase in membership fees for the National League of Cities, Maricopa Association of Governments and the League of Arizona Cities and Towns. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 235 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 236 - Table of Contents CITY ATTORNEY Actual 2011/12 Approved 2012/13 CIVIL 2,535,919 2,767,871 2,814,657 46,786 PROSECUTION 2,417,074 2,509,177 2,479,867 (29,310) 368,850 410,386 413,360 2,974 5,321,844 5,687,434 5,707,884 20,450 Expenditures By Department VICTIM SERVICES Total Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 237 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 238 - Table of Contents Division Summary CITY ATTORNEY City Attorney DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 239 - Table of Contents Division Summary CITY ATTORNEY City Attorney DIVISION SUMMARY 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. Strategic Goal(s) Seek Sustainability          Services Provided Provides legal advice to the Mayor and City Council, to all city offices, divisions and departments and to all city officers and employees in matters relating to their official powers and duties. Litigates civil claims and lawsuits filed on behalf of, or against, the City of Scottsdale. Prosecutes misdemeanor offenses in the city, including driving under the influence, domestic violence, juvenile status offenses, minor traffic and other misdemeanor offenses. Represents the city in all court proceedings required to prosecute offenders. Provides legally mandated victim notification services as well as professional-level victim advocacy to misdemeanor crime victims in Scottsdale. FY 2012/13 Achievements Resolved several major legal matters involving the Arizona State Retirement System, Nordstrom's Parking Garage and Harquahala Valley Water Supply resulting in significant financial savings for the taxpayers. Prosecution initiated a new Jail Court process to save city resources, improve efficiency and improve resolutions for victims and defendants. Working with IT, the Civil department expanded the use of the Public Records Request Database to other departments, eliminating redundancies and enhancing the ability to respond promptly to citizens' requests. In fiscal year 2012-13, the City processed 5599 requests, of which the City Attorney's office processed over 900. Victim Services directly contacted over 6,000 victims either by phone or in person. FY 2013/14 Objectives      Conduct training classes for city staff in support of the City Attorney’s goal of seeking to prevent legal claims against the city. Limit the use of outside counsel for civil legal matters. Resolve criminal matters in a competent and timely manner through effective prosecution processes including the new e-discovery process and the new jail court process. Maintain the highest level of service for victims and citizens and meet legally mandated timelines for notification to victims. Implement the new public records database in the One Stop Shop, Purchasing, Human Resources, the Police Department and other interested departments. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 240 - Table of Contents Division Summary City Attorney Charted Performance Measures Number of new civil litigation cases Number of driving under the influence (DUI) cases Number of domestic violence cases Note: FY 2012/13 is an estimate based on the date Note: FY 2012/13 is an estimate; there may be a of violation; there may be a delay in cases reaching lag between the date of violation and the date Victim Prosecution. Services receives the case due to ongoing investigations. Staff Summary Full-time Equivalents (FTE) Actual 2011/12 Approved 2012/13 53.00 53.50 % of City's FTEs Adopted 2013/14 Change 12/13 to 13/14 53.50 0.00 2.20 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 5,321,844 5,687,434 5,707,884 20,450 Total Budget 5,321,844 5,687,434 5,707,884 20,450 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Expenditures By Fund Expenditures By Type Personnel Services 5,152,518 5,354,760 5,348,846 (5,914) Contractual Services 95,762 253,480 286,056 32,576 Commodities 72,902 79,194 72,982 (6,212) 662 0 0 0 5,321,844 5,687,434 5,707,884 20,450 0 0 0 0 5,321,844 5,687,434 5,707,884 20,450 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Prosecution realized a decrease in the Personnel Services budget because of turnover and new employees hired at less than what departing employees were making, which then offset increases in healthcare and retirement rates as well as adjustments made to the minimum salary ranges for certain positions to be at least 105% of the Valley average. Changes in Contractual Services are related to an increase in the cost of Property, Liability and Worker's Compensation. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 241 - Table of Contents City Attorney | Civil CITY ATTORNEY CIVIL Description The Civil Department of the City Attorney's Office provides legal advice to all offices, divisions and agencies and to all officers and employees in matters relating to their official powers and duties. Strategic Goal(s) Seek Sustainability              Services Provided Litigates civil claims and lawsuits filed on behalf of, or against, the City of Scottsdale. Provides clients with legal advice to assist in preventing or limiting legal risks. Drafts contracts for all city departments. Reviews and approves all ordinances and resolutions submitted for the city. Coordinates responses to public records requests FY 2012/13 Achievements Resolved several major legal matters involving the Arizona State Retirement System, Nordstrom's Parking Garage and Harquahala Valley Water Supply resulting in significant financial savings for the taxpayers. In FY 2012/13, the City Attorney’s Office represented the city in 68 litigation cases, resolving 35 cases. The city has retained a total of 80% of its new litigation in-house. The Public Records Request (PRR) Administrator (a member of the City Attorney's Office staff) works with each division to make sure they are aware of their responsibilities to promptly and fully respond to public records requests. In FY 2012/13, the office conducted 20 sessions of public records request training for 96 employees from 20 different departments. The City Attorney’s office continues to seek to reduce claims against the city by conducting staff training about legal obligations. In the past year, the office hosted more than a dozen different training sessions for nearly 1,000 employees. Revenue recovery efforts in FY 2012/13 resulted in cash payments of more than $90,000 and $48,000 in future payment commitments. In addition, this year the Bank One litigation was resolved (the city had invested more than $7 Million in bonds through NCFE which later filed for bankruptcy. In April 2013, the city recovered over $5 Million with this settlement.) FY 2013/14 Objectives Train city staff in support of the City Attorney's goal of seeking to prevent legal claims against the city. Limit the use of outside counsel for civil legal matters. Implement the new public records database in the One Stop Shop, Purchasing, Human Resources, the Police Department and other interested departments. Ensure that at least one person in each city division is trained to fully and promptly respond to public records requests. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 242 - Table of Contents City Attorney | Civil CITY ATTORNEY Staff Summary Full-time Equivalents (FTE) CIVIL Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 22.50 22.50 22.50 0.00 % of City's FTEs 0.93 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 2,535,919 2,767,871 2,814,657 46,786 Total Budget 2,535,919 2,767,871 2,814,657 46,786 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 2,621,150 2,654,252 33,102 (15,931) 97,521 111,205 13,684 41,185 49,200 49,200 0 0 0 0 0 2,535,919 2,767,871 2,814,657 46,786 0 0 0 0 2,535,919 2,767,871 2,814,657 46,786 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   2,510,665 Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Changes in Contractual Services are related to an increase in the cost of Property, Liability and Workers Compensation. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 243 - Table of Contents City Attorney | Civil CITY ATTORNEY CIVIL Actual 2011/12 99% Actual 2012/13 100% Projected 2013/14 98% 34 26 30 7 6 5 Percentage of responses to public records requests which occurred Not Available within 15 days 95% 95% Performance Measures Percentage of clients with an overall satisfaction rate of "good" or better as indicated by the annual survey Note: At the beginning of each calendar year, a survey is distributed to employees in the city departments with whom the attorneys work. The responses are confidential and clients rate City Attorney's Office staff on professionalism and 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. In January of 2013, the survey was sent to 223 individuals and 99 responded (a 44% response rate). Number of new civil litigation cases Note: Although the number of new litigation cases has decreased, several cases are very complex resulting in a significant and time-intensive workload. The number of new litigation cases during FY 2012/13 was a decrease of 30% from the previous year. Number of new cases sent to outside counsel Note: The average number of new cases sent to outside council was 19% while 81% were retained in-house during FY 2012/13. Note: Processed 5599 public records requests in FY 2012/13, responding to 5342 within 15 days. Arizona State law requires that public records requests be responded to promptly (little or no delay in beginning and carrying out the process for response). The city initiates a plan (enters the data into a database and assigns a department or individual) for the response promptly and endeavors to respond to each request within 15 days. # of Volunteer Hours Volunteers The legal interns perform essential research and prepare legal 12 memoranda on legal issues. They also assist in discovery, in the drafting of pleadings and in preparing for trial. Volunteer hours are for FY 2012/13. Total # of Hours 1,625 12 Value of Volunteer Full-time Hours Equivalent $32,630 0.8 $32,630 "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 244 - 0.8 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 245 - Table of Contents City Attorney | Prosecution CITY ATTORNEY PROSECUTION Description The Prosecution Department of the City Attorney's Office prosecutes misdemeanor offenses in the City of Scottsdale and represents the city in all court proceedings required to prosecute offenders and to support the mission and goals of the City Council. Strategic Goal(s) Seek Sustainability            Services Provided Prosecutes misdemeanor offenses in the city including driving under the influence, domestic violence, juvenile status offenses, minor traffic and other misdemeanor offenses. Supports the Code Enforcement, Fire and Police departments. FY 2012/13 Achievements Initiated a new Jail Court process to save city resources, improve efficiency and improve resolutions for victims and defendants. Maintained a strong cooperative team atmosphere working with other city divisions within the Criminal Justice Team, including members of the Police Department and City Court. 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. 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 37 percent of the cases to be resolved at the first contact. This allows defendants a quick resolution and avoids unnecessary and repeated trips to court. Introduced new E-Discovery process to improve efficiency and service to defendants. FY 2013/14 Objectives Resolve criminal matters in a competent and timely manner through effective prosecution processes including the new jail court process and the new e-discovery process. Be consistent and fair to all participants in Scottsdale's court system. Maintain open and effective communication to ensure an atmosphere of cooperation and teamwork with all city divisions and team members. Consistently look for better ways to use technology to improve services to citizens and efficiency for all involved. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 246 - Table of Contents City Attorney | Prosecution CITY ATTORNEY Staff Summary Full-time Equivalents (FTE) PROSECUTION Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 26.00 26.00 26.00 0.00 % of City's FTEs 1.07 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 2,417,074 2,509,177 2,479,867 (29,310) Total Budget 2,417,074 2,509,177 2,479,867 (29,310) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 2,287,445 2,345,178 2,305,056 (40,122) 101,184 138,999 155,023 16,024 27,782 25,000 19,788 (5,212) 662 0 0 0 2,417,074 2,509,177 2,479,867 (29,310) 0 0 0 0 2,417,074 2,509,177 2,479,867 (29,310) Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Prosecution realized a decrease in the Personnel Services budget because of turnover and new employees hired at less than what departing employees were making, which then offset increases in healthcare and retirement rates as well as adjustments made to the minimum salary ranges for certain positions to be at least 105% of the Valley average. Changes in Contractual Services are related to an increase in the cost of Property, Liability and Workers Compensation. Performance Measures Number of driving under the influence (DUI) cases Actual 2011/12 2,803 Note: The FY 2012/13 actual number is estimated due to lag time between the date of violation and the date the paperwork is received in Prosecution due to processing time and ongoing investigations. The number of DUI cases has decreased by 11% from last year. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 247 - Actual 2012/13 2,515 Projected 2013/14 2,500 Table of Contents City Attorney | Victim Services CITY ATTORNEY VICTIM SERVICES Description Victim Services provides legally mandated victim notification services as well as professional level victim advocacy to misdemeanor crime victims in Scottsdale. Strategic Goal(s) Seek Sustainability           Services Provided Delivers professional level victim advocacy services to misdemeanor crime victims in Scottsdale. Assists walk-in and call-in citizens with criminal justice information, community referrals and protective orders. Provides legally mandated victim notification. FY 2012/13 Achievements Directly contacted over 6,000 victims either by phone or in person. Created and sent over 5,300 victim notifications. Participated in the implementation of the expedited Jail Court process, which provides more efficient services to victims. Worked with members of Prosecution, Police, Police Crisis, City Court and various community agencies to meet the needs of victims in our community. FY 2013/14 Objectives Provide the highest level of service for victims and citizens. Meet legally mandated timelines for notification to victims. Maintain relationships with criminal justice partners to ensure a seamless response to crime victims. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 248 - Table of Contents CITY ATTORNEY Staff Summary Full-time Equivalents (FTE) City Attorney | Victim Services VICTIM SERVICES Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 4.50 5.00 5.00 0.00 % of City's FTEs 0.21 % Expenditures By Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 368,850 410,386 413,360 2,974 Total Budget 368,850 410,386 413,360 2,974 Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 354,407 388,432 389,538 1,106 10,509 16,960 19,828 2,868 3,934 4,994 3,994 (1,000) 0 0 0 0 368,850 410,386 413,360 2,974 0 0 0 0 368,850 410,386 413,360 2,974 Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget  Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Performance Measures Number of domestic violence (DV) cases Actual 2011/12 907 Actual 2012/13 901 Projected 2013/14 900 98.5% 100% 98% Note: The actual number is an estimate as there is lag time between the violation date and the time the case is received at Victim Services. Percentage of clients satisfied with Victim Services as indicated by survey distributed at disposition of each case. Note: Victim Services conducts a satisfaction survey at the disposition of each criminal case. The goal is a 90% client satisfaction level with services. For FY 2012/13, there was an 11.5 percent response rate. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 249 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 250 - Table of Contents CITY AUDITOR Expenditures By Department Actual 2011/12 Approved 2012/13 CITY AUDITOR 609,505 761,438 750,053 (11,385) Total Budget 609,505 761,438 750,053 (11,385) City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 251 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 252 - Table of Contents Division Summary CITY AUDITOR City Auditor DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 253 - Table of Contents Division Summary CITY AUDITOR City Auditor DIVISION SUMMARY Description The City Auditor conducts 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             Services Provided Provide public audit reports evaluating the efficiency, effectiveness, compliance and accountability of city operations. Serve as taxpayer problem resolution officer, addressing taxpayer concerns and reporting on customer surveys for the city's tax services. Support the Audit Committee's sunset reviews of the city's boards and commissions. FY 2012/13 Achievements Achieved highest rating of full compliance in triennial review of City Auditor's office adherence to government auditing standards. Identified approximately $1.1 million in savings and/or revenue enhancements, while making 29 recommendations for improved controls and/or operational efficiencies or effectiveness. Completed 14 reports, 100% of FY 2012/13 audit plan, on time and started one contingency audit. Maintained audit follow-up program providing quarterly reports on the status of audit recommendations issued during the past five years, which encompassed 261 recommendations. Provided $90,000 in vacancy savings for the City's budget by converting a management position to staff, allowing an employee to work part-time and not filling a vacancy immediately. FY 2013/14 Objectives Develop meaningful recommendations to help city divisions, offices, boards and agencies identify cost savings, revenue enhancements and operational efficiencies. 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. Implement the Audit Committee's new sunset review process timely and effectively. Address taxpayer concerns and report on tax services' customer surveys timely. Charted Performance Measures Percentage of planned audits and special reports completed Measurable potential savings/revenues identified through audits Number of audits and special reports issued City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 254 - Table of Contents Division Summary CITY AUDITOR Staff Summary City Auditor DIVISION SUMMARY Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 7.00 7.00 7.00 0.00 Full-time Equivalents (FTE) % of City's FTEs 0.29 % Expenditures By Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 609,505 761,438 750,053 (11,385) Total Budget 609,505 761,438 750,053 (11,385) Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 582,152 729,862 710,766 (19,096) 26,193 29,326 36,937 7,611 1,160 2,250 2,350 100 0 0 0 0 609,505 761,438 750,053 (11,385) 0 0 0 0 609,505 761,438 750,053 (11,385) Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget  Budget Notes and Changes Staff turnover is resulting in reduced Personnel Services, which is offset by citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Actual 2011/12 Performance Measures Number of audits and special reports issued Percent of audits completed on the approved audit plan Percent of scheduled sunset reviews completed Actual 2012/13 Projected 2013/14 14 14 14 82% 100% 90% Not Applicable 100% 100% $3.5 $1.1 $0.0 86% 89% 90% Note: FY 2012/13 is the Audit Committee's first year to implement sunset reviews. Cost savings/revenue enhancements identified through audits (in millions) Note: Identified costs savings/revenues vary from year to year depending on the types of audits that are conducted. Five year audit recommendation implementation rate Note: The implementation rate reflects the 5 years tracked in the follow up program. There were 305 recommendations tracked during FY 2011/12; 261 tracked during FY 2012/13; and 260 projected for FY 2013/14. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 255 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 256 - Table of Contents CITY CLERK Actual 2011/12 Approved 2012/13 CITY CLERK 1,111,652 1,007,374 1,217,619 210,245 Total Budget 1,111,652 1,007,374 1,217,619 210,245 Expenditures By Department City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 257 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 258 - Table of Contents Division Summary CITY CLERK City Clerk DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 259 - Table of Contents Division Summary CITY CLERK City Clerk DIVISION SUMMARY Description The City Clerk conducts all local elections, gives notice of all City Council meetings, keeps the record of City Council proceedings, administers the city's records management program, authenticates ordinances and resolutions, and provides administrative support to the City Council. The Clerk's Office prepares and distributes City Council meeting agendas, produces City 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                 Services Provided Provides timely notification of local elections and City Council meetings to more than 219,000 Scottsdale citizens. Posts legal notices in compliance with state law and city policy. Maintains a record of all Council proceedings. Issues the annual Council meeting calendar and oversees the Council meeting agenda planner. Accumulates, authenticates, and preserves the city's official documents and makes them available to the public. Conducts Scottsdale's primary, general, and special elections. Administers the city's records management program. Provides administrative support to six councilmembers. Accepts legal filings on behalf of the City of Scottsdale. FY 2012/13 Achievements All statutory requirements for posting and providing meeting notices were met. Conducted, without challenge, the August 28, 2012 Primary Election and the November 6, 2012 General Election for the purpose of electing a Mayor and three Councilmembers. Posted historic data for each of the city's appointed boards, commissions, and committees, including past and present membership; enacting legislation forming and/or dissolving the public body; and bylaws on the city's website. Requested and received approval from the Department of Justice for two optional changes to Scottsdale's election procedures designed to save publishing and mailing costs. FY 2013/14 Objectives Support 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 City Council meeting minutes; and (5) Timely provision of public records to meet customer expectations. Support 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 260 - Table of Contents Division Summary City Clerk Charted Performance Measures Number of legal documents accepted, filed and posted Staff Summary Full-time Equivalents (FTE) Number of City Council reports collected, reviewed, distributed and posted to the web Number of documents scanned into the city's records management system Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 8.00 8.00 8.00 0.00 % of City's FTEs 0.33 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 1,111,652 1,007,374 1,217,619 210,245 Total Budget 1,111,652 1,007,374 1,217,619 210,245 Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 560,119 563,814 595,880 32,066 Contractual Services 549,490 439,085 617,164 178,079 2,044 4,475 4,575 100 0 0 0 0 1,111,652 1,007,374 1,217,619 210,245 0 0 0 0 1,111,652 1,007,374 1,217,619 210,245 Expenditures By Fund Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes     The City Clerk's budget is divided into two budget centers (Operations and Elections). Changes in Personnel Services include citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average. The City Clerk's FY 2013/14 Operations budget for contractual services and commodities remains flat. FY 2013/14 is a non-election year and, typically, only a few hundred dollars would be included in the Elections budget to cover minor operating expenses. However, in anticipation of a November 5, 2013 special bond election, $499,766 is included in the Elections budget. Non-consolidated special election costs are more than double the amount of consolidated elections. As a result, Contractual Services in the Elections budget increased by approximately $178,000 over FY 2012/13, in which two consolidated elections were held. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 261 - Table of Contents Division Summary CITY CLERK Actual 2011/12 Performance Measures Legal postings City Clerk DIVISION SUMMARY Actual 2012/13 Projected 2013/14 1,185 1,124 1,350 74 63 80 568 533 600 1,339 1,386 1,400 38 30 31 Board and commission applications processed 191 104 150 Board, commission and task force appointments 54 66 50 147,609 146,000 146,000 88,748 169,000 89,000 City Council minutes prepared City Council reports collected, reviewed, distributed and posted Documents scanned Appointed public bodies Note: On July 6, 2011, the City Council voted to reduce the number of appointed public bodies. Scottsdale registered voters Publicity pamphlets/sample ballots mailed to registered voter households Note: In FY 2011/12, one special non-consolidated election was held. In FY 2012/13, two consolidated elections (primary and general) were held. During FY 2013/14 a special election bond election is anticipated. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 262 - Table of Contents CITY COURT Actual 2011/12 Approved 2012/13 COURT 5,606,404 5,696,795 5,943,637 246,842 Total Budget 5,606,404 5,696,795 5,943,637 246,842 Expenditures By Department City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 263 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 264 - Table of Contents Division Summary CITY COURT City Court DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 265 - Table of Contents Division Summary City Court Description Scottsdale City Court is part of the integrated judicial system for Arizona, and is the judicial branch for the City of Scottsdale. It 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 protective orders Strategic Goal(s) Enhance Neighborhoods            Services Provided Provide litigants daily access (on-site, telephonic, web and hearings) to resolve 82,000 cases annually Enforce court-ordered financial sanctions through the collection of $18.2 million in fines, fees and state surcharges annually Manage non-financial sanctions for 24,000 cases with numerous programs including home detention/electronic monitoring, incarceration, treatment, diversion, probation and community restitution FY 2012/13 Achievements The home detention and electronic monitoring program reduced jail expenses by $1.9 million in FY 2012/13, bringing the total cost reduction since its implementation in Oct 2010 to $4.9 million. An enhanced Jail Court process helps resolve cases more quickly by allowing pleading at initial arraignment, creating additional savings of more than $400,000 in jail transportation costs. Defendants completed 6,546 hours of community service, of which 3,103 hours were done in Scottsdale, translating to the equivalent of almost 1.5 FTE. Implemented a variety of operational technologies and automated workflows to improved customer service and efficiency. Received the National Association of Court Management's Justice Achievement Award, as well as the State of Arizona Supreme Court Administration Office award for Strengthening the Administration of Justice. FY 2013/14 Objectives Improve customer satisfaction with additional web content and providing for timely feedback from customers Utilize fifth courtroom with pro tem judges to decrease driving under the influence case backlog Increase collection of monetary penalties by ensuring more cases are eligible for Arizona tax interception Charted Performance Measures Total number of customer interactions at front counter windows, telephone and interactive voice response (IVR) system Number of driving under the influence (DUI) charges sentenced Revenue collected through the Arizona Department of Revenue's Tax Refund Interception Program City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 266 - Table of Contents Division Summary CITY COURT Staff Summary Full-time Equivalents (FTE) City Court DIVISION SUMMARY Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 57.98 56.48 56.48 0.00 % of City's FTEs 2.32 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 3,670,423 3,758,924 3,896,081 137,157 1,746 0 0 0 Special Programs Fund 1,934,236 1,937,871 2,047,556 109,685 Total Budget 5,606,404 5,696,795 5,943,637 246,842 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 4,103,828 4,233,161 4,292,875 59,714 Contractual Services 1,323,116 1,417,800 1,603,093 185,293 52,044 45,834 47,669 1,835 2,488 0 0 0 5,481,476 5,696,795 5,943,637 246,842 124,928 0 0 0 5,606,404 5,696,795 5,943,637 246,842 Expenditures By Fund General Fund Grant Funds Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Increases in Contractual Services in Special Programs Fund are for collections expense, radio license fees for court security, and expedited jury calendar focusing on DUI backlogs. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 267 - Table of Contents Division Summary City Court CITY COURTDIVISION SUMMARY Performance Measures 1. Access and fairness survey Actual 2011/12 Actual 2012/13 Projected 2013/14 N/A 87% N/A 107% 113% 110% 97% 96% 97% 97% 96% 97% 86% 80% 86% 98% 98% 98% 64% 62% 64% 35% 48% 48% 82% 90% 91% $63.23 $67.13 $68.57 12,908 12,659 12,722 77,446 / 101,133 75,952 / 100,707 76,332 / 100,758 Note: Survey is performed every other year. The goal is an overall favorable rating of 85% by court visitors regarding court fairness and accessibility. 2. Clearance rates for all cases Note: This is the ratio of outgoing cases to incoming cases. In FY 2011/12, there were 82,024 outgoing cases and 76,452 incoming cases. The rate is greater than 100% due to backlog. 3. Time to disposition for all cases Note: This is the percentage of cases processed within 180 days. The goal is 93% for all criminal and civil cases. An objective is to reduce processing time for DUI cases, which will improve the overall rate. 4. Age of active pending caseload Note: The standard is for 93% of all cases to have an active pending date that is less than 180 days. In FY 2011/12, the average was 48 days. 5. Trial date certainty Note: The goal is for 100% of trials (bench and jury) to be held in 2 or fewer settings. In FY 2011/12, there were 464 trials. 6. Case file reliability and integrity Note: The standard is that 90% of sampled cases are retrieved within established time frames and meet accuracy standards. 7. Collection monetary penalties Note: The goal is that the court will collect 65% of the monetary penalties ordered prior to submission to the external collection agency. 8. Effective use of jurors Note: The goal is that 35% of jurors summoned will be available for service. In FY 2011/12, 3,074 jurors were available of the 8,707 summoned. 9. Court employee satisfaction Note: This measures the percentage of court staff who respond favorably to 15 questions regarding workplace satisfaction. 10. Cost per case Note: This is calculated by taking expenditures (less collections expenses) and dividing by cases filed. In FY 2011/12, the net expenditures were $4.9 million and there were 77,446 cases. 11. Total cases filed per judicial officer Note: In FY 2011/12, there were 77,446 cases and 6 judicial officers. 12. Total cases and charges filed Note: Total number of cases / charges filed in the Scottsdale City Court. A single case can have multiple charges. The first 10 performance measures are from the National Center for State Courts CourTools ©. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 268 - Table of Contents CITY MANAGER Expenditures By Department Actual 2011/12 Approved 2012/13 CITY MANAGER 938,046 796,037 887,235 91,198 Total Budget 938,046 796,037 887,235 91,198 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 269 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 270 - Table of Contents Division Summary CITY MANAGER City Manager DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 271 - Table of Contents Division Summary CITY MANAGER City Manager DIVISION SUMMARY Description The City Manager's Office provides the organizational leadership necessary to successfully implement the policy direction of the City Council, communicate that direction to the organization, ensure the efficient, effective and economical delivery of city services to Scottsdale's citizens and build and maintain effective working relationships with other governments. Strategic Goal(s) Advance Transportation           Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Services Provided The City Manager provides executive leadership to the six divisions and supervision to each of the division executive directors. The City Manager leads the executive team comprised of appointed city officials and the division executive directors. The City Manager and staff also represent the organization on local and regional advisory bodies. The office supports regional efforts with the Maricopa Association of Governments, the League of Arizona Cities and Towns, as well as relationships with neighboring cities, towns and tribal communities. The organization-wide strategy and performance management program is coordinated by this office. FY 2012/13 Achievements Regularly communicated with the City Council on the achievement of key objectives by strategic goal, as well as alerts on significant emerging issues to ensure that they are informed on key city activities and projects. Completed initial training to executives, management and professional staff in how to develop objectives aligned with the city's mission, strategic goals and General Plan, as well is in how to identify and develop performance measures. To date over 175 employees have been trained across all city divisions. Earned a Certificate of Excellence from the International City/County Management Association's Center for Performance Measurement in recognition of Scottsdale's use of performance measurement in local government management, recognized with a Special Distinction for Performance Measurement in the budget book by the Government Finance Officers Association, and recognized for the third year in a row by the Association of Government Accountants with a Certificate of Excellence in Citizen-Centric Reporting. Recognized by the Valley of the Sun United Way for having one of the top employee charitable campaigns by size of organization. Scottsdale's campaign raised $63,234 in 2012, which was a 2 percent increase in giving and a 7 percent increase in participation over 2011. FY 2013/14 Objectives Increase investment in city assets, infrastructure and employees through balanced and sustainable budgets. Ensure city efforts are aligned with the voter-approved general plan to ensure citizen intent is an integral part of city decision-making processes. Use performance measures to improve results by integrating objective evidence with decision-making processes. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 272 - Table of Contents Division Summary City Manager Charted Performance Measures This measures city employment relative to the total resident population. Other things to consider include business activity, tourism and seasonal residents, which may influence city service delivery. Staff Summary Full-time Equivalents (FTE) This measures the growth in division operating expenditures relative to population. Inflation should also be considered and state population estimates lag by six months. Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 5.00 5.00 5.00 0.00 % of City's FTEs 0.21 % Expenditures By Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 938,046 796,037 887,235 91,198 Total Budget 938,046 796,037 887,235 91,198 Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 772,415 592,895 688,450 95,555 Contractual Services 161,267 193,817 177,960 (15,857) 4,364 9,325 20,825 11,500 0 0 0 0 938,046 796,037 887,235 91,198 0 0 0 0 938,046 796,037 887,235 91,198 Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes   Increase in Personnel Services due to anticipated hiring of the new city manager, as well as citywide increases in healthcare and retirement rates. Lobbying consultants were reduced, but a citizen survey was added, as well as increases for more joint meetings with other communities. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 273 - Table of Contents Division Summary CITY MANAGER City Manager DIVISION SUMMARY Performance Measures Actual 2011/12 Actual 2012/13 Projected 2013/14 Population estimate 217,965 219,713 219,713 2,455 2,423 2,429 $384.4 $414.9 $425.0 Note: Population estimates are provided by the State of Arizona Office of Employment and Population Statistics, www.azstats.gov. Annual estimates for July 1 of each year are not available until the end of the calendar year. As a result, the FY 2013/14 forecast is the same as the FY 2012/13 official estimate. Citywide full-time equivalents Note: This reflects the authorized (or proposed) full-time equivalent counts for all employees in the city. The count is derived by taking the total budgeted hours and dividing by 2,080 to get a "full-time" equivalent. Total division operating expenditures ($ in millions) Note: This reflects the division operating expenditures (all funds, actual or estimated) and are not adjusted for inflation. # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Analyze and research comparative performance measures and indicators, as well as program training and development. 3 250 $5,020 0.1 Total 3 $5,020 0.1 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 274 - Table of Contents CITY TREASURER - FINANCE AND ACCOUNTING Actual 2011/12 Approved 2012/13 RISK MANAGEMENT 7,265,896 7,932,733 8,054,190 121,457 BUSINESS SERVICES 4,447,318 5,008,368 5,002,337 (6,031) ACCOUNTING 2,079,090 2,487,643 2,462,424 (25,219) CITY TREASURER AND FINANCE 491,476 541,924 804,801 262,877 BUDGET 411,587 429,831 436,319 6,488 14,695,366 16,400,499 16,760,071 359,572 Expenditures By Department Total Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 275 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 276 - Table of Contents Division Summary CITY TREASURER - FINANCE AND ACCOUNTING City Treasurer - Finance & Accounting DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 277 - Table of Contents Division Summary CITY TREASURER - FINANCE AND ACCOUNTING City Treasurer - Finance & Accounting DIVISION SUMMARY Description 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 the city. Strategic Goal(s) Seek Sustainability              Support Economic Vitality Services Provided Maintain the city's accounting and financial reporting systems in conformance with state and federal laws, generally accepted accounting principles and standards of the Governmental Accounting Standards Board and the Government Finance Officers Association. Professionally serve citizens, businesses and guests in the collection of taxes or fees due for city offered enterprise and/or general funded services. Provide financial advice and analysis of key city initiatives. Work collaboratively with the City Manager to provide a fiscally sound budget that preserves the city's long-term fiscal stability. FY 2012/13 Achievements Reinforced the city’s solid standing with credit rating agencies and maintained Scottsdale's excellent bond ratings. Sought optimum financial structure to reduce debt service by refunding $28 million of community facility district (CFD) bonds, saving $4.5 million of debt service over the life of the issues. Supported the City Council's budget development process, providing citizens with several opportunities and methods of communicating their feedback and priorities to City Council. Created, established, passed, and adopted the Declaration of Trust authorizing the City of Scottsdale to self-insure pursuant to Arizona Revised Statute §11-981. Held inaugural Loss Trust Fund Board of Trustees meeting. Created the Loss Prevention Program through the Take Pride Committee. FY 2013/14 Objectives Provide accurate and meaningful reporting of the city’s financial condition in conformance with state and federal laws, generally accepted accounting principles and standards of the Governmental Accounting Standards Board and the Government Finance Officers Association (GFOA). 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. Work with the City Manager to develop a balanced operating and capital budget that effectively addresses the City Council's broad goals, reflects citizen priorities and complies with all applicable federal, state, local and GFOA requirements. Through team development, brainstorm and implement at least three items that may generate new revenues, reduce costs or produce an operational efficiency for better delivery of services to customers. Create focused safety, loss prevention, insurance, contractual risk transfer and claims programs, and well-defined, measurable goals and objectives. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 278 - Table of Contents Division Summary Charted Performance Measures Goal is 2.5 percent or less. Does not include transfers out. Staff Summary Full-time Equivalents (FTE) City Treasurer - Finance & Accounting The FY2012/13 decline in the Business Services' customer contacts was a result of relocating the meter-reading program to the Water Resources Division. The reinstatement of third party online credit card payments is the cause for continuing decline in FY 2013/14. Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 92.50 93.00 93.00 0.00 % of City's FTEs 3.83 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 4,875,974 5,486,974 5,687,153 200,179 Self-Insurance Funds 7,309,901 7,961,743 8,083,732 121,989 Sewer Fund 740,578 885,971 892,211 6,240 Solid Waste Fund 738,869 885,969 892,210 6,241 Water Funds 1,030,045 1,179,842 1,204,765 24,923 Total Budget 14,695,366 16,400,499 16,760,071 359,572 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 6,554,927 7,030,511 7,043,944 13,433 Contractual Services 8,020,425 9,233,752 9,590,835 357,083 115,249 136,236 125,292 (10,944) 4,765 0 0 0 14,695,366 16,400,499 16,760,071 359,572 0 0 0 0 14,695,366 16,400,499 16,760,071 359,572 Expenditures By Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Changes in Personnel Services is due to the citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average, which was offset by staff turnover. Increase in Contractual Services reflects increase in insurance premium expense in the Risk Management Self Insurance Fund, increases in contractual agreements for auditing, banking, and armored car services, as well as increases in internally allocated charges for property, liability and worker's compensation insurance. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 279 - Table of Contents Division Summary CITY TREASURER - FINANCE AND ACCOUNTING DIVISION SUMMARY Performance Measures City Treasurer - Finance & Accounting Actual 2011/12 Actual 2012/13 Projected 2013/14 13.0 13.0 13.0 $50 $251 $110 39 40 41 0.55% 0.36% 0.45% 1.8% 2.1% 1.8% Average number of business days to prepare the Monthly Financial Update and post to the city's website. Goal is 15 business days. New or refund bond issuances ($ in millions) Note: This is the principal amount of bonds issued or planned to be issued. Number of consecutive years awarded Certificate of Achievement for Excellence in Financial Reporting Note: This certificate is presented by the Government Finance Officers Association to governments whose comprehensive annual financial reports (CAFRs) achieve the highest standards in government accounting and financial reporting. Write-offs as a percent of total revenue collected Note: FY 2012/13 write off percentage is for Utility Billing and Transaction Privilege Tax areas only (Business Services). The Cost of Risk (COR) Note: COR is an equation that measures the city's total cost of claims, insurance premiums and risk management administration expenses as a percentage of total operating cost in a given year. # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Supplement daily remittance processing operations by opening and sorting mailed in utility bill payments serving over 85,000 accounts. 3 468 $9,397 0.2 Total 3 $9,397 0.2 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 280 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 281 - Table of Contents City Treasurer - Finance & Accounting | City Treasurer & Finance CITY TREASURER - FINANCE AND ACCOUNTING CITY TREASURER AND FINANCE Description The municipal finance group manages the city's debt and investment portfolios, coordinates the financing of city projects, provides current information concerning economic conditions and their potential fiscal impact to Scottsdale and oversees the enterprise accounting function. Strategic Goal(s) Seek Sustainability          Support Economic Vitality Services Provided Provides financial information to stakeholders and serves as a consultant to division customers and the City Council. Issues new debt to finance new capital projects. Oversees the city's investment portfolio. Coordinates accounting functions for the enterprise divisions, the Municipal Property Corporation, the Scottsdale Preserve Authority and the community facility districts. FY 2012/13 Achievements Reinforced the city's solid standing with credit rating agencies and maintained Scottsdale's excellent bond ratings. Sought optimum financial structure to reduce debt service by refunding $28 million of community facility district (CFD) bonds, saving $4.5 million of debt service over the life of the issues. FY 2013/14 Objectives 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 the city's 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 282 - Table of Contents City Treasurer - Finance & Accounting | City Treasurer & Finance CITY TREASURER - FINANCE AND ACCOUNTING CITY TREASURER AND FINANCE Staff Summary Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 5.00 5.00 5.00 0.00 Full-time Equivalents (FTE) % of City's FTEs 0.21 % Expenditures By Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 204,317 277,195 534,898 257,703 34,264 19,168 19,394 226 Water Funds 252,895 245,561 250,509 4,948 Total Budget 491,476 541,924 804,801 262,877 Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 475,382 521,383 542,284 20,901 14,786 18,994 261,070 242,076 1,308 1,547 1,447 (100) 0 0 0 0 491,476 541,924 804,801 262,877 0 0 0 0 491,476 541,924 804,801 262,877 Self-Insurance Funds Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Changes in Personnel Services include citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average. Increase in Contractual Services is caused by transferring the investment fees budget from Accounting to Finance to better reflect area of responsibility. Performance Measures Investment portfolio earnings rate Actual 2011/12 Actual 2012/13 Projected 2013/14 0.65% 0.46% 0.43% $50 $251 $110 Note: The earnings rate for invested cash. New or refund bond issuances ($ in millions) Note: This is the principal amount of bonds issued or planned to be issued. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 283 - Table of Contents City Treasurer - Finance & Accounting | Accounting CITY TREASURER - FINANCE AND ACCOUNTING ACCOUNTING Description Accounting maintains the financial integrity of the city through effective fiscal oversight. This is achieved by implementing essential accounting policies, procedures, systems and fiscal controls for all general ledger activity to fairly and accurately report financial information to stakeholders. Accounting provides training and guidance to staff regarding financial controls, laws, policies and ensuring compliance with generally accepted accounting principles. Accounting is also responsible for producing the city's annual audited financial statements; including the comprehensive annual financial report and ensuring all grants and expenditure limitations comply with Arizona Revised Statutes and city code. Additional support services include processing payments to vendors, paychecks for city employees and miscellaneous billings for amounts owed to the city. Strategic Goal(s) Seek Sustainability             Support Economic Vitality Services Provided Accounting develops and administers various financial, operating and internal control systems; provides financial information to stakeholders; and serves as a consultant to division customers and City Council. Accounts Payable processes payment transactions to vendors promptly and accurately. Payroll provides processing, production and distribution of employee pay statements and ensures that employees are paid accurately and on time. FY 2012/13 Achievements Received the Government Finance Officers Association certificate of achievement for excellence in financial reporting for the FY 2011/12 Comprehensive Annual Financial Report (CAFR). Received unqualified opinion from external auditors for the FY 2011/12 CAFR. Received a $500,000 sales tax refund from the Arizona Department of Revenue. Successfully processed all changes for the citywide compensation study Developed and presented curriculum for the Contract Academy and Public Works Academy to provide an overview of basic accounting standards and city procedures for processing payables, receivables, and reporting. FY 2013/14 Objectives Provide accurate and meaningful reporting of the city’s financial condition in conformance with state and federal laws, generally accepted accounting principles and standards of the Governmental Accounting Standards Board and the Government Finance Officers Association. Ensure accurate and timely payment of the city’s payroll and accounts payable. Ensure accurate and timely billing and collection of the city’s miscellaneous receivables. Collaborate with Human Resources staff to seek further efficiencies in coordinating employee changes. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 284 - Table of Contents City Treasurer - Finance & Accounting | Accounting Staff Summary Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 24.00 24.00 24.00 0.00 CITY TREASURER - FINANCE AND ACCOUNTING ACCOUNTING Full-time Equivalents (FTE) % of City's FTEs 0.99 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 2,074,139 2,482,729 2,457,254 (25,475) 4,951 4,914 5,170 256 2,079,090 2,487,643 2,462,424 (25,219) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 1,575,791 1,707,324 1,744,482 37,158 479,412 769,410 707,033 (62,377) 23,887 10,909 10,909 0 0 0 0 0 2,079,090 2,487,643 2,462,424 (25,219) 0 0 0 0 2,079,090 2,487,643 2,462,424 (25,219) Expenditures By Fund General Fund Self-Insurance Funds Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Decrease in Contractual Services is caused by moving the investment fees budget to Finance. The decrease is partially offset by increases in contractual agreements for banking and armored car services as well as internally allocated charges for property, liability and workers' compensation insurance. Performance Measures Number of consecutive years awarded Certificate of Achievement for Excellence in Financial Reporting Actual 2011/12 Actual 2012/13 Projected 2013/14 39 40 41 96% 99.95% 99.99% 99.9% 99.9% 99.9% Note: This certificate is presented by the Government Finance Officers Association to governments whose comprehensive annual financial reports (CAFRs) achieve the highest standards in government accounting and financial reporting. Percentage of vendor invoices processed within city payment terms Note: Accounts Payable issues an average of 45,000 checks annually. City payment terms are 25 days from date of invoice. Percentage of accurate and timely payroll disbursements Note: Payroll processes an average of 68,000 disbursements annually. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 285 - Table of Contents City Treasurer - Finance & Accounting | Budget CITY TREASURER - FINANCE AND ACCOUNTING BUDGET 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. The office assists the City Council with the review and approval of the city's budget; solicits and considers public input; prepares and monitors the five-year financial plans for all funds; and responds to the requests of the City Council, citizens, media and other stakeholders regarding the budget. Strategic Goal(s) Seek Sustainability               Support Economic Vitality Services Provided Provide reliable and accurate information in the preparation and monitoring of the annual operating budget and capital improvement plan (CIP). Monitor operating and capital budgets to comply with financial policies and adopted appropriations. Provide comprehensive financial planning, including long-range financial forecasting. Provide monthly financial reporting on sources and uses. Provide citywide budget support to all divisions. Provide timely responses to inquiries from City Council, boards and commissions, citizens, media, city staff, etc. FY 2012/13 Achievements Worked with City Manager to develop an adopted FY 2013/14 balanced budget. Supported the City Council's budget development process, providing citizens with several opportunities and methods of communicating their feedback and priorities to City Council. Received the Government Finance Officers Association (GFOA) Distinguished Budget Presentation Award for the city's FY 2012/13 budget with special recognition for performance measures as well as noted outstanding as a policy document and outstanding as a communications device. Continued to automate and create efficiencies within the budget development and reporting process. FY 2013/14 Objectives Work with the 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 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 and other stakeholders in response to their specific financial needs. Create an internal budget guide as a resource for divisions during all phases of the budget. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 286 - Table of Contents City Treasurer - Finance & Accounting | Budget CITY TREASURER - FINANCE AND ACCOUNTING Staff Summary Full-time Equivalents (FTE) BUDGET Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 4.50 5.00 5.00 0.00 % of City's FTEs 0.21 % Expenditures By Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 406,797 424,903 431,341 6,438 4,790 4,928 4,978 50 Total Budget 411,587 429,831 436,319 6,488 Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 389,572 408,954 411,968 3,014 21,371 20,877 24,351 3,474 644 0 0 0 0 0 0 0 411,587 429,831 436,319 6,488 0 0 0 0 411,587 429,831 436,319 6,488 Self-Insurance Funds Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Changes in Personnel Services include citywide increases in healthcare and retirement rates. Contractual Services budget reflects increase in internal service charges, software maintenance and licenses, and property, liability, and workers' compensation insurance. Performance Measures Average number of business days to prepare the Monthly Financial Update and post to the city's website Actual 2011/12 Actual 2012/13 Projected 2013/14 13.0 14.0 13.0 Yes Yes Yes Note: The Scottsdale City Charter requires that financial results must be published by the 15th business day. Budget meets or exceeds all requirements and Government Finance Officers Association (GFOA) reporting excellence benchmarks Note: The GFOA established the Distinguished Budget Presentation Awards Program to encourage and assist state and local governments to prepare budget documents of the very highest quality that reflect both the guidelines established by the National Advisory Council on State and Local Budgeting and the GFOA's best practices on budgeting and then to recognize individual governments that succeed in achieving that goal. Produce a balanced five-year financial plan of sources and uses that In Compliance In Compliance In Compliance complies with the city's adopted financial policies Note: 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 287 - Table of Contents City Treasurer - Finance & Accounting | Business Services CITY TREASURER - FINANCE AND ACCOUNTING BUSINESS SERVICES Description The Business Services Department provides timely and accurate utility billing, sales taxing, business licensing, revenue recovery, remittance processing and tax auditing services critical toward receiving fees due to the city in conformance with federal, state, and municipal codes. Strategic Goal(s) Seek Sustainability            Support Economic Vitality Services Provided 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 timely and accurate billing, 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 and all other city areas, except the court and library. Remittance Processing processes payments for utilities, licenses and permits, tax returns, airport registration/fuel/fees, parking violations and alarm activations. Also manages department record retention schedules. Tax Audit promotes accurate privilege (sales) and use tax self-assessments by taxpayers through education programs; provides guidance in tax code interpretations; and evaluates local economic strength through analysis of privilege sales, use and property tax collections. FY 2012/13 Achievements Implemented a new phone-in credit card payment option for over 85,000 utility accounts. This new service, operated by a third party vendor at no cost to the city with a nominal convenience fee applied to the user, replaces the previous program where the city paid over $350K per year in transaction fees. Expanded the use of daily volunteers from the City’s Adaptive Services program to help with workload demands. Volunteers now assume up to 10 percent of daily entry-level work handled by full time staff. This partnership allows staff to focus on priority areas and offers volunteers an effective work-training program. FY 2013/14 Objectives As a team, brainstorm and implement at least three items that may generate new revenues, reduce costs or produce an operational efficiency for the better delivery of services to city customers. Prioritize and pursue high dollar delinquent sales tax accounts to enhance recovery results. Pursue a pilot project with Scottsdale Training and Rehabilitation Services (STARS) to test the efficiency of using a regular volunteer base to open the high volume of utility payments received. Create a more user friendly and detailed bill for utility customers. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 288 - Table of Contents CITY TREASURER - FINANCE AND ACCOUNTING Staff Summary Full-time Equivalents (FTE) City Treasurer - Finance & Accounting | Business Services BUSINESS SERVICES Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 52.00 52.00 52.00 0.00 % of City's FTEs 2.14 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 2,190,722 2,302,147 2,263,660 (38,487) Sewer Fund 740,578 885,971 892,211 6,240 Solid Waste Fund 738,869 885,969 892,210 6,241 Water Funds 777,150 934,281 954,256 19,975 4,447,318 5,008,368 5,002,337 (6,031) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 3,419,590 3,667,871 3,615,938 (51,933) 988,224 1,311,736 1,357,982 46,246 34,738 28,761 28,417 (344) 4,765 0 0 0 4,447,318 5,008,368 5,002,337 (6,031) 0 0 0 0 4,447,318 5,008,368 5,002,337 (6,031) Expenditures By Fund General Fund Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes   Changes in Personnel Services are due to the one-time cost in FY 2012/13 for vacation and retirement leave accrual payouts associated with the retirement of the city's tax audit manager, which is partially offset by citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average. The changes in Contractual Services is due to an increase in internally allocated charges for property, liability and workers' compensation insurance and an anticipated increase to the subscription costs of the BPS WayPoint Online Utility Billing Payment and Presentment Website. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 289 - Table of Contents City Treasurer - Finance & Accounting | Business Services CITY TREASURER - FINANCE AND ACCOUNTING BUSINESS SERVICES Actual 2011/12 Performance Measures Write-offs as a percent of total revenue collected Actual 2012/13 Projected 2013/14 0.55% 0.36% 0.45% 9,856 9,944 9,800 220,155 258,119 250,000 Note: FY 2012/13 write off percentage is for Utility Billing and Transaction Privilege Tax areas only (Business Services). Number of Tax & License transactions per full-time equivalent Note: Data only reflects the 74,541 work items and 53,588 cashier transactions divided by the team of 13 and not the additional workload that includes issuing passports, phone calls and license inspections. Total number of remittance payments processed per full-time equivalent Note: Reduction in staff raised the number of payments processed per FTE # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Supplement daily remittance processing operations by opening and sorting mailed in utility bill payments serving over 85,000 accounts. 3 468 $9,397 0.2 Total 3 $9,397 0.2 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 290 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 291 - Table of Contents City Treasurer - Finance & Accounting | Risk Management CITY TREASURER - FINANCE AND ACCOUNTING RISK MANAGEMENT Description The Risk Management department manages the city’s Self-Insured Trust Fund (the Trust), and administers the city’s safety, loss prevention, insurance, contractual risk transfer and claims programs. The Trust is funded through charges (risk rates) to the budgets of each of the insured city divisions, in amounts consistent with their exposure and loss history. Strategic Goal(s) Seek Sustainability         Support Economic Vitality Services Provided Management and administration of the city's safety, loss prevention, insurance, contractual risk transfer and claims programs. FY 2012/13 Achievements Created, established, passed, and adopted the Declaration of Trust authorizing the City of Scottsdale to self-insure pursuant to Arizona Revised Statute §11-981. Held inaugural Loss Trust Fund Board of Trustees meeting. Created the Loss Prevention Program through the Take Pride Committee. FY 2013/14 Objectives Reduce the cost of risk over the prior fiscal year. Maintain a ratio equal to or better than one closed claim for every one new claim opened across all lines of coverage. Reduce the Occupational Safety and Health Administration (OSHA) rate to 4.75. Streamline the Risk Management operation through automation and realignment of responsibilities. Create focused safety, loss prevention, insurance, contractual risk transfer and claims programs, and well-defined, measurable goals and objectives. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 292 - Table of Contents CITY TREASURER - FINANCE AND ACCOUNTING Staff Summary Full-time Equivalents (FTE) City Treasurer - Finance & Accounting | Risk Management RISK MANAGEMENT Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 7.00 7.00 7.00 0.00 % of City's FTEs 0.29 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Self-Insurance Funds 7,265,896 7,932,733 8,054,190 121,457 Total Budget 7,265,896 7,932,733 8,054,190 121,457 Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 694,591 724,979 729,272 4,293 6,516,633 7,112,735 7,240,399 127,664 54,672 95,019 84,519 (10,500) 0 0 0 0 7,265,896 7,932,733 8,054,190 121,457 0 0 0 0 7,265,896 7,932,733 8,054,190 121,457 Expenditures By Fund Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Changes in Personnel Services include citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average, which was offset by staff turnover. The Contractual Services budget for FY 2013/14 reflects an increase in insurance premium expense. It is anticipated that insurance market conditions and pending liability claims will drive an increase in premium cost. Actual 2011/12 Performance Measures 1 to 1 Ratio Actual 2012/13 Projected 2013/14 .99 1.20 1.00 1.8% 2.1% 1.8% 5.71 5.47 5.25 Note: This tracks the ratio of one closed claim for every one new claim opened across all lines of coverage in a given fiscal year. Maintaining the 1 to 1 Ratio is indicative of efficiency and drives timely closures, which reduce claims costs. The Cost of Risk (COR) Note: COR is an equation that measures the city's total cost of claims, insurance premiums and risk management administration expenses as a percentage of total operating cost in a given year. OSHA rate Note: The OSHA rate is standard for industry measurement and benchmarking of work related injury experience. It measures the citywide total injury incident rate per 200,000 hours worked. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 293 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 294 - Table of Contents ADMINISTRATIVE SERVICES Actual 2011/12 Approved 2012/13 29,421,577 31,088,894 29,930,947 (1,157,947) INFORMATION TECHNOLOGY 8,961,400 10,118,003 10,605,711 487,708 PURCHASING 2,163,934 2,136,939 2,323,149 186,210 747,366 820,520 768,070 (52,450) 41,294,277 44,164,356 43,627,877 (536,479) Expenditures By Department HUMAN RESOURCES COMMUNICATIONS Total Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 295 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 296 - Table of Contents Division Summary Administrative Services ADMINISTRATIVE SERVICES DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 297 - Table of Contents Division Summary Administrative Services ADMINISTRATIVE SERVICES DIVISION SUMMARY Description The Administrative Services Division comprises several departments that support the city's overall mission. The Office of Communication creates and distributes timely, accurate and relevant information to the public, businesses, employees and other audiences. Human Resources (HR) provides recruiting, hiring, training, compensation, benefits, diversity and other employee services. Information Technology (IT) provides technical design, support and maintenance for a variety of systems and services needed to support city business functions and communications. Purchasing procures goods and services, oversees the warehouse and provides graphics, printing and mail delivery services. Strategic Goal(s) Advance Transportation         Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Services Provided Services for the Administrative Services Division are listed within each individual department. FY 2012/13 Achievements Developed security and compliance policies, conducted financial analysis, and implemented tools for the management of personal and city owned mobile devices. This project was awarded first place in the IT & Telecommunications category for “Maintaining Information Security in the Migration to a Consumer-based Smartphone Solution" from the Public Technology Institute (PTI) in May 2013. Completed the Classification and Compensation Study and provided recommendations to City Council, who approved them unanimously. The warehouse conducted a successful 6-month pilot/comparison program for online auctioning of surplus materials; the success of that pilot led to the adoption of online auctioning as the primary means of the city’s surplus disposition. FY 2013/14 Objectives Expand efforts to use online tools to increase public feedback and engagement on city programs and issues. Update all public facing map applications so that they can be accessed by vast majority of devices including smart phones and tablets. Increase training and professional development opportunities for city employees to improve service delivery and quality. Increase the use of online surplus auctioning to include rolling stock to yield a better return on the disposition of such vehicles when they are no longer needed. Charted Performance Measures Commercial advertising dollar value of news items generated by the Office of Communication Combined city and employee average annual premium costs Number of unique daily visitors to city website City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 298 - Table of Contents Division Summary Administrative Services ADMINISTRATIVE SERVICES Staff Summary Full-time Equivalents (FTE) DIVISION SUMMARY Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 129.81 124.56 127.41 2.85 % of City's FTEs 5.24 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 13,996,273 14,787,680 15,679,662 891,982 445,216 727,722 842,633 114,911 26,846,687 28,648,954 27,105,582 (1,543,372) 6,101 0 0 0 41,294,277 44,164,356 43,627,877 (536,479) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 11,381,140 11,606,356 12,022,575 416,219 Contractual Services 28,727,658 30,891,845 29,772,102 (1,119,743) Commodities 719,005 551,433 517,567 (33,866) Capital Outlays 251,298 727,722 928,633 200,911 41,079,102 43,777,356 43,240,877 (536,479) 215,175 387,000 387,000 0 41,294,277 44,164,356 43,627,877 (536,479) Expenditures By Fund General Fund PC Replacement Fund Self-Insurance Funds Special Programs Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget     Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Staffing changes include the addition of 1.0 FTE in Human Resources, 1.0 FTE in Information Technology, 1.0 FTE in Purchasing, and a decrease of 0.15 FTE in Communications. See department pages for further details. Change in Contractual Services is driven mainly by a decrease in Retiree medical claims expenses due to Retirees opting out of city health insurance. This decrease is offset by a one-time expense for a business continuity consultant in Information Technology. The increase in Capital Outlays is tied to PC replacement purchases which vary each year based on age and condition of equipment. Also included in the increase is a one-time purchase of a replacement postage meter. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 299 - Table of Contents Division Summary Administrative Services ADMINISTRATIVE SERVICES DIVISION SUMMARY Performance Measures Provide quality customer service by achieving a satisfaction approval rating of 4.8 or above out of a possible 5.0 for all IT work requests. Percentage of contract administrators trained in the contract administrator academy Actual 2011/12 4.95 Actual 2012/13 4.97 Projected 2013/14 4.95 53% (158/296) 65% (192/296) 75% (222/296) 55% 70% 90% Note: This is the annual cumulative percentage of total contract administrators trained through the contract administrator academy. Percentage of city telephones transitioned to voice over IP technology Note: More than 1700 phones have been transitioned to VoIP technology. All work is being completed in-house by city IT Staff. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 300 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 301 - Table of Contents Administrative Services | Communications ADMINISTRATIVE SERVICES COMMUNICATIONS Description 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. Strategic Goal(s) Advance Transportation           Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Services Provided External communications. Communication created and distributed directly to the public or other audiences including email newsletters, print materials and face-to-face communication through specific outreach activities. Media relations. Day-to-day interactions with local, regional and national reporters and editors and researching, developing and distributing news releases and media advisories, responding to media inquiries and interview requests, monitoring news coverage and managing the overall city reputation as presented in the news media. Video production. The broadcast and recording of City Council and other city meetings, as well as creation and distribution on CityCable Channel 11 and online of original programming that showcases the city’s people, programs, projects and services. Online communications. The Office of Communications works with Web and Creative Services and other city departments to ensure web content is accurate, informative and easy to find; the groups also work together to manage the city’s social media presences to ensure appropriate and accurate city information is provided there. Internal communications. The creation and distribution of information to keep city employees informed and engaged regarding city services, issues, employee benefits and other information. FY 2012/13 Achievements The Office of Communication selected a vendor and launched Speak Up Scottsdale, a new online civic engagement space being used to expand traditional outreach methods. The Office of Communication supported the Scottsdale McDowell Sonoran Preserve by creating three new videos that take viewers deep into different portions of the preserve through stunning aerial videography, and creating an event - “Wings Over the Preserve” - to premiere the videos and also launch McDowell Sonoran Preserve month. Several hundred people attended the event and the videos have been viewed nearly 2,400 times on YouTube. Working in partnership with the Economic Development Department and Scottsdale Airport, the Office of Communication produced a new business profile video, “The Scottsdale Airpark: Business Takes Flight.” Subsequent promotion efforts through the National Business Aviation Association have garnered additional attention on the Airpark and the video. The video has generated more than 1,000 online views (and the 8-minute video has been viewed more than 44 hours) and continues to promote economic development potential in the area. In January 2013, the Office of Communication began offering closed captioning of Scottsdale City Council meetings for hearing impaired viewers. This service improvement is thanks to ongoing funding approved by the City Council in the FY 2012/13 budget. The Office of Communication provided a wide range of planning and promotional support for Small Business Saturday, an event spearheaded by the Economic Development Department to promote shopping at small businesses during the holiday season. Media and public relations activities helped generate publicity and online interaction between businesses and the public. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 302 - Table of Contents Administrative Services | Communications      FY 2013/14 Objectives Expand efforts to use online tools to increase public feedback and engagement on city programs and issues. Support any potential city elections with comprehensive communication efforts that meet all requirements of state statutes and federal law. Produce a new Scottsdale McDowell Sonoran Preserve video highlighting the new Brown’s Ranch Trailhead and recreation area. Produce a new business profile video in partnership with the Economic Development Department. Begin new video production series to highlight city employees and how they serve the community. Staff Summary Full-time Equivalents (FTE) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 8.50 8.25 8.10 (0.15) % of City's FTEs 0.33 % Expenditures By Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 747,366 820,520 768,070 (52,450) Total Budget 747,366 820,520 768,070 (52,450) Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 718,489 777,080 722,800 (54,280) 19,322 27,193 36,020 8,827 9,555 16,247 9,250 (6,997) 0 0 0 0 747,366 820,520 768,070 (52,450) 0 0 0 0 747,366 820,520 768,070 (52,450) Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Changes in Personnel Services are due to one-time cost in FY 2012/13 for vacation and retirement leave accrual payouts associated with the retirement of the city's Video Production Supervisor, which is partially offset by increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Staffing reduction of 0.15 FTE in CityCable Channel 11 for FY 2013/14 reflects converting a 30-hour per week part time video production specialist to 24 hours per week. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 303 - Table of Contents Administrative Services | Communications ADMINISTRATIVE SERVICES COMMUNICATIONS Performance Measures Actual 2011/12 Actual 2012/13 Projected 2013/14 Ad value equivalency $20,000 $78,861 $90,000 Not Available 957 1000 Not Available 180 175 Note: Ad value equivalency measures the effectiveness of media relations efforts (primarily news releases) by determining a commercial advertising value for each news item generated by the Office of Communication. The target is to generate a total ad value equivalency of $90,000. YouTube viewing hours Note: This is a new measure. This tracks the actual time viewers spend watching original videos produced by CityCable and distributed via YouTube. The target is for CityCable videos to generate 1,000 hours of viewing time on YouTube. Hours of live video coverage Note: This is a new measure. These are actual public meeting hours televised and live-streamed. The measure does not include staff time for setup or post-meeting activity. The target is to provide live video coverage of 175 hours of public meetings. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 304 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 305 - Table of Contents Administrative Services | Human Resources ADMINISTRATIVE SERVICES HUMAN RESOURCES Description The Human Resources (HR) Department has four main programs: Administration, Benefits, Employee Relations and Recruitment, and Workforce Development and Inclusion. Administration manages personnel rules and regulations, the compensation and classification program and supports the department’s technology, budget and records management needs. Benefits administers the employee benefit and wellness programs. Employee Relations and Recruitment supports the organization in hiring staff, managing employee relations and compliance with employment laws, practices and policies. Workforce Development and Inclusion manages programs that encourage workforce and community diversity, and facilitates improved individual and organizational performance through city-sponsored training and professional development. Strategic Goal(s) Seek Sustainability                    Services Provided Provides recruitment and selection services by posting openings, screening applications and hiring employees. Conducts investigations, develops disciplinary documentation and responds to discrimination and ethics complaints. Administers and interprets personnel rules and regulations for the organization. Manages employee benefit programs including contract administration, renewal and rate setting. Advises employees, dependents and retirees on the effective and economical use of city-provided benefits. Provides employee training opportunities to support professional development, individual growth and succession planning. Coordinates, designs and implements the employee wellness and recognition programs. Coordinates and conducts community events as part of the city's commitment to diversity. Manages the recruitment, selection and recognition of the city’s volunteers. Supports the work of five City Council-appointed boards and commissions. FY 2012/13 Achievements Completed the Classification and Compensation Study and provided recommendations to City Council, who approved them unanimously. Implemented medical plan rates for retirees that reflect the total expected medical costs for the retiree group. Merged the Diversity and Dialogue Office with Workforce Development and changed the name of this service area to Workforce Development and Inclusion; existing services will continue and workforce development and diversity/inclusion initiatives based on best practices within the City of Scottsdale will be delivered. FY 2013/14 Objectives Improve support to the organization by filling vacant HR positions (24 percent of budgeted HR positions are currently unfilled). Conduct process analysis to increase efficiencies to deliver programs and services. Implement the compensation plan and program including ranking and slotting all job classifications and salary ranges. Increase training and professional development opportunities for city employees to improve service delivery and quality. Implement an exit interview process, tabulate and report information to identify and reduce citywide turnover. Develop and conduct process to select a new medical plan provider to begin July 1, 2014. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 306 - Table of Contents ADMINISTRATIVE SERVICES Staff Summary Full-time Equivalents (FTE) Administrative Services | Human Resources HUMAN RESOURCES Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 27.50 23.50 24.50 1.00 % of City's FTEs Expenditures By Fund General Fund Self-Insurance Funds Special Programs Fund Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget    1.01 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 2,568,789 2,439,940 2,825,365 385,425 26,846,687 28,648,954 27,105,582 (1,543,372) 6,101 0 0 0 29,421,577 31,088,894 29,930,947 (1,157,947) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 2,449,258 2,247,176 2,342,526 95,350 26,805,289 28,694,224 27,403,606 (1,290,618) 167,030 147,494 134,815 (12,679) 0 0 50,000 50,000 29,421,577 31,088,894 29,930,947 (1,157,947) 0 0 0 0 29,421,577 31,088,894 29,930,947 (1,157,947) Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Staffing in Human Resources is being increased by 1.0 FTE (senior HR analyst) to assist with the efficient completion, execution and day-to-day management of the council-approved city compensation program. Changes in Contractual Services are related to retirees' migration from the city's health insurance to the State's health insurance. As a result, the city does not have to budget as much for this coverage. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 307 - Table of Contents Administrative Services | Human Resources ADMINISTRATIVE SERVICES Performance Measures Number of job studies completed annually HUMAN RESOURCES Actual 2011/12 Actual 2012/13 Projected 2013/14 Not Available Not Available 184 Not Available Not Available 80% $10,300 $10,700 $11,300 $27.1 $25.5 $26.9 Not Available Not Available 20% Not Available 75% 80% 10% 45% 55% 6,850 5,000 5,000 Note: This is a new performance measure based on the implementation of a city classification and compensation program. A goal of the program is to complete job studies for one-third of all job classifications annually to maintain market competitiveness on a three year basis. Percentage of job recruitments completed within 60 days Note: This is a new performance measure based on a goal identified by HR to assist in improved efficiencies and customer service. Annual medical/dental cost per employee/retiree Note: Data provided is based on the average cost of all plans; for FY 2011/12, the city paid approximately 80% of total premium, employees paid approximately 20%; retirees paid 60% of total premium. Beginning with FY 2012/13, the city pays approximately 79% of total premium, employees pay approximately 21% and retirees pay 100%. Total self-funded medical and dental costs ($ in millions) Note: This includes both employer and employee contributions. This reflects increases lower than the national health care trends in part because of declining enrollment of retirees. Percentage of city employees participating in professional development training opportunities annually Note: This is a new performance measure. HR has started tracking participation and will be increasing funding and opportunities this fiscal year. Percentage of city employees in compliance with civil treatment training Percentage of city employees in compliance with Beyond Race & Gender diversity training Note: For FY 2011/12, training was suspended as a result of not having a diversity trainer for a majority of the year. Training was reestablished in September 2012 and has been offered on a regular basis in a concerted effort to reach 100% compliance with existing employees. These efforts will continue into the new fiscal year and training is being incorporated into New Employee Orientations to achieve 100% compliance for all new hires. Number of community attendees at community events sponsored annually (La Gran Fiesta, Martin Luther King, Jr. Annual Celebration, Cross Cultural Communication Series) Note: Attendance varies because of popularity of keynote speakers and entertainers, as well as inclement weather for outdoor events. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 308 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 309 - Table of Contents Administrative Services | Information Technology ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY Description The Information Technology Department provides a dynamic, proactive technology environment that meets the city's existing and future departmental service needs through reliable secure infrastructure and applications. Strategic Goal(s) Seek Sustainability           Services Provided 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 networks required for these components to operate effectively. The Application Development, Integration, Management and Support program provides software engineering and technical support services including the design and engineering of custom software solutions, deployment and support of purchased products including the enterprise document management system, the management and protection of the city's database infrastructure, business intelligence solutions and IT software training. The Network Security program protects the city's network and computing infrastructure through 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 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 and operates a help desk service to provide timely response to calls for service. The Geographic Information System (GIS) Data Services program provides data maintenance services that ensure the city's GIS applications, databases and maps are reliable and up-to-date as well as providing 3D modeling, spatial analysis and cartographic services to other city divisions. 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. FY 2012/13 Achievements Developed security and compliance policies, conducted financial analysis, and implemented tools for the management of personal and city owned mobile devices. This project was awarded first place in the IT & Telecommunications category for “Maintaining Information Security in the Migration to a Consumer-based Smartphone Solution" from the Public Technology Institute (PTI) in May 2013. Replaced the city’s primary electronic data storage and tape backup systems with more efficient, scalable and flexible systems to better meet the city’s current business requirements. The new equipment enabled IT to go tapeless for data storage backups and provides backup system redundancy between the city’s primary data center and public safety data center. Replaced two of the city’s aging voice response systems using internal resources. The two systems answer thousands of calls each month for the Planning and Court work groups. These systems reduce wait times for citizens and minimize the need for customer service representatives. Built a system for managing activities associated to public safety personnel. One of the major components of the system integrates with the city’s online application system eliminating the need for staff to enter information on hundreds of applicants. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 310 - Table of Contents Administrative Services | Information Technology     FY 2013/14 Objectives Update all public facing map applications so that they can be accessed by vast majority of devices including smart phones and tablets by June 2014. Improve efficiency of work request tracking, resolution and resource allocation for finance technology staff through integration with the centralized IT work order management system by March 2014. Replace the aging network equipment at the Via Linda and Civic Center campuses to provide increased network capacity and speeds by June 2014. Complete 90 percent of the implementation of a unified communications telephone system to provide new conferencing, collaboration and mobility applications, which allows easy interoperability with mobile phone services and is more easily administered and maintained than the current phone system by June 2014. Staff Summary Full-time Equivalents (FTE) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 69.81 69.81 70.81 1.00 % of City's FTEs 2.91 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 8,516,184 9,390,281 9,763,078 372,797 445,216 727,722 842,633 114,911 8,961,400 10,118,003 10,605,711 487,708 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 6,670,470 7,073,866 7,311,394 237,528 Contractual Services 1,439,384 1,731,773 1,901,467 169,694 Commodities 385,072 197,642 163,217 (34,425) Capital Outlays 251,298 727,722 842,633 114,911 8,746,224 9,731,003 10,218,711 487,708 215,175 387,000 387,000 0 8,961,400 10,118,003 10,605,711 487,708 Expenditures By Fund General Fund PC Replacement Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget     Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Added 1.0 new FTE for network support to provide technical support for the city's network communications architecture, which includes network routers, switches and other network devices. Changed the funding source for one position from the Capital Improvement Program (CIP) Allocation to the General Fund. The change was supported by reductions in Contractual Services line items. Increase in Contractual Services is primarily related to one-time funds to hire a consultant to analyze business continuity options for the city’s primary data center as well as other department specific data centers located within the city. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 311 - Table of Contents Administrative Services | Information Technology ADMINISTRATIVE SERVICES INFORMATION TECHNOLOGY Actual 2011/12 Actual 2012/13 Projected 2013/14 55% 70% 90% Provide quality customer service by achieving a satisfaction approval rating of 4.8 or above out of a possible 5.0 for all IT work requests. 4.95 4.97 4.95 Average amount of data backed up monthly from centralized electronic data storage and servers in terabytes Not Available 40.9 45.0 1,105 1,233 1,375 945,768 1,106,255 1,293,975 12,960 18,700 19,000 159 164 175 150 215 195 6,000 4,630 5,200 Performance Measures Percentage of city telephones transitioned to voice over internet protocol (VoIP) technology Note: More than 1,700 phones have been transitioned to VoIP technology. All work is being completed in-house by city IT Staff. Note: This new measure tracks the increases in data being stored over time. Number of databases supported Note: The increasing level reflects increased demand from departments to automate processes, which in turn increase workload for application development and support staff. Number of custom reports executed Note: These increases are in part due to the increasing numbers of databases, as well as increased utilization to prepare custom reports to analyze data. Number of work orders completed Note: These increases are in part due to the maturity in processes requiring staff to ensure customer requests are always documented in the work order system as well as the automated creation of work orders from electronic monitoring tools. Total number of map layers maintained by city staff Note: Map layers are databases of information organized geographically that are increasingly used to maintain city infrastructure and for planning purposes. Graphics design projects completed Note: Actual FY 2012/13 incorporates change in the definition of a project. Large projects with multiple components such as the budget book design are now counted as 1 project rather than several. Number of web-unique visitors per day to the Scottsdale website Note: The FY 2012/13 unique visits are down from 6,000 to 4,630 due to improved categorizing and counting accuracy. The upgraded Google Analytics software tool now allows downloads to be categorized separately from unique visits, which provides a more accurate count of unique visits. # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Performs PC imaging and hardware repair for PCs, laptops and printers 1 200 $4,016 0.1 Total 1 $4,016 0.1 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 312 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 313 - Table of Contents Administrative Services | Purchasing ADMINISTRATIVE SERVICES PURCHASING Description The Purchasing Department comprises three areas: Purchasing Services, Warehouse and Graphics, Printing and Mail. Purchasing Services is responsible for the timely acquisition of all materials, services and construction required by the city and assists various contract administrators throughout the city. Warehouse maintains, dispenses and delivers inventory items, manages surplus property and is the primary receiving point for the delivery, inspection and re-delivery of items procured through the city's purchase order system. Graphics, Printing and Mail provides a variety of services to assist city operating areas with graphic design, print production, posters/banners, CD duplication, interoffice mail and all processing of incoming and outgoing U.S. mail items. Strategic Goal(s) Seek Sustainability           Services Provided Purchasing Services prepares and administers all quotes, solicitations, bids, proposals and scopes of work, contracts and purchases all goods and services (including construction) and trains the city's contract administrators. Warehouse plans, orders, receives, maintains, dispenses and delivers inventory supply items; administers the city's disposition process for excess/surplus property; is a primary receiving point for the receipt, inspection and redelivery of items procured through the city's purchase order and procurement card systems. Graphics, Printing and Mail manages all U.S. and interoffice mail pickup, processing and delivery; manages inhouse production and outsourcing of graphic design and printing projects; and supports the Customer Service Department by printing, processing and mailing all city utility bills, statements and tax forms. FY 2012/13 Achievements Purchasing received the National Procurement Institute Award for Excellence in Procurement for the 14th straight year. Mail / Graphics successfully relocated to the South Corp yard with no interference in services to the rest of the city. Mail continued to make process improvements to take advantage of postage reduced presort rates for mailings for various city materials where appropriate. The warehouse conducted a successful 6-month pilot/comparison program for online auctioning of surplus materials; the success of that pilot led to the adoption of online auctioning as the primary means of the city’s surplus disposition. FY 2013/14 Objectives Review, develop and implement improvements to the Purchasing intranet web site designed to assist staff with their Purchasing needs and requirements. Increase the use of online surplus auctioning to include rolling stock to yield a better return on the disposition of such vehicles when they leave service. Continue to focus on making workplace safety a priority for the Warehouse, Mail and Graphics staff. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 314 - Table of Contents Administrative Services | Purchasing ADMINISTRATIVE SERVICES Staff Summary Full-time Equivalents (FTE) PURCHASING Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 24.00 23.00 24.00 1.00 % of City's FTEs 0.99 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 2,163,934 2,136,939 2,323,149 186,210 Total Budget 2,163,934 2,136,939 2,323,149 186,210 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 1,542,924 1,508,234 1,645,855 137,621 Contractual Services 463,663 438,655 431,009 (7,646) Commodities 157,347 190,050 210,285 20,235 0 0 36,000 36,000 2,163,934 2,136,939 2,323,149 186,210 0 0 0 0 2,163,934 2,136,939 2,323,149 186,210 Expenditures By Fund Expenditures By Type Personnel Services Capital Outlays Subtotal Operating Budget Operating Projects Total Budget    Budget Notes and Changes Increases in Personnel Services is the result of allocating resources for contract workers, in addition to increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Due to retirement and transition in Purchasing management, the purchasing manager’s position was not filled and instead reclassified to make use of that existing FTE headcount as a buyer aide for FY 2013/14. The savings also allowed for the addition of 1.0 FTE warehouse mail technician position. The net result is no increase in salary, but does add 1.0 FTE to the division and department headcount for FY 2013/14. The increase in Capital Outlays is for the one-time cost of replacing of a postage meter machine. The machine is utilized daily to process and apply regulated United States Postal Services (USPS) meter postage rates to the all the city mailings and allows the city to take advantage of the USPS discounted presort rates, as well as full rate as necessary. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 315 - Table of Contents Administrative Services | Purchasing ADMINISTRATIVE SERVICES Performance Measures Number of purchase orders processed PURCHASING Actual 2011/12 Actual 2012/13 Projected 2013/14 5,018 4,678 5,000 $166 $173 $230 53% (158/296) 65% (192/296) 75% (222/296) 9,860 10,968 12,000 $719,520 $727,996 $800,000 7,600 5,725 8,400 390 202 275 2,135 2,305 2,250 5.1 5.1 5.9 5.2 4.2 5.2 Note: This is the annual fiscal year volume of the number of purchase orders issued by Purchasing staff. Dollar value of purchase orders processed ($ in millions) Note: This tracks the annual fiscal year increase in the dollar value of issued purchase orders. Percentage of contract administrators trained in the contract administrator academy Note: This tracks the annual fiscal year cumulative percentage of total contract administrators trained through the contract administrator academy. Number of warehouse items issued Note: This is the annual fiscal year number of warehouse stock items issued to customers in city departments. Dollar value of warehouse items issued Note: This is the annual fiscal year dollar value of stock items issued to customers in city departments. Orders received and re-delivered by warehouse Note: This tracks the annual fiscal year volume of orders received by the warehouse and redelivered to customers in city departments. Surplus property pick-up requests Note: This measures the annual volume of requests for surplus property pick-ups for disposal or auction by customers in city departments. Number of graphic requisitions processed Note: This is the annual volume of graphics requisitions and jobs processed for customers in city departments. Number of impressions processed by graphics and printing (in millions) Note: This is the annual volume of copies and impressions on a per-click basis for customers in city departments. Number of pieces of USPS and inter-office mail processed (in millions) Note: This is the annual volume of incoming and outgoing U.S. mail and inter-office deliveries to customers in city departments. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 316 - Table of Contents COMMUNITY AND ECONOMIC DEVELOPMENT Actual 2011/12 Approved 2012/13 PLANNING / NEIGHBORHOOD / TRANSPORTATION 21,586,461 22,688,216 22,422,136 (266,080) ECONOMIC DEVELOPMENT 13,692,464 14,745,295 15,375,825 630,530 WESTWORLD 3,221,545 4,003,959 3,959,014 (44,945) AVIATION 1,824,623 1,845,604 1,997,150 151,546 40,325,094 43,283,074 43,754,125 471,051 Expenditures By Department Total Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 317 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 318 - Table of Contents Division Summary COMMUNITY AND ECONOMIC DEVELOPMENT Community & Economic Development DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 319 - Table of Contents Division Summary COMMUNITY AND ECONOMIC DEVELOPMENT Community & Economic Development DIVISION SUMMARY Description The Community and Economic Development Division works 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. The division has four departments: Aviation, Economic Development, Planning / Neighborhood / Transportation and WestWorld. Strategic Goal(s) Advance Transportation Enhance Neighborhoods Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Services Provided         Business attraction, retention and development. Support tourism as a means to enhance the economic well-being and quality of life of the community and its residents. Assure that the community vision is considered for all proposals to City Council, Planning Commission and Development Review Board. Provide timely construction document review for building plan submittals. Transportation Master Planning, route planning, trolley operations, regional coordination, Dial-a-Ride, Cab Connection. Hosts equestrian and special events for public recreational use at WestWorld. Provide a safe, secure and efficient operating environment for airport users and stakeholders. Provide strategic and consistent approach to environmental sustainability. FY 2012/13 Achievements       Oversaw stakeholder and contract negotiations that led to construction of the expanded Tony Nelssen Equestrian Center at WestWorld. Continued organizational restructuring to enhance efficiencies; the reduction of 13 positions resulted in an annual general fund savings of approximately $1 million. Oversaw the negotiation of an operating agreement and developed the staff reports that resulted in funding approval for construction of Scottsdale’s Museum of the West. Supported downtown Scottsdale as a destination attraction through connecting with business and property owners to maintain quality programming and special events. Coordinated city support for major tourism-driven events such as the Phoenix Open, Barrett Jackson Collector Car Auction, Arabian Horse Show and ancillary events, which attracted significant numbers of visitors to the area and provided valuable exposure to potential visitors through media coverage. Implemented development regulations to protect Scottsdale Airport from noise-sensitive development encroachment. FY 2013/14 Objectives      Attract revenue and employment generators interested in locating to Scottsdale; assist in the retention or expansion of existing businesses to preserve Scottsdale's positive economic environment. Enhance the economic well-being and quality of life of the community and its residents by support of tourism through research, marketing, promotion, major events and the development of destination attractions and infrastructure. Efficient and effective code enforcement using a proactive and collaborative approach. Plan and build major transportation infrastructure and safety improvement projects. Engage community members citywide to update the city's vision, values, goals and policies for incorporation into an updated or new General Plan. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 320 - Table of Contents Division Summary Charted Performance Measures Building permit valuations Staff Summary Full-time Equivalents (FTE) Community & Economic Development Transit ridership Aircraft operations Actual 2011/12 Approved 2012/13 202.50 189.50 % of City's FTEs Adopted 2013/14 Change 12/13 to 13/14 190.50 1.00 7.84 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Aviation Fund 1,824,623 1,845,604 1,997,150 151,546 General Fund 22,875,163 22,137,621 22,826,306 688,685 144,272 212,500 0 (212,500) 6,743,602 1,294,098 1,144,098 (150,000) 0 8,435,809 8,870,489 434,680 8,737,433 9,357,442 8,916,082 (441,360) 40,325,094 43,283,074 43,754,125 471,051 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 16,367,676 16,532,487 16,729,950 197,463 Contractual Services 22,623,584 24,949,669 25,122,027 172,358 682,514 895,837 922,755 26,918 17,368 9,950 94,950 85,000 39,691,143 42,387,943 42,869,682 481,739 633,951 895,131 884,443 (10,688) 40,325,094 43,283,074 43,754,125 471,051 Expenditures By Fund Grant Funds Special Programs Fund Tourism Development Transportation/HURF Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes   Changes in Personnel Services are due the addition of a 1.0 FTE Sr. Financial Analyst in addition to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. The new position will assist with fiscal and resource management, ensuring fiscally responsible and fair management of taxpayer money, grants, and city assets, and coordinate infrastructure planning within the context of financial demands and available resources. Contractual Services increase is primarily the increase to the Bed Tax destination marketing contract as a result of increased Bed Tax revenues. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 321 - Table of Contents Community & Economic Development | Aviation COMMUNITY AND ECONOMIC DEVELOPMENT AVIATION Description Aviation comprises two major programs: Operations and Administration. Airport Operations is responsible for the day-today operations, safety, security and maintenance of the Scottsdale Airport. The Administration program carries out the financial business relation, marketing and community outreach functions for the Aviation Enterprise Fund. Strategic Goal(s) Advance Transportation        Support Economic Vitality Services Provided Provide a safe, secure and efficient operating environment for the airport users, tenants and customers. FY 2012/13 Achievements Implemented a marketing program in partnership with aviation stakeholders to promote Scottsdale Airport as a world-class destination airport. Continued compliance with Federal Aviation Administration (FAA) standards and grant assurances. Implemented a division plan for cooperative marketing with airport, airpark, WestWorld and aviation stakeholders to drive economic development at the airport and surrounding airpark areas. FY 2013/14 Objectives 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. Complete an Environmental Assessment for permanent increase to the maximum aircraft weight of 100,000 pounds authorized to operate at the airport. Complete an Airport Master Plan Update to evaluate a 20-year outlook for future needs and development of the airport. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 322 - Table of Contents Community & Economic Development | Aviation COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary AVIATION Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 14.00 14.00 14.00 0.00 Full-time Equivalents (FTE) % of City's FTEs 0.58 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Aviation Fund 1,824,623 1,845,604 1,997,150 151,546 Total Budget 1,824,623 1,845,604 1,997,150 151,546 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 1,042,807 1,072,717 1,070,528 (2,189) 739,993 715,637 782,872 67,235 41,823 57,250 58,750 1,500 0 0 85,000 85,000 1,824,623 1,845,604 1,997,150 151,546 0 0 0 0 1,824,623 1,845,604 1,997,150 151,546 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget    Budget Notes and Changes In Personnel Services, staffing turnover coupled with benefit election changes is offsetting the citywide increases in healthcare and retirement rates as well as the minimum salary range adjustments for certain positions to be at least 105% of the Valley average. Increase in Contractual Services is driven by increases in US Customs and Border Patrol inspections fees as well as a one-time expense for a mandated US Customs software upgrade. Increase in Capital Outlays is for the purchase of office furniture for the Airport Operations Center, as well as airport vehicle replacement costs. Performance Measures Actual 2011/12 Actual 2012/13 Projected 2013/14 Annual number of total aircraft operations 142,108 146,432 148,000 $6.5 $3.0 $3.0 Note: This is a measure of airport activity, and includes both take-offs and landings. Federal Airport Administration grants received ($ in millions) Note: This tracks the utilization of federal funding to supplement user fees in operating the airport. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 323 - Table of Contents Community & Economic Development | Economic Development COMMUNITY AND ECONOMIC DEVELOPMENT ECONOMIC DEVELOPMENT Description The Economic Development Department is a multi-faceted organization with responsibilities in areas critical to Scottsdale's economic growth. A strategic collaborative effort combines to create support and expand initiatives that positively affect Scottsdale's economy. Long-term economic development is vital in enhancing the quality of life for all Scottsdale residents. Strategic Goal(s) Support Economic Vitality                 Services Provided Attract new businesses to Scottsdale to ensure long-term viability of the City's revenue and employment base. Assist existing businesses in retention and expansion efforts to maintain and improve the viability of the local economy. Encourage and provide quality programs and special events Downtown to promote Scottsdale as a destination attraction. Support public art and cultural amenities through overseeing the arts administration and museum management contract. Support the local tourism industry by funding marketing activities, events and attractions and providing valueadded research. FY 2012/13 Achievements Completed a five-year Tourism Development and Marketing Strategic Plan and developed a strategy for implementing its recommendations. Implemented Economic Development marketing efforts and outreach programs; including the enhancement of the ChooseScottsdale.com website, creation of the McDowell Road Corridor Reinvestment Brochure and the "Coffee with ED" Broker Series. Attracted and retained significant auto dealerships and assisted in development of their sites. Oversaw the negotiation of an operating agreement and developed the staff reports that resulted in funding approval for construction of Scottsdale’s Museum of the West. Attracted and supported special events in Downtown area. Supported small businesses through Small Business Saturday initiative. Secured private sponsorship investment for the Hospitality Trolley. FY 2013/14 Objectives Implement enhanced staff outreach program designed to attract new and retain/expand existing businesses. Coordinate implementation of priority efforts identified in the Tourism Development and Marketing Strategic Plan. Improve online and marketing efforts promoting targeted industries such as technology and healthcare/bioscience. Reach out to Downtown business/property owners to gauge whether programs and events meet their needs. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 324 - Table of Contents Community & Economic Development | Economic Development COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary Full-time Equivalents (FTE) ECONOMIC DEVELOPMENT Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 10.00 10.00 10.00 0.00 % of City's FTEs 0.41 % Expenditures By Fund General Fund Grant Funds Special Programs Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 6,962,931 5,644,888 5,846,238 201,350 2,365 5,500 0 (5,500) 6,727,168 659,098 659,098 0 0 8,435,809 8,870,489 434,680 13,692,464 14,745,295 15,375,825 630,530 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 1,065,600 1,085,432 1,132,796 47,364 12,208,144 13,020,902 13,610,803 589,901 38,291 21,613 14,878 (6,735) 0 0 0 0 13,312,034 14,127,947 14,758,477 630,530 380,430 617,348 617,348 0 13,692,464 14,745,295 15,375,825 630,530 Tourism Development Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes   Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Effective July 1, 2012, the Tourism Development Fund was established to account for bed taxes and lease rentals earned from the Fairmont-Princess Hotel. Performance Measures Number of new jobs created through targeted business location and expansion Actual 2011/12 Actual 2012/13 Projected 2013/14 1,595 1,593 1,750 119 126 175 61.5% 63.0% 61.5% Note: This is an indicator of new economic activity. Number of Downtown events and activities Note: This is a measure of the number of events and activities designed to promote and attract people to Downtown Scottsdale. Economic Development staff provides oversight of these events and activities to encourage exposure to Downtown businesses. Scottsdale hotel/motel average occupancy rate Note: This is one indicator of the overall health of the lodging sector of the tourism industry. This is an annual average over the course of the year, and is higher during the peak season. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 325 - Table of Contents Community & Economic Development | Planning/Neighborhood/Transportation COMMUNITY AND ECONOMIC DEVELOPMENT PLANNING/NEIGHBORHOOD/TRANSPORTATION Description The Planning / Neighborhood / Transportation Department works 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 sustainable high quality of life. The Department comprises Administration, Advance Planning, Current Planning, Development Services, Neighborhood Planning and Transportation. Strategic Goal(s) Advance Transportation                       Enhance Neighborhoods Seek Sustainability Value Scottsdale's Unique Lifestyle and Character Services Provided Provide leadership and management of the department. Ensure that there are procedures and resources necessary to carry out leadership goals and that the financial infrastructure is in place to most effectively leverage local, regional and federal funding to deliver high service levels to the community. Efficient and effective code enforcement using a proactive and collaborative approach. Assure that the community vision is considered for all development proposals to City Council, Planning Commission and Development Review Board. Provide timely and quality construction document review for building plan submittals. Provide timely and quality inspections for the overall safety of our residents, business owners and tourism. Transportation master planning, route planning, trolley operations, regional coordination, Dial-a-Ride, Cab Connection. Project coordination / leadership for technology projects in the division. Provide financial strategic planning, operational and policy analysis for the division and to our internal and external customers. FY 2012/13 Achievements Processed text amendments to implement Greater Airpark, Downtown and Southern Scottsdale character area plans. Streamlined services and restructured areas creating efficiencies and resulting in a net General Fund savings that will be realized on an annual basis. Implemented a program encouraging enhanced design of exterior modification and additions in an R1-7 zoning district. Completed final design and started construction of Northsight Boulevard extension between Hayden and Frank Lloyd Wright. FY 2013/14 Objectives Enhance neighborhoods by code enforcement efforts. Provide timely and quality construction document review for building plan submittals. Initiate and process a major General Plan amendment for City Council consideration and adoption of the Scottsdale General Plan. Process text amendments to implement Character Area Plans. Plan and build major transportation infrastructure and safety improvement projects. Increase bus and trolley ridership per mile of service provided. Reduce the number of intersections that make the region’s Top 100 crash list. Expand the city’s bike, sidewalk and trail network through public and private projects. Engage community members citywide to update Scottsdale's General Plan through workshops, open houses, General Plan Task Force meetings, as well as direct meetings with community groups and individual citizens.  City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 326 - Table of Contents Community & Economic Development | Planning/Neighborhood/Transportation COMMUNITY AND ECONOMIC DEVELOPMENT Staff Summary Full-time Equivalents (FTE) PLANNING / NEIGHBORHOOD / TRANSPORTATION Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 160.50 148.50 149.50 1.00 % of City's FTEs Expenditures By Fund General Fund Grant Funds Special Programs Fund Transportation/HURF Fund Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget 6.15 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 12,701,182 12,988,774 13,371,054 382,280 141,907 207,000 0 (207,000) 5,938 135,000 135,000 0 8,737,433 9,357,442 8,916,082 (441,360) 21,586,461 22,688,216 22,422,136 (266,080) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 12,711,461 12,778,377 12,874,885 96,508 8,494,852 9,319,147 8,976,474 (342,673) 164,609 397,959 388,732 (9,227) 17,005 9,950 9,950 0 21,387,927 22,505,433 22,250,041 (255,392) 198,535 182,783 172,095 (10,688) 21,586,461 22,688,216 22,422,136 (266,080) Budget Notes and Changes   Changes in Personnel Services are due the addition of a 1.0 FTE Sr. Financial Analyst in addition to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. The new position will assist with fiscal and resource management, ensuring fiscally responsible and fair management of taxpayer money, grants, and city assets, and coordinate infrastructure planning within the context of financial demands and available resources. Changes in Contractual Services are the result of reduced transit contract expenses, which were offset by increases in Property, Liability and Worker’s Comp rates. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 327 - Table of Contents Community & Economic Development | Planning/Neighborhood/Transportation COMMUNITY AND ECONOMIC DEVELOPMENT PLANNING/NEIGHBORHOOD/TRANSPORTATION Performance Measures Construction document reviews for engineering and building plans completed within 20 calendar days Actual 2011/12 Actual 2012/13 Projected 2013/14 100% 100% 100% 100% 100% 100% 1.2 1.3 1.4 2,700,000 2,599,557 2,500,000 63% 65% 66% 0.9 0.8 0.8 51 59 65 Note: This is a measure of responsiveness to plans submitted for review. Staff has continued to meet the established goal. Percentage of inspections performed within 24 hours Note: This indicates the responsiveness to calls to inspect buildings under construction. Staff has continued to meet this established goal. Bus and Trolley ridership per mile traveled Note: This is an indicator of usage of transit services at a micro-level, focusing on bus and trolley service. Total citywide transit ridership (bus, Dial-a-Ride, circulators, Cab Connection) Note: This is an indicator of usage of transit services at a macro-level with all transit operations being measured. Percentage of total code cases proactively initiated by code inspectors Note: This is a measure of the effectiveness of inspectors in proactively identifying violations before a complaint is made by a citizen. This includes zoning, property maintenance, housing, signage, graffiti and construction activity issues. The national average reported by the Center for Performance Measurement is 50% proactive initiation of cases. Average initial time for response to a code enforcement complaint (in days) Note: This measures the average responsiveness to citizen-initiated complaints. The Center for Performance Measurement reports that the average is 3.3 days. Miles of new bike/sidewalk/path improvements Note: This measures the trend toward creating new infrastructure improvements for commuting and recreational purposes for bicyclists and pedestrians. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 328 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 329 - Table of Contents Community & Economic Development | WestWorld COMMUNITY AND ECONOMIC DEVELOPMENT WESTWORLD Description WestWorld is a nationally recognized equestrian and special event facility providing recreational opportunities and family entertainment at the local, regional and national levels. Strategic Goal(s) Support Economic Vitality       Services Provided WestWorld hosts equestrian and special events for public recreational use. FY 2012/13 Achievements Provided staff support, coordination and oversight of the construction of the expanded Tony Nelssen Equestrian Center at WestWorld. Provided staff support, coordination and oversight of major tourism events such as the Barrett-Jackson Collector Car Auction, Arabian Horse Show and ancillary events, which attracted significant numbers of visitors to the area and provided valuable exposure to potential visitors through media coverage. FY 2013/14 Objectives Complete construction for expanded Tony Nelssen Equestrian Center. Continue to pursue and fulfill the City Council approved 2003 WestWorld Master Plan. Provide a positive economic impact for the City of Scottsdale. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 330 - Table of Contents Community & Economic Development | WestWorld Staff Summary Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 18.00 17.00 17.00 0.00 COMMUNITY AND ECONOMIC DEVELOPMENT Full-time Equivalents (FTE) WESTWORLD % of City's FTEs 0.70 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 3,211,049 3,503,959 3,609,014 105,055 10,496 500,000 350,000 (150,000) 3,221,545 4,003,959 3,959,014 (44,945) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 1,547,808 1,595,961 1,651,741 55,780 Contractual Services 1,180,595 1,893,983 1,751,878 (142,105) 437,792 419,015 460,395 41,380 363 0 0 0 3,166,558 3,908,959 3,864,014 (44,945) 54,986 95,000 95,000 0 3,221,545 4,003,959 3,959,014 (44,945) Expenditures By Fund General Fund Special Programs Fund Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget    Change 12/13 to 13/14 Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Changes in Contractual Services are related to fewer projects planned for the Tournament Players Club and Sanctuary golf courses. Changes in Commodities is due to a need to purchase additional shavings for re-sale at WestWorld events. Performance Measures Number of equestrian use days at WestWorld Actual 2011/12 Actual 2012/13 Projected 2013/14 260 271 300 127 123 135 Note: These numbers represent the number of days equestrian events are using WestWorld facilities. Number of special event use days at WestWorld Note: These numbers represent the number of days special events are using WestWorld facilities. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 331 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 332 - Table of Contents COMMUNITY SERVICES Actual 2011/12 Approved 2012/13 PARKS & RECREATION 20,658,159 22,885,670 22,559,355 (326,315) HUMAN SERVICES 14,157,845 14,282,266 16,951,419 2,669,153 LIBRARY SYSTEMS 9,104,247 9,801,495 9,258,697 (542,798) COMMUNITY SERVICES PLANNING AND ADMIN 396,978 407,878 665,112 257,234 PRESERVE MANAGEMENT 274,170 282,579 288,332 5,753 44,591,400 47,659,888 49,722,915 2,063,027 Expenditures By Department Total Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 333 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 334 - Table of Contents Division Summary Community Services COMMUNITY SERVICES DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 335 - Table of Contents Division Summary COMMUNITY SERVICES Community Services DIVISION SUMMARY Description The Community Services Division consists of five major departments: Human Services, Library System, Parks and Recreation, Planning and Administration and Preserve Management. Human Services operates the Granite Reef and Via Linda senior centers, the Paiute Neighborhood Center, Vista del Camino, the Community Assistance Office and manages federal, state, local and private resources. Library System consists of five libraries: Civic Center, Mustang, Palomino, Arabian and Appaloosa. Parks and Recreation operates and manages 41 parks with 36 playgrounds, 4 aquatic centers, 4 fitness centers, 5 community centers, 2 tennis centers, 2 skate facilities, 8 urban lakes, 3 off-leash areas, 8 specialty parks, Scottsdale Stadium for professional baseball, 8 after-school programs, adaptive recreation, maintains the Downtown District, Civic Center Complex, 975 acres of developed parks and 528 acres of medians and rights-of-way. Planning and Administration manages the division's strategic planning, personnel, daily operations of programs and services, operating and capital improvement projects and budget planning, analysis and reporting. Preserve Management operates and manages the Scottsdale McDowell Sonoran Preserve consisting of more than 27,800 acres of dedicated open space, including more than 60 miles of multi-use trails and 10 trailhead/parking facilities. Strategic Goal(s) Enhance Neighborhoods              Preserve Meaningful Open Space Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Services Provided Human Services provides safe and sanitary housing, emergency/crisis assistance and self-sufficiency programs to those in need via federal, state, local and private resources. It provides opportunities for seniors, adults and youth to connect with one another and to the city through social, educational and recreational interaction and volunteering. Library System serves 1.4 million customers annually with a circulation of 3.4 million physical and electronic materials, and provides adult, teen, youth and early literacy programs attended by 70,000 participants each year. Parks and Recreation provides citizens and visitors with safe and well-maintained facilities and enhances Scottsdale's quality of life through comprehensive recreational activities, including health and wellness, fitness and sports, learning and skill development, social responsibility and family interaction. Preserve Management protects the native plant and animal habitat of the Scottsdale McDowell Sonoran Preserve and provides public access through interconnected trails and access points. FY 2012/13 Achievements Acquired 6,400 acres of land from the Arizona State Land Department with funding assistance from the Arizona State Parks Growing Smarter grant program. Opened Tom’s Thumb Trailhead, coordinated construction of Brown’s Ranch Trailhead and opened 55 miles of trails in the northern Preserve area that were built or rebuilt per the Trails Master Plan. Vista del Camino social workers increased one-on-one time with residents for resolution of crisis needs by 714 appointments (35%) from FY 2011/12. Completed the infrastructure changes needed to enhance and expand bandwidth at all libraries and replaced one self-check machine. FY 2013/14 Objectives Acquire 2,400 acres of mountainous State Trust land in the southern area of the Preserve. Complete first phase of two trailheads north of Dynamite: Granite Mountain and Fraesfield. Locate and complete first phase of construction of the northern Preserve trails. Expand wireless capacity and speeds at public libraries in response to increased customer demand. Finish renovation of community center used to serve persons of all ages with various disabilities. Complete human services 5-year consolidated plan (2015-2019). City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 336 - Table of Contents Division Summary Community Services Charted Performance Measures Provide access to the preserve Staff Summary Full-time Equivalents (FTE) Attendance at early literacy programs E-books, music, movies Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 459.46 454.23 454.23 0.00 % of City's FTEs 18.69 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 31,599,122 33,979,905 33,689,227 (290,678) Grant Funds 9,973,173 9,959,962 12,301,672 2,341,710 Special Programs Fund 2,279,128 2,667,595 2,681,345 13,750 739,976 1,052,426 1,050,671 (1,755) 44,591,400 47,659,888 49,722,915 2,063,027 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 24,565,597 25,640,220 25,804,466 164,246 Contractual Services 15,146,950 16,873,993 19,501,193 2,627,200 Commodities 3,698,337 4,030,675 4,162,256 131,581 Capital Outlays 1,180,273 33,000 0 (33,000) 44,591,156 46,577,888 49,467,915 2,890,027 243 1,082,000 255,000 (827,000) 44,591,400 47,659,888 49,722,915 2,063,027 Expenditures By Fund Transportation/HURF Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes    Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Changes in Contractual Services is mainly from Grant Funding for Community Development Grant (CDBG) and HOME grants. In prior years, these were budgeted centrally for the city. In FY 2013/14, grant funding is included in the Community Services budget, resulting in a budget increase. Operating Projects decreased due to the elimination of FY 2012/13 one-time funding for deferred facility and equipment maintenance and replacement needs, which were all funded by General Fund, contributing to the overall decrease in General Fund expenditures. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 337 - Table of Contents Division Summary Community Services COMMUNITY SERVICES Performance Measures DIVISION SUMMARY Actual 2011/12 Actual 2012/13 Projected 2013/14 4,400 6,400 2,400 52,784 57,484 51,300 48,753 42,509 46,429 13.1 13.1 13.1 22.7 22.7 23.0 $70,370 $98,630 $79,893 Acres added to the Preserve Participation in youth summer reading and early literacy programs Note: The summer reading program for the Phoenix metropolitan area is coordinated by Maricopa County Library, which will switch to on-line registration. The decline in FY 2013/14 is anticipated because of this change in registration process, however, over time it is anticipated that participation will rebound as people learn of the new process. Number of service units addressing basic needs, housing, selfsufficiency, education, quality of life and recreation and socialization (Human Services) Note: Reduction from FY 2011/12 to FY 2012/13 due to closing clothing bank and fewer visits to the career center. Acres of parks maintained per employee Note: Previous reporting included non-park facilities, which has been corrected. Medians maintained (square feet in millions) Note: Includes non-landscaped (litter removal only) and landscaped medians, which are maintained through a cost-effective combination of city staff and outside contractors. FY 2012/13 includes 17.0 million square feet of landscaped and 5.7 million non-landscaped medians. Sponsorship revenue Volunteer Hours # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent 626 53,687 $1,078,035 25.8 Human Services volunteers support Granite Reef and Via Linda senior centers, Vista del Camino, Paiute Neighborhood Center and Human Services Commission. Library adult and teen volunteers support library services and programs such as summer reading, children's story time, library shop, shelving materials; includes Library Board and Friends of the Library. Parks and Recreation volunteers support special events, trail maintenance, youth coaching and officiating, ongoing programs and community centers. Includes Youth Corps, youth community service, adult probation and sheriff's volunteers and board and commission members. Preserve volunteers assist with trail patrol, construction and maintenance, educational outreach, trailhead hosts and administration. 728 40,658 $816,413 19.5 2,830 47,344 $950,668 22.8 400 29,379 $589,930 14.1 Total 4,584 $3,435,046 82.2 "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 338 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 339 - Table of Contents Community Services | Community Services Planning & Administration COMMUNITY SERVICES COMMUNITY SERVICES PLANNING AND ADMIN Description Community Services Planning and Administration manages the operations of the division's departments (Human Services, Library System, Parks and Recreation and Preserve Management). Responsibilities include strategic planning, personnel management, daily operations, budget monitoring and forecasting, capital improvement projects, responding to citizen needs and requests and adhering to City Council direction. Strategic Goal(s) Enhance Neighborhoods         Preserve Meaningful Open Space Support Economic Vitality Value Scottsdale's Unique Lifestyle and Character Services Provided Implement and manage division planning, capital improvement projects, programs, services and financial activities for the Community Services division that reflect the mission, goals and objectives outlined by management, City Council and Scottsdale citizens. Respond promptly to inquiries and requests from Scottsdale citizens, City Council and staff and effectively address and resolve issues in an appropriate and timely manner. FY 2012/13 Achievements Managed the division's FY 2012/13 operating budget to achieve operational savings and reduced costs as part of city's budget balancing initiative. Monitored vacant positions, work schedules and coverage resulting in full-time and part-time salary savings. Developed the division's General Fund budget for FY 2013/14, reallocating available resources where needed and identifying additional funding requirements, such as repair and maintenance, that were impacted by prior years' budget reductions. FY 2013/14 Objectives Begin collecting data for completion of Community Services Master Plan. Pursue additional marketing and sponsorship opportunities and increase sponsorship revenues at a minimum of 10 percent annually. Identify efficiencies through consolidation of Leisure Education classes and programs throughout Community Services. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 340 - Table of Contents Community Services | Community Services Planning & Administration COMMUNITY SERVICES Staff Summary COMMUNITY SERVICES PLANNING AND ADMIN Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 3.00 3.00 3.00 0.00 Full-time Equivalents (FTE) % of City's FTEs 0.12 % Expenditures By Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 396,978 407,878 665,112 257,234 Total Budget 396,978 407,878 665,112 257,234 Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 378,233 392,182 395,344 3,162 15,657 14,434 268,506 254,072 3,088 1,262 1,262 0 0 0 0 0 396,978 407,878 665,112 257,234 0 0 0 0 396,978 407,878 665,112 257,234 Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Changes in Personnel Services include citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average. Change in Contractual Services is for the one-time funding to update Community Services Facilities Master Plan, last completed in 2004. Performance Measures Number of operating and capital improvement projects managed Sponsorship revenue Actual 2011/12 Actual 2012/13 Projected 2013/14 2 4 7 $70,370 $98,630 $79,893 Note: Previous reporting included non-park facilities, which has been corrected. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 341 - Table of Contents Community Services | Human Services COMMUNITY SERVICES HUMAN SERVICES Description Human Services operates the Granite Reef and Via Linda senior centers, the Paiute Neighborhood Center, Vista del Camino and the Community Assistance Office. The two senior centers provide an integrated system of services, resources and opportunities for assisting seniors through recreation, social, health and wellness services. Paiute Neighborhood Center is in 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. Vista helps with unmet crises such as emergency rent, mortgage, utility assistance, food and clothing 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 Section 8 rental assistance to low-income families and offers case management to residents enrolled in the family self-sufficiency program. The office manages Community Development Block Grants (CDBG), HOME federal grants, the operation of the City's housing rehabilitation program and the roof and emergency repair programs. Strategic Goal(s) Enhance Neighborhoods          Value Scottsdale's Unique Lifestyle and Character Services Provided Safe and sanitary housing, self-sufficiency, social services, economic growth and reasonable accommodations for persons with disabilities and/or low or moderate-income. Create opportunities for people to connect with one another and to the city through social and recreational interaction, volunteering, and emergency/support services. Manage federal, state, local and private resources, including the coordination of almost 700 volunteers to respond to human service needs. FY 2012/13 Achievements Vista del Camino social workers increased one-on-one time with residents for resolution of crisis needs by 714 appointments (35%) from fiscal year FY 2011/12. Completed Request for Proposal process for two buildings located at the Paiute Neighborhood Center campus previously occupied by the Ville de Marie School. License agreement for Hirsch Academy was approved by City Council to provide a charter school for K-3 grades for the 2013-2014 school year. Secured $84,898 in local donation and grant funds that provide fee assistance to income eligible families participating in the after-school and summer youth programs. FY 2013/14 Objectives Complete human services five-year consolidated plan (2015-2019). Participate in regional initiatives, such as Aging in Place and Homeless Continuum of Care. Complete migration of human services client data to new client-based tracking system. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 342 - Table of Contents Community Services | Human Services COMMUNITY SERVICES Staff Summary Full-time Equivalents (FTE) HUMAN SERVICES Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 71.19 67.94 67.94 0.00 % of City's FTEs 2.80 % Actual 2011/12 Approved 2012/13 General Fund 4,063,124 4,127,046 4,244,542 117,496 Grant Funds 9,771,232 9,697,013 12,283,672 2,586,659 323,489 458,207 423,205 (35,002) 14,157,845 14,282,266 16,951,419 2,669,153 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 4,073,224 4,082,747 4,149,472 66,725 Contractual Services 8,993,836 9,960,458 12,165,817 2,205,359 Commodities 236,895 239,061 636,130 397,069 Capital Outlays 853,890 0 0 0 14,157,845 14,282,266 16,951,419 2,669,153 0 0 0 0 14,157,845 14,282,266 16,951,419 2,669,153 Expenditures By Fund Special Programs Fund Total Budget Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget     Adopted 2013/14 Change 12/13 to 13/14 Budget Notes and Changes Changes in General Fund are due to Personnel Services citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Also, internal services charges increased for personal computer replacement, risk management, and fleet maintenance, fuel and replacement. The Grant Funds increase is related to the budgeting mechanism of Community Development Grant (CDBG) and HOME grants. In prior years, these were budgeted centrally for the City. In FY 2013/14, grant funding is included in the Community Services budget, resulting in a budget increase. Grant Funds budget is comprised of Section 8 (57%), CDBG (25%), HOME (13%) and local grants (5%). Changes in Contractual Services and Commodities are due to netting the increases and decreases in allocation and carryover amounts from year to year in the CDBG, Section 8 Housing, HOME and local grant areas. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 343 - Table of Contents Community Services | Human Services COMMUNITY SERVICES Performance Measures HUMAN SERVICES Actual 2011/12 Actual 2012/13 Projected 2013/14 9,739 8,040 7,969 6,953 6,634 5,940 32,061 27,835 32,520 Number of units of social services that address basic needs (food boxes, utility/rent/mortgage assistance, clothing provided, Section 8 units and housing rehabs/repairs) Note: Reduction is due to closing the clothing bank in FY 2011/12. Actuals reflect 1/2 year of the clothing bank at 1,842 units of service. Number of units of social services that sustain self-sufficiency (visits to career center, attendance in job workshops and participants in Section 8 self-sufficiency program) Note: Declines are due to decreased career center visits and workshop attendance. Number of units that improve quality of life through education, recreation and socialization (hours of homework tutoring; senior support group attendance; senior fitness center attendance) # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Granite Reef and Via Linda senior center volunteers: Work in daily and weekly programs and facilities such as computer labs, lobby concierge, brown bag, congregate lunches and assisting with many special events. Vista del Camino and Paiute Neighborhood Center volunteers: Work in many areas such as the food bank, back-to-school and holiday programs. Human Services Commission: Seven member citizen advisory committee appointed by the City Council to provide recommendations to city staff and City Council on human services priorities, programs and funding allocations for Scottsdale Cares, CDBG, HOME, General and Endowment funds. 407 43,277 $869,002 20.8 212 10,212 $205,057 4.9 7 198 $3,976 0.1 Total 626 $1,078,035 25.8 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 344 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 345 - Table of Contents Community Services | Library Systems COMMUNITY SERVICES LIBRARY SYSTEMS Description The Scottsdale Public Library System serves the community by fostering learning, discovery and skill enhancement. With 5 accessible facilities and online resources, the library provides lifelong learning opportunities through book and media collections, cultural and educational programming, electronic resources, innovative technology and knowledgeable staff. Scottsdale libraries teach early literacy skills, foster the love of reading and develop 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. Strategic Goal(s) Enhance Neighborhoods           Services Provided Serve 1.4 million people annually with an array of services including books, DVDs, CDs, e-resources, databases, computers, print copier service and adult/youth programs. Provide physical and electronic materials used 3.4 million times annually. Offer an array of programs for all ages attended by 90,000 people annually. Provide public computers accessed 384,000 times annually. FY 2012/13 Achievements Completed the infrastructure changes needed to enhance and expand bandwidth at all libraries and replaced one self-check machine. Received a $165,000 grant from First Things First Northeast Regional Council for Community-Based Parent Education emphasizing early literacy throughout the Northeast Maricopa region. Entered into an agreement with Arizona State University Venture Catalyst to create "Eureka!," a collaborative community co-working space at the library free to anyone with an interest in problem solving, inventing, small business or entrepreneurship. FY 2013/14 Objectives Market the expanded wireless capacity and higher speeds at public libraries in response to increased customer demand. Increase library material usage by using Collection HQ program to guide materials selection. Increase adult program attendance by offering more programs aimed at a diverse audience. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 346 - Table of Contents Community Services | Library Systems COMMUNITY SERVICES Staff Summary Full-time Equivalents (FTE) LIBRARY SYSTEMS Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 120.30 118.30 118.30 0.00 % of City's FTEs Expenditures By Fund General Fund 4.87 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 8,558,890 8,881,545 8,896,897 15,352 Grant Funds 201,941 262,949 18,000 (244,949) Special Programs Fund 343,416 657,001 343,800 (313,201) 9,104,247 9,801,495 9,258,697 (542,798) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 6,835,996 7,206,735 7,128,414 (78,321) 875,245 916,538 832,114 (84,424) 1,335,881 1,661,222 1,298,169 (363,053) 57,125 17,000 0 (17,000) 9,104,247 9,801,495 9,258,697 (542,798) 0 0 0 0 9,104,247 9,801,495 9,258,697 (542,798) Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget     Budget Notes and Changes Changes in Personnel Services are due to a reduction of approximately $129,000 in Grant funding, which is offset by increases of approximately $49,000 for adjustments to healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Reduction in Contractual Services is due to reduced carryover expenses in Grants from previous year as well as the expiration of some grant funding. Reduction in Commodities is primarily due to a decrease in planned expenses for minor equipment in the Discovery Zone funded by the Special Programs Fund. Capital Outlays budget reflects elimination of one-time funding for automated self-check machine. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 347 - Table of Contents Community Services | Library Systems COMMUNITY SERVICES Performance Measures LIBRARY SYSTEMS Actual 2011/12 Actual 2012/13 Projected 2013/14 16.5 14.1 12.5 200,000 289,068 395,265 15,194 15,222 19,205 41,184 49,015 45,000 80,051 88,106 101,265 473,985 390,892 307,143 Library check-out rates for physical items (books, CDs, DVDs) per capita Note: Scottsdale has the highest per capita circulation in the Phoenix metropolitan area and ranks in the upper quartile in the nation. Physical circulation has declined with the shift to e-reading. Physical circulation FY 2011/12 was 3,400,374; FY 2012/13 estimated 3,060,336 and FY 2013/14 projected 2,746,412. Number of electronic materials checked-out (e-books, e-music and emovies) Note: The increase in e-material circulation is trending at 46 percent. The library has added additional e-vendors to supplement and expand the assortment of the regional consortium, which purchases materials from Overdrive. Participation in adult programs Note: A staff member is dedicated to re-structuring, planning and enhancing the adult programs offered to increase adult participation. Attendance at early literacy programs Note: Increased participation due to Arizona's First Things First program grant for early literacy training for youth and their caregivers. This grant provides four part-time temporary employees: three who work 70 hours a week 10 months a year and one who works 20 hours a week 12 months a year. Number of people accessing Wi-Fi at the five libraries Note: The demand for wireless usage has grown 200 percent over the past five years. In FY 2012/13, the library completed a broadband width upgrade to improve the quality of wireless access for customers. Public computers usage Note: Public computer usage is trending down as Wi-Fi usage increases due to people using their wireless devices. In response to this trend, the library removed 10 public computers from its inventory. # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Adult Volunteers: Supplement library services for library shops, book and media shelving, children’s story times and other assistance as needed by individual branches. Volunteers also serve on the Library Board and Friends of the Library. Teen Volunteers: Support the library’s summer reading program by assisting library staff with registrations, prize handouts and customer service. 424 33,411 $670,893 16.1 304 7,247 $145,520 3.5 Total 728 $816,413 19.6 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 348 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 349 - Table of Contents Community Services | Parks & Recreation COMMUNITY SERVICES PARKS & RECREATION Description Parks and Recreation delivers 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 leisure classes and programming at the highest standards and to contributing to the health and wellness of the community. Staff manages and maintains 975 acres of developed parks, 528 acres 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. Strategic Goal(s) Enhance Neighborhoods             Preserve Meaningful Open Space Value Scottsdale's Unique Lifestyle and Character Services Provided Operate and maintain 21 neighborhood parks covering 162 acres that provide primary recreation services, which are easily accessible and serve local residents within a 15-minute walking distance radius. Operate and maintain 13 community parks totaling 560 acres that typically include a community center to serve intergenerational activities, lighted recreational amenities and sports fields that serve large regional areas of the City. Operate and maintain eight specialty parks totaling 253 acres that preserve significant unique features of the community, ranging from large natural preserves to historic and specialized features, such as Pinnacle Peak Park and McCormick-Stillman Railroad Park. These parks draw local, national and international recognition and visitors. Operate and manage all aspects of a variety of specialty facilities, programs and services including eight after school programs, five community centers, four aquatic centers, three sports complexes, Scottsdale Stadium, leisure education programs, youth and adult sports, adapted recreation services for persons of all ages with disabilities, youth and family services, citywide landscape contracts, irrigation systems and aquatic lakes and fountains. Manage an intergovernmental agreement with Scottsdale Unified School District to allow for additional school ball field use for community youth sports groups at 10 neighborhood park sites that adjoin schools. FY 2012/13 Achievements Completed a strategic planning process defining objectives and strategies to guide management and staff for the next several years. Aquatics was selected as the “Best Overall Commitment to Aquatics” by "Aquatics International" magazine for meeting the needs of the community, innovative thinking, staff training and marketing/outreach. Scottsdale was named one of the "Top 10 Soccer Cities" by Livability.com, a national website that highlights more than 500 of America’s best places to live and visit. Scottsdale made the list not only for its impressive, wellmaintained complexes and large clubs but also for the community’s overall commitment to soccer and youth sports. George “Doc” Cavalliere Park captured the Valley Forward Association’s "Environmental Excellence" top award, the Crescordia, recognizing the park's design and construction within a sensitive desert environment. For the sixth consecutive year, Scottsdale was named one of the “100 Best Communities for Young People” by America’s Promise, the largest youth alliance in the country in Washington, DC. Scottsdale is one of only 19 communities that have won each year since the inception of the program six years ago. FY 2013/14 Objectives Complete renovation of community center used to serve persons of all ages with various disabilities. Continue the effort to prepare and document compliance with 144 standards of excellence and successfully obtain Commission for Accreditation of Park and Recreation Agencies (CAPRA) re-accreditation for the 20th consecutive year in FY 2013/14. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 350 - Table of Contents Community Services | Parks & Recreation COMMUNITY SERVICES Staff Summary Full-time Equivalents (FTE) PARKS & RECREATION Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 261.97 261.99 261.99 0.00 % of City's FTEs 10.78 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 18,305,961 20,280,857 19,594,344 (686,513) 1,612,222 1,552,387 1,914,340 361,953 739,976 1,052,426 1,050,671 (1,755) 20,658,159 22,885,670 22,559,355 (326,315) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 13,067,859 13,759,682 13,937,370 177,688 Contractual Services 5,223,067 5,918,808 6,166,990 248,182 Commodities 2,097,733 2,109,180 2,199,995 90,815 269,257 16,000 0 (16,000) 20,657,916 21,803,670 22,304,355 500,685 243 1,082,000 255,000 (827,000) 20,658,159 22,885,670 22,559,355 (326,315) Expenditures By Fund General Fund Special Programs Fund Transportation/HURF Fund Total Budget Expenditures By Type Personnel Services Capital Outlays Subtotal Operating Budget Operating Projects Total Budget    Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Special Programs Fund increase in Contractual Services and Commodities is for special revenue funding of maintenance and renovation projects for Youth Sports Field Allocation, Sponsored Aquatic Teams, McCormick Stillman Railroad Park and the Handlebar Helpers bike shop. Operating Projects decreased due to the elimination of FY 2012/13 one-time funding for deferred facility and equipment maintenance and replacement needs, which were all funded by General Fund, contributing to the overall decrease in General Fund expenditures. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 351 - Table of Contents Community Services | Parks & Recreation COMMUNITY SERVICES PARKS & RECREATION Actual 2011/12 Actual 2012/13 Projected 2013/14 13.1 13.1 13.1 22.7 22.7 23.0 37,500 26,307 40,200 20,000 15,784 20,000 Parks and Recreation total revenue (millions) $5.6 $5.4 $5.7 Percentage of budget contracted out 25% 25.8% 27.1% Performance Measures Acres of parks maintained per employee Note: Last year projected 2012/13 value of 15.28 acres per employee included non-park facilities. Revised number of acres and staff reflect revised data of 796 acres maintained by 60.75 FTE. Medians maintained (square feet in millions) Note: Includes non-landscaped (litter removal only) and landscaped medians, which are maintained through a cost-effective combination of city staff and outside contractors. FY 2012/13 includes 17.0 million square feet of landscaped and 5.7 million non-landscaped medians. In FY 2013/14 is increasing due to the addition of the Crosscut Canal, Thomas Road streetscape and new Park and Ride projects. Adult registered program and service participants (unduplicated) Note: Calculated using CLASS system adult registration for programs and services, including adult leagues. Revised Actual 2011/12 accordingly. Youth registered program and service participants (unduplicated) # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Program volunteers: Provide support at special events, ongoing programs, trail maintenance, youth sports coaching and officiating, working with people with disabilities and working in community centers. Adult probation and sheriff's volunteers: Perform court-ordered community restitution by working alongside staff to complete skilled and unskilled tasks in city parks and facilities. Youth community service volunteers: Perform court-ordered community restitution, self-initiated unpaid service or schoolrequired by working alongside staff to complete skilled and unskilled tasks in city parks and facilities. Youth Corp volunteers: Explore career opportunities, give back to the community and receive school credit (with prior school approval). Opportunities are available in City of Scottsdale offices, recreation centers, citizen service centers and senior centers. Board and commission members: Serve as citizen advisory committee appointed by the City Council to provide recommendations to city staff and City Council on parks and recreation programs and priorities. 1,469 25,136 $504,731 12.1 389 6,234 $125,179 3.0 578 3,093 $62,107 1.5 387 12,701 $255,036 6.1 7 180 $3,614 0.1 Total 2,830 $950,667 22.8 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 352 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 353 - Table of Contents Community Services | Preserve Management COMMUNITY SERVICES PRESERVE MANAGEMENT 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 Scottsdale McDowell Sonoran Preserve with an extensive network of public trails and access points. Strategic Goal(s) Preserve Meaningful Open Space            Value Scottsdale's Unique Lifestyle and Character Services Provided Protect the native plant and animal habitat through appropriate land management practices. Provide public access for non-motorized recreational uses via an interconnected network of well-maintained multiple-use trails and trailhead access points. Provide trail information to the public via printed and online maps, allowing them to safely access and navigate the preserve trails system. FY 2012/13 Achievements Acquired 6,400 acres of land from the Arizona State Land Department with funding assistance from the Arizona State Parks Growing Smarter grant program. Opened Tom’s Thumb Trailhead and coordinated construction of the Brown’s Ranch Trailhead. Opened 55 miles of trails in the northern Preserve area that were built or rebuilt per the Trails Master Plan. Initiated the assessment of the existing trails in the newly acquired northern Preserve area in comparison to the Trails Master Plan approved by the City Council in August 2012. Reorganized staff resources to focus on specific Preserve areas (south, central and north) due to the large expansion of Preserve acreage in the past three years. FY 2013/14 Objectives Acquire 2,400 acres of mountainous State Trust land in the southern area of the Preserve. Complete Browns Ranch Trailhead and the first phase of two trailheads north of Dynamite: Granite Mountain and Fraesfield. Field locate and complete first phase of construction of the northern Preserve trails. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 354 - Table of Contents Community Services | Preserve Management COMMUNITY SERVICES Staff Summary PRESERVE MANAGEMENT Actual 2011/12 Approved 2012/13 3.00 3.00 Full-time Equivalents (FTE) % of City's FTEs Adopted Change 12/13 2013/14 to 13/14 3.00 0.00 0.12 % Expenditures By Fund Actual 2011/12 Approved 2012/13 General Fund 274,170 282,579 288,332 5,753 Total Budget 274,170 282,579 288,332 5,753 Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 210,285 198,874 193,866 (5,008) Contractual Services 39,145 63,755 67,766 4,011 Commodities 24,740 19,950 26,700 6,750 0 0 0 0 274,170 282,579 288,332 5,753 0 0 0 0 274,170 282,579 288,332 5,753 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget  Adopted Change 12/13 2013/14 to 13/14 Budget Notes and Changes Overall budget remains relatively flat; internal service charges increased for fleet maintenance, replacement and fuel costs, and minor increase in commodities for maintenance tools and materials. Performance Measures Actual 2011/12 Actual 2012/13 Projected 2013/14 4,400 6,400 2,400 300,000 392,400 500,000 Acres added to the preserve Provide access to the preserve (number of visitors) # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Trail patrol, trail construction and maintenance, educational outreach, trailhead hosts and administrative. 400 29,379 $589,930 14.1 Total 400 $589,930 14.1 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 355 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 356 - Table of Contents PUBLIC SAFETY Actual 2011/12 Approved 2012/13 PUBLIC SAFETY OPERATIONAL SUPPORT SERVICES 9,393,992 10,193,475 11,245,951 1,052,476 PUBLIC SAFETY EMERGENCY MANAGEMENT SERVICES 2,092,837 2,265,736 1,777,780 (487,956) 11,486,829 12,459,211 13,023,731 564,520 Expenditures By Department Total Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 357 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 358 - Table of Contents Division Summary Public Safety PUBLIC SAFETY DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 359 - Table of Contents Division Summary Public Safety PUBLIC SAFETY DIVISION SUMMARY Description The Public Safety Division comprises the Fire, Police and Public Safety departments. The Public Safety Department supports both the Police and Fire departments, and provides a common infrastructure supporting core public safety functions. The department consists of two areas, Operational Support Services and Emergency Management. Operational Support Services includes Resource Management, Personnel Services, Planning, Research and Accreditation, Technology, Records, Crime Analysis and Budget Services. Emergency Management Services include Municipal Security, Special Event Planning and Emergency Management. Strategic Goal(s) Enhance Neighborhoods              Seek Sustainability Services Provided Prepares and manages budgets for both the Police and Fire departments. Support Fire and Police assets and services including equipment, supplies, vehicles, facilities, radios and 911 communications center. Manages citywide security including facility alarm monitoring and access control. Coordinates and maintains the city's emergency operations and continuation of operations plans. FY 2012/13 Achievements Launched TipSoft, which allows citizens to submit crime tips anonymously online or via mobile devices. Performed more than 4,400 customer service transactions in support of the City identification badge and facility access control program. Launched the Emergency Operations Center (EOC) into full operational capacity, including training to city staff on operations and functions of the center, personnel responsibilities and communication requirements. Implemented Leads-Online which tracks all pawn and second hand store transactions resulting in the reduction of criminal behavior. Identified commonalities between Police and Fire resulting in consistent processes. FY 2013/14 Objectives Promote collaboration for effective prioritization of projects and distribution of workload between both departments. Improve processes and operational efficiencies that align with city standards and regulations. Ensure Public Safety personnel provide excellent customer service in meeting the needs of the Police and Fire departments. Address safety levels in citywide security services, emergency preparedness and special event planning. Charted Performance Measures Percentage of recruitments applications screened within 10 days of recruitment closing date. Percentage of Public Safety technology service requests responded to within 60 minutes. Total funding from federal, state, local and tribal governments. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 360 - Table of Contents Division Summary Public Safety PUBLIC SAFETY Staff Summary Full-time Equivalents (FTE) DIVISION SUMMARY Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 80.00 76.00 78.00 2.00 % of City's FTEs 3.21 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 10,853,044 11,865,391 13,023,731 1,158,340 633,785 593,820 0 (593,820) 11,486,829 12,459,211 13,023,731 564,520 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 5,615,167 5,862,742 6,287,431 424,689 Contractual Services 3,898,942 4,893,893 5,092,479 198,586 Commodities 1,509,516 1,702,576 1,643,821 (58,755) 463,203 0 0 0 11,486,829 12,459,211 13,023,731 564,520 0 0 0 0 11,486,829 12,459,211 13,023,731 564,520 Expenditures By Fund General Fund Grant Funds Total Budget Expenditures By Type Capital Outlays Subtotal Operating Budget Operating Projects Total Budget      Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Staffing changes are the result of moving 2.0 FTE from Fire Administrative Services cost center into Public Safety Operational Support Services. Decrease in grant funds is due to available funding for Emergency Management. Increase in Contractual Services is due to citywide municipal security and animal control contract increases. Decrease in Commodities is due to moving equipment for fire specialty units to new cost centers in the Fire Department. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 361 - Table of Contents Division Summary Public Safety PUBLIC SAFETY DIVISION SUMMARY Actual 2011/12 Performance Measures Percentage of background checks processed (responded to) within 2 business days. Actual 2012/13 Projected 2013/14 80% 61% 100% 100% 100% 100% 100% 100% 100% Note: In 2012, 2,966 background checks were requested and 1,799 were completed within 2 business days. Percentage of citation book requests fulfilled within 1 business day. Note: All of the 1,359 citation book requests (movers and parkers) were fulfilled within 1 business day. Percentage of special event plans reviewed and approved in accordance with city requirements. Note: 283 special event plans were reviewed in 2012, an increase of 21% from 2011. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 362 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 363 - Table of Contents Public Safety | Emergency Management Services PUBLIC SAFETY PUBLIC SAFETY EMERGENCY MANAGEMENT SERVICES Description Emergency Management Services comprises Emergency Management and Emergency Preparedness. The Emergency Management section 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. The Emergency Preparedness section works closely with Emergency Management on planning activities with a focus on emergency and operational preparedness and planning for major events located within Scottsdale's city limits. This section also manages the city's workplace and facility security programs. Strategic Goal(s) Enhance Neighborhoods             Services Provided Coordinates and maintains the city's emergency operations and continuation of operations plans. Trains residents and businesses in emergency preparedness through the "Ready Scottsdale" program. Plan and coordinate Public Safety support for major events. Manages citywide security including facility alarm monitoring and access control. FY 2012/13 Achievements Performed more than 4,400 customer service transactions in support of the city identification badge and facility access control program. Launched the Emergency Operations Center (EOC) into full operational capacity, which included training to city staff on operations and functions of the center, personnel responsibilities and communication requirements. Reviewed more than 200 special event plans and scheduled more than 23,000 hours of event and off-duty staffing. Delivered 14 Community Emergency Preparedness Training sessions to more than 130 business and community members and conducted two Community Emergency Response Team classes to 60 participants. FY 2013/14 Objectives Solicit grant funding from the Federal Emergency Management Administration and/or other sources for emergency management and public safety. Provide emergency preparedness training opportunities for staff members and citizens. Enhance special event management capabilities to ensure the safety of citizens and attendees. Review and administer security policies and procedures as part of a comprehensive security program to protect city personnel and assets. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 364 - Table of Contents Public Safety | Emergency Management Services PUBLIC SAFETY Staff Summary Full-time Equivalents (FTE) PUBLIC SAFETY EMERGENCY MANAGEMENT SERVICES Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 10.00 11.00 11.00 0.00 % of City's FTEs 0.45 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 1,459,052 1,671,916 1,777,780 105,864 633,785 593,820 0 (593,820) 2,092,837 2,265,736 1,777,780 (487,956) Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 838,611 1,043,511 1,039,817 (3,694) Contractual Services 628,460 1,105,784 723,176 (382,608) Commodities 166,475 116,441 14,787 (101,654) Capital Outlays 459,292 0 0 0 2,092,837 2,265,736 1,777,780 (487,956) 0 0 0 0 2,092,837 2,265,736 1,777,780 (487,956) Expenditures By Fund General Fund Grant Funds Total Budget Subtotal Operating Budget Operating Projects Total Budget  Change 12/13 to 13/14 Budget Notes and Changes Decrease in Commodities due to moving Fire Resources specialty equipment into a new Fire Division cost center City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 365 - Table of Contents Public Safety | Emergency Management Services PUBLIC SAFETY PUBLIC SAFETY EMERGENCY MANAGEMENT SERVICES Actual 2011/12 Performance Measures The total grant funding received for emergency management and public safety. Actual 2012/13 Projected 2013/14 $1,200,000 $91,000 $265,000 100% 100% 100% Note: Available federal funds decreased significantly between FY 2011/12 and FY 2012/13. Percent of special event plans reviewed and approved in accordance with city requirements. Note: 283 special event plans were reviewed in FY 2012/13, a 21 percent increase from FY 2011/12. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 366 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 367 - Table of Contents Public Safety | Operational Support Services PUBLIC SAFETY PUBLIC SAFETY OPERATIONAL SUPPORT SERVICES Description Public Safety Operational Support Services comprises Resource Management, Personnel Services, Technology, Records, Crime Analysis, Planning, Research and Accreditation, and Budget and Management Services, providing a common infrastructure to support the core operational functions of both the Police and Fire departments. Strategic Goal(s) Seek Sustainability                     Services Provided Prepares and manages budgets for the Police and Fire departments. Coordinates accreditation compliance, manages the division's strategic plans and completes special projects including policy development. Recruits and hires the most qualified sworn and civilian personnel to maintain full staffing levels in order to provide a high level of customer service. Supports both Fire and Police assets including equipment, supplies, vehicles, facilities and radios. Responds to public record, media and subpoena requests as well as requests from the City Attorney and other governmental agencies. Systematically analyzes data to identify patterns and trends in crime, and creates bulletins, maps and link charts to assist Public Safety personnel. Supports more than 70 separate technologies including applications, hardware/software and other specialized solutions. FY 2012/13 Achievements Launched TipSoft, which allows citizens to submit crime tips anonymously online or via mobile devices. Implemented a new Public Safety Facebook page to enhance community relations. Implemented Leads-Online which tracks all pawn and second hand store transactions resulting in the reduction of criminal behavior. Identified commonalities between Police and Fire resulting in consistent processes. Upgraded mobile laptops, which improved communication and performance for field personnel. FY 2013/14 Objectives Continue to strengthen the collaborative public safety culture and maintain consistency in procedures across departments. Monitor Public Safety budgets to ensure fiscal responsibility. Provide timely operational support and efficient resource allocation. Enter all received citations within 2 business days. Develop meaningful performance measures for both the Police and Fire departments. Establish efficient recruitment processes. Maintain reliable Public Safety server "uptime". Respond to all Public Safety technology service requests within 60 minutes. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 368 - Table of Contents Public Safety | Operational Support Services PUBLIC SAFETY PUBLIC SAFETY OPERATIONAL SUPPORT SERVICES Staff Summary Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 70.00 65.00 67.00 2.00 Full-time Equivalents (FTE) % of City's FTEs 2.76 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 General Fund 9,393,992 10,193,475 11,245,951 1,052,476 Total Budget 9,393,992 10,193,475 11,245,951 1,052,476 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 4,776,556 4,819,231 5,247,614 428,383 Contractual Services 3,270,482 3,788,109 4,369,303 581,194 Commodities 1,343,042 1,586,135 1,629,034 42,899 3,912 0 0 0 9,393,992 10,193,475 11,245,951 1,052,476 0 0 0 0 9,393,992 10,193,475 11,245,951 1,052,476 Expenditures By Fund Expenditures By Type Capital Outlays Subtotal Operating Budget Operating Projects Total Budget     Budget Notes and Changes Changes in Personnel Services are due to citywide increases in health care and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Staffing changes are the result of moving 2.0 FTE from Fire Administrative Services to Public Safety Operational Support Services. Contractual Services changers are the result of increases related to Police software as well as the addition of a fire department software maintenance agreement. Increase in Commodities is to support Police uniform replacement costs. Actual 2011/12 Performance Measures Percentage of Public Safety technology service requests responded to within 60 minutes Actual 2012/13 Projected 2013/14 100% 100% 100% 75% 79% 80% 80% 61% 100% 100% 100% 100% Note: All of the 4,264 requests were met with a response within 60 minutes. Percent of employment recruitments that completed screening of all applications within 10 days of recruitment closing date Note: Public Safety Personnel Unit assumed responsibility for all Police and Fire department recruitments in October 2011. Percentage of background checks processed (responded to) within 2 business days Note: This tracks requests from outside agencies/businesses for preemployment background checks. The decrease in checks completed is attributed to vacancies in records specialists. The area is now fully staffed, and will increase attention to completing requests within the target of 2 business days. Percentage of citation book requests fulfilled within 1 business day City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 369 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 370 - Table of Contents PUBLIC SAFETY - FIRE Expenditures By Department FIRE EMERGENCY SERVICES FIRE SUPPORT SERVICES Total Budget Actual 2011/12 Approved 2012/13 22,019,252 24,385,976 25,620,349 1,234,373 2,104,176 2,223,389 2,307,772 84,383 24,123,428 26,609,365 27,928,121 1,318,756 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 371 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 372 - Table of Contents Division Summary Public Safety - Fire PUBLIC SAFETY - FIRE DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 373 - Table of Contents Division Summary PUBLIC SAFETY - FIRE Public Safety - Fire DIVISION SUMMARY Description The Scottsdale Fire Department reduces the incidence and severity of emergencies through timely, skilled and compassionate service. The department responds to all hazards including fire, emergency medical, chemical, biological, nuclear and radiologic, wild land and technical rescue incidents. The department derives its objectives through the development and review of its strategic plan and standard of cover planning documents in accordance with the City Council's mission and goals. The department accomplishes objectives within a systematic approach that allows for and relies on the redundancy of resources within an "automatic aid" system that assures that the closest appropriate resource, regardless of jurisdiction, is dispatched to the incident. The Fire Chief provides leadership, direction and oversight for all personnel, programs and functions, community outreach and connectivity, recommendations regarding emergency resource deployment, employee development and support within the system. Strategic Goal(s) Enhance Neighborhoods              Services Provided Emergency Services provides advanced life support medical care, structural fire suppression, wild land fire preplanning and suppression, hazardous materials mitigation, airport protection/rescue and other technical rescue operations directly to Scottsdale residents and visitors. The Fire and Life Safety Division conducts new construction plan reviews, fire safety occupancy inspections and cause of fire investigations. Public Education representatives deliver outreach programs to Scottsdale citizens and deliver fire, medical and overall community safety messages. Professional Services assures the required training and support of personnel, professional development, certifications and programs for fire, special operations and emergency medical services. FY 2012/13 Achievements Utilized a dynamic staffing deployment of a 40-hour peak time company allowing greater capability in addressing high call volume and company training schedules. Presented to the City Council Ordinance #4045 and Resolution #9217, which adopted the 2012 International Fire Code and Scottsdale amendments. Worked collaboratively with Scottsdale Healthcare to acquire 27 new heart monitors that transmit critical data to emergency room physicians in an ongoing effort to reduce the impacts of heart attacks. Scottsdale Fire Fighter Paramedics provided customers with direct patient care from their home or place of incident to the hospital emergency room 98% of the time. FY 2013/14 Objectives Decrease response times to emergency calls through strategic deployment. Increase the percentage of working fires confined to the room of origin in a residence or business through aggressive firefighting techniques. Improve the number of patients who attain a return of spontaneous circulation after suffering an out of hospital cardiac arrest through innovative training. Increase the number of building inspections at high-risk occupancies in accordance with industry standards and cooperative partnerships. Increase community outreach to provide more public education opportunities to demonstrate all the fire department services available to the community. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 374 - Table of Contents Division Summary Public Safety - Fire Charted Performance Measures Average travel time to emergency calls that include engines, ladders and ladder tenders. Staff Summary Full-time Equivalents (FTE) Percent of patients experiencing cardiac arrest that were treated, transported and delivered to the hospital with a pulse Total incidents reflects the total number of emergency calls responded to within the City of Scottsdale Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 248.00 248.00 252.00 4.00 % of City's FTEs Expenditures By Fund General Fund Grant Funds Special Programs Fund Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget    10.37 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 23,967,147 25,989,153 27,927,821 1,938,668 150,000 0 0 0 6,281 620,212 300 (619,912) 24,123,428 26,609,365 27,928,121 1,318,756 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 21,520,386 22,596,199 23,610,398 1,014,199 2,552,020 3,343,376 4,205,487 862,111 51,022 51,073 82,236 31,163 0 0 30,000 30,000 24,123,428 25,990,648 27,928,121 1,937,473 0 618,717 0 (618,717) 24,123,428 26,609,365 27,928,121 1,318,756 Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Noted differences in the Fire Department budget are the result of moving resources to public safety as well as the addition of six new cost centers to support specialty units. The increase in Contractual Services is due to internal service charges in property, liability & workers' compensation and fleet replacement; additional budget is also included as part of an agreement with Mesa Community College for educational opportunities. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 375 - Table of Contents Division Summary Public Safety - Fire PUBLIC SAFETY - FIRE DIVISION SUMMARY Actual 2011/12 Performance Measures Percent of fires confined to room of origin Actual 2012/13 Projected 2013/14 78.2% 90% 90% 81% 80% 81% 12,500 11,000 12,500 34,000 36,113 36,000 Note: This measures the effectiveness of confining fires. There is direct impact to property saved and or lost, and can be correlated to fire caused death or injuries. The goal is to limit fire spread to the room of origin 80% of the time. Unit availability rate Note: This is the percentage of time that the assigned (first-due) company is available to respond to an incident within its district. A high unit availability rate decreases response time and increases positive outcomes. The department's goal is 80% availability rate. For FY 2011/12 the totals were 20,769 out of 25,641 (81%). Total number of building inspections and fire plans reviewed Note: Industry standard is to be in every target hazard once a year and every business once every 3 years. Number of Public Education and Outreach Contacts Note: This is the total number of contacts made in a classroom or one-onone setting, as well as educational opportunities with the public. An important element of fire and injury prevention is education, training and/or awareness of services. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 376 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 377 - Table of Contents Public Safety - Fire | Fire Emegency Services PUBLIC SAFETY - FIRE FIRE EMERGENCY SERVICES Description Fire Emergency Services consists of Field Operations and 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 advanced life support to ill or injured citizens, structural fire suppression, wildland fire pre-planning and suppression, hazardous materials mitigation, airport protection and rescue and technical rescue operations. Strategic Goal(s) Enhance Neighborhoods              Services Provided Provide advanced life support medical care, structural fire suppression, wild land fire pre-planning and suppression, hazardous materials mitigation, airport protection/rescue and other technical rescue operations directly to residents and visitors. Provides required training to the department's personnel to ensure maintenance of the required medical certifications and Occupational Safety and Health Act compliance. Support fire services to the Phoenix Metropolitan area through the Phoenix Regional Dispatch Center and its associated automatic aid agreement. Coordinate and conduct training to meet the requirements established by the nationally recognized Insurance Service Organization. FY 2012/13 Achievements Maintained an average of 4 minutes and 18 seconds of travel time when responding to emergency incidents within the City. Maintained certification and education requirements for 236 sworn personnel including EMT-Basic, EMTParamedics and special operations. Completed a wild-land triage program that provided fire safety feedback and education to businesses and residents in areas of wildfire exposure. Enhanced electronic reporting of emergency medical services (EMS) and fire company activities including patient care, training, equipment maintenance, community outreach, and program support activities reducing paper records and improving customer service. Deployed four members of the department to Utah to support local resources during the Clay Springs wildfire. FY 2013/14 Objectives 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 Arizona average, utilizing advanced cardiac care by fire department paramedics. Ensure firefighters receive at least the minimum annual required continuing education training hours in an economically conservative manner for all disciplines. Research and implement programs and practices aimed at reducing employee injuries and enhancing employee total wellness. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 378 - Table of Contents PUBLIC SAFETY - FIRE Staff Summary Full-time Equivalents (FTE) Public Safety - Fire | Fire Emergency Services FIRE EMERGENCY SERVICES Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 229.00 229.00 232.00 3.00 % of City's FTEs Expenditures By Fund General Fund Grant Funds Special Programs Fund Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget     9.55 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 21,869,252 23,767,259 25,620,349 1,853,090 150,000 0 0 0 0 618,717 0 (618,717) 22,019,252 24,385,976 25,620,349 1,234,373 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 19,608,704 20,596,668 21,553,102 956,434 2,404,175 3,164,732 4,030,030 865,298 6,373 5,859 37,217 31,358 0 0 0 0 22,019,252 23,767,259 25,620,349 1,853,090 0 618,717 0 (618,717) 22,019,252 24,385,976 25,620,349 1,234,373 Budget Notes and Changes Changes in Personnel Services are due to citywide increases in retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. The shown difference in full time employees is the result of eliminating the Fire Administrative Services cost center thus transferring positions to Field Operations. The increase in Contractual Services is due to internal service charges in property, liability & workers' compensation and fleet replacement; additional budget is also included as part of an agreement with Mesa Community College for educational opportunities. The difference in Commodities is the result of adding six cost centers to support fire specialty units. The increase also reflects specialty items that were previously allocated in the Fire Resource center. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 379 - Table of Contents Public Safety - Fire | Fire Emegency Services PUBLIC SAFETY - FIRE FIRE EMERGENCY SERVICES Actual 2011/12 Performance Measures Travel time in minutes (En-route to on-scene) Actual 2012/13 Projected 2013/14 4:18 4:26 4:13 26,344 27,075 26,500 26% 31% 33% Note: This is the average travel time in minutes to emergency calls. It is calculated for Code 3 calls (lights and sirens) from the time the unit goes en route on the Mobile Dispatch Terminal (the onboard computer) to the time they acknowledge arriving on scene through the terminal. Brain death and flash over in fires begins between 4 and 6 minutes (240 to 360 seconds). Total Incidents Note: This is the number of incidents (calls) responded to by the Scottsdale Fire Department. This is an indicator of the workload volume of overall emergency response services provided to the community and its neighbors, and includes emergency medical services, technical rescues, hazardous materials, aircraft emergencies, fire alarms, canceled and good intent calls. Cardiac Save Rate Note: Also called the return of spontaneous circulation, this is the percentage of patients experiencing cardiac arrest that were treated, transported and delivered to the hospital with a pulse. This is directly correlated with travel time, public education and advanced life support skills. The total number of codes treated in FY 2011/12 was 140. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 380 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 381 - Table of Contents Public Safety - Fire | Fire Support Services PUBLIC SAFETY - FIRE FIRE SUPPORT SERVICES Description Fire Support Services includes 3 major programs: Administrative Support, Fire and Life Safety and Community Relations. Administrative Support is responsible for scheduling, safety and wellness of the department. Fire and Life Safety is responsible for the delivery of fire prevention services to the community through risk evaluation, plan review, occupancy safety inspections and fire cause investigations. Community Relations is responsible for community outreach and education. Strategic Goal(s) Enhance Neighborhoods            Services Provided Respond to all emergency and non-emergency requests for service as well as determining the cause of a fire and loss impacts on the community. Deliver educational outreach programs through volunteers and fire department resources, in an effort to address the safety and health issues of the citizens. Provide support for internal programs that address injury and wellness issues. FY 2012/13 Achievements Coordinated a volunteer program with nearly 120 volunteers that contributed more than 7,500 hours of community outreach, education, deliveries and administration. Remained a major player in the regional Maricopa County Wild Land Preparedness Plan and training as well as implementation of Community Firewise programs. Focused on conducting high-risk target inspections for educational and institutional facilities and worked closely with Scottsdale Unified School District (SUSD) to conduct inspections in support of major remodeling and construction of all SUSD high schools in the city. Conducted follow-up educational and injury prevention programs for Scottsdale’s pre-school, elementary, middle and high schools. Participated in numerous community outreach programs to provide information on fire department services, neighborhood and home safety initiatives and defensible space/wild land prevention methods for community and HOA management groups; efforts impacted more than 36,100 residents. FY 2013/14 Objectives Identify and implement initiatives to continue reducing injuries to on-duty fire department employees. 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 fire department's logistical and community education needs. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 382 - Table of Contents Public Safety - Fire | Fire Support Services PUBLIC SAFETY - FIRE Staff Summary Full-time Equivalents (FTE) FIRE SUPPORT SERVICES Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 19.00 19.00 20.00 1.00 % of City's FTEs Expenditures By Fund General Fund Special Programs Fund Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   0.82 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 2,097,895 2,221,894 2,307,472 85,578 6,281 1,495 300 (1,195) 2,104,176 2,223,389 2,307,772 84,383 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 1,911,682 1,999,531 2,057,296 57,765 147,845 178,644 175,457 (3,187) 44,648 45,214 45,019 (195) 0 0 30,000 30,000 2,104,176 2,223,389 2,307,772 84,383 0 0 0 0 2,104,176 2,223,389 2,307,772 84,383 Budget Notes and Changes Differences are the result of eliminating the Administrative Services center and transferring the Resource Management center to the Public Safety Division budget. Difference in contractual services is the result of moving base telephone and software maintenance costs to the Public Safety division budget. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 383 - Table of Contents Public Safety - Fire | Fire Support Services PUBLIC SAFETY - FIRE FIRE SUPPORT SERVICES Actual 2011/12 Performance Measures Property Saved in Response to a Fire ($ in millions) Actual 2012/13 Projected 2013/14 $52.6 $55.0 $60.0 $2.9 $5.0 $5.0 25 32 30 0/8 0/10 0/10 # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Fire department volunteers provide administrative and community outreach support. Administrative duties include mail and equipment deliveries and clerical duties to 15 fire department locations. Volunteers provide community education to adults through "Hands-Only CPR" presentations, "Ready Scottsdale," an emergency preparedness program and the "Home Safe Home" senior fall prevention initiative. Volunteers also provide water and fire safety education to school-aged children, and represent the department at community and city special events. 120 7,561 $151,825 3.6 Total 120 $151,825 3.6 Note: The potential total value of property involved in a fire but not damaged. It is calculated by using the current Zillow.com appraised value of the land where the structure resides. Property Loss Due to a Fire ($ in millions) Note: The total value of property damaged due to a fire, calculated using the current Zillow.com appraised value. Work Related Injuries Note: Reportable injuries to fire department employees including all types of injuries sustained on duty. Fire Caused Deaths/Injuries Note: Total number of deaths and injuries to citizens and firefighters due to a fire, or related to extinguishing a fire. Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 384 - Table of Contents PUBLIC SAFETY - POLICE Actual 2011/12 Approved 2012/13 POLICE UNIFORMED SERVICES 48,091,748 49,145,546 50,514,651 1,369,105 INVESTIGATIVE SERVICES 21,658,797 23,492,372 23,529,557 37,185 1,932,118 1,907,290 1,470,538 (436,752) 71,682,663 74,545,208 75,514,746 969,538 Expenditures By Department OFFICE OF THE POLICE CHIEF Total Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 385 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 386 - Table of Contents Division Summary Public Safety - Police PUBLIC SAFETY - POLICE DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 387 - Table of Contents Division Summary PUBLIC SAFETY - POLICE Public Safety - Police DIVISION SUMMARY Description The Police Department provides efficient and effective police service throughout the community. The Police Department confronts community crime, responds to community needs and actively seeks citizen involvement and partnerships. The department consists of three areas: Office of the Police Chief, Uniformed Police Services and Investigative Services. Strategic Goal(s) Enhance Neighborhoods              Seek Sustainability Services Provided Respond promptly to all emergency and non-emergency calls for police service. Provide crime reduction strategies and citizen education through neighborhood partnerships and community outreach. Provide law enforcement and related investigations to reduce traffic collisions. Collaborate with federal, state and local law enforcement agencies in multi-disciplinary approaches to reduce crime through intelligence, crime analysis, investigation and crime prevention. Target on-going crime trends resulting in the identification, arrest and prosecution of multiple repeat offenders. FY 2012/13 Achievements More than 50 citizens graduated from two Citizen Police Academies conducted by the Community Relations Unit. Initiated dedicated enforcement efforts aimed specifically at dealing with juvenile offenders committing a significant number of residential, commercial and vehicle burglaries throughout the city. This effort eventually grew to include many partners, including Patrol, HEAT, School Resource Officers, Gang Investigations, Property Crimes, the City Prosecutors Office and the Boys and Girls Club. Ultimately, two rival gangs were dismantled, and more than 3 dozen arrests were made for a myriad of property and persons crimes committed in Scottsdale and throughout the Valley. Conducted multiple drug investigations that resulted in the indictment of numerous suspects and the seizure of illegal drugs and assets. Obtained prison sentences on more than 90 percent of target repeat offenders through the Maricopa County Attorney's Office Gang/Repeat Offender Program. Provided critical forensic services which helped to resolve several high profile and high priority cases. FY 2013/14 Objectives Respond to community concerns and crime trends through increased prevention and enforcement activities. Maintain full staffing levels to provide quality customer service. Conduct prompt and thorough investigations that positively affect the community. Charted Performance Measures Number of calls for service Average response time to emergency calls for service City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 388 - Arrests Table of Contents Division Summary Public Safety - Police PUBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) DIVISION SUMMARY Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 605.60 600.60 596.60 (4.00) % of City's FTEs Expenditures By Fund General Fund 24.55 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 70,413,899 72,108,928 73,790,741 1,681,813 Grant Funds 381,689 601,912 262,758 (339,154) Special Programs Fund 887,075 1,834,368 1,461,247 (373,121) 71,682,663 74,545,208 75,514,746 969,538 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 60,506,645 61,227,608 62,397,250 1,169,642 Contractual Services 10,204,735 12,171,927 11,957,792 (214,135) 912,984 960,223 1,089,254 129,031 58,300 185,450 70,450 (115,000) 71,682,663 74,545,208 75,514,746 969,538 0 0 0 0 71,682,663 74,545,208 75,514,746 969,538 Total Budget Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget       Budget Notes and Changes Staffing changes are due to positions moved to the Public Safety Division and the addition of a Forensic Scientist Supervisor. Changes in Personnel Services is the result of an increase in overtime costs to support 24/7 operations such as Patrol, Detention and 911 Communications, in addition to increases in health care and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. A decrease in the Jail Services contract with Maricopa County Sheriff's Office was offset by increases in property, liability and workers' compensation, as well as increases related to investigative service operations. The increase in Commodities includes special weapons and tactical ballistic vest replacements funded with special program revenue. Decrease in Capital Outlays is the result of purchasing detention vans and forensic service equipment in prior year with special program revenue. Change in Special Programs Fund relates to the reduction of one-time funding of personal computer (PC) replacements costs that were covered by Racketeer Influenced and Corrupt Organizations (RICO) funding. In FY 2013/14, the costs will be covered by the General Fund. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 389 - Table of Contents Division Summary Public Safety - Police PUBLIC SAFETY - POLICE Performance Measures DIVISION SUMMARY Actual 2011/12 Actual 2012/13 Projected 2013/14 7,149 6,403 6,015 32.8 29.1 27.4 100% 100% 100% 27,024 25,188 23,510 2,670 2,578 2,718 3,859 3,954 3,669 13 6 7 Part I (violent/property) crime volume Note: Includes homicide, rape, robbery, aggravated assault, burglary, theft, motor vehicle theft and arson. Part I crime rate per 1,000 residents Note: Expected to continue to see a decrease per 1,000 residents. Homicide clearance rate Note: “Clearance” means an arrest has been made or an exceptional circumstance occurred that results in no further work performed on the case, i.e. suspect deceased. Incident reports Note: Official departmental report on a crime. Includes alleged crime itself, reporting party, suspects or offender, victim, narratives, etc. Total arrests for driving under the influence Note: Includes arrests made within City limits. Total traffic collisions Note: Anticipating a continued decline in traffic collisions. Total traffic collisions with fatalities Note: Expecting fatal collisions within City limits to remain consistent or close to 2012 estimates. These statistics are representative of core measures for law enforcement agencies as recommended by the International City/County Management Association's Center for Performance Measurement. These same measures are used to identify, prevent and reduce crime in the City and are submitted to the federal government to compile National Uniform Crime Reporting. Measures are reported on a calendar year basis. # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Clerical and miscellaneous community policing efforts for Uniformed Services. Clerical support to Investigative Services. Handicapped parking enforcement for Uniformed Services. Clerical support, such as data entry, for the crime laboratory. 5 4,550 $91,364 2.2 6 2 4 1,276 940 1,199 $25,621 $18,875 $24,082 0.6 0.5 0.6 Police Museum expansion and honor guard duties. Report redaction and newsletter compilation for the public information office. Delivery services to the supply unit. Administration and training for the crisis intervention unit. Strategic planning consultation and assistance. 3 3 927 545 $18,616 $10,944 0.4 0.3 3 1 1 600 112 44 $12,041 $2,249 $884 0.3 0.1 0.0 $204,676 5.0 Volunteer Hours Total 28 "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 390 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 391 - Table of Contents Public Safety - Police | Office of the Police Chief PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF Description The Office of the Police Chief provides the leadership to ensure the most effective delivery of public services to the community. These services include special community functions such as citizen and teen academies, citizen and media requests for information and the reporting of public information and community events. 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. Strategic Goal(s) Enhance Neighborhoods             Services Provided Conduct fair, impartial, timely investigations and foster fair and equal discipline. Crime reduction and citizen education through community partnerships and participation. Provide public information at the request of media outlets and citizens. FY 2012/13 Achievements More than 50 citizens graduated from two Citizen Police Academies conducted by the Community Relations Unit. Expanded the social media footprint through the continued use of Twitter, increasing the number of followers to more than 5,600. The Scottsdale Police Museum was granted CAMA (Central Arizona Museum Association) membership. Recognized and celebrated the department's 50th anniversary through various events and commemorative items. FY 2013/14 Objectives Ensure progress of strategic plan initiatives and communicate outcomes to city leadership and the organization. Maintain a positive relationship with the community by investigating all complaints and concerns brought forward to the Police Department. Continue to enhance community outreach and education programs through safety fairs sponsored by each patrol district and gang awareness education. Expand the department's social media footprint. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 392 - Table of Contents Public Safety - Police | Office of the Police Chief PUBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) OFFICE OF THE POLICE CHIEF Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 13.00 13.00 9.00 (4.00) % of City's FTEs Expenditures By Fund General Fund Special Programs Fund Total Budget Expenditures By Type Personnel Services 0.37 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 1,929,935 1,894,288 1,457,538 (436,750) 2,183 13,002 13,000 (2) 1,932,118 1,907,290 1,470,538 (436,752) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 1,829,970 1,790,623 1,344,045 (446,578) Contractual Services 86,192 89,467 99,693 10,226 Commodities 15,956 27,200 26,800 (400) 0 0 0 0 1,932,118 1,907,290 1,470,538 (436,752) 0 0 0 0 1,932,118 1,907,290 1,470,538 (436,752) Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Changes in Personnel Services is due to moving 4.0 FTEs to the Public Safety Division, which was offset by citywide increases in health care and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Increase in Contractual services is the result of an increase in property, liability and workers' compensation expenses, which was slightly offset by decreases in fleet maintenance and operations charges. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 393 - Table of Contents Public Safety - Police | Office of the Police Chief PUBLIC SAFETY - POLICE OFFICE OF THE POLICE CHIEF Actual 2011/12 Performance Measures Number of citizen academy programs conducted Actual 2012/13 Projected 2013/14 2 2 2 6 6 6 12 12 12 290 400 350 4 12 10 88 92 92 Note: A hands-on, interactive program designed to educate and inform citizens about the Scottsdale Police Department. There were 70 total attendees, 35 per class. Number of "Behind the Badge" video presentations Note: An inside look at police issues in Scottsdale with Police Chief Alan Rodbell on City Cable 11. Number of Police Line newsletters produced Note: A monthly newsletter for department personnel highlighting activities, accomplishments and important information. Number of crime prevention safety events conducted Note: Crime reduction events and educational opportunities for citizens such as shredding events, homeowner association meeting attendance, as well as child fingerprinting and personal safety instruction. Number of externally initiated investigations Note: Investigation initiated in response to a citizen complaint involving a police department employee. Number of internally initiated investigations Note: Investigation initiated by the police department regarding a police department employee. # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Police Museum expansion and honor guard duties. Report redaction and newsletter compilation for the public information office. 3 3 927 545 $18,616 $10,944 0.4 0.3 Total 6 $29,560 0.7 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 394 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 395 - Table of Contents Public Safety - Police | Police Uniformed Services PUBLIC SAFETY - POLICE POLICE UNIFORMED SERVICES Description Uniformed Services provides front line law enforcement such as maintaining public order and emergency response in the City of Scottsdale. This includes initial criminal and traffic collision investigations, traffic control and enforcement and community policing. In addition, Communications delivers first line interaction for citizen calls to the Police Department. Strategic Goal(s) Enhance Neighborhoods            Services Provided Respond to all emergency and non-emergency calls for police service throughout the city. Provide crime reduction and citizen education through neighborhood partnerships and community outreach. Conduct traffic law enforcement and related investigations in an effort to reduce traffic collisions. FY 2012/13 Achievements Initiated dedicated enforcement efforts aimed specifically at dealing with juvenile offenders committing a significant number of residential, commercial and vehicle burglaries throughout the city. This effort eventually grew to include many partners, Patrol, HEAT, School Resource Officers, Gang Investigations, Property Crimes, the City Prosecutors Office and the Boys and Girls Club. Ultimately, two rival gangs were dismantled, and more than 3 dozen arrests were made for a myriad of property and persons crimes committed in Scottsdale and throughout the Valley. Enhanced crime prevention and community outreach efforts by having district based Crime Prevention Officers schedule regular hours at primary citizen centers, (Senior Centers and Social Service locations), in an effort to increase visibility and availability. Responded to 226,832 emergency and routine calls for service in four police districts encompassing 185 square miles, 217,000+ citizens, and more than 8 million visitors. Initiated a new monthly program, "Coffee with a Cop," at the Granite Reef Senior Center. FY 2013/14 Objectives Prevent crime and disorder by continuing to implement innovative and proactive measures to reduce criminal activity thereby maintaining the quality and effectiveness of police services. Develop safer neighborhoods through community partnerships and participation. Enhance traffic safety through enforcement and education. Respond with an average response time of 5 minutes and 11 seconds to emergency calls for service. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 396 - Table of Contents PUBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) Public Safety - Police | Police Uniformed Services POLICE UNIFORMED SERVICES Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 420.10 415.10 413.10 (2.00) % of City's FTEs Expenditures By Fund General Fund 17.00 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 47,812,337 48,557,135 50,203,267 1,646,132 Grant Funds 109,749 225,010 16,926 (208,084) Special Programs Fund 169,662 363,401 294,458 (68,943) 48,091,748 49,145,546 50,514,651 1,369,105 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 40,422,874 40,441,591 42,014,234 1,572,643 7,532,763 8,385,522 8,254,339 (131,183) 118,019 232,983 235,628 2,645 18,092 85,450 10,450 (75,000) 48,091,748 49,145,546 50,514,651 1,369,105 0 0 0 0 48,091,748 49,145,546 50,514,651 1,369,105 Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget      Budget Notes and Changes Changes in Personnel Services are due to citywide increases in health care and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Transferring the 911 Communications Center to the Uniformed Services Bureau resulted in an increase in Personnel Services. Personnel Services increase is also a result of increased overtime costs to support non-fully functional positions caused by turnover in 24/7 operations. In Contractual Services, a decrease in the Jail Services contract with Maricopa County Sheriff's Office was offset by an increase in internally allocated property, liability and workers' compensation insurance expenses. Decrease in Capital Outlays is the result of the purchase of detention vans and forensic service equipment with special program revenue in the prior year. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 397 - Table of Contents Public Safety - Police | Police Uniformed Services PUBLIC SAFETY - POLICE POLICE UNIFORMED SERVICES Performance Measures Actual 2011/12 Actual 2012/13 Projected 2013/14 Number of calls received 299,222 294,834 285,778 17,271 15,700 13,855 2,670 2,578 2,718 3,859 3,954 3,669 Note: Emergency and non-emergency calls received by the Communications center. Number of detention bookings Note: Includes adults, juveniles, blue shirts (Scottsdale arrests held at the county but brought back for trial/pre-trial purposes) and courtesy holds (holds for another law enforcement agency). Total arrests for driving under the influence (DUI) Note: Arrests made within the City of Scottsdale. Number of traffic collisions Note: Collisions within the City of Scottsdale. # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Clerical and miscellaneous community policing efforts. Handicapped parking enforcement. 4 1 2,300 1,659 $46,189 $33,303 1.1 0.8 Total 5 $79,492 1.9 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 398 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 399 - Table of Contents Public Safety - Police | Investigative Services PUBLIC SAFETY - POLICE INVESTIGATIVE SERVICES Description The Investigative Service Bureau is comprised of Investigative Services, Forensic Services and Training. Investigative Services is separated into 3 investigative sections: Crimes Against Persons, Crimes Against Property and Special Investigations, as well as Police Crisis Intervention. 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 modern technology. Police Crisis Intervention provides crisis counseling and referral services for a variety of victim-related, accident-related and behavioral health emergencies. Forensic Services provides services to aid in the successful disposition of all investigations in accordance with legal and professional guidelines through the identification, documentation, collection, analysis and preservation of physical evidence. Training is charged with new recruit academy training, field training, advanced officer training and civilian employee development. Strategic Goal(s) Enhance Neighborhoods                  Services Provided Maintain clearance rates above regional and national average through timely investigation and utilization of technology. Collaborate with federal, state and local law enforcement agencies in multi-disciplinary approach to reduce crime through intelligence, crime analysis, investigation and crime prevention. Target on-going crime trends resulting in the identification, arrest and prosecution of multiple repeat offenders. Maintain the integrity, quality and effectiveness of policing services. FY 2012/13 Achievements Conducted multiple drug investigations that resulted in the indictment of numerous suspects and the seizure of illegal drugs and assets. Exceeded Western Region Uniform Crime Report (UCR) clearance rates. Obtained prison sentences on at least 90 percent of target repeat offenders through the Maricopa County Attorney's Office Gang/Repeat Offender Program. Provided critical forensic services which helped to resolve several high profile and high priority cases. Completed 19,520 requests for forensic services and handled more than 68,000 items of evidence. Partnered with private sector training entities to provide free or reduced cost training. FY 2013/14 Objectives Target pattern crime through enforcement, crime prevention, use of technology and coordination with federal and state task forces. Exceed Western Region Uniform Crime Reporting clearance rates. Increase job knowledge and expertise of crime scene personnel by obtaining crime scene certification through the International Association of Identification or like organization for all crime scene specialists. Enhance criminal investigations by installing and validating the DNA robotic system and the new advanced Genetic Analyzer in order to increase the capacity of the DNA unit by 20 percent. Enhance video capabilities to include the completion of a video studio at the Thomas A. Hontz Police and Fire Training Facility and improve outdoor filming ability. Develop relevant reality based training for a variety of specialty units to include nighttime training opportunities during all modular trainings. Conduct prompt, thorough and effective investigations that positively affect Scottsdale's neighborhoods, schools and the community. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 400 - Table of Contents PUBLIC SAFETY - POLICE Staff Summary Full-time Equivalents (FTE) Public Safety - Police | Investigative Services INVESTIGATIVE SERVICES Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 172.50 172.50 174.50 2.00 % of City's FTEs Expenditures By Fund General Fund 7.18 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 20,671,627 21,657,505 22,129,936 472,431 Grant Funds 271,940 376,902 245,832 (131,070) Special Programs Fund 715,231 1,457,965 1,153,789 (304,176) 21,658,797 23,492,372 23,529,557 37,185 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 18,253,800 18,995,394 19,038,971 43,577 2,585,780 3,696,938 3,603,760 (93,178) 779,009 700,040 826,826 126,786 40,208 100,000 60,000 (40,000) 21,658,797 23,492,372 23,529,557 37,185 0 0 0 0 21,658,797 23,492,372 23,529,557 37,185 Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget    Budget Notes and Changes A decrease in Personnel Services as a result of less tenured employees replacing more senior employees, is partially offset by increases in health care and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Increase in staffing is due to the addition of a 1.0 FTE Forensic Scientist Supervisor. Increase in commodities is due to the transition of Forensic Science Services to Police Investigative Services. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 401 - Table of Contents Public Safety - Police | Investigative Services PUBLIC SAFETY - POLICE INVESTIGATIVE SERVICES Performance Measures Actual 2011/12 Actual 2012/13 Projected 2013/14 Burglary Clearance Rate 19% 13% 13% Persons Crime Part 1 Clearance Rate 57% 55% 51% 36,472 37,826 37,400 100% 100% 100% 12,490 20,851 20,500 21,983 19,520 21,400 20% 21% 23% # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Clerical support. Administration and training for the Crisis Intervention Unit. 6 1 1,200 181 $24,096 $3,634 0.6 0.1 Total 7 $27,730 0.7 Note: In 2012, 329 crimes against persons were committed in Scottsdale, 182 of those crimes were cleared. Total number of items impounded Note: Items seized for investigative purposes by department personnel. Homicide clearance rate Total number of items disposed Note: Items seized for investigative purposes destroyed upon case completion as required by state statute. Total number of forensic requests for services. Note: Requested by Scottsdale, Paradise Valley, Salt River and Fort McDowell police departments. Property Crime Rate Clearance Note: In 2012, 6,074 property crimes were committed, 1,279 were cleared. Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 402 - Table of Contents PUBLIC WORKS Actual 2011/12 Approved 2012/13 FLEET MANAGEMENT 16,553,546 18,681,607 19,423,279 741,672 FACILITIES MANAGEMENT 15,852,266 17,518,122 18,366,776 848,654 SOLID WASTE MANAGEMENT 15,294,692 16,212,537 17,085,234 872,697 STREET OPERATIONS 10,789,708 12,068,536 13,246,368 1,177,832 455,263 2,240,224 800,781 (1,439,443) 58,945,475 66,721,026 68,922,438 2,201,412 Expenditures By Department CAPITAL PROJECT MANAGEMENT Total Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 403 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 404 - Table of Contents Division Summary Public Works PUBLIC WORKS DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 405 - Table of Contents Division Summary Public Works Description The Public Works Division comprises five departments: Capital Projects Management, Facilities Management, Street Operations, Solid Waste Management and Fleet Management. Strategic Goal(s) Advance Transportation                Enhance Neighborhoods Seek Sustainability Services Provided Capital Projects Management oversees design, project management and construction of capital improvement projects and the Real Estate Services program manages city-owned land uses through revocable licenses, permits and/or leases. Facilities Management provides maintenance and repair services for more than three million square feet of buildings, as well as pathway lighting for parks and area lighting for parking lots. Street Operations provides maintenance and environmental compliance through efficient management of transportation, traffic control and drainage system components. Solid Waste Management provides refuse collection services to more than 79,000 residential customers; 1,475 commercial customers, household hazardous waste collection and transfer station operations Fleet Management maintains and repairs more than 1,300 vehicles and manages programs to ensure efficient and cost effective maintenance, repair, fueling and replacement of city owned vehicles and equipment. FY 2012/13 Achievements Capital Projects Management supported the Bond Task Force, which developed the 2013 recommendation for a General Obligation bond program that was sent by the City Council to the November 2013 ballot. Facilities Management completed remodel of the Mustang Library Storytime Room and the Civic Center Library lower lobby and auditorium. Fleet Management increased the city's use of alternative fuel by adding four compressed natural gas (CNG) powered cargo vans for the Facilities department and six CNG powered refuse collection trucks for the Solid Waste department. Solid Waste Management held rates steady for residential and commercial customers. Street Operations repaired 35,330 square feet of sidewalk, repaired 10,439 linear feet of curb/gutter (drainage corrections), and installed 12,206 square feet of ADA ramps. FY 2013/14 Objectives Implement new project management systems to more accurately estimate budgets and cash flow for capital projects to assist Finance and Accounting in accurate forecasting of Capital Improvement Plan expenditures. Reduce deferred maintenance by providing timely on-demand maintenance and repair to all city facilities. Increase the number of alternative fueled vehicles in the fleet to stabilize fuel costs, emissions and dependence on foreign oil by replacing diesel powered vehicles and equipment with compressed natural gas (CNG) units. Negotiate and complete landfill contract to extend through calendar year 2032. Maintain paved street system at an average condition index rating of 70 on a 100-point scale. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 406 - Table of Contents Division Summary Public Works Charted Performance Measures Percentage of vehicles with maintenance and repair completed in less than one day Annual numberof preventative maintenance tasks Average annual cost per linear mile City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 407 - Table of Contents Division Summary Staff Summary Full-time Equivalents (FTE) Public Works Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 294.00 293.00 294.00 1.00 % of City's FTEs 12.10 % Expenditures By Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Fleet Management Fund 16,553,546 18,681,607 19,423,279 741,672 General Fund 15,942,772 17,635,968 18,525,257 889,289 Solid Waste Fund 15,294,692 16,212,537 17,085,234 872,697 0 1,630,078 250,000 (1,380,078) Transportation/HURF Fund 11,154,465 12,560,836 13,638,668 1,077,832 Total Budget 58,945,475 66,721,026 68,922,438 2,201,412 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 17,573,240 18,176,240 18,383,838 207,598 Contractual Services 26,515,346 29,576,238 31,951,455 2,375,217 Commodities 9,081,545 10,690,484 10,969,795 279,311 Capital Outlays 5,142,489 5,557,000 6,276,375 719,375 58,312,621 63,999,962 67,581,463 3,581,501 632,855 2,721,064 1,340,975 (1,380,089) 58,945,475 66,721,026 68,922,438 2,201,412 Special Programs Fund Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget      Budget Notes and Changes Changes in Personnel Services reflects the addition of 1.0 FTE Solid Waste Systems Integrator and 1.0 FTE HVAC Technician and the removal of 1.0 FTE Contracts Coordinator, in addition to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Contractual Services increase reflects additional operating services related to landfill costs and professional emergency environmental response services in the Solid Waste Department and deferred maintenance operating costs in the Facilities Management Department. In addition, the increase is due to the number of unpaved road Particulate Matter (PM10) treatments and application contract costs; electricity for traffic signals and street lights; and Fleet rates. The change in Commodities is reflective of the addition of budgeted fuel for Compressed Natural Gas (CNG) buses in the Fleet Department as well as the scheduled purchase of new and replacement refuse/recycle containers that are damaged and/or out of warranty. Capital Outlays budget increase is due to the scheduled replacement of vehicles and equipment that have exceeded their life cycle. The decrease in Operating Projects is due to a change in Administrative Regulation number 226; the Art in Public Places (AIPP) program will be managed out of the Capital Improvement Plan program and not the Special Revenue Fund. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 408 - Table of Contents Division Summary Public Works PUBLIC WORKSDIVISION SUMMARY Performance Measures Capital Project Management expenses as a percentage project costs Actual 2011/12 Actual 2012/13 Projected 2013/14 5.7% 5.3% 5.8% 60 67 71 77.2 75.5 74.9 $1,768 $1,687 $2,026 $15.96 $15.96 $15.96 Note: FY 2012/13 reduction due to addition of significant expenditures on several projects (Tony Nelssen Equestrian Center, McDowell Mountain Golf Course, TPC Golf Course) without corresponding increase in staff causing the year over year reduction. Next fiscal year is anticipated to offset the decrease with lower CIP expenditures. Number of real estate leases/licenses per employee (2.50 FTE committed to lease/license mgmt.) Note: Real Estate continues to identify leases and licenses around the city that need documentation and updating. This increases the number of licenses managed per employee. Street Operations maintenance system wide Pavement Condition Index (PCI) at 70 or above Note: The Pavement Condition Index (PCI) is used nationally by cities to rate the condition of asphalt streets. An overall system average of 70 is considered “Good”. A street with a PCI of 70 may be characterized as “just in need of a surface treatment, but not yet needing an overlay and minor cracking may be present”. Crude oil price fluctuations and other economic factors over the past 10 years negatively influenced city’s ability to stay current with pavement maintenance needs. The city's system PCI is above the minimum goal of 70, but it has been falling over the past 5 years when it was in the low 80’s. The anticipated budget level for FY 2013/14 is barely adequate to slow the overall rate of deterioration of city streets. Street Operations road rehabilitation expenditures per paved lane mile Note: The anticipated 20 percent increase in expenditures per mile is due to market volatility of materials such as petroleum and consistent cost increases in paving and asphalt services. Solid Waste average monthly cost to the customer for residential solid waste services Note: There is no service fee increase scheduled for FY 2013/14. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 409 - Table of Contents Public Works | Capital Project Management PUBLIC WORKS CAPITAL PROJECT MANAGEMENT Description The Capital Project Management department comprises two programs: Capital Projects oversees design, project management and construction of capital improvement projects including infrastructure improvements; and the Real Estate Services area manages city-owned land through revocable licenses, permits and/or leases that provide a financial return to the city. Strategic Goal(s) Advance Transportation               Preserve Meaningful Open Space Seek Sustainability Support Economic Vitality Services Provided Capital Projects Management oversees 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. Real Estate Services manages city-owned land through revocable licenses, permits and/or leases that provide a financial return to the city. The program is responsible for the appraisal, negotiation, acquisition and disposition of real property interests that are necessary for the Capital Projects 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 Scottsdale McDowell Sonoran Preserve. FY 2012/13 Achievements Capital Projects Management supported the Bond Task Force, which developed the 2013 recommendation for a General Obligation bond program that was sent by the City Council to the November 2013 ballot. Completed the initial phase of the Tony Nelssen Equestrian Center expansion on schedule, which allowed the facility to be used for the 2013 equestrian show season. Recovered approximately $245,000 in past due rent from tenants of city property. Completed several high profile projects including the Tom’s Thumb and Browns Ranch trailheads, the North Scottsdale Park & Ride, and the McDowell Mountain Golf Clubhouse renovations. Completed complex lease amendments to two major golf course leases. Negotiated the purchase of a 14,000 square foot commercial office/warehouse building and the disposition of several city properties, including a fueling station and well site. FY 2013/14 Objectives Complete programmed capital projects within approved budget and schedule to the satisfaction of client divisions. Implement new project management systems to more accurately estimate budgets and cash flow for capital projects to assist Finance and Accounting in accurate forecasting of CIP expenditures. Provide accurate and timely budget and cost estimates to client departments to assist with their capital decisionmaking process. Seek additional opportunities for funding sources, including review of a General Obligation Bond program and present those options to client departments and City Council. Provide assistance to client departments in the negotiation, preparation and administration of lease and license agreements for use of city property including the acquisition and disposition of land assets. Review excess real estate assets to identify potential candidates for disposition. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 410 - Table of Contents Public Works | Capital Project Management PUBLIC WORKSCAPITAL PROJECT MANAGEMENT Staff Summary Full-time Equivalents (FTE) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 44.00 44.00 44.00 0.00 % of City's FTEs 1.81 % Expenditures By Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 General Fund 455,263 610,146 550,781 (59,365) 0 1,630,078 250,000 (1,380,078) Total Budget 455,263 2,240,224 800,781 (1,439,443) Expenditures By Type Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 355,064 494,399 430,570 (63,829) 95,254 358,377 364,341 5,964 4,945 7,370 5,870 (1,500) 0 0 0 0 455,263 860,146 800,781 (59,365) 0 1,380,078 0 (1,380,078) 455,263 2,240,224 800,781 (1,439,443) Special Programs Fund Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Change 12/13 to 13/14 Budget Notes and Changes The Personnel Services reduction is due to the one-time costs related to the retirement of the management analyst position in FY 2012/13. The decrease was partially offset by citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average. The decrease in Operating Projects is due to a change in Administrative Regulation number 226; the Art in Public Places (AIPP) program will be managed out of the Capital Improvement Plan program and not the Special Revenue Fund. Performance Measures Capital Project Management expenses as a percentage of project costs Actual 2011/12 Actual 2012/13 Projected 2013/14 5.7% 5.3% 5.8% 60 67 71 Note: FY 2012/13 reduction due to addition of significant expenditures on several projects (Tony Nelssen Equestrian Center, McDowell Mountain Golf Course, TPC Golf Course) without corresponding increase in staff causing the year over year reduction. Next fiscal year is anticipated to offset the decrease with lower CIP expenditures. Number of real estate leases/licenses managed per employee Note: Real Estate continues to identify leases and licenses around the city that need documentation and updating. This increases the number of licenses managed per employee. 2.50 FTE manage leases and licenses. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 411 - Table of Contents Public Works | Facilities Management PUBLIC WORKS FACILITIES MANAGEMENT Description The Facilities Management Department provides on-demand and preventive maintenance services along with scheduled, life-cycle equipment replacements in nearly 3.5 million square feet of city-owned facilities. These facilities include office buildings, museums, performance venues, libraries, recreation, aquatic and tennis centers. Examples of other less traditional facilities maintained include the multi-use pathways along the Indian Bend Wash greenbelt, sports field lighting and sound walls along city streets. Facilities Management Department also pays for all General Fund utilities, including those used to maintain the medians and rights of way. These services are provided by Building Maintenance, Strategic Space Planning and Contract Administration. Strategic Goal(s) Seek Sustainability             Services Provided Building Maintenance provides on-demand and preventive maintenance services along with scheduled, life-cycle equipment replacements. In-house expertise includes journeyman-level plumbers, electricians, heating, ventilation and air conditioning technicians, carpenters, mill workers, exterior and interior painters, concrete flat work, metal work and welding technicians. These technicians protect the city’s infrastructure and minimize the risk of majorsystem failures. Strategic Space Planning develops plans and implements citywide space planning, strategic space management and the integrated workplace management system. Contract Administration comprises three main program 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 include fire alarm systems, 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 of facility space. FY 2012/13 Achievements Custom-fabricated replacement stair and structure to improve access the water slide at the McDowell Mountain Ranch Aquatic Center. Replaced two sewage ejector pumps, piping, rail system, check valves and stainless steel cover in the Scottsdale Stadium visitor locker room. Removed failing lights along multi-use pathway and replaced with new, energy efficient lighting fixtures. Replaced failing air conditioning chiller tower at One Civic Center. Completed remodel of Mustang Library Storytime Room and the Civic Center Library lower lobby and auditorium. FY 2013/14 Objectives Reduce deferred maintenance by providing timely on-demand maintenance and repair to all city facilities. Reduce deferred maintenance by identifying, scheduling and completing preventative maintenance tasks. Reduce deferred maintenance by completing budgeted operating and capital maintenance projects within the approved budget and scheduling to the satisfaction of the requesting division. Implement a cross-departmental team that will create a citywide, space management policy and space usage guideline. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 412 - Table of Contents Public Works | Facilities Management PUBLIC WORKSFACILITIES MANAGEMENT Staff Summary Full-time Equivalents (FTE) Actual 2011/12 Approved 2012/13 55.00 54.00 % of City's FTEs General Fund Transportation/HURF Fund Total Budget Expenditures By Type Personnel Services Contractual Services Commodities Subtotal Operating Budget Operating Projects Total Budget   0.00 Actual 2011/12 Approved 2012/13 15,487,510 17,025,822 17,974,476 948,654 364,757 492,300 392,300 (100,000) 15,852,266 17,518,122 18,366,776 848,654 Actual 2011/12 Approved 2012/13 Adopted Change 12/13 2013/14 to 13/14 Adopted Change 12/13 2013/14 to 13/14 4,146,263 4,406,443 4,298,688 (107,755) 10,021,051 10,634,113 11,548,072 913,959 1,051,242 1,136,580 1,108,541 (28,039) 856 0 70,500 70,500 15,219,411 16,177,136 17,025,801 848,665 632,855 1,340,986 1,340,975 (11) 15,852,266 17,518,122 18,366,776 848,654 Capital Outlays  54.00 2.22 % Expenditures By Fund  Adopted Change 12/13 2013/14 to 13/14 Budget Notes and Changes Transportation/Highway User Revenue Fund (HURF) reduction in budget obligation due to transfer of a portion of the utility cost to the Street Operations Department effective FY 2013/14. Changes in Personnel Services include citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average, which were offset by the retirement of a Facilities Management Coordinator, Contract Coordinator and Plumber during FY 2012/13; added 1.0 FTE HVAC Technician position in place of 1.0 FTE Contracts Coordinator position. Contractual Services increased due to higher utility costs based on higher demand and a published rate increase for FY 2013/14, as well as deferred maintenance Capital Outlays increased due to requests for equipment to offset rental costs and an additional truck for the added HVAC Technician position. Performance Measures Average hours per work request in man-hours Actual 2011/12 Actual 2012/13 Projected 2013/14 Not Available 5.3 4.5 1,248 1,240 1,725 Not Available 11.2 8 Note: This is a new measure of how efficiently technicians resolve work orders. Scheduled preventive maintenance tasks completed Note: More than 200 additional preventive maintenance tasks will be completed in FY 2013/14 partly due to use of a new work order scheduling and tracking system. Average number of completed operating projects managed per contract administrator Note: This is a new measure of efficiency for facilities contract administrators. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 413 - Table of Contents Public Works | Fleet Management PUBLIC WORKS FLEET MANAGEMENT Description Fleet Management comprises five major programs: Fleet Management Administration, Fleet Management Operations, Fleet Management Parts Supply, Fuel and Vehicle Acquisitions. Fleet Management Administration provides financial planning, management support, IT support and data analysis for all Fleet divisions. Fleet Management Operations maintains and repairs city's fleet of vehicles to ensure safe, efficient and cost effective operation. Fleet Management Parts Supply manages the inventory of parts and materials required to maintain and repair city vehicles. Fleet Fuel manages eight fuel sites throughout the city providing four fuel types: compressed natural gas (CNG), bio-diesel, E-85 and unleaded. Vehicle Acquisitions coordinates the purchasing, equipping and sale of the city’s fleet. Strategic Goal(s) Seek Sustainability               Services Provided Fleet Management Administration provides administrative and managerial support for fleet operations to ensure safe, efficient and cost-effective maintenance, repair, fueling and replacement of city-owned vehicles and equipment. Fleet Operations supports city divisions by maintaining and repairing 1,300 vehicles and pieces of field equipment consisting of more than 140 makes and 300 models. Fleet Parts Supply purchases, supplies and inventories parts and accessories required to maintain and repair vehicles and equipment, and develops and maintains Fleet parts contracts. The Fleet Fuel program manages fuel inventories at eight fuel sites throughout the city consisting of CNG, biodiesel, E-85 and unleaded fuels and maintains regulatory compliance with city, county, state and federal regulations. Vehicle Acquisitions procures and equips new vehicles, disposes of surplus vehicles and equipment and develops/maintains Fleet service contracts. FY 2012/13 Achievements Completed the CNG fuel station equipment replacement project ahead of schedule. Successfully implemented citywide motor pool program. Increased the city's use of alternative fuel usage by adding four CNG powered cargo vans for the Facilities department and six CNG powered refuse collection trucks for the Solid Waste department. Continued to improve customer satisfaction rating. Vehicle replacements increased from previous years and internal programs were implemented to promote a positive relationship with customers. FY 2013/14 Objectives Increase the number of alternative fueled vehicles to stabilize fuel costs, reduce emissions and dependence on foreign oil by replacing diesel powered Solid Waste trucks, as well others, with CNG-fuel units. Support the increasing the number of CNG vehicles by expanding CNG fueling capacity. Increase technician training for CNG systems, emergency vehicles and police motorcycles. Stabilize maintenance, repair and fuel costs through improved replacement planning, preventative maintenance compliance, quality repairs, reducing breakdowns, improving fuel economy and utilizing less expensive fuels. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 414 - Table of Contents Public Works | Fleet Management PUBLIC WORKSFLEET MANAGEMENT Staff Summary Full-time Equivalents (FTE) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 46.00 46.00 46.00 0.00 % of City's FTEs 1.89 % Expenditures By Fund Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Fleet Management Fund 16,553,546 18,681,607 19,423,279 741,672 Total Budget 16,553,546 18,681,607 19,423,279 741,672 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 3,090,781 3,316,111 3,353,934 37,823 Contractual Services 1,452,167 1,459,539 1,461,028 1,489 Commodities 7,032,923 8,348,957 8,413,617 64,660 Capital Outlays 4,977,675 5,557,000 6,194,700 637,700 16,553,546 18,681,607 19,423,279 741,672 0 0 0 0 16,553,546 18,681,607 19,423,279 741,672 Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget    Budget Notes and Changes Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. The change in Commodities is due to the addition of budgeted fuel for Compressed Natural Gas (CNG) buses. Capital Outlays budget increase is due to the scheduled replacement of vehicles and equipment that have exceeded their life cycle. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 415 - Table of Contents Public Works | Fleet Management PUBLIC WORKSFLEET MANAGEMENT Performance Measures Fleet maintenance/repairs completed in less than 1 day Actual 2011/12 Actual 2012/13 Projected 2013/14 89.7% 88.0% 89.0% 33 41 45 66% 68.2% 72% 91% 90.2% 90% Note: The goal for FY 2013/14 is to complete maintenance and repair of vehicles in less than one day 89 percent of the time. This is among the highest standards nationally; achieving the goal is assisted through scheduled replacement of older equipment. Meantime between repairs (average days per vehicle), a counter measure to equipment turnaround. Note: This is new measure for 2013/14. Fleet will monitor and work to improve these measures. This measure tracks the average number of days between work orders per vehicle. It balances the goal to complete vehicle repair/maintenance in less than one day by tracking how soon that same vehicle is back for maintenance. If this measure is below the target, it may indicate that vehicle repairs/maintenance are not being completed thoroughly. Fleet direct labor hours billed as percent of total available hours Note: The goal is for fleet maintenance to spend at least 72 percent of available staff time on direct labor. Parts availability Note: Of the approximately 80,000 parts issued by the fleet management parts operation, the on demand fill rate of 90 percent is well above the industry average. A higher fill rate could indicate an overstock of slow moving parts. If the fill rate drops, equipment availability drops with it. The target is that parts will be available upon request 88 percent of the time. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 416 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 417 - Table of Contents Public Works | Solid Waste Management PUBLIC WORKS SOLID WASTE MANAGEMENT Description Solid Waste will maintain a comprehensive, integrated solid waste management approach that addresses collection, transportation and disposal. The department provides cost-effective collection and container services to more than 79,000 single family residential customers and 1,475 businesses. The operation also services multi-family housing developments, city facilities, parks and 2,160 businesses and/or residents through the commercial roll-off collection program. Solid Waste Management also provides household hazardous waste collection events for the community and manages transfer station operations for residential, brush and commercial collection vehicles. Strategic Goal(s) Enhance Neighborhoods Seek Sustainability Services Provided       Residential Collection Services provides weekly refuse and recycling collection and monthly brush and bulk collection services to more than 79,000 single family residential customers. Commercial Collection Services provides commercial refuse collection six days a week to businesses, multi-family housing developments, all city facilities and parks. Container Repair Services provides customer service to more than 79,000 single family homes serviced by residential collection services; provides direct services to more than 1,475 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 provides a safe, legal and convenient way for residents to dispose unwanted or unneeded 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. Other collection and landfill diversion programs such as electronics recycling, moving box and white goods collections and cardboard baling. FY 2012/13 Achievements      Rates held steady for residential and commercial customers. Conducted three Household Hazardous Waste (HHW) Collection events for Scottsdale residents, serving 2,536 vehicles and diverting 63 tons from the landfill; and conducted four Electronics Recycling events for Scottsdale residents, serving 2,785 vehicles and diverting 68 tons from the landfill. Increased diversion of HHW from the landfill by piloting a home collection program for household hazardous waste material. Increased the department's public outreach efforts by participating in new community events such as the Science of the City of Scottsdale and the Big Green Expo to educate the public about the importance of reducing, recycling and reusing. Replaced or repaired 6,690 refuse containers as requested by residential solid waste customers. FY 2013/14 Objectives      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 2032. Identify recycling options for commercial accounts to increase amount of materials diverted from the landfill. Review best practices to increase operational efficiencies and maintain low service fees for residents. Collaborate with other Public Works departments to draw expertise and share best practices with Solid Waste Management staff. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 418 - Table of Contents Public Works | Solid Waste Management PUBLIC WORKSSOLID WASTE MANAGEMENT Staff Summary Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 89.00 89.00 90.00 1.00 Full-time Equivalents (FTE) % of City's FTEs 3.70 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Solid Waste Fund 15,294,692 16,212,537 17,085,234 872,697 Total Budget 15,294,692 16,212,537 17,085,234 872,697 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 6,119,073 5,959,900 6,109,590 149,690 Contractual Services 8,782,821 9,770,162 10,377,979 607,817 392,799 482,475 596,490 114,015 0 0 1,175 1,175 15,294,692 16,212,537 17,085,234 872,697 0 0 0 0 15,294,692 16,212,537 17,085,234 872,697 Expenditures By Fund Expenditures By Type Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes     Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Solid Waste Management added 1.0 FTE Solid Waste Systems Integrator. Increase in Contractual Services reflects additional operating services related to landfill costs and professional emergency environmental response services. Commodities increase due to the scheduled purchase of new and replacement refuse/recycle containers for damaged and out of warranty containers. Performance Measures Average monthly cost to the customer for residential solid waste services Actual 2011/12 Actual 2012/13 Projected 2013/14 $15.96 $15.96 $15.96 710 610 620 $32,283 $30,504 $32,000 Not Available 16% 18% Note: No service fee increase expected for upcoming fiscal year. Average pounds of recyclable material collected per residential account Note: Reduction a result of less municipal solid waste collected Fees avoided and revenue generated through various diversion programs Note: Reduction a result of less municipal solid waste collected Diversion rate for material collected by Solid Waste Management Note: This is new measure for FY 2013/14. Measure based on level of recycling efforts used to divert material from landfill. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 419 - Table of Contents Public Works | Street Operations PUBLIC WORKS STREET OPERATIONS Description Street Operations provides cost-effective maintenance and environmental compliance through efficient management of transportation, traffic control and drainage system components. Strategic Goal(s) Advance Transportation Seek Sustainability Services Provided          Traffic Management Center coordinates signal timing and real-time adjustments to reduce driver delay, pollution and collisions. Street Cleaning provides scheduled periodic sweeping of public streets, paved alleys, parking garages, parking lots and multi-use paths. Street Overlays and Maintenance protects and maintains paved streets, concrete curbs and sidewalks. Street Light Maintenance maintains and repairs 6,660 city-owned streetlights. Traffic Signals maintains and repairs 290 traffic signals and associated components and underground conduits. Street Signs and Markings maintain approximately 46,000 street signs and 1,517 lane miles of roadway striping. The Emergency Response Team provides after-hours emergency response by non-uniformed city employees. Unpaved Roads and Drainage System Maintenance maintains unpaved roads, alleys, shoulders and the drainage system. Alley Maintenance provides vegetation control and grading to maintain safe alley access for city services and emergency vehicles. FY 2012/13 Achievements      Maintained overall pavement rating condition at 75.5 on a scale of 1 to 100, by overlaying 64 lane miles of road with new pavement and maintaining 2,450,998 square yards of pavement. Provided 24/7 emergency responses to traffic signal trouble calls, along with installing 12-inch signal indication upgrades at 10 intersections and upgrading 40 intersections with Pedestrian countdown LED’s. Repaired 35,330 square feet of sidewalk, 10,439 linear feet of curb/gutter (drainage corrections), and replaced more than 4,700 worn street signs. Installed 12,206 square feet of ADA ramps and achieved PM-10 environmental compliance of unpaved roads and shoulders and storm water compliance of drainage systems. One hundred percent of Emergency Response Program On-Call employees became certified in the Incident Command System "ICS-100 for Public Works" through FEMA'S Emergency Management program, and responded to 121 trouble calls in 2013. FY 2013/14 Objectives        Maintain paved street system at an average condition index rating of 70 on a 100-point scale. Maintain a 100 percent reliability rate of traffic signals, providing 24/7 emergency responses to traffic signal trouble calls. Maintain safe roadway lighting for motorists and pedestrians. Install 70 radios at city intersections to eliminate all leased telephone lines, a projected savings of $22,000 per month. Maintain environmental compliance of PM-10 and storm water drainage systems. Complete installation of Highway Safety Improvement Program 12-inch signal indication upgrades at 10 intersections. Complete upgrade of cabinet controllers at 80 intersections. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 420 - Table of Contents Public Works | Street Operations PUBLIC WORKS Staff Summary STREET OPERATIONS Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 60.00 60.00 60.00 0.00 Full-time Equivalents (FTE) % of City's FTEs 2.47 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Transportation/HURF Fund 10,789,708 12,068,536 13,246,368 1,177,832 Total Budget 10,789,708 12,068,536 13,246,368 1,177,832 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 3,862,060 3,999,387 4,191,056 191,669 Contractual Services Expenditures By Fund Expenditures By Type 6,164,053 7,354,047 8,200,035 845,988 Commodities 599,636 715,102 845,277 130,175 Capital Outlays 163,959 0 10,000 10,000 10,789,708 12,068,536 13,246,368 1,177,832 0 0 0 0 10,789,708 12,068,536 13,246,368 1,177,832 Subtotal Operating Budget Operating Projects Total Budget Budget Notes and Changes     Changes in Personnel Services are due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Contractual Services increase is due to the number of unpaved road PM10 treatments and application contract costs; electricity for traffic signals and streetlights; and changes to the fleet rates. Commodities increase is due to the replacement of damaged or deteriorated traffic signal equipment. Increase in Capital Outlays is due to the planned replacement of computer equipment in vehicles, which have exceeded their life span. Performance Measures Road rehabilitation expenditures per paved lane mile all services Actual 2011/12 Actual 2012/13 Projected 2013/14 $1,768 $1,687 $2,026 $22.30 $32.20 $30.00 Note: The anticipated 20 percent increase in expenditures per mile is due to market volatility of materials such as petroleum and consistent cost increases in paving and asphalt services. Operating and maintenance expenditures per linear mile swept Note: Increased sweeping cost per mile in FY 2012/13 is due to a staff vacancy and increased annual storm clean-up costs. The FY 2013/14 cost accounts for increases in fleet costs. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 421 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 422 - Table of Contents WATER RESOURCES Actual 2011/12 Approved 2012/13 WATER SERVICES 31,238,533 35,241,583 36,185,439 943,856 WATER RECLAMATION SERVICES 20,542,174 20,557,112 21,495,875 938,763 WATER TECHNOLOGY & ADMIN 4,590,015 2,619,713 5,788,124 3,168,411 WATER PLANNING AND ENGINEERING 3,959,579 7,021,761 3,530,018 (3,491,743) WATER QUALITY 2,453,195 2,740,004 2,893,130 153,126 62,783,497 68,180,173 69,892,586 1,712,413 Expenditures By Department Total Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 423 - Adopted Change 12/13 2013/14 to 13/14 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 424 - Table of Contents Division Summary Water Resources WATER RESOURCES DIVISION SUMMARY Staff Summary Expenditures By Fund Percents represent FY 2013/14 Adopted Expenditures By Type Percents represent FY 2013/14 Adopted City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 425 - Table of Contents Division Summary WATER RESOURCES Water Resources DIVISION SUMMARY Description The Water Resources Division is committed to providing efficient, high quality, reliable water and sewer service to Scottsdale citizens and residents. The division comprises five areas: Planning and Engineering, Water Services, Water Reclamation Services, Water Quality and Water Technology and Administration. Planning and Engineering provides essential support in engineering, technology, finance and planning for the division and manages the water conservation program. Water Services manages the drinking water system providing service to more than 87,000 accounts within Scottsdale and neighboring areas of Maricopa County and Carefree. Water Reclamation Services manages the sewer collection system, sewage treatment facilities and re-use/recharge facilities providing service to more than 78,000 accounts within Scottsdale. Water Quality ensures Scottsdale meets or surpasses all water- and sewer-related regulations and manages laboratory services and the industrial pretreatment program. Water Technology and Administration provides comprehensive data management, system technology, customer service, employee safety, training and security. Strategic Goal(s) Enhance Neighborhoods                 Seek Sustainability Support Economic Vitality Services Provided Management of all Water Resources departments and programs to ensure long-term sustainable water and wastewater services to Scottsdale customers. Provide safe, reliable, high quality drinking water service to more than 87,000 water accounts within Scottsdale and neighboring areas of Maricopa County and Carefree. Provide sanitary, reliable, high quality water reclamation services for more than 78,000 accounts including sewer collection, treatment and re-use/recharge. FY 2012/13 Achievements Met all drinking water, reclaimed water and superfund program requirements for federal, state and local regulations including distribution of an annual report to communicate water quality information to customers. Implemented internal water conservation changes with other Scottsdale divisions to enhance the city's operations. Executed a long-term service agreement with private industry that establishes a local facility to reactivate spent granular activated carbon (GAC). This facility will reduce future GAC costs projected to increase significantly due to disinfection by-product regulatory changes that took effect in 2012. Enhanced the Asset Management Program to improve maintenance strategies/budget forecasting. Developed and implemented strategies and tools for highly efficient operation of the city's water and sewer systems including, water quality, supply sustainability and energy consumption. This includes staffing a control room 24/7 to monitor the water, reclamation and reuse systems and make adjustments to optimize each system. Substantially completed the expansion of the Advanced Water Treatment facility to better manage local groundwater supplies and provide high quality water to the Reclamation Water Distribution System golf courses for non-potable irrigation. Increased inspections of restaurant grease removal devices designed to protect the sewer system from blockages, odors and damage. Implemented improvements at Chaparral Water Treatment Plant to reduce the formation of Disinfectant/Disinfection By-Products and improve overall plant performance. FY 2013/14 Objectives Finalize implementation strategies to control/comply with future disinfection byproduct regulations Complete expansion of the Advanced Water Treatment facility Implement pre-treatment processes and rehabilitate microfiltration basins at the Chaparral Water Treatment Plant Update Water Master Plan, Infrastructure Improvement Plan, impact fees and formulas Ensure future water supply sustainability by increasing stored water credit for drought reserve City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 426 - Table of Contents Division Summary Water Resources Charted Performance Measures Million gallons per day Staff Summary Full-time Equivalents (FTE) Million gallons per day ADWR Requires <10% Annually Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 202.00 204.00 204.00 0.00 % of City's FTEs 8.40 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Sewer Fund 14,708,912 14,650,811 15,260,307 609,496 Water Funds 48,074,585 53,529,362 54,632,279 1,102,917 Total Budget 62,783,497 68,180,173 69,892,586 1,712,413 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 14,858,894 16,175,310 16,276,899 101,589 Contractual Services 24,460,675 27,273,476 28,254,127 980,651 Commodities 23,361,418 24,568,987 25,206,560 637,573 102,509 162,400 155,000 (7,400) 62,783,497 68,180,173 69,892,586 1,712,413 0 0 0 0 62,783,497 68,180,173 69,892,586 1,712,413 Expenditures By Fund Expenditures By Type Capital Outlays Subtotal Operating Budget Operating Projects Total Budget     Budget Notes and Changes Increase in Personnel Services is due to citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be at least 105% of the Valley average. Increase in Contractual Services is due to an increase in electrical costs, software maintenance & licensing, property, liability & workers comp, and contractual maintenance costs offset by reductions in natural gas and other professional services costs. Increase in Commodities is due to an increase in the cost of water meters, purchased treated Advanced Water Treatment (AWT) Reverse Osmosis (RO), and purchased water costs offset by reductions in treatment filter media, purchased treated effluent, and electrical maintenance costs. Reduction in Capital Outlays is due to a reduction in purchased vehicle costs. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 427 - Table of Contents Division Summary Water Resources WATER RESOURCES Performance Measures DIVISION SUMMARY Actual 2011/12 Actual 2012/13 Projected 2013/14 100% 100% 100% Yes Yes Yes 26,912 29,140 29,500 Drinking water compliance rate Note: Percentage of days in full compliance Achieve Safe Yield Note: Pumping less groundwater than recharged Number of customer calls received # of Volunteers # of Hours Filing and assembly of water conservation information packets 1 80 Total 1 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 428 - Value of Volunteer Full-time Hours Equivalent $1,606 0.0 $1,606 0.0 Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 429 - Table of Contents Water Resources | Water Quality WATER RESOURCES WATER QUALITY Description Water Quality ensures compliance with federal, state and local regulations for drinking water, reclaimed water, industrial pretreatment, superfund, air quality and aquifer protection for all Water Resources programs and facilities. It also provides oversight and enforcement on seven U.S. Environmental Protection Agency permitted industries and more than 2,000 commercial establishments that discharge into the city's sewer system. The in-house laboratory performs more than 95,000 water and wastewater quality tests annually to ensure compliance with regulations and permits. Strategic Goal(s) Enhance Neighborhoods         Seek Sustainability Support Economic Vitality Services Provided Ensures compliance with federal, state and local regulations for drinking water, reclaimed water, industrial pretreatment, superfund, air quality and aquifer protection for Water Resources programs and facilities. Performs more than 95,000 water and wastewater quality tests annually to ensure compliance with regulations and permits. Provides oversight and enforcement on seven permitted industries and more than 2,000 commercial establishments that discharge into the city sewer system. FY 2012/13 Achievements Met all drinking 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 inspections of seven EPA permitted industries, including restaurants and other commercial establishments, to track and monitor compliance with EPA requirements. Completed sanitary survey inspections of one-third of the drinking water system. FY 2013/14 Objectives Finalize implementing strategies to control/comply with future disinfection byproduct regulations. Develop customer education program to decrease fats, oils and grease in city sewer system. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 430 - Table of Contents WATER RESOURCES Staff Summary Full-time Equivalents (FTE) Water Resources | Water Quality WATER QUALITY Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 21.00 21.00 21.00 0.00 % of City's FTEs 0.86 % Actual 2011/12 Expenditures By Fund Sewer Fund Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 659,303 779,440 816,825 37,385 Water Funds 1,793,892 1,960,564 2,076,305 115,741 Total Budget 2,453,195 2,740,004 2,893,130 153,126 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Expenditures By Type Personnel Services 1,726,993 1,838,538 1,864,330 25,792 Contractual Services 429,351 561,936 687,700 125,764 Commodities 296,100 339,530 341,100 1,570 751 0 0 0 2,453,195 2,740,004 2,893,130 153,126 0 0 0 0 2,453,195 2,740,004 2,893,130 153,126 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget   Budget Notes and Changes Changes in Personnel Services include citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average. Increase in Contractual Services is due to the reorganization of environmental license and permit costs from Water Resources Planning and Engineering. Performance Measures Drinking water compliance rate Actual 2011/12 Actual 2012/13 Projected 2013/14 100% 100% 100% 100% 95% 100% 100% 100% 100% Note: Percentage of days in full compliance Reclaimed water aquifer protection compliance rate Note: Percentage of days in full compliance Industrial user compliance rate with discharge permits Note: Percentage of days in full compliance City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 431 - Table of Contents Water Resources | Water Reclamation Services WATER RESOURCES WATER RECLAMATION SERVICES Description Water Reclamation Services collects, treats and re-uses wastewater generated within the city. This area manages more than 1,400 miles of sewer lines, 3 separate treatment facilities and hundreds of pumps, lift stations and other equipment that make up the sewer collection system. Continuous 24/7 operations of the system ensures compliance with numerous regulatory requirements to prevent spills/overflows, minimize odors and provide an alternative source of water for nonpotable users such as irrigation, power generation and groundwater replenishment. Strategic Goal(s) Enhance Neighborhoods           Seek Sustainability Support Economic Vitality Services Provided Provide sewer service to more than 78,000 accounts by maintaining and operating more than 1,400 miles of sewer lines, 3 wastewater treatment plants and irrigation/reclaimed water distribution systems. Treat approximately 21 million gallons of wastewater per day. Advanced treatment of reclaimed water for non-potable users such as irrigation. FY 2012/13 Achievements Produced approximately 9 million gallons per day of effluent to meet irrigation demands for 23 golf courses and 2 city recreational facilities (Scottsdale Sports Complex and Rotary Park). Recharged approximately 5,500 acre feet of water (1.8 billion gallons) in calendar year 2012 to ensure sustainable water supplies. Substantially completed the Advanced Water Treatment Plant Expansion Project. Completed the implementation and optimization of new grant funded process blowers at the Gainey Ranch Water Reclamation Plant resulting in approximately a $50,000 reduction in electrical costs. Received over $100,000 from Arizona Public Service for participation in the Peak Solutions Power Curtailment program. FY 2013/14 Objectives Complete the expansion of the Advanced Water Treatment facility. Perform sewer collection system assessment to prioritize needs and capital improvements. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 432 - Table of Contents Water Resources | Water Reclamation Services WATER RESOURCES WATER RECLAMATION SERVICES Staff Summary Full-time Equivalents (FTE) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 38.00 32.00 28.00 (4.00) % of City's FTEs 1.15 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Sewer Fund 13,103,543 12,830,115 12,641,451 (188,664) Water Funds 7,438,632 7,726,997 8,854,424 1,127,427 Total Budget 20,542,174 20,557,112 21,495,875 938,763 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget     Change 12/13 to 13/14 3,405,700 3,085,220 2,546,932 (538,288) 11,656,763 12,385,846 13,135,342 749,496 5,479,711 5,051,046 5,708,601 657,555 0 35,000 105,000 70,000 20,542,174 20,557,112 21,495,875 938,763 0 0 0 0 20,542,174 20,557,112 21,495,875 938,763 Budget Notes and Changes Reduction in FTEs is due to the reorganization of four employees to Water Resources Technology and Administration; changes in Personnel Services also includes citywide increases in healthcare and retirement rates for positions remaining in this area, as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average. Increase in Contractual Services is due to an increase in electrical and contractual maintenance costs. Increase in Commodities is due to an increase in purchased treated Advanced Water Treatment (AWT) Reverse Osmosis (RO) costs for the Reclaimed Water Distribution System (RWDS), offset by decreases in purchased water and effluent costs for the RWDS. Increase in Capital Outlays is due to the replacement of a hydro truck with a vactor truck and a maintenance/utility vehicle for use at the Water Campus. Performance Measures Sewage treated daily (gallons in millions) Cost of sewage collected and treated per million gallons Percent of sewer lines cleaned annually Actual 2011/12 Actual 2012/13 Projected 2013/14 21.2 20.7 20.5 $2,161 $1,659 $2,131 33% 33% 33% 0.01 0.14 0.50 Note: The goal is to clean the entire system every 3 years Number of sanitary sewer overflows per year per 100 miles Note: The national average is 4.5 per 100 miles City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 433 - Table of Contents Water Resources | Water Planning & Engineering WATER RESOURCES WATER PLANNING AND ENGINEERING Description Water Resources Planning and Engineering provides leadership and management of all 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 and ensures that all rates and fees are set prudently. This also includes management and administration of water rights, water conservation, contracts and intergovernmental agreement management for water deliveries and water reclamation. This area aims to achieve safe yield (pumping less groundwater than recharged) each year and minimize the amount of lost or unaccounted for water. The Water Conservation office encourages the responsible use of water and conducts numerous adult and youth workshops each year. Strategic Goal(s) Enhance Neighborhoods            Seek Sustainability Support Economic Vitality Services Provided Overall leadership and management of all Water Resources programs and efforts. Engineering services to assure water and wastewater systems are engineered and designed according to master plans. Manage financial plans to assure that all rates and fees are set prudently to operate and maintain the systems. Manage the city's water rights and allocations, water conservation programs and contracts and intergovernmental agreement management for water deliveries and sewage treatment. FY 2012/13 Achievements Developed detailed water recharge plan to provide greater flexibility in system operations to meet required recharge goals and safe yield. Initiated system optimization plan which entailed analyzing existing practices and formulating strategies to optimize operations. Instituted a new five-tiered water rate structure to allow low water users to maintain or reduce their charges while increasing charges for high-volume water users. Began updating the Water Reclamation Master Plan. FY 2013/14 Objectives Update Water Master Plan, Infrastructure Improvement Plan, impact fees and formulas. Ensure future water supply sustainability by increasing stored water credit for drought reserve. Perform sewer collection system assessment to prioritize needs and capital improvements. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 434 - Table of Contents Water Resources | Water Planning & Engineering WATER RESOURCES Staff Summary Full-time Equivalents (FTE) WATER PLANNING AND ENGINEERING Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 21.00 56.00 21.00 (35.00) % of City's FTEs Expenditures By Fund Sewer Fund 0.86 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 211,425 582,723 462,221 (120,502) Water Funds 3,748,153 6,439,038 3,067,797 (3,371,241) Total Budget 3,959,579 7,021,761 3,530,018 (3,491,743) Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Personnel Services 1,528,405 4,810,580 1,974,819 (2,835,761) Contractual Services 2,125,490 2,022,225 1,158,292 (863,933) Commodities 203,926 188,956 396,907 207,951 Capital Outlays 101,757 0 0 0 3,959,579 7,021,761 3,530,018 (3,491,743) 0 0 0 0 3,959,579 7,021,761 3,530,018 (3,491,743) Expenditures By Type Subtotal Operating Budget Operating Projects Total Budget    Budget Notes and Changes Reduction in FTEs is due to the reorganization of 35 employees to Water Resources Technology and Administration; changes in Personnel Services includes citywide increases in healthcare and retirement rates for positions remaining in this area, as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average. Reduction in Contractual Services is due to the reorganization of security costs to Water Resources Technology and Administration and environmental license and permit costs to Water Resources Water Quality. Increase in commodities is due to increased purchased water costs for recharge at the Westworld Golf Course facilities. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 435 - Table of Contents Water Resources | Water Planning & Engineering WATER RESOURCES WATER PLANNING AND ENGINEERING Performance Measures Actual 2011/12 Actual 2012/13 Projected 2013/14 Yes Yes Yes 7.5% 8.1% 8.0% 2,148 3,128 2,400 Achieve safe yield Note: Pumping less groundwater than recharged. Lost & unaccounted for water Note: The Arizona Department of Water Resources requirement is <10% annually Attendance at adult and youth education programs # of Volunteers # of Hours Value of Volunteer Hours Full-time Equivalent Filing and assembly of water conservation information packets 1 80 $1,606 0.0 Total 1 $1,606 0.0 Volunteer Hours "The value of volunteer hours calculated at an hourly rate of $20.08 (Source: IndependentSector.org as of 2011)." City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 436 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 437 - Table of Contents Water Resources | Water Technology & Administration WATER RESOURCES WATER TECHNOLOGY & ADMIN Description Water Technology and Administration supports Water Resources departments by helping to ensure the highest degree of value, quality and service reliability for Water Resources’ customers. This area comprises two programs, Technology and Administration. Technology oversees comprehensive data management, control system technologies and system operating services. This area also maintains and repairs Water Resources equipment and infrastructure. Administration includes the customer service call center, employee safety and training, utility system security, accounts payable processing and workforce management support services. Strategic Goal(s) Enhance Neighborhoods              Seek Sustainability Support Economic Vitality Services Provided Ensure quality water and sewer service for customers Maintains and repairs water and sewer distribution and collection systems, equipment and infrastructure Coordinates and manages utility operations, infrastructure and water resources Operates customer service call center Ensures the safety of all Water Resources facilities and employees Conducts annual training for employees FY 2012/13 Achievements Established Water Systems Efficiency group Created centralized Operational Control Center to monitor and manage system operations 24/7/365 Upgraded 21 radio-telemetry units to newer technology Updated internal work order system for efficiency FY 2013/14 Objectives Complete software development for utility system optimization applications Optimize operating criteria for seasonal reservoir storage to improve water quality Initiate a project to integrate work order data system with system that helps monitor remote equipment and sites City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 438 - Table of Contents Water Resources | Water Technology & Administration WATER RESOURCES WATER TECHNOLOGY & ADMIN Staff Summary Full-time Equivalents (FTE) Actual 2011/12 Approved 2012/13 41.00 15.00 % of City's FTEs Adopted Change 12/13 2013/14 to 13/14 56.00 41.00 2.30 % Actual 2011/12 Expenditures By Fund Sewer Fund Approved 2012/13 Adopted Change 12/13 2013/14 to 13/14 734,641 458,533 1,339,810 881,277 Water Funds 3,855,374 2,161,180 4,448,314 2,287,134 Total Budget 4,590,015 2,619,713 5,788,124 3,168,411 Actual 2011/12 Approved 2012/13 Expenditures By Type Personnel Services Adopted Change 12/13 2013/14 to 13/14 3,094,065 530,604 4,230,458 3,699,854 Contractual Services 668,154 1,045,988 1,123,082 77,094 Commodities 827,796 998,121 434,584 (563,537) 0 45,000 0 (45,000) 4,590,015 2,619,713 5,788,124 3,168,411 0 0 0 0 4,590,015 2,619,713 5,788,124 3,168,411 Capital Outlays Subtotal Operating Budget Operating Projects Total Budget     Budget Notes and Changes The increase in FTEs is due to the reorganization of 41 employees from other Water Resources departments to Water Resources Technology and Administration; changes in Personnel Services also includes citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average. Increase in Contractual Services is due to the reorganization of security costs from Water Resources Planning and Engineering, offset by the reorganization of contractual maintenance costs from Water Resources Water Services for heating, ventilation and air conditioning (HVAC) systems. Reduction in Commodities is due to the reorganization of contractual maintenance costs to the Water Resources Water Services and Water Resources Reclamation Services, offset by increases in materials to maintain and repair electrical equipment. Reduction in Capital Outlays is due to a reduction in purchased vehicle costs. Performance Measures Number of customer calls received Percentage of completed planned/preventative maintenance activities Actual 2011/12 Actual 2012/13 Projected 2013/14 26,912 29,140 29,500 N/A* 80% 85% 14.7 15.2 14.0 Note: *Data unavailable prior to internal work order system upgrades Vehicle accident frequency rate (per million miles) City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 439 - Table of Contents Water Resources | Water Services WATER RESOURCES WATER SERVICES Description Water Services treats and distributes drinking water throughout the city. This area manages two surface water treatment plants, the Central Groundwater Treatment Facility, 43 reservoirs, 27 groundwater wells and thousands of fire hydrants, valves, pumps/booster stations and other equipment that make up the drinking water distribution system. Continuous operation of this system ensures compliance with numerous regulatory requirements and provides safe, reliable drinking water to more than 87,000 residential and commercial customers. Strategic Goal(s) Enhance Neighborhoods           Seek Sustainability Support Economic Vitality Services Provided Provide safe, reliable drinking water to more than 87,000 accounts by maintaining and operating more than 2,000 miles of water lines, 3 treatment facilities, 43 reservoirs, 27 groundwater wells and thousands of fire hydrants, valves, pumps/booster stations and other equipment that make up the drinking water distribution system Treat an average of 70 million gallons of drinking water per day Ensures compliance with numerous regulatory requirements FY 2012/13 Achievements Increased water production capabilities by 20 million gallons per day with the successful completion of the Central Arizona Project Water Treatment Plant expansion project. Developed a cost effective schedule for maximizing the life of Granular Activated Carbon (GAC) resulting in cost reductions in treatment plant operations. Enhanced water accountability and water meter accuracy by replacing approximately 7,000 water meters. Inspected approximately 900 backflow assemblies to ensure compliance with city ordinances. FY 2013/14 Objectives Implement pre-treatment processes and rehabilitate microfiltration basins at the Chaparral Water Treatment Plant Maximize life of water system assets by integrating work order system with the asset management system Implement 1st phase of fixed automated meter reading system to increase data collection efficiency City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 440 - Table of Contents Water Resources | Water Services WATER RESOURCES Staff Summary Full-time Equivalents (FTE) WATER SERVICES Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 81.00 80.00 78.00 (2.00) % of City's FTEs 3.21 % Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 Water Funds 31,238,533 35,241,583 36,185,439 943,856 Total Budget 31,238,533 35,241,583 36,185,439 943,856 Actual 2011/12 Approved 2012/13 Adopted 2013/14 Change 12/13 to 13/14 5,103,730 5,910,368 5,660,360 (250,008) Expenditures By Fund Expenditures By Type Personnel Services Contractual Services Commodities Capital Outlays Subtotal Operating Budget Operating Projects Total Budget     9,580,918 11,257,481 12,149,711 892,230 16,553,886 17,991,334 18,325,368 334,034 0 82,400 50,000 (32,400) 31,238,533 35,241,583 36,185,439 943,856 0 0 0 0 31,238,533 35,241,583 36,185,439 943,856 Budget Notes and Changes Changes in Personnel Services include citywide increases in healthcare and retirement rates as well as adjusting the minimum salary ranges for certain positions to be a least 105% of the Valley average, which is offset by the reduction in FTEs is due to the reorganization of two FTE to Water Resources Technology and Administration. Increase in Contractual Services is due to the reorganization of contractual maintenance costs from Water Resources Technology and Administration for heating, ventilation and air conditioning (HVAC) systems. Increase in Commodities is due to the increase in meter costs and maintenance needs in the water system offset by a decrease in treatment filter media costs. Reduction in Capital Outlays is due to a reduction in purchased vehicle costs. Performance Measures Drinking water produced daily (gallons in millions) Cost of water produced/delivered per million gallons Actual 2011/12 Actual 2012/13 Projected 2013/14 68.5 67.6 67.7 $1,901 $2,027 $2,072 7,000 5,058 7,000 Note: Per Million Gallons Number of water meters replaced system-wide Note: This reflects 8% of the total inventory of water meters. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 441 - Table of Contents FY 2013/14 Adopted Budget City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 442 - Table of Contents Appendix Operating Projects Operating Projects 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. Division Project Description ADMINISTRATIVE SERVICES IT - TELEPHONE EQUIPMENT The telephone operating project is dedicated to providing systematic upgrades, maintenance and ongoing replacement of the City of Scottsdale’s enterprise telephone system. This includes subsystems such as 911, interactive voice response, right fax, and voicemail. TOTAL FOR ADMINISTRATIVE SERVICES Adopted FY 2013/14 387,000 387,000 COMMUNITY AND ECONOMIC DEVELOPMENT ART IN PUBLIC PLACES - OPERATING PROJECT 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. 60,000 STORMWATER QUALITY 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 operator of a municipal separate storm sewer system (MS4), has been issued an Arizona Pollutant Discharge Elimination System 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. 112,095 PUBLIC ART CONSV AND RESTORATION This project will fund the on-going conservation and restoration of the city's public art collection. 134,400 WW HORSE BARN REPAIRS This program is to replace/and or repair maintenance in the horse barns and other areas at WestWorld. This program may include the purchase of new equipment necessary for operation at WestWorld. TOTAL FOR COMMUNITY AND ECONOMIC DEVELOPMENT 95,000 COMMUNITY SERVICES PLAYGROUND EQUIPMENT REPLACEMENT PUBLIC POOL EQUIPMENT REPLACEMENT PUBLIC WORKS FACILITIES MGMT REPAIR & MAINT This project includes replacement of playground equipment and shade at one site. This project will address scheduled replacement of pool equipment at the City of Scottsdale's aquatic facilities. TOTAL FOR COMMUNITY SERVICES 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. TOTAL FOR PUBLIC WORKS GRAND TOTAL 884,443 135,000 120,000 255,000 1,340,975 1,340,975 2,867,418 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 443 - Table of Contents Appendix ADA ADOT APS ARS ASRS ASU ASUF AZSTA BOR CAD CAFR CAP CDBG CDL CEF CFD CIP CMOM CNG COP COS CPI CVB DDC DM DMS DPB EEOC EMS EMT EOC EPA EPCR FAA FBI FCD FCV FEMA FT FTE FTG GAAP GAC GASB GFOA GIS GO HHW HR 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 Certificate of Participation City of Scottsdale Consumer Price Index 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 Full Cash Value Federal Emergency Management Agency 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 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 444 - Acronyms Table of Contents Appendix 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 O&M PAYGO PC PD PPB PSPRS PRV PT REV RFP RICO RMS ROW RV RWDS SCADA SB SPA SRO SROG SRP SRPMIC SVC 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 Operations and Maintenance Pay-As-You-Go 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 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 445 - Acronyms Table of Contents Appendix SW SWAT TTHM TPC UCR WAN WRP WTP WWTP 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 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 446 - Acronyms Table of Contents Appendix 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 (42-17151) 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.” 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. Glossary 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. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 447 - Table of Contents Appendix 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. 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 forecasts the capital needs of the community. Generally, it is a cyclical process that forecasts 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 $10,000 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. Glossary 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. Certificate of Participation (COP) – Funding mechanism similar to bonds utilized for the purchase of capital items. Commodities – Expendable items purchased through the city-approved 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. 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). 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. Contractual Services – Includes expenditures for services performed by firms, individuals, or other city divisions. Cost Center – An organizational budget/operating unit within each City division. 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. Debt Service – Payment of principal, interest, and related service charges on obligations resulting from the issuance of bonds. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 448 - Table of Contents Appendix 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. 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). Division – The combination of departments and programs of the city with a specific and unique set of goals and objectives (i.e., Public Safety, Finance and Accounting, Community Services, etc.). 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. Encumbrance Rebudgets – The balance of unliquidated purchase commitments brought forward from the previous fiscal year. 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. 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 occupancy tax. Glossary (sales) tax and transient Expenditure – Outlay of funds for obtaining assets or goods and services. Expenditures represent decreases in net financial resources. 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. 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 full-time equivalent of a parttime employee is calculated by dividing the number of hours budgeted by 2,080. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 449 - Table of Contents Appendix 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. 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 differ 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. Glossary General Obligation Bonds (GO Bonds) – Bonds secured by the full faith and credit of the issuer. GO 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. 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.). City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 450 - Table of Contents Appendix 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 cost-reimbursement 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. 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, well-defined, 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. Glossary 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. 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 GO bonds. The bonds are special revenue obligations of the Scottsdale Preserve Authority payable solely from and secured by either a 0.20 percent sales tax approved by city voters in 1995 and issued for the purpose of acquiring land for the Scottsdale McDowell Sonoran Preserve or a 0.15 percent 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 Scottsdale McDowell Sonoran Preserve. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 451 - Table of Contents Appendix 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 two percent 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. Program – 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. Program 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. 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 st is due on the following March 1 . Proposition 400 (Regional Sales Tax) – Represents revenues received from the 2004 voter approved 20year extension of a half-cent transportation sales tax in Maricopa County that was first approved in 1985 to fund freeway construction. 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. Glossary 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 20year 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. 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. 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. Secondary Assessment – The amount of tax calculated according to a statutory formula based on the secondary assessed valuation. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 452 - Table of Contents Appendix Service Levels – Describe the present services provided by a city division. 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. 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. 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. Glossary Transfers – The authorized exchanges of cash or other resources between funds, divisions, and/or capital projects. Transportation Established to projects. Privilege Tax Capital Fund – account solely for transportation 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. 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 453 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 454 - Table of Contents Appendix Budget Adoption Ordinance City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 455 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary Schedule of Estimated Revenues and Expenditures/Expenses Fiscal Year 2013/2014 Schedule A Fund GENERAL FUND SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS TRUST & AGENCY FUNDS ENTERPRISE FUNDS INTERNAL SERVICE FUNDS Adopted Budgeted Actual Estimated Expenditures Expenditures Fund Balance 2012/2013 2012/2013* July 1, 2013** $254,303,795 $249,254,328 $41,870,630 $74,039,373 $61,990,012 $40,284,089 $78,720,583 $73,297,476 $15,614,202 $669,834,200 $228,977,000 $162,096,655 $16,000 $6,000 $4,021 $182,820,058 $126,018,176 $70,528,389 $24,978,417 $9,346,210 $28,921,753 TOTAL ALL FUNDS $1,284,712,426 $748,889,202 Estimated Direct Revenues Other Property Tax Other Than Financing Revenues Property Taxes Sources/(Uses) 2013/2014 2013/2014*** 2013/2014 $25,510,031 $202,403,055 $0 $0 $116,461,267 $0 $36,712,519 $1,383,750 $0 $0 $307,956,046 $113,000,000 $0 $16,000 $0 $0 $164,718,012 $20,000,000 $144,734 $8,162,010 $0 $359,319,739 Expenditure Limitation 1. Budgeted expenditures 2. Add/subtract : estimated net reconciling 3. Budgeted expenditures adjusted for 4. Less: estimated exclusions 5. Amount subject to the expenditure 6. EEC or voter-approved alternative $62,367,284 $801,100,140 2012/2013 $ 1,284,712,426 $ $ 1,284,712,426 (924,329,442) 360,382,984 411,520,822 $133,000,000 Net Interfund Transfers In/(Out) 2013/2014 ($6,543,246) ($54,693,718) $45,152,632 $56,802,344 $0 ($39,701,325) ($1,016,687) Total Financial Resources Available 2013/2014 $263,240,470 $102,051,638 $98,863,103 $639,855,045 $20,021 $215,545,076 $36,211,810 Adopted Budgeted Expenditures 2013/2014 $261,189,223 $69,347,745 $83,455,841 $562,867,500 $16,000 $194,892,749 $21,101,884 Ending Fund Balance $2,051,247 $32,703,893 $15,407,262 $76,987,545 $4,021 $20,652,327 $15,109,926 $0 $1,355,787,163 $1,192,870,942 $162,916,221 2013/2014 $1,192,870,942 $1,192,870,942 (826,993,733) 365,877,209 421,833,986 $ $ *Includes expenditure adjustments approved in FY 2012/2013 from Schedule E. **Incudes actual amounts as of the date the proposed budget was prepared, adjusted for estimated activity for the remainder of the fiscal year. ***Does not include transfers-in. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 456 - Table of Contents Appendix 1. 2. 3. 4. 5. Budget Adoption Ordinance CITY OF SCOTTSDALE Summary of Property Tax Levy and Property Tax Rate Information Fiscal Year 2013/2014 Schedule B Fiscal Year 2012/2013 Maximum allowable primary property tax levy. A.R.S. §42-17051(A) 26,503,770 Amount received from primary property taxation in the current year in excess of the sum of that year's maximum allowable primary property tax levy. A.R.S. §42-17102(A)(18) Property tax levy amounts A. Primary property taxes B. Secondary property taxes C. Total property tax levy amounts Fiscal Year 2013/2014 27,210,635 0 25,484,784 36,701,738 62,186,522 25,654,765 36,712,519 62,367,284 Property taxes collected* A. Primary property taxes (1) 2012/2013 levy (2) Prior years' levies (3) Total primary property taxes 24,975,088 413,877 25,388,965 B. (1) (2) (3) Secondary property taxes 2012/2013 levy Prior years' levies Total secondary property taxes 35,967,703 929,179 36,896,882 C. Total property taxes collected 62,285,847 Property tax rates A. City tax rate (1) Primary property tax rate (2) Secondary property tax rate (3) Total city tax rate 0.5027 0.7225 1.2252 0.5342 0.7604 1.2946 B. Special assessment district tax rates Secondary property tax rates - As of the date the tentative budget was prepared, the city was operating 355 special assessment districts (streetlight improvement districts) for which secondary property taxes are levied. For information pertaining to these special assessment districtsand their tax rates, please contact the City of Scottsdale Finance and 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. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 457 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Fund of Revenues Other than Property Taxes Fiscal Year 2013/2014 Schedule C Budgeted Actual Revenues Revenues 2012/2013 2012/2013* Source of Revenues GENERAL FUND TAXES - LOCAL TRANSACTION PRIVILEGE TAX - 1.0% TRANSACTION PRIVILEGE TAX - PUBLIC SAFETY 0.1% Estimated Revenues 2013/2014 $88,730,925 $8,598,027 $87,900,692 $8,571,638 $91,547,240 $8,934,324 $13,385,000 $8,210,000 $3,023,984 $226,142 $859,623 $123,033,701 $0 $7,960,000 $3,023,984 $226,142 $859,623 $108,542,079 $0 $8,412,000 $3,023,984 $274,000 $894,540 $113,086,088 TAXES- FROM OTHER AGENCIES STATE SHARED SALES TAX STATE SHARED INCOME TAX AUTO LIEU TAX TOTAL TAXES- FROM OTHER AGENCIES $18,177,784 $22,203,397 $7,206,645 $47,587,826 $17,977,784 $22,203,397 $7,006,645 $47,187,826 $18,783,710 $24,252,542 $7,246,102 $50,282,354 CHARGES FOR SERVICE/OTHER BUILDING & RELATED PERMITS BUSINESS & LIQUOR LICENSES FIRE CHARGES FOR SERVICES RECREATION FEES WESTWORLD EQUESTRIAN FACILITY FEES COURT FINES LIBRARY PARKING FINES PHOTO RADAR INDIRECT/DIRECT COST ALLOCATIONS INTERGOVERNMENTAL AGREEMENTS MISCELLANEOUS PROPERTY RENTAL TOTAL CHARGES FOR SERVICE/OTHER $8,730,000 $1,780,382 $466,130 $3,657,834 $2,729,195 $4,314,501 $318,963 $259,856 $2,109,592 $6,721,286 $876,637 $21,250 $3,275,345 $35,260,971 $10,530,000 $1,780,382 $466,130 $3,657,834 $2,729,195 $4,314,501 $318,963 $259,856 $2,109,592 $7,059,120 $976,637 $21,250 $1,872,145 $36,095,605 $9,900,000 $1,765,875 $660,344 $3,623,879 $3,167,710 $4,035,165 $357,011 $236,268 $2,330,443 $6,502,362 $1,221,208 $24,250 $1,969,068 $35,793,583 $1,116,000 $1,116,000 $1,116,000 $1,116,000 $1,000,000 $1,000,000 $727,125 $838,869 $1,793,464 $90,000 $2,610,589 $1,781,674 $1,256,383 $1,793,464 $0 $4,831,521 $1,402,161 $0 $2,241,030 $209,609,087 $197,773,031 $202,403,055 TRANSIENT OCCUPANCY TAX ELECTRIC & GAS FRANCHISE CABLE TV LICENSE FEE SALT RIVER PROJECT IN LIEU STORMWATER QUALITY CHARGE TOTAL TAXES - LOCAL INTEREST EARNINGS INTEREST EARNINGS TOTAL INTEREST EARNINGS OTHER REVENUE MISCELLANEOUS ASRS SETTLEMENT REIMBURSEMENTS FROM OUTSIDE SOURCES CONTRIBUTIONS & DONATIONS TOTAL OTHER REVENUE TOTAL GENERAL FUND City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 458 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Fund of Revenues Other than Property Taxes Fiscal Year 2013/2014 Schedule C Budgeted Actual Revenues Revenues 2012/2013 2012/2013* Source of Revenues SPECIAL REVENUE FUNDS PRESERVATION PRIVILEGE TAX FUNDS TRANSACTION PRIVILEGE TAX - 0.15% $12,901,477 $12,857,457 TRANSACTION PRIVILEGE TAX - 0.20% $17,284,784 $17,143,276 INTEREST EARNINGS $250,000 $250,000 $30,436,261 $30,250,733 TOTAL PRESERVATION PRIVILEGE TAX FUNDS TRANSPORTATION/HURF FUND TRANSACTION PRIVILEGE TAX - 0.20% HIGHWAY USER TAX INTERGOVERNMENTAL AGREEMENTS FEDERAL GRANTS STATE GRANTS MISCELLANEOUS INDIRECT/DIRECT COST ALLOCATIONS TOTAL TRANSPORTATION/HURF FUND Estimated Revenues 2013/2014 $13,401,483 $17,868,644 $151,105 $31,421,232 $16,787,891 $12,233,886 $500,000 $700,000 $610,000 $50,000 $0 $30,881,777 $16,628,977 $12,233,886 $500,000 $700,000 $610,000 $50,000 $557,776 $31,280,639 $17,332,585 $12,262,558 $643,370 $737,377 $643,370 $91,200 $545,505 $32,255,965 TOURISM DEVELOPMENT TRANSIENT OCCUPANCY TAX PROPERTY RENTAL REIMBURSEMENTS FROM OUTSIDE SOURCES TOTAL TOURISM DEVELOPMENT $0 $0 $0 $0 $13,385,000 $1,503,200 $90,000 $14,978,200 $13,989,000 $1,600,000 $85,000 $15,674,000 SPECIAL PROGRAMS FUND ELECTRIC & GAS FRANCHISE BUSINESS & LIQUOR LICENSES RECREATION FEES CODE ENFORCEMENT FINES COURT FINES POLICE FEES INTERGOVERNMENTAL AGREEMENTS PROPERTY RENTAL INTEREST EARNINGS MISCELLANEOUS REIMBURSEMENTS FROM OUTSIDE SOURCES CONTRIBUTIONS & DONATIONS TOTAL SPECIAL PROGRAMS FUND $0 $70,000 $1,586,850 $1,012,018 $85,175 $470,000 $221,460 $691,750 $5,237 $6,776,261 $611,000 $1,312,850 $12,842,601 $250,000 $70,000 $1,586,850 $1,012,018 $85,175 $470,000 $221,460 $691,750 $5,237 $6,776,261 $611,000 $1,312,850 $13,092,601 $250,000 $36,000 $1,706,800 $987,126 $101,175 $450,000 $208,240 $631,750 $14,546 $6,498,200 $691,042 $777,115 $12,351,994 GRANT FUNDS FEDERAL GRANTS STATE GRANTS INTERGOVERNMENTAL AGREEMENTS CONTRIBUTIONS & DONATIONS TOTAL GRANT FUNDS $30,564,187 $251,248 $138,000 $1,400,251 $32,353,686 $30,564,187 $251,248 $138,000 $1,400,251 $32,353,686 $22,263,557 $179,300 $138,000 $1,530,000 $24,110,857 $646,728 $646,728 $646,728 $646,728 $647,219 $647,219 SPECIAL DISTRICTS STREETLIGHT DISTRICTS TOTAL SPECIAL DISTRICTS City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 459 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Fund of Revenues Other than Property Taxes Fiscal Year 2013/2014 Schedule C Budgeted Actual Revenues Revenues 2012/2013 2012/2013* Source of Revenues Estimated Revenues 2013/2014 $107,161,053 $122,602,587 $116,461,267 $0 $0 $2,427,084 $2,427,084 $0 $0 MPC EXCISE DEBT INTERGOVERNMENTAL AGREEMENTS PROPERTY RENTAL TOTAL MPC EXCISE DEBT $678,167 $145,000 $823,167 $1,106,485 $145,000 $1,251,485 $1,238,750 $145,000 $1,383,750 SPECIAL ASSESSMENT DEBT FUND SPECIAL ASSESSMENTS TOTAL SPECIAL ASSESSMENT DEBT FUND $771,321 $771,321 $771,321 $771,321 $0 $0 $1,594,488 $4,449,890 $1,383,750 $21,544,400 $879,600 $29,594,700 $140,000 $19,768,800 $224,348,100 $296,275,600 $5,542,300 $853,700 $32,278,400 $195,000 $3,458,000 $0 $42,327,400 $21,800,600 $1,064,389 $36,894,100 $110,000 $5,534,800 $242,552,157 $307,956,046 $296,275,600 $42,327,400 $307,956,046 $10,000 $6,000 $16,000 $0 $6,000 $6,000 $10,000 $6,000 $16,000 $16,000 $6,000 $16,000 $115,002 $2,979,523 $3,463 $3,097,988 $115,002 $2,979,523 $40,000 $3,134,525 $146,226 $3,181,300 $30,149 $3,357,675 $86,544,981 $34,085,166 $10,395,148 $382,337 $1,714,827 $133,122,459 $91,646,620 $35,392,788 $8,751,773 $253,497 $1,768,573 $137,813,250 $91,819,196 $36,887,303 $10,649,421 $524,682 $1,210,295 $141,090,897 TOTAL SPECIAL REVENUE FUNDS DEBT SERVICE FUNDS GO Preserve MISCELLANEOUS TOTAL GO PRESERVE TOTAL DEBT SERVICE FUNDS CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROGRAM INTERGOVERNMENTAL AGREEMENTS INTEREST EARNINGS FEDERAL GRANTS REIMBURSEMENTS FROM OUTSIDE SOURCES CONTRIBUTIONS & DONATIONS ESTIMATED UNEXPENDED PRIOR YEAR TOTAL CAPITAL IMPROVEMENT PROGRAM TOTAL CAPITAL PROJECT FUNDS TRUST & AGENCY FUNDS TRUSTS MISCELLANEOUS CONTRIBUTIONS & DONATIONS TOTAL TRUSTS TOTAL TRUST & AGENCY FUNDS ENTERPRISE FUNDS AVIATION FUND TRANSACTION PRIVILEGE TAX AIRPORT FEES INTEREST EARNINGS TOTAL AVIATION FUND WATER AND SEWER UTILITY FUNDS WATER CHARGES WATER RECLAMATION CHARGES NON-POTABLE WATER FEES INTEREST EARNINGS MISCELLANEOUS TOTAL WATER AND SEWER UTILITY FUNDS City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 460 - Table of Contents Appendix Source of Revenues CITY OF SCOTTSDALE Summary by Fund of Revenues Other than Property Taxes Fiscal Year 2013/2014 Schedule C Budgeted Actual Revenues Revenues 2012/2013 2012/2013* SOLID WASTE FUND SOLID WASTE FEES INTEREST EARNINGS TOTAL SOLID WASTE FUND TOTAL ENTERPRISE FUNDS INTERNAL SERVICE FUNDS FLEET MANAGEMENT FUND EQUIPMENT REPLACEMENT REVENUE MAINTENANCE & OPERATIONS REVENUE INTEREST EARNINGS MISCELLANEOUS INTERNAL SERVICE OFFSETS TOTAL FLEET MANAGEMENT FUND PC REPLACEMENT FUND PC REPLACEMENT REVENUE INTERNAL SERVICE OFFSETS TOTAL PC REPLACEMENT FUND SELF INSURANCE FUNDS COS DENTAL PREMIUMS COS MEDICAL PREMIUMS EMPLOYEE DENTAL PREMIUMS EMPLOYEE MEDICAL PREMIUMS PROPERTY - WORKER'S COMP RETIREE MEDICAL PREMIUMS UNEMPLOYMENT CLAIMS INTEREST EARNINGS MISCELLANEOUS REIMBURSEMENTS FROM OUTSIDE SOURCES INTERNAL SERVICE OFFSETS TOTAL SELF INSURANCE FUNDS TOTAL INTERNAL SERVICE FUNDS TOTAL ALL FUNDS Budget Adoption Ordinance Estimated Revenues 2013/2014 $20,244,741 $46,065 $20,290,806 $19,981,272 $46,065 $20,027,337 $20,215,503 $53,937 $20,269,440 $156,511,252 $160,975,113 $164,718,012 $5,650,632 $12,527,712 $51,786 $200,000 ($18,178,344) $251,786 $5,650,632 $11,860,715 $0 $325,800 ($17,511,347) $325,800 $6,851,280 $12,313,740 $0 $267,300 ($19,165,020) $267,300 $953,208 ($953,208) $0 $834,513 ($834,513) $0 $1,012,856 ($1,012,856) $0 $848,340 $17,315,640 $803,370 $5,118,110 $4,000,000 $4,089,040 $200,000 $131,572 $101,000 $525,233 ($22,363,980) $10,768,325 $814,280 $17,550,620 $771,970 $5,580,999 $4,000,000 $921,880 $200,000 $0 $93,120 $629,360 ($22,564,900) $7,997,329 $816,010 $18,455,230 $774,830 $5,934,440 $6,500,000 $763,290 $100,000 $0 ($129,850) $552,000 ($25,871,240) $7,894,710 $11,020,111 $8,323,129 $8,162,010 $782,187,591 $536,457,150 $801,100,140 *Includes actual revenues recognized on the modified accrual or accrual basis as of the date the tentative budget was prepared, plus estimated revenues for the remainder of the fiscal year. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 461 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Fund Type of Other Financing Sources/(Uses) and Interfund Transfers Fiscal Year 2013/2014 Schedule D Other Financing Sources/(Uses) 2013/2014 Fund GENERAL FUND GENERAL FUND Tentative Interfund Transfers 2013/2014 IN OUT $10,912,512 $10,912,512 $17,455,758 $17,455,758 SPECIAL REVENUE FUNDS GRANT FUNDS PRESERVATION PRIVILEGE TAX FUNDS SPECIAL PROGRAMS FUND TOURISM DEVELOPMENT TRANSPORTATION/HURF FUND TOTAL SPECIAL REVENUE FUNDS $60,000 $0 $0 $60,000 $2,800 $34,691,708 $5,253,778 $6,100,739 $8,704,693 $54,753,718 DEBT SERVICE FUNDS DEBT SERVICE FUND GO DEBT SERVICE SPECIAL ASSESSMENT DEBT FUND TOTAL DEBT SERVICE FUNDS $14,280,924 $24,396,795 $6,474,913 $45,152,632 TOTAL GENERAL FUND CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROGRAM CAPITAL PROJECT FUND TOTAL CAPITAL PROJECT FUNDS ENTERPRISE FUNDS AVIATION FUND SOLID WASTE FUND WATER AND SEWER UTILITY FUNDS TOTAL ENTERPRISE FUNDS $113,000,000 $113,000,000 $20,000,000 $20,000,000 $73,657,432 $0 $73,657,432 $16,855,088 $0 $16,855,088 $754,387 $16,855,088 $17,609,475 $5,100 $843,600 $56,462,100 $57,310,800 $0 $0 $1,013,887 $2,800 $1,016,687 $147,392,051 $147,392,051 INTERNAL SERVICE FUNDS FLEET MANAGEMENT FUND SELF INSURANCE FUNDS TOTAL INTERNAL SERVICE FUNDS TOTAL ALL FUNDS $133,000,000 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 462 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division Expenditures/Expenses Within Each Fund Type Fiscal Year 2013/2014 Schedule E Fund/Divisions GENERAL FUND MAYOR AND CITY COUNCIL CITY ATTORNEY CITY AUDITOR CITY CLERK CITY COURT CITY MANAGER CITY TREASURER - FINANCE AND ACCOUNTING ADMINISTRATIVE SERVICES COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNITY SERVICES PUBLIC SAFETY PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE PUBLIC WORKS DEBT SERVICE ESTIMATED DIVISION SAVINGS COMPENSATION ADJUSTMENT LEAVE ACCRUAL PAYMENTS MERIT PROGRAM ONE TIME PUBLIC SAFETY COMPENSATION OTHER SAVINGS PAY FOR PERFORMANCE CONTINGENCY / RESERVE APPROPRIATION TOTAL GENERAL FUND TOTAL GENERAL FUND SPECIAL REVENUE FUNDS GRANT FUNDS NON DIVISIONAL COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNITY SERVICES PUBLIC SAFETY PUBLIC SAFETY - POLICE COMPENSATION ADJUSTMENT MERIT PROGRAM PAY FOR PERFORMANCE CONTINGENCY / RESERVE APPROPRIATION TOTAL GRANT FUNDS SPECIAL DISTRICTS NON DIVISIONAL TOTAL SPECIAL DISTRICTS Adopted Budget Expenditures 2012/2013 Expenditure Adjustments Approved 2012/2013 Actual Expenditures 2012/2013* Adopted Budget Expenditures 2013/2014 $778,585 $5,582,195 $753,386 $998,146 $3,745,787 $879,946 $5,453,215 $14,742,300 $23,704,234 $33,818,807 $0 $29,231,484 $79,541,812 $17,685,952 $6,238,021 ($3,307,500) $649,210 $1,873,529 $0 $0 ($500,000) $2,695,000 $29,739,686 $254,303,795 $4,786 $105,239 $8,052 $9,228 $13,137 ($83,909) $33,759 $45,380 ($1,566,613) $161,098 $0 $157,956 $1,032,220 ($49,984) $29,200,000 $2,139,034 $0 ($1,424,164) $0 $0 $0 ($2,658,528) ($70,000) $27,056,691 $783,371 $5,687,434 $761,438 $1,007,374 $3,758,924 $796,037 $5,486,974 $14,787,680 $22,137,621 $33,979,905 $0 $29,389,440 $80,574,032 $17,635,968 $35,438,021 ($3,818,466) $649,210 $449,365 $0 $0 ($250,000) $0 $0 $249,254,328 $811,892 $5,707,884 $750,053 $1,217,619 $3,896,081 $887,235 $5,687,153 $15,679,662 $22,826,306 $33,689,227 $13,023,731 $27,927,821 $73,790,741 $18,525,257 $3,159,903 ($3,900,000) $0 $1,800,000 $2,773,632 $2,500,000 $0 $0 $30,435,026 $261,189,223 $254,303,795 $27,056,691 $249,254,328 $261,189,223 $11,044,623 $212,500 $9,666,889 $586,220 $319,532 $5,117 $0 $17,505 $10,500,000 $32,352,386 ($392,269) $0 $293,073 $7,600 $282,380 $0 $0 ($15,784) ($175,000) $0 $10,652,354 $212,500 $9,959,962 $593,820 $601,912 $5,117 $0 $1,721 $0 $22,027,386 $4,525,750 $0 $12,301,672 $0 $262,758 $0 $17,877 $0 $7,000,000 $24,108,057 $646,728 $646,728 $0 $0 $646,728 $646,728 $647,219 $647,219 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 463 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division Expenditures/Expenses Within Each Fund Type Fiscal Year 2013/2014 Schedule E Fund/Divisions TOURISM DEVELOPMENT NON DIVISIONAL COMMUNITY AND ECONOMIC DEVELOPMENT MERIT PROGRAM CONTINGENCY / RESERVE APPROPRIATION TOTAL TOURISM DEVELOPMENT Adopted Budget Expenditures 2012/2013 Expenditure Adjustments Approved 2012/2013 Actual Expenditures 2012/2013* Adopted Budget Expenditures 2013/2014 $0 $0 $0 $0 $0 $0 $8,435,809 $0 $0 $8,435,809 $0 $8,435,809 $0 $0 $8,435,809 $500,000 $8,870,489 $4,011 $2,500,000 $11,874,500 SPECIAL PROGRAMS FUND CITY COURT COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNITY SERVICES PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE PUBLIC WORKS COMPENSATION ADJUSTMENT MERIT PROGRAM PAY FOR PERFORMANCE CONTINGENCY / RESERVE APPROPRIATION TOTAL SPECIAL PROGRAMS FUND $1,921,341 $7,911,598 $2,658,998 $1,495 $1,830,073 $1,380,078 $10,455 $0 $35,767 $1,500,000 $17,249,805 $16,530 ($6,617,500) $8,597 $618,717 $4,295 $250,000 $0 $0 ($29,422) ($543,717) ($6,292,500) $1,937,871 $811,150 $2,667,595 $450,786 $1,834,368 $250,000 $0 $0 $0 $0 $7,951,770 $2,047,556 $1,144,098 $2,681,345 $300 $1,461,247 $250,000 $0 $35,157 $0 $1,500,000 $9,119,703 TRANSPORTATION/HURF FUND COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNITY SERVICES PUBLIC WORKS COMPENSATION ADJUSTMENT ESTIMATED DIVISION SAVINGS LEAVE ACCRUAL PAYMENTS MERIT PROGRAM PAY FOR PERFORMANCE TOTAL TRANSPORTATION/HURF FUND $9,250,167 $1,052,426 $12,508,773 $27,754 ($148,838) $47,518 $0 $94,954 $22,832,754 $107,275 $0 $52,063 $0 $76,499 ($145,835) $0 ($90,002) $0 $9,357,442 $1,052,426 $12,560,836 $0 $27,754 ($72,339) $0 $0 $22,926,119 $8,916,082 $1,050,671 $13,638,668 $0 ($156,300) $49,900 $97,045 $0 $23,596,066 $957,700 $957,700 $0 $0 $2,200 $2,200 $2,200 $2,200 $74,039,373 $2,143,309 $61,990,012 $69,347,745 DEBT SERVICE FUNDS GO DEBT SERVICE DEBT SERVICE TOTAL GO DEBT SERVICE $58,850,034 $58,850,034 $0 $0 $55,892,127 $55,892,127 $61,109,315 $61,109,315 MPC EXCISE DEBT DEBT SERVICE TOTAL MPC EXCISE DEBT $12,613,115 $12,613,115 $0 $0 $10,147,915 $10,147,915 $15,871,613 $15,871,613 PRESERVATION PRIVILEGE TAX FUNDS DEBT SERVICE TOTAL PRESERVATION PRIVILEGE TAX FUNDS TOTAL SPECIAL REVENUE FUNDS City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 464 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division Expenditures/Expenses Within Each Fund Type Fiscal Year 2013/2014 Schedule E Fund/Divisions SPECIAL ASSESSMENT DEBT FUND DEBT SERVICE TOTAL SPECIAL ASSESSMENT DEBT FUND Adopted Budget Expenditures 2012/2013 Expenditure Adjustments Approved 2012/2013 Actual Expenditures 2012/2013* Adopted Budget Expenditures 2013/2014 $7,257,434 $7,257,434 $0 $0 $7,257,434 $7,257,434 $6,474,913 $6,474,913 $78,720,583 $0 $73,297,476 $83,455,841 $6,000 $10,000 $16,000 $0 $0 $0 $6,000 $0 $6,000 $6,000 $10,000 $16,000 $16,000 $0 $6,000 $16,000 ENTERPRISE FUNDS WATER AND SEWER UTILITY FUNDS MAYOR AND CITY COUNCIL CITY TREASURER - FINANCE AND ACCOUNTING WATER RESOURCES COMPENSATION ADJUSTMENT DEBT SERVICE INDIRECT/DIRECT COST ALLOCATION MERIT PROGRAM PAY FOR PERFORMANCE CONTINGENCY / RESERVE APPROPRIATION TOTAL WATER AND SEWER UTILITY FUNDS $110,000 $2,042,228 $67,917,399 $89,422 $28,715,013 $5,413,260 $0 $305,926 $52,673,030 $157,266,278 $0 $23,585 $262,774 $0 $0 $0 $0 ($286,359) $0 $0 $110,000 $2,065,813 $68,180,173 $89,422 $28,715,013 $5,413,261 $0 $296,748 $0 $104,870,430 $110,000 $2,096,976 $69,892,586 $0 $29,504,864 $5,009,603 $298,776 $0 $58,044,127 $164,956,932 SOLID WASTE FUND CITY TREASURER - FINANCE AND ACCOUNTING PUBLIC WORKS COMPENSATION ADJUSTMENT INDIRECT/DIRECT COST ALLOCATION MERIT PROGRAM PAY FOR PERFORMANCE CONTINGENCY / RESERVE APPROPRIATION TOTAL SOLID WASTE FUND $876,781 $16,116,245 $32,371 $1,118,361 $0 $110,746 $3,996,457 $22,250,961 $9,188 $96,292 $0 $0 $0 ($105,480) $0 $0 $885,969 $16,212,537 $0 $1,676,137 $0 $0 $0 $18,774,643 $892,210 $17,085,234 $0 $1,639,861 $110,325 $0 $4,181,282 $23,908,912 $1,828,407 $5,658 $189,665 $0 $19,358 $1,259,731 $3,302,819 $17,197 $0 $0 $0 ($17,197) $0 $0 $1,845,604 $0 $527,499 $0 $0 $0 $2,373,103 $1,997,150 $0 $398,403 $18,820 $0 $3,612,532 $6,026,905 $182,820,058 $0 $126,018,176 $194,892,749 TOTAL DEBT SERVICE FUNDS TRUST & AGENCY FUNDS TRUSTS MAYOR AND CITY COUNCIL CONTINGENCY / RESERVE APPROPRIATION TOTAL TRUSTS TOTAL TRUST & AGENCY FUNDS AVIATION FUND COMMUNITY AND ECONOMIC DEVELOPMENT COMPENSATION ADJUSTMENT INDIRECT/DIRECT COST ALLOCATION MERIT PROGRAM PAY FOR PERFORMANCE CONTINGENCY / RESERVE APPROPRIATION TOTAL AVIATION FUND TOTAL ENTERPRISE FUNDS City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 465 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division Expenditures/Expenses Within Each Fund Type Fiscal Year 2013/2014 Schedule E Fund/Divisions INTERNAL SERVICE FUNDS SELF INSURANCE FUNDS CITY TREASURER - FINANCE AND ACCOUNTING ADMINISTRATIVE SERVICES COMPENSATION ADJUSTMENT INTERNAL SERVICE OFFSETS MERIT PROGRAM PAY FOR PERFORMANCE CONTINGENCY / RESERVE APPROPRIATION TOTAL SELF INSURANCE FUNDS Adopted Budget Expenditures 2012/2013 Expenditure Adjustments Approved 2012/2013 Actual Expenditures 2012/2013* Adopted Budget Expenditures 2013/2014 $7,948,092 $28,644,227 $5,371 ($22,363,980) $0 $18,378 $5,000,000 $19,252,088 $13,651 $4,727 $0 $0 $0 ($18,378) $0 $0 $6,713,796 $25,346,182 $0 ($22,564,900) $0 $0 $0 $9,495,078 $8,083,732 $27,105,582 $0 ($25,871,240) $18,548 $0 $5,000,000 $14,336,622 FLEET MANAGEMENT FUND PUBLIC WORKS COMPENSATION ADJUSTMENT ESTIMATED DIVISION SAVINGS INTERNAL SERVICE OFFSETS LEAVE ACCRUAL PAYMENTS MERIT PROGRAM PAY FOR PERFORMANCE CONTINGENCY / RESERVE APPROPRIATION TOTAL FLEET MANAGEMENT FUND $18,778,781 $17,772 ($190,000) ($18,178,344) $33,000 $0 $60,800 $5,429,806 $5,951,815 ($97,174) $0 $191,894 $0 ($45,729) $0 ($48,991) $0 $0 $17,469,270 $0 $0 ($17,511,347) $0 $0 $0 $0 ($42,077) $19,423,279 $0 ($199,500) ($19,165,020) $33,200 $57,140 $0 $6,286,386 $6,435,485 PC REPLACEMENT FUND ADMINISTRATIVE SERVICES INTERNAL SERVICE OFFSETS CONTINGENCY / RESERVE APPROPRIATION TOTAL PC REPLACEMENT FUND $727,722 ($953,208) $0 ($225,486) $0 $0 $0 $0 $727,722 ($834,513) $0 ($106,791) $842,633 ($1,012,856) $500,000 $329,777 $24,978,417 $0 $9,346,210 $21,101,884 $586,884,200 $82,950,000 $669,834,200 $0 ($29,200,000) ($29,200,000) $228,977,000 $0 $228,977,000 $517,417,500 $45,450,000 $562,867,500 $669,834,200 ($29,200,000) $228,977,000 $562,867,500 $1,284,712,426 $0 $748,889,202 $1,192,870,942 TOTAL INTERNAL SERVICE FUNDS CAPITAL PROJECT FUNDS CAPITAL IMPROVEMENT PROGRAM CAPITAL PROJECTS CONTINGENCY / RESERVE APPROPRIATION TOTAL CAPITAL IMPROVEMENT PROGRAM TOTAL CAPITAL PROJECT FUNDS TOTAL ALL FUNDS *Includes actual expenditures recognized on the modified accrual or accrual basis as of the date the tentative budget was prepared, plus estimated expenditures for the remainder of the fiscal year. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 466 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division of Expenditures/Expenses Fiscal Year 2013/2014 Schedule F Division/Fund MAYOR AND CITY COUNCIL GENERAL FUND TRUST & AGENCY FUND - TRUSTS ENTERPRISE FUND - WATER AND SEWER UTILITY TOTAL MAYOR AND CITY COUNCIL Adopted Budget Expenditures 2012/2013 Expenditure Adjustments Approved 2012/2013 Actual Expenditures 2012/2013* Adopted Budget Expenditures 2013/2014 $778,585 $6,000 $110,000 $894,585 $4,786 $0 $0 $4,786 $783,371 $6,000 $110,000 $899,371 $811,892 $6,000 $110,000 $927,892 TOTAL CITY ATTORNEY $5,582,195 $5,582,195 $105,239 $105,239 $5,687,434 $5,687,434 $5,707,884 $5,707,884 TOTAL CITY AUDITOR $753,386 $753,386 $8,052 $8,052 $761,438 $761,438 $750,053 $750,053 TOTAL CITY CLERK $998,146 $998,146 $9,228 $9,228 $1,007,374 $1,007,374 $1,217,619 $1,217,619 CITY COURT GENERAL FUND SPECIAL REVENUE FUND - SPECIAL PROGRAMS TOTAL CITY COURT $3,745,787 $1,921,341 $5,667,128 $13,137 $16,530 $29,667 $3,758,924 $1,937,871 $5,696,795 $3,896,081 $2,047,556 $5,943,637 TOTAL CITY MANAGER $879,946 $879,946 ($83,909) ($83,909) $796,037 $796,037 $887,235 $887,235 CITY TREASURER - FINANCE AND ACCOUNTING GENERAL FUND ENTERPRISE FUND - SOLID WASTE ENTERPRISE FUND - WATER AND SEWER UTILITY INTERNAL SERVICE FUND - SELF INSURANCE TOTAL CITY TREASURER - FINANCE AND ACCOUNTING $5,453,215 $876,781 $2,042,228 $7,948,092 $16,320,316 $33,759 $9,188 $23,585 $13,651 $80,183 $5,486,974 $885,969 $2,065,813 $6,713,796 $15,152,552 $5,687,153 $892,210 $2,096,976 $8,083,732 $16,760,071 ADMINISTRATIVE SERVICES GENERAL FUND INTERNAL SERVICE FUND - PC REPLACEMENT INTERNAL SERVICE FUND - SELF INSURANCE TOTAL ADMINISTRATIVE SERVICES $14,742,300 $727,722 $28,644,227 $44,114,249 $45,380 $0 $4,727 $50,107 $14,787,680 $727,722 $25,346,182 $40,861,584 $15,679,662 $842,633 $27,105,582 $43,627,877 COMMUNITY AND ECONOMIC DEVELOPMENT GENERAL FUND SPECIAL REVENUE FUND - GRANT SPECIAL REVENUE FUND - SPECIAL PROGRAMS SPECIAL REVENUE FUND - TOURISM DEVELOPMENT $23,704,234 $212,500 $7,911,598 $0 ($1,566,613) $0 ($6,617,500) $8,435,809 $22,137,621 $212,500 $811,150 $8,435,809 $22,826,306 $0 $1,144,098 $8,870,489 SPECIAL REVENUE FUND - TRANSPORTATION/HURF $9,250,167 $107,275 $9,357,442 $8,916,082 $1,828,407 $42,906,906 $17,197 $376,168 $1,845,604 $42,800,126 $1,997,150 $43,754,125 CITY ATTORNEY GENERAL FUND CITY AUDITOR GENERAL FUND CITY CLERK GENERAL FUND CITY MANAGER GENERAL FUND ENTERPRISE FUND - AVIATION TOTAL COMMUNITY AND ECONOMIC DEVELOPMENT City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 467 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division of Expenditures/Expenses Fiscal Year 2013/2014 Schedule F Division/Fund COMMUNITY SERVICES GENERAL FUND SPECIAL REVENUE FUND - GRANT SPECIAL REVENUE FUND - SPECIAL PROGRAMS SPECIAL REVENUE FUND - TRANSPORTATION/HURF Adopted Budget Expenditures 2012/2013 Expenditure Adjustments Approved 2012/2013 Actual Expenditures 2012/2013* Adopted Budget Expenditures 2013/2014 $33,818,807 $9,666,889 $2,658,998 $1,052,426 $161,098 $293,073 $8,597 $0 $33,979,905 $9,959,962 $2,667,595 $1,052,426 $33,689,227 $12,301,672 $2,681,345 $1,050,671 TOTAL COMMUNITY SERVICES $47,197,120 $462,768 $47,659,888 $49,722,915 PUBLIC SAFETY GENERAL FUND SPECIAL REVENUE FUND - GRANT TOTAL PUBLIC SAFETY $0 $586,220 $586,220 $0 $7,600 $7,600 $0 $593,820 $593,820 $13,023,731 $0 $13,023,731 PUBLIC SAFETY - FIRE GENERAL FUND SPECIAL REVENUE FUND - SPECIAL PROGRAMS TOTAL PUBLIC SAFETY - FIRE $29,231,484 $1,495 $29,232,979 $157,956 $618,717 $776,673 $29,389,440 $450,786 $29,840,226 $27,927,821 $300 $27,928,121 PUBLIC SAFETY - POLICE GENERAL FUND SPECIAL REVENUE FUND - GRANT SPECIAL REVENUE FUND - SPECIAL PROGRAMS TOTAL PUBLIC SAFETY - POLICE $79,541,812 $319,532 $1,830,073 $81,691,417 $1,032,220 $282,380 $4,295 $1,318,895 $80,574,032 $601,912 $1,834,368 $83,010,312 $73,790,741 $262,758 $1,461,247 $75,514,746 PUBLIC WORKS GENERAL FUND SPECIAL REVENUE FUND - SPECIAL PROGRAMS SPECIAL REVENUE FUND - TRANSPORTATION/HURF $17,685,952 $1,380,078 $12,508,773 ($49,984) $250,000 $52,063 $17,635,968 $250,000 $12,560,836 $18,525,257 $250,000 $13,638,668 ENTERPRISE FUND - SOLID WASTE INTERNAL SERVICE FUND - FLEET MANAGEMENT TOTAL PUBLIC WORKS $16,116,245 $18,778,781 $66,469,829 $96,292 ($97,174) $251,197 $16,212,537 $17,469,270 $64,128,611 $17,085,234 $19,423,279 $68,922,438 WATER RESOURCES ENTERPRISE FUND - WATER AND SEWER UTILITY TOTAL WATER RESOURCES $67,917,399 $67,917,399 $262,774 $262,774 $68,180,173 $68,180,173 $69,892,586 $69,892,586 City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 468 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary by Division of Expenditures/Expenses Fiscal Year 2013/2014 Schedule F Adopted Budget Expenditures 2012/2013 Division/Fund OTHER DEBT SERVICE CAPITAL PROJECTS SPECIAL REVENUE FUND - GRANT SPECIAL REVENUE FUND - SPECIAL DISTRICTS SPECIAL REVENUE FUND - TOURISM DEVELOPMENT INDIRECT/DIRECT COST ALLOCATION OTHER SAVINGS ESTIMATED DIVISION SAVINGS LEAVE ACCRUAL PAYMENTS PAY FOR PERFORMANCE COMPENSATION ADJUSTMENT ONE TIME PUBLIC SAFETY COMPENSATION MERIT PROGRAM INTERNAL SERVICE OFFSETS CONTINGENCY / RESERVE APPROPRIATION TOTAL OTHER TOTAL ALL FUNDS Expenditure Adjustments Approved 2012/2013 Actual Expenditures 2012/2013* Adopted Budget Expenditures 2013/2014 $114,631,317 $586,884,200 $11,044,623 $646,728 $0 $29,200,000 $0 ($392,269) $0 $0 $137,452,710 $228,977,000 $10,652,354 $646,728 $0 $116,122,808 $517,417,500 $4,525,750 $647,219 $500,000 $6,721,286 ($500,000) ($3,646,338) $1,954,047 $3,358,434 $843,130 $0 $0 ($41,495,532) $193,058,710 $873,500,605 $0 $0 $2,407,427 ($1,615,728) ($3,270,141) $0 $0 $0 $0 ($29,988,717) ($3,659,428) $7,616,897 ($250,000) ($3,890,805) $449,365 $298,469 $771,503 $0 $0 ($40,910,760) $0 $341,813,461 $7,047,867 $0 ($4,255,800) $1,883,100 $0 $0 $2,500,000 $3,431,331 ($46,049,116) $164,519,353 $768,290,012 $1,284,712,426 $0 $748,889,202 $1,192,870,942 *Includes actual expenditures recognized on the modified accrual or accrual basis as of the date the tentative budget was prepared, plus estimated expenditures for the remainder of the fiscal year. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 469 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Full-Time Employees and Personnel Compensation Fiscal Year 2013/2014 Schedule G Full-Time Equivalent (FTE) 2013/2014 Fund Employee Salaries and Hourly Costs 2013/2014 Retirement Costs 2013/2014 Healthcare Costs 2013/2014 Other Benefit Costs 2013/2014 Total Estimated Personnel Compensation 2013/2014 GENERAL FUND GENERAL FUND TOTAL GENERAL FUND 1,930.41 1,930.41 $123,097,865 $123,097,865 $17,381,373 $17,381,373 $15,220,234 $15,220,234 $9,190,038 $9,190,038 $164,889,510 $164,889,510 SPECIAL REVENUE FUNDS GRANT FUNDS SPECIAL PROGRAMS FUND TOURISM DEVELOPMENT TRANSPORTATION/HURF FUND TOTAL SPECIAL REVENUE FUNDS 13.00 28.31 2.00 82.00 125.31 $799,541 $1,570,711 $195,869 $3,978,205 $6,544,326 $92,118 $171,924 $14,006 $585,009 $863,057 $107,784 $167,520 $20,976 $698,400 $994,680 $65,498 $126,386 $9,544 $412,956 $614,384 $1,064,941 $2,036,541 $240,395 $5,674,570 $9,016,447 ENTERPRISE FUNDS AVIATION FUND SOLID WASTE FUND WATER AND SEWER UTILITY FUNDS 14.00 90.00 216.00 $849,908 $5,088,126 $13,500,621 $95,379 $511,551 $1,519,926 $77,616 $784,392 $1,809,558 $66,445 $363,696 $1,077,221 $1,089,348 $6,747,765 $17,907,326 TOTAL ENTERPRISE FUNDS 320.00 $19,438,655 $2,126,856 $2,671,566 $1,507,362 $25,744,439 INTERNAL SERVICE FUNDS FLEET MANAGEMENT FUND SELF INSURANCE FUNDS TOTAL INTERNAL SERVICE FUNDS 46.00 8.00 54.00 $2,387,261 $916,606 $3,303,867 $288,119 $61,568 $349,687 $362,592 $52,296 $414,888 $206,802 $43,968 $250,770 $3,244,774 $1,074,438 $4,319,212 2,429.72 $152,384,713 $20,720,973 $19,301,368 $11,562,554 $203,969,608 TOTAL ALL FUNDS City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 470 - Table of Contents Appendix Budget Adoption Ordinance CITY OF SCOTTSDALE Summary of Specific Budget Appropriations Fiscal Year 2013/2014 Schedule H ADOPTED OPERATING CAPITAL BUDGET BUDGET Divisions*: NON DIVISIONAL MAYOR AND CITY COUNCIL CITY ATTORNEY CITY AUDITOR CITY CLERK CITY COURT CITY MANAGER CITY TREASURER - FINANCE AND ACCOUNTING ADMINISTRATIVE SERVICES COMMUNITY AND ECONOMIC DEVELOPMENT COMMUNITY SERVICES PUBLIC SAFETY PUBLIC SAFETY - FIRE PUBLIC SAFETY - POLICE PUBLIC WORKS WATER RESOURCES DEBT SERVICE ESTIMATED DIVISION SAVINGS INDIRECT/DIRECT COST ALLOCATION INTERNAL SERVICE OFFSETS LEAVE ACCRUAL PAYMENTS MERIT PROGRAM ONE TIME PUBLIC SAFETY COMPENSATION CAPITAL PROJECTS CONTINGENCY / RESERVE APPROPRIATION Total Budget Appropriation TOTAL ACTIVITY $5,672,969 $927,892 $5,707,884 $750,053 $1,217,619 $5,943,637 $887,235 $16,760,071 $43,627,877 $43,754,125 $49,722,915 $13,023,731 $27,928,121 $75,514,746 $68,922,438 $69,892,586 $116,122,808 ($4,255,800) $7,047,867 ($46,049,116) $1,883,100 $3,431,331 $2,500,000 $510,934,089 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $0 $5,672,969 $927,892 $5,707,884 $750,053 $1,217,619 $5,943,637 $887,235 $16,760,071 $43,627,877 $43,754,125 $49,722,915 $13,023,731 $27,928,121 $75,514,746 $68,922,438 $69,892,586 $116,122,808 ($4,255,800) $7,047,867 ($46,049,116) $1,883,100 $3,431,331 $2,500,000 $510,934,089 $0 $164,519,353 $164,519,353 $517,417,500 $0 $517,417,500 $517,417,500 $164,519,353 $681,936,853 $675,453,442 $517,417,500 $1,192,870,942 *Division Budgets include Grants and Special Districts. City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 471 - Table of Contents Appendix City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 472 - Property Tax Levy Table of Contents Appendix City of Scottsdale FY 2013/14 Adopted Budget - Volume One - 473 - Property Tax Levy